COMPETENCY MAPPING IN AN ORGANIZATION

Introduction: In today s scenario, HR department job is not restricted to hiring and firing it has undergone an immense growth, in today's competitive world it is the job of the HR department to recruit the right and appropriate individual for a particular position and then develop him further in order to utilize his skills/capabilities in an efficient manner. In simple words Human Resource department s main function is to help manager s recruit, select, train and develop members for an organization. In order to achieve the objectives of Human Resource department the project of Competency Mapping is under taken. Competencies are underlying characteristics of people and indicate ways of behaving or thinking, generalizing across situations and enduring for a reasonably long period of time. Through this the required traits are identified for each position. We have identified every managerial competency, which are needed for the incumbent to hold the position. The project was to identify each and every position and what is the work of the individual at that position and to perform that job what kind of traits are required by the incumbent. The study of this project may also be used in order to downsize the manpower in the organization. In order to be more competent the organization needs to take bold steps, which are easily possible with the study of this stature. 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. 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. Competency mapping can also be done for contract or freelance workers, or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer. These kinds of skills can be determined, when one is ready to do the work, by using numerous books on the subject. One of the most popular ones is Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton, initially published in 2001.

WHAT IS COMPETENCY? Any underlying characteristic required performing a given task, activity, or role Successfully can be considered as competency. Competency may take the following Forms:     Knowledge, Attitude, Skill, Other characteristics of an individual includes: y Motives y Values y Traits y Self Concept etc.

Competency includes observable behavior as well as aptitudes, skill and knowledge. It can be compared with an iceberg as shown in the figure below:

The Behavioral Iceberg

DEFINITION: First popularized by BOYATZIS (1982) with Research result on clusters of competencies: A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results y UNIDO (2002)-

A Competency is a set of skills, related knowledge and attributes that allow an individual to successfully perform a task or an activity within a specific function or job. y RANKIN (2002): Competencies are definition of skills and behaviors that organizations expect their staff to practice in work. y MANSFIELD (1997): Underlying characteristics of a person that results in effective a superior performance y WOODRUFFE (1991): 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. y ALBANESE(1989) : Competencies are personal characteristics that contribute to effective performance. HAYES(1979) : Competencies are generic knowledge motive, trait, social role or a skill of a person linked to superior performance on the job .

BEHAVIOUR INDICATOR:

A Competency is described in terms of key behaviors that enable recognition of that competency at the work place. These behaviors are demonstrated by excellent performers on-the-job much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance. FIGURE B:

KNOWLEDGE
Relates to information Cognitive Domain

Set of SKILLS
Relates to the ability to do, Physical domain

Attribute
Relates to qualitative aspects

COMPETENCY

personal Characteristics or traits

Outstanding Performance of tasks or activities

COMPETENCY BROAD CATEGORIES Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc.These are basic competencies required to do the job, which do not differentiate between high and low performers Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts y Threshold or Performance: Performance competencies are those that differentiate between high and low performers. Components of Competency: y The competencies are observable or measurable knowledge, skills and abilities(KSA) y These KSA s must distinguish between superior and other performers. Competencies in organization tend to fall in two categories y General Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). y Functional/Technical Competencies. These competencies include specific success factors within a given work .

MEANING AND CONCEPT OF COMPETENCY MAPPING It is a process of identification of the competencies required to perform successfully a give job or role or a set tasks at a given point of time. It consists of breaking a given role or job into its constituent s task or activities and identifying the competencies (Technical, managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to perform the same successfully. y Competency Map. A competency map is a list of an individual s competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individual s current career plan. y Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.

y Competency profiling It is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific.

STEPS IN COMPETENCY MAPPING: The Steps involved in competency mapping with an end result of job evaluation include the following: Step 1 : Identify departments for competency profiling: Step 2: Identifying hierarchy within the organization and selection of levels: Step 3: Obtain the job descriptions: Step 4: Preparation of semi structured interview: Step 5: Recording of interview details: Step 6: Preparation of a list of Skills:. Step 7: Indicate proficiency levels: Step 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department: Step9: Preparation of competency dictionary: Step 10: Mapping of competencies

Different types of competency: Competency tools can be many things, including paper forms, software, or electronics that help manage competency. These tools help streamline the processes involved in getting a workforce up to speed on the skills and characteristics needed to efficiently perform in a position. Generally, competency tools help a worker by either defining, testing, or improving competencies required in a job. They are usually used in a company's human resources department. Competencies can be a variety of things, including physical characteristics, skills, and milestones. Forms that function as competency tools might include competency frameworks, competency workshops, and competency tests. Competency frameworks are lists that define the competencies required within a position. Frameworks are vital competency tools because they are the basis upon which the workers' competency levels are evaluated. Competency assessments identify the competency levels of workers based on the requirements specified within the competency framework. These assessments are often compiled using competency tests. Competency tests help determine whether a worker is meeting the necessary competencies and identify areas in which he needs to improve. Usually, competency workshops can be classes or seminars that teach worker competencies or refresh competency levels for required skills. In some cases, competency workshops can include competency tests that certify a worker who has completed the required course. One widely used type of competency tool is competency software. Competency software can help a human resources worker manage or improve the competencies of the various workers within an organization. This type of software can assist in organizing competencies for each position and categorizing competency test results so they are easier for the human resources worker to use. Other types of competency software can offer training to employees who need to improve common competencies needed in the organization. Software competency tools can streamline competency

management by reducing or eliminating the need for hands-on training from a human adviser. Competency is a worker's proficiency in a designated skill needed in a position. In competency management, competencies are defined characteristics used to ensure that a worker meets the needs of a position. These characteristics can be workable skills that the employee needs to perform, but they can also be educational requirements or physical or emotional characteristics. Milestones can include accomplishments like education or experience. Educational milestones can be as simple as completing a course that covers skills needed within the position. A human resources department is the part of a company that deals with issues pertaining to human employees. Generally, this department is responsible for all aspects of human management, including hiring, employee termination, and business communication. Business communications handled by a human resources department include messages from upper management, training, and requirements for employees.

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 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.

HOW ARE THEY IDENTIFIED? The following steps may be followed in competency Mapping: 1) Decide the roles for which the competencies need to be mapped. 2) Identify the location of the roles in the organizational structure. This needs the clarity of organizational structure, defining the role relationships (reporting Authority, subordinates, peers etc.). Identify the role set members of the role Holder. The role set members of the role consists of all those who have Expectations from the role holder, all those to whom the role holder has Obligations to fulfill. For example the role set members of the General Manager in A company may consist of his boss the Vice President Commercial and Marketing who is his boss, Four Regional Managers of Sales and Marketing Who report to him, seven Managers in his office who are looking after various Products and are reporting to him (Product Manager X, y, z etc.), some major Dealers with whom the GM services, the General Manager production, GM Quality, the GM Personnel, the GM finance, the MD who often asks for Information directly from the GM, the advertising agency MD who deals with Him etc. 3) Identify the objectives of the function or the department or the unit or section Where the role is located. 4) Identify the objectives of the role. Why does the role exist? What are the main? Purposes of the role etc. details. 5) Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the role holder for the last two to three years from the performance appraisal records. If they are not Available get them written by the role holder or a sample of the role holders if There is more than one role holder of the same role. Alternately collect the job Descriptions if any of the role to make a list of all tasks and activities to be Performed by that role holder.

6) Interview the role holder to list the Tasks and activities expected to be performed By the Individual. Or get the role holder to list all the activities he is expected to Perform in his role. Group them into a set of tasks. An activity is the description Of a specific action to be undertaken by the individual role holder as part of the Tasks he is expected to carry out by virtue of holding the role. Thus contacting a Dealer to collect outstanding or get his new requirements or get to know his level Of satisfaction with a particular product given to him etc. are all specific Activities. They may all fall under the broad task of Customer contacts for a Manager Sales. The tasks list may be as many as 15 to 20 for some roles and as Few as five to six for other roles. There is no rigid rule about the number of Tasks. It depends on how complex the role is. It is useful to start with as many Tasks as possible. 7) Interview the role holder to list the actual knowledge, attitude, skills, and other Competencies required for performing the task effectively. The role holder should Be asked questions like: If you are to recruit someone to perform this task what Qualities or competencies would you look for in him/her? What competencies do You think are required to perform this well? Whenever you had done a good job What qualities in you have helped you to do it well? Whenever you were not able To do a good job what are the competencies or qualities you lacked that you felt Were preventing you from doing good job? Etc. It may be a good idea to prepare The role holder to understand the difference between knowledge attitudes and Skills. These need to be listed for each task. The list of activities should be used

In listing the competencies. The critical activities determine the competencies Needed to perform the task well. 8) Repeat the process with the entire role set members. If the role set members are too Many take those who are very critical. The boss subordinates and internal Customers should be represented. 9) consolidate the list of competencies from all the role holders by each task. 10) Edit and finalize. Present it to the supervisors of the role holder and the role Holder for approval and finalization.

WHAT LANGUAGE TO USE? Use technical language for technical competencies. For example: Knowledge of Hydraulics. Use business language for business competencies. Example: Knowledge of markets For watch business or Strategic thinking. Use your own language or standard terms for Behavior competencies. Example: Ability to Negotiate, Interpersonal sensitivity, Sales techniques. Too technical and Conceptual knowledge align to the organization and people may create more problems Than help.

WHO CAN DO IT? Competency mapping is a task which can be done by many people. Now days all Management schools and definitely those specializing in HR train the students in Competency mapping. Recently when the author taught a course on Management of Talent at the Indian School of Business with two hours or introduction to the process Of competency mapping the students (all with experience of more than two years) haveDone a great job of competency mapping for a set of roles. Any Masters in Management or Social Sciences or an Employee with Equivalent Experience and Training can develop these competencies. Conceptual Background and Understanding of the business is important. Familiarity with Business, Organizations, Management and Behavioral Sciences is useful. HR Managers, Management Graduates, Applied Psychologists are quite qualified to do this. Most institutions Specializing in HR train the candidates to do this.

SOME TIPS ON HOW TO DO IT? The following are some of tips to do competency mapping at low cost: y Pick up a job or a role that is relatively well understood by all individuals in theCompany. Work out for this role and give it as an illustration. For example. Sales Executive, Production Supervisor, Assistant HR Manager, Receptionist, Transport Manager, PR Manager, etc. are known to all and easy to profile. y Work out competencies for this role if necessary with the help of job analysis Specialist or an internal member who has knowledge of competency mapping. Prepare this as an illustration. Circulate these others and ask various departments to do it on their

y won. y Circulate samples of competencies done by others. y Illustrate knowledge, attitudes, skills, values etc. y Choose a sample that does not use jargons. y Explain the purpose. y Interview of past successful job holders helps. y Current incumbent who are doing a good job along with their Reporting officers Is a good enough team in most cases? y Once prepared even on the basis of one or two individuals inputs circulate to Other role set members. Competency mapping is important and is an essential exercise. Every well managed Firm should: y Have a clear organizational structure y Well defined roles in terms of the KPAs or tasks and activities associated with Each role y Should have mapped the competencies required for each role

y Where appropriate or needed should have identified the generic competencies for Each set of roles or levels of management y And should use them for recruitment, performance management, promotion Decisions, placement and training needs identification. Competency mapping is essentially an in-house job. Consultants can at best give the Methodology and train up the line managers and HR staff. Consultants cannot do Competency mapping all by themselves because no consultant can ever have all the Knowledge required to identify the technological, managerial, human relations and Other conceptual knowledge, attitudes and skills required for all jobs in a firm. Where Consultants are excessively relied upon the data generated are likely to enrich the Consultants and consulting forms much more than the commissioning form it. The Lower the consultant s involvement more the work needs to be done internally and Higher the intellectual capital generation and retention within the organization.

COMPETENCY MODEL: The roots of competency modeling date as far back as the early 1900 s but these models have become widely popular these days. A competency model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process. Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance.

The competencies in a model may be organized in a variety of formats. No one approach is inherently best; organizational needs will determine the optimal framework. A common approach is to identify several competencies that are essential for all employees and then identify several additional categories of competencies that apply only to specific subgroups. Some competency models are organized according to the type of competency, such as leadership, personal effectiveness, or technical capacity. Other models may employ a framework based on job level, with a basic set of competencies for a given job family and additional competencies added cumulatively for each higher job level within the job family Skills + Knowledge + Ability = Competency = Observable Behavior = Effective Outcomes [Performance on Job] = Strategic Success Modeling A Competency Model

FIGURE C:

TRADITIONAL JOB ANALYSIS VS. COMPETENCY APPROACH

Job Analysis leads to y long lists of tasks and the skills / knowledge required to perform each of those tasks. y Data generation from subject matter experts; job incumbents y .Effective Performance Competency model leads to y A distilled set of underlying personal characteristics. y Data generation from outstanding performers in addition to subject matter experts and other job incumbents. y Outstanding Performance The approach allows executives and managers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion

USE OF COMPETENCY MAPPING Competency mapping serves a number of purposes. It is done for the following functions: y Gap Analysis y Role Clarity y Selection, Potential Identification, Growth Plans. y Succession Planning. y Restructuring y Inventory of competencies for future planning y Competency based recruitment Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job y Competency based Performance Appraisal Competencies Enable

1. Establishment of clear high performance standards. 2. Collection and proper analysis of factual data against the set standards. 3. Conduct of objective feedback meetings. 4. Direction with regard to specific areas of improvement. Competency based training: 1. Competency based appraisal process leading to effective identification of training needs. 2. Opportunity to identify/ develop specific training programmes Focused training investment. 3. Focused Training enabling improvement in specific technical and managerial competencies.

y Competency based Development 1.) Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development. 2.) Give the line managers a tool to empower them to develop people..

y Competency based succession planning Assessing employees readiness or potential to take on new challenges. Determining the person job fit can be based on matching the competency profile Of an individual to the set of competencies required for excellence within a profession. Individuals would know the competencies required for a particular position and therefore would have an opportunity to decide if they have the potential to pursue that position. FIGURE D: AREA OF IMPLEMENTATION

TRAINING & DEVELOPMENT

RECRUITMENT & SELECTIONS SUCCESSION PLANNING

COMPETENCY MODEL CAREER PLANNING RECOGNITION

REPLACEMENT PLANNING PERFORMANCE MANAGEMEN

ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS AND SUCCESSION PLANNING.

The effectiveness of the training function is heavily dependent upon effectiveness of processes used to identifying training needs. This is the first critical step on the road to competence development and performance enhancement. An inadequacy at this stage cascades to all the subsequent training processes. TRANINING LEADING TO SUCCESSION PLANNING: DEFINITION:

As a general definition, Succession Planning is the process of preparing to hand over control. Specifically, business succession planning is the process of preparing to hand over control of the business to others in a way that is the least disruptive to the business s operations and value. y Succession planning is traditionally defined as a means of identifying critical management positions, starting at the level of manager and supervisor and extending up to the highest position in the organization. y Succession planning and management is a deliberate and systematic effort by an organization to ensure the continued long-term effective performance of an organization, division, department or work group by:
 

Identifying, developing, retaining and replacing talented individuals in positions over time. Retaining and developing intellectual and knowledge capital for the future

Encouraging individual learning, growth and advancement

WHY IS IT IMPORTANT?  Ensure business continuity  Replace future vacancies and meet future skill and talent needs  Have the right people in the right places at the right times to do the right things  Address skill shortages ahead of time  Maximize competitiveness as an employer and ability to attract and retain talented staff  Enhance ability to promote from within  Provide a supportive growth environment  Focus learning and development efforts SUCCESSION PLANNING is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. The succession planning process, develop the knowledge, skills, and abilities of superior employees and prepare them for advancement or promotion into ever more challenging roles.

Methodology adopted :
Step 1 : Identify departments for competency profiling Here we have to decide and select the departments within the organization which we would like to include into our study. It is to be noted that departments should be chosen based on their criticality and importance to the organization. For this project all departments have been considered except the four support functions namely being the information management department, human resource department, engineering department and Purchase Department functions.

Step 2 :Identifying hierarchy within the organization and selection of levels Study the organization hierarchy across each of the selected departments. For the study we have selected the Retail dept. hierarchy starting from Sales trainee to RSM. Step 3 :Obtain the job descriptions. For all levels at every department we obtained each roles job description and in cases where they were not available we conducted a detailed interview to derive a job description. Step 4 Preparation of semi structured interview As on of the tools for collecting information we prepared a list of questions that would make up a semi structured interview. These questions would be put forth employees at all management levels . Step 5: Scheduling of interviews Obtain a list of employees from respective department heads and accordingly schedule interviews. A minimum of 5 candidates are to be interviewed at each level in each department. Step 6: Conducting of interviews We would have to arrange for the semi structured interviews to be carried out at a convenient time and comfortable location as per the candidates convenience. Step 7 Recording of interview details The candidates answers and opinions have to be recorded in as much detail as possible for further reference during the project. Step 8: Preparation of a list of Skills As per the interview and the details that were generated from the candidate, we will generate a list of skills observed for the job. Thereon from which a list of identified competencies should be drawn for each interviewed candidate.

Step 9: Repeat for next levels and functions. The interviews and appropriate recording of answers should be done at all remaining levels and other departments. Step 10: Make the list of the competencies required for the department for each level and each function giving behavioral indicators. For each position at each department a list of competencies observed from both the job description and the semi structured interview (list of skills) should be drawn up. Each competency should be given a name and an appropriate definition that clearly indicates its meaning and essence. Step 11: Indicate proficiency levels Take one competency at a time and indicate different proficiency levels. For the project five levels of proficiency had to be defined for every competency. Each

proficiency level was defined in term of behavioral indicators. Step 12 Validate identified competencies and proficiency levels with Head of Departments. Confirm competency definitions with respective Head Of Departments and obtain from the required proficiency levels of each competency that is ideal for each role. Also locate any missing competencies. Step 13 Preparation of competency matrix Prepare a matrix defining competencies required and corresponding proficiency levels for each level across all departments. Step 14 Mapping of competencies Mapping of competencies of selected employees against the competency matrix as per their employee level and department. Here an employees actual proficiency level of a particular competency would be mapped against the target proficiency level.

COMPETENCY BASED SUCCESSION PLANNING AT MMTC. Through the succession planning process, MMTC try to retain superior employees because they appreciate the time, attention, and development that the organization is investing in them. To effectively do succession planning in the organization, one must identify the skills, knowledge and abilities of employees at various levels. After identifying it is mapped by the process called Competency Mapping. In this process the gaps are determined between the existing and required performance of the employees. After identifying the the gaps the superior employees are identified. These are the ones who are further trained for higher job positions.

K. K. ELECTRICAL ENGINEERS TOTAL ELECTRICAL SOLUTION

COMPANY PROFILE

We are engaged in the field of Erection, Testing & Commissioning of H.T., L.T. & L.V. System for more than 3 years. We with our Office at Navi Mumbai, undertake all type of Electrical Work throughout Mumbai & Pune. We are a closely knit Unit of professional with wide experience in all facts of Electrical Engineering, especially in the following key areas

a) b) c) d) e) g)

Underground Cable Installation upto 22Kv. Industrial Installation upto 22 Kv. Erection, Testing & Commissioning of H.T. & L.T. Power/Distribution System. Erection, Commissioning, Testing of Electrical Equipments upto 22 Kv. Electrical Illumination System. Erection, Testing & Commissioning Fire Alarm, P.A. & Security Systems.

Our customers covers a wide range of Industrial Houses as detailed below : 1. a) b) 2. a) Power Generation & Distribution : Kanoria Chemicals Ltd., Renukoot, U.P. Tata Sponge Iron Ltd., Joda, Orissa. Steel Industries : Rashtriya Ispat Nigam Ltd., Vizag, A.P.

3. a)

Petroleum : Chennai Petroleum Corp. Ltd., Manali, Chennai

4.

Commercial :

a) b) c) d) e)

TSEC, Bandra, Mumbai. Infovision Software Pvt. Ltd., Navi Mumbai. Reliance Corporate Park, Navi Mumbai. CDKD Hospital, Mumbai. Umrao Hospital, Mumbai.

5.

Sports :

a) Rudby Ground at Vaidya Stadium, Ahmednagar b) Nerul Gymkhana, Nerul, Navi Mumbai 6. Pharma :

a) Dr. Reddys Formulation Unit V, Verna, Goa. Apart from this we have also a fully organised and well equipped Testing Department to carry out Pre-commissioning Tests and Fault Finding Tests on Electrical Equipments and Distribution System.

We have tie up with M/s Ghansyam Industries, having Workshop at Goregaon, Mumbai where we manufacture L.T. Power Distribution Boards/Motor Control Centres/Busducts etc.

REVIEW OF RELATED LITERATURE: 2.1 THE ROOTS OF COMPETENCY APPROACH: Michael Crozier shocked the management community by defining the organization as imperfect social compromises .Far from being scientific constructs he depicted a complex organization as a reflection of its actual degree of competency. Despite a growing interest of competency among mangers and human resource professionals in recent years, the modern competency movement in industrialorganizational psychology actually dates from the mid1950 s and early 1970 s. In that regard, John Flanagan s work (1954) and Dave McClelland s studies (1970) might be cited as two landmark efforts that originally invented the concept of competency. Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986 William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of thought. While Novak's maps are generated for an individual, Trochim's are generated by a group.

2.2 HISTORY OF COMPETENCIES:

John Flanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. Based on studies of US Air Force pilot performance, Flanagan concluded that the principle objective of job analysis procedures should be the determination of critical requirements. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances. From here, critical incidents technique was originally discovered. Critical incidents itself can be defined as a set of procedures for systematically identifying behaviors that contribute to success or failure of individuals or organizations in specific situations. Flanagans work, while not strictly about competencies, was important because it laid the foundation for a new approach to examining what people do. In a later form, the critical incidents technique would resurface to focus around significant behavioral events that distinguish between exemplary and fully-successful performers. It is Flanagans critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of competency. Benjamin Bloom (USA) In mid fifties BENJAMIN laid the foundation for identifying educational objectives by defining KSA, s needed to be developed in education. The educational objectives developed by them were grouped under the cognitive domain. David McClelland (Harvard Psychologist) He pioneered the Competency Movement across the world and made it a global concept. His classic books on Talent and Society, Achievement motive, The Achieving Society, Motivating economic achievement and power the inner experience brought out several new dimensions of the competency. These competencies exposed by Mc .Cleland dealt with effective domain in Bloom s terminology.

Richard Boyatzis. Richard Boyatzis wrote the first empirically-based and fully-researched book on competency model developments. It was with Boyatzis that job competency came to widely understood to mean an underlying characteristic of a person that leads or causes superior or effective performance. Boyatzis was explicit in describing the importance of clearly-defined competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that the important points is that specific actions cause, or lead to, the specified results. Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions(Boyatzis, 1982, p. 12). As founding developer of competency modeling in the United States, Boyatzis grounded competency interventions on documented behavioral indicators that caused or influenced effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work. The method for documenting the actual performance was collected through the behavioral event interview (BEI), an intensive face-to-face interview that involves soliciting critical incidents from performers and documenting what the performers thinking and doing during the incidents (BEI technique will be explained further in Appendix section).

CHAPTER 3

INTRODUCTION OF MMTC LIMITED:

ABOUT THE COMPANY: Established in 1963, MMTC, one of the two highest foreign exchange earners for India, is a leading international trading company with a turnover of over US$ 5 billion. It is the largest international trading company of India and the first Public Sector Enterprise to be accorded the status of "FIVE STAR EXPORT HOUSE" by Govt.Of India for long standing contribution to exports. MMTC is the largest non-oil importer in India. MMTC's diverse trade activities encompass Third Country Trade, Joint Ventures, and Link Deals - all modern day tools of international trading. Its vast international trade network, which includes a wholly owned international subsidiary in Singapore, spans almost in all countries in Asia, Europe, Africa, Oceania and Americas, giving MMTC global market coverage.

CORPORATE MISSION: As the largest trading company of India and a major trading company of Asia, MMTC aims at improving its position further by achieving sustainable and viable growth rate through excellence in all its activities, generating optimum profits through total satisfaction of shareholders, customers, suppliers, employees and society.. CORPORATE OBJECTIVES: 1.) To be a leading International Trading House in India operating in the competitive global trading environment, with focus on bulk as core competency and to improve returns on capital employed.

2.) To retain the position of single largest trader in the country for product lines like minerals, metals and precious metals. 3.) To promote development of trade-related infrastructure. 4.) To support services to the medium and small scale sectors. 5.) To render high quality of services to all categories of customers with professionalism and efficiency. 6.) To streamline system within the company for settlement of commercial disputes. 7.) To upgrade employee skills for achieving higher productivity.

BUSINESS OF MMTC: Indias leading exporter of Minerals: MMTC is major global player in the minerals trade and is the single largest exporter of minerals from India. With its comprehensive infrastructural expertise to handle minerals, the company provides full logistic support from procurement, quality control to guaranteed timely deliveries of minerals from different ports, through a wide network of regional and port offices in India, as well as international subsidiary. MMTC has won the top export award from Chemicals and Allied Products Export Promotion Council (CAPEXIL) as the largest exporter of minerals from India for the sixteenth year in a row. One of the worlds largest buyers of Fertilizers: As a leading player in fertilizers and fertilizer raw material, MMTC has become a major fertilizer marketing company in India, through planned forward integration of its import activities with the direct marketing of Urea, DAP, MOP Sulphur, Rock Phosphate, SSP and other farming and agricultural inputs.

The single largest bullion trader in the Indian subcontinent: MMTC is the largest importer of gold and silver in the Indian sub continent, handling about 100 MT of gold and 500 MT of silver annually. MMTC has opened a retail jewellery showroom at Maker Bhawan in Mumbai. MMTC supplies branded hallmarked gold and studded jewellery. MMTC has also opened a DUTY FREE jewellery store in the Departure Lounge at Sahara International Airport, Mumbai, India. An assay and hallmarking unit has been set up at New Delhi for testing the purity of gold and gold articles in accordance with the internationally accepted fire assay method. Besides organizing major jeweler exhibitions abroad, exclusively, MMTC is keen to set up manufacturing & joint ventures for modern jeweler in association with leading names in the international jeweler trade as well as marketing.

The biggest importer of non ferrous metals and industrial raw material to India: MMTC is India's largest seller of imported non-ferrous metals viz. copper, aluminum, zinc, lead, tin and nickel. It also sells imported minor metals like magnesium, antimony, silicon and mercury, as also industrial raw materials like asbestos and also steel and its products. Major institutional customers of MMTC in India are accredited with ISO-9002 status. MMTC sources its metals from empanelled suppliers including producers and traders throughout the world. MMTC is a proud winner of gold trophy for exports of Engineering and Metallurgical product in non-SSI Sector. Growing interest in Agro Products world wide: MMTC is amongst the leading Indian exporters and importers of agro products. The company's bulk exports include commodities such as rice, wheat, wheat flour,

soy meal, pulses, sugar, processed foods and plantation products like tea, coffee, jute etc. MMTC also undertakes extensive operations in oilseed extraction, from the procurement of seeds to the production of de-oiled cakes for export, as well as the production of edible oil for domestic consumption. It also imports edible oils. MMTC has won the gold trophy from FIEO for highest exports in agriculture & plantation product in non-SSI Sector. General Trading: MMTC also handles items like textiles, Mulberry raw silk, building materials, marine products, chemicals, drugs and pharmaceuticals, processed foods, hydro carbons, coal and coke. An Integrated global trader with bulk handling capabilities: Its comprehensive infrastructure for bulk cargo handling, with well developed arrangements for rail and road transportation, warehousing, port and shipping, operations, gives MMTC complete control over trade logistics, both for exports and imports. The company's countrywide domestic network is spread over 75 regional, subregional, port and field offices, warehouses and procurement centers. Social and welfare activities: MMTC's social and welfare activities promote welfare of the employees through various schemes like sports activities, liberal loan facilities like house building advance, conveyance loan, house hold loan, marriage advance, etc. MMTC also provides subsidized canteen facilities, medical treatment, and residential accommodation in some of the major cities for its employees. MMTC also takes care of employees' families through merit scholarship, tuition fee reimbursement, etc.

MMTC is committed towards environmental upkeepment through a forestation in the mining areas, development of tribal areas and infrastructure development through rail links, port facilities, etc. HR POLICIES AT MMTC MMTC focuses on fashioning HR policies towards providing more non-monetary incentives stemming from job satisfaction, diverse learning opportunities and wider exposure to ever-changing global business environment. MMTC Ltd., which is a global trading organization and one of Asia's leading trading companies, has been the first corporate in the public sector to realize the vital role which online trading has come to occupy in today's global business. HR mantra in MMTC is to provide more and more job enrichment opportunities to all so as to ensure that employees remain motivated to realize their full potential for organizational goals and self-development. Opportunities are also provided to all to enrich their knowledge base and technical skills through in-house training programmes and through trainings/seminars organized by reputed outside agencies. Human resource development in MMTC, therefore, is a continuous exercise compatible with the change in business patterns and technological innovations in an era of diversification and search for new business opportunities. Notwithstanding the culture of a public sector organization, we in MMTC realize that our most important asset is the employee. We design our HR policies to meet the above objective. Following are some of the HR policies followed in MMTC. i. ii. In an IT driven culture, computer literacy is imparted to all employees Non-graduate employees are encouraged through various incentive schemes to become graduates. Likewise, post-graduate qualifications are encouraged through incentives for promotion to higher levels. Graduate employees are encouraged to obtain professional qualifications through corporate sponsorships. Through job rotation employees are constantly motivated to acquire knowledge and operational skills in different areas of company's operations. This exercise obviously prepares employees for managing higher positions more competently. As an incentive to better performers, merit based promotions are considered.

iii. iv.

v.

vi.

Regular training programmes for upgrading employee skills, knowledge and attitudes, in areas like IT, ERP, e-commerce, international trading practices, general management techniques etc. are organized in an effort to keep employee morale and commitment high. Specialization is encouraged in higher management positions through specialized management development programmes arranged within India and outside India. LME training, hedging in metals, global bullion pricing, third country trading, offshore trading, counter-trade mechanism are some of such specialized trainings. General management training programmes for all categories of managers are periodically organized through reputed institutions like IIM, ASCI, IIFT, MDI etc. Periodical training programmes are also organized for the development of SC/ST/OBC employees and women employees.

vii.

viii.

ix.

In short, corporate philosophy at MMTC towards HR is to ensure continuous development of human resource for fast changing global business through individual freedom and flexibility. The locations: Its vast international network includes:A fully owned international subsidiary in Singapore- MMTC Transnational Pt. Ltd. (MTPL) 13 regional offices: East zone: Kolkata, Bhubaneshwar West zone: Mumbai, Ahemdabad, Goa North zone: Delhi, Jhandewalan (Delhi), Jaipur South zone: Bangalore, Bellary, Chennai, Hyderabad, Vizag

MMTC --- MAJOR DEPARTMENTS:

HUMAN RESOURCE DEVELOPMENT

HR mantra in MMTC is to provide more and more job enrichment opportunities to all so as to ensure that employees remain motivated to realize their full potential for organizational goals and self-development. Opportunities are also provided to all to enrich their knowledge base and technical skills through in-house training programmes and through trainings/seminars organized by reputed outside agencies. Human resource development in MMTC, therefore, is a continuous exercise compatible with the change in business patterns and technological innovations in an era of diversification and search for new business opportunities

Department structure

Deputy General Manager

Manager

Deputy Manager

Functions

The human resource department at MMTC LIMITED chiefly conducts the training and development programme for employees. Its chief functions are:

y y y y y y y y y y y y y

Developmental Activities. Looking for avenues for developing and imparting training to employees. Being at par with the Commodity Dept. in matters related to latest matters. Actively involved in approaching BBA and MBA colleges for taking students as Interns as a part of CSR. Proactive in nature to understand the requirements of various Departments. Calling external Trainers to train the employees on various. To undertake various HR initiatives in Accordance with an Annual Business Plan. To organize Training inputs for officers/Staff of MMTC. To prepare Annual Business Plan for the various HR activities. To prepare Annual Training Calendar. To implement the Annual Business Plan. To undertake Training Need Analysis. To organize Training in Accordance with Annual Training Calendar

PERSONNEL DEPARTMENT

The personnel department is one of the most important departments of MMTC LIMITED. It handles multivariate tasks like recruitment, corporate social responsibility, industrial relation, promotions etc

Department structure

Deputy General Manager

Senior Manager

Manager

Deputy Manager

Functions

y Managing the terminal benefits, welfare and creating viable policies in tune with the company Goals. y Managing the process of separation of employees and ensuring their terminal benefits are settled and paid to them in time. y Ensuring Healthy implementation of all welfare schemes for the benefit of employees. y Reviewing the made plans. y Recruitment, SC/ST matters. y Recruitment at all levels in MMTC. y Recruitment at senior levels in NINL. y Maintenance of SC/ST/OBC reservations details. y Appointment of Consultants. y Organizational discipline. y Framing of Memorandum, Charge Sheets show Cause Notice. y Issuance of Penalty letters and maintaining discipline within the organization with the help of appropriate rules in nullifying the acts of misconduct.

ADMINISTRATION DEPARTMENT:

The administration department at MMTC is the largest .It has various other subdivisions.

Department structure

Deputy General Manager

Manager

The names of the subdivisions of various departments are as follows: 1.) Care Taking Cell 2.) Purchase and supply of Stationary Departments 3.) Printing of Stationary Items 3.) Maintenance of office equipments 4.) Security 5.) Medical 6.) Record Room

ESTATE DEPARTMENT

MMTC has real estate all over India .e.g.: Core1, Jhandewala etc.

MMTC has one corporate office, twelve regional offices.

Department structure

Deputy General manager

Manager

Deputy Manager

OFFICE STRUCTURE

Field Office

State regional Office

Regional Office

Corporate Office

Every regional office need not have field office.

MMTC has 65 offices including field office, regional office etc. Most offices are rented premises .In Vishakhapatnam, Mumbai and Delhi Estate department has its own premises.

FUNCTIONS

The chief function of the estate department is maintenance of real assets of the organization. Its most important functions:

Annual maintenance. Timely payment of taxes. Framing rules and regulations for accommodation. Housekeeping work for the housing colony.(MMTC has its housing colony in Mehrauli road. y Periodical services to external and internal buildings. y Annual budgeting for the department. In 2007 Rs.4 crore was allotted to the department. This year Rs. 12 crore has been proposed. y Monitors the expenditure on the asset utilization. y y y y

CHAPTER 4

OBJECTIVE AND RATIONALE OF THE PROJECT

RATIONALE OF THE PROJECT

Competency mapping has been done by many organizations. The process becomes challenging in the absence of job descriptions .As MMTC doesn t have job descriptions so the major emphasis was to frame the job descriptions and then map competencies accordingly. Hence following objectives were taken-

OBJECTIVE:

1.) Understand the concept of competency mapping in today s business environment and its relevance at MMTC 2.) To develop job descriptions for the various functions (designation wise) to gain deeper understanding of the requirements at different position. 3.) Establish proficiency levels required for each competency identified for a particular position. 4.) Develop a competency dictionary. 5.) To develop a competency model as applicable for the various managerial positions at MMTC.

CHAPTER 5

COMPETENCY MAPPING AT MMTC LIMITED

5.1 CONCEPT OF COMPETENCY IN MMTC

Competency is a very new concept in MMTC .There was no job descriptions and specifications in the company. So this project acts as a foundation for the company in its venture into competency based practices.

5.2JOB DESCRIPTIONS AND JOB SPECIFICATIONS

What is a job? A job is a collection of tasks and responsibilities that an employee is responsible to conduct.

What is a job description? Job descriptions are lists of the general tasks, or functions, and responsibilities of a position. Typically, they also include to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. Job descriptions are usually developed by conducting a job analysis.

 Components of job description: y Job y Job title y Job summary y Duties and responsonsibility y Working hours y Work orientation y Job specifications  Why job descriptions? Job descriptions are used especially for advertising to fill an open position, determining compensation and as a basis for performance reviews.

 How to frame job descriptions? Job descriptions are framed by conducting job analysis.

 Job analysis: Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job. The Job; not the person An important concept of Job Analysis is that the analysis is conducted of the Job, not the person. While Job Analysis data may be collected from incumbents through interviews or questionnaires, the product of the analysis is a description or specifications of the job, not a description of the person. Purpose of Job Analysis The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal. Determining training needs Job Analysis can be used in training/"needs assessment" to identify or develop:
y y y y

training content assessment tests to measure effectiveness of training equipment to be used in delivering the training. methods of training (i.e., small group, computer-based, video, classroom...)

Compensation Job Analysis can be used in compensation to identify or determine:

skill levels compensable job factors work environment (e.g., hazards; attention; physical effort) responsibilities (e.g., fiscal; supervisory) required level of education (indirectly related to salary level)

Selection Job Analysis can be used in selection procedures to identify or develop:

y y y y

job duties that should be included in advertisements of vacant positions; appropriate salary level for the position to help determine what salary should be offered to a candidate; minimum requirements (education and/or experience) for screening applicants; interview questions; selection tests/instruments (e.g., written tests; oral tests; job simulations); applicant appraisal/evaluation forms; orientation materials for applicants/new hires

Performance review Job Analysis can be used in performance review to identify or develop:
y y y y y

goals and objectives performance standards evaluation criteria length of probationary periods duties to be evaluated

A typical method of Job Analysis would be to give the incumbent a simple questionnaire to identify job duties, responsibilities, equipment used, work relationships, and work environment. The completed questionnaire would then be used to assist the Job Analyst who would then conduct an interview of the incumbent(s). A draft of the identified job duties, responsibilities, equipment, relationships, and work environment would be reviewed with the supervisor for accuracy. The Job Analyst would then prepare a job description and/or job specifications. The method that you may use in Job Analysis will depend on practical concerns such as type of job, number of jobs, number of incumbents, and location of jobs. What Aspects of a Job Are Analyzed? Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with internal or external people. Requirements The knowledge, skills, and abilities (KSA' s) required to perform the job. While an incumbent may have higher KSA' s than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.

5.3 JOB ANALYSIS AT MMTC: Purpose The purpose of job analysis at MMTC was to frame job descriptions for the following positions of four departments namelyHR, Estate ,Personnel and Administration..     DGM Senior Manager Manager Deputy manager

Steps 1.) Interview with the employees 2.) A pilot study at the DGM level 3.) Framing of job evaluation form

4.) Conducting the study 5.) Framing of job descriptions 1.) Interview: A face to face interview of the DGM s of the HUMAN RESOURCE, ADMINISTRATION ,ESTATE AND PERSONNEL department was taken to gain an insight into the working of the departments and to also know about the responsibility and duties of the DGM s. 2.) Pilot study: On the basis of the interview a job description evaluation form was prepared .The form was filled by the DGMs. The feedback on the form was not able to give the relevant information. It had a number of shortcomings and more over the lengthy nature of the form made it monotonous. It failed to give the desired response. 3.) Framing of job evaluation form: So a modified form was prepared which was easy and simple in nature 4.) Conducting the final study: Then the study was conducted for the following job positions at human resource, administration, personnel and estate:-Deputy General Manager, Senior Manager, Manager and Deputy Manager

5.4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT MMTC Limited The Steps involved in competency mapping with an end result of job evaluation include the following:

Step 1 : Identify departments for competency profiling:

Here we have to decide and select the departments within the organization which we would like to include into our study. It is to be noted that departments should be chosen based on their criticality and importance to the organization .At MMTC LIMITED there are number departments. For this project four departments have been considered namely being human resource department, personnel department, administration department and estate department.

Step 2: Identifying hierarchy within the organization and selection of levels:

Study the organization hierarchy across each of the selected departments. For MMTC LIMITED hierarchy. For the purpose of the study here we have selected Junior Management (Deputy Manager and Manager) and Middle Management (Sr. Manager and Deputy General Manager.)

Step 3: Obtain the job descriptions:

For the two levels at every department we obtained each role s job description and in cases where they were not available we conducted a detailed interview to derive a job description.

Step 4: Preparation of semi structured interview:

As one of the tools for collecting information we prepared a list of questions that would make up a semi structured interview. These questions were put forth employees at the two levels. Step 5: Recording of interview details: The candidate s answers and opinions were recorded in as much detail as possible

for further reference during the project. Step 6: Preparation of a list of Skills: As per the interview and the details that were generated from the candidate, were used to generate a list of skills observed for the job. Thereon a list of identified competencies was drawn for each interviewed candidate.

Step 7: Indicate proficiency levels: Taking one competency level at a time different proficiency levels were indicated. For the project five levels of proficiency were defined for every competency. Each proficiency level was defined in term of behavioral indicators. Step 8: Validate identified competencies and proficiency levels with immediate superiors and other heads of the concerned department: Competency definitions were confirmed with respective Head Of Department s and the required proficiency levels of each competency that is ideal for each role was obtained from them. Missing competencies were located Step9: Preparation of competency dictionary: A competency dictionary defining competencies and corresponding proficiency levels for each level across all departments was prepared.

Step 10: Mapping of competencies: Mapping of competencies of selected employees against the competency dictionary as per their employee level and department was done. Here an employee s actual proficiency level of a particular competency was mapped against the target proficiency level.

5.5 COMPETENCY DICTIONARY 1.) BUSINESS AWARENESS:

Definition: Understanding and utilizing economic, financial, and industry data to accurately diagnose business strengths and weaknesses, identifying key issues, and developing strategies and plans.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Able to continually identify and explore business opportunities and needs.

Financial Knowledge acumen.(accurate of company knowledge about products. the financial resources.)

Overview of business.

Understanding the Industry

2.) BUDGET MANAGEMENT: Definition: Understanding of the available resources and utilizing them in the best possible manner by remaining within the amount allotted to do a particular task.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Has the basic understanding of expenditures and revenues

Ability to Capable of assess the framing necessary budgets. expenditures.

Ability to utilize the amount allotted to the

Ability of utilize the limited resources in an optimum

of the department.

department as planned.

manner.

3.) CHANGE ORIENTATION: Definition: The ability to manage and accept changes.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Demonstrates capacity to identify changes.

Involves employee in initiating and implementing changes.

Reshapes the team to deal with challenges created by changes.

Generates innovations and creative ideas which assist in progressing. The change process.

Ability to support innovation and creativity by encouraging staff to accept and resolve changes.

4.) COMMUNICATION:

Definition: Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Listening and Speak Is able to Interpretation, confidently,gives provide

Is able to read, write,

Understands the reasons

establishing clear direct and rapport, specific understanding message. needs.

information in desired manner. Is able to communicate ideas.

speak and follow instructions in order to perform his role.

behind other people s thoughts and concerns. Uses this understanding to predict and prepare for others' reactions.

5.) COORDINATION: Definition: The process of facilitating the flow of work for a purpose or procedure and the ability to monitor or regulate those procedures and activities.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Builds

Encourages

Develops

Creates team Able to

effectively team within a function/ country.

and supports informationcolleagues to sharing achieve networks goals.

effectiveness using people skills.

facilitate the flow of work for a process.

6.) CONTROLLING: Definition: Control is the process through which standards for performance of people and processes are set and applied.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Ability to exercise powers.

Keep a check on the working system.

Ability to allocate decision making authority or

Ability to exercise control without compelling

Ability to convince others on a particular course of

task employees action. responsibility thus avoiding to others employee dissent.

7.) DECISION MAKING: Definition: The capacity to make sound and practical decisions which deal effectively with the issues and are based on thorough analysis and diagnosis.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Knowledge of and

Is capable of Takes understanding proactive

Is able to Takes give opinions decisions

ability to use effective approaches for choosing a course of action or developing appropriate solutions.

of various scenarios for effective decision decision making.

decisions and calculate risk involved. Is committed to decisions.

when collective decisions are required.

mutually based on the facts. Accepts delegated authority and acts with span of control.

8.) DEVELOPING OTHERS:

Definition: To plan and support the development of others through a competency based system.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

The desire and capacity to foster and development

Is able to make an objective assessment

Assess employee training needs

Implement development programs to support

Has the knowledge of development procedures.

of members of his or her team.

of individual s performance

against set goals.

staffs in achieving performance goals.

9.) INITIATIVE: Definition: The capacity to take action independently and to assume responsibility for one s action.

LEVELS:

LEVELS 1

LEVELS 2

LEVEL 3

LEVEL 4

LEVEL 5

Takes initiative to try out new

Challenges the status quo and

Voice ideas on business issues

Able to take prompt action to

Continuously suggests innovative

ideas at his work place to improve process.

suggest new ways to improve the current system.

without prompting, adopts changes in work place.

accomplish objectives.

changes and can translate the innovative ideas into concrete changes.

10.) INTERPERSONAL SKILLS:

Definition: Develop effective relationships with others.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Ability to develop and maintain effective

Open and Can establish honest in his a rapport communication. wide range .Coaches and

Shares expertise in achieving team goals.

Cooperates with the team, get along with

relationships with others in order to encourage and support communication and teamwork.

support team.

Can bring people in achieving team and resolving conflict arising within.

the people.

11.) INFORMATION MANAGEMENT: Definition: It is the collection and management of information from one or more sources and the distribution of that information to one or more audiences.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Knows what information is needed and whom to approach.

Uses a wide variety of networks to collect information on key issues.

Use existing information and resources to its maximum advantage.

Develop systems to organize and improve the quality of information and data collection.

Collect the right information for the right time.

12.) LEADERSHIP: Definition: Leadership is an interpersonal influence directed towards the achievement of a goal or goals.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Recognizes conflicts and acts accordingly. Senses the need to assign duties to people and delegating.

Clear about who should be given which tasks? Coaches people when required and open to give advice when asked.

Assigns responsibility to different people according to their capability and sets deadlines for the same.

Takes advantage of most opportunities, could do more to leverage them through others.

Foresee the conflicts and tries to minimize the same before it arises, thus takes necessary steps.

13.) MOTIVATION: Definition: Motivation is a desire to achieve a goal, combined with the energy to work towards that goal.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Encourages the employees whenever required.

Creates and maintains a positive environment.

Finds out what motivates employees and tries to provide it.

To guide.

Keeps employee well informed.

14.) PLANNING AND ORGANIZING:

Definition: Establishing courses of action for self and others to ensure that work is completed efficiently. LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Diaries appointments and keeps to them on time. Can prioritize tasks and recognize the

Meets deadlines, delivers work on time without sacrificing quality. Is a positive

Able to assist other team members where necessary to formulate objectives. Accountable

Is effective in planning the best balance of resources including human, financial and technological

Ability of arrange and assign work to use resources efficiently.

difference between urgent and important tasks.

influence on the use of time in-group meetings helps maintain focus.

for preparation and delivery of plans for an activity or project undertaken by a work group or team.

to meet goals.

15.) PROBLEM SOLVING: Definition: Processes problems into solutions and new opportunities.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Ability to identify

Determine possible

Work actively Ability to to resolve handle

Identifies and educates

problems.

solutions.

the issues.

outcomes arising out of the solutions suggested and implemented

others to focus on causes, not symptoms, of problems and works co operatively to seek solutions.

16.) RETENTION: Definition: Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Has a basic Able to understanding understand

Ability to develop

Takes actions Create a and feeling of

of employee turnover.

reasons for employee turnover.

plans to reduce attrition.

implements plans to check attritions

recognition among the employees.

17.) RECORD KEEPING: Definition: Ability to handle documents LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Has a basic Ability to understanding make entries. of various kinds of

Can interact with various departments and prepare

Ability to interpret the records and take

Capable of keeping up to date

records.

records accordingly.

decisions accordingly

records.

18.) STRATEGIC ORIENTATION: Definition: It is an inclination to formulate strategies with long term objectives..

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Takes a long term and visionary view of the direction to be followed in the future.

Identifies gaps and seeks to overcome them.

Sets targets, monitors efficiency and effectiveness.

Decides on optimum work approach.

Takes on challenging but achievable goals.

19.) SELECTION: Definition: selection is a process to choosing the best among st available alternatives. It is finding right person for the right job.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Has a basic knowledge of selection procedures

Ability to recognize skills and talents around.

Ability to screen candidates and conduct interview.

Ability to select the right candidate for the organization.

Can interact with various universities and suggest recruitment trips.

20.) TEAM MANAGEMENT:

Definition: Actively participating as a member of a team to move the team toward the completion of goals.

LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Participates

Takes in

Takes action

Uses

Communicates

willingly with the team by doing his/her share of the teams' work. Works well within the team environment to establish constructive ideas or solutions that meet organizational objective.

charge of managing the whole business and completing it at the right time.

outside daily work routine to build commitment to the team as a focus. Models teamwork in own behavior.

strategies to promote team effectiveness across the business such as providing information to other areas of the organization to help make decisions collaboratively and sharing resources to solve mutual problems.

information about the business to management and employees. Actively organizes activities aimed at building team spirit

21.) TECHNICAL SKILLS:

Definition: These are the skills that are action specific and requires training. LEVELS:

LEVEL 1

LEVEL 2

LEVEL 3

LEVEL 4

LEVEL 5

Performing

Working with Demonstrating Working with Possession of

office task.

and data and numbers. working with the computer

technical or professional expertise to at as a professional and technical resource to he organization.

computer technology, to use computer technology to ensure a high level of efficiency in accomplishing work.

knowledge, understanding and expertise to carry out the work effectively.

CHAPTER 6 RESEARCH METHODOLOGY : RESEARCH DESIGN : Descriptive Research SAMPLE SIZE : department Deputy manager    Manager Senior manager Deputy general manager   

HR ESTATE PERSONNEL

    

RESEARCH TOOL AND QUESTIONNAIRE

Forms were prepared after consultation with the guide. Several forms were studied on internet. The was prepared after gaining a clear understanding of the competency concepts.

The forms were checked by the Industry Guide Mr. S. Bhasker.

ACTION PLAN FOR DATA COLLECTION Steps to be followed: Job evaluation Job analysis. Framing of job description Identifying the competencies and framing competency level. Forming a competency dictionary Mapping of executive competencies of departments namely HR, Personnel, Estate and Administration Finding competencies gap. Identifying training needs Acting as a channel for business development. DATA ANALYSIS:  SCALE: y The scale is used for rating competencies.

The scale used is 1-5 rating scale, where 1 is the lowest and 5 is the highest score.  CHARTS y Chart 1: RADAR CHART Radar charts are usually used to compare performance of different entities on a same set of axes. A radar chart graphically shows the size of the gaps among five to ten organizational performance areas. The chart displays the important categories of performance and makes visible concentrations of strengths and weaknesses. A radar chart shows how a team has evaluated a number of organizational performance areas. In this project radar chart is used to show the competency gaps that exist at a particular job position. Present: the competency level that exists in the organization Requirement: The competency levels that is required for a particular job position Example:
COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION)

TEAM WORK 6 4 INTERPERSONAL 2 0 COMMUNICATION PRESENT REQUIREMENT

INFORMATION MANAGEMENT

INITIATIVE

y Chart no.2: CORE- SUPPORTING COMPETENCY CHART y This chart shows the critical and the supporting competencies required at a particular job position at MMTC LIMITED.

CORE: These are competencies that are essentially required to perform a particular job function. SUPPORTING: These are the competencies which facilitate the core competency y Chart no.3: Competency Assessment Chart: y This chart shows the competency gaps that has been identified. Competency gap is the difference that exists between the observed and the ideal competencies. It shows the area where training is required

CHART NO. 1: RADAR CHART

1.1 JOB TITLE COMPETENCY TYPE DEPARTMENT : MANAGER : GENERAL : HUMAN RESOURCE

competency assesment of general skills(Human Resource)

TEAMWORK 6 4 INFORMATION MANAGEMENT 2 0 COMMUNICATION Present Requirement

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competency assessment of functional skills (Personnel)

B USINESS A WA R ENESS 5 4 3 C OMMUNIC A TION 2 1 0 B UD GET MA NA GEMENT

present R equirement SELEC TION R ETENTION

1.14 JOB TITLE COMPETENCY TYPE DEPARTMENT

: DEPUTY GENERAL MANAGER : FUNCTIONAL : HUMAN RESOURCE

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CHAPTER 7

RESEARCH FINDINGS

The important findings of this study are

1) Identification of competency levels of employees. 2) Discovery of competency gaps. 3) Identification of training needs.

4) A step towards succession planning by identifying their KPA s and rating their performance.

Visit hrmba.blogspot.com allmbastuff.blogspot.com for moreproject reports, notes etc.

CHAPTER 8

SUMMARY AND CONCLUSION

In the present chapter investigator would like to give a summary and conclusions of the obtained results

. After a thorough study of the topic following objectives were framed:

1.) To develop job descriptions for the various functions (designation wise)

2.) To identify the KPA S (Key Performance Areas) of the desired levels In four departments

3.) Develop a competency dictionary

4.) Establish proficiency levels required for each competency identified for a particular position.

5.) To develop a competency model as applicable for the various managerial positions at MMTC 6.) To prepare the employees for succession plan by improving their KPA s through proper training.

For framing job descriptions and specifications data was obtained from employees with the help of carefully structured forms. After obtaining the data from the sample of employees, the data was carefully analyzed and job descriptions and specifications were framed.

After framing the job description and specification a competency framework was developed for each job position under study .There were 10 competencies for

each job position. Out of these 10 competencies 5 were the general competencies that was common to all the four departments (Human Resource Development, Estate, Personnel and Administration) and 5 were the functional competencies which was department specific. A five point scale was developed to rate the competencies and determine the levels.

It was found that training is required in all the four departments at every level. The details about the people who require training is given in the following chart.

PEOPLE WHO REQUIRE TRAINING IN GENERAL SKILLS:

DEPARTMENT

LEVELS

COMPETENCY TYPE General

COMPETENCY NAME  Interperson al

PERSONNEL

 Deputy General Manger/Senior Manager

 Deputy Manager/Manag er

 Strategic

HUMAN RESOURCE DEVELOPMENT

 Deputy General Manger/Senior Manager

General

  

Orientation Team Manageme nt Leadership Team Work Initiative

 Deputy Manager/Manag er

 Interperson al  Strategic Orientation General  Team Work  Communica tion

ADMINISTRATION

 Deputy General Manger/Senior Manager

 Deputy manager/Manag er

 Team Manageme nt

ESTATE

 Deputy General Manager/Senior Manager

General

 Information Manageme nt  Initiative  Leadership

 Deputy Manager/Manag

er

 Team Manageme nt  Interperson al  Decision Making  Strategic Orientation

PEOPLE WHO REQUIRE TRAINING IN FUNCTIONAL SKIILS:

DEPARTMENT

LEVELS

COMPETENCY TYPE

COMPETENCY NAME

PERSONNEL

 Deputy General Functional Manger/Senior Manager  Deputy Manager/Manag er  Deputy General Manger/Senior Manager Functional

 Selection

 Retention  Planning and Organizing  Communic ation  Business Awarenes s  Planning And Organizing  Performan ce Improvem ent  Motivatio n  Change Orientatio n  Planning and Organizing  Controllin g  Problem Solving

HUMAN RESOURCE DEVELOPMENT

 Deputy Manager/Manag er

ADMINISTRATION

 Deputy General Manger/Senior Manager

Functional

 Deputy manager/Manag

er  Planning and Organizing  Record Keeping  Controllin g  Coordinati on

ESTATE

 Deputy General Manager/Senior Manager

Functional

 Deputy Manager/Manag er

Recommended Direction For Future Research In Competency Mapping

It would be useful to direct future research on the following lines:

y Attempt to overcome the limitations based on a Job-OrganizationEnvironment in the context of time approach to mapping future ready competencies. This method is called JOE (T) method. The method seeks to  To take a comprehensive view the role of job characteristics, organizational finger prints and impact of environment on the organization.  Consider elements of future roles of the organization. y Objectively assigning priorities (or weights) to various impacting behaviors of a competency based organization finger print. y Balancing weights to be given to current and future focused competencies in different environmental contexts.

Visit hrmba.blogspot.com allmbastuff.blogspot.com for moreproject reports, notes etc.

BIBLIOGRAPHY

REFERENCES

INTERNET

Search engines GOOLGE and YAHOO.

WORKSHOP:

A workshop on Competency Mapping held at MMTC Limited conducted by Mr.R.K. Mohanty (Consultant)

BOOKS

Competency Mapping Education Kit module 3 and 4-T V Rao

Handbook Of Competency Mapping - Seema Sangi