The document provides information on the TVS Group established in 1961 including its companies, milestones, history, plants, employees, manufacturing, customers, vision, mission, parts manufactured, and quality certificates. It discusses Sundaram Clayton Ltd which was established in 1968 as part of the TVS Group. The company has three plants in Chennai and Hosur and manufactures aluminum castings for automotive and motorcycle companies. It aims to be the most admired supplier of light alloy castings and a profitable, socially responsible organization.

3. ESTABLISHED IN 1961 BY TV Sundaram Iyengar

4. 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

5. 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

6. 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 two
wheelers.
CUSTOMERS:
BMW, Cummins Group, Delphi-TVS, Ford, Honda, Hyundai ,Nokia Siemens Networks,
TATA Motors, TVS Motors and Volvo Group.

7. 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 cooler
cover assembly ,filtration module casting, turbocharger, compressor cover assembly ,charge
air pipe, intake manifold, cover coolant duct etc for truck segment.
Oil pan, chain case, cylinder head cover, adaptor oil filter, fuel pump housing, fork
gearshift, starter housing , A/C Compressor housing etc for automotive segment; crank case,
cylinder head, cylinder barrel, wheel hub etc for powered two wheelers and brake
equipment valve bodies.
DEPARTMENT IN SCL:
Finance
Die design
Personnel
Production
Purchase
Marketing
HR

8. QUALITY CERTIFICATE:
TS16949 and OHSAS 18001
SCL can produce castings ranging from 0.25Kg to 25Kg in PDC, from 0.25Kg to 24Kg in
GDC, and from 2.5Kg to 18Kg in LPDC.
PERSONAL DEPARTMENT:
M/S Sundaram-Clayton Limited,
Padi,
Chennai - 600 050,
India.
E-Mail : careers@scl.co.in

9. Employees today are the most important and biggest asset of any organization.
employees are the people responsible behind the running of the organization and helping
the management in securing a position in the business market.Organizations seeking to
establish a highly effective and efficient workforce must develop a competency mapping technique, but
research suggests that most of the organizations fail to recognize the competencies of the employees
and utilize them efficiently thus disabling the employees to work at their best. The aim of this survey is
to find out, “competency level of the employees”, and to provide various suggestions in order to
enrich the present level of performance of the employees.
When organizations recognize that people are truly their most valuable resource, then
one of the roles they accept is helping employees manage their careers. Competency mapping is an
important resource in this environment, and is adjunct to knowledge management and other
organizational initiatives.
Competency mapping process is designed to consistently measure and assess
individuals and group performance as it relates to the expectations of the organization and its
customers. It is used to identify key attributes (knowledge, skills, and behaviour attributes) that are
required to perform effectively in a job classification or an identified process. Competency Mapping
just a poses two sets of data. One set is based on organizational workflow and processes. It starts with
the clear articulation or workflow and processes including and quantity requirements, inputs and
outputs, decision criteria, and most important, internal and external customer requirements. For each
step in each process, specific performance requirements are identified with all associated metrics and
expectations. The other set of data is based on individual and performance capabilities. It is collected
through the utilization of a variety of assessment tools and procedures (which may include a robust
360-degree feedback process) to assess the extent to which individuals and groups can consistently
demonstrate over time the competencies required to meet the expectations.
Where the output from the organizational maps meets the individual and group
performance capabilities, an overall trend line is created that identified where in the process specific
developmental opportunities exists, and with what specific population

10. COMPETENCY MAPPING
MOTIVE
SKILL
ATTITUDE
KNOWLEDGE

11. 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.

12. 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 help
them
deliver better to customers
 Address organizational / business needs
* High performance
* Expectation management on career and
promotions
* Higher productivity with improved skills

13. Competencies are based on
Knowledge:-Information accumulated in a particular
area of expertise (e.g., accounting, selling, servicing,
management)
Skills:- the demonstration of expertise (e.g., the
ability to make effective presentations, or to negotiate
successfully)
Motive:- recurrent thought driving behaviours(e.g.,
drive for achievement, affiliation)
Attitude:- self-concept, values and self- image
Traits:- a general disposition to behave in certain
ways (e.g., flexibility)

14. Competency Mapping
Forced Ranking Manager 180 /360 –
Assessment centers
(Lower Level) Assessment Degree Assessment
Psychological Testing
(Managers) (Employees, Managers,
BEI
Peers

15.  Behavioral Events Interview
Surveys
Expert Systems
 Job Analysis
 Role Analysis
 Direct Observation

16. Surveys
Advantages
 Quick and cheap collection of sufficient data
for statistical analyses
 A large number of employees can provide
input
 Help build consensus
Disadvantages
 Data are limited to items and concepts included
in the
survey
 It cannot identify new competencies or nuances
of
competency
 Can also be ineffecient

17. Kinds of competencies that can be included in
competency 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.

18. 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.

19. 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 organization
6. To provide the valuable suggestion & improve the existing
competencies in organization.

20. 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

21. 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.

22. 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.

24. 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 800
SAMPLING 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.

25. DATA COLLECTION METHOD:
Survey method
DATACOLLECTION INSTRUMENT:
QUESTIONNAIRE
A questionnaire is reformulated written set of questions to which respondent record
their answers usually within rather closely defined because alternatives. Questionnaire is an
effective way of data collection because here researcher knows what is required and how to
measure the variables of the interest.
TYPE OF DATA:
PRIMARY DATA:
The primary data are those which are collected afresh and for the first time and
thus 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 as
books, magazines, journals, web sources and company records.
STATISTICAL TOOL FOR ANALYSIS:
Percentage method
One by annova
Rank co-relation
Chi square test.