INTRODUCTION

Nowadays, the competition is not between products; it is between people. What is at the
core of this is the competence of the organizations. Competence is, however, different from
competency. While competence is the ability to do a particular task, competency concerns
the underlying characteristics which allow a person to perform well in a variety of
situations.

The word competency has two relevant meanings:

1. The ability of an individual to perform effectively in a job-relevant area: this

reflects the degree to which the person does what is required of the job.
2. That which is required of an individual for effective performance: this involves
defining what it takes to be successful at the job.

The entire concept of the competency management is based on the second definition.

A competency is an attribute, knowledge, skill, ability, values or other characteristics that

contribute to successful job performance, This would mean that the articulation of
competencies would translate into the identification of the critical success factors in
achieving the organization's mission, vision and strategy, which if not achieved would
result in the decrease in the performance of the organization.

DEFINITION OF COMPETENCY MAPPING

Arya Chanakya, a well-known royal adviser and prime minister from Vedic India, penned a
famous book known as the Arthashastra, which is probably the first book on competency
mapping. The book contains competency mapping models, the thesis and theories of human
aptitude, intelligence quotient, emotional quotient and in general everything that is related to
human behavior regarding work, logic and emotions. This book is an excellent leader and
management book and is more than 3000 years old.

Competency Mapping is a process of identifying key competencies for an organization

and/or a job and incorporating those competencies throughout the various processes (i.e.
job evaluation, training, recruitment) of the organization. A competency is defined as a
behavior (i.e. communication, leadership) rather than a skill or ability.
1
Figure 1 Defining competencies in terms of behaviors, action and results

DEFINITION:

First popularized by Boyatzis (1982) with research result on clusters of competencies:

A capacity that exist in a person that lead to behavior that meets the job demands within
parameters of organizational environment, and that, in turn bring about desired results.

UNIDO (2002):

A Competency is a set of skills, related knowledge and attributes that allows an individual
to successfully perform a task or an activity within a specific function or job.

RANKIN (2002):

Competencies are definition of skills and behavior that organizations expect their staff to
practice in work.

MANSFIELD (1997):

Underlying characteristics of a person that result in effective a superior performance.

2
WOODRUFFE (1991):

Competency: A person related concept that refer to the dimensions of behavior lying
behind competent performer.

Competence: A wok related concept that refer to area of work at which the person is
competent.

Competencies: Often referred as the combination of the above two.

ALBANESE (1989):

Competencies are personal characteristics that contribute to effective managerial

performance.

HAYES (1979):

Competencies are generic knowledge motive, traits, social role or a skill of a person linked
to superior performance on a job.

COMPETENCY – BROAD CATEGORIES

 Generic Competencies:

Competencies which are consider essential for all employee for all employee regardless of
their functional or level – Communication, initiative, Listening etc. These are basic
competencies require to do the job, which do not differentiate between high and low
performances.

 Managerial competencies

Competencies which are considered essential for employee with managerial or supervisory
responsibility in any functional area including directors and senior posts

3
  Threshold or Performance:

Performance competencies are those that differentiate between high and low performers.

Components of competency:

 The competencies are observable or measurable knowledge, Skills and abilities

(KSA)
 These KSA‘s must distinguish between superior and other performers.

Competencies in organization tens to fall in two categories

 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)

 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

given job or role or a set tasks at a given point of time. It consist of breaking a given role or
a job into its constitutes task or activities and identifying the competencies (Technical,
managerial, Behavior, Conceptual knowledge and Attitude and Skill etc.) needed to
perform the same successfully.

 Competency Map: A competency map is a list of an individual‘s competencies

that represent the factors most critical to success in a given jobs, departments,
organizations, industries that are part of an individual‘s current career plan.
 Competency Mapping: Competency Mapping is the process n individual uses to
identify and describe competencies that are the most critical to success in a work
situation or work role.
4
  Competency Profiling: It is the process of identifying the knowledge, skills
abilities, attitude, and judgment require for effective performance in a particular
occupation or profession. Competency profiling is business/company specific.

COMPETENCY MODEL

The roots of competency modeling date as far back as the early I 900'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 arc essential for all employees and then
identify several additional categories of competencies that apply only to specific
subgroups. Some competency models arc 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

5
 Knowledge
Skills

Ability

Competency

Observable Behavior

Effective Outcomes (Performance on Job)

Strategic Success Modeling -A Competency Model

Figure 2 Competency Model

6
TRADITIONAL JOB ANALYSIS VS COMPETENCY APPROACH

Job Analysis leads to

 Long lists of tasks and the skills / knowledge required to perform
each of those tasks.
 Data generation from Subject matter experts; job incumbents
 Effective Performance

Competency model leads to

 A distilled set of underlying personal characteristics.
 Data generation from outstanding performers in addition to subject
matter experts and other job incumbents.

 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:
 Gap Analysis
 Role Clarity Selection, Potential Identification, Growth Plans.
 Succession Planning.
 Restructuring
 Inventory of competencies for future planning

 Competency based recruitment

Competency based interviews reduce the risk of making a costly hiring mistake

7
 And increase the likelihood of identifying and selecting the right person for the
right job
 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 programs – Focused training
investment.
3. Focused Training enabling improvement in specific technical and managerial
competencies.

 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.

 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

8
 particular position and therefore would have an opportunity to decide if
they have the potential to pursue that position.

Training and
Developement

Succession Recruitment
Planning and Selections

Area of
Implementation
Career
Recognition
Planning

Replacement Performance
Planning Management

Figure 3 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.

9
TRAINING 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
operations and value.

• 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.

• 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 Source: Roth well,
William J., Effective

WHY IT IS 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

10
 • Provide a supportive ―Growth‖ environment

• Focus learning and development efforts

SUCCESSION PLANNING
It is a process whereby an organization ensures that employee‘s arc 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.

11
OBJECTIVES

 To study job competency profile of managers BAJAJ ELECTRICALS LTD.

 To study the competency Design of managers at BAJAJ ELECTRICALS LTD.
 Gap analysis of the existing managers against the expected competency levels.
 To recommend the training requirement for the company

SCOPE OF STUDY

This study has undertaken in the Bajaj Ectrical Ltd, Ranjangaon. The respondent is
the Executives of Bajaj Ectrical Ltd, Ranjangaon. Human resource management practices
are the program through which the human resource is managed. The study can give the idea
about competencies of existing employees and give the suggestion about how to develop
these competencies for the achievement of organizational objective.

12
History of Bajaj Electricals
The ' Bajaj ' group of India owes immense gratitude to their founding fathers whose
vision and dedication over the years has greatly helped to build a business house that can
set standards in Indian Industry.

Jamnalal Bajaj was the founding father of the Bajaj Group. The adopted
‘fifth’ son of Mahatma Gandhi, and the 'merchant prince' who held the
wealth he created in trust for the people of his country. Trust - a simple
word that contains a whole philosophy handed down by Jamnalal Bajaj
to his successors. He valued honesty over profit, actions over words and
common good over individual gain.

Kamalnayan Bajaj, elder son of Jamnalal Bajaj, followed footsteps of

his illustrious father and consolidated the bajaj foundation. With
characteristic foresight and pragmatic vision, he launched a steady
diversification programme which gave the current name "Bajaj" both its
shape and size. His unique management style created a work culture
that matched well with the national spirit he had inherited.

Ramkrishna Bajaj took over the reins of the "Bajaj group" in 1972 after
Kamalnayan Bajaj and steered the Group from strength to strength for
over 22 years. He had also actively participated in the freedom struggle
of the country. In post independent India, he had led the youth
movement. All along, he actively strengthened the foundations of
business through ethics and practices both within the group and
amongst the business community as well.
Shekhar Bajaj, Chairman & Managing Director of Bajaj Electricals
Ltd., started his career with Bajaj Sevashram after which he worked at
Bajaj International, the group's export company. Mr. Shekhar Bajaj
joined Bajaj Electricals in 1980, became the Managing Director in 1987
and took over as the Chairman and Managing Director in 1994.

Mr. Bajaj is the Chairman of Bajaj Group companies Bajaj International

and Hercules Hoist Pvt. Ltd. and on the Board of Directors of Bajaj
Auto and IDBI Bank. He was the President of ASSOCHAM, former
President of Indian Merchant Chambers (IMC) and Council for Fair
Business Practices (CFBP)

13
 “Do whatever you think best, but be best at whatever you do”
- Rahul bajaj

“A Group Built on Trust”

What started off as a sugar manufacturing factory in 1931 has grown to become one of
the country’s largest business houses! With activities that encompass the manufacture
of a whole range of products.

At the turn of the new millennium, this business conglomerate had a sale turnover in
excess of US$ 1,300 million. The Net Assets were worth US$ 1,333 million and the
Net Profit was US$ 58 million. What’s more, in the year 2001, it was ranked as the 5 th
largest business family in India by the Centre for Monitoring Indian economy
(CMIE). It has under its umbrella over 25 companies and strength of over 25000
employees.

It’s core strength, however, is the unshakeable foundation based on its tradition of
trust.

Group Companies: The Bajaj group comprises 27 companies and was founded in the
year 1926. The companies in the group are:

14
Bajaj Electricals Ltd. Mukand International Ltd.
Bajaj Auto Ltd. Mukand Engineers Ltd.

Bajaj Electricals Ltd. Mukand International Ltd.

Bajaj Hindustan Ltd. Bachhraj Factories Pvt. Ltd.

Maharashtra Scooters Ltd. Bajaj Consumer Care Ltd.

Bajaj Auto Finance Ltd. Bajaj Auto Holdings Ltd.

Hercules Hoists Ltd. Jamnalal Sons Pvt. Ltd.

Bajaj Sevashram Pvt Ltd. Bachhraj & Company Pvt. Ltd.

Hind Lamps Ltd. Jeevan Ltd.

Bajaj Ventures Ltd. The Hindustan Housing Co Ltd.

Bajaj International Pvt Ltd. Baroda Industries Pvt Ltd.

Hind Musafir Agency Pvt Ltd. Stainless India Ltd.

Bajaj Allianz General Insurance Company

Bombay Forgings Ltd.
Ltd.

Bajaj Allianz Life Insurance Company Ltd.

15
BAJAJ ELECTRICALS LTD.
Bajaj Electricals Limited, a globally renowned and trusted company, with a turnover of
4716 crores (FY 17-18), is a part of “Bajaj Group”. Bajaj Electricals business is spread
across – Consumer Products (Appliances, Fans, Lighting), Exports, Luminaries and EPC
(Illumination, Transmission Towers and Power Distribution). Bajaj Electricals has 19
branch offices spread in different parts of the country besides being supported by a chain
of distributors, authorized dealers, retail outlets, exclusive showrooms called ‘Bajaj
World’ and approximately 462 customer care centers. We also have a presence in the hi-
end range of appliances with brands like Platini and Morphy Richards in India.

But to know Bajaj Electricals, one has to understand our core principles. We get our
Gandhian set of values by our founding father – Jamnalal Bajaj. Our current leaders carry
forward this legacy while evolving for the future. “Inspiring Trust”, our tagline, is
something that we associate with and try to fulfill in our everyday endeavors. Apart from
work, we also believe in bringing about change in our society through our philanthropic
work. Our Corporate Social Responsibility (CSR) division strongly rests on sustainability,
gender diversity, employee volunteering and community outreach programmes.

To increase our footprint globally and in India, we have partnered up with reputed brands
from across the world to give you the best of services. BEL has marketing arrangements
with Teleco Automation of Italy, tie ups with CREE Lighting of USA and Securiton of
Switzerland for Luminaries, Delta Controls of Canada for Integrated Building
Management Systems, Gooee of USA for IOT based lighting solutions, Greystone of
Canada and Magnum Energy of USA for Wired and Wireless Sensors, Disney of USA
and Midea of China for Fans, and Morphy Richards of UK for Appliances. Bajaj
Electricals has also invested in Starlite Lighting for manufacture of energy saving lamps
(CFL). With such a vast portfolio under our banner, we have managed to touch lives at
every juncture.

16
 COMPANY PROFILE

Bajaj Electricals Limited – Ranjangaon

Factory’s manufacturing and galvanizing facilities and credentials have been
acknowledged by key organizations like PGCIL, BHEL, MSEB, WBSEB, CORE, EIL,
Lloyds, etc.
Bajaj – E & P BU & Ranjangaon Factory heralded their entry into the Transmission Line
Towers Business having received prestigious orders from SPIC-SMO as well as Best &
Crompton for
48,000 Tons. Approvals & orders have also been received for setting up of transmission
lines on a turnkey basis from MSEB, Suzlon, etc. The Bajaj Electrical extremely
confident of meeting clients / consultants requirements of design, manufacture and supply
of galvanized components.
They can cater to requirements of Transmission Line Towers, High masts, Street
Furniture,
Octagonal Poles, Swaged & Welded Poles, custom built fabricated & galvanized steel
structures and also carry out galvanizing on job work basis for items such as rebars, pipes,
angles, channels, flats, etc.

 GENERAL INFORMATION :

NAME: Bajaj Electricals Limited

TYPE: Manufacturing& Trading company
SCALE: Large
DATE OF ESTABLISHED: 14 JULY 1938
BOARD OF DIRECTOR:
 Shekhar Bajaj ( Chairman & MD,
 Anant Bajaj,(Joint Managing Director)
 Harsh Vardhan Goenka
 Ashok Jalan
 V.B Haribhakti
 Madhur Bajaj

17
  Dr. Indu shahani
 Dr. R.P Singh
 Anuj Poddar
 Siddharth Mehata

WEB SITE: www.bajajelectricals.com

BANKERS:
 State Bank of India
 Bank of India
 Union Bank of India
 Yes Bank Ltd
 IDBI Bank Ltd
 HDFC Bank Ltd
 ICICI Bank Ltd

HEAD OFFICE: Sion Mumbai

REGIONAL OFFICE:
 Bangalore
 Delhi
 Kolkata

Vision:
“Enhancing quality of life and bringing
Happiness with sustainability”

Mission:
• To manufacture world class quality automotive & allied engineering products
for domestic & International markets.

18
 • We are committed to on time deliveries at competitive price in challenging business
environment which is driven by customer’s expectations.
• We will be the leading organization while keeping our commitment to excellence &
our dedication in meeting employees &shareholder’s expectations.

Core value:
• Integrity
• Team work
• Empowerment
• Customer Delight
• Innovation
• Trust

CUSTOMERS

1. Power Grid Corporation of India ltd

2. Telangana state Transmission & supply co.ltd
3. Madhya Pradesh Power Transmission co.ltd
4. Uttar Pradesh Power Transmission co.ltd
5. Bihar Power Transmission co.ltd
6. North Bihar Power Transmission co.ltd
7. South Bihar Power Transmission co.ltd

19
PRODUCTS
RANJANGAON PLANT:
Under its engineering & Projects Business units, Bajaj Electricals has set up a
world class manufacturing facility at Ranjangaon about 55 km from Pune, (Maharashtra).
The Ranjangaon plant ISO14000 AND ISO 9001 certified, and is equipped with the most
sophisticated, computer controlled, state of the art machineries:

 1000 Ton 12 M long Press Brake with CADMAN software from LVD, Belgium

 CNC Profile Cutting machine from MESSER, (GERMANY)

 CNC Submerged Arc Welding machine from BODE,UK

 CNC Angle Punching and Sharing machine from FICEP, Italy

 Remote radio controlled Hot Dip galvanizing plant from GIMECO, Italy

 Vacuum Plate lifting machine from Allen Wheeler, UK

The hot dip galvanizing plant is environment friendly, tunnel enclosed,

with a tank of 13.0 M length, 2.5 M depth and 1.3 M width, to take care of the
needs of the entire in house production. It also caters to hot dip galvanizing needs
of other OEMs/contractor.

 PRODUCT MANIFACTURE AT RANJANGAON PLANT:

 High/Transmission line masts

 Logo signage

 Lattice towers

 Wind mill towers

 Power transmission towers

 Lighting poles- swaged/swaged and welded

 Telecommunication towers

20
  PRODUCT:

 Tower Line Transmission (TLT): The tower is used in telecommunication

services.

Figure 4 Tower Line Transmission

 PRODUCT:

HIGH-MAST OCTOGONAL POLES / STREET LIGHT POLE

Figure 5 High Mast Pole Figure 6 Street Light Pole

21
 AWARDS & ACHIEVEMENTS

 National CSR Leadership Award 2016

 Golden Peacock Award 2016 for Excellence in corporate social Responsibility
 Smart Green Building Initiative award 2017
 FSAI awards 2017for best integrated project India
 Award for Excellence in Rural Electrification Project execution by Government of Bihar
 Award for Excellence in Rural Electrification Project Execution by Government of
Madhya Pradesh

22
Cities we are present in:
Ahmedabad Kochi
Bengaluru Kolkata
Bhubaneshwar Lucknow
Chandigarh Mumbai
Chennai Nagpur
Delhi Noida
Guwahati Patna
Hyderabad Puducherry
Indore Pune
Jaipur Raipur

23
 ORGANIZATION CHART

BAJAJ ELECTRICALS LTD

RANJANGAON UNIT -I, II & CHAKAN

PLANT HEAD - Sharad Sontakke

TLT TLT Galvanizing QA HM Accounts HR

Planning Planning
Gunendrasing Patel Milan Nitin Mayee Raghu Tapan
Munot Gunendrasing Nitin Mayee Karegonkar Amoria
Munot

HM RU – 2 PE RU – 2 HM RU – 1 Plant Engg. TLT Raw - Yard Pre

/Galva PE Dispatch production
Kadam Kadam Gunendrasing Nitin Mayee
Nandkumar Nandkumar Munot Patel Milan Patel Milan Boban George

M3B M3B M1A M1B O2

Ganesh Bokil
Tanhaji Pathare Vijay Kulkarni Gaikwad 1. Potghan Maruti Rabhaji
Changdev 2. Varal Vitthal Ananda
3. Anup Joshi

O1

1. Chowgale Ketaki
2. Barhate Babaji Rambhau
3. Kardile Ankush
4. Patange Sachin Balaji

24
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may
be understood a science of studying now research is done systematically. In that
various steps, those are generally adapted by a researcher in studying his problem
along with the logic behind them.

Data collection plays an important role in research work. Without proper data
available for analyze you cannot do the research work accurately.

DATA SOURCES & COLLECTION METHOD

There are two types of collecting data

1. Primary data
2. Secondary data

Primary data

Data used in research originally obtained through the direct efforts of the researcher
through surveys, interviews and direct observation. Primary data is more costly to
obtain than secondary data, which is obtained through published sources, but it is also
more current and more relevant to research project.

 Here we have collected the data by interviewing the Head of the department

Secondary data

Secondary are those which have collected by someone else and which have already
been passed through the statistical process. The secondary data consist of reality
available competences already compiled statistical statement secondary data consist
of not only published record and reports but also unpublished records.

Here we done the analysis on the basis of secondary data which include -

 Master document of the Competency mapping for the Department.

 Gap analysis of the existing managers against the expected competency levels,
making training plans and Recommendations.
 Sample Size taken is 9 out of 275 employees of the company.

25
Concept of Competency at BAJAJ ELECTRICALS LTD.
A formal appraisal form is been prepared and filled by employees and reviewed by
respective Heads of the department for checking the behavioral competencies of the
executives.

In view of its utmost importance, confidential forms are necessarily to be prepared

scrupulously and carefully after following the procedure prescribed and personally
assessing the forms of the employee. The form is based on an objective assessment of
the work quality of the officer reported upon. The officer recording the remarks has to
realize the importance of entries made by him and write them with greatest possible
care because slightest default or negligence on the part of the recording officer may
lead to injustice to the officer reported upon by marring the future of the employee.

The forms have been devised with a view to ensuring maximum objectivity in the
preparation of the report. In filling up the forms, tick marks and dashes are not to be
used. Both the reporting and the reviewing officers have to indicate their opinion by
writing out in full and appropriate alternatives which best describe the officer’s
qualities.

Organizations use Competency Mapping records for a variety of things. But the
best way of utilizing them is to develop people and improve their performance
through a clear understanding of their work goals, so that they realize and reach what
Maslow calls "Self actualization" (i.e. fully realizing their potential and thereby
achieving their own professional and also organizational goals). Competency
Mapping is used for reward and punishment sometimes, in such case great care must
be taken so that it forms objective, honest and accurate record of formal evaluation of
on the job performance of the employee and supports or corroborates the kind of
rewards and punishments proposed.
The achievement of the stated objective is the mutual responsibility of both the
reporting officer and the subordinate by making the appraisal process as objective as
possible. It should be a joint participative, sensitive and positive exercise rather than
being one sided, evaluative and judgmental.

26
 Competency Mappings are for determining training need identification and for
promotions etc. The Competency Mapping has delinked itself from being an
instrument of evaluating performance through performance review discussion and
bringing about better performance in the organization. Application of performance
management practices enables organizations to improve their performance and bring
in a performance driven culture.

27
DATA ANALYSIS AND GRAPHICAL REPRESENTATION

Sample size: 9 samples were collected from different 5 departments of Senior Managers and
AGM.

Department Senior Manager AGM

Account  
TLT & Pre
Production
 
QA  
PE  
HMNP  

Research Tools and Questionnaire

From were prepared after consulting with the guide and Industry guide Mr. Tapan
Amoria. This was prepared after gaining a clear understanding of the competency
concepts.

Data Presentation and Analysis

Scale:

The scale is used for rating competencies.

The scale is used is 1-20 rating scale, where 1 is lowest and 20 is highest score.

Charts:

Chart 1: Radar Chart

Radar charts are usually used to compare performance of different entities on a same
sate 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

28
performance and makes visible concentration of strengths and weaknesses. A radar
chat 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.

Actual: The competency level that exist in the organization.

Required: The competency level that is required for a particular job position

Example:

Ability &
leadership
Skill
20
15
Job
Relationship & 10 knowledge / Required Competency
communicatio 5 Technical Level on a scale of 1 to 20
n Skill
0 Skills
Actual Competency Level
on a scale of 1 to 20
Accountability
Execution Skill and Response
Time

Core and Supporting Competency:

This chart shows the critical and the supporting competencies required at a particular
job position at Bajaj Electricals LTD.

CORE: These are competencies that are essentially required to perform a particular
job function.

Supporting: These are the competencies which facilitate the core competency

29
Competency assessment

This chart shows the competency gap that has been identified. Competency gap is difference
that exists between the observed and the ideal competencies. It shows the area where training
is required.

30
Job Title: Senior Manager

Department: Accounts
Sr. No Competency Required Actual Competency Gap
Competency Level Level on a scale of 1 to (Yes/No)
on a scale of 1 to 20 20
Ability & leadership Skill
1 15 16 No
Job knowledge /
2 15 14 Yes
Technical Skills
Accountability and
3 Response Time
15 18 No
Execution Skill
4 15 15 No
Relationship &
5 15 13 Yes
communication Skill

Ability &
leadership Skill
20
15
Relationship & 10 Job knowledge
communication / Technical Required Competency Level
5
Skill Skills on a scale of 1 to 20
0
Actual Competency Level on
a scale of 1 to 20

Accountability
Execution Skill and Response
Time

31
Job Title: AGM

Department: Accounts
Sr. No Competency Required Competency Actual Gap
Level on a scale of 1 to Competency Level (Yes/No)
20 on a scale of 1 to
20
Ability & leadership Skill
1 18 18 No
Job knowledge /
2 18 18 No
Technical Skills
Accountability and
3 18 18 No
Response Time
Execution Skill
4 18 19 No
Relationship &
5 18 18 No
communication Skill

Ability &
leadership Skill
19

19
Relationship & Job knowledge
communicatio 18 / Technical Required Competency Level
n Skill Skills on a scale of 1 to 20
18
Actual Competency Level
on a scale of 1 to 20
Accountability
Execution Skill and Response
Time

32
Job Title: Senior Manager

Department: TLT & Pre Production

Sr. No Competency Required Competency Actual Competency Gap
Level on a scale of 1 to Level on a scale of 1 (Yes/No)
20 to 20
Ability & leadership Skill
1 15 16 No
Job knowledge / 15
2 14 Yes
Technical Skills
Accountability and 15 No
3 Response Time
16
Execution Skill 15 No
4 16
Relationship & 15 No
5 18
communication Skill

Ability &
leadership Skill
20
15
Relationship & 10
Job knowledge /
communication Required Competency Level
5 Technical Skills
Skill on a scale of 1 to 20
0
Actual Competency Level on a
scale of 1 to 20

Accountability
Execution Skill and Response
Time

33
Job Title: Senior Manager

Department: TLT & Pre Production

Sr. No Competency Required Competency Actual Competency Gap
Level on a scale of 1 to Level on a scale of 1 to (Yes/No)
20 20
Ability & leadership
1 15 17 No
Skill
Job knowledge / 15
2 17 No
Technical Skills
Accountability and 15 No
3 16
Response Time
Execution Skill 15 No
4 16
Relationship & 15 No
5 18
communication Skill

Ability &
leadership Skill
18
17
16
Relationship & Job knowledge
communication 15 / Technical Required Competency Level
Skill 14 Skills on a scale of 1 to 20
13
Actual Competency Level on
a scale of 1 to 20

Accountability
Execution Skill and Response
Time

34
Job Title: Senior Manager

Department: TLT & Pre Production

Sr. No Competency Required Actual Competency Gap
Competency Level Level on a scale of 1 (Yes/No)
on a scale of 1 to 20 to 20
Ability & leadership Skill
1 15 18 No
Job knowledge / 15
2 18 No
Technical Skills
Accountability and 15 Yes
3 Response Time
13
Execution Skill 15 No
4 16
Relationship & 15 No
5 15
communication Skill

Ability &
leadership Skill
20
15
Relationship & 10
Job knowledge
communication Required Competency Level
5 / Technical Skills
Skill on a scale of 1 to 20
0
Actual Competency Level on a
scale of 1 to 20

Accountability
Execution Skill and Response
Time

35
Job Title: AGM

Department: TLT & Pre Production

Sr. No Competency Required Competency Actual Gap
Level on a scale of 1 to Competency Level (Yes/No)
20 on a scale of 1 to
20
Ability & leadership
1 18 17 Yes
Skill
Job knowledge / 18
2 15 Yes
Technical Skills
Accountability and 18 No
3 18
Response Time
Execution Skill 18 Yes
4 15
Relationship & 18 No
5 18
communication Skill

Ability &
leadership Skill
18
17
16
Relationship &
15 Job knowledge
communication Required Competency Level
14 / Technical Skills
Skill on a scale of 1 to 20
13
Actual Competency Level on a
scale of 1 to 20

Accountability
Execution Skill and Response
Time

36
Job Title: AGM

Department: QA
Sr. No Competency Required Competency Actual Competency Gap (Yes/No)
Level on a scale of 1 to Level on a scale of 1
20 to 20
Ability & leadership
1 18 16 Yes
Skill
Job knowledge / 18
2 18 No
Technical Skills
Accountability and 18 Yes
3 Response Time
15
Execution Skill 18 Yes
4 15
Relationship & 18 No
5 19
communication Skill

Ability &
leadership Skill
20
15
Relationship & 10
Job knowledge /
communication Required Competency Level on
5 Technical Skills
Skill a scale of 1 to 20
0
Actual Competency Level on a
scale of 1 to 20

Accountability
Execution Skill and Response
Time

37
Job Title: AGM

Department: PE

Sr. No Competency Required Competency Actual Competency Gap (Yes/No)

Level on a scale of 1 to Level on a scale of 1
20 to 20
Ability & leadership No
1 18 18
Skill
Job knowledge / 18 No
2 19
Technical Skills
Accountability and 18 No
3 18
Response Time
Execution Skill 18 No
4 18
Relationship & 18 Yes
5 communication Skill
15

Ability &
leadership Skill
20
15
Relationship & 10
Job knowledge
communication Required Competency Level
5 / Technical Skills
Skill on a scale of 1 to 20
0
Actual Competency Level on a
scale of 1 to 20

Accountability
Execution Skill and Response
Time

38
Job Title: Senior Manager

Department: HMNP
Sr. No Competency Required Competency Actual Competency Gap (Yes/No)
Level on a scale of 1 to Level on a scale of 1
20 to 20
Ability & leadership Skill
1 15 16 No
Job knowledge / 15
2 16 No
Technical Skills
Accountability and 15 No
3 Response Time
15
Execution Skill 15 Yes
4 14
Relationship & 15 No
5 17
communication Skill

Ability &
leadership Skill
20
15
Relationship & 10
Job knowledge /
communication Required Competency Level on
5 Technical Skills
Skill a scale of 1 to 20
0
Actual Competency Level on a
scale of 1 to 20

Accountability
Execution Skill and Response
Time

39
RESEARCH FINDING

Following training needs are identified from gap analysis for various departments

DEPARTMENT LEVEL NAME OF ACTION PLAN

COMPETENCY

Account Senior Job knowledge On Job training by

Manager / Technical HOD, Review of
Skills progress after 90
days

Relationship & Communication

communication Training planned
Skill

TLT & Pre Senior Job knowledge Skill Upgradation

Production Manager / Technical training planned
Skills with HO R&D
center

Senior Accountability Time Management

Manager and Response Training planned
Time

AGM Ability & Leadership

leadership Skill Training planned

Job knowledge To Enhance Job

/ Technical Knowledge
Skills Orientation with
work process will
be arranged

Execution Skill Effective

40
 Managerial skills
training Planned

QA AGM Ability & Leadership

leadership Skill Training planned

Accountability Time Management

and Response Training planned
Time

Execution Skill Effective

Managerial skills
training Planned

PE AGM Relationship & Communication

communication Training planned
Skill

HMNP Senior Execution Skill Effective

Manager Managerial skills
training Planned

41
SUGGESTIONS
Following Suggestions were given and action plan is prepared

1. Job Knowledge/Technical Skill and Relationship & communication Skill training for
Senior Manager of Accounts department.

2. Job Knowledge/Technical Skill training for Senior Manager of TLT and Pre Production.

3. Time Management Training for Senior Manager of TLT and Pre Production.

4. Leadership Training and Job Knowledge/Technical Skill training for AGM of TLT and
Pre Production.

5. Effective Managerial skills training for AGM of TLT and Pre Production.

6. Leadership Training and Time Management Training for AGM of QA department.

7. Effective Managerial skills training for AGM of QA department.

8. Communication Training for AGM of PE department.

9. Effective Managerial skills training Senior Manager of HMNP department.

42
LIMITATIONS
1. New competency cannot be identified.

2. Due to the time frame could not study the competency of all departments.

3. The study which I have done is for middle management level employees, the top and
lower management employee study is not done.
4. If information about specific individuals is requested, confidentiality becomes
an important and sometimes problematic issue that must be addressed carefully.

43
CONCLUSION
A competency framework was developed for each job position under the study. There were 5
competencies for each job position. All competencies were common to all departments (Account, TLT &
Pre production, QA, PE, HMNP). A Twenty point scale was developed to rate the competencies and
determine the levels.

It was found that training is required for the all 5 department at every level. The details about the people
who require training is given in the chart.

44
BIBLIOGRAPHY

Books

1. Competency Mapping education kit module 3 and 4 T V Rao

2. Handbook Of Competency Mapping – Seema Sangi

3. Competency Management – A practitioner’s Guide by R Palan

Web sites

1. www.google.com

2. www.citeHR.com

3. https://www.bajajelectricals.com

4. www.scribd.com

5. https://www.academia.edu

45