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Project report on competancy mapping

Project report on competancy mapping

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  • Full Name Full Name Comment goes here.
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  • Hi Hemant,
    Your report is going to help me to teach the MBA students. Can you pls send me this on: lobo.francis@thakureducation.org
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  • @Vichu131 : Hello, Please contact us through www.projectsformba.blogspot.com/p/feedback.html so that one of our team mate will get back to you at the earliest. Thank you
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  • sir , am also doing d project on the same topic. so can you sent me a copy of this file to my mail id ?
    vishnutk65@gmail.com
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  • Hello, Please contact us through www.projectsformba.blogspot.com/p/feedback.html so that one of our team mate will get back to you at the earliest. Thank you!
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  • hai sir,,,this report is very informative.i am doing project on same,please send me report.mu email id is harithasathyan1@gmail.com
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Project report on competancy mapping Project report on competancy mapping Document Transcript

  • Projectsformba.blospot.comCHAPTER 11..INTRODUCTION:Today organizations are all talking in terms of competence. Gone are the days whenpeople used to talk in terms of skill sets, which would make their organizationscompetitive. There has been a shift in the focus of the organizations. Now they believe inexcelling and not competing. It is better to build a core competency that will see themthrough crisis. And what other way than to develop the people, for human resource is themost valuable resource any organization has.Organizations of the future will have to rely more on their competent employees than anyother resource. It is a major factor that determines the success of an organization.Competencies are the inner tools for motivating employees, directing systems andprocesses and guiding the business towards common goals that allow the organizations toincrease its value. Competencies provide a common language and method that canintegrate all the major HR functions and services like Recruitment, Training,performance management, Remuneration, Performance appraisal, Career and successionplanning and integrated Human resource management system.Over the past 10 years, human resource and organizational development professionalshave generated a lot of interest in the notion of competencies as a key element andmeasure of human performance. Competencies are becoming a frequently-used andwritten-about vehicle for organizational applications such as: • Defining the factors for success in jobs (i.e., work) and work roles within the organization • Assessing the current performance and future development needs of persons holding jobs and roles • Mapping succession possibilities for employees within the organization • Assigning compensation grades and levels to particular jobs and roles • Selecting applicants for open positions, using competency-based interviewing techniquesCompetencies include the collection of success factors necessary for achieving importantresults in a specific job or work role in a particular organization. Success factors arecombinations of knowledge, skills, and attributes (more historically called “KSA’s”) thatare described in terms of specific behaviors, and are demonstrated by superior performersin those jobs or work roles. Attributes include: personal characteristics, traits, motives,values or ways of thinking that impact an individual’s behavior. Projectsformba.blospot.com 1
  • Projectsformba.blospot.com1.1 WHAT IS COMPETENCY?Any underlying characteristic required for performing a given task, activity or rolesuccessfully can be considered as competency. Competency may take the followingforms:KnowledgeAttitudeSkillOther characteristics of an individual includingMotivesValuesTraitsSelf ConceptCompetency includes observable behavior as well as aptitudes, skill and knowledge.It can be compared with an iceberg as shown in the figure below:FIGURE: A Projectsformba.blospot.com 2
  • Projectsformba.blospot.com The Behavioral Iceberg Observable Behavior Aptitudes Competenci Attitudes / Traits es Skills Knowledge 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” • 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. • RANKIN (2002):“Competencies are definition of skills and behaviors that organizations expect their staff to practice in work.” • MANSFIELD (1997):“Underlying characteristics of a person that results in effective a superior performance.” Projectsformba.blospot.com 3
  • Projectsformba.blospot.com • WOODRUFFE (1991): Competency: A person- related concept that refers to the dimensions of behavior lyingbehind 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. • ALBANESE(1989) : Competencies are personal characteristics that contribute to effective managerial performance. • HAYES(1979) :Competencies are generic knowledge motive, trait, social role or a skill of a person linkedto superior performance on the job . BEHAVIOUR INDICATOR: A Competency is described in terms of key behaviors that enable recognition of thatcompetency at the work place. These behaviors are demonstrated by excellent performers on-the-job much moreconsistently than average or poor performers. These characteristics generally follow the80-20 rule in that they include the key behaviors that primarily drive excellentperformance.FIGURE B: Projectsformba.blospot.com 4
  • Projectsformba.blospot.com KNOWLEDGE Relates to information Cognitive Domain Set of Attribute Relates to SKILLS qualitative Relates to the aspects ability to do, Physical personal domain Characteristics or traits COMPETENCY Outstanding Performance of tasks or activitiesCOMPETENCY – BROAD CATRGORIES • 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 • Threshold or Performance: Projectsformba.blospot.com 5
  • Projectsformba.blospot.com 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 tend 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 .1.2 MEANING AND CONCEPT OF COMPETENCY MAPPINGIt is a process of identification of the competencies required to perform successfully agive job or role or a set tasks at a given point of time. It consists of breaking a given roleor job into its constituent’s task or activities and identifying the competencies (Technical,managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed toperform 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 given jobs, departments, organizations, or industries that are part of the individual’s current career plan. Projectsformba.blospot.com 6
  • Projectsformba.blospot.com • 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 • 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 includethe 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 immediatesuperiors and other heads of the concerned department:Step9: Preparation of competency dictionary:Step 10: Mapping of competenciesCOMPETENCY MODEL:.The roots of competency modeling date as far back as the early 1900’s but these modelshave become widely popular these days. A competency model is an organizingframework that lists the competencies required for effective performance in a specificjob, job family (e.g., group of related jobs), organization, function, or process. Individualcompetencies are organized into competency models to enable people in an organizationor profession to understand, discuss, and apply the competencies to workforceperformance. Projectsformba.blospot.com 7
  • Projectsformba.blospot.comThe competencies in a model may be organized in a variety of formats. No one approachis inherently best; organizational needs will determine the optimal framework. Acommon approach is to identify several competencies that are essential for all employeesand then identify several additional categories of competencies that apply only to specificsubgroups. Some competency models are organized according to the type of competency,such as leadership, personal effectiveness, or technical capacity. Other models mayemploy a framework based on job level, with a basic set of competencies for a given jobfamily and additional competencies added cumulatively for each higher job level withinthe 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 • 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. Projectsformba.blospot.com 8
  • Projectsformba.blospot.com • 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 persons 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 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 improvementCompetency 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. • Competency based Development Projectsformba.blospot.com 9
  • Projectsformba.blospot.com 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 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 MANAGEMEN1.3 ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS ANDSUCCESSION PLANNING.The effectiveness of the training function is heavily dependent upon effectiveness ofprocesses used to identifying training needs. This is the first critical step on the road tocompetence development and performance enhancement.An inadequacy at this stage cascades to all the subsequent training processes. Projectsformba.blospot.com 10
  • Projectsformba.blospot.comTRANINING LEADING TO SUCCESSION PLANNING:DEFINITION:As a general definition, “Succession Planning” is the process of preparing to hand overcontrol. Specifically, business succession planning is the process of preparing to handover control of the business to others in a way that is the least disruptive to the business’soperations 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 advancementSource: Roth well, William J., EffectiveWHY 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 effortsSUCCESSION PLANNING is a process whereby an organization ensures that employeesare recruited and developed to fill each key role within the company. The successionplanning process, develop the knowledge, skills, and abilities of superior employees andprepare them for advancement or promotion into ever more challenging roles.COMPETENCY BASED SUCCESSION PLANNING AT MMTC. Projectsformba.blospot.com 11
  • Projectsformba.blospot.comThrough the succession planning process, MMTC try to retain superior employeesbecause they appreciate the time, attention, and development that the organization isinvesting in them. To effectively do succession planning in the organization, one mustidentify the skills, knowledge and abilities of employees at various levels. Afteridentifying it is mapped by the process called Competency Mapping. In this process thegaps are determined between the existing and required performance of the employees.After identifying the the gaps the superior employees are identified. These are the oneswho are further trained for higher job positions. Projectsformba.blospot.com 12
  • Projectsformba.blospot.comCHAPTER 2REVIEW OF RELATED LITERATURE:2.1 THE ROOTS OF COMPETENCY APPROACH:Michael Crozier shocked the management community by defining the organization asimperfect social compromises .Far from being scientific constructs he depicted a complexorganization as a reflection of its actual degree of competency.Despite a growing interest of competency among mangers and human resourceprofessionals in recent years, the modern competency movement in industrial-organizational 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) mightbe 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 toolfor use in the design of organizational components. Trochims technique differssignificantly from Novaks original school of thought. While Novaks maps are generatedfor an individual, Trochims are generated by a group.2.2 HISTORY OF COMPETENCIES:John Flanagan (1954)A seminal article published by John Flanagan in 1954 established Critical IncidentsTechnique as a precursor to the key methodology used in rigorous competency studies.Based on studies of US Air Force pilot performance, Flanagan concluded that “theprinciple objective of job analysis procedures should be the determination of criticalrequirements. These requirements include those which have been demonstrated to havemade the difference between success and failure in carrying out an important part of thejob assigned in a significant number of instances”. From here, critical incidentstechnique was originally discovered.Critical incidents itself can be defined as a set of procedures for systematicallyidentifying behaviors that contribute to success or failure of individuals or organizationsin specific situations.Flanagan’s work, while not strictly about competencies, was important because it laid thefoundation for a new approach to examining what people do. In a later form, the critical Projectsformba.blospot.com 13
  • Projectsformba.blospot.comincidents technique would resurface to focus around significant behavioral events thatdistinguish between exemplary and fully-successful performers.It is Flanagan’s critical incidents technique that sixteen years later inspires DavidMcClelland to discover and develop the term of “competency”.Benjamin Bloom (USA) In mid fifties BENJAMIN laid the foundation for identifying educational objectives bydefining KSA, s needed to be developed in education. The educational objectivesdeveloped 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 severalnew dimensions of the competency. These competencies exposed by Mc .Cleland dealtwith effective domain in Bloom’s terminology.Richard Boyatzis.Richard Boyatzis wrote the first empirically-based and fully-researched book oncompetency model developments. It was with Boyatzis that job competency came towidely understood to mean an underlying characteristic of a person that leads or causessuperior or effective performance. Boyatzis was explicit in describing the importance ofclearly-defined competency as reflected in specific behavior and clearly definedperformance outcomes when he wrote that “the important points is that specific actionscause, or lead to, the specified results. Certain characteristics or abilities of the personenable him or her to demonstrate the appropriate specific actions”(Boyatzis, 1982, p. 12).As founding developer of competency modeling in the United States, Boyatzis groundedcompetency interventions on documented behavioral indicators that caused or influencedeffective job performance. Boyatzis, like Flanagan, stressed the importance of systematicanalysis in collecting and analyzing examples of the actual performance of individualsdoing the work. The method for documenting the actual performance was collectedthrough the behavioral event interview (BEI), an intensive face-to-face interview thatinvolves soliciting critical incidents from performers and documenting what theperformers thinking and doing during the incidents (BEI technique will be explainedfurther in Appendix section). Projectsformba.blospot.com 14
  • Projectsformba.blospot.comCHAPTER 3INTRODUCTION 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 SectorEnterprise to be accorded the status of "FIVE STAR EXPORT HOUSE" by Govt.OfIndia for long standing contribution to exports. MMTC is the largest non-oil importer inIndia.MMTCs diverse trade activities encompass Third Country Trade, Joint Ventures, andLink Deals - all modern day tools of international trading.Its vast international trade network, which includes a wholly owned internationalsubsidiary in Singapore, spans almost in all countries in Asia, Europe, Africa, Oceaniaand Americas, giving MMTC global market coverage.CORPORATE MISSION:As the largest trading company of India and a major trading company of Asia, MMTCaims at improving its position further by achieving sustainable and viable growth ratethrough excellence in all its activities, generating optimum profits through totalsatisfaction 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. Projectsformba.blospot.com 15
  • Projectsformba.blospot.com 7.) To upgrade employee skills for achieving higher productivity.BUSINESS OF MMTC:India’s leading exporter of Minerals:MMTC is major global player in the minerals trade and is the single largest exporter ofminerals from India. With its comprehensive infrastructural expertise to handle minerals,the company provides full logistic support from procurement, quality control toguaranteed timely deliveries of minerals from different ports, through a wide network ofregional and port offices in India, as well as international subsidiary.MMTC has won the top export award from Chemicals and Allied Products ExportPromotion Council (CAPEXIL) as the largest exporter of minerals from India for thesixteenth year in a row.One of the world’s largest buyers of Fertilizers:As a leading player in fertilizers and fertilizer raw material, MMTC has become a majorfertilizer marketing company in India, through planned forward integration of its importactivities with the direct marketing of Urea, DAP, MOP Sulphur, Rock Phosphate, SSPand 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, handlingabout 100 MT of gold and 500 MT of silver annually. MMTC has opened a retailjewellery showroom at Maker Bhawan in Mumbai. MMTC supplies branded hallmarkedgold and studded jewellery. MMTC has also opened a DUTY FREE jewellery store inthe Departure Lounge at Sahara International Airport, Mumbai, India. An assay andhallmarking unit has been set up at New Delhi for testing the purity of gold and goldarticles in accordance with the internationally accepted fire assay method.Besides organizing major jeweler exhibitions abroad, exclusively, MMTC is keen to setup manufacturing & joint ventures for modern jeweler in association with leading namesin the international jeweler trade as well as marketing.The biggest importer of non ferrous metals and industrial raw material to India:MMTC is Indias largest seller of imported non-ferrous metals viz. copper, aluminum,zinc, lead, tin and nickel. It also sells imported minor metals like magnesium, antimony, Projectsformba.blospot.com 16
  • Projectsformba.blospot.comsilicon and mercury, as also industrial raw materials like asbestos and also steel and itsproducts.Major institutional customers of MMTC in India are accredited with ISO-9002 status.MMTC sources its metals from empanelled suppliers including producers and tradersthroughout the world.MMTC is a proud winner of gold trophy for exports of Engineering and Metallurgicalproduct in non-SSI Sector.Growing interest in Agro Products world wide:MMTC is amongst the leading Indian exporters and importers of agro products. Thecompanys 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 procurementof seeds to the production of de-oiled cakes for export, as well as the production of edibleoil for domestic consumption. It also imports edible oils. MMTC has won the gold trophyfrom 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, marineproducts, chemicals, drugs and pharmaceuticals, processed foods, hydro carbons, coaland coke.An Integrated global trader with bulk handling capabilities:Its comprehensive infrastructure for bulk cargo handling, with well developedarrangements for rail and road transportation, warehousing, port and shipping, operations,gives MMTC complete control over trade logistics, both for exports and imports.The companys countrywide domestic network is spread over 75 regional, sub-regional,port and field offices, warehouses and procurement centers.Social and welfare activities:MMTCs social and welfare activities promote welfare of the employees through variousschemes like sports activities, liberal loan facilities like house building advance,conveyance loan, house hold loan, marriage advance, etc. MMTC also providessubsidized canteen facilities, medical treatment, and residential accommodation in someof the major cities for its employees. MMTC also takes care of employees familiesthrough merit scholarship, tuition fee reimbursement, etc. Projectsformba.blospot.com 17
  • Projectsformba.blospot.comMMTC is committed towards environmental upkeepment through a forestation in themining areas, development of tribal areas and infrastructure development through raillinks, port facilities, etc.HR POLICIES AT MMTCMMTC focuses on fashioning HR policies towards providing more non-monetaryincentives stemming from job satisfaction, diverse learning opportunities and widerexposure to ever-changing global business environment. MMTC Ltd., which is a globaltrading organization and one of Asias leading trading companies, has been the firstcorporate in the public sector to realize the vital role which online trading has come tooccupy in todays global business.HR mantra in MMTC is to provide more and more job enrichment opportunities to all soas to ensure that employees remain motivated to realize their full potential fororganizational goals and self-development. Opportunities are also provided to all toenrich their knowledge base and technical skills through in-house training programmesand through trainings/seminars organized by reputed outside agencies. Human resourcedevelopment in MMTC, therefore, is a continuous exercise compatible with the change inbusiness patterns and technological innovations in an era of diversification and search fornew 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 HRpolicies to meet the above objective. Following are some of the HR policies followed inMMTC. i. In an IT driven culture, computer literacy is imparted to all employees ii. 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. iii. Graduate employees are encouraged to obtain professional qualifications through corporate sponsorships. iv. Through job rotation employees are constantly motivated to acquire knowledge and operational skills in different areas of companys operations. This exercise obviously prepares employees for managing higher positions more competently. v. As an incentive to better performers, merit based promotions are considered. 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.vii. Specialization is encouraged in higher management positions through specialized management development programmes arranged within India and outside India. Projectsformba.blospot.com 18
  • Projectsformba.blospot.com LME training, hedging in metals, global bullion pricing, third country trading, offshore trading, counter-trade mechanism are some of such specialized trainings.viii. General management training programmes for all categories of managers are periodically organized through reputed institutions like IIM, ASCI, IIFT, MDI etc. ix. Periodical training programmes are also organized for the development of SC/ST/ OBC employees and women employees.In short, corporate philosophy at MMTC towards HR is to ensure continuousdevelopment of human resource for fast changing global business through individualfreedom and flexibility.The locations:Its vast international network includes:A fully owned international subsidiary inSingapore- 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, VizagMMTC --- MAJOR DEPARTMENTS: HUMAN RESOURCE DEVELOPMENTHR mantra in MMTC is to provide more and more job enrichment opportunities to all soas to ensure that employees remain motivated to realize their full potential fororganizational goals and self-development. Opportunities are also provided to all toenrich their knowledge base and technical skills through in-house training programmesand through trainings/seminars organized by reputed outside agencies. Human resourcedevelopment in MMTC, therefore, is a continuous exercise compatible with the change inbusiness patterns and technological innovations in an era of diversification and search fornew business opportunitiesDepartment structureDeputy General Manager → Manager → Deputy Manager Projectsformba.blospot.com 19
  • Projectsformba.blospot.comFunctionsThe human resource department at MMTC LIMITED chiefly conducts the training anddevelopment programme for employees. Its chief functions are: • 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 CalendarPERSONNEL DEPARTMENTThe personnel department is one of the most important departments of MMTCLIMITED. It handles multivariate tasks like recruitment, corporate social responsibility,industrial relation, promotions etcDepartment structureDeputy General Manager → Senior Manager → Manager → Deputy ManagerFunctions • Managing the terminal benefits, welfare and creating viable policies in tune with the company Goals. • Managing the process of separation of employees and ensuring their terminal benefits are settled and paid to them in time. • Ensuring Healthy implementation of all welfare schemes for the benefit of employees. • Reviewing the made plans. Projectsformba.blospot.com 20
  • Projectsformba.blospot.com • Recruitment, SC/ST matters. • Recruitment at all levels in MMTC. • Recruitment at senior levels in NINL. • Maintenance of SC/ST/OBC reservations details. • Appointment of Consultants. • Organizational discipline. • Framing of Memorandum, Charge Sheets show Cause Notice. • 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 sub-divisions.Department structureDeputy General Manager → ManagerThe names of the subdivisions of various departments are as follows:1.) Care Taking Cell2.) Purchase and supply of Stationary Departments3.) Printing of Stationary Items3.) Maintenance of office equipments4.) Security5.) Medical6.) Record Room ESTATE DEPARTMENTMMTC has real estate all over India .e.g.: Core1, Jhandewala etc.MMTC has one corporate office, twelve regional offices.Department structureDeputy General manager → Manager → Deputy ManagerOFFICE STRUCTURE Field Office → State regional Office → Regional Office → Corporate Office Projectsformba.blospot.com 21
  • Projectsformba.blospot.comEvery 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 Estatedepartment has its own premises.FUNCTIONSThe chief function of the estate department is maintenance of real assets of theorganization. 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. • Periodical services to external and internal buildings. • Annual budgeting for the department. In 2007 Rs.4 crore was allotted to the department. This year Rs. 12 crore has been proposed. • Monitors the expenditure on the asset utilization. Projectsformba.blospot.com 22
  • Projectsformba.blospot.comCHAPTER 4OBJECTIVE AND RATIONALE OF THE PROJECTRATIONALE OF THE PROJECTCompetency mapping has been done by many organizations. The process becomeschallenging in the absence of job descriptions .As MMTC doesn’t have job descriptionsso the major emphasis was to frame the job descriptions and then map competenciesaccordingly. Hence following objectives were taken-OBJECTIVE:1.) Understand the concept of competency mapping in today’s business environment andits relevance at MMTC2.) 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. Projectsformba.blospot.com 23
  • Projectsformba.blospot.comCHAPTER 5COMPETENCY MAPPING AT MMTC LIMITED5.1 CONCEPT OF COMPETENCY IN MMTCCompetency is a very new concept in MMTC .There was no job descriptions andspecifications in the company. So this project acts as a foundation for the company in itsventure into competency based practices.5.2JOB DESCRIPTIONS AND JOB SPECIFICATIONSWhat is a job?A job is a collection of tasks and responsibilities that an employee is responsible toconduct.What is a job description?Job descriptions are lists of the general tasks, or functions, and responsibilities of aposition. Typically, they also include to whom the position reports, specifications such asthe qualifications needed by the person in the job, salary range for the position, etc. Jobdescriptions are usually developed by conducting a job analysis. Components of job description: • Job • Job title • Job summary • Duties and responsonsibility • Working hours • Work orientation • 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 dutiesand requirements and the relative importance of these duties for a given job. Job Analysisis 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 isconducted of the Job, not the person. While Job Analysis data may be collected from Projectsformba.blospot.com 24
  • Projectsformba.blospot.comincumbents through interviews or questionnaires, the product of the analysis is adescription or specifications of the job, not a description of the person.Purpose of Job AnalysisThe purpose of Job Analysis is to establish and document the job relatedness ofemployment procedures such as training, selection, compensation, and performanceappraisal.Determining training needsJob Analysis can be used in training/"needs assessment" to identify or develop: • 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...)CompensationJob 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: • 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 hiresPerformance reviewJob Analysis can be used in performance review to identify or develop: • goals and objectives • performance standards • evaluation criteria • length of probationary periods Projectsformba.blospot.com 25
  • Projectsformba.blospot.com • duties to be evaluatedA typical method of Job Analysis would be to give the incumbent a simple questionnaireto identify job duties, responsibilities, equipment used, work relationships, and workenvironment. The completed questionnaire would then be used to assist the Job Analystwho would then conduct an interview of the incumbent(s). A draft of the identified jobduties, responsibilities, equipment, relationships, and work environment would bereviewed with the supervisor for accuracy. The Job Analyst would then prepare a jobdescription and/or job specifications.The method that you may use in Job Analysis will depend on practical concerns such astype 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 namely—HR, Estate ,Personnel and Administration..  DGM  Senior Manager  Manager  Deputy manager Projectsformba.blospot.com 26
  • Projectsformba.blospot.com 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 descriptions1.) 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 DGM’s. 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 Manager5.4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT MMTC LimitedThe Steps involved in competency mapping with an end result of job evaluation includethe following:Step 1 : Identify departments for competency profiling: Projectsformba.blospot.com 27
  • Projectsformba.blospot.comHere we have to decide and select the departments within the organization which wewould like to include into our study. It is to be noted that departments should be chosenbased on their criticality and importance to the organization .At MMTC LIMITED thereare number departments. For this project four departments have been considered namelybeing human resource department, personnel department, administration department andestate department.Step 2: Identifying hierarchy within the organization and selection of levels:Study the organization hierarchy across each of the selected departments. For MMTCLIMITED hierarchy. For the purpose of the study here we have selected JuniorManagement (Deputy Manager and Manager) and Middle Management (Sr. Manager andDeputy General Manager.)Step 3: Obtain the job descriptions:For the two levels at every department we obtained each role’s job description and incases where they were not available we conducted a detailed interview to derive a jobdescription.Step 4: Preparation of semi structured interview:As one of the tools for collecting information we prepared a list of questions thatwould make up a semi structured interview. These questions were put forthemployees at the two levels.Step 5: Recording of interview details:The candidate’s answers and opinions were recorded in as much detail as possible forfurther 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 togenerate a list of skills observed for the job. Thereon a list of identified competencies wasdrawn for each interviewed candidate.Step 7: Indicate proficiency levels:Taking one competency level at a time different proficiency levels were indicated. Forthe project five levels of proficiency were defined for every competency. Eachproficiency level was defined in term of behavioral indicators.Step 8: Validate identified competencies and proficiency levels with immediatesuperiors and other heads of the concerned department:Competency definitions were confirmed with respective Head Of Department’s and therequired proficiency levels of each competency that is ideal for each role was obtainedfrom them. Missing competencies were located Projectsformba.blospot.com 28
  • Projectsformba.blospot.comStep9: Preparation of competency dictionary:A competency dictionary defining competencies and corresponding proficiency levelsfor each level across all departments was prepared.Step 10: Mapping of competencies:Mapping of competencies of selected employees against the competency dictionary asper their employee level and department was done. Here an employee’s actualproficiency level of a particular competency was mapped against the target proficiencylevel. Projectsformba.blospot.com 29
  • Projectsformba.blospot.com5.5 COMPETENCY DICTIONARY1.) BUSINESS AWARENESS: Definition: Understanding and utilizing economic, financial, and industry data toaccurately diagnose business strengths and weaknesses, identifying key issues, anddeveloping strategies and plans. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Able to Financial Knowledge of Overview of Understandingcontinually acumen.(accurate company business. the Industryidentify and knowledge about products.explore the financialbusiness resources.)opportunitiesand needs. 2.) BUDGET MANAGEMENT: Definition: Understanding of the available resources and utilizing them in the bestpossible manner by remaining within the amount allotted to do a particular task. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Has the basic Ability to Capable of Ability to Ability ofunderstanding assess the framing utilize the utilize theof expenditures necessary budgets. amount allotted limitedand revenues of expenditures. to the resources in anthe department. department as optimum planned. manner. Projectsformba.blospot.com 30
  • Projectsformba.blospot.com 3.) CHANGE ORIENTATION: Definition: The ability to manage and accept changes.LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Demonstrates Involves Reshapes the Generates Ability tocapacity to employee in team to deal innovations and supportidentify initiating and with challenges creative ideas innovation andchanges. implementing created by which assist in creativity by changes. changes. progressing. encouraging The change staff to accept process. and resolve changes. 4.) COMMUNICATION:Definition: Clearly conveying information and ideas through a variety of media toindividuals or groups in a manner that engages the audience and helps them understandand retain the message. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Listening and Speak Is able to Is able to read, UnderstandsInterpretation, confidently,gives provide write, speak the reasonsestablishing clear direct and information in and follow behind otherrapport, specific desired instructions in people’sunderstanding message. manner. Is able order to thoughts andneeds. to perform his concerns. Uses communicate role. this ideas. understanding to predict and prepare for others reactions. Projectsformba.blospot.com 31
  • Projectsformba.blospot.com 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 5Builds Encourages and Develops Creates team Able toeffectively team supports information- effectiveness facilitate thewithin a colleagues to sharing using people flow of workfunction/ achieve goals. networks skills. for a process.country. 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 5Ability to Keep a check Ability to Ability to Ability toexercise on the working allocate exercise control convince otherspowers. system. decision without on a particular making compelling course of authority or employees thus action. task avoiding responsibility to employee others dissent. Projectsformba.blospot.com 32
  • Projectsformba.blospot.com 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 Is capable of Takes proactive Is able to give Takes decisions and ability to understanding decisions and opinions when mutually based use effective of various calculate risk collective on the facts. approaches for scenarios for involved. Is decisions are Accepts choosing a effective committed to required. delegated course of decision decisions. authority and action or decision acts with developing making. span of control. appropriate solutions. 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 5The desire and Is able to make Assess Implement Has thecapacity to an objective employee development knowledge offoster and assessment of training needs programs to developmentdevelopment of individual’s against set support staffs in procedures.members of his performance goals. achievingor her team. performance goals. Projectsformba.blospot.com 33
  • Projectsformba.blospot.com 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 5Takes initiative Challenges the Voice ideas on Able to take Continuouslyto try out new status quo and business issues prompt action suggestsideas at his suggest new without to accomplish innovativework place to ways to prompting, objectives. changes andimprove improve the adopts changes can translate theprocess. current system. in work place. innovative ideas into concrete changes. 10.) INTERPERSONAL SKILLS: Definition: Develop effective relationships with others. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Ability to Open and Can establish a Shares Cooperatesdevelop and honest in his rapport wide expertise in with the team,maintain communication. range .Coaches achieving team get along witheffective and support goals. Can the people.relationships team. bring people inwith others in achieving teamorder to and resolvingencourage and conflict arisingsupport within.communicationand teamwork. Projectsformba.blospot.com 34
  • Projectsformba.blospot.com 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 5Knows what Uses a wide Use existing Develop Collect the rightinformation is variety of information and systems to information forneeded and networks to resources to its organize and the right time.whom to collect maximum improve theapproach. information on advantage. quality of key issues. information and data collection. 12.)LEADERSHIP: Definition: Leadership is an interpersonal influence directed towards theachievement of a goal or goals. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Recognizes Clear about Assigns Takes Foresee theconflicts and who should be responsibility to advantage of conflicts andacts given which different people most tries toaccordingly. tasks? according to opportunities, minimize theSenses the need Coaches people their capability could do more same before itto assign duties when required and sets to leverage arises, thusto people and and open to deadlines for them through takes necessarydelegating. give advice the same. others. steps. when asked. Projectsformba.blospot.com 35
  • Projectsformba.blospot.com 13.)MOTIVATION: Definition: Motivation is a desire to achieve a goal, combined with the energy towork towards that goal. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Encourages the Creates and Finds out what To guide. Keepsemployees maintains a motivates employee wellwhenever positive employees and informed.required. environment. tries to provide it. 14.)PLANNING AND ORGANIZING:Definition: Establishing courses of action for self and others to ensure that work iscompleted efficiently. LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Diaries Meets Able to assist Is effective in Ability ofappointments deadlines, other team planning the arrange andand keeps to delivers work members where best balance of assign work tothem on time. on time without necessary to resources use resourcesCan prioritize sacrificing formulate including efficiently.tasks and quality. objectives. human,recognize the Is a positive Accountable for financial anddifference influence on the preparation and technological tobetween urgent use of time in- delivery of meet goals.and important group meetings plans for antasks. - helps maintain activity or focus. project undertaken by a work group or team. Projectsformba.blospot.com 36
  • Projectsformba.blospot.com 15.)PROBLEM SOLVING:Definition: Processes problems into solutions and new opportunities.LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Ability to Determine Work actively Ability to Identifies andidentify possible to resolve the handle educates othersproblems. solutions. issues. outcomes to focus on arising out of causes, not the solutions symptoms, of suggested and problems and implemented works co operatively to seek solutions. 16.)RETENTION: Definition: Employee retention is a process in which the employees are encouragedto remain with the organization for the maximum period of time or until the completionof the project.LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Has a basic Able to Ability to Takes actions Create a feelingunderstanding understand develop plans and implements of recognitionof employee reasons for to reduce plans to check among theturnover. employee attrition. attritions employees. turnover. Projectsformba.blospot.com 37
  • Projectsformba.blospot.com 17.)RECORD KEEPING: Definition: Ability to handle documentsLEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Has a basic Ability to make Can interact Ability to Capable ofunderstanding entries. with various interpret the keeping up toof various kinds departments records and date records.of records. and prepare take decisions records accordingly accordingly. 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 5Takes a long Identifies gaps Sets targets, Decides on Takes onterm and and seeks to monitors optimum work challenging butvisionary view overcome them. efficiency and approach. achievableof the direction effectiveness. goals.to be followedin the future. 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 5Has a basic Ability to Ability to Ability to select Can interactknowledge of recognize skills screen the right with variousselection and talents candidates and candidate for universities andprocedures around. conduct the suggest interview. organization. recruitment trips. Projectsformba.blospot.com 38
  • Projectsformba.blospot.com20.) TEAM MANAGEMENT: Definition: Actively participating as a member of a team to move the team towardthe completion of goals.LEVELS:LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5Participates Takes in charge Takes action Uses strategies Communicateswillingly with of managing outside daily to promote informationthe team by the whole work routine to team about thedoing his/her business and build effectiveness business toshare of the completing it at commitment to across the managementteams work. the right time. the team as a business such and employees.Works well focus. Models as providing Activelywithin the team teamwork in information to organizesenvironment to own behavior. other areas of activities aimedestablish the organization at building teamconstructive to help make spiritideas or decisionssolutions that collaborativelymeet and sharingorganizational resources toobjective. solve mutual problems. 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 5Performing Working with Demonstrating Working with Possession ofoffice task. and data and technical or computer knowledge, numbers. professional technology, to understanding working with expertise to at use computer and expertise to the computer as a technology to carry out the professional ensure a high work and technical level of effectively. resource to he efficiency in organization. accomplishing work. Projectsformba.blospot.com 39
  • Projectsformba.blospot.com CHAPTER 6RESEARCH METHODOLOGY :RESEARCH DESIGN : “Descriptive Research” SAMPLE SIZE : department Deputy Manager Senior manager Deputy general manager 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. Projectsformba.blospot.com 40
  • Projectsformba.blospot.com DATA ANALYSIS: SCALE:• 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• Chart 1: RADAR CHARTRadar charts are usually used to compare performance of different entities on a same setof axes. A radar chart graphically shows the size of the gaps among five to tenorganizational performance areas. The chart displays the important categories ofperformance and makes visible concentrations of strengths and weaknesses. A radarchart 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 particularjob position. Present: the competency level that exists in the organization Requirement: The competency levels that is required for a particular job positionExample: COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION) TEAM WORK 6 4 INTERPERSONAL 2 COMMUNICATION PRESENT 0 REQUIREMENT INFORMATION MANAGEMENT INITIATIVE• Chart no.2: CORE- SUPPORTING COMPETENCY CHART• This chart shows the critical and the supporting competencies required at a particular job position at MMTC LIMITED. Projectsformba.blospot.com 41
  • Projectsformba.blospot.comCORE: These are competencies that are essentially required to perform a particular jobfunction.SUPPORTING: These are the competencies which facilitate the core competency• Chart no.3: Competency Assessment Chart:• 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 : MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : HUMAN RESOURCE competency assesment of general skills(Human Resource) TEAMWORK 6 4 INFORMATION 2 COMMUNICATION MANAGEMENT Present 0 Requirement INITIATIVE INTERPERSONAL1.2 JOB TITLE : MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : PERSONNEL Projectsformba.blospot.com 42
  • Projectsformba.blospot.com competency assessment of general skills (PERSONNEL) TEAM WORK 5 4 3 2 INTERPERSONAL COMMUNICATION 1 present 0 requirement INFORMATION MANAGEMENT INITIATIVE1.3JOB TITLE : MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : ADMINISTRATION COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION) TEAM WORK 6 4 INTERPERSONAL 2 COMMUNICATION PRESENT 0 REQUIREMENT INFORMATION MANAGEMENT INITIATIVE1.4 JOB TITLE : MANAGER COMPETENCY TYPE : GENERAL Projectsformba.blospot.com 43
  • Projectsformba.blospot.com DEPARTMENT :ESTATE Com petency assessm ESTATE DEPARTMENT : ent of general skills(Estate) TEAMWORK 6 4INFORMATION MANAGEMENT 2 COMMUNICATION Present 0 Requirement INITIATIVE INTERPERSONAL 1.5 JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : ESTATE COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ESTATE) RECORD KEEPING 6 4 BUSINESS AWARENESS 2 BUDGET MANAGEMENT PRESENT 0 REQUIREMENT PROBLEM SOLVING TECHNICAL 1.6 JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : ADMINISTRATION Projectsformba.blospot.com 44
  • Projectsformba.blospot.com COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ADMINISTRATION) RECORD KEEPING 6 4 CONTROLLING 2 PLANNING AND ORGANIZING PRESENT 0 REQUIREMENT PROBLEM SOLVING TECHNICAL SKILLS1.7 JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : PERSONNEL competency assessment of functional skills (Personnel) BUSINESS AWARENESS 5 4 3 2 COMMUNICATION BUDGET MANAGEMENT 1 0 present Requirement SELECTION RETENTION1.8 JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : HUMAN RESOURCE Projectsformba.blospot.com 45
  • Projectsformba.blospot.com competency assessment of functional skills(Human Resource STRATEGIC ORIENTATION 6 4CHANGE ORIENTATION 2 PLANNING AND ORGANISING 0 Present Requirement PERFORMANCE MOTIVATION IMPROVEMENT1.9 JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT :PERSONNEL competency assessment of general skills (Personnel) LEADERSHIP 6 4 STRATEGIC ORIENTATION 2 TEAM MANAGEMENT present 0 REQUIREMENT DECISION MAKING INTERPERSONAL1.10 JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : HUMAN RESOURCE Projectsformba.blospot.com 46
  • Projectsformba.blospot.com competency assessment of general skills(Human Resource) LEADERSHIP 6 4STRATEGIC ORIENTATION 2 TEAM MANAGEMENT Present 0 Requirement DECISION MAKING INTERPERSONAL 1.11 JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : ESTATE competency as s es s ment of gener al s ki l l s (Es t at e) LEA D ER SHIP 6 4 2 TEA M MA NA GEMENT pr es ent R equi r ement 0 STR A TEGIC OR IENTA TION INTER PER SONA L 1.12 JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : GENERAL DEPARTMENT : ADMINISTRATION Projectsformba.blospot.com 47
  • Projectsformba.blospot.com Competency assessment of general skills(Administration) LEADERSHIP 6 4 STRATEGIC 2 TEAM MANGEMANT ORIENTATION present 0 REQUIREMENT DECISION MAKING INTERPERSONAL1.13 JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : PERSONNEL competency assessment of functional skills (Personnel) BUSINESS AWARENESS 5 4 3 2 COMMUNICATION BUDGET MANAGEMENT 1 0 present Requirement SELECTION RETENTION1.14 JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : HUMAN RESOURCE Projectsformba.blospot.com 48
  • Projectsformba.blospot.com com petency assessm ent of functional skills(Hum an Resource) PLANNING AND ORGANISING 6 4 DEVELOPING OTHERS 2 MOTIVATION Present 0 Requirem ent BUSINESS AWARENESS COMMUNICATION1.15: JOB TITLE : DEPUTY GENERAL MANAGER COMPETENCY TYPE : FUNCTIONAL DEPARTMENT : ADMINISTRATION competency assessment of functional skills (Administration) TECHNICAL 6 4 PLANNING AND 2 INITIATIVE ORGANISING 0 present requirement CONTROLLING BUDGET MANAGEMENT1.16JOB TITLE : DEPUTY GENERAL MANAGER Projectsformba.blospot.com 49
  • Projectsformba.blospot.comCOMPETENCY TYPE : FUNCTIONALDEPARTMENT : ESTATE competency assessment of functional skills (Estate) BUSINESS AWARENESS 5 4 3 PLANNING AND 2 COORDINATION ORGANIZING 1 present 0 requirement BUDGET MANAGEMENT TECHNICALCHAPTER 7 Projectsformba.blospot.com 50
  • Projectsformba.blospot.comRESEARCH FINDINGSThe 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.CHAPTER 8SUMMARY AND CONCLUSION Projectsformba.blospot.com 51
  • Projectsformba.blospot.comIn the present chapter investigator would like to give a summary and conclusions of theobtained 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 departments3.) Develop a competency dictionary4.) Establish proficiency levels required for each competency identified for a particularposition.5.) To develop a competency model as applicable for the various managerial positions atMMTC6.) To prepare the employees for succession plan by improving their KPA’s throughproper training.For framing job descriptions and specifications data was obtained from employees withthe help of carefully structured forms. After obtaining the data from the sample ofemployees, the data was carefully analyzed and job descriptions and specifications wereframed.After framing the job description and specification a competency framework wasdeveloped for each job position under study .There were 10 competencies for each jobposition. Out of these 10 competencies 5 were the general competencies that wascommon to all the four departments (Human Resource Development, Estate, Personneland Administration) and 5 were the functional competencies which was departmentspecific. A five point scale was developed to rate the competencies and determine thelevels.It was found that training is required in all the four departments at every level. The detailsabout the people who require training is given in the following chart.PEOPLE WHO REQUIRE TRAINING IN GENERAL SKILLS: Projectsformba.blospot.com 52
  • Projectsformba.blospot.comDEPARTMENT LEVELS COMPETENCY COMPETENCY NAME TYPE  Deputy General General  InterpersonalPERSONNEL Manger/Senior Manager  Deputy  Strategic Manager/Manager Orientation  Team Management  LeadershipHUMAN RESOURCE  Deputy General General  Team WorkDEVELOPMENT Manger/Senior  Initiative Manager  Deputy  Interpersonal Manager/Manager  Strategic Orientation  Deputy General General  Team WorkADMINISTRATION Manger/Senior  Communication Manager  Deputy  Team manager/Manager Management  Deputy General General  InformationESTATE Manager/Senior Management Manager  Initiative  Deputy  Leadership Manager/Manager  Team Management  Interpersonal  Decision Making  Strategic Orientation Projectsformba.blospot.com 53
  • Projectsformba.blospot.comPEOPLE WHO REQUIRE TRAINING IN FUNCTIONAL SKIILS:DEPARTMENT LEVELS COMPETENCY COMPETENCY TYPE NAME  Deputy General Functional  SelectionPERSONNEL Manger/Senior Manager  Deputy  Retention Manager/ManagerHUMAN RESOURCE  Deputy General Functional  Planning andDEVELOPMENT Manger/Senior Organizing Manager  Communicatio n  Business Awareness  Deputy  Planning And Manager/Manager Organizing  Performance Improvement  Motivation  Change Orientation  Deputy General Functional  Planning andADMINISTRATION Manger/Senior Organizing Manager  Controlling  Problem  Deputy Solving manager/Manager  Planning and Organizing  Record Keeping  Controlling  Deputy General Functional  CoordinationESTATE Manager/Senior Manager  Deputy Manager/Manager Projectsformba.blospot.com 54
  • Projectsformba.blospot.comRecommended Direction For Future Research In Competency MappingIt would be useful to direct future research on the following lines: • Attempt to overcome the limitations based on a Job-Organization-Environment 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. • Objectively assigning priorities (or weights) to various impacting behaviors of a competency based organization finger print. • Balancing weights to be given to current and future focused competencies in different environmental contexts.BIBLIOGRAPHY Projectsformba.blospot.com 55
  • Projectsformba.blospot.comREFERENCESINTERNETSearch engines GOOLGE and YAHOO.WORKSHOP:A workshop on Competency Mapping held at MMTC Limited conducted by Mr.R.K.Mohanty (Consultant)BOOKSCompetency Mapping Education Kit module 3 and 4-T V RaoHandbook Of Competency Mapping - Seema Sangi Projectsformba.blospot.com 56