A PROJECT REPORT ON

COMPETENCY MAPPIMG (For Team-mates)

AT

Parle Biscuits Pvt Ltd, Nashik

SUBMITTED
BY CHANDNI THAKKAR MPM-II UNDER THE GUIDANCE OF PROF. P.B.RAYATE

MVPSS INSTITUTE OF MANAGEMENT RESEARCH & TECHNOLOGY, NASHIK 2010-2011

Acknowledge ent
First of all I would like to take this opportunity to thank the Pune University for having project as a part of the MPM Curriculum. I wish to e press my heartfelt gratitude to the all peoples who have played a crucial role in the research for this project! without their active cooperation the preparation of this project could not have "een completed within the specified limit. I am thankful to our respected #irector! #r. $.%.$&I'($)'(! *#M'P $(M(+,s! IM&)- *asik for motivating me to complete this project with completes focus and attention. )he ne t person I would like to acknowledge is my project guide Mr. P...&(/()0 who supported me throughout this project with utmost cooperation and patience. I e press my profound sense of gratitude and sincere thanks to the Management of P(&10 .I$CUI)$ P'). 1)# for offering me this project and summer training in this organi2ation.

!handni Thakkar MPM N"D"M"#"P SAMA$%s I"M"&"T

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DE!LA&ATI'N
I! C4(*#*I )4(55(&! student of Institute of Management &esearch and )echnology! *asik! solemnly declare that the project titled (!'MPETEN!) MAPPIN* + AS ,&D T''LS- in partial fulfillment of M.P.M program under University 6f Pune was undertaken as part of academic curriculum according to university norms and with no commercial motives. #ate7 Place7 C4(*#*I )4(55(& MPM8II! IM&)! *($4I5.

(!o .etenc/ Ma..ing as ,&D Tool-0 NDM#P1s IM&T college, Nasik02 INDE3
Chapter *o. 1 Chapter *ame I*)&6#UC)I6* 1.1 6"ject of the project 1.3 $election of the topic for study 1.9 6"jective of the study 1.: &esearch methodology 1.; $cope of study 1.< 1imitation of study 1.= &ationale of the study P&6FI10 6F )40 6&%(*I$()I6* 3.1 .ackground and history of the organi2ation 3.3 6rgani2ational flow chart 3.9 Products offered "y organi2ation 3.: Interdepartmental relationship in organi2ation (*(1/$I$ > I*)0&P&0)()I6* 6F I*F6&M()I6* ? #()( 9.1 )opics under study8 #efinition! *eed and Utility 9.3 #ata collection 9.9 Presentation of data in ta"le graph! diagram C6*C1U$I6* &0C6MM0*#()I6* (*# $0%%0$$I6*$ .I.1I6%&(P4/ Page *o

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INTRODUCTION
4"4 '56ect o7 the Pro6ect
(s a part of MPM curriculum after completion of first year we have to go under the jo" training for the period of two months after which we have to su"mit our project report to the university. )his project is the first and the crucial step towards the development of future managers. )he o"jective of this e ercise is to get a first hand e perience to the realities of "usiness world and gain an insight into the working of the corporate world and develop our management skills.
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@)o implement the theoretical concepts of appraise rating into the challenging atmosphere of manufacturing industry. @)o e plore the possi"ilities of collecting the feed"ack of employees in different ways. @)o ensure satisfaction of "oth the appraiser and appraise "y fine tuning the process as per the organi2ational reAuirement. )he project report is on effect to put in writing the information and knowledge gained during the project study.

4"2 Selection o7 the To.ic

(s the environment is "ecoming competitive in nature! it is providing various facilities for growth and development. #ue to this! there are various challenges faced "y the employee and the organi2ation as whole. For this to cope with the challenges and to "e more competitive! one of the latest concepts in 4&M! Competency Mapping must "e adopted.
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BCompetency MappingC is one of the latest concepts in 4uman &esource Management. %D/na ic .eo.le 7or D/na ic 'rgani8ation10 6rgani2ation is fundamentally known "y its dynamic people working for it. Management always reAuires efficient! prudent! self8motivated! and vi"rant people to transform organi2ational goals into actions. For assessing the knowledge! skills and attitude a systematic approach is very much from can "e designed as a tool to develop 4& competencies. )he focus of this form will "e on identifying the traits! a"ilities and "ehavior! which are decisive for success in the assignment.

4"9 '56ectives o7 the Stud/ @ )o understand the concept of competency mapping! its utility and scope. @ )o list the competencies against individual roles and responsi"ilities in Parle .iscuits 1td. @ )o measure the knowledge! skill and attitude with the help of ranking method.
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@ )o identify the competence gap "etween the reAuired performance and actual performance. @ )o suggest the "est Competency "ased training and development programs.

4": &esearch Methodolog/ Methodoly means a particular set of methods used for collecting the information pertaining to the o"jectives of the project. &esearch methodology is a way to systematically solve research pro"lem. It may "e understood as a science of studying how research pro"lem. )he study of research methodology gives us the necessary training in gathering materials! arranging them!

participating in field when reAuired and training in techniAue for the collection of data appropriate for a particular pro"lem. )he research methodology is the most practical way of o"taining and analy2ing data and it plays an important role in project work.

&ESEA&!, T)PE )his project is "ased on a descriptive type of research! which includes structured interviews! and fact finding inAuiries of different kinds. )he major purpose of descriptive research is description of the state of affairs! as it e its at present. &ESEA&!, DESI*N; DESI*N0 DES!&IPTI#E &ESEA&!,

( research design is a specification of methods and procedure for acAuiring the information. ( research design is a master plan or model for the conduct of formal investigation. &esearch design is purely and simply the frame work or place for a study that guides data. It is a "lue print that is followed in completing a study.

DATA !'LLE!TI'NS TE!,NI<UES0 Data !ollection; )he data and information is collected through following methods7 Pri ar/ Data;

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( primary data is originated "y the research worker himself that is created "y research worker systematically. Its not ready made or readily availa"le data. Methods for collecting primary data7 @Interview @6"servation @$urvey @Interview7 It is a formal interaction and communication "etween two or more people where in or "y which the knowledge! skill! and attitude is testing. a. )elephone ". Personal @Personal interview7 )he relevant details were collected through personal discussion with the project guides! 4ead of the #epartment and managerial staff mem"ers. For this project I have used the Auestionnaire and direct interview method for my respondents. ( Auestionnaire is a form containing a set of Auestions! especially one addressed to a statistically significance num"er of su"jects as a way of gathering information for a survey. Secondar/ data; It is ready made or readily availa"le data. It is collected previously for other purpose "ut can "e used in the immediate studies as a reference only. @0mploy records7 )he primary details of the jo" description! responsi"ilities and performance review details are collected through files availa"le in organi2ation.
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@Performance and Potential &eview form7 )he performance appraisal form availa"le in the company. @&eference .ooks7 )he theoretical part of the project is taken with the help of reference "ooks on organi2ational "ehavior! 4uman &esource management. @Internet7 the advance details! current trends are collected "y referring various we"sites. Sa .ling; $ampling refers to the selection of some parts of an aggregate or totality on the "asis of which a judgment or inference a"out aggregate or totality is made. )here are different types of samples "ased on two factors vi2- the representation "asis and the element selection techniAue. 6n the "asis of representation! the samples are further classified as pro"a"ility and non8 pro"a"ility samples. Pro"a"ility sampling is also known as &andom sampling. Under this sampling design every item of the population in totality has an eAual chance of inclusion in the sample.

The Methodolog/ )he research methodologies used to collect relevant data> e act information from operators were7 $ampling Method was used with the tools Auestionnaires and personal interview.

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!ollection o7 Data )o study the changes! it was important to understand the psychology of team8mates! their e pectations from organi2ation and so on. )o study "ottom level to top level management. )hus desired data was collected mainly through primary sources including7 @6"servation @Interviews @Informal interactions Feed"ack from co8operators?supervisors Company manuals )he Auestionnaires have "een added in anne ure. Sa .ling Si8e 9F employees! who include employees from all department.

,/.otheses o7 the Pro6ect

4ypothesis simply means a mere assumption or some supposition to "e proved or disproved. 4ypothesis is a set of statements to "e accepted and rejected at the end of research on the "asis of findings of the research.
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 0ffective competency mapping and organi2ation development are positively interrelated to each other.
Industrial

environment in P(&10 .UI$CIU)$ P'). 1)# is suita"le for improvement in organi2ation development through competency mapping.

Competency "ased training is effective tools for individual development in an organi2ation. Competency Mapping helps organi2ation to achieve its o"jective in efficiently and effective way.

4"= Sco.e o7 Stud/

Competency Mapping is the process of identifying key competencies for organi2ation and?or a jo" and incorporating those
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competencies through out the various process Gthat is jo" evaluation! training! recruitmentH of organi2ation. It is the Btraits! a"ilities and "ehaviorC demonstrated "y the leader! which are decisive for success in the assignment. Competency mapping is widely accepted measures for developing dynamic work forces reAuired for growth and development of "oth the individuals and the organi2ation. )he scope includes7 )o understand the interrelated set of skills! "ehavior! attitude and knowledge needed "y an individual to "e effective in most professional and managerial position. )o understand the a"ility to assess your own strengths and weakness- set and pursue professional and personal goals- "alance work and personal life- and engage a new learning8 including new or changed skills! "ehavior and attitude. )o study the demonstration "y the employee in the current jo"! in comparison with the standard reAuirements of the jo"? responsi"ility level. )o understand various managerial competency fields in term of 0ntrepreneurial mindset! 1eadership Competence! )echnical and Methodological Competence. )o study the potential evaluation i.e. assessment of employee,s capa"ility to succeed in ne t? higher levels of responsi"ility within a time frame! "ased on the performance rating. 4"> Li itation o7 the stud/

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)he topic under study is very vast and the assignment time was comparatively less. 1ink with only one organi2ation. $ample si2e consider for this is limited. It has "een o"served that in their 4.&. $ystem! competency mapping e ercise has not "een done so far.

4"? &ationale o7 the Stud/

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&ationale of study refers to the worth and utility of the study from the future point of view. Following are the worth and utility of the study from the future point of view7 )he study of the project has helped me in gaining practical knowledge and insight into one of the significant 4uman &esource concept called BCompetencyC. )he project work will help me in my future jo" prospective! as it will guide me to develop a competency8mapping tool such as Auestionnaire! assessment center. .ased on the competency mapping study we can identify the gap "etween the o"jective? goal and the actual performance demonstrated "y the employee! the various causes of these gaps and the suita"le training reAuired to fill those gaps and improve his competency. )he recommendations and suggestions "y this project work will guide to know the various competency fields! the criteria to map them and the appraisal of the ranking to the respective employee. )he project work will help to improve efficiency and effectiveness of an organi2ation and also will help to create it,s goodwill in the market.

It will help to minimi2e wastage and achievement in Auality o"jectives.

It will help to minimi2e Production cost.

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P&6FI10 6F )40 6&%(*II()I6*

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2"4 Background and ,istor/ o7 the 'rgani8ation

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!o .an/ Pro7ile;

4ead 6ffice Parle Products Pvt 1td '.$. 5handekar Marg! 'ille8 Parle 0ast! Mum"ai :FFF;=! Maharashrta Ph 7GF33H <<E1<E11 to 1; Fa 7GF33H ;<E1<E3< to 3= Je"site7 www.parleproducts."i2

Plant Parle .iscuits Pvt 1td %ate *o.:<:! 'illage8 %onde #humal )al8 Igatpuri #ist8 *ashik Ph7 GF3;9H 9F:<FF Je"site7 www.parleproducts."i2

/ear 3FF= 3FF= 3FFD 3FFD 3F1F

$et Up Plant erection and commissioning G$ti lineH Plant erection and commissioningG ChipsH $ti Commercial production Chips commercial production C8 .o manufacturing

Product $ti Chips $ti Chips C8.o

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AB'UT PA&LE ( Parle Products has "een IndiaKs largest manufacturer of "iscuits and confectionery! for almost DF years. Makers of the worldKs largest selling "iscuit! Parle8%! and a host of other very popular "rands! the Parle name sym"oli2es Auality! nutrition and great taste. Jith a reach spanning even the remotest villages of India! the company has definitely come a very long way since its inception. Many of the Parle products 8 "iscuits or confectioneries! are market leaders in their category and have won acclaim at the Monde $election! since 1E=1. Jith a :FL share of the total "iscuit market and a 1;L share of the total confectionary market in India! Parle has grown to "ecome a multi8million dollar company. Jhile to consumers itKs a "eacon of faith and trust! competitors look upon Parle as an e ample of marketing "rilliance.

,IST'&) In 1E3E a small company "y the name of Parle products emerged in .ritish dominated India. )he intent was to spread joy and cheer to children and adults alike! all over the country with its sweets and candies. )he company knew that it wouldn,t "e an easy task! "ut they decided to take the "rave step. ( small factory was set up in the su"ur"s of Mum"ai! to manufacture sweets and toffees. ( decade later it was upgraded to manufacture "iscuits as well. $ince then! the Parle name has grown in all directions! won international fame and has "een sweetening peopleKs lives all over India and a"road. (part from the factories in Mum"ai and .angalore Parle also have factories in .ahadurgarh in 4aryana and *eemrana in &ajasthan!
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which are the largest "iscuit and confectionery plants in the country. (dditionally! Parle Products also has = manufacturing units and ;1 manufacturing units on contract.

#ision and Mission

#ision; Jith the unfolding of I) age the emergence of "orderless world there is a Auest in Parle to "ecome the most admired among the stakeholders alike customers! employees! wholesalers! suppliers and society. Following ethical and fair "usiness practices Maintaining respect of all human "eings.

Mission; (chieve growth at higher rate (im at 2ero defect products 0 pand distri"ution network in neigh"oring Countries

Impart training! motivation and respect to all employees

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2"2 'rgani8ation !hart

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2"9 Products and Services

List o7 Parle .roducts

Biscuits Parle 0 * @rack6ack MagiB Monaco @rea s Parle 2C02C !ookies Sweets Melod/ Mango Bite @accha Mango Bite Po..ins @is i To77ee @is e To77ee Bar Ma8elo Snacks Musst Bites !heeslings SiBer $e77s Mussts stiB A Musst !hi.s SiBer Deera @is i *old 'range !and/ 3hale 2 in 4 Eclair *olga..a Melod/ So7tee Parle Lites ,ide and Seek ,ide A Seek Milano Digestive Marie Parle Marie Milk Shakti *olden Arcs

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2": Interde.art ental &elationshi.

)here are many departments in Parle .iscuits Pvt 1td.! *ashik and all these are departments work in coordination with each other! working together to achieve the end o"jective of the organi2ation. In Parle .iscuits Pvt 1td.! Purchase department,s function is to arrange the supply of materials "y the organi2ation froe right source! at right price! in right Auantity! with desired Auality and at right time. )hen the purchased materials stored at store department in systematic way using codification and classification techniAues. )hen the materials reAuisitions are arranged in store department which in turns send to production department on regular "asis. )he Muality control department measures and controls the Auality of the product. (ccount and costing department arranges for funds and make the payment to the suppliers of the materials! wages! salaries and other e penses. )he costing department arrives at the unit cost of the production and takes step in reducing the cost in all areas of the production. 4uman &esource department also plays an important role in maintaining the good employee relation. )here are many su"8department which plays important role in achieving organi2ation,s o"jectives.

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ANAL)SIS A INTEP&ETATI'N 'E INE'&MATI'NF DATA

9"4 Introduction to !o .etenc/;

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Ghat is !o .etenc/H
(ny underlying characteristic reAuired performing a given task! activity! or role successfully can "e considered as competency. Competency may take the following forms7 5nowledge! (ttitude! $kills! and 6ther characteristics of an individual including7 Motives! 'alues! $elf concept etc.

Competencies may "e grouped in to various areas. In classic article pu"lished a few decades ago in 4arvard .usiness &eview #aniel
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5at2 grouped those under three areas which were later e panded in to the following four7 )echnical. Managerial! 4uman and Conceptual. )his is a convenience classification and a given competency may fall into one or more areas and may include more than one from. It is this com"ination that are la"eled and promoted "y some firms as competency dictionaries. ( competency dictionary of a firm gives detailed descriptions of the competency language used "y that firm. It contains detailed e planations of the com"inations of competencies Gtechnical! managerial! human and conceptual knowledge! attitudes and skillsH using their own language. For e ample )eam work or )eam Management competency can "e defined in terms of organi2ation specific and level specific "ehaviors for a given origination. (t top levels it might mean in the case of one organi2ation a"ility identify utili2e and synergi2e the contri"utions of a project team and at another level it might mean a"ility to inspire and carry along the top management team including diversity management. In competency mapping all details of the "ehaviors Go"serva"le! specific! measura"le etc.H to "e shown "y the person occupying that role are specified.

Ghat is co .etence and co .etenc/H

)here is difference "etween the words Ncompetence, and Ncompetency., NCompetence, means a skill and the standard of performance reached while Ncompetency, refers to the "ehavior "y which it is achieved. In other words! one descri"es what people can do while the other focuses on how they do it. Competences refer to the range of skills! which are satisfactorily performed! while competencies refer to the "ehavior adopted in competent performance

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Gho Identi7ies co .etenciesH

Competencies can "e identified "y one of more of the following category of people7 0 perts! 4& $pecialists! +o" analysts! Psychologists! Industrial 0ngineers etc. in consultation with7 1ine Managers! Current > Past &ole holders! $upervising $eniors! &eporting and &eviewing 6fficers! Internal Customers! $u"ordinates of the role holders and 6ther role set mem"ers of the role Gthose who have e pectations from the role holder and who interact with him?herH.

Parr/ in 4II> has de7ined co .etenc/ as (cluster of related knowledge! skills and attitudes that affects a major part of one,s jo" Ga role or responsi"ilityH! that correlates with performance on the jo"! that can "e measured against well8accepted standards and that can "e improved via training and development.C

DEEINITI'N 7irst .o.ulari8ed 5/ Bo/at8is J4IK2L with &esearch result on clusters o7 co .etencies7 B( capacity that e ists in a person that leads to "ehavior that meets the jo" demands within parameters of organi2ational environment! and that! in turn "rings a"out desired resultsC ,a/es J4I?IL de7ines Competencies as generic knowledge! motive! trait! social role or a skill of a person linked to superior performance on the jo".

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Albanese (19 9): Competencies are personal characteristics that contribute to effective managerial performance.

INTE&NAL

A!TI'N

'UT!'ME

PERppp PERSONAL hhhffggd CHARACTERISTI C

@ Mo !"# @ T$%! @ S#&'-(o)(#p

*EHAVIOR
@S+!&&

,O* E PERFORMANC

Model #efining Competency

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Ghat is !o .etenc/ Ma..ingH

Competencies is the collection of success factors necessary for achieving important results in a specific jo" or work role in a particular organi2ation. $uccess factors are com"inations of knowledge! skills! and attri"utes that are descri"ed in terms of specific "ehaviors! and are demonstrated "y superior performers in those jo"s or work roles. (ttri"utes include7 personal characteristics! traits! motives! values or ways of thinking that impact an individual,s "ehavior. Competencies in organi2ations tend to fall into two "road categories7 8 Personal Functioning Competencies. )hese competencies include "road success factors not tied to a specific work function or industry Goften focusing on leadership or emotional intelligence "ehaviorsH. 8 Functional?)echnical Competencies. )hese competencies include specific success factors within a given work function or industry. )hree other definitions are needed7 O Competency Map. ( competency map is a list of an individual,s competencies that represent the factors most critical to success in given jo"s! departments! organi2ations! or industries that are part of the individual,s current career plan. O Competency Mapping. Competency mapping is a process an individual uses to identify and descri"e competencies that are the most critical to success in a work situation or work role. O )op Competencies. )op competencies are the vital few competencies Gfour to seven! on averageH that are the most important to an individual in their ongoing career management process. BImportance to the individualC is an intuitive decision
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"ased on a com"ination of three factors7 past demonstrated e cellence in using the competency! inner passion for using the competency! and the current or likely future demand for the competency in the individual,s current position or targeted career field. (lthough the definition a"ove for Bcompetency mappingC refers to individual employees! organi2ations also BmapC competencies! "ut from a different perspective. 6rgani2ations descri"e! or map! competencies using one or more of the following four strategies7 1. 6rgani2ation8Jide Goften called Bcore competenciesC or those reAuired for organi2ation successH 3. +o" Family or .usiness Unit Competency $ets 9 Position8$pecific Competency $ets :. Competency $ets #efined &elative to the 1evel of 0mployee Contri"ution Gi.e. Individual Contri"utor! Manager! or 6rgani2ational 1eaderH

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!o .etenc/ !asual 7low diagra

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BENEEITS 'E USIN* !'MPETEN!) APP&'A!, )here are some useful "enefits of using competency approach for the company! managers! and employees as well. F6& )40 C6MP(*/

&einforce corporate strategy! culture! and vision. 0sta"lish e pectations for performance e cellence! resulting in a systematic approach to professional development! improved jo" satisfaction! and "etter employee retention. Increase the effectiveness of training and professional development programs "y linking them to the success criteria Gi.e.! "ehavioral standards of e cellenceH. Provide a common framework and language for discussing how to implement and communicate key strategies. Provide a common understanding of the scope and reAuirements of a specific role. Provide common! organi2ation8wide standards for career levels that ena"le employees to move across "usiness "oundaries.

F6& M(*(%0&$7

Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more o"jective performance standards. Clarify standards of e cellence for easier communication of performance e pectations to direct reports. Provide a clear foundation for dialogue to occur "etween the manager and employee a"out performance! development! and career8related issues.

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F6& 0MP16/00$7

Identify the success criteria Gi.e.! "ehavioral standards of performance e cellenceH reAuired to "e successful in their role. $upport a more specific and o"jective assessment of their strengths and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the "asis for a more o"jective dialogue with their manager or team a"out performance! development! and career related issues.

Eive t/.es o7 co .etenc/ characteristics

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Motives0 )he thing a person consistently thinks a"out or wants that cause action. Motives B#erive and $elect.C .ehavior towards certain actions or goals and away from others. 0g7 (chievement8motivated people consistently set challenging goals for themselves! take personal responsi"ility for accomplishing them and use feed"ack to do "etter. Trait0Physical character and consistent response to situation or information. 0g7 &eaction time and good eyesight and physical trait competencies of com"ating pilots. 0motional self8control and initiative are more comple . BConsistent responses to situations.C $ome people don,t B"low upC at other and do act Ba"ove and "eyond the call of dutyC to solve under stress. )hese traits competencies are characteristics of successful manager. Motives and competencies are intrinsic operant or self8starting Bmaster traitsC that predicts what people will do on their jo"s long term without close supervision. Sel70conce.t0 ( person,s attitude! values or self image. 0g7 $elf confidence Ga person,s "elief that he or she can "e effective in almost any situationH People,s values are respondent or reactive motives that predict what he or she will do in the short term and in situation where others are in charge. For e.g. some one who values "eing a leader is more likely to e hi"it leadership "ehavior if he or she is told a task or jo" will "e Ba test of leadership a"ilityC people who value "eing! Bin managementC "ut do not intrinsically like or spontaneously think a"out influencing others at the motive level often attain management position "ut then fail. @nowledge0Information a person has in specific content area. 0g7 ( surgeon,s knowledge of nerves and muscles in the human "ody.
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5nowledge is a comple competency. $cores of knowledge tests often fail to predict work performance "ecause they fail to measure knowledge and skills in the ways they are actually used on the jo". First many knowledge test measure rote memory. Jhen what is really important is the a"ility to find the information. Memory of specific facts is less important then knowing which fact e ists that are relevant to a specific pro"lem and where to find them when needed. $econd knowledge test are Brespondent.C )hey measure test takers a"ility to choose which of the several option the right response is! "ut not whether a person can act on the "ases of knowledge. For e.g.8 the a"ility to choose which of the five item is an effective agreement is very different from the a"ility to stand up in a conflict situation and argue persuasively. Finally knowledge at "est predicts what someone can do! not what he or she will do. Skill0)he a"ility to perform a certain physical or mental task. 0g7 ( dentist,s physical skill to fill a tooth without damaging the nerves! a computer programmer,s a"ility to organi2e ;FFFF lines of code in logical seAuential order. Mental or cognitive skill competencies include analytical thinking Gprocessing! knowledge> data! determining cause and effect! organi2ing data and plansH and conceptual thinking Grecogni2ing pattern in comple dataH $urface knowledge and skills competencies are relatively easy to develop! training is the cost effective way to secure the employee a"ilities. Core motive and trait competencies are most difficult to assess and develop- it is most cost effective to select these characteristics. Sco.e o7 !o .etenc/ Ma..ing Creating jo" competency profiles provides the organi2ation and its employees with numerous "enefits. In order to achieve optimal organi2ational results! an organi2ation must strive to develop an
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integrated human resource management system. )o do so! competency approach serve as a foundation for human resource management functions including recruitment! selection! and performance management! training! and securing highly productive workforce overtime. !lassi7ication +o" descriptions are a "asic tool in communicating to organi2ational mem"ers the specific duties! responsi"ilities! and competencies that are reAuired for successful performance on the jo" "oth at jo"8entry and at full8performance level. .y "eing a complete description including competencies! the jo" description is a more useful tool for communicating jo" duties to candidates! serving as a tangi"le guidepost for employees "y providing greater role clarity and a well defined level of performance e pectation "ased on competency proficiency levels made visi"le on the jo" description. &ecruit ent Using competencies in recruitment can "e as simple as including a list and a "rief description of the reAuired competencies in the jo" posting! providing important information to the candidates "oth in terms of what the organi2ation e pects of its employees and for candidates to self8select for jo"s that match their set of competencies "ased on self8assessment.

SelectionATesting It is important to ensure that those selected for a jo" meet not just the minimum technical reAuirements! "ut also have the essential Psoft skillsP Ge.g. relationship "uilding! teamwork! communication! etc...H that are vital to sustain successful performance on the jo" overtime. Creating a competency8"ased interview Auestion "ank
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and developing competency8"ased validated selection measures will ena"le an organi2ation to "etter predict the success of jo" candidates on the jo". TrainingADevelo. ent ( conceptuali2ation of a competency is that it is o"serva"le! measura"le! and can "e learned to achieve desired performance levels. 4ence! an assessment and evaluation of competency proficiency levels either during a selection interview or as part of performance management process can "e used to identify appropriate developmental training opportunities necessary to achieve desired competency proficiency levels.

!areerAGork7orcePlanning +o" Competency Profiles are also critical in the workforce planning initiatives for those organi2ations that anticipate future vacancies and can su"seAuently strategically identify and train individuals that can successfully fill the vacancies without a noticea"le distur"ance in the organi2ationKs functioning. (lso! on
:F

the individual level! such profiles can "e used to develop career paths "y making known the competency reAuirements and e pectations for different positions in the organi2ational hierarchy.

Eollowing chart .ro6ecting the 7ollowing as.ects o7 co .etenc/ a..ing is given 5elow;
Ghat a77ects co .etenc/ Ma..ingH
Management Philosophy Customer &eAuirement

:1

.usiness needs .usiness process

Ghat are the A..lications o7 co .etenc/ a..ingH

&ecruitment

Gh/ co .etenc/ Ma..ingH

&ight si2ing Muality manpower 4igher performance 6rgani2ational core competence

Placement

!o .etenc / Ma..ing

#evelopment Performance Management Career planning &eward +o" &edesign

Ghat are the tools o7 co .etenc/ a..ingH !o .etenc/ Identi7ication !o .etenc/ Assess ent .y superior
.y 4& specialist +o" e pert Psychologist Industrial 0ngineers Muestionnaire Interviews )ask force Psychometric )ests Interviews

$uperior (ssessment

Management %ames &ole Play Case $tudy 1%#

( study of workplace gives the picture of level of performance and tremendous opportunity for improvement. )he key for competitive advantage is "etter competence and competency management. In a competence management workshops the participants offered the
:3

following arguments management.

in

favor

of

effective

competence

Q 6nly competent people can deliver Q Performance improvement8individual and organi2ation Q6"jective assessment of competence Q0ffective training and development of employees =Can esta"lish o"jective reward and recognition system =#evelops new? sharpens e isting competence =Prevents jo" o"solescence in Info age =Competence as competitive advantage =Competence su"ject creation and recreation )hese needs keep changing from organi2ation to organi2ation! market and strategies. Most of the concern is true for a vast majority of organi2ations. )o perform and achieve accepta"le results! improvements and reAuired. 4igh task performers invent competencies and reinvent them in no time Gto suit the customer,s e pectationH and use it as weapon. )he scarce resource is time. )he compulsion is to reach the market with products and services with speed that e ceeds the competition. )he compulsion is to remain in a state of waking consciousness and stretch oneself. It is to stretch "eyond the "oundaries of structure and our own styles. )here is no "etter tool than a well conceived and effectively managed competence system.

9"2 Data !ollection

!o .etenc/ Ma..ing at Parle
:9

Ma6or tasks o7 the co .an/ )he major task of the company is to identify the competent employees and finding the competence gap to achieve the organi2ational goals. $o5 descri.tion; Possi"le competencies can "e readily determined from well written jo" description. +o" description is a written statement of what a jo"holder does! how it does! and why it is done. !o .onents o7 6o5 descri.tion; M $o5 title; it defines and designates the jo" properly. )he department! division! etc. indicates the name of the department. From the jo" title we can easily identified the "asic competencies needed for the jo". For e.g. the designation computer operator we can identify that here a "asic computer knowledge is the competency which a person must reAuired. @ &es.onsi5ilities; it gives a comprehensive listing of the duties together with some indication of the freAuency of occurrence or percentage of time devoted to each major duty. It is regarded as the heart of the jo". @ Authorities; it includes which are the authorities within the employee and how and why he has to use for the "etterment and development of the organi2ation. @ A5ilities; a"ilities refer to an individual,s capacity to perform various tasks in the jo". It may "e physical or intellectual. .oth a"ilities are reAuired for adeAuate jo" performance depends on the a"ility reAuirement of the jo".
::

M $o5 knowledge and skills; knowledge and skills are the "asic necessity of any jo". (ll the jo"s are defined in the form of +o" #escription which includes +o" &esponsi"ility and authorities reAuired to perform that particular jo". Je analy2ed the following "asic information the +o" #escription7 R Jhat level of knowledge do employees need to know and how is that skill acAuiredS R 4ow should the employees process that knowledge and skillS R Jhat is the scope of the responsi"ilities as far as decisions are concernedS R Jhat is the flow of interpersonal communicationS R Jhat is the impact on results when employees make an errorS R Jhat are the control mechanism to prevent errorS R Jhat is environmental level of stress and e posure on jo"S R 4ow does the employees direct supervisionS

Eollowing Process o7 co .etenc/

a..ing was .racticed

e;

T 1isting down the departments. T 1isting down the positions of sectional heads. T Understanding functions of departments. T Understanding process of departments. T Understanding jo" responsi"ilities and authorities of employees.
:;

T Understanding the competencies skills reAuired to individual employees. T Identifying the gap "etween the competence reAuired and actual competence of the employee. T )raining plan and training calendar prepared. T 0valuating training effectiveness to determine to achieve the reAuired competence.

Methods o7 co .etenc/ identi7ication identi7/ing co .etence skills;

$o5 descri.tion;

used

in

:<

)he merits and demerits of jo" description are given "elow7 Advantage o7 6o5 descri.tion; @ Produces very complete jo" description useful for jo" design! compensation analysis! and "y inference! some competency analysis. For e.g. specification of the technical tasks reAuired in a jo" can "e used to deduce cognitive skills needed for the jo". @ Provides data to meet uniform guidelines on employee selection procedure regulation which some interpret to reAuire survey information on the freAuency and importance jo" tasks. <uestionnaire; It is valua"le instrument for gathering data a"out competencies. Jhich are vital or relevant to successful performance of a jo" or a group of jo"sS It is written form of interview. )he Auestions can "e framed in advance and protested later on the Auestions can "e printed and information can "e o"tained on a group of persons at the same time.

Advantages o7 <uestionnaire; @If there is no of jo"s with the same title across the organi2ation! a Auestionnaire can "e used to gather a large amount of data in a standard format from many people "oth Auickly and ine pensive. @)he answer to the Auestion is written down. @)hus it is less time consuming than the interview.
:=

'5servation; 0mployees are o"served as they perform a jo" and information is collected. .y o"serving the employees during the jo" the o"server can come to know a"out the competencies of employees. .y o"serving! how employees do their work! how he interact or communicates with others! how much he takes interest in his work! and do it properly or notS Is he doing his work on the +o" #escription time given "y his supervision or not! etc. (pproved .y8 Unit 4ead Position8 Production 0 ecutive
&es.onsi5ilit/; 8 6verseeing the production process! drawing up a production schedule. 8 0nsuring that planned efficiency and performance are met. 8 0nsuring that the production is cost effective. 8 #evelop and track improvement. 8 Coordinate! set up and implement standard operating procedure for all production operations. 8 Making sure that the products are produced on time and are of good Auality. 8 Manage the adherence to prescri"ed procedures to ensure first pass Auality meets or e ceeds planned goals.

#epartment8Production &eports to8 Unit 4ead

$'B DES!&IPTI'N 8 Jorking out the human and material resources needed.
8 0nsure prescri"ed line parameters are completed timely. Designation; Production 0 ecutive?4ead 8 0nsure complete compliance to prescri"ed PM$! 4(CCP and ;$ processes.

De.art ent; Production +o" #escription

8 #rafting a timescale for the jo". 8 0stimating costs and setting the Auality standards.
:D

(pproved .y8 Unit 4ead

#epartment8Production

8 )rack competencies of su"ordinates and provide leadership and development as reAuired to achieve the o"jectives.

Position8 Production 0 ecutive

&es.onsi5ilit/;

&eport to8 Unit 4ead

8 6verseeing the production process! drawing up a production schedule. 8 0nsuring that planned efficiency and performance are met. 8 0nsuring that the production is cost effective. 8 #evelop and track improvement. 8 Coordinate! set up and implement standard operating procedure for all production operations. 8 Making sure that the products are produced on time and are of good Auality. 8 Manage the adherence to prescri"ed procedures to ensure first pass Auality meets or e ceeds planned goals. 8 Jorking out the human and material resources needed. 8 0nsure prescri"ed line parameters are completed timely. 8 0nsure complete compliance to prescri"ed PM$! 4(CCP and ;$ processes. 8#rafting a timescale for the jo".
8 0stimating costs and setting the Auality standards

Production; *ame7 &ole7

:E

$r .ehavioral Indicators *o +o" #escription

&anking 1 3 #epartment7 Production 9

1 .y7 Machine 6peration (pproved Unit 4ead 3 %eneral Maintenance Position7 6fficer &eports to7 Production 4ead 9 Production $afety knowledge : Component 5nowledge &esponsi"ility7 ; Instruments 5nowledge < Communication skills 8 $upervises employees at different stages of product to ensure safety! Auality and = Commercial +udgment productivity. D Material 4andling
8 Planning U including developing ?maintaining a via"le plan incorporating hiring! training! capacity8modeling! efficiency?yield assumptions etc. 8 Implements e isting production recipes and makes adjustments as necessary to produce products within specifications. 8 1iaising with ware8housing! Auality assurance! packaging areas to ensure prompt shipment of product. 8 Fills in process sheets containing instructions for all employees. 8 Maintaining ? 4ousekeeping at a high level within the department through the involvement of all team mem"ers. 8 Monitors Auality of incoming raw materials and finished products "y reviewing la" data. 8 Cross8functional management of M(! materials and 4& support for the team. 8 Interacting and liaising with the other manufacturing teams and 1ogistics to prioriti2e "ackorders. De.art ent; Production

Designation; Production 6fficerof facilities! eAuipment! or procedures to 8 #evelops and recommends improvements improve safety! Auality! and efficiency.
8 Managing $o5 process and material flows! space management! and working with the 0ngineering group to ma imi2e utili2ation of space designated for specific operations area. 8 6versees and or conducts training of new or e isting employees.
;F

+6. #0$C&IP)I6* De.art ent; Production (pproved .y7 Unit(ss. 4ead #epartment7 Production Designation; Production 6fficer Position7 (ss. Production 6fficer
&es.onsi5ilit/; 8 $chedules and coordinates flow of work within or "etween departments of manufacturing plant to e pedite production. 8 Coordinate schedules and other activities. 8 Coordinate the scheduling of meetings! and the assigning of responsi"ility for specific tasks. 8 &eviews master production schedule and work orders 8 (ssist in day8to8day department operations. 8 &eschedules identical processes to eliminate duplicate machine setups. 8 #istri"utes work orders to departments! denoting num"er! type! and proposed completion date of units to "e produced. 8 Maintain digital and paper file systems. 8 Confers with department supervisors to determine progress of work and to provide information on changes in processing methods received from methods or engineering departments. 8 Maintaining attendance records of team8mates. 8 Produce detailed reports! meeting notes! and notifications. 8 0 amine documents for completeness and latest version. 8 Maintains inventory of materials and parts needed to complete production. ;1 8 Coordinate with production head and production officers.

&eports )o7 Production 4ead

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead #epartment7 Muality (ssurance

Position7 Muality &eports )o7 Unit 4ead De.art ent;4ead Muality (ssurance Designation; Muality 4ead? 0 ecutive

&es.onsi5ilities; 0Inspection of raw materials Gpotatoes > masala! oilH and finished product inspection i.e. Gchips> sticksH 80nsuring that manufactured goods is as per standards to maintain the product Auality 8%uiding production personnel a"out Auality standard 8 Preparing of Auality manual which comprises of inspection of raw materials! inspection of component "rought from vendor inspection in process! inspection of end product. 8Providing training to supervisors in order to maintain Auality and avoid wastage. 8$uggesting improving the Auality at all stages. 8 Maintaining records of inspection tools > eAuipments.

;3

<ualit/ Assurance De.art ent Na e; &ole;

;9

$r *o 1 3 9 : ; < = D E 1F

.ehavioral Indicators 1 +o" 5nowledge )eamwork Communication skills (nalytical $kills Interpersonal &elationship Presentation skills Computer skills Inspection $kills #ecision Making Jork #etermination

&anking 3 9

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead #epartment7 Muality (ssurance De.art ent; Muality (ssurance Position7 Muality coordinator Designation; Muality coordinator&eport )o7 Muality head
&es.onsi5ilit/; 8 In house testing of the production. 8 Preparing daily report of inspection. 8 Inspection handling and preparing inspection reports. 8 Inspection of samples of incoming raw material. 8 Maintaining records of la" eAuipments. 8 (ssisting M( 4ead. ;:

De.art ent; Commercial Designation7 1ogistic 6fficer +6. #0$C&IP)I6* (pproved .y7 Unit 4ead
;;

#epartment7 1ogistic

Position7 1ogistic 6fficer

&eports to7 Commercial 4ead

&es.onsi5ilities; 8 Manpower 4andling > (ccounting day to day e penses. 8 Negotiation0 vender identification and development. 8 $cheduling critical and high value items. 8 Maintaining optimum inventory. 8 Maintaining data"ase of prices. 8 I .ort sourcing0 selection! negotiation and finali2ing freight. 0 Follow up and coordination with suppliers. 0 4andling import procedure. 0 'erification of important documents. 0 (ssisting commercial head in custom duty. Calculation 8 Trans.ortation0 &educing cost of transportation" 0 $ourcing! selecting >finali2ing the service Provider. 0 Follow up with accounts department 8 $upervise work of su"ordinators.

Logistics Na e; &ole; $r no
;<

.ehavioral Indicators 1

&anking 3 9

1 3 9 : ; < = D E 1F 11

Interpersonal &elationship $kills Presentation > Communication $kills 6rder "ooking > Invoicing $ales &eturn Packing > $torage Manner of #ispatch Imports> 0 port Jork #etermination Commercial +udgment #ecision Making Computer 1iteracy

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead Position7 Purchase 6fficer #epartment7 Commercial &eports )o7 Commercial 4ead

&es.onsi5ilities; 0 forecasting procurement needs 0 Monitor trends of suppliers and contractors 0 .uilding relationship with key suppliers and contractors 0 6rder materials and services as negotiated and approved 0 &eview Auotations 0 (pprove and issue purchase order 0 Maintaining purchase record 0 #iscuss the issue of defected goods and services with vendor and unit head De.art ent; Commercial 0 4elp in lowering cost and secure agreement Designation; Purchase 6fficer 0 (ssure timely and accurate payment of invoices necessary for "usiness with suppliers

;=

Purchase *ame7 &ole7

;D

$r. no 1 3 9 : ; < = D

.ehavioral Indicators 1 +o" 5nowledge Maintaining procurement file 'endor relation Material handling Communication $kills Commercial $kills Jork #etermination #ecision Making

&anking 3 9

De.art ent; Commercial Designation; .$& 6fficer

;E

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead Position7 .$& 6fficer #epartment7 Commercial &eports )o7 Commercial 4ead

&es.onsi5ilities; 0 P)* fill with 2ero mistake 0 #aily stock detail 0 Prepare $)*? Invoice 0 &egistering daily updates 0 (rranging vehicles for dispatching 0 #aily communication with head office 0 #aily report to C$%?PC$?Products 0 *oting Complains from #epot

BS& *ame7 &ole7 $r

<F

.ehavioral Indicators

&anking

no 1 1 3 9 : ; < = D E #aily stock details Preparing Invoice (rranging 'ehicles for dispatching #aily reports to C$%?PC$ Complaints from depot Communication > presentation skills Computer literacy #ecision making Jork determination 3 9

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead Position7 $tores 6fficer #epartment7 $tores &eports )o7 Commercial 4ead

&es.onsi5ilities; 0 Unloading raw materials 0 Maintaining the num"er of Potatoes stock 0 Issuing raw materials to production 0 Preparing %&* ? *CI 0 Maintaining manual of receiving materials 0 *e t day planning of raw materials 0 Maintaining clean area for raw materials 0 Maintain? develop eng stores 0 Follow with production department De.art ent;up $tores 0 Physical$tores verification of raw materials Designation; 6fficer 0 Providing fuel consumption record to collector office > tahsildar 0 Maintain man power

<1

Stores *ame7 &ole7

<3

$r no 1 3 9 : ; < = D E

.ehavioral Indicators 1 +o" 5nowledge &ecord 5eeping 4ouse 5eeping 5nowledge of e cise ta Computer 5nowledge Communication skills #ecision Making Commercial +udgment Jork determination

&anking 3 9

+6. #0$C&IP)I6* (pproved .y7 Unit head Position7 I) 6fficer #epartment7 I) &eports )o7 Unit 4ead

&es.onsi5ilities; 0 4ardware maintenance. 0 Maintaining confidentiality with regards to information "eing processed. 0 Installation! setup > maintaining antivirus. 0 &ecord and maintain hardware and software inventories> securities. 0 0nsuring security "ack up 4?w > $?w. 0 (ssist person of other department. De.art ent; I) 0 4elp esta"lish and "uilt relationship with venders to ensure cost effectiveness. I) 6fficer Designation; 0 Installation > maintain of 1(* > J(*. 0 1ocal data"ase for we" "ridge maintenance >"ackup record. 0 Installation of #M$ and Maintenance.

<9

IT JS/ste sL *ame7 &ole7 $r

<:

.ehavioral Indicators

&anking

no 1 1 3 9 : ; < = D E 4ardware > $oftware 5nowledge Installation and maintenance knowledge Implementation of I) solution Interpersonal &elationship Presentation $kills Communication $kills Commercial 5nowledge #ecision Making Jork determination 3 9

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead Position7 4& 0 ecutive #epartment7 4& &eports )o7 4& 4ead

&es.onsi5ilities; 0 &ecruitment 0 Coordinate and negotiates with employees 0 (dvertisement for recruitment and interview schedules 0 Conduct interview up to $enior 0 ecutive level 0 (rrange interview for management level 0 0valuate the effectiveness of training programme "y containing feed"ack from employees 0 Updating organi2ation chart 0 (ttend grievances and complains De.art ent;employees 4& 0 6rgani2e company events Designation; 4& e ecutive 0 Planning and preparing annual head count 0 Updating organi2ation chart 0 Manpower planning and e pansion 0 Manage and appraise su"ordinate performance and carrier advancement

<;

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead Position7 $chool coordinator #epartment7 4& &eports )o7 4& 4ead

&es.onsi5ilities; 0 Conducting 4& activities like C$& activities! school trips! naturopathy! family visits! tree plantation! conducting sports

etc.
0 0 0 0 0 0 0 0 Maintaining records of appraisals! 5&(! a"senteeism! salary #rafting letters Maintaining auditorium! and conference room 4elping in 4& auditing Jeekly progress report 4otel room "ooking

5&( su"missions Maintaining records of telephone "ills! hotel "ills! purchase "ills etc 0 Maintaining li"rary

Position7 )ime 6fficer Designation; $chool coordinator

&eports )o7 4& 4ead

<<

&es.onsi5ilities; 0 Maintaining daily attendance and leave record 0 Cross verification of data entries 0 Maintaining miss punching data record 0 Calculating monthly salary and maintaining salary record 0 Maintaining record "ooks of new and old employees 0 Maintaining la"our contract records 0 Maintaining record of terminated and employees who have left the jo"

+6. #0$C&IP)I6* (pproved "y7 Unit 4ead Position7 4& 4ead #epartment7 4& &eports )o7 Unit 4ead

&es.onsi5ilities; 0 (dminister compensation "enefits and performance management system and safety programs 0 &ecreation programs and activities 0 Identify staff vacancies 0 (llocating 4uman &ecourse 0 Providing current and Prospective employees with information and policies! jo" duties! working condition! wages ! promotion and employee "enefits 0 Plan and conduct new employees orientation 0 (naly2e training needs and employment development programs 0 Maintaining records and statistical reports of performance appraisal De.art ent; 4& > a"senteeism Designation; 4&rates 4ead 0 Investigate and report on industrial accident for insurance 0 4andle legal procedures! agreements and interpretation of la"our contracts 0 Contract with vendor to provide employee services such as food service! transportation! or relocation services <=

,& *ame7 &ole7

<D

$r. *o

.ehavioral Indicators 1

&anking 3 9

1 $alary and Jages 3 1a"our 1aw 9 #0$C&IP)I6* %ovt liaison +6. : $tatuary Complains ; &ecord (pproved .y7 keeping Unit 4ead #epartment7 commercial < Implementing 4& Policies = Interpersonal &elationship Position7 Commercial 4ead &eports )o7 Unit 4ead D Communication > presentation skills &es.onsi5ilities; interpreting cash flow. E 0 Monitoring #ecision > Making 0 Monthly costing. 1F Computer 5nowledge 0 #eposit of monthly return. 11 Jork determination
0 0 0 0 0 0 0 0

Payment of statutory dues. &econciliation of de"it "alance. )imely payment to suppliers. Monitoring stock position as per planning. #aily dispatch records of finish goods as per planning. Control over de"it "alance of suppliers. #eveloping second line "y giving motivational hand and knowledge. 1iasoning with government! depths like sales ta ! income ta ! central e cise and service ta . 0 .ank! insurance and other deposit. 0 Monitoring of funds with "anks. 0 #eveloping good contacts or e ternal good relationship with auditors! solicitors! "ankers and statutory organi2ation.

De.art ent; (ccounts Designation; Commercial 6fficer

<E

Accounts *ame7 &ole7

=F

$r *o

.ehavioral Indicators 1

&anking 3 9

1 (ccounts concept 3 $tatuary reAuirements 9 Finali2ation of (ccounts : )a ation 1aws ; Co8operate and other laws +6. #0$C&IP)I6* < 1edger scrutiny> reconciliation = Cash 4andling (pproved .y7 Unit 4ead #epartment7 (ccounts D Costing > .udgeting E Inter "ranch reconciliation Position7 (ccounts 0 ecutive &eports )o7 commercial 4ead 1F Communication > Presentation skills &es.onsi5ilities; 11 Computer literacy 0 Audit A *eneral Gork8 $chedule of e penses and capital 13 #ecision making 0 penses 19 Jork determination 8Jet details 8$tock transport and &% detail
8%&* entries and "ill entries

0 purchase order preparation 8 Purchase order dispatch to suppliers 0 .ill entries of coded items and %&* "ooking 0 Payment to suppliers 0 .ill passing of purchase? materials? la"our charges and their verification De.art ofent; Accounts 0 )racking pending "ills Designation; Accounts EBecutive
0

Purchase 'rder

=1

+6. #0$C&IP)I6* (pproved7 Unit 4ead Position7 (ccounts 6fficer #epartment7 (ccounts &eports )o7 Commercial 4ead

&esponsi"ilities7 0 (ll payments of vendors > contractors! import payments and their data entries. 0 Import documents for custom clearance. 0 )#$ calculation. 0 Maintaing "ank reconciliation. De.art ent; (ccounts 0 Maintaining daily cash and "ank reports. Designation; (ccounts 6fficer 0 Creditor,s scrutinity. 0 Maintaining P>1 account and .alance sheet. 0 Maintaining "ooks of accounts. 0 Maintaining journals and vouchers with respective data entries. 0 )racking of insurance records.

=3

+6. #0$C&IP)I6* (pproved .y7 Unit 4ead Position7 0ng 4ead

&es.onsi5ilities 0 &epresenting the manufacturing department at customer and product development liaison meetings and ensuring effective implementation of design practices to meet the needs 0 0sta"lishing productive working relationships with engineering! planning! design teams to maintain customary liaison 0 Planning and coordinating various procedures concerning in an organi2ation 0 #elivering Auality engineering production solutions in learned response to development! hardware! manufacturing! and operational needs 0 Planning! determining! coordinating! and controlling the processes concerning to production 0 0nsuring that strong and efficient teamwork culture e ists within the production De.art ent; team 0ng?Maintenance

#epartment7 0ng? Maintenance &eports )o7 Unit 4ead

Designation; 0ng 4ead

0 Implementing project schedules and plans in a timely effective manner

0 )aking initiation and directing various procedures to increase final outcome of the organi2ation 0 #irecting the production team mem"ers and introducing efficient methods of production line
=9

0 Identifying risk mitigation actions and risks 0 Mentoring and developing engineers

+6. #0$C&IP)I6* (pproved .y7 Unit head Position7 0ng 6fficer #epartment7 0ng?Maintenance &eports )o7 0ng head

&es.onsi5ilities; 0 5eeping a track on electricity consumption 0 Installation of totali2es 0 Fa"rication > installation of ;s 0 0 truding slurry 0 0 truding > installation of M$ tank for oil scrap 0 0 truding > installation 6f M$ pipelines from chips fryers to oil tanks 0 Installation of jum"o filters in water filtration plant De.art ent; wiring 0ng? Maintenance 0 0lectrical and tu"e lights Designation; 0ng 6fficer 8 fuel consumption 0 Maintaining > recording 8 #% generating units 8 Power generating units 8 Jater generating units

=:

Engg *ame7 &ole7 $r. no

=;

.ehavioral Indicators

&anking

1 1 3 9 : ; < = D E 1F +o" 5nowledge 5nowledge of machine maintenance $afety 5nowledge Instruments knowledge Material handling Component knowledge Communication $kills Commercial $kills Jork #etermination #ecision Making >

<uestionnaires Na e; De.art ent;

1.

Designation; Length o7 service; 4ow do you feel working in the 6rgani2ationS

=<

3. 9.

Jhat is your role in the organi2ationS Jhat are the main contri"uting factors for your current happinessS Jhat are the main highlights of your employment till dateS Jhat are the techniAues used to "ring a"out the "est performanceS

:.

;.

<. Jhat are the things that you would do for the organi2ationS =. &ecently which trainings you have attendedS D. Jhat are the up gradations that you need in the training sessionsS E. Is the training session effectiveS 1F. 4ow is your organi2ation placed in the marketS 11. 4ow are the goals set and communicated in the organi2ationS 13. 4ow are the employees appraised in the organi2ationS 19. Jhat are the regular meetings that are conducted in the organi2ationS 1:. 4ow do you structure your time in the organi2ationS
==

1;. Jhat are your "iggest achievementsS 1<. (re you achieving recognition and growthS 1=. (ccording to you what you could achieveS 1D. Jhat are the possi"le "arriers you foresee in achieving those goalsS 1E. Jhat changes you need in the organi2ation working methodS 3F. (ny suggestions and recommendations7

E .lo/ees Details Code no 4" 2" 9" :"

=D

$taff *ame $antosh (nandrao )ayade 5iran +adav Pramod Pathare ("hay 5adam

#epart. Prod Prod Prod Prod

=" >" ?" K" I" 4C" 44" 42" 49" 4:" 4=" 4>" 4?" 4K" 4I" 2C" 24" 22" 29" 2:" 2=" 2>" 2?" 2K" 2I" 9C"

Murlidhar katare Pravin $helekar &agesh *ikam Matin $haikh (mol Chavan &ajeevkumar Pundir Pankaj Pathak 'idyanand Pillay (nil .orse Chanrashekhar %upta $achin 5hairnar +itendra %urav $antosh 'elamkar )anaji #hongade $uresh Jarungase .alasahe" khairnar Prasant )at #eepanjali &ane (nil *adawder $antaram 5ajle &ashmi $inha (nagha Mahale $ashikant Patil &amkrushna (ware +aya 5ale &ajkumar *addaf

Prod 0ngg 0ngg 0ngg 0ngg I) 1ogistic Purchase .$& (?C (?C (?C (?C $tores $tores M( M( M( M( 4& 4& 4& 4& 4& 4& $ecurity

Assess ent De.art ent; Production $r. *o

=E

No o7 E .lo/ee; = &anking 0mployee *o.?(ctual ranking out of 9 4 2 9 : =

.ehavior Indicators

1 3 9 : ; < = D

Machine 6peration %eneral Maintenance $afety knowledge Component 5nowledge Instruments 5nowledge Communication skills Commercial +udgment Material 4andling

9 9 9 9 9 9 9 9

9 1 3 3 3 3 9 9

3 1 3 3 3 3 3 9

9 3 3 3 3 3 9 9

3 1 3 1 1 3 3 3

3 1 3 1 1 3 3 3

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; Commercial GCommercial > (?C employeesH No o7 E .lo/ees; : $r. *o 1

DF

.ehavior Indicators (ccounts concept

&anking out of 9 9

0mployee *o.? (ctual skill 4: 9 4= 9 4> 9 4? 9

3 9 : ; < = D E 1F 11 13 19

$tatuary reAuirements Finali2ation of (ccounts )a ation 1aws Co8operate and other laws 1edger scrutiny> reconciliation Cash 4andling Costing > .udgeting Inter "ranch reconciliation Communication > Presentation skills Computer literacy #ecision making Jork determination

9 9 9 9 9 9 9 9 9 9 9 9

3 3 3 3 9 9 1 1 9 9 9 9

3 3 3 9 3 3 1 3 3 3 3 3

3 9 3 3 3 9 1 9 3 9 1 3

3 3 9 3 9 3 3 9 9 3 3 9

&anking !riteria; 4NBasic a..reciation! 2N Pro7icienc/ level! 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

D1

De.art ent; Commercial GPurchaseH No o7 E .lo/ees; 1 $r. .ehavioral Indicators no

&anking out of 9

1 3 9 : ; < = D

+o" 5nowledge Maintaining procurement file 'endor relation Material handling Communication $kills Commercial $kills Jork #etermination #ecision Making

9 9 9 9 9 9 9 9

0mploye e no?actual ranking 42 9 3 3 3 3 3 3 3

&anking !riteria; 4NBasic a..reciation! 2N Pro7icienc/ level! 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; 1ogistic $r *o .ehavioral Indicators

No o7 E .lo/ee; 1 &anking out of 9 0mployee > actual &anking 44

D3

1 3 9 : ; < = D E 1F 11

Interpersonal &elationship $kills Presentation > Communication $kills 6rder "ooking > Invoicing $ales &eturn Packing > $torage Manner of #ispatch Imports> 0 port Jork #etermination Commercial +udgment #ecision Making Computer 1iteracy

9 9 9 9 9 9 9 9 9 9 9

9 3 9 3 3 3 3 1 3 3 3

&anking !riteria; 4NBasic a..reciation! 2N Pro7icienc/ level, 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; $tores $r. *o .ehavioral Indicators

No o7 E .lo/ees; 3 &anking out of 9 0mployee *o? actual ranking 4K 4I

D9

1 3 9 : ; < = D E

+o" 5nowledge &ecord 5eeping 4ouse 5eeping 5nowledge of e cise ta Computer 1iteracy Communication skills #ecision Making Commercial +udgment Jork determination

9 9 9 9 9 9 9 9 9

9 9 3 3 3 3 9 3 9

3 9 3 3 3 1 3 3 3

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; <A $r. *o 1 3 .ehavioral Indicators +o" 5nowledge )eamwork

D:

No o7 E .lo/ees; : &anking out of 9 9 9 0mployee actual ranking 2C 24 22 9 9 3 9 3 9 *o? 29 3 3

9 : ; < = D E 1F

Communication skills (nalytical $kills Interpersonal &elationship Presentation skills Computer literacy Inspection $kills #ecision Making Jork #etermination

9 9 9 9 9 9 9 9

3 9 9 3 3 9 3 9

3 3 3 3 3 3 3 3

3 3 3 3 3 3 3 3

3 1 3 3 3 3 3 3

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; 0ngg $r. no 1 3 .ehavioral Indicators +o" 5nowledge 5nowledge of maintenance
D;

No o7 E .lo/ees; : &anking out of 9 > 9 9 0mployee *o? actual ranking > ? K I 9 3 9 3 9 3 9 3

machine

9 : ; < = D E 1F

$afety 5nowledge Instruments knowledge Material handling Component knowledge Communication $kills Commercial $kills Jork #etermination #ecision Making

9 9 9 9 9 9 9 9

9 9 9 9 3 3 9 9

9 9 9 3 3 3 3 3

9 3 3 3 9 3 3 3

3 9 3 3 1 3 3 3

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etentO the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; I) $r. *o 1

D<

No o7 E .lo/ees7 1 &anking out of 9 9 (ctual ranking 4C 9

.ehavioral Indicators 4ardware > $oftware 5nowledge

3 9 : ; < = D E

Installation and maintenance knowledge Implementation of I) solution Interpersonal &elationship Presentation $kills Communication $kills Commercial 5nowledge #ecision Making Jork determination

9 9 9 9 9 9 9 9

3 3 1 3 1 3 3 9

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etentO the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

,& ,EADF ,& E3E!UTI#E De.art ent; 4& $r. *o 1 3

D=

E .lo/ee; 3 &anking out of 9 9 9 (ctual ranking 2: 2= 3 3 9 3

.ehavioral Indicators $alary and Jages 1a"our 1aw

9 : ; < = D E 1F 11

%ovt liasion $tatuary Complains &ecord keeping Implementing 4& Policies Interpersonal &elationship Communication > presentation skills #ecision Making Computer 1iteracy Jork determination

9 9 9 9 9 9 9 9 9

9 3 9 9 3 3 3 3 3

3 3 9 3 3 9 3 3 3

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etentO )he highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; 4& $r. *o 1

DD

No o7 E .lo/ee; ; &anking out of 9 9 0mployee ranking 2> 2? 3 3 *o? 2K 3 (ctual 2I 9C 3 9

.ehavioral Indicators +o" 5nowledge

3 9 : ; < =

Maintenance of record Communication skills Interpersonal &elationship I) skills (dministration work $u"mission of office documents

9 9 9 9 9 9

9 3 3 3 3 9

9 3 3 9 9 3

9 9 3 3 3 3

3 1 3 3 3 3

3 3 3 3 3 3

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9N !o .etent- the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

De.art ent; Commercial G.$&H No o7 E .lo/ees; 1 $r. *o .ehavioral Indicators &anking out of 9 0mploy ee no? actual ranking

DE

1 3 9 : ; < =

#aily stock details Preparing Invoice Maintaining #aily C$%?PC$ Communication > skills Computer literacy #ecision making Jork determination

reports

to

9 9 9 9 9 9 9

49 9 3 3 1 3 3 3

presentation

&anking !riteria; 4NBasic a..reciation, 2N Pro7icienc/ level, 9V !o .etentO the highlighted column under the heading of B$kill reAuirement 's availa"leC $hows the gaps in skills that may "e reAuired to "e "ridged. *ote8 ($$I%*M0*) 6F J0I)(%0 P6I*)$ for 1V 3F marks! 3V 9F marks! 9V ;F marks

9"9 P&ESENTATI'N 'E DATA IN TABLE

P&6#UC)I6* Sr
EF

*o 6f 0mployees8; &anking in P

Behavioral Indicators

No" 4 4 2 9 : = > ? K I 4C 44
1 00 90 80 70 60 50 40 30 20 10 0 S afety knowled e ! o" ponent # nowled e $n% tr&" ent% # nowled e ! o" " &nication % kill% ! o" " ercial '&d " ent Material ( andlin )ork * eter" ination

Machine 6peration %eneral Maintenance $afety knowledge Component 5nowledge Instruments 5nowledge Communication skills Commercial +udgment Material 4andling Jork #etermination Computer literacy #ecision making

2 DF 3F :F 3F 1FF 1FF <F :F 1FF :F DF

9 3F DF <F DF :F <F <F 3F

Machine Operation General Maintenance

A!!'UNTS $r
E1

No '7 E .lo/ees0 : &anking

.ehavioral Indicators

*o 1 1 3 9 : ; < = D E 1F 11 13 19 (ccounts concept $tatuary reAuirements ;F Finali2ation of (ccounts )a ation 1aws Co8operate and other laws 1edger scrutiny> reconciliation Cash 4andling Costing > .udgeting Inter "ranch reconciliation Communication > Presentation skills Computer literacy #ecision making 3F Jork determination 3 ;F ;F =; ;F =; 1FF =; ;F ;F <F ;F 9 1FF ;F ;F ;F 3; ;F 3; 3; ;F ;F 3F ;F

E3

E9
No o% Em&lo'ees
"! #! $! ! !

1!!

A((o)nts (on(e&t *tat+ ,e-).rements F.nal./at.on o% a((o)nts Ta0at.on 1a2 Co-o&erate la2s 1e34er s(r)t.n.t' Cas5 6an3l.n4 Cost.n4 7 8)4et.n4 ,e(on(.lat.on Comm 7 Presentat.on Com& l.tera(' 9e(.s.on ma:.n4 ;or: 3eterm.nat.on

PU&!,ASE 'EEI!E&
8e5a<.o)ral .n3.(ators Com&etent Pro%.(.en(' le<el 8as.( a&&re(.at.on

No '7 E ./oee04

$r. no 1 3 9 : ; < = D

.ehavioral Indicators +o" 5nowledge Maintaining procurement file 'endor relation Material handling Communication $kills Commercial $kills Jork #etermination #ecision Making

&ank 9 3 3 3 3 3 3 3

> "+= " ,an: 1+= 1 !+= !

Mat+ 6an3l.n4 Comm+ *:.ll Comr+ *:.ll Mant+ Pro()rement %.le ;or: 3eterm.nat.on 9e(.s.on ma:.n4 ?ob :no2le34e @en3or relat.on

,an:

8e5a<.o)ral In3.(ators

L'*ISTI! 'EEI!E&
E:

No '7 E .lo/ee04

$r no 1 3 9 : ; < = D E 1F 11

.ehavioral Indicators Interpersonal &elationship $kills Presentation > Communication $kills 6rder "ooking > Invoicing $ales &eturn Packing > $torage Manner of #ispatch Imports> 0 port Jork #etermination Commercial +udgment #ecision Making Computer 1iteracy

&ank 9 3 9 3 3 3 3 1 3 3 3

E;

> "+= " ,an: 1+= 1 !+= ! Int+Personal ,elat.ons5.& 9.s&at(5.n4 Pa(:.n47 stora4e Comm A)34 9e(.s.on ma:.n4 Im&ort7 E0&ort Or3er boo:.n4 7In<o.(.n4 ;or: 3eterm.nat.on Com& l.tera(' Pres7 Comm s:.lls *ales ,et)rn

,an:

8e5a<.o)ral In3.(ators

ST'&ES $r no 1 3 9 : ; < = D E .ehavioral Indicators +o" 5nowledge &ecord 5eeping 4ouse 5eeping 5nowledge of e cise ta Computer 5nowledge Communication skills #ecision Making Commercial +udgment Jork determination

No '7 E .l/oees02 &anking (sst 9 9 3 3 3 3 9 3 9 Clerk 3 9 3 3 3 1 3 3 3

E<

E=
,an: 1+= !+= 1 "+= ! " ?ob Bno2le34e ,e(or3 :ee&.n4 6o)se Bee&.n4 Bno2le34e o% e0(.se Com& :no2le34e Comm s:.ll 9e(.s.on ma:.n4 Comm A)3mt ;or: 3etern.nat.on

>

<UALIT) ASSU&AN!E
8e5a<.o)ral In3.(ators
Pe rson " Pe rson 1

No '7 E .lo/ees0:

$r *o 1 3 9 : ; < = D E 1F

.ehavioral Indicators 1 +o" 5nowledge )eamwork Communication skills (nalytical $kills Interpersonal &elationship Presentation skills Computer skills Inspection $kills #ecision Making Jork #etermination

&anking 3 ;F ;F 1FF <F DF 1FF 1FF DF 1FF DF 9 ;F ;F 3F 3F 3F 3F

3F

ED

EE
1!! 9! ! C! $! ,an:.n4 .n D =! #! >! "! 1! ! ?ob :no2le34e Team2or: Comm+s:.lls Anal't.(als:.lls Inter&ersonal relat.ons5.& Presentat.on s:.lls Com& l.tera(' Ins&e(t.on *:.lls 9e(.s.on ma:.n4 ;or: 3eterm.nat.on 8e5a<.o)ral In3.(ators Com&etent Pro%.(.en(' le<el 8as.( A&&re(.at.on

EN*INNE&IN*

No '7 E .lo/ees0:

$r. no 1 3 9 : ; < = D E 1F

.ehavioral Indicators 1 +o" 5nowledge 5nowledge of machine maintenance $afety 5nowledge Instruments knowledge Material handling Component knowledge Communication $kills Commercial $kills Jork #etermination #ecision Making >

&anking 3 ;F ;F 3F 3F ;F DF <F 1FF DF DF 9 ;F ;F DF DF ;F 3F 3F 3F 3F

3F

1FF

1!! 9! ! C! $! 8as.( A&&re(.at.on Pro%.(.en(' le<el Com &etent

,an:.n4 .n D

=! #! >! "! 1! ! Mat+ 6an3l.n4 *a%et' Bno2le34e ?ob :no2le34e Comm+ *:.lls ;or: 3eterm.nat.on

8e5a<.o)ral In3.(ators

IT
1F1

No '7 E .l/oee04

$r no 1 3 9 : ; < = D E

.ehavioral Indicators 4ardware > $oftware 5nowledge Installation and maintenance knowledge Implementation of I) solution Interpersonal &elationship Presentation $kills Communication $kills Commercial 5nowledge #ecision Making Jork determination 9 3 3 1 3 1 3 3 9

&ank

1F3

1F9
,an: 1+= !+= 1 " "+= ! 6ar32are 7so%t2are Inst7 ma.nt Bno2le34e Im&lementat.on o% IT Presentat.on s:.lls Comm+ *:.lls Commer(.al s:.lls 9e(.s.on ma:.n4 ;or: :no2le34e > 8e5a<.o)ral In3.(ators

,an:

,& DEPA&TMENT JFor 4ead > 0 ecutiveH

$r. *o 1 3 9 : ; < = D E 1F 11

.ehavioral Indicators $alary and Jages 1a"our 1aw %ovt liasion $tatuary Complains &ecord keeping Implementing 4& Policies Interpersonal &elationship Communication > presentation skills #ecision Making Computer 1iteracy Jork determination

&anking 3 9 9 3 9 9 3 3 3 3 3 3 3 3 3 9 3 3 9 3 3 3

1F:

1F;
,an: 1+=
!+= "+= ! 1 "
*alar' 7 ;a4es 1abo)r 1a2 Go<t l.as.on *tat)ar' (om&la.ns re(or3 :ee&.n4 Im&lemantat.on o% 6, &ol.(.es Inter&ersonal relat.ons5.& (omm)n.(at.on s:.lls 9e(.s.on ma:.n4 Com& :no2le34e ;or: 3eterm.nat.on

,&
> 8e5a<.o)ral In3.(ators Person " Person 1

No '7 E .lo/ees0=

$r. *o 1 3 9 : ; < =

.ehavioral Indicators +o" 5nowledge Maintenance of record Communication skills 3F Interpersonal &elationship I) skills (dministration work $u"mission of office documents

&anking DF <F <F 1FF DF DF DF 3F :F 3F 3F 3F 3F

1F<

1!! 9! ! C! $! ,an:.n4 .n D =! #! >! "! 1! !

IT s:.lls ?ob :no2le34e Ma.ntenan(e o% re(or3 Comm s:.lls A3m.n 2or: *)bm.ss.on o% 3o(ements .n t.me Inter&ersonal relat.ons5.&

8as.( A&&re(.at.on Pro%.(.en(' le<el (om&etent

8e5a<.o)ral In3.(ators

BS&

No '7 E .lo/ee04

$r no 1 3 9 : ; < =

.ehavioral Indicators #aily stock details Preparing Invoice #aily reports to C$%?PC$ Communication > presentation skills Computer literacy #ecision making Jork determination

&ank 9 3 3 1 3 3 3

1F=

1FD

,an: 1+=

!+= 1

"+=

! 9a.l' sto(: re(or3 Pre&ar.n4 In<o.(e Ma.nta.n.n4 3a.l' re&orts Comm)n.(at.on s:.lls Com&)ter l.tera(' 9e(.s.on ma:.n4 ;or: 3eterm.nat.on

"

>

Anal/sis A Inter.retation
8e5a<.o)ral In3.(ators ,an:

A7ter identi7/ing ga. 5etween actual and eB.ected co .etenc/ level, 7ollowing .rogra s are suggested to e .lo/ees on the 5asis o7 their score

Sr" No

Suggested Training

*eneral Assess ent 1 Communication > presentation skills 3 Intellectual improvement training 9 1eadership and motivational program : I$6 (wareness Production De.art ent 1 P$) 3 F$$C 9 Material handling : (dvance 5nowledge > *ew techniAues Engg F Maintenance De.art ent 1 )echnical training 3 )PM 9 )rou"leshooting <ualit/ De.art ent 1 P$) 3 Inspection skills 9 Muality assurance : (nalytical skills Purchase Jco ercial De.art entL 1 *egotiation skills 3 Inventory control 9 6rder "ooking and invoicing Stores J!o ercial De.art entL
1FE

1 Inventory control 3 0 cise ta 9 (dvanced storage system LogisticF BS& J!o ercial De.art entL 1 0 cise ta 3 Import > 0 port procedures IT De.art ent 1 6racle 3 0nterprise recourse Planning 9 Implementation of I) solutions Accounts De.art ent 1 )a ation 3 (dvanced finance 9 MI$ : $tatutory reAuirements ,& De.art ent 1 (wareness of different 1aw and (cts 3 Motivational Programs 9 Personal Procedure : )ime Management

&ATIN* DETAILS
11F

*AP F89F 9F8;F ;F8=F =F8EF EF >a"ove

&EMA&@ 0 cellent 'ery good %ood (verage Poor

De.art ent; Production E .lo/ee No" 1 3 9 : ; &anking :FF :FF :FF :FF :FF Actual ranking 3EF 9FF 9FF 31F 31F *a. 11F 1FF 1FF 1EF 1EF Suggested Training %(81!3 P&681!3!9 %(83!9 P&6#89!: %(81!3!9 P&681!3!9 %(81!3!9 P&683!9!: %(81!3 P&681!3!9

111

De.art ent; E .lo/eesL E .lo/ee No" 1: 1; 1< 1=

!o

ercial

J!o Actual ranking ;3F :9F :=F ;1F

ercial *a. 19F 33F 1DF 1:F

Accounts Suggested Training %(81!: (CC81!3!9 (CC81!3!9 (CC81!3!:

&anking <;F <;F <;F <;F

De.art ent; !o E .lo/ee No" 13

ercial JPurchaseL Actual ranking 3<F *a. 1:F Suggested Training PU&8 1!3!9

&anking :FF

De.art ent; !o E .lo/ee No" 11

ercial JLogisticL Actual ranking 9<F *a. 1EF Suggested Training 16%81!3

&anking ;;F

De.art ent; !o
113

ercial JStoresL

E .lo/ee No" 1D 1E

&anking :;F :;F

Actual ranking 9;F 3DF

*a. 1FF 1=F

Suggested Training $)681!3!9 $)681!3!9

De.art ent; <A E .lo/ee No" 3F 31 33 39 &anking ;FF ;FF ;FF ;FF Actual ranking :3F 93F 93F 3EF *a. DF 1DF 1DF 31F Suggested Training %(81!: M(81!3!9!: %(81!3!9 M(81!3!9!: %(81!9 M(89!: %(83!9!: M(81!3!9!:

De.art ent; Engg E .lo/ee No" < = D E &anking ;FF ;FF ;FF ;FF Actual ranking :<F 9<F 9DF 91F *a. :F 1:F 13F 1EF Suggested Training %(81!3!: 0*%81!3!9 %(83!9!: 0*%1!3!9 %(81!9!: 0*%83!9 %(89!: 0*%89!:

119

De.art ent; IT E .lo/ee No" 1F &anking :;F Actual ranking 3EF *a. 1<F Suggested Training %(81!3 I)81!3!9

De.art ent; ,& E .lo/ee No" 3: 3; 3< 3= 3D 3E 9F &anking ;;F ;;F 9;F 9;F 9;F 9;F 9;F Actual ranking :1F 9=F 3;F 3=F 3;F 3FF 39F *a. 1:F 1DF 1FF DF 1FF 1;F 13F Sugesseted Training %(81!3!9 4&81!3!9 %(81!3!9 4&8 9!: %(81!: 4&8 3!: %(81!3!9 4&81!3!9!: %(81!3!9 4&89!: %(81!3!9 4&81!3 %(81!3!9!: 4&83!9!:

De.art ent; !o
11:

ercial JBS&L

E .lo/ee No" 19

&anking 9;F

Actual ranking 33F

*a. 19F

Suggested Training %(81!3!9 .$&81!3

ANAL)SIS A INTE&P&ETATI'N 'E DATA

11;

1. From the data it is found that 4& department has taken initiative in introducing competency. 3. 4& department is committed to competency for their 0mployees to provide them adeAuate training. 9. Competency model is aligned with vision! mission! and $trategies of the organi2ation. :. Jith the help of competency new changes can "e introduced. ;. Competency helps in identifying gap of employees! "ut there Is need for making it more effectiveS <. =. Competency provides inputs for training> development. 4& department should practice competency mapping as it 4elps employees to know their competence level and areas of Improvement. 4& department has to emphasi2e more on departmental Performance. 4ere! 4& department has to emphasi2e more on competent for #ecision making and pro"lem solving.

D. E.

1F. 0mployees of the organi2ation are enough competent and they support organi2ation to develop and survive in the organi2ation. 11. 4& department has to develop systematic competency mapping process which helps organi2ation to understand and satisfying the need of employees. 13. )here is need to make effective competency model which set
11<

the goals of the organi2ation. 19. It provides guidelines for identifying training needs. 1:. 4ere it is found that there is a need of practicing competency mapping process to determine new training methods. 1;. More emphasi2e should "e given on identifying gaps. 1<. 4& department has to develop criteria for reward system which gives employees satisfaction.
1=.

1astly it can "e said that competency mapping program helps in developing core competencies! hence should "e practiced.

In general it can "e said that7 8 Competency mapping helps in identifying the gap &eAuired and actual competencies 8 It helps in identifying training needs of employees 8 It helps in deciding retention policies of the company 8 Competency mapping also contri"utes in improving Performance of the employees

!'N!LUSI'N
11=

11D

Competency mapping is something that descri"es how a jo" might "e done e cellent- Competency descri"es what has to "e done not how. Competency mapping is a continuous process. It differs from organi2ation to organi2ation and individual to individual. Futurist competency reAuires lot of o"servation. In competency mapping the competency was mapped for various officers! e ecutives from each department. It was done with the help of all employees. )he difference "etween reAuired and actual was found with the help of interaction! Auestionnaires! past records etc. 6n the "asis of Auestionnaires and interaction with all employees the actual criteria was studied. (fter the survey the actual gap was found. (s per the gap the training needs can "e identified and allocated to employees. Competency mapping is very "eneficial to the organi2ation "ecause the organi2ation has to get overall information a"out their employees knowledge! skills etc in the organi2ation and also to improve the overall performance of their employees. )his concept is new one and as far as the organi2ation is concerned efforts should "e made to prompt competency mapping.

="C &eco
11E

endation and Suggestions

13F

B*o"ody can "e a "etter judge than his e perience and himselfC.
0very Individual should have the a"ility to assess his own strengths and weaknesses! set and pursue professional and personal goals! "alance work and personal life and engage in new learning8 including new and changed skills! "ehavior. ( person can "e develop his competency only after understanding his own perception a"out his a"ilities! knowledge level and his goals in life. )oday,s successful professionals and managers known that self8awareness is a crucial vantage point from which to improve individuals and organi2ational effectiveness. Competency fields should "e selected taking future prospects into consideration. B.enchmarkingC is also another effective way to check your organi2ations competency level provided that! it should consider the generic competencies. (ssessor should always keep one thing in mind! that perfection is very difficult to achieve "ut he can make the assesses competent enough to handle the task efficiently. Competency Mapping is continuous process so in order get more effectiveness of this process organi2ation should go it for time to time.

Bi5liogra.h/

131

 (Essentials o7 ,u an &esource Manage ent and Industrial &elationsBy, P. Shubba Rao (,u an &esource Manage entBy, Ashwathapa (The ,and5ook o7 co .etenc/ Ma..ingBy, Seema Sanghi (!o .etenc/ Assess ent Instru ent ( By, Sunrise management consultancy service (Materials and Logistic Manage entBy, L. C. Jhamb

Ge5Sites www"*oogle"co www"Answers"co

www"Parle Products"5i8

133