Documente Academic
Documente Profesional
Documente Cultură
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gaps in the skills. The recommendations to the project was only restricted to training
programs.
There were also certain limitations for the project. The first I found my study was only
restricted to departments and the time limit, apart from that it gave me the practical exposure
in the corporate. Thus the project brought me to the conclusion that in todays scenario every
organization should be competency based. It solved the purpose of role clarity and training
and development. At last with a firm belief the project will prove its relevance for the
purpose for which it was made.
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are
Suspension,
Transmission
and
Braking.
ENDURANCE is a name that spells strength and the will to perform. Core business is
focused on becoming the component partner of choice for leading Automobile
Manufacturers. Assisted by a strict quality regime, a constant interaction with customers and
an eye on emerging needs, Endurance have carved a distinct niche to cater to the worlds
leading Automotive Manufactures.
On the strength of experience and the depth of Technological Expertise, Endurance have now
geared up to launch ourselves on the high growth global circuit.
MISSION
To achieve and maintain leadership with a focus on Technology, Product Reliability and
Safety in an environment of Honesty, Transparency and Fairness and contribute towards
betterment of society.
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MILESTONES
1985-86
1995-96
1998-99
1999-2000
2001-02
2002-03
2003-04
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2004-05
2005-06
2007-08
2008-09
Technical
Assistance
Agreement
ALUMINIUM S.R.L.,
with
TEKSID
SYNERGIES
They have always striven to deliver nothing less than the worlds best to their customers.
Towards this objective, they have established technical synergies with:
A renowned Italian Company it is one of the oldest & foremost manufacturers of Telescopic
Front Forks (Owners of famous CERIANI brand) and is providing technical know-how for
manufacture of 2 wheeler Suspension products.
ALKO Record S.A., GermanyA German Company having manufacturing plants in Bilao, Spain and Dresden Germany for
manufacture of different types of Automobile Suspension products including Gas Springs.
Bassano Grimeca S.p.A., ItalyAn Italian company founded in the early 50s. It manufactures two wheeler Disc Brake
Assemblies. A Pioneer in this field, Grimace is one of the largest automotive component
manufacturers in Europe, manufacturing Disc Brake Assemblies, High pressure/ Low
pressure by Die Cast components.
Adler S.p.A., ItalyIt is one of the worlds largest two & three wheeler Transmission System Manufacturers. They
have joint venture with Adler S.p.A. Italy, for providing technical know-how and license to
manufacture 2-wheeler Clutch Assemblies, Friction Plates and CVTs.
EXPORTS
1) Dedicated plant for the export of Front Forks in CKD conditions.
2) Presently exporting to Europe.
3) Exporting Shock Absorbers to South-East Asian Countries and Europe.
4) Bye back of collaborators.
5) Aftermarket Overseas.
AWARDS
Sr.
N0.
Year
-8-
2006
2006
ACMA Award
2007
2008
Awards
2008
2008
Awards
2009
Awards
Table No. 1
Awards
1. Administration
2. Stores
3. Tool engineering
4. Manufacturing engineering
5. Production
6. Electroplating.
7. Human resources.
8. Finance
9. IT
10. Quality assurance
11. Maintenance
12. Operation
13. Powder Coating
10
Category
Grade
President
M7A
Vice President
M7B
General Manager
M5A
M5B
Senior Manager
M4
Manager
M3
Deputy Manager
M2
10
Assistant Manager
M1
11
Executive
12
O2
13
Officer / Engineer
O1
14
Operating Engineer
OE
15
Senior Supervisor
S4
16
Junior Supervisor
S3
17
Sr. Staff
S2
18
Jr. Staff
S1
19
Sub. Staff
SS
20
TM
Level
M8
M6
III
II
Table No.2
Employee Level / Grade
11
12
INTRODUCTION OF TOPIC
What is Training?
Employee training attempts to improve skills, or add to the existing level of knowledge so
that the employee is better equipped to do his present job or to prepare him for a
higher position with increased responsibilities. Continuous growth and development of
employees makes are constantly creating the need for training-thus making it a continuous
process. Coping with the changes essentially involves increased emphasis on human
resources development. Development of human resources involves acquisition of new
abilities with changed skills, knowledge and attitude of the employee necessary for better
performance. Development includes both training to increase skill in performing a specific
job and education to increase general knowledge of the total environment.
Thus, training is concerned with the teaching/learning carried on for the basic purpose of
enabling the employees to acquire and apply the knowledge, skills, abilities and attitudes
needed by that organization.
14
Types of competencies
1. Organizational competencies unique factors that make an organization competitive
2. Job/Role competenciesthings an individual must demonstrate to be effective in a job,
role, function, task, or duty, an organizational level,
or in the entire organization.
3. Personal competenciesaspects of an individual that imply a level of skill, achievement,
or output
COMPETENCY MAPPING
What is competency mapping?
Competency mapping is a process through which one assesses and determines ones strengths
as an individual worker and in some cases, as part of an organization. It generally examines
two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual
15
in areas like team structure, leadership, and decision-making. Large organizations frequently
employ some form of competency mapping to understand how to most effectively employ the
competencies of strengths of workers. They may also use competency mapping to analyze the
combination of strengths in different workers to produce the most effective teams and the
highest quality work.
GAP ANALYSIS
The competency gaps can be found out by comparing the desired skill levels with the actual
skill levels of the employees. A benchmarking system was used for each competency and
compared with actual rating of the employees.
The positive gaps between the desired skill level and the actual skill level indicate the areas
of improvement and the negative gaps indicate strengths. Each gap needs to be analyzed and
addressed for each grade in the organization. To bridge the gaps training programs are
recommended. Endurance Technologies uses competency mapping for identifying the need
of training and deciding the areas of improvements and opportunities.
TERMINOLOGIES USED
HARD SKILLS
16
Hard skills are technical or administrative procedures related to organisation core business.
These skills are typically easy to observe, quantify and measure. They are also easy to train
because most of the time the skill sets are brand new to the learner.
Example: machine operation, safety standards, financial procedures etc.
SOFT SKILLS
Soft skills are also called people skills are typically hard to observe, quantify and measure.
People skills are needed for everyday life as much as they are needed for work. These skills
depend on the nature of the job.
Example:
Teambuilding, decision making, planning, observing, solving problems etc.
17
OBJECTIVES
18
PRIMARY OBJECTIVE
1. To measure the competency of the employees
2. To identify the need of training / trainings for employees by competency mapping
SECONDARY OBJECTIVES
1. To study the competency mapping process in Endurance Technologies Ltd.
19
RESEARCH METHODOLOGY
20
Research is a scientific and systematic search for pertinent information on a specific topic. It
is a scientific investigation.
OBJECTIVE OF RESEARCH
The main aim of research is to find out the truth hidden and which has not been discovered at
yet. The objective of drafting competency is to find out training needs.
RESEARCH DESIGN
Research design is the conceptual structure within which research is conducted; it constitutes
the blueprint for the collection, measurement and analysis of data.
The study is about competency mapping in Endurance technologies Ltd., framing a
competency and mapping the competencies of employees by using a benchmarking system.
The study is being made to draft a competency by taking into consideration the core
competencies for a job. The core competency was extracted through data collected through
interview of consulting HODs.
A benchmark was used for each competency and it was compared with the actual skill level
and the gaps were found out so that a training program could be recommended for that
specific skill. The secondary data was collected through books, cites, company magazines.
The research was carried out for the period of two months.
21
departments Finance, HR, IT, Stores and Production for senior officers, officers, Operating
Engineer, senior supervisor
SAMPLING UNIT
The researcher has to decide one or more of such units that he has to select for his study.
Sampling unit may be geographical one such as state, district, village or a construction unit
such as house, flat or a social unit such as family, club or it may be an individual. The
sampling unit was four grades of five departments that comes to 26 and the area I chosen was
endurance Technologies Ltd. Suspension Division
22
competency based job description can be made, to find out any training program they
would like to recommend.
Secondary data:
1. HR manual of Endurance Technologies Ltd.
2. Company records.
3. Reference books.
23
DATA ANALYSIS /
INTERPRETATION
24
The gap analysis was done to find out the gaps in the desired skill level and the actual skill
level of employees. These gaps need to be bridged to improve their performance.
Rating
Unsatisfactory
Average
Satisfactory
Highly Satisfactory
Table No.3
Rating
Gap Interpretation
Negative= Able to train others or lead them
The gap analysis has done for the sampling unit of four grades of five departments that comes
to 26.
Department:Production
Q.1 What are the Required skill level and actual skill level for hard skills and soft skills
for Senior officer?
Competencies
Require
Actual
Skill
level
level
Gap
7 QC Tools
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
26
Analytical Ability
Table No.4
Skill level of Senior Officer-Production
Charts:
Soft Skills
Required skills
Actual Skills
Rating
Rating
Hard skills
Required
skills
Actual skills
123456789
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis.
There are considerable gap of 2 in hard skills-3 (Knowledge of SAP PP module).
There is gap in soft skill-2 (Presentation Skill) & skill-4 (Analytical Ability).
Q.2 (A) What are the Required skill level and actual skill level for hard skills and soft
skills for officers?
27
Competencies
Require
Actual
Skill
level
level
Gap
3.5
0.5
2.5
0.5
2.5
1.5
2.5
1.5
1.5
2.5
7 QC Tools
1.5
1.5
2.5
1.5
10
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
3.5
0.5
Analytical Ability
2.5
0.5
Table No.5
Skill level of Officers -Production
Note:
28
The actual skills are the average of the actual skills of officers.
[It is calculated on the collected data of Q.2 (B)]
Charts:
Soft Skills
Hard skills
5
Rating
Rating
Required Skills
Actual Skills
1
0
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required
Skills
Actual Skills
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There are
gap of 2 in hard skill-6 (TPM - JH & QM piller) and skill-7 (TPM - OEE Calculation and
improvement) but there is no gap in soft skills.
10
Employee
1. Officer-1
29
2. Officer-2
Table No.6(a)
Hard Skills Gap of Officers-Production
Soft skills:
1
1. Officer-1
2. Officer-2
Functional skills
Employee
Table No.6(b)
Soft Skills Gap of Officers-Production
Q.3(A) What are the Required skill level and actual skill level for hard skills and soft
skills for operating engineers?
Competencies
30
Require
Actual
Skill
level
level
Gap
7 QC Tools
10
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
Table No.7
Skill level of Operating Engineers- Production
Note:
The actual skills are the average of the actual skills of Operating Engineers.
31
Chart:
Soft Skills
3
2
Required Skills
Actual Skills
Rating
Rating
Hard skills
3
2
Required
Skills
Actual Skills
0
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There are
considerable ga of 2 in hard skills 6 (TPM - JH & QM piller) but there is no gap in soft skills.
32
10
1. OE-1
2. OE-2
-1
3.OE-3
Functional skills
Employee
Table No.8(a)
Hard Skills Gap of Operating Engineers -Production
Soft skills:
1
1. OE-1
2. OE-2
3.OE-3
Functional skills
Employee
Table No.8(b)
Soft Skills Gap of Operating Engineers -Production
33
Q.4 (A) What are the desired skill level and actual skill level for hard skills and soft
skills for Senior Supervisors?
Competencies
Require
Actual
Skill
level
level
Gap
1.5
0.5
3.5
0.5
7 QC Tools
2.5
0.5
10
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
1.5
0.5
1.5
Analytical Ability
Table No.9
34
0.5
Charts:
Hard skills
Soft Skills
3.5
3
2.5
Rating
Rating
Required Skills
Required
Skills
Actual Skills
2
1.5
Actual Skills
0.5
0
1
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
no considerable gaps in hard skills & in soft skills.
4
35
10
skills
Employee
1. SS-1
2. SS-2
3. SS-3
4. SS-4
Table No.10(a)
Hard Skills Gap of Senior Supervisor -Production
Soft skills:
1
1. SS-1
2. SS-2
-1
3. SS-3
4. SS-4
-1
-1
Functional skills
Employee
Table No.10(b)
Soft Skills Gap of Senior Supervisor -Production
Department:Stores
Q.5 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?
36
Comp
etenci
Require
Actual
Skill
level
level
Gap
es
Sr.No.
1
Logistics techniques
Inventory management
Vendor development
EPRP
storage
10
11
& storage
8
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
37
Table No.11
Skill level of Senior Officer- Stores
Charts:
Soft Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required Skills
Rating
Rating
Hard skills
Actual Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required
Skills
Actual Skills
11
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-2 (SCM, logistics techniques) & skill-6 (EPRP) in soft
skill 3 (Inter Personal Relationship Development Skill).
Q.6 (A) What are the required skill level and actual skill level for hard skills and soft
skills for officers?
Require
38
Actual
Skill
tencies
level
level
Gap
Sr.No.
1
Logistics techniques
3.5
0.5
Inventory management
2.5
1.5
Vendor development
EPRP
3.5
0.5
storage
2.5
1.5
2.5
1.5
10
11
& storage
8
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
2.5
0.5
Analytical Ability
Table No.12
Skill level of Officers-Stores
Note:
The actual skills are the average of the actual skills of officers.
39
Charts:
Soft Skills
4
Rating
Rating
Hard skills
3
2
Required Skills
Actual Skills
3
2
Required
Skills
Actual Skills
0
1
9 11
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
gap of 2 in hard skill-1 (General EOHS awareness on ISO 14001+18001) & in soft skill-1
(Communication Skill).
skills
40
10
11
Employee
1. Officer-
1
2. Officer2
Table No.13(a)
Hard Skills Gap of Officers-Stores
Soft skills:
1
1. Officer-1
2. Officer-2
Functional skills
Employee
Table No.13(b)
Soft Skills Gap of Officers-Stores
Q.7 (A) What are the desired skill level and actual skill level for hard skills and soft
skills for operating engineers?
Compe
Require
41
Actual
Skill
tencies
level
level
Gap
Logistics techniques
Inventory management
Vendor development
EPRP
storage
10
& storage
7
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
Table No.14
Skill level of Operating Engineers-Stores
Note:
The actual skills are the average of the actual skills of Operating Engineers.
[It is calculated on the collected data of Q.7 (B)]
42
Charts:
Hard skills
Soft Skills
3.5
3
Rating
Rating
2.5
3
Required
Skills
2
1
Actual Skills
Required
Skills
1.5
Actual
Skills
0.5
0
1
1 2 3 4
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-3 (Inventory management) & no gaps in soft skill.
skills
43
10
Employee
1. OE-1
2. OE-2
3. OE-3
-1
Table No.15(a)
Hard Skills Gap of Operating Engineers-Stores
Soft skills:
1
1. OE-1
2. OE-2
3. OE-3
Functional skills
Employee
Table No.15(b)
Soft Skills Gap of Operating Engineers-Stores
Q.8 (A) What are the desired skill level and actual skill level for hard skills and soft
skills for Senior supervisors?
Compe
tencies
44
Require
Actual
Skill
level
level
Gap
Logistics techniques
2.5
Inventory management
Vendor development
EPRP
2.5
0.5
2.5
0.5
storage
2.5
0.5
1.5
0.5
10
& storage
7
0.5
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
Table No.16
Skill level of Senior Supervisor- Stores
Note:
The actual skills are the average of the actual skills of Senior supervisor.
[It is calculated on the collected data of Q.8 (B)]
Charts:
45
Hard skills
Soft Skills
3.5
Rating
Rating
2.5
Required
skills
1.5
1
Actual Skills
Required
Skills
Actual Skills
0.5
0
0
1
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-4 (Vendor development) & no gaps in soft skill..
4
46
10
Employee
1. SS-1
2. SS-2
3. SS-3
4. SS-4
Table No.17(b)
Hard Skills Gap of Senior Supervisor- Stores
Soft skills:
1
1. SS-1
-1
2. SS-2
-1
3. SS-3
4. SS-4
Functional skills
Employee
Table No.17(b)
Soft Skills Gap of Senior Supervisor- Stores
Department:HR
Q.9 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?
47
Competencies
Require
Actual
Skill
level
level
Gap
14001+18001
Grievance Redressal
EPRP
Administration of wages
First Aid
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
Table No.18
Skill level of Senior Officer-HR
Charts:
48
Soft Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Rating
Rating
Hard skills
Required Skills
Actual Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required skills
Actual skills
1 2 3 4 5 6 7
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. Gap of 2 in
hard skill-1(General EOHS Awareness on ISO 14001+18001) & skill -7 (Maintaining
Industrial Relation) is there and no gaps in soft skill..
Q.10 What are the required skill level and actual skill level for hard skills and soft skills
for officer?
49
Compete
Require
Actual
Skill
level
level
Gap
14001+18001
Grievance Redressal
EPRP
Administration of wages
First Aid
ncies
1
Soft/Behavioral Skills
1
Communication Skill
2
Presentation Skill
3
Inter Personal Relationship Development Skill
4
Analytical Ability
5
Problem solving & decision making
Table No.19
Skill level of Officer-HR
Charts:
50
Soft Skills
3
2
Required
Skills
Actual Skills
Rating
Rating
Hard skills
3
2
Required
Skills
Actual Skills
0
1 2 3 4 5 6 7
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-2 (Knowledge of EOHS legal requirements) & skill-7
(Maintaining Industrial Relation). While there is gap in soft skill-2 (Presentation Skill).
Department:Finance
51
Q.11 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?
Competencies
Require
Actual
Skill
level
level
Gap
14001+18001
Knowledge of Taxes
activities
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
Table No.20
Skill level of Officer-HR
Charts:
52
Soft Skills
Hard skills
5
Ratining
Rating
4
3
Required Skills
Actual Skills
1
0
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required
Skills
Actual Skills
1 2 3 4 5 6
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
considerable gap of 2 in hard skill-6 (Coordination with excise officials and sales tax
activities). While there is gap in soft skill-2 (Presentation Skill) & Skill-5(Problem solving &
decision making)
Q.12 What are the required skill level and actual skill level for hard skills and soft skills
for officer?
Compete
ncies
53
Require
Actual
Skill
level
level
Gap
Knowledge of Taxes
activities
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
Analytical Ability
Table No.21
Skill level of Officer-Finance
Charts
54
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Soft Skills
Ratining
Rating
Hard skills
Required Skills
Actual Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required
Skills
Actual Skills
1 2 3 4 5 6
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. There is
no considerable gap in hard skills as well as in soft skills.
Department:IT
55
Q.13 What are the required skill level and actual skill level for hard skills and soft skills
for Senior officer?
Competen
Require
Actual
Skill
level
level
Gap
Administration
cies
1
b) Progress Programming
10
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
56
Analytical Ability
Table No.22
Skill level of Senior Officer-IT
Charts:
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Soft Skills
Ratining
Rating
Hard skills
Required
Skills
Actual Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required
Skills
Actual Skills
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. It shows
gap of 2 in hard skill-4(Knowledge of Citric Client Server Administration) & hard skill-9
(Knowledge of Internet / Intranet setup) as well as in soft skill- 2 (Presentation Skill).
57
Q.14 What are the required skill level and actual skill level for hard skills and soft skills
for officer?
Compete
Require
Actual
Skill
level
level
Gap
Administration
10
ncies
1
b) Progress Programming
resources
Soft/Behavioral Skills
1
Communication Skill
Presentation Skill
58
Analytical Ability
Table No.23
Skill level of Officer-IT
Charts:
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Soft Skills
Ratining
Rating
Hard skills
Required
Skills
Actual Skills
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Required
Skills
Actual Skills
1 2 3 4 5
Skills
Skills
Interpretation:
The above graph shows the skills (competencies) on X axis and ratings on Y axis. The gap
in hard skill-9 (Knowledge of Internet / Intranet setup.) & as well as in soft skill- 2
(Presentation Skill).
59
60
GAP ANALYSIS
The gap analysis was done through benchmarking system. Every competency was
benchmarked depending upon the need of the skills in that grade and actual rating of the
employee was compared with it i.e. the desired skill level was compared with the actual skill
level and the gaps that were resulted were given corrective action.
PRODUCTION DEPARTMENT
1.It is found that the senior officer is lacking in SAP-PP Module & has gap in gap in soft
skill-Presentation Skill & Analytical Ability. [Ref Q. 1]
2. Officers have gap in TPM - JH & QM piller & TPM - OEE Calculation and improvement.
[Ref Q. 2(A) & Q.2 (B)]
3. Operating Engineers lacking in TPM - JH & QM piller. Also the gap found in the areas
Drawing Reading Skill & 7 QC Tools. .
STORES DEPARTMENT:
1. It was observed that Senior Officer has gap in SCM, logistics techniques & EPRP
And soft skills like Inter Personal Relationship Development Skill. [Ref Q. 5]
2. Officers have gap in EOHS Awareness on ISO 14001+18001 and Communication skills.
[Ref Q. 6(A) & Q.6 (B)]
2. Operating Engineers are lacking in Inventory Management as well as in area of EPRP and
they dont possesses soft skills gap.
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HR DEPARTMENT
1. It is found that Senior Officer as well as Officer has a gap in the Maintaining
Industrial Relation. [Ref Q. 9]
2. Also Senior Officer & Officer have gap in EOHS Awareness & no gap found in soft
skills. [Ref Q. 10]
FINANCE DEPARTMENT
1. It is observed in this department that Senior Officer has a gap in Coordination with
excise officials and sales tax activities and has gap in Presentation Skills & Problem
Solving & Decision making. [Ref Q. 11]
2. Officer does not possess any gap.
[Ref Q. 12]
IT DEPARTMENT
1. It is found that Senior Officer of IT Department has a gap in Knowledge of Citric Client
Server Administration, Knowledge of Internet / Intranet setup and
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1.
A competency is crafted by the HODs taking into consideration the core competencies
and presented to the personnel department for their agreement and additions if any.
2.
Having agreed on the job requirements and the skills and attitudes needed to progress
within it and become more productive; one starts mapping the capability of the employees to
the benchmarks (considering that employees have different competencies, the setting up of
standards should vary.)
3. The Competency Mapping is done to find out the Training needs
FLAWS
1. Soft Skills for every department are almost same
2. In Hard Skills it is observed that core hard Skills as well as some unnecessary skills are
included.
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CONCLUSIONS
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Competency Mapping is the process of identifying key competencies for organization or for
job and incorporating these competencies through various processes of the organization. This
is the process in which a gap between existing knowledge and
mapped. An Employee with Experience and Training can develop these competencies.
Familiarity with Business, Organizations, Management and Behavioral Sciences is useful.
HR Managers, Management Graduates, Applied Psychologists are qualified to do this.
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RECOMMENDATION
66
The following training programs are suggested for gaps in competencies of hard skills and
soft skills. These programs would bridge the gaps in their desired and actual skills and
improve the performance of the employee.
1. PRODUCTION DEPARTMENT
For this department it is suggested that the training programme like seminars on SAP-PP
Module, TPM - OEE Calculation and improvement, on, TPM - JH & QM piller & QC-Tool
For Senior Officers, Officers & Operating Engineers to be arranged.
For the senior supervisor there is need to supervision of higher authority in the area of
Drawing Reading Skill, TPM - JH & QM pillar, Problem solving & decision making.
Ref. [Q.1, Q.2(A), Q.2 (B), Q.3 (A), Q.3 (B), Q.4 (A) & Q.4 (B)]
2. STORES DEPARTMENT
Training program on inventory management and SCM for Senior Officers & Officeres since
its the important task of their job.
Training programme for Operating Engineers like Hazardous Chemical Handling & storage,
Layouts Arrangement, Vendor Development, Hazards and aspects identification should be
arranged.
Though Senior Supervisor doesnt possess considerable gap, they need the supervision to
improve their efficiency.
Ref. [Q.5, Q.6 (A), Q.6 (B), Q.7 (A), Q.7 (B), Q.8 (A) & Q.8 (B)]
3. HR DEPARTMENT
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Since it is found that the Officers have a gap in Industrial Relations it is recommended that
they should provided a distance learning course.
Sessions on EOHS Awareness are also held. As well as a programe of Competency Mapping
need to be given.
Ref. [Q.9, & Q.10]
4. FINANCE DEPARTMENT
Training program like seminars are need to be conducted on Coordination with excise
officials and sales tax activities . Distance learning courses are also provided based on
Taxation & Industrial Laws, as these programmes will help to improve their performance.
Ref. [Q.11, & Q.12]
5. IT DEPARTMENT
Instructive sessions should be held on Citric Client Server Administration & Internet /
Intranet setup.
Ref. [Q.13, & Q.14]
It is suggested that for soft skills development some games and activities should be held,
which will be interesting and improve the soft skills of employees.
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BIBLIOGRAPHY
Internet Sites
http://www.google.co.in/search?hl=en&q=COMPETENCY+MAPPING&meta=
(On 15th June 2013, 1st July 2013)
http;//www.enduancetechnology.com/
(On 16th July 2013, 20th & 21th Aug 2013 )
http://www.citehr.com/
(On 7th, 8th & 9th July 2013, and 11th , 20th Aug 2013 )
http://www.managementparadise.com/
(On 11th Aug 2013, 20th Aug, 2nd & 3rd Sep. 2013 )
Books
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ANNEXURE
The questionnaire for Production and Stores was same :
Q.1 What are the Required skill level and actual skill level for hard skills and soft skills for
Senior officer?
Q.2 (A) What are the Required skill level and actual skill level for hard skills and soft skills
for officer?
Q.2 (B) What is the gap for officer?
Q.3 (A) What are the Required skill level and actual skill level for hard skills and soft skills
for operating engineers?
Q.3 (B) What is the gap analysis for Operating Engineer?
Q.4 (A) What are the desired skill level and actual skill level for hard skills and soft skills for
Senior Supervisor?
Q.4 (B) What is the gap analysis for Senior Supervisor?
The questionnaire for HR, Finance and IT was same :
Q.1 What are the Required skill level and actual skill level for hard skills and soft skills for
Senior officer?
Q.2 What are the Required skill level and actual skill level for hard skills and soft skills for
officer?
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