A RESEARCH REPORT ON COMPETENCY MAPPING IN AN ORGANISATION Submitted to

KURUKHETRA UNIVERSITY, KURUKSHETRA in partial fulfillment for the Degree of Master Of Business Administration (Session 2009-2011)

Under the supervision of:Miss. Kanika Faculty Member (SDDIET)

Submitted By:Shelza Gulati MBA-FINAL

Swami Devi Dayal Institute Of Engeneering and Technology,Barwala (SDDIET) Approved by AICTE and Affiliated to Kurukshetra university,Kurukshetra
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CERTIFICATE
This is to certify that research report entitled Competency Mapping in Hindustan Unilever Ltd. submitted in partial fulfillment for the requirement of Master of Business Administration from Swami Devi Dayal Institute of Engeneering and Technology,Barwala to Kurukshetra university,Kurukshetra is an exclusive records of bonafide research report carried out by Abhinav Kansal under my supervision and guidance. It is also certified out this research work, Abhinav Kansal was constantly in touch with faculty of department for necessary guidance and essential directions. This work done by him is found satisfactory and commendable. I wish him great success in his carrier.

Principal Dr.Mamta Ratti

ACKNOWLEDGEMENT
I am very thankful to all of them who helped me during the project.Without their inspiration and guidance this project would not be possible.I feel highly dedicated with the way my dissertation report on the topic .Competency Mapping has been completed.

I express my sincere gratitude to Dr. Mamta Ratti(Principal) without whose guidance,keen interest and regular encouragement my project would not have been compiled. I would also like to grab the opportunity to thank Miss Kanika(Faculty,SDDIET) for her inspiration and helpful attitude and also a helping hand in the compilation of the report and finally I would like to thank my parents for their support.

PREFACE
We cannot achieve anything on the basis of theoretical knowledge only as provided by books,in order to achieve positive & successful resuts the classroom learnings are not sufficient the practical knowledge is also necessary with theoretical knowledge.To develop healthy skills in management theoretical knowledge must be supplimented with real practical environment. In production labours play his one side & management plays his part on the other side.In management the practical training gives us a great opportunity to stand in this competitive world. The main aadvantage of project training is to make the familiar to a student of any particular organisation environment,norms,culture along with formal teaching.It is very difficult kind of experience for any student. I select Competency Mapping for my Project Training Purpose which is an integral part of two years Master Degree in Management in Kurukshetra University.This training is undergone after the completion of third semester of the course.After analysing employee satisfaction,I had the opportunity of getting practical with business world which enhanced my practical knowledge.

INDEX
Contents
a) Certificate b) Acknowledgement c) Preface

Page
I II III

Chapter 1: Introduction a) Introduction of the topic b) Company Profile Chapter 2: Review of Literature Chapter 3: Research Methodology a) Meaning b) Research Design c) Sample Design d) Data Collection e) Hierarchy of research methodology f) Objective g) Scope h) Advantages i) Limitations

7-27 28-40 41-45 46-58 47-48 49-50 51 52 53 54 55 56 57-58

Chapter 4: Data Analysis & Interpretation a) Findings b) Suggestions c) Conclusion d) Bibliography e) Questionnaire

59-69 71-72 73 74 75-77 78-82

CHAPTER: 1 INTRODUCTION

INTRODUCTION OF TOPIC
Competence is a standardized requirement for an individual to properly perform a specific job. It encompasses a combination of knowledge, skills and behavior utilized to improve performance. More generally, competence is the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency includes the traits of systems thinking and emotional intelligence, and skills in influence and negotiation. A person possesses a competence as long as the skills, abilities, and knowledge that constitute that competence are a part of them, enabling the person to perform effective action within a certain workplace environment. Therefore, one might not lose knowledge, a skill, or an ability, but still lose a competence if what is needed to do a job well changes. The competencies have five characteristics, namely: * Motives: Things a person consistently thinks about or wants that cause action, motives drive, direct and select behavior towards certain actions. Example achievement motivation people consistently set challenging goals for themselves, take responsibility for accomplishing them and use the feedback to do better * Traits: Physical characteristics and consistent responses to situations. Good eyesight is physical traits of a pilot. Emotional Self Control and initiative are more complex consistent responses to situations. * Self Concept: A person's attitude value or self image. A person's values are reactive or respondent motives that predict what a person would do in the short run. Example: A person who values being a leader would be more likely to exhibit leadership behavior. * Knowledge (Information a person has in a specific work area) Example: An accountant's knowledge of various accounting procedures. * Skill (is the ability to perform certain mental or physical tasks) Example: Mental competency includes analytical thinking. The ability to establish cause and affect relationship.

Types of Competencies
Meaning Competence Identifying with the purpose of the organization or community and acting from the preferred future in accordance with the values of the organization or community. Relation Competence Creating and nurturing connections to the stakeholders of the primary tasks. Learning Competence Creating and looking for situations that make it possible to experiment with the set of solutions that make it possible to solve the primary tasks and reflect on the experience. Change Competence Acting in new ways when it will promote the purpose of the organization or community and make the preferred future come to life. Managerial Competence Competencies which are considered essential for staff with managerial or supervisory responsibility in any service or program area, including directors and senior posts. Some managerial competencies could be more relevant for specific occupations, however they are applied horizontally across the Organization, i.e. analysis and decision-making, team leadership, change management, etc. Generic Competence Competencies which are considered essential for all staff, regardless of their function or level, i.e. communication, program execution, processing tools, linguistic, etc .
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Technical/Functional Competence Specific competencies which are considered essential to perform any job in the Organization within a defined technical or functional area of work, i.e. environmental management, industrial process sectors, investment management, finance and administration, human resource management, etc.

Levels of Competency
1. Practical competency An employee's demonstrated ability to perform a set of tasks. 2. Foundational competency An employee's demonstrated understanding of what and why he / she is doing. 3. Reflexive competency An employee's ability to integrate actions with the understanding of the action so that he / she learn from those actions and adapts to the changes as and when they are required. 4. Applied competence An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity.

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Application levels of a Competency

ADVANCED Demonstrates high level of understanding of the particular competency to perform fully and independently related tasks. Frequently demonstrates application that indicates profound level of expertise. Can perform adviser or trainer roles. Work activities are carried out consistently with high quality standards. PROFICIENT Demonstrates a sound level of understanding of the particular competency to adequately perform related tasks, practically without guidance. Work activities are performed effectively within quality standards. KNOWLEDGEABLE Demonstrates a sufficient understanding of the particular competency to be used in the work place, but requires guidance Tasks or work activities are generally carried out under direction.

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COMPETENCY MAPPING
Competency mapping is a process through which one assesses and determines one's 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 steps involved in competency mapping with an end result of job evaluation include the following: 1) 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. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. 2) 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 may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies. 3) 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. 4) 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.
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Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for jobevaluation, recruitment, training and development, performance management, succession planning, etc. "The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results," states well-known HR consultant Ullhas Pagey. He however points out that the competency movement has caught on much better in the non-IT sector than the IT sector. Only a few IT organisations which are at the higher end of the HR value chain are known to be doing some work in this area; most are more busy handling recruitment and compensation-related matters. "Unless managements and HR heads have holistic expectations from their HR departments, the competency movement is unlikely to succeed as it requires lot of time, dedication and money," he adds, pointing out that before an organisation embarks on this journey it has to be very clear about the business goals, capability-building imperatives and core competencies of the organisation. The competency mapping process needs to be strongly integrated with these aspects. Experts agree that the competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organisation. "My suggestion is to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organisation creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Start with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across the business that takes in a multi-functional or multi-site group, more or less at the same organisational level, and a 'vertical slice' taking in one whole department or team from top to bottom. From that, the organisation can learn about the process of competency modelling, and how potential alternative formats for the models may or may not fit the needs of the business," explains Stephen Martin, an international authority in the field who is also the president of ITAP Europe.

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COMPETENCY MODEL

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Steps In Competency Mapping

The steps involved in competency mapping with an end result of job evaluation include the following: 1) 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. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. 2) 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 may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies. 3) 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. 4) 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. Behavioral event interview A behavioral interview is a structured interview that is used to collect information about past behavior. Because past performance is a predictor of future behavior, a behavioral interview attempts to uncover your past performance by asking openended questions. Each question helps the interviewer learn about your past performance in a key skill area that is critical to success in the position for which you are interviewing. The interview will be conducted face-to-face whenever possible.
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Using the STAR Technique In a behavioral interview, the interviewer will ask questions about your past experiences. A useful way to prepare for this style of questioning is to use the STAR technique. The STAR technique is a way to frame the answers to each question in an organized manner that will give the interviewer the most information about your past experience. As you prepare to answer each question, consider organizing your response by answering each of the following components of the STAR technique:

What was the S situation in which you were involved? What was the Task you needed to accomplish? What Action(s) did you take? What Results did you achieve? Repertory grid The repertory grid is a technique for identifying the ways that a person construes his or her experience. It provides information from which inferences about personality can be made, but it is not a personality test in the conventional sense. A grid consists of four parts. 1. A Topic: it is about some part of the person's experience 2. A set of Elements, which are examples or instances of the Topic. Any well-defined set of words, phrases, or even brief behavioral vignettes can be used as elements. For example, to see how I construe the purchase of a car, a list of vehicles within my price range could make an excellent set of elements 3. A set of Constructs. These are the basic terms that the client uses to make sense of the elements, and are always expressed as a contrast. Thus the meaning of 'Good' depends on whether you intend to say 'Good versus Poor', as if you were construing a theatrical performance, or 'Good versus Evil', as if you were construing the moral or ontological status of some more fundamental experience.

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4. A set of ratings of Elements on Constructs. Each element is positioned between the two extremes of the construct using a 5- or 7-point rating scale system; this is done repeatedly for all the constructs that apply; and thus its meaning to the client is captured, and statistical analysis varying from simple counting, to more complex multivariate analysis of meaning, is made possible. Step 1 The individual or group begins with a repertory grid, pen or pencil, and five to eight blank cards. Step 2 Then the elements are written across the top of the grid. Step 3 After this, the subject(s) write numbers on one side of the cards which correspond with the elements at the top of the grid. Step 4 The cards are turned face down, shuffled, and then three cards are drawn at random. Step 5 The subject(s) mark on the grid which three elements were drawn with an "X". They then decide: "Out of the three elements chosen, which two seem to have something more in common with each other?" These two elements are connected with a line. Step 6 Always on the left side of the grid, the subject(s) will describe what aspect these two elements share. On the right side, they will express what it is that makes the third element different from the other two. (If this is too difficult, people are allowed to write something they believe to be the opposite of the left hand construct).

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Step 7 Finally, the elements are rated to the constructs. Each element is rated to the constructs on a scale of one to five, with the left construct as "1" and the right construct as "5". For example, on a scale of 1 to 5, with "1" being most like a "lesson carefully designed for students needs" and five as "giving students second language activities just to kill the time", we see that the subject(s) rated the element, "students are happy" as more like the left construct, with a rating of "2", the element, "students are active" as like the right construct, with a rating of "5", "students retain L2" as like the left side with a rating of "1", and so on. One the first row has been rated, the individual or group turn the three cards over, shuffle them, and begin the process all over again. They may reshuffle in the case of drawing the same three card combination as before. Repertory grids were an invention of the late George Kelly, a mid-West American engineer turned psychologist/psychotherapist who wrote up his work in the '50s. They consist of a rectangular matrix of ratings of things called "elements" (usually placed in the columns) each rated on adjectival phrases or simple adjectives known as "constructs". The following is an example, a grid from an (imaginary) forensic psychotherapy patient:
"You to your mother" 2 2 2 4 5 2 2 1 4 "Your "You to "Your "You to mother to your father to your you" father" you" partner" 3 4 4 5 2 3 3 6 3 4 6 2 5 5 4 5 3 3 4 3 1 2 2 5 4 4 6 1 4 4 6 6 5 6 5 3 "Your "You to partner to your you" victim" 4 2 4 5 6 4 5 4 3 5 4 4 3 2 4 2 1 4 "Your "You to your "Your victim to therapist" therapist to you" you" 4 5 6 4 4 2 6 2 4 2 4 3 2 5 5 6 6 2 2 4 4 5 3 5 2 1 2

Domineering Sexually attractive Easily controlled Rejecting Loving Neglecting Sexually intimidating Protective Understanding

The elements here are directional relationships: "Your therapist to you" i.e. the first element represents the way he thinks he is toward his mother, the second is how he thinks she is toward him.
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Critical incident technique

The CIT is a method for getting a subjective report while minimising interference from stereotypical reactions or received opinions. The user is asked to focus on one or more critical incidents which they experienced personally in the field of activity being analysed. A critical incident is defined as one which had an important effect on the final outcome. Critical incidents can only be recognised retrospectively. CIT analysis uses a method known as Content Analysis in order to summarise the experiences of many users or many experiences of the same user. The Critical Incident Technique (or CIT) is a set of procedures used for collecting direct observations of human behavior that have critical significance and meet methodically defined criteria. These observations are then kept track of as incidents, which are then used to solve practical problems and develop broad psychological principles. A critical incident can be described as one that makes a significant contribution - either positively or negatively - to an activity or phenomenon. Critical incidents can be gathered in various ways, but typically respondents are asked to tell a story about an experience they have had. CIT is a flexible method that usually relies on five major areas. The first is determining and reviewing the incident, then fact-finding, which involves collecting the details of the incident from the participants. When all of the facts are collected, the next step is to identify the issues. Afterwards a decision can be made on how to resolve the issues based on various possible solutions. The final and most important aspect is the evaluation, which will determine if the solution that was selected will solve the root cause of the situation and will cause no further problems.

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Advantages

Flexible method that can be used to improve multi-user systems. Data is collected from the respondent's perspective and in his or her own words. Does not force the respondents into any given framework. Identifies even rare events that might be missed by other methods which only focus on common and everyday events. Useful when problems occur but the cause and severity are not known. Inexpensive and provides rich information. Emphasizes the features that will make a system particularly vulnerable and can bring major benefits (e.g. safety). Can be applied using questionnaires or interviews.

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Disadvantages

A first problem comes from the type of the reported incidents. The critical incident technique will rely on events being remembered by users and will also require the accurate and truthful reporting of them. Since critical incidents often rely on memory, incidents may be imprecise or may even go unreported. The method has a built-in bias towards incidents that happened recently, since these are easier to recall. It will emphasize only rare events; more common events will be missed. Respondents may not be accustomed to or willing to take the time to tell (or write) a complete story when describing a critical incident.

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COMPETENCY ASSESSMENT
Competency assessment involves the measurement of an individual's competencies. Measures include cognitive ability tests, biodata instruments, structured interviews, job knowledge tests, diagnostic and promotion tests, and measures of customer service, and social skills. With the advent of increased agency responsibility for staffing decisions, valid personnel selection assessments are more critical than ever. The Office of Personnel Management's research and development staff are experts in producing selection methods that can be tailored to specific agency needs.

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Competency Identification Worksheet

Competency Identification worksheet is prepared by the H.R. Department personnel for assessing the level of the employee working on a specific process. Through the worksheet, the H.R. Personnel can determine the present standard of working of the employee and the required level of skills. These worksheets are constructed to attain knowledge about the present level of working and gap in contrast to the desired standards. It can be prepared by the organization on the basis of their requirements. An example of the worksheet which can be constructed for the identification of the competencies is:

Rating is done on 1- 7 parameter.

All the fields are mandatory to be filled.

1 = Not Known/Absent

2 = Slightly Known

3 = Known

4 = Well Knowledge

5 = Average Known
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6 = Above Average Knowledge

7 = Excellent knowledge

Hypothetical Example (A small practical worksheet)

Duty/ Role of the Employee (Suppose Sales Manager):

a. To assess the monthly sales.

b. To determine the new areas.

c. To manage the team members.

d. To evaluate the Data sheet on weekly basis.

e. To establish a proper communication channel between the employees.

f. To maintain high rate of customer satisfaction.

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Match Competency level with the employee:

S.No

Communication

Leadership Skills

Proactivity

Clarity in concepts

Innovativeness and Creativity

Team Building skills

In this worksheet a number of issues can be added according to the job requirement. After filling of all the sheets, total score is calculated and the result is generated.

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Reasons for Competency Mapping

Competency Mapping is excessively used in the organization to determine the crucial elements and activities. The basic reasons due to which the mapping of the competencies is done are 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 results.

If the competencies are determined for the given job, then the person whose career panning phase is taking place can consider those competencies and can be ready for the same.

Through competency mapping, the individual is preparing himself for the next set of responsibilities.

With the help of the competency mapping the individual 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 motivation level.

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 Competency based approach can lead the individual to derive much efficient results (with more accuracy) as compared to work in a non-competency derived situation.

Helps the individual to determine the areas where the development is required and thus leads the individual to develop a self development plan.

Competency mapping leads the individual to understand the actual position and the gap from the desired status of work.

Competency mapping plays a crucial role in career planning of the individual in the organization.

David McClelland said that definitions for various competencies, which contain real-life examples of more competent behavior, provide specific guideposts as to how to develop the competency. The feedback information also provides a basis for career counseling or explaining why a person should or should not be promoted. (McClelland, 1994, p. 10).

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COMPANY PROFILE
HINDUSTAN UNILEVER LIMITED

Hindustan Unilever (HUL) is the largest fast moving consumer goods (FMCG) company, a leader in home & personal care products and foods & beverages. HUL's brands are spread across 20 distinct consumer categories, touching lives of every 2 out of 3 Indian. It has employee strength over 15000 & 1200 managers. It has created widespread network through its 2000 suppliers & associaties.There 75 manufacturing locations in India itself. It caters its wide range of products to 6.3million outlets. It has market capitalization of 11.5billion. Brands Home & personal care:- Under this it has brands that caters to every income segment of population. In this segment it has brands like Lakme, Axe, Pepsodent, Surf Excel, Wheel, Lux, Dove, Fair & Lovely & many more. Foods & Beverages:-Under this segment it has brand like Kissan, Knnor Soups, Annapurna, Kwality Walls, Brooke Bond & Lipton. It has also launch water purifier with the name Pureit.

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The FMCG market is set to treble from $11.6 billion in 2003 to $33.4 billion in 2015. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash, etc in India is low indicating the untapped market potential. Companies present in FMCG segment like HUL, Dabur, ITC, Godrej & many more have potential to acquire market share.

Milestones achieved Five of HUL's leading brands Lux, Dove, Pears, Clinic Plus and Sunsilk won the Reader's Digest Trusted Brand 2008 Awards.

Four HUL brands featured in the top 10 list of the Economic Times Brand Equity's Most Trusted Brands 2008 survey.

HUL was awarded the Bombay Chamber Civic Award 2007 in the category of Sustainable Environmental Initiatives.

HUL was selected as the top Indian company in the FMCG sector for the Dun & Bradstreet - American Express Corporate Awards 2007.

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PRODUCTS
There are different types of products in which Hindustan Unilever is dealing. These are: (A) Food Brands (B) Home Care Brands (C) Personal Care Brands

(A) Food Brands

Annapurna Partnering with the mom in nurturing her dreams, Annapurna Atta is aimed at helping her provide wholesome tasty nutrition to her family.

Red Label Brooke Bond Red Label 'Chuskiyaan Zindagi ki'

Brooke Bond Taaza

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Brooke Bond Taj Mahal Brooke Bond Taj Mahal is an exclusive selection of teas for the discerning consumer.

Bru Bru se hoti hain khushiyaan shuru

Kissan With Kissan, good food is loved not shoved!

Knorr Knorr helps families make meal times special, nutritious, tasty and healthy.

Kwality Walls A good honest scoop of daily pleasure.

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(B) Home Care Brands

Comfort The worlds largest fabric conditioner brand.

Domex The sheer power of Domex bleach gives you the confidence you need, eradicating all known germs.

Rin Rin provides best in class whiteness which is demonstrable.

Sunlight Sunlight is a color care brand

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Surf Excel Giving your kids the freedom to get dirty and experience life, safe in the knowledge that Surf Excel will remove those stains

Vim Created in 1885, the Vim brand is still innovating and using the magic of natural ingredients to create unbeatable results over a hundred years later.

Active Wheel New Active Wheel with Power of lemons and freshness of thousands of flowers!

Cif Cif- the best cleaner to let you shine.

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(C) Personal Care Brands

Axe Axe with Best Quality Fragrance

LEVER Ayush Therapy LEVER Ayush aims to help a new generation of Indians rediscover everyday health and vitality through customized Ayurvedic solutions.

Breeze Breeze, with the goodness of glycerine gives soft, fragrant and smooth skin.

Clear New Clear with Essential Oils, guarantees Zero dandruff and leaves your hair feeling fabulous.

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Clinic Plus Clinic Plus - makes hair inside strong, outside long!

Closeup Freshness that brings you Closer.

Dove Dove stands for real beauty. All around the world, Dove is making real women feel more beautiful!

Fair & Lovely More than 30 years ago, a unique brand was born. Wrapped within a humble lavender tube, it went on to become the Worlds No.1 Fairness cream.

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Lifebuoy Lifebuoy is available in multiple variants in soaps and specialist formats such as liquid handwash, catering to the entire family.

Liril 2000 Liril 2000-Now come closer to your loved ones

Lux Lux For soft and smooth skin!

Pears Pears the purest and most gentle way to skincare!

Ponds Get the expert to look after your skin.

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Rexona Rexona gives you silky skin irresistible to touch that keeps the romance alive!

Sunsilk Sunsilk has had a re-style!

Vaseline Your skin is amazing. It deserves to be treated as such.

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KEY EXECUTIVES

S.No 1 2 3 4 5 6 7 8 9

Name Mr Harish Manwani Mr Nitin Paranjpe Mr Gopal Vittal Mr Pradeep Banerjee Mr Sridhar Ramamurthy Mr D S Parekh Mr A Narayan Mr S Ramadorai Dr R A Mashelkar

Designation Chairman Managing Director Executive Director Executive Director Chief Financial Officer Independent Director Independent Director Independent Director Independent Director

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COMPETITORS
Sales Current Change P/E Market 52-Week (Rs.Million) Price (%) Ratio Cap.(Rs.Million) High/Low 175238.00 269.60 1.05 26.32 584860.65 329/221 Hind.Unil 28568.70 96.70 0.94 37.40 168676.14 112/79 Dabur India Godrej 12678.81 358.00 -0.97 30.90 116443.91 480/254 Consumer Colgate 19624.59 821.35 1.38 27.67 111500.51 996/673 Palmoliv 20242.90 129.45 -0.23 32.97 80424.90 153/100 Marico 9905.77 375.75 0.70 26.64 57551.42 512/292 Emami P&G 9044.59 1801.10 3.19 43.70 56838.75 2372/1460 Hygiene Godrej 8163.68 171.30 3.16 48.64 53408.63 248/140 Industries 8524.79 1624.60 2.08 41.97 52134.72 2038/1370 Gillette India 31179.50 255.65 0.06 32.85 40660.85 265/168 Nirma Jyothy 6146.49 207.15 1.84 19.36 16489.24 322/160 Laboratories 3299.96 479.40 5.04 16.50 13968.25 812/367 Bajaj Corp Reckitt 15296.03 246.25 0.00 2.90 8104.87 0/0 Benckiser 4834.52 40.95 -4.55 432.84 4891.08 76/28 Henkel India Fem Care 1074.71 980.05 -1.40 18.50 3458.99 1040/630 Pharma 733.48 136.35 0.00 19.75 3336.88 137/135 Rayban Amar 4724.04 96.80 0.26 7.12 2564.09 171/58 Remedies JHS 510.02 72.30 4.71 12.27 1067.24 128/51 Svendgaard Company
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JL Morison India MFL India GKB Ophthalmics Pee Cee Cosma ParamCosm Apis India Muller & Phipps Ador Multiprod Centron Indl Polar Pharma Velvette Intl. Phar Jyoti Cosmetics

784.91 1.15 378.77 288.96 289.15 579.47 139.67 120.48 0.72 0.27 9.21 0.14

281.85 13.49 38.50 72.65

0.48 1.58

0.00 0.00

382.89 207.30 157.84 84.12 69.43 65.02 46.88 41.26 38.80 30.80 15.29 7.83

474/255 20/4 80/35 115/55 43/7 50/50 124/71 45/15 39/16 5/2 0/0 2/1

9.37 18.59 1.75 2.45 3.94 4.59 1.19

14.30 -4.67 11.80 -76.40 77.20 17.00 19.40 2.53 3.10 0.69 4.96

-3.95 11.28 3.47 -7.33 0.00 1.47 2.01 0.00 0.00 0.00

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CHAPTER: 2 REVIEW OF LITERATURE

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REVIEW OF LITERATURE
Competency Mapping is a process of identify 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. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability. Competencies include the collection of success factors (Knowledge, skills) necessary for achieving important results in a specific job in a particular organization and attributes (personal characteristics, traits, motives, values more historically called KSAs ) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles.Companies have long realized the importance of competency mapping as an important HR function. This is especially relevant in this recessionary environment where human capital is one of the most important assets of an organisation and needs to be nurtured. Its assessment tests for competency mapping helps companies understand their employees better.

COMPETENCY MAPPING IS HR TOOL USED IN

Recruitment / selection Training/ development Performance management Career planning/development Succession planning Manpower planning Human resource development Human resource planning HR strategic planning
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 Rao Suba P. ; Essentials of Human Resource Management & Industrial Relations (Text cases & Games) ; II Edition ; Himalaya Publishing House Subha Rao revealed out organizational change parameters and pointed out the Important attributes/ features those are necessary to build up healthy working environment.

Saiyadain Mirza ; Human Resource Management ; III Edition; Tata McGraw Hill, Pg. 359-371 This book told me about the importance of human resource in the organization and how organizational change management is required to ensure the smooth running of the organization.

Tripathi P.C., Human resource DevelopmentM, 1999 edition, Sultan chand and Sons It told me about organizational change attributes and what features can be adopted by the organization to maintain adequate balance between personal and professional life of employees leading to their job satisfaction, inturn loyalty towards the organization.

Saini .S.D, Kahn Sami. A, Human Resource Management, 2nd Edition, Response Books, Pg. 250-260 This book highlighted the importance of organizational change in the organization, its features forming up adequate environment for the
43

employees to groom up and give their best performance in achieving integrated goals of organization and employees. Ashwathappa K. ; Human resource Management ; X Edition ; Tata-McGraw Hill, It revealed out the important organizational change parameters necessary for organization to provide adequate working environment to employees.

Kothari C.R, Research Methodology; Methods and techniques, New Delhi, New Age International (P) limited, Publishers, 2004, It told me about the kind of research design, which are prevailing. It guided about formation of questionnaire and research methodology application.

Prasad L. M. ; Human Resource Management ; II Edition ; Sultan Chand & Sons This book told me about the importance and nature of change in organization. It explained the facts that how the better bonding among individuals leads to enhanced efficiency and productivity.

Chhabra T. N. ; Human Resource Management Concepts & Issues;V Edition ;

44

 It gave me detailed description for change parameters, how to analyze it, parameters of change. This book reveals appropriate factors that form up change in an organization.

Rao V. S. P. ; Human Resource Management (Text & Cases) ; II Edition ; Excel Books This book gave me an overview about the importance of human resource and why change is necessary for the success of the organization. Growth and successful working of organization along with the concept of congenial work environment is revealed out in the book.

Bernardi John H. ; Human Resource Management ( An Experimental Approach ); IV Edition ; Tata- McGraw Hill It highlighted the need of maintaining adequate balance in change being provided to the employees so as to maintain the efficiency of organization and employees as well leading to adequate working environment.

Dowling Peter & Welch Denice ; International Human Resource Management (Managing People in a Multi National Context) ; IV Edition; Thomson South Western ) It gave the meaning and review of change parameters, which help in building up strong working relation and leading to enhanced productivity.

45

CHAPTER: 3 RESEARCH METHODOLOGY

46

RESEARCH METHODOLOGY
It is a way to systematically solve the research problem. This research methodology is different research methods or technique. So it is necessary for the researcher to study both the things. Researcher is a scientific inquiry and has three essential characteristic i.e. objectivity, accuracy and continuity. Methodology has an important bearing in the collection of reliable and pertinent information as well as on the outcome of the study.

Determination of an appropriate methodology for is a pre-cursor for any research project to be meaningful, error free and compressive. This refers to collection, analysis and interpretation of data and above all the presentation of all those information in a systematic manner. For the present study, out of the research techniques available, the historical method, statistical method, survey method has been adopted.

Historical method has been adopted to expound information regarding the past and phase wise development of the organization till date. Survey method has been adopted through structured questions asked in an informal set-up with different target groups following it up by analysis of
47

data and drawing inferences on the general perception of the people on different issue under study. The reason being detailed information can be obtained from a sample of a large population and over all a survey method was carried out for the fact that it requires less time. The statistical method has been adopted to collect and compile structured information on various aspects of the subject and organization under study.

So we should consider following steps in research methodology: Meaning of Research Problem statement Research design Sample design Data Collection Analysis and Interpretation of data

Meaning of Research:Research is defined as a scientific and systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. It is a careful inquiry especially through search for new facts in any branch of knowledge.

Area of Study:The unit selected for the purpose is one of the best papers manufacturing company in the country under the name HINDUSTAN

UNILEVER LIMITED.
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Research Design
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedures.

Different Research Designs

1. Research design in case of exploratory research 2. Research design in case of descriptive and diagnostic research 3. Research design in case of hypothesis testing research studies.

Exploratory Research Study

Descriptive Research Study

Hypothesis Research Study

TYPES OF RESEARCH DESIGN

49

This study is limited to one organization & it is descriptive in nature. The main objective of the study is to discover the various measures adopted for motivation of employee in the organization & also seeing that whether the employees are satisfied or not with the facilities. Data collection is done through the structured questionnaire, observations & personal interviews.

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SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population. There are many sample designs from which a researcher can choose. Researchers must prepare/select a sample design which should be reliable & appropriate for his research only. It is very difficult to interview all the employees. Sampling Unit: HINDUSTAN UNILEVER LTD. Sample Size : : : Sampling Technique Qualitative technique used : : 10 Top Level 20 Middle Level 20 Operative Level Questionnaire Percentile Method

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Data Collection
The task of data collection began after a research problem has been defined and research design chalked out. For collection of data the researcher go through different sections of executives at various level were interviewed personally by the researcher at the work place on various subjects with the help of earlier prepared questionnaires. Generally, there are two sources of data those are:

A. Primary Source of Data

Primary data are that, which are, collected a fresh and thus happens to be original in character. The primary data is collected from a sample size of 50 was taken out of the management staffs of the paper mill.

B. Secondary Source of Data

Secondary data are those which have already been collected by someone else and which have already been passed through statistical process. The secondary data is collected from the records such as official brochures, journal, Business Magazines, Annual reports, Newspaper, Website and relevant text.

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Hierarchy of Research Methodology

Choice of Research Topic

Aim of Research

Literature Search Data

Collection Method

Primary Data (Interview/Questionn aire)

Secondary Data (Company Database etc)

Results (Primary/Secondary Data)

Analysis

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Conclusion

Objective of the Research

1. Competency mapping helps in assessing and determining one's strengths as an individual worker.

2. It generally examines two areas: emotional intelligence or emotional quotient (EQ).

3. It also examines strengths of the individual in areas like team structure, leadership, and decision-making.

4. Competency mapping is used to understand how to most effectively employ the competencies of strengths of workers.

5. Competency mapping also helps in to analyzing the combination of strengths in different workers to produce the most effective teams and the highest quality work.

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SCOPE OF THE STUDY

The scope of the study is as follows:In the present state of economy there is an imperative need of the competency mapping to protect the working conditions of labor. Competency mapping may provide good working conditions as well as good quality of work. Thus the concept of competency mapping become quite important for the management. This will protect the labor from the unhealthy working conditions. This study attempts to give an overview of the development in the implementation of competency mapping and tries to explain the rationale for this.

55

Advantages of the Study

The advantages of using questionnaire for collecting the information are:

(a)

Versatility: Questionnaire are versatile in nature as every human

resource problem involves people as ideas relative to the problem & its solution can be obtained by asking these people about the problem.

(b)

Speed & Cost: Questionnaire is usually faster & cheaper in collecting

the data as compared with other primary data collection methods like observation. This is because in questionnaire one can receive information unlike observation where the observer has to wait for the event to occur.

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Limitations
Attitude of Respondents
The casual and avoiding attitude of very few respondents while answering them was a little problem to the present study.

Lack of experience
Lack of experience came in the way of getting information from respondents in collection of required and relevant data. Due to absence of any previous research on the topic it was difficult to analyze it adequately.

Influence of unforeseen factors

Although all the efforts were made to ensure the objectivity of the assessment, the responses and thus the findings might have been influenced by certain unforeseen factors.

Limited area of Study

Sample size taken for research is confined to Northern region of the country only and does not take into consideration other regions, the research should not be considered conclusive one.

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Non Co-operative respondents

All the people from whom a collect the data are not cooperative.

Not a conclusive study

As the study does not define the cause of occurrence of the problem, it should not be considered as conclusive study.

Lack of time
The study is although carried out with the fullest possible effort and devotion, the limitation of time; resources may lead to an element chance of some error.

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CHAPTER: 4

DATA ANALYSIS AND INTERPRETATION

59

Q1. Does your top management believe in building a competency based

organization?

Category Yes Doubtful No

Percentage of Employees 58 20 22

70% 60% 50% 40% 30% 20% 10% 0% Yes Doubtful No

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Q2.
place?

Out of the following what are the benefits you are availing at your work

Facilities Medical Facilities Canteen Facilities Shelter Facilities Recreational Facilities

Employee 35 40 25 10

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Medical Canteen Shelter Recreational

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Q3. Does your top management believe that the success of your organization
depends on having competent managers?

Yes Doubtful No

30 20 10

35% 30% 25% 20% 15% 10% 5% 0% Yes Doubtful No

62

Q4. Is your training based on scientific, or at least systematic, identification of

competency gaps and competency needs? Yes No 80 20

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

63

Q5. Does your top management believe in using multi-rater assessment or 360
degree feedback for employee development? Response Strongly Agree Agree Undecided Disagree Strongly disagree No. of Respondents (%) 36.5 % 30% 33.5% -

80 70 60 50 40 30 20 10 0 Strongly Agree Agree Undecided Disagree Strongly Disagree

64

Q6. Does your organization have a culture of using task forces and work groups
for various exercises/tasks/issues?

Yes

85

No

15

Sales

65

Q7. Does organization provides safe and healthy working conditions to the
employees?

Response Strongly Agree Agree Undecided Disagree Strongly disagree

No. of Respondents (%) 23 % 28.5% 25.5% 23% -

60 50 40 30 20 10 0 Strongly Agree Agree Undecided Disagree Strongly Disagree

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Q8. Does your organization encourage innovations and scientific ways of doing
things? Response Strongly Agree Agree Undecided Disagree Strongly disagree No. of Respondents (%) 28% 27% 23% 22% -

60 50 40 30 20 10 0 Strongly Agree Agree Undecided Disagree Strongly Disagree

67

Q9. Does organization provide alternative and flexible work schedules to the
employees?

Response Yes No

Nos. of respondents (%) 54% 46%

No (51.12%)

Yes (48.88%)

68

Q10. Does your organization have adequate avenues to recognize and retain people, other than promotions? Yes No 60 30

70% 60% 50% 40% 30% 20% 10% 0% Yes No

69

FINDINGS AND SUGGESTIONS

70

FINDINGS
After analyzing the Competency Mapping in an Organization i.e. HINDUSTAN UNILEVER LIMITED following findings are observed in the above mentioned company:

Organizations conduct health programmes aimed at educating employees about health problem.

Employees get opportunity to use and develop human capacities.

Organizations provide safe and healthy working conditions to the employees.

Organizations provide opportunities for career growth.

Organizations provides for balanced relationship among work and quality of life.

Organizations follow trends of social integration in workforce.

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 Participative management and control of work exist in organizations.

Organizations take steps to minimize the stress.

Organizations provide adequate and fair compensation to employees.

Harmonious relation between worker supervisor exists

Effective Grievances handling procedure exists in organizations

Organizations provide alternative and flexible work schedules to the employees.

Organizations conceived about the establishment of social relevance to work.

Organizations take alternative measures for pay and stability of employment.

Recognition for better results in job is given to employees

Adequate resources are available to employees to attain their objectives.

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SUGGESTIONS
The competency mapping is of origin and has a long way to go. Individual as well as organized efforts are required to improve work life of workers. Some of the following suggestions will be helpful for competency mapping in the organization: There should be flexibility in the work schedule of the employees. Job redesigning or job enrichment improves the quality of job. Employees should be provided with opportunity for advancement and growth. This will be highly motivated and their commitment to the organization will increase. The employees should be given freedom of decision making Peoples in the organization should be allowed to participate in the management decisions affecting their lives. Employees want stability of employment. Adequate job security should be provided to the employees. The principle of equitable administrative justice should be applied in disciplinary actions, greviance procedures, promotions, transfers, work assignments etc.

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CONCLUSION
There is no simple answer to the question of how to motivate people. Can money motivate? Yes, but money alone is not enough, though it does help. We have discussed some of the pertinent theories bearing on human motivation & this is balanced by some of the practical factors which can lead to excellence.

Human resource remains the focal point & leadership the critical component, & motivation has to be tailored to each individual. The next section deals with an important mode of motivation, namely financial aspects of rewarding employees.

These activities motivate the employees behavior & create a greater sense of loyalty for the organization. Such activities mould the employees attitudes & help them to make a better cooperation with the company. And competency mapping can help us well in doing so.

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BIBLIOGRAPHY
1. Ashwathappa K. ; Human resource Management ; X Edition ; Tata-McGraw Hill

2. Dessler Gary; Human Resource Management ; VIII Edition ; Pearson Education

3. Kothari C.R, Research Methodology; Methods and techniques, New Delhi, New Age International (P) limited, Publishers, 2004, PP.33-38

4. Rao Suba P. ; Essentials of Human Resource Management & Industrial Relations (Text cases & Games) ; II Edition ; Himalaya Publishing House

5. Bernardi John H. ; Human Resource Management ( An Experimental Approach ); IV Edition ; Tata- McGraw Hill

6. Beardwell Inn & Holden Len ; Human Resource Management- A Contemporary Perspective ; I Edition ; McMillan India Ltd.

75

7. Saiyadain Mirza ; Human Resource Management ; III Edition; Tata McGraw Hill

8. Ratnam Venkata & Srivastava B. K. ; XI Edition ; Tata McGraw Hill

9. Ivancevich John ; Human Resource Management ; IX Editon ; Tata McGraw Hill

10. Werner Jon & Simone Randy ; Human Resource Development ; IV Edition; Thomson

11. Mckenna Eugene & Beech Nic ; The Essence OF Human Resource Management ; III Edition ; PHI Private Ltd

12. Gomez Mijia & Balkin David & Cardy Robert ; Managing Human Resource ; IV Edition ; PHI

13. MBA Review; The ICFAI University Press

14. Indian Management; AIMA

15. Management & Labour Studies ; XLRI, Jamshedpur

76

16. HR Review, March 2006

17. www.hindustanunilever.com

18. www.competencymapping.com

19.HR Review, April 2004

77

QUESTIONNAIRE
Name Age Place : : :

Q1. Does your top management believe in building a competency based organization?

Yes

Doubtful

No

Q2. Out of the following what are the benefits you are availing at your work place?

Medical Facilities

Canteen Facilities

Shelter & Result Facilities

Recreational Facilities
78

Q3. Does your top management believe that the success of your organization depends on having competent managers?

Yes

Doubtful

No

Q4. Is your training based on scientific, or at least systematic, identification of competency gaps and competency needs?

Yes

No

Q5. Does your top management believe in using multi-rater assessment or 360 degree feedback for employee development? Strongly Agree Agree

Undecided

Disagree

Strongly Disagree
79

Q6. Does your organization have a culture of using task forces and work groups for various exercises/tasks/issues?

Yes

No

Q7. Does organization provides safe and healthy working conditions to the employees?

Strongly Satisfied

Satisfied

Undecided

Dissatisfied

Strongly Dissatisfied

80

Q8. Does your organization encourage innovations and scientific ways of doing things?

Strongly Satisfied

Satisfied

Undecided

Dissatisfied

Strongly Dissatisfied

Q9. Does organization provide alternative and flexible work schedules to the employees?

Yes

No

81

Q10. Does your organization have adequate avenues to recognize and retain people, other than promotions?

Yes

No

82