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A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT RANE ENGINE VALVE LTD.

A Project Report submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION Submitted by


J.ENOCK (NG70577), P.JUSTIN VIMAL RAJ (NG70581), N.MAGESH (NG73102), T. RAJESH (NG70594).

Under the Guidance of Mrs. GEETHA RAMESH, M.Com. M. Phil. St. Joseph's College, (Arts & Science)

DEPARTMENT OF BUSINESS ADMINISTRATION ST. JOSEPH'S COLLEGE (ARTS & SCIENCE) KOVUR (Near Porur), Chennai 602101.

2007-2010

A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT CONDUCTED AT RANE ENGINE VALVE LTD.
A Project Report submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirement for the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION Submitted by


P.JUSTIN VIMAL RAJ, (NG70581)

Under the Guidance of Mrs. GEETHA RAMESH, M.Com. M. Phil. Lecturer in Dept. of B.B.A St. Joseph's College, (Arts & Science)

DEPARTMENT OF BUSINESS ADMINISTRATION ST. JOSEPH'S COLLEGE (ARTS & SCIENCE) KOVUR (Near Porur), Chennai 602101.

APRIL-2010

NAME: P.JUSTIN VIMAL RAJ, Reg .No: NG 70581 Department of Business administration, St. Josephs College of Arts & Science, Chennai 602101.

DECLARATION I hereby declare that Project report entitled A STUDY ON COMPETENCY MAPPING IN RANE ENGINE VALVE LTD. is an independent research work carried out by me under the guidance of Mrs.

GEETHA RAMESH. M.com, M. Phil. For the award of degree BACHELOR OF BUSINESS ADMINISTRATION. This Research work has not formed from the basis of any other similar Titles, Associate ship, Fellowship or awarded for any other Degree.

P.JUSTIN VIMAL RAJ

ACKNOWLEDGEMENT We thank ALMIGHTY GOD for his guidance, support and constant presence throughout the study We deeply wish to express our sincere thanks to our beloved Principal Dr. K.L. MADAVAN, M.A., Ph.D. We wish to extend our sincere thanks to our administrator Rev.Sr. SABEENAMAL.M.A, for her valuable advice and blessings. We wish to express our sincere thanks to our vice Principal Mrs. VIJAYA LAKSHMI, M.sc., M.Phil, We are thankful to Mr. L. VIJAYA KUMAR, M.Com, M.Phil, M.B.A., PGDHRM., Ph.D., and Head of the Department of Business Administration for his guidance in this work. We are thankful to our teachers Mrs. CHRISTINA, M.B.A, M.Phil, And Mr. M. SANKARA NARAYANAN, M.Com, M.Phil, M.B.A., We extend our thanks to our guide Mrs. GEETHA RAMESH, M.Com. M.Phil, Faculty, Department of B.B.A. for his valuable guidance and wish counsel and constant encouragement throughout the project. Our sincere thanks to the RESPONDENTS of the study for extending their kind cooperation and making this study possible. I thank my family members, my dad Mr. A. PANKI RAJ, and my mom Mrs. P. PUSHPA MARY. FRIENDS who have helped in many ways throughout this study.

PLACE: DATE BY P.JUSTIN VIMAL RAJ,

CERTIFICATE

This is to certify that the project work titled in "A STUDY ON COMPETENCY MAPPING AT RANE ENGINE VALVE LTD. " is a Bonofide record work carried out by P.JUSTIN VIMAL RAJ, ST. JOSEPH'S COLLEGE (ARTS & SCIENCE) submitted in partial fulfillment of the requirement for the award of the Degree Bachelor of Business Administration, University of Madras during the academic year (2007-2010) under the guidance.

________________________________

_____________________________ Mr. L. VIJAYAKUMAR, M.com, M.Phil, M.B.A., PGDHRM., P.hD HEAD OF THE DEPARTMENT ( DEPARTMENT OF BBA)

Dr. K.L. MADAVAN, M.A. PhD PRINCIPAL

_________________________ PROJECT GUIDE Mrs. GEETHA RAMESH, M.Com. M.Phil LECTURER, DEPT. OF BBA

__________________________ EXTERNAL EXAMINER

ABSTRACT

REVL is a member of the RANE group which is a leading auto component manufacture in India. RANE was established in the year 1940. REVL is the first manufacturing venture of the RANE group. We started manufacturing of engine valves in 1959 in collaboration with Farnborough Engg.co., UK (1958-73) Competency mapping helps to know whether the employee who work in the RANE have right type of attitude towards their Responsibilities. The employees were left alone not only by seeing of their activities , but also helps the employees to grow higher in status as they hard or as they put their full effectiveness towards their work So my project titled A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT With the reference to RANE ENGINE VALVE PVT. LTD CHENNAI. The study was made only to the staffs working in the company. The research methodology was descriptive research and convenient samples were collected through questionnaire with open ended, multiple choice questions and ranking questions. The tools used for analyzing the datas were chi-square test, and weighted average method. The major findings from the analysis. Is the companys environment is not friendly, no sports activities, routine jobs in their departments, no experienced staff were considered for promotion and salary hike. So, the research is concluded that the management should consider the above causes, for effectiveness of communication management should implement some new activities and the above needs for the employees skill measure which will be benefit for the management to reduce reduction and increase employees attitude and they will sustain in the organization.

INTRODUCTION OF THE STUDY: Competency Mapping refers to a process through which the competencies of the necessary process are identified. It is done to determine the critical activities of the mandatory processes of the organization. If Competency Mapping is done, then the organization can identify its area of thrust and can take necessary actions for future implementation of the activities. In the Competency Mapping, the process is break down into sub components named as activities and the competency of all these activities are identified. Organizations perform the task of Competency Mapping to determine the areas which are crucial for its proper working and success. The competencies which are included in the identification are Managerial, Behavioral, Technical, Skill based, Attitude based and Conceptual Knowledge based. All these aspects together lead to determine the actual status of the activity completion and process functioning which is important for the organization. Competency Mapping is made up of two terms Competency + Mapping, Where, Competency refers to clarify any underlying characteristic that is required to perform the process or the activity and Mapping refers to the scheduling of the activities in a sequential order. Together, Competency Mapping refers to the proper scheduling of the activities which are required for the completion of the crucial processes. Organization seeking to establish a highly effective and efficient work force must develop a competency mapping technique, but research suggests that most organizations fail to recognize the competencies of the employees and utilize them efficiently thus disabling the employees to work at their best. The aim of this

surveys find out, competency level of the employees and to provide various suggestions in order to enrich the present level of performance of the employees. When organizations recognize that people are truly their most valuables resource them one of the roles they accept is helping employees manage their careers. Competency mapping is an important resource in this environment, and is an adjunct to knowledge management and other organizational initiatives. Competency mapping process is designed to consistently measure and assess individual and group performance as it relates to the expectations of the organizations and customers. It is used to identify key attributes (knowledge, skills, and behavior attributes) that are required to perform effectively in a job classification or an individual process. Competency mapping juxtaposes two sets of data. One set is based on organizational work flow and processer. It starts with the clear articulation of work flow and process including all quality and quantity requirements, input and outputs, decision criteria, and most important, internal and external customer requirements. For each step in each process. Specific performance are identify with all associated metrics and expectations. The other set of data is based on individual and group performance. Capabilities it is collected through the utilization of a variety of assessment tools and procedures (which may include a lowest 360-degree feedback process) to assess the extent to which individuals and group can consistency demonstrate over time the competencies required to meet expectations. Where the output from the organizational maps meets the individual and group performance capabilities, an overall trend line is created that identified where in the process specific developmental opportunity exists, and with what specific population.

OBJECTIVES OF THE STUDY: PRIMARY OBJECTIVE: To analyze the competency level of the employees in RANE ENGINE VALVES PVT.LTD. SECONDARY OBJECTIVE: Creating a competency based culture in the organization. To measure the work quality of the workers in the RANE.LTD. To identify whether the employee achieve the competency mapping level. To know whether the employee who work in RANE, have a good observation of work. To know whether the employee has such skill or knowledge to get in the higher level position from their normal position. To suggest the suitable strategy to enhance the competency mapping level of the employee towards the organization. To analyze the individual competency using various dimensions of competency such as intellectual, emotional, motivational and social. To map the distance between the expected level and present level of competency found among the employees. Identifying and building competencies of individuals as efficient andeffectivemanagers.

NEED FOR THE STUDY: The study is focused on analyzing the competency skills of employees at RANE ENGINE VALVES PVT LTD.Through the competency mapping process. The level of competencies and skills of the employees is analyzed through the various dimensions of competency live Emotional, Intellectual, Motivational and social. The productivity of the company mainly depends on the employees. Competent employees will be more productivity. So the employee competency mapping should be the main concern for any HR department. The HR department has to perform the competency mapping process effectively and must also motivate the employees by providing them with career growth opportunity, training programs, appropriate appraisals, identifying the work and implementation awards and other monetary benefits. Under the above scenario there is a need to study the competency mapping of employees with regards to the above-mentioned factors.

USE OF COMPETENCY MAPPING: Competency mapping can play a significant role in, Recruitment and selection. Performance management. Training and development. Succession planning. Job enrichment and job enlargement.

PURPOSE OF COMPETENCY MAPPING: Effectiveness of an organization is the summation of the required competencies in the organization They are, Gap analysis, Role clarity, Selection, potential identification, growth plans. Succession planning, Restructuring, Inventory of competencies for future planning.

SCOPE OF COMPETENCY MAPPING:

Creating

competency

based

culture

in

the

organization.

Identifying and building competencies of individuals as efficient andeffectivemanagers.

To ensure that right people are identified and placed in the right jobs & employee potential is identified, developed and utilized to thefullestextent.

Help uplift the competencies of critical groups of managers by providing them insights into their competencies and developmental opportunities.

IMPORTANCE OF COMPETENCY MAPPING: Competency mapping is excessively used in the organization to determine the crucial elements and activities. The basic reason due to which the mapping of the competencies is done is as follows, Once the competencies are determined, proper training can be provided to the individuals to work more efficiently on the processes. Key performance areas can be improved by understanding the fields where there is a gap between the actual and the desired result. If the competencies are determined for the given jobs, then the person whose career planning phase is taking place can consider those competencies and can be ready for the same. Through the competency mapping, the individual is preparing himself for the next set of responsibilities. With the help of the competency mapping the individuals can alter the style of work where the gap exists. By overcoming the differences in the desired level and the actual status of performance the individual can feel the increase in the self confidence and the motivational level. Competency based approach can lead the individual to derive much efficient results (with more accuracy) as compared to work in a noncompetency derived situation. Competency mapping plays a crucial role in career planning of the individual in the organization. Competency mapping leads the individual to understand the actual position from the desired status of work. Helps the individuals to determine the areas where the development is required and thus leads the individual to develop a self develop. This is a competency era. It is beyond doubt that it is beneficial and cost effective to have competent people occupy higher level positions.

Competency refers to the intellectual, managerial, social and emotional competency. Many organizations in India and abroad are channelizing efforts to mapping competencies and implementing and development centers. The need of the hour as indicated by many organizations is to design and implement low cost assessment and development centers, Competency mapping specially designed to meet the requirements of developing economies like ours.

LIMITATIONS OF THE STUDY: The study is confined only to RANE. The sample is limited only to 100 respondents. The study could not be generalized because findings and conclusions were restricted 100 respondents only. Due to short span of time, the researcher was able to meet selected employees in the organization. The response given by the selected employees may be subject bias. The first important drawback is the duration of the training period is only for 30 days. The questions can be increased but due to organizational policy, the questions had been reduced. Some of the respondents are unwilling to respond the questionnaire.

COMPANY PROFILE
OUR COMPANY: REVL is a number of the rane group, which is a leading auto component manufacturer in India. Rane was established in the year 1940. REVL is the first manufacturing venture of the rane group we started manufacturing of engine valves in 1959 in collaboration with Farnborough engg. co., UK(1958-73) . The current technical collaborator is RW, Inc., USA. The first plant was established in 1959 and three more plants have been put our group`s first foray into manufacturing was the manufacture of engine valves and subsequently expanded to other auto components like steering systems, friction materials, and other safety related materials.

Today, we are largest manufacturers of valves in India, the fourth largest in Asia and seventh largest in the world. Since inception in 1959 to date, the company has been a market leader in India

OUR MARKET: The company enjoys a diversified market presence. We are the preferred suppliers and in many cases, a much sought after source for valves to original equipment manufacturers (OEM) in India. We have a network of sales distribution spread across the country.

OUR ORGANISATION: The company is managed under the overall supervision and control of the Board of directors headed by chairman. The managing Director (MD) guides the strategic planning and decision making. The president guides the routine and

also assists in preparing the annual operating plan (AOP), policy for the year and achieving annual targets. He reports to the MD

The senior management Group (SMG) consists of the president, Heads of the plants and Heads of the corporate function. Each plant operates as a self contained division and is headed by a plant head. Executives responsible for manufacturing, quality, manufacturing engineering, materials, sales and administration, HRD and finance functions support the plant Heads. These executives report administratively to plant Head and functionally to the corporate Function Head wherever applicable

MISSION: Provide superior products and services to our customers and maintain market leadership. Evolve as an institution that serves the best interest of the stake holders. Preserve excellence through TQM. Ensure high standards of ethics and integrity in all our actions.

VISION: A World class supplier of Engine Valves to the global transportation industry.

VALUES: We will ensure the highest standards of business ethics and integrity in all our actions. We believe this to be vital to the success of Rane Enterprise. We encourage every employee to share this value.

OUR GROUP COMPANIES: COMPANY 1 RANE ENGINE VALVES LIMITED (REVL) 2 RANE BRAKE LININGS LIMITED (RBL) 3 RANE DIECAST LIMITED (RDL) 4 RANE (MADRAS) LIMITED Steering & Suspension systems. (RML) 5 RANE (NSK) STEERING SYSTEMS LIMITED (RNSSL) 6 RANE (TRW) STEERING SYSTMS LIMITED(RTSSL) 7 (KAR) MOBILES LIMITED (KML) Power steering systems & Seat belt systems. Automotive valves, Large valves for diesel engines for locomotive and defence applications. Energy absorbing steering columns. Brake linings, disc pads, composite brake blocks, clutch facings. High pressure dies casting products. PRODUCTS Valves, valve guides, Tappets.

OTHER ADMINISTRATIVE GROUP LEVEL ESTABLISHMENT: RANE CORPORATE CENTRE, CHENNAI. RANE INSTITUTE OF EMPLOYEE DEVELOPMENT,CHENNAI, RANE DATA CENTRE, CHENNAI,

VARIOUS FUNCTIONAL DEPARTMENTS AT PLANT: 1) Finance 2) Human Resource Development (HRD)

3) Management information systems (MIS) 4) Manufacturing (MFG) 5) Manufacturing engineering (ME) 6) Materials 7) Plant engineering (PLE) 8) Product engineering Corporate position. (PE) 9) Quality (QA) Sales administration

QUALITY POLICY: REVL is committed to deliver superior customer value by continuously improving its processes and system through cross-functional management and employee involvement ENVIORONMENTAL POLICIES: REVL is committed to preserving the environment balance and not causes an adverse impact, by adopting appropriate processes and methods in its operations. To ensure this, the company shall, Comply with all statutory and legal requirements. Preserve the resources through the principles of reduce, reuse and recycle. Ensure participation of employees, suppliers and sub contractors and nearby civic authorities in the continuous reduction of the impact created on the environment.

PRODUCT PERFORMANCE: OUR TOP CUSTOMERS OF OUR PLANT: Hero Honda, Maruti, Hyundai, Mahindra & Mahindra, Tata Cummins, Ashok Leyland Greaves and Deutz, MARKET SEGMENTATION: Covering all segments such as;

Passenger Cars, Two wheelers, Trucks, Stationery engines, Farm equipments, REVL is one of the earliest exporters of auto components from India. Exports have been growing at a healthy rate during the past three years.

TQM PRACTICES ADOPTED: TQM: TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objective so as to provide products and services that satisfy the customers, at the appropriate time and price.

MILE STONES: 1929 RANE was founded as a distributor of automobiles parts. 1959 Diversified into manufacturing and established plant for IC Engine valves. 1960 Established facility to make Tie Rod Ends. 1964 Started manufacture of friction material. 1974 Established car mobiles Limited to manufacture automotive and large valves. 1975 Started manufacture of manual steering gears. 1987 Established JV with TRW for power steering system. 1991 Established JV with JMA for distribution of auto components. 1995 TRW JV also commenced manufacture of occupant restraint. Established JV with NSK for energy absorbing steering. 2000 TQM launched under guidance of union of Japanese scientists and engineers, Japan 2003 RANE brake lining limited wins deeming application prize. 2005 RANE Engine valve limited wins deeming application prize. RANE TRW steering systems. Limited - (steering gear division) wins deeming application prize.

INDUSTRY PROFILE: INDIAN AUTO COMPONENTS INDUSTRY: The Indian auto component Industry is one of the fastest growing manufacturing sectors. This is both forward integrated with other engineering and manufacturing divisions in the country. The spiraling demand from domestic and international auto companies has seen this sector emerging as one of the fastest growing manufacturing sectors in India. As per an ACMA report. The turnover of the auto component industry was estimated at over US $ 18 billion in 2007-2008, an increase of 27.2 per cent since 2002. It is likely to touch US $ 20.19 billion by 2015. According to the auto component manufactures Association (ACMA), the Indian auto component sector generated sales of about US $ 15 billion fiscal year 2006-2007, including US $ 2.8 billion worth of exports.

RANE ENGINE VALVE LTD IS A: Manufacturers and exports of engine valves, valve guides, Tappets, crank shaft for Compressors & Clutch Booster. Business Type: Exporter, manufacturer, Main markets: Asia TS 16949 :2002 & 14000 Founded in 1959 5 manufacturing locations Market leader in India A world class supplier of engine valves to the global transportation industry Group turnover of 351 million USD for the year 2007-2008

HRD ORGANISATION:

HRD at Rane op erates at two levels:

At

Group

Le vel

Formulates

policies,

and

designs major people de velop ment ini tiatives to enhance professional capabilit y o f emplo yees at group le vel

At Business Unit Level - Companies imple me nt group policies and de velop Unit specific inter ventions

Strategies and Initiatives at the Group level:

Specific strategies and initiatives are designed to enable actualization of HRD Goals

Recruitment and Retention:

High caliber emplo yees are r ecruited through well structured process. Including Graduate campus recruit ments and lateral of Dip loma recruit ment an d of

Eng ineers

e xperie nced emplo yees.

Recognitionandreward

Outstanding performance is recognized and rewarded through Co mprehensive perfor mance assess ment developme nt syste ms, aligned to TQM principles and practices.

Opportunities for Professional Growth:

Internal candid ates first considered for job vacancies, thereb y, pro vidi ng e mployees opportunity for lateral & upward growth

Professional Kno wledge and ski lls enhanced through continuou s Education at Rane Institute for Emplo yee De velop ment ( RIED) and other reputed academic institutions.

Leadership Development:

Leadership and managerial cap abilities are de veloped through specific training programmes, job rotation, participation in cross functional teams etc.

Fostering Employee Involvement:

Ne wsletters, contact meetings & regular communication meeti ngs Open House Days and interactions with employees families Business particular Needs Specific strategies and initiatives are developed and i mple mented in Each business unit so as to achieve HR D goals. unit specific communication pro cesses to meet

Conclusion:

To de ve lop a work ethos that will build dignit y and pride in our people and en able them experience a sense of belonging to the organization .

INTRODUCTION TO HUMAN RESOURCE DEVELOPMENT:

HUMAN RESOURCES:

Human resources reflect a new philosophy, a new outlook approach and strategy which view an organizations manpower as its resources and assets and not as liabilities.

Resources are the means that can be drawn on. They are the collective means for production, support and defense, as well as a source of strength and aid.

Human capital or manpower of a company can be treated as its human resources.

In generic terms, human resources can be defined as the total knowledge, skills, creative, talents, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledges and skills represented by the talents ad aptitudes of the employed persons in an organization.

Human resources approach takes into consideration the potentiality ad vitality of the people available for the organization. Even in age of automation as of day, manpower is the most essential and indispensable resources of any organization. In fact, without appropriate human resource, no business or organization can exist and grow. This is perhaps the reason why human resources management has become the focus of attention of progressive organizations of today.

CHARACTERISTICS OF HUMAN RESOURCES: Human resources create the business and economic institutions and economic activities through its novel and creative ideas. Human resource is the most dynamic resource. The value of human resource increases over the time due to continuous learning process unlike other resources. It is quite difficult to predict the human behavior.

All other resource cannot be made use of without the competent and committed human resources.

HUMAN RESOURCE DEVELOPMENT

CONCEPT OF HUMAN RESOURCE DEVELOPMENT

Leonard Nadler formally introduced the concept of human resource development, in 1969; a conference was organized by the American society of performance appraisal.

Human resource development is mainly concerned with development of skill, knowledge and competencies of the people and it is a people oriented concept. Human resource development can be applied both for the national level and organizational level. The concept of human resource development is not yet well conceived by various other authors though they have defined the term from their approach, as it is of recent origin and skills in the conceptualization stage.

Human resource development is not only the performance appraisal but many personnel mangers and organizations view human resource development as synonymous to performance appraisal.

Human resource development from the organizational point of view is a process in which the employees of the organization are helped / motivated to acquire and develop technical, managerial and behavioral knowledge, skills and abilities and mould the values, beliefs, attitudes necessary to perform present and future roles by realizing the highest human potential with a view to contribute positively to the organizational, group, individual and social goals.

Career planning and development, organizational development,


counseling, social and religious program, employee involvement / workers participation, quality circles etc.

SCOPE OF HUMAN RESOURCE DEVELOPMENT:

Human resource management deals with procurement, development, compensation, maintenance and utilization of human resources. Development of human resources for efficient utilization of human resources in order to achieve the individual, group and organizational goals. Thus the scope of human resource development is wider and human resource development is part and parcel of human resource management.

OBJECTIVES OF HUMAN RESOURCE DEVELOPMENT:

To prepare the employee to meet the present and change in future job Requirements To prevent employee obsolescence To prepare employee for higher level jobs To impart new entrance with basic human resource development skills and Knowledge. To aid total quality management. To ensure smooth and efficient working of the organization.

To provide comprehensive frame work for human resource development. To enhance organizational capabilities.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

Performance appraisal Employees Training Executive development Career planning and development Succession planning and development Organizational change and Organizational development Involvement in social and religious organization Involvement in quality circles Involvement in workers participation

COMPETENCY MAPPING DEFINITION:

HAYES 1979: Says competencies are generic knowledge motive trait social role or a skill of person linked to superior performance of the job. Competencies are mainly seen as inputs. They consist of clusters of knowledge, attitude and skills that affect an individuals ability to perform.

ALBANESE 1989: Defines competencies as personal characteristics that contribute to effective managerial performance.

UNIDO 2002: States saying that competencies is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity with a specific function or job.

COMPETENCY MAP: A competency map is a list of an individuals competencies that represent the factors most critical to success in given jobs, departments, organization or industries.

MEANING: Competency mapping is a process through which one assesses and determines ones strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some

form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

THE NATURE AND SCOPE: A specific job role, the skills required, the level of knowledge required, and the behavioral capacities required to apply those skills and knowledge in that role. Often the information/data gathering process involves interviews with individuals experienced in the position as well as observation of the role being performed. Behavioral competencies are derived from the raw data, and competencies defined, selected, and prioritized. A great resource to consult is "Competence atWork: Models for Superior Performance" (Lyle Spencer with Signe Spencer) and "The Art and Science of Competency Models" (Antoinette D. Lucia with Richard Lapsing). WHAT IS COMPETENCY MAPPING:

It is about identifying ideal behaviors and personal skills which distinguish exceptional and stupendous performance from the average. This aids in setting standards of behavior and thereby performance for the average work forces to follow. Competency maps provide employers with concrete and objective information usable in all employment decisions. . As a matter of fact competency is a behavioral and demonstrative ability that is informed to some degree by a conceptual perception.

TECHNIQUES USED TO MAP COMPETENCIES INCLUDE:

1. Critical Incident Analysis 2. Repertory Grid 3. Behavioral Event Interview 4. Expert systems 5. Benchmarking

Who Identifies competencies?

Competencies can be identified by one of more of the following category of people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and Other role set members of the role (those who have expectations from the role holder and who interact with h him/her).

What Methodology is used? The following methods are used in combination for competency mapping, Interviews, Group work, Task Forces, Task Analysis workshops, Questionnaire, Use of Job descriptions, Performance Appraisal Formats etc.

COMPETENCY vs. COMPETENCE: COMPETENCY vs. COMPETENCE Competency: A person- related concept that refers to the dimensions of behavior lying behind competent performer. Competence: A work- related concept that refers to areas of work at which the person is competent Competencies: Often referred as the combination of the above two. CONCEPT OF COMPETENCY: CONCEPT OF COMPETENCY Skill: Ability accomplish Talent: Inherent ability Competency: Underline characteristics that give rise to skill accomplishment Knowledge, skill and attitude Dr. MG Jomon, XIMB How do competencies differ from skills and knowledge? : Competencies only include behaviors that demonstrate excellent performance. Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral application of knowledge that produces success. In addition, competencies do include skills, but only the manifestation of skills that produce success. Finally, competencies are not work motives, but do include observable behaviors related to motives.

Components of Competency: Components of Competency Skill capabilities acquired through practice. Knowledge understanding acquired through learning. Personal attributes inherent characteristics which are brought to the job Behavior The observable demonstration of some competency, skill, knowledge and personal attributes attributed to excellent performance

HR COMPETENCY FRAME WORK

Business management competencies: Business process Reengineering. Change management. Contract management. Cost-Benefit Analysis. Customer Relation. Financial management. Negotiating. Organizational needs assessment. Outcome measures and Evaluation. Project management. Strategic Human Resource Practices. Strategic Planning.

Technical HR Competencies: Appeals, Grievances and litigation. Attendance and leave. Benefits. Career development. Compensation. Discipline and adverse action. Employee assistance. Equal employment opportunity. HRM fundamentals. Instructional systems development. Instructional technology. Job analysis.

Professional competencies: Coaching and mentoring. Communication. Conflict management. Decision-making. Ethics. Facilitation. Interpersonal relations. Problem solving. Self management. Team work. Technology application.

COMPETENCY MAPPING PROCESS:

Competency Mapping is a process of identifying key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. In general, we would define a competency as a behavior (i.e. communication, leadership) rather than skill or ability.

The steps involved in competency mapping with an end result of job evaluation include the following: understanding the core competencies that required for the organization is the initial steps in the competency mapping. Many competencies are required for the

organization in the effective performance of various functions. While certain competencies like, decision making skill, team building skills, problem solving skills etc. . These are included under core competency areas. These skills are essential in all the functional areas of management. Methods like brainstorming and participative focus group discussions etc can realize the core competencies required for the managers. After the identification of the core competencies the next step is to relate with the various functions in business management. Since the core competencies varied in marketing, finance, purchase, operations management, production etc. the competencies required to perform different junctions also varied. For this effort the position and responsibilities of each functional personal person need to be assessed into a job analysis is to be done in the initial stages. By understanding the core responsibilities positions and departments. To different and core competencies, the job description viz., written department of functional. The job description and the competencies identified are the bases of upon which the training and development programs, mentoring programs and extended to the members by the superiors in the organizations. Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use when conducting this step with our clients was provided to this client. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.

Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ was provided to this client. This was developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.

With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors.

Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

Competency dictionary model:

*competency definition *behavior indicators *competency levels

The most important area is competency level displayed for every role would not be similar and hence the competency levels and corresponding behavior traits are to be defined and developed for each role

The job family classification or role classification would be primarily done. And for each role, competency levels are described. Each level will have a different behavior description Competency Interpersonal Skills: Definition:

Ability to interact and engage with peers, superiors and subordinates with

assertiveness and empathy. Clearly communicates the views and keep the groups point of view in mind while discussing issues. Manages internal and external clients in harmony

CLASSIFICATIONOFCOMPETENCYMAPPING: Novice The extent of rapport and confidence enjoyed by this person with the team members is very minimal. The person is either not too engaged with others else new to the group

Beginner Enjoys moderate amount of confidence and rapport among people Able to manage very close associates only with whom most of the interactions take place.

Skilled Enjoys good amount of rapport and confidence among team. Able to manage the people relations, but people might not be willing to open up personally all the times. Individually can handle people well, but in a group may not be effective always

Expert Enjoys high amount of rapport and confidence among people. Engages very well with everyone and plays a vital role in the balancing act during the times of disagreement among the team member. People confide personally and professionally on this person

RESEARCH METHODOLOGY The research methodology deals with various aspects of research, it talks about the type of research to be used. The researcher plans how data can be collected. The researcher also plans for the data collection tools. The researcher plans what type of questionnaire to be followed &what ranking scales to be used. The researcher decides about the sample size, research boundary & the various statistical tools to be used in data analysis & interpretation.

MEANING OF RESEARCH: Research is composed of two syllables, a prefix re and a verb search. Re means again, anew, over again. Search means to examine closely and carefully, to test and try, to probe. The two words form a noun to describe a careful and systematic study in some field of Knowledge, undertaken to establish facts or principles. Research is an organized and systematic way of finding answers to questions. RESEARCH DESIGN: A research design is purely & simply the frame work or plan for study that guides the collection data. Fundamental to the success of any formal research project is sound design. A good research design has the following characteristics namely Problem definition. Specific methods of data collection & methods. Time required for project. Estimate of expenses to be incurred. In this study, the searcher has adopted Descriptive Research Design. RESEARCH PROCESS: Choosing the research problem Review of related literature Collection of data Interpretation of data Preparing the research report Methods of Research Historical method: to reconstruct the past objectively and accurately, often in relation to the Tenability of a hypothesis. Descriptive method: to describe systematically a situation or area of interest factually and accurately.

Developmental method: to investigate patterns and sequences of growth and/or change as a Function of time. Case and field method: to study intensively the background, current status, and environmental interactions of a given social unit. Correlation method: to investigate the extent to which variations in one factor correlate with variations in one or more other factors based on correlation coefficient.\ Casual-comparative or Ex post facto method: to investigate possible cause-and-effect Relationships by observing some existing consequence and looking back through the data for plausible casual factors. True experimental method: to investigate possible cause-and-effect relationships by exposing one or more experimental groups to one or more treatment conditions and comparing the results to one or more control groups not receiving the treatment, random assignment being essential. Quasi-experimental method: to investigate the conditions of the true experiment in a setting which does not allow the control or manipulation of all relevant variables? Action research: to develop skills or new approaches and to solve problems with direct application to the classroom or other applied setting.

DESCRIPTIVE RESEARCH DESIGN: A descriptive research design is one of that simply describes something such as demographic characteristics of certain people who use something. The descriptive study we are typically concerned with determining frequently with which something occurs or how two variables vary together. This study is typically guided by an initial hypothesis. A descriptive study requires a clear specification of who, what, when, where, why &how aspects of the research.

DATA COLLECTION METHOD:

Most of the study is based on the primary data collection and secondary data leads to collect the employees details of the company. The primary data refers to fresh data collected for the study by the researcher with own personal effort. Data is collected through primary and secondary data. The needed primary data is collected through survey method by the way of questionnaire. The secondary data has been collected through the various records, journals, documents and others.

SOURCES OF DATA:

The data are collected from two major sources: PRIMARY DATA SECONDARY DATA

PRIMARY DATA: Data which are collected a fresh & for the first time is called a primary data. It happens to be original in character. The researcher would have to decide which sort of data would be used for the study & according to it the can be sorted & used for the study. The collection of primary data is done by questionnaire method.

SECONDARY DATA: Data which are collected from earlier research work is called secondary data. It is not original in character. It is a second hand data.

This data are collected from profile, brochure, websites, manuals, and report & from information bulletin maintained by Human resource development Department. STATISTICAL TOOLS: CHI-SQUARE TEST: The test based on the chi-square distribution & it is a parametric test. It is used for comparing a sample variance to a theoretical population variance. The test has become very popular because, they can be applied in any type of situations. The symbol is a Greek letter chi & it was used by Karl Pearson in the year 1990.

The objective of chi-square () is to determine whether areas of significant difference exist among the various groups. Chi-square test involves comparison of expected frequency (Ei) with observed frequency (Oi) to determine whether the difference between the two is greater, which might occur by chance. FORMULA:

2= (Oi-Ei)2 / Ei

Where, = Chi-square Oi = Observed frequency Ei = Expected frequency DEGREES OF FREEDOM: df = (r-1) * (c-1)

(Number of rows-1) * (Number of column-1)

Where, df = Degree of Freedom r = Number of Rows C = Number of columns SIMPLE WEIGHTED AVERAGE METHOD: With simple weighted average method there are several ways to determine weighted value. To construct an index number, this method weights.

FORMULA: X = (W1.X3) + (W2.X3) + (W3.X3) + . + (Wn.Xn) / W1 + W2 + W3 + .. + Wn.

PILOT STUDY / PRE TESTING THE QUESTIONNAIRE: As soon as the topic was approved, the researcher has done an intensive study The researcher has made a preliminary study among the top level executives. After having a preliminary discussion with them, the researcher has proceeded further. A questionnaire has been constructed by the researcher & tested with the executives. Afterwards, the necessary changes have been made in the questionnaire. Research design Sources of data Research instrument Sampling area Sampling unit Sampling technique Sample size : Descriptive Research design : Primary data & Secondary data : Questionnaire, Websites, Manuals etc.., : RANE ENGINE VALVES LTD : Employees in RANE : Random or Probability Sampling : 100 Employees

DATA ANALYSIS AND INTERPREATION TABLE: 1 GENDER OF THE RESPONDENTS

INFERENCE: From the above the table 1 it is clearly inferred thats out of 100 respondents

FACTORS NUMBERS MALE FEMALE 78 22

RESPONTENTS PERCENTAGE 78% 22%

TOTAL 100 100% 78% of the employees are males and 22% of employees females.

FIGURE: 1 GENDER OF THE RESPONDENTS It shows the respondents gender, gender state that both male and female. In this study the majority of the respondents come under the male category. Gender is used to know the number of respondents belongs to which category by getting opinion from respondents.

GENDER

FEMALE 22%

MALE 78%

TABLE: 2 AGE LEVEL OF THE RESPONDENTS FACTORS NUMBERS 20-30 YERS 30-40 YEARS 40-50 YEARS 50-60 YEARS TOTAL 28 30 24 18 100 RESPONDENTS PERCENTAGE 28% 30% 24% 18% 100%

INFERENCE: From the above statistical analysis it is being made clear that 30% of the respondents are in the age group of 30-40 years and 28% of the respondents are in the age group of 20-30 years and 24% of the respondents are in the age group of 40-50 years and 18% of the respondents are in the age group of 50-60 years in RANE ENGINE VALVES LTD.

FIGURE: 2 AGE LEVEL OF THE RESPONDENTS The age is the length of time that one has existed. In this study, also this gives the period of existence of the respondents, which is obtained in terms of completed years. Age is used to know the number of respondents in each age category.

AGE
35% 30% 25% 20% 15% 10% 5% 0% 20-30 YRS 30-40 YRS 40-50 YRS 50-60 YRS

TABLE: 3 MARITAL STATUS OF THE RESPONDENTS IN RANE

FACTORS NUMBERS MARRIED SINGLE TOTAL 80 20 100

RESPONDENTS PERCENTAGE 80% 20% 100%

INFERENCE: From the above table it is clearly stated that out of 100 respondents in 80% of the respondents are married and 20% of the respondents are single.

FIGURE: 3 MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% MARITAL STATUS MALE 80% FEMALE 20%

TABLE: 4 THIS TABLE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

FACTORS NUMBERS UG PG DIPLOMA OTHERS TOTAL 26 30 22 22 100

RESPONDENTS PERCENTAGE 26% 30% 22% 22% 100%

INFERENCE: From the above table it is shows that 30% of the respondents are post graduates and 26% of the respondents are under graduation and 22% of the respondents are diploma and the excess 22% of the respondents are having an other qualifications in RANE

FIGURE: 4 THIS FIGURE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS Qualification shows the ability, skill or talent, which makes the person to be identified as educated or not. Qualification is of different levels. Each position requires a particular qualification. In this study, the respondents education qualification is used to know the educational status of respondents.

BASIC QUALIFICATION
OTHERS 22% UG 26%

DIPLOMA 22%

PG 30%

TABLE: 5 THIS TABLE SHOWS WORK EXPERIENCE OF THE RESPONDENTS IN REVL

FACTORS NUMBERS 0-5 YEARS 5-10 YEARS 10-20 YEARS 20&ABOVE TOTAL 20 36 24 20 100

RESPONDENTS PERCENTAGE 20% 36% 24% 20% 100%

INFERENCE: From the above table clearly inferred that the work experience of the respondents. Is that 36% of the employees having 5-10 years of work experience, 24% of the employees having 10-20 years of work experience and 20% of the employees having 20 & above years of working experience and 0-5 years working respondents also having the 20% of experience.

FIGURE: 5 THIS FIGURE SHOWS EXPERIENCE OF THE RESPONDENTS The accumulation of knowledge or skill that results from direct participation in events or activities over a given number of years. In this study, the experience of the respondents plays a role, as associates with experience in the current organization and to know how many years of experience each respondent worked in a particular organization.

EXPERIENCE

36% 24%

20%

20%

0-5 YRS

5-10 YRS

10-20 YRS

20&ABOVE

TABLE: 6 RESPONDENTS AWARENESS ABOUT COMPETENCY MAPPING

OPINION

RESPONDENTS NUMBERS PERCENTAGE 80% 20% 100%

YES NO TOTAL

80 20 100

INFERENCE: From the above it is clearly represent that out of 100 respondents 80% of the employees are having the awareness about the competency mapping and only 20% of the employees are weak in awareness.

FIGURE: 6 AWARENESS ABOUT COMPETENCY MAPPING


In this study to know the competency mapping is following in the respondents company by getting opinion from respondents.

AWARENESS
80% 70% 60% 50% 40% 30% 20% 10% 0% AWARENESS YES 80% NO 20%

TABLE: 7 ANALYSING THE RESPONDENTS PERFORMANCE IN RANE

FACTORS NUMBERS HIGHLY SATISFIED SATISFIED DISSATISFIED 36 40 24

RESPONDENTS PERCENTAGE 36% 40% 24%

TOTAL

100

100%

INFERENCE: From the above table shows the satisfaction level of respondents. Nearly 40% of the respondents are satisfied with their performance, 36% of the respondents are highly satisfied with their performance only 24% of the employees are satisfied with their performance.

FIGURE: 7 SATISFIED WITH THE RESPONDENTS PERFORMANCE, RIGHTLY RECOGNIZED BY THEIR ORGANISATION

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% HIGHLY SATISFIED SATISFIED DISSATISFIED RESPONDENTS PERFORMANCE 24% 36% 40%

TABLE: 8 ANALYSING THE LEVEL OF RESPONDENTS INDIVIDUAL PERFORMANCE

FACTORS NUMBERS YES NO TOTAL 80 20 100

RESPONDENTS PERCENTAGE 80% 20% 100%

INFERENCE:

From the above table it is clearly inferred that out of 100 respondent 80% of the respondents are clearly understand about their level of performance, and 20% of the respondents are having insufficiency knowledge about their performance.

FIGURE: 8 THE RESPONDENTS ARE CLEARLY UNDERSTOOD ABOUT THEIR INDIVIDUAL PERFORMANCE IN THE ORGANISATION.

INDIVIDUAL PERFORMANCE OF RESPONDENTS


YES NO

20%

80%

TABLE: 9 THE RESPONDENTS THINK ABOUT THE COMPETENCY MAPPING ITS A DE-MOTIVATING FACTOR OR NOT

FACTORS NUMBERS YES NO TOTAL 66 34 100

RESPONDENTS PERCENTAGE 66% 34% 100%

INFERENCE

From the above table it is clearly represent that 66% of the respondents are said self-competency mapping is are de-motivating factor and 34% of the respondents are said it is not a de-motivating factor.

FIGURE: 9 COMPETENCY MAPPING ITS A DE-MOTIVATING FACTOR OR NOT

DE-MOTIVATING FACTOR

NO

DE-MOTIVATING FACTOR, 34%

YES

0%

10%

20%

30%

40%

50%

60%

70%

TABLE: 10 ANALYSIS OF RESPONDENTS WHO ACQUIRED ANY SKILLS, KNOWLEDGE AND ABILITIES THROUGH THE ED PROGRAM

FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 34 46 4

RESPONDENTS PERCENTAGE 34% 46% 4% 16% 100%

STRONGLY DISAGREE 16 TOTAL 100

INFERENCE This table shows that 46% of the respondents are agree that they are acquiring knowledge with ED programs 34% of the respondents are acquiring knowledge with ED programs. 16% of the employees are strongly disagreeing that they are not acquiring knowledge with ED programs. 4% of the employees are disagreeing that they are not acquiring any new skills and knowledge through the ED programs.

FIGURE: 10 RESPONDENTS WHO ACQUIRED NEW SKILLS, KNOWLEDGE AND ABILITIES THROUGH THE ED PROGRAM

NEW SKILLS
50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE

TABLE: 11 ANALYSIS OF THE RESPONDENTS ORGANISATION GIVEN ANY ADEQUATE OPPORTUNITIES

FACTORS NUMBERS YES NO TOTAL 82 18 100

RESPONDENTS PERCENTAGE 82% 18% 100%

INFERENCE: From the above table, it shows the opportunities given to the respondents 82% of the respondents said that organization is giving an adequate opportunity and 18% of respondents said that organization is not giving an adequate opportunity

FIGURE: 11 ORGANISATION WHICH GIVE ADEQUATE OPPORTUNITIES

NO

18%

YES

82%

0%

20%

40%

60%

80%

100%

TABLES: 12

ANALYSIS OF RESPONDENTS ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH OR NOT

FACTORS NUMBERS YES NO TOTAL 42 58 100

RESPONDENTS PERCENTAGE 42% 58% 100%

INFERENCE: From above the table, it shows that 42% of the respondents are satisfied with the existing competency development and initiative schemes but 58% of the respondents are not satisfied with the existing competency development and initiatives schemes.

FIGURE: 12

ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH OR NOT

60% 50% 40% 58% 30% 20% 10% 0% YES NO 42%

TABLE: 13

COMPETENCY MAPPING IS A EXCELLENT TOOL FOR EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING

FACTORS NUMBERS YES NO TOTAL 68 32 100

RESPONDENTS PERCENTAGE 68% 32% 100%

INFERENCE: From above the table it is clearly inferred that out of 100 respondents 68% of the respondents are said that the competency mapping an excellent tool for succession planning and 38% of the respondents said its not so

FIGURE: 13

COMPETENCY MAPPING IS A EXCELLENT TOOL FOR EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING

EXCELLENT TOOL

68%

32%

YES

NO

TABLE: 14 ANALYSIS OF THE RESPONDENTS WHO ARE AGREEING WITH THE NATURE OF COMPETENCY MAPPING IS REQUIRED FOR THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT

FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 20 50 6

RESPONDENTS PERCENTAGE 20% 50% 6% 24% 100%

STRONGLY DISAGREE 24 TOTAL 100

INFERENCE: From the above table, it shows that 50% of the respondents are agreeing with this concept and 24% of the respondents are strongly disagree that competency mapping not help for that and 20% of the respondents are strongly agree that competency mapping is helping to go for higher post, but the 6% of the respondents are disagree that competency mapping is not helping them to go for higher post.

FIGURE: 14 THIS FIGURE SHOWS THE RESPONDENTS WHO ARE AGREEING WITH THE NATURE OF COMPETENCY MAPPING IS REQUIRED FOR THE POSITION THAT MAKES IMMIDIETLY HIGHER OR NOT

HIGHER POST
60% 50% 40% 30% 20% 10% DIS AGREE, 6% 0% 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 STRONGLY AGREE, 20% STRONGLY DISAGREE, 24% AGREE, 50%

TABLE: 15 ANALYSIS OF THE ALL RESPONDENTS WHO ARE HAVING A SELF UPDATED ON THE INDUSTRY STATUS

FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 24 48 6

RESPONDENTS PERCENTAGE 24% 48% 6% 22% 100%

STRONGLY DISAGREE 22 TOTAL 100

INFERENCE: From above the table, it is shows that, 48% of the respondents are agree that they are self updated on the industrial status, 24% of the respondents are strongly agree that they are self updated on industrial status, and 22% of the respondents are strongly disagree that they are not self updated on the industrial status, and 6% of the respondents are disagree that they are also not self update on the industry level.

FIGURE: 15

THIS FIGURE SHOWS THE ALL RESPONDENTS WHO ARE HAVING A SELF UPDATED ON THE INDUSTRY STATUS

SELF UPDATED
60% 50% 40% 30% 24% 20% 10% 6% 0% STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE 22%

48%

TABLE: 16 ANALYSIS OF THE RESPONDENTS WHO ARE HAVING A GOOD UNDERSTANDING WITH MAJOR COMPETEITORS

FACTORS NUMBERS YES NO TOTAL 76 24 100

RESPONDENTS PERCENTAGE 76% 24% 100%

INFERENCE: From the above table clearly represent that the 76% of the respondents are said yes and they having the good understanding with major competitors and 24% of the respondents are said no and they dont have the good understanding with major competitors.

FIGURE: 16 THIS FIGURE SHOWS THE RESPONDENTS WHO ARE HAVING A GOOD UNDERSTANDING WITH MAJOR COMPETEITORS

GOOD UNDERSTANDING
90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 0 0.5 1 1.5 2 2.5 NO, 24% YES, 76%

TABLE: 17 ANALYSIS OF THE RESPONDENTS WHO LEARNED THE NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSIBLE

FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 38 40 10

RESPONDENTS PERCENTAGE 38% 40% 10% 12% 100%

STRONGLY DISAGREE 12 TOTAL 100

INFERENCE: From the above table, it shows that 40% of the respondents are agreeing that new concept or technology learned by them as soon as possible, 38% of the respondents are strongly agree that new concept or technology learned by them as soon as possible, 12% of the respondents strongly disagree that new concept and technology learned as not possible and 10% of the respondents are disagree which this concept.

FIGURE: 17 THIS FIGURE SHOWS THE RESPONDENTS WHO LEARNED THE NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSILE

LEARNING CAPACITY

DISAGREE 10%

STRONGLY DISAGREE 12% STRONGLY AGREE 38%

AGREE 40%

TABLE: 18 ANALYSIS OF THE RESPONDETS HAVE TIME TO ATTENED VARIOUS TRAINING PROGRAMS

FACTORS NUMBERS YES NO TOTAL 42 58 100

RESPONDENTS PERCENTAGE 42% 58% 100%

INFERENCE: From the above table clear represent that the 42% of the respondents have time to attend training programs. But 58% of the respondents are not have time to attend training programs.

TABLE: 18

THIS TABLE SHOWS THE RESPONDETS HAVE TIME TO ATTENED VARIOUS TRAINING PROGRAMS

TRAINING PROGRAMS

YES 42% NO 58%

TABLE: 19 ANALYSIS OF THE RESPONDENTS WHO ARE WELL VERSED IN COMPETENCY MAPPING

FACTORS NUMBERS STRONGLY AGREE AGREE DISAGREE 20 48 14

RESPONDENTS PERCENTAGE 20% 48% 14% 18% 100%

STRONGLY DISAGREE 18 TOTAL 100

INFERENCE:

From the above the table, It is inferred that 48% of the employees are agreeing that they are well versed in this system. 20% of the employees are strongly agree that they are well versed in this system and 18% of the respondents are strongly disagree that they are not well versed in this system and 14% of the respondents are disagree that they are not well versed in competency mapping.

FIGURE: 19 THIS FIGURE SHOWS THE RESPONDENTS ARE WELL VERSED IN COMPETENCY MAPPING

WELL VERSED

STRONGLY DISAGREE 18% DISAGREE 14%

STRONGLY AGREE 20%

AGREE 48%

TABLE: 20

ANALYSIS OF COMPETENCY MAPPING AS AN IDEAL TOOLS FOR EMPLOYEE DEVELOPMENT

FACTORS NUMBERS AGREE DISAGREE TOTAL 76 24 100

RESPONDENTS PERCENTAGE 76% 24% 100%

INFERENCE:

From the above table, it is represent that 76% of the respondents are agree that competency mapping is an ideal tool for EMPLOYEE DEVELOPMENT and 24% of the respondents are disagree that competency mapping is not an ideal tool for EMPLOYEE DEVELOPMENT.

FIGURE: 20

THIS FIGURE SHOWS COMPETENCY MAPPING AS AN IDEAL TOOLS FOR EMPLOYEE DEVELOPMENT

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

76%

24%

AGREE

DISAGREE IDEAL TOOL

STATISTICAL ANALYSIS: In this chapter, the researcher analyzed and interpreted the data in terms of the objectives mentioned in methodology. DATA COLLECTION, ANALYSIS & INTERPREATION: DATA COLLECTION METHODS USED: The method of data collection is a path of achieve the target of the research. The steps are. The research problem was formulated. The place of study was chosen. Questionnaire was framed. Questionnaire was put to per- test. The final form of questionnaire was framed. Random sampling was done. The factors for limitation of the study ware also recognized SELECTION OF STATISTICAL TOOL: The data collected has been analyzed by using statistical tools such as; 1. Chi square test. 2. . Weighted average method. DATA ANALYSIS: The researcher has proceeded to analyze at RANA ENGINE VALVE private limited, Chennai on the basis of certain aspect such as sources, effects, communication, etc. The opinions of the respondents ware obtained through 30 questions.

TEST NO.1 CHI SQUARE TEST AIM:

To test the significant relationship between age and experience factors of employees. NULL HYPOTHESIS :( HO) There is no significant relationship between age and experience of employees. ALTERNATIVE HYPOTHESIS :( H1) There is significant relationship between age experiences of employees CHI SQUARE TEST: TABLE: 1 FACTORS NUMBER A B C D TOTAL 28 30 24 18 100 AGE RESPONDENTS PERCENTAGE 28% 30% 24% 18% 100%

TABLE: 2 EXPERIENCES: FACTORS NUMBER 05 5 10 10 20 20 And above TOTAL 20 36 24 20 100 RESPONDENTS PERCENTAGE 20% 36% 24% 20% 100%

TABLE: 3 OBSERVED FREQUENCIES (OI) AGE 0-5 5 - 10 EXPERIENCE 10 - 20 20 &Above a b c d TOTAL 4 4 8 4 20 12 12 10 2 36 8 10 2 4 24 4 4 4 8 20 28 30 24 18 100/100 TOTAL

TABLE: 4 EXPECTED FREQUENCIES (EI) AGE 0-5 5 - 10 EXPERIENCIE 10 - 20 20 &Above a b c d TOTAL 5. 6 6 4.8 3.6 20 10. 08 10. 08 8. 64 6. 48 36 6. 72 7. 2 5.76 4. 32 24 5. 6 6 4. 8 3. 6 20 28 30 24 18 100/100 TOTAL

TABLE: 5 O 4 4 8 4 12 12 10 2 8 10 2 4 4 4 4 8 TOTAL E 5. 6 6 4. 8 3.6 10. 08 10. 8 8. 64 6. 48 6. 72 7. 2 5. 76 4.32 5. 6 6 4.8 3.6 100 (O E) - 1. 6 -2 3. 2 0. 4 1. 92 1. 2 1. 36 -4. 48 1. 28 2. 8 -3. 76 -0. 32 -1. 6 -2 -0. 8 4. 4 (O E)2 2. 56 4 10. 24 0. 16 3. 6864 1. 44 1. 8496 20. 0704 1. 6384 7. 84 14. 1376 0. 1024 2. 56 4 0. 64 19. 36 (O E)2 / E 0. 457 0.666 2. 133 0. 044 0.365 0. 133 0.214 3. 097 0. 243 1. 088 2.454 0. 023 0. 457 0.666 0. 133 5. 377 17. 547

FORMULA: Chi -square (x^ 2) = (O-E) ^ 2 E WHERE, O = Observed frequency. E = Expected frequency. E = Row total X Colum total Grand total DEGREE OF FREEDOM = (R-1) X (C-1) = (4-1) X (4-1) = 3x3 DF = 9 Tabulated value at degree of freedom at 5% of significant level = 16. 9 Calculated value of chi- square = 17. 547 Here, Calculated value > tabulated value (i.e.) calculated value is higher than tabulated value. So H1 accepts and rejects HO Hence there is a significant relationship between Age and experience of the employees. INFERENCE: It is analyzed by applying chi-square test that age of respondents level has a positive association with the level of respondents level has a positive association with the level of respondents experience.

TEST. NO 2 WEIGHTED AVERAGE METHOD: RESPONDENTS SUGGEST THE OTHER ED INITIATIVES: FACTORS NUMBERS A B C D E TOTAL 24 28 22 16 10 100 RESPONDENTS PERCENTAGE 24% 28% 22% 16% 10% 100%

OTHER INITIATIVES
10% 16% A B C 22% 28% D E 24%

The weighted average method for the expectations of the competency mapping of the employees. FACTO RS RANK CAPACTI Y BUILDIN G PROGRA MS 1 2 3 4 5 TOTAL 24 10 18 30 18 100 28 10 6 14 42 100 22 12 24 26 16 100 16 26 24 20 14 100 10 42 28 10 10 INDIVIDUA VARIOUS L MONITORI NG SYSTEM TRAININ G PROGRA MS MEASURE THE EES PERFORMAN CE LEVEL OTHE RS

TABLE: 2: CAPACITY BUILDING PROGRAMS RANK 1 2 3.5 3.5 5 TOTAL W1 30 24 18 18 10 100 W1X 30 48 63 63 50 254

Weighted average = W1X W1

= 254 100 =2.54 TABLE: 3 Measure the employees performance. RANK 1 2 3 4 5 TOTAL W1 26 24 20 16 14 100 W1X 26 48 60 64 70 268

WEIGHTED AVERAGE: Weighted average = W1X W1X = 268 100 = 2.68

TABLE: 4 INDIVIDUAL MONITORING SYSTEMS. RANK 1 2 3 4 5 TOTAL W1 42 28 14 10 6 100 W1X 42 56 42 40 30 210

WEIGHTED AVERAGE = W1X W1 = 210 100 = 2.1 TABLE: 5 VARIOUS TRAINNING SYSTEMS. RANK 1 2 3 4 5 TOTAL W1 26 24 22 16 12 100 W1X 26 48 66 64 60 264

WEIGHTED AVERAGE = W1X W1X = 264 100 = 2.64

TABLE: 6 OTHERS RANK 1 2 4 4 4 TOTAL W1 42 28 10 10 10 100 W1X 42 56 40 40 40 218

WEIGHTED AVERAGE = W1X W1 = 218 100 = 2.18

INFERENCE: Based on the above table the factor which influences the expectation of the competency mapping of the employees is ranked bellow. TABLE: 7 FACTOR CAPACITY INDIVIDUAL TRAINING PERFORM OTHERS WEIGHTAGE 2.54 2.1 2.64 2.68 2.18 RANK 3 5 2 1 4

RESULT: Measuring the employees performance level is the major factor which influences the expectation of the competency mapping of the employees in RANA ENGINE VALVE LTD.

FINDINGS: 1. Most 78% at the respondent are of male in RANE ENGINE VALVE LTD. 2. The majority 38% of the respondent are in age group of (30-40) years in the organization. 3. 30% of the employees in the organization are in post graduate in RANE ENGINE VALVE LTD. 4. It is observed that 80% of the employees are married. 5. I have concluded that 36% of the employees have the 5-10 years experience in that organization. 6. 80% of the employees are said that they are having the awareness about the competency mapping system followed in the organization. 7. It so found that 40% of the employees are satisfied with their individual performance in the RANE ENGINE VALVE LTD. 8. It is observed that 80% of the employees are clearly understood about their individual performance in the organization. 9. It has been exhibited that 66% of the employees said that the self competency mapping is not de-motivating factor for their imprudent. 10.It is observed that 34%of the employees are agreeing about their employee development program by the organization. 11.The 82% of the employees surely satisfied with the organization for providing adequate opportunity to developing the skill and abilities in performing their jobs. 12.58% of the respondents are satisfied with their existing training schemes and employee development initiatives. 13.The 28% of the respondents are suggesting that competency development initiatives can be given by individual monitoring system. 14.It shows 68% of the respondents are saying that competency mapping is an excellent tool for planning in their organization.

15.Nearly 50% of the respondents agreed that the competency mapping required archiving the higher post in the organization. 16.48%of the employees are satisfied that they are self- updating the industry statist. 17.76% of the respondents have the cordial relationship with the major competitors. 18.40% of the employees shows interested learn new technology concept as soon they possible. 19.58% of the respondents have time to attend the various training programs and seminar conferences conducted in RANE ENGINE VALVES LTD. 20.Mostly 48% of the employees are well versed in the competency mapping system. 21.It is observed that 76% of the employees care agreed the competency mapping ideal tool for employee development.

SUGGESTIONS:

The company management should provide the knowledge of work to every employee. The training program activities should be improved. Working environment should be improved in the company. The organization should give adequate orientations and training to the employees to cope-up with the changing work conditions in the organization. Respondents spend time to attend various training programs. At the time of changes in technology the employees need adequate training programs. The management should understand what the employees want and render them according to the needs. The organization implements the promotion policy based on effective performance of the employees. Employees of the lower level in the sectors like manufacturing do have a lot of concerns and thus the management should keep a wide eye regarding the competency mapping process. The supervisors should always maintain the proper relationship with the employees. Proper communication between the employee and employer increases the performance of the employees as they get clarity of the state of affairs, reality cheek, encouragement, etc.

CONCLUSION Competency mapping is a new concept of every organization. So it is followed by some of the organizations. Competency mapping is an ideal tool for a succession planning. Its helpful for the employees performance measuring, skills and knowledge . Competency mapping is basic concept for performance appraisal as well as training of employees. If the organization conduct the competency mapping means they may get good feedback from the employees otherwise they can test the performance of the employees if they are lack in performance the organization should provide the various training programs. So that in every organization they use the competency mapping. So every organization must follow this concept. Otherwise they face lot of problems between the employees like conflict, obscene of work and no involvement in work.

As we conclude this project, we expect all the organization should follow the competency mapping to measure the employees and profit of the organization.

BIBILIOGRAPHY BOOKS REFERED: Milind kotwal (2008), model and method for competency mapping and assessment. R. Palan (2006) competency mapping A practitioners guide

WEBSITE: www.rane .com Www. Google .com Http// www . tvrls. Com / competency mapping .html Http// www. Workitect . com / competency mapping assessment. Html Www. hrm. com Www. R com .com Www. Cite hr .com

QUESTIONNAIRE A STUDY ON COMPETENCY MAPPING AS A TOOL FOR EMPLOYEE DEVELOPMENT IN RANE ENGINE VALVE LTD. Dear Sir/Madam, I am studying B.B.A final year in ST. JOSEPHSCOLLEGE, Chennai-602 101. I am doing my project on COMPETENCY MAPPING. I attached my project questionnaire based on my objectives. This is for my academic purpose, so please choose the correct answer for all the questions and give your valuable support for my project. PERSONAL DETAILS: 1.Name : a) Designation b) Department c) Age d) Gender e) Marital status Married Single : I. II. III. IV. UG PG DIPLOMA OTHERS

2. Basic Qualification

3. Total years of work experience at RANE a) 0-5 yrs b) 5-10 yrs c) 10-20 yrs d) 20 & above 4. Are you aware of competency mapping that is followed in your organization? a) Yes b) No 5. Whether you are satisfied with your performance, rightly recognized by your organization? a) Highly satisfied b) Satisfied c) Dissatisfied

6. Can you clearly understand the level of your individual performance in the organization? a) Yes b) No 7. Do you think the self- competency mapping is a de-motivating factor? a) Yes b) No 8. Whether you are acquired any new skills, knowledge and abilities through the ED program? a) Strongly agree b) Agree c) Disagree d) Strongly disagree

9. Does your organization given any adequate opportunities, to implement the newly learnt skills, knowledge and abilities at work? a) Yes b) No

10. Do you feel the existing training schemes and competency development initiatives are enough? Yes No 11. If you feel the existing training schemes and competency development initiatives are not enough means what other ED initiatives can you suggest? a) Capacity building programs b) Individual Monitoring system c) Various training programs d) Measure the employees performance e) Others 12. Does competency mapping is an excellent tool for succession planning in your organization? a) Yes b) No 13. Whether you are agreeing with the nature of competencies required its criticality and actual level is required for the position that makes you to go immediately higher? a) Strongly agree b) Agree c) Disagree d) Strongly disagree

14. Do you feel the competencies necessary for the required level of immediate higher post? a) Yes b) No

15. Do you aware about the nature of the industry, in which your organization is operating, that keep constantly youre self updated on the industry status? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 16. Do you have the good understanding with the major competitors? a) Yes b) No 17. Do you update any existing level of your knowledge, skills and abilities to be on par with the ongoing industry levels? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 18. Whenever, a new concept or technology is introduced, do you make sure that you learned it as soon as possible? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 19. Do you have time to attend various training programs and seminar conferences? a) Yes b) No 20. Are you well versed with this system? a) Strongly agree b) Agree c) Disagree d) Strongly disagree 21. Finally, to conclude, do you think competency mapping serves as an ideal tool for employee development? Agree Disagree THANK YOU FOR YOUR CO-OPERATION IN FILLING THIS QUESTIONNAIRE

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