OUTLINE OF TVS GROUP• Lucas – TVS Ltd• Delphi – TVS Ltd• TVS Motor Company Ltd• Brakes India Ltd• Wheels India Ltd• Sundaram Brakers Linings Ltd• Sundaram Clayton Ltd• Lakshmi Auto Components Ltd• TVS Electronics Ltd• TVS Sewing Needles Ltd• Sundaram Textiles Ltd
MILESTONE• 1962-Joint venture with Clayton Dewandre Holdings Plc• 1968-Established Diecasting facility• 1996-Conferred Deming award (Brakes division)• 1998-Awarded Japanese Quality Medal (Brakes division)• 1998-Established plant at Hosur• 2005-Established separate facility for brakes• 2007-Spun-off Brakes division as Wabco-TVS• 2009-Established plant at Mahindra World City, Chennai• 2009-Awarded for TPM Excellence, Category A• 2011-Platinum Award for Asian Manufacturing Excellence by Frost & Sullivan
HISTORY : Sundaram-clayton Limited established in 1968. Turnover in Crs – 500-1000 Crs. Sector- Private Sector It is part of the $5 billion TVS group of companies, the largest automative component manufacturing and distributing group in India. They rich expertise in Die Casting Technology. PLANTS: There are three plants, Two at Chenai (Padi and Chengelpet) Other at Hosur Fourth plant at Oragadam. NO OF EMPLOYEES: More than 1000 MANUFACTUING: Aluminium pressure tight castings for cars, heavy commercial vehicles and twowheelers. CUSTOMERS: BMW, Cummins Group, Delphi-TVS, Ford, Honda, Hyundai ,Nokia Siemens Networks,TATA Motors, TVS Motors and Volvo Group.
VISION: To be the first choice.MISSION: we will be most admired supplier of light alloy machined castings in the global market. we will be a profitable , socially responsible and environment friendly organization.PARTS: Fly wheel, gear housing, clutch housing, filter heads, air connectors, lube oil coolercover assembly ,filtration module casting, turbocharger, compressor cover assembly ,chargeair pipe, intake manifold, cover coolant duct etc for truck segment. Oil pan, chain case, cylinder head cover, adaptor oil filter, fuel pump housing, forkgearshift, starter housing , A/C Compressor housing etc for automotive segment; crank case,cylinder head, cylinder barrel, wheel hub etc for powered two wheelers and brakeequipment valve bodies. DEPARTMENT IN SCL: Finance Die design Personnel Production Purchase Marketing HR
QUALITY CERTIFICATE: TS16949 and OHSAS 18001 SCL can produce castings ranging from 0.25Kg to 25Kg in PDC, from 0.25Kg to 24Kg inGDC, and from 2.5Kg to 18Kg in LPDC.PERSONAL DEPARTMENT:M/S Sundaram-Clayton Limited,Padi,Chennai - 600 050,India.E-Mail : email@example.com
Employees today are the most important and biggest asset of any organization.employees are the people responsible behind the running of the organization and helpingthe management in securing a position in the business market.Organizations seeking toestablish a highly effective and efficient workforce must develop a competency mapping technique, butresearch suggests that most of the organizations fail to recognize the competencies of the employeesand utilize them efficiently thus disabling the employees to work at their best. The aim of this survey isto find out, “competency level of the employees”, and to provide various suggestions in order toenrich the present level of performance of the employees. When organizations recognize that people are truly their most valuable resource, thenone of the roles they accept is helping employees manage their careers. Competency mapping is animportant resource in this environment, and is adjunct to knowledge management and otherorganizational initiatives. Competency mapping process is designed to consistently measure and assessindividuals and group performance as it relates to the expectations of the organization and itscustomers. It is used to identify key attributes (knowledge, skills, and behaviour attributes) that arerequired to perform effectively in a job classification or an identified process. Competency Mappingjust a poses two sets of data. One set is based on organizational workflow and processes. It starts withthe clear articulation or workflow and processes including and quantity requirements, inputs andoutputs, decision criteria, and most important, internal and external customer requirements. For eachstep in each process, specific performance requirements are identified with all associated metrics andexpectations. The other set of data is based on individual and performance capabilities. It is collectedthrough the utilization of a variety of assessment tools and procedures (which may include a robust360-degree feedback process) to assess the extent to which individuals and groups can consistentlydemonstrate over time the competencies required to meet the expectations. Where the output from the organizational maps meets the individual and groupperformance capabilities, an overall trend line is created that identified where in the process specificdevelopmental opportunities exists, and with what specific population
COMPETENCE: Individual capacity of the skills, knowledge, behaviors and performance of the work.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.
Why do we need it? People will have to know their respective * Roles * Key competencies Address employee needs * What am I on skills? * What are the gaps? How to improve on skills? * What is expected of my role? * What are possible future roles? People have to know about competencies which helpthem deliver better to customers Address organizational / business needs * High performance * Expectation management on career andpromotions * Higher productivity with improved skills
Competencies are based onKnowledge:-Information accumulated in a particulararea of expertise (e.g., accounting, selling, servicing,management)Skills:- the demonstration of expertise (e.g., theability to make effective presentations, or to negotiatesuccessfully)Motive:- recurrent thought driving behaviours(e.g.,drive for achievement, affiliation)Attitude:- self-concept, values and self- imageTraits:- a general disposition to behave in certainways (e.g., flexibility)
Behavioral Events InterviewSurveysExpert Systems Job Analysis Role Analysis Direct Observation
Surveys Advantages Quick and cheap collection of sufficient datafor statistical analyses A large number of employees can provideinput Help build consensus Disadvantages Data are limited to items and concepts includedin the survey It cannot identify new competencies or nuancesof competency Can also be ineffecient
Kinds of competencies that can be included incompetency models:• Differentiating competencies - that most differentiate superior performers from mediocre performers. Includes results orientation, influence, and initiative• Threshold competencies- in which a minimum level of proficiency is required for job success, but a higher level of proficiency is not highly correlated with superior performance.• Transformation competencies- at which managers and employees are generally weak, which if improved will most likely to result in improved performance.
Types of competencies: The four types which are normally evaluated:-• Mobilizing innovation and change: - ability to conceptualize, creativity, risk-taking, visioning.• Managing people and task: - coordinating, decision- making, leadership/ influencing others, managing conflict, planning, and organizing.• Communication: - interpersonal relationships, listening to others oral and written communication.• Managing self: - learning new things, time management, personal strategies, problem solving.
PRIMARY OBJECTIVE: A study on employee’s competency mapping in TVS Sundaram -Clayton Ltd, in Padi, Chennai.SECONDARY OBJECTIVES :1. To identify the competency gap that exists between the employee’s current performance level and the expected level of the employees.2. To empower the workmen for enhanced performance of the organization.3. To find out the actual requirement for Leadership skills, Achievement and scheduling skills to perform the job.4. To identify the types of qualities perceived by the Employees.5. To develop and enhance the overall team work performance of the organization6. To provide the valuable suggestion & improve the existing competencies in organization.
NEED FOR THE STUDY• To understand and develop the competency of the employees, this tool competency mapping is used.• To identify roles and list of competencies required to perform each role effectively.• To provide information which helps to give better performance in future• To provide the feedback information about the competency level of the organization
SCOPE OF THE STUDY• To bring changes from current level of performance and bring some advancement in the future• The study highlights the various characteristics of the department and employee’s scoring for them which are highly helpful for the management• To know the training needs of employees to take steps to deal with them effectively.
LIMITATIONS OF THE STUDY • The result of the study is subject to bias and prejudices of the respondents. • The study is not sufficient to cover the entire level of employee due to organizational setup. • The primary data has been question which has the problem of respondents not given factual information.
RESEARCH DESIGN: A Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. A Research design is purely and simply the framework or plan for a study that guides the collection and analysis of the data. It is a blueprint that is followed in completing Research work.RESEARCH TYPE: Descriptive Research: Descriptive Research is adopted in the present research topic Descriptive Research studies are those studies which are concerned with describing the characteristics of a particular individual or group as it is.POPULATION SIZE: More than 800SAMPLING AREA: A Survey is conducted in TVS Sundaram–clayton Ltd in padi, chennai.SAMPLE SIZE: It is not necessary to collect data from the whole universe. A small serve the purpose 100 employees in TVS Sundaram-Clayton ltd ,were selected as the sampling unit for this study.
DATA COLLECTION METHOD: Survey methodDATACOLLECTION INSTRUMENT: QUESTIONNAIRE A questionnaire is reformulated written set of questions to which respondent recordtheir answers usually within rather closely defined because alternatives. Questionnaire is aneffective way of data collection because here researcher knows what is required and how tomeasure the variables of the interest.TYPE OF DATA:PRIMARY DATA: The primary data are those which are collected afresh and for the first time andthus happen to be original in character. The tool used for collecting primary data is a structured questionnaire. SECONDARY DATA: The Secondary Data were collected from the published sources such asbooks, magazines, journals, web sources and company records.STATISTICAL TOOL FOR ANALYSIS: Percentage method One by annova Rank co-relation Chi square test.