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MANAGEMENT THESIS - I
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DECLARATION
T.MANIVEL (7NBPO046)
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Acknowledgement
ACKNOWLEDGEMENT
Content
Chapter No
Title
Page no
Introduction
1.1 Executive Summary
1
1.2
11
12
Objectives
13
1.3 Scope of the study
1.4 Limitations
14
Research Methodology
16
PROFILES
3.1 Company Profile
19
34
51
96
Conclusion
100
Bibliography
102
Annexure
104
List of tables
S.No
Table No
Title
52
54
56
58
60
62
Enhancing competency
development
66
68
10
10
70
through
Page No
training
and
64
11
11
72
12
12
74
13
13
76
14
14
78
15
15
80
16
16
82
17
17
84
18
18
86
19
19
88
20
20
90
21
21
92
22
22
94
List of chart
S.No
Table No
Title
53
55
57
59
61
63
Enhancing competency
development
67
69
10
through
Page No
training
and
65
10
10
71
11
11
73
12
12
75
13
13
77
14
14
79
15
15
81
16
16
83
17
17
85
18
18
87
19
19
89
20
20
91
21
21
93
22
22
95
EXECUTIVE SUMMARY
both Ferrous Castings and Aluminium (Non-Ferrus) Castings. Indo shell also has a well
equipped machine shop for producing various sizes of finished casting parts. More than
500 employees are working in this concern.
The objectives of this study are:
To know about the effectiveness of the knowledge, skills, and abilities which have
direct impact on the success of the employees
To know about the ambiguities in the job and work experience.
To know how competency mapping align behavior with organization strategy and
values which adapt changes
This study is containing both primary and secondary data. The sampling
size of this study is 100. The data for the project from the HR Manager and the
employees of Indo Shell Mould Limited. For interpretation, the study has used Likert
scale method.
The study has found out that the Indo Shell Mould private limited got
benefit out of the Competency model.
12
Chapter 1
Introduction
INTRODUCTION
In this modern competitive world, managers are required to improve the efficiency
and effectiveness of their business operations. As there are several factors that affect
efficiency and effectiveness of operations, the improvement is required to be carried out
in every factor. They are required to bring every factor in synchronization with other
factors. TQM, TPM, BPR and other similar initiatives provide direction to improvement
in business operations.
13
Good managers are generally aware about different qualities a person must
possess to do a job effectively, and they make use of their knowledge to select and train
their subordinates. Competency mapping helps to develop objective system for
recruitments, Promotions, training & development, and performance diagnostics.
HR professionals are entrusted with the responsibility for selection, training and
development, administration,
appraisal and
HR functions entrusted with the responsibility to find right person for every job
and development of the employed person to do the assigned job effectively, have found
competency mapping and assessment as a very effective tool.
PRIMARY OBJECTIVE
To know about the effectiveness of the knowledge, skills, and abilities which have
direct impact on the success of the employees
14
To know how competency mapping align behavior with organization strategy and
values which adapt changes
SECONDARY OBJECTIVE
To know about the concept of competency mapping
To know about the level of awareness about the competency mapping among the
employees
To know about how Indo Shell Mould private limited get benefit out of this
Competency mapping
To know about how the Competency mapping can be used for various purposes
The study is mainly conducted to know about the competency mapping for
the employees in an organization and also about how the organization will get benefit out
of this competency mapping. So by conducting the research at the end we gather more
15
information regarding how the competency instrument will give benefit to both the
employees and the organization. And to find Is they any pitfalls behind that. Through
this we can give necessary suggestion wherever necessary and also to suggest innovative
ideas so that it will prevent the company from future challenges to a greater extent.
LIMITATIONS
16
Chapter 2
Research methodology
RESEARCH METHODOLOGY
Descriptive research method is used for the study of competency mapping as an effective
tool for HR.
17
Well structured questionnaire using ordinal and Likert scale is used to retrieve
data from primary sources backed by interview.
Sampling techniques:-
18
19
Chapter 3
Company profile
20
COMPANY PROFILE
IndoShell Cast Private Limited was started as a small scale unit in the industrial
town of Coimbatore, South India in the year 1973. In 1994, they received the biggest
quality award National Award for Quality Products from the President of India. In
1995, it was promoted as a public limited company. The company has obtained ISO 9002
certification from RWTUV, Germany in 1996. In 1999, they received the Best Vendor
Award from TVS- Suzuki. And also they have received the Quality Award from
Yamaha, Honda motors.
MANAGEMENT:
The firm has been promoted by a team of well-experienced technocrats with
engineering background. Their experience, expertise, professionalism, dynamism and
quality conscious approach have been further enriched technical guidance from their
overseas customers for past two decades.
GROWTH:
Aggressive marketing strategies, World class quality Castings, efficiency and
technical capability have positioned them on a distinct slot today. A significant rise in the
growth charts reflects their consistent, exemplary performance.
Indo shell has extended its marketing operations across the globe. Castings are
exported to various countries in Europe and USA as per customer specifications.
21
FERROUS FOUNDRY
Indo Shell is the Largest Shell Moulded Ferrous Casting manufacturing foundry.
Producing critical Automotive, Hydraulic components with Full machining and Sub
assemblies to Fulfill the highest quality requirements.
Indo Shell Producing components in Grey Cast Iron, Malleable Iron, Compacted
Graphite Iron and Ductile Iron (SG Iron), Austempered Ductile Iron to all national and
International specifications.
Indo Shell making intricate thin walled (min 3.5 mm) water cooled components
for Automotive Application. Indo Shell Producing components with thin, complex
Internal ports with highest degree of as cast Dimensional accuracy for hydraulic
applications.
ALUMINIUM FOUNDRY:
Indo Shell producing Pressure Die Casting, Low Pressure Die Casting and
Gravity Die Casting Aluminium Components for Automotive Applications. Railways
compressor components getting tested for pressure tightness. Producing Aluminium
castings for National, International specifications based on the requirement.
Inhouse Heat Treatment carried out.
Indo Shell Producing extruded aluminium tube/rod machined components.
22
RANGE OF CASTINGS:
High Pressure Die Castings : 60 tons to 600 tons.
Low Pressure Die Castings
tools.
Gravity Die Castings
MACHINING:
Indo Shell having full fledged machining and sub assembly setup for Automotive,
Hydraulic components machining.
Indo Shell Producing extruded aluminium tube/rod machined components.
Horizontal Machining Centres
Vertical Machining Centres
Turning Centres
Turn Mill Centres
Honing Machine
Precidor Honing Machine
Surface Grinding Machines
High Speed SPM drilling Machines
Tig Welding
METROLOGY LABORATORY:
Indoshell Metrology Lab is well equipped to cater to the stringent requirements
of the Quality Management System laid down by ISO 9000 and TS 16949:2002 for
Gauge calibration.
23
We are doing comprehensive calibration services for the range of Gauges and
Instruments in Linear Dimensional measurements. We assure total satisfaction by
accurate and reliable calibration services, traceable to national and International
standards.
We have a team of highly skilled personnel & relevant expertise to undertake
calibration for gauges. Our Laboratories sophisticated Environmental Control System
continuously monitors and maintains strict environmental conditions, which include
floor vibration isolation, Air particle filtrations, and the latest temperature control
technology to maintain 20 +/- 0.5 deg c.
Indo Shell Metrology lab was started in the year 1996. Initially the objective was
to conduct inhouse Instruments, gauges calibration activities to meet ISO 9000
requirement with minimum facilities. Subsequently the companys Business has
expanded in multi folds. The need for expansion arise for the calibration too,
accordingly the lab was shifted to bigger area with centralized Air conditioning.
Additional calibration facilities were added to meet the inhouse calibration demand.
In the year of 2005, company made a major expansion in the Machine shop to
export critical machined components to Europe, USA. Again the need for expansion
arised to meet the precision Gauges, Instruments calibration. Company deliberately
developed a state of art Calibration Laboratory.
The management felt that to improve the quality of the calibration services,
practicing the management system as per ISO/IEC 17025 standard and NABL standards
24
was an essential need. The facilities of Indoshell Metrology Lab partially open for
outside clients.
TOOL ROOM FACILITIES:
Well equipped for making any type of tool, core box and intricate dies.
Makino vertical machining centre - Facilities for tool making using 3 D Solid
modeling Software (Solid Works & Master Cam). Spark erosion & Milling Machines
with Digital read out, lathes & Drilling machines.
We offer full-fledged CAD / CAM Service that includes
Conversion of 2D drawing to 3D Model
Parts Assembly using 3D Model
Intelligent Production Drawing with Easy interpretation of sectional Views
Crystal clear design on complex profile, Multiple angles and fillets
CAM Solution for manufacturing.
PROCESS EQUIPMENT:
Sand coating plant.
Core shooter- Fully automatic machine.
4 Station Semi automatic Moulding machine.
Green sand-Moulding plant.
Medium frequency VIP Dual track Induction melting furnaces.
Pouring Yard.
Monorail shell pouring.
Shot blasting machines.
25
26
A separate laboratory with complete testing facilities has been established for ultimate
quality checks.
o Profile projector
o Tesa microhite height gauge for linear and geometrical dimensional
checking.
o Microscope with image analyzing software for quantitative metalographic
study.
o Endoscope for checking internal core passages with cc camera &
monitor.
o Roughness tester.
o Hardness tester.
o Universal testing machine.
The standard has master instruments linked with National & International standards for
calibration.
The products of Indo shell have been certified for fulfilling all quality parameters and are
covered under ADMERKBLATT WO / TRD from RWTUV Germany.
TRAINING:
The employees of Indo shell undergo vigorous training through programmers
conducted within the campus.
Various steps are taken every employee is quality conscious at every stage with
latest technical know-how & technological advancements. Special emphasis is on
personality development and building healthy co-employee relationship.
PRODUCTS:
27
Automobile Industry
FOR FOUR WHEELERS - TRUCKS/PASSENGER CAR
Cylinder Head
Wheel Cylinder
CVJ Body
Cast flange
Manifold
Crankshaft
Housing Clutch
Piston Outer
Brake Drum
28
Automobile Components
Cylinder Head
Plate Stiffener
Suspension Bracket
CVJ Body
Hydraulic Industry:
29
Home Appliances:
Piston for Refrigerator (Successfully converted to shell from Investment Castings)
Support bracket for Refrigerator Compressor
Swing Lever for Sewing Machines
Total Customer satisfaction through Highest Quality at lowest Cost and Speed in
Delivery.
TPM TARGET
P - Achieve 90% OEE minimum.
Q - Achieve ZERO customer complaint.
C - Reduce conversion cost by 5% annually.
D - Achieve 100% delivery adherence.
S - Maintain ZERO Accident. Aim for ZERO pollution.
P - Achieve 6 suggestions per employee per year.
31
To solve the Quality problems in a scientific way Indo Shell developed 5 Six
Sigma Black Belt Holders. To achieve Rejection reduction, Process variation reduction
various projects are identified on a Continuous basis and problems are solved.
QUALITY ASSURANCE:
"Quality Policy : To Delight the customer by supplying Quality casting
components by means of continuous improvement & Team work."
32
BUSINESS DEVELOPMENT:
CUSTOMER SERVICE
Timely delivery of samples and getting product acceptance for the bulk
production and looking after all the Internal & External Logistics to the customer's
satisfaction.
Handling all the financial transactions, maintaining customer's accounts, quality
issues, timely delivery, product revision and customer's suggestions.
Maintaining "INVENTORY" for the contracted customers to facilitate
continuous and just in time (JIT) deliveries.
33
34
COMPETENCY MAPPING
35
COMPETENCY MAPPING
DEFINITION:Competency for a job can be defined as a set of human attributes that enable an
employee to meet and exceed expectations of his internal as well as external customers
and stakeholders.
HR professionals are entrusted with the responsibility for selection, training and
development, administration, deployments support, performance appraisal and
performance diagnostics of the employees. The most important part of these
responsibilities is assessment of the individuals for their suitability for different
functional tasks, and development of their potential to be effective and excel in assigned
tasks.
HR functions entrusted with the responsibility to find right person for every job
and development of the employed person to do the assigned job effectively, have fount
competency mapping and assessment as a very effective tool.
36
37
Every job position requires different set of competency and hence an excellent
performer in junior position may not necessarily perform to the expectation when
promoted to a senior position. Also an average performer in a junior position may turn
into a star performer when promoted to senior position. Similarly a successful person in
one department may turn out to be unsatisfactory in another department and also a not so
competent person in one department may give excellent results in other department.
Hence departmental shifts and promotion need carful assessment of the
competencies of the person with respect to the required competencies of the new
position.
It is recommended to assess core competencies for the promotion or functional shifts
39
ELEMENTS OF BUSINESS:
External elements:
1. Market
2. Public infrastructure, support facilities and services
1. Technology
2. Plant and machinery
1. Management system
2. Materials
3. Technical manpower
4. Managerial manpower
These elements should be in synch with each other for effective operations.
40
Good managers are generally aware about different qualities a person must
possess to do a job effectively, and they make use of their knowledge to select and train
their subordinates. Organizational psychologists have studied and convert into a
structured and formal process thus making it available for business application.
Competency for any job position at a particular is a unique set and as organization
has many different job positions, managing many such sets is a difficult task. Hence for
the purpose of HR management, the job competency is divided into elemental
competencies.
41
The job factors can be used for different application include job design,
recruitment, training need identification, remuneration scheme design, organization
restructuring, competency mapping etc.
Job factors:
Envisioning
Direction
Organization and planning
42
Resources mobilization
Coordination
Execution
Human interaction
Technology
Creativity
Costs
Value addition
1. Envisioning
Whether developing vision is part of the job under study what is the extent and
coverage of envisioning requirement? The vision may be related to market servicing,
operating arrangement, technology environment, facility planning etc. envisioning is
requirement of leadership and managerial roles.
2. Direction
Whether directing business operation or policy formulation is the responsibility of
the job under study? What is the extended and coverage of direction is requirement of
leadership and managerial roles.
43
8. Technology
44
What is the nature of technological responsibilities for the job? What kind of
technical decisions are required to be made in discharge of the job responsibilities?
9. Creativity
Does the job require generation of implementable option as part of responsibility?
What is the scope to novelty and innovation the job provides?
10. Costs
What is the cost of the job? How much organizational cost the job controls and
influences?
11. Value addition
How much value does the job adds in relation with other jobs?
COMPETENCY FRAMEWORK:
Aspiration management is a continuous process involving appropriate
assessment procedures, feedback to employees and interventions designed to match
opportunities that create career best experiences for the maximum number of
employees.
Managing aspirations begins with assessment at the time of hiring. Skilled
interviewers alone can do justice to the assessment. Often, interviews are focused on
checking technical knowledge, overlooking the candidates aspirations. And sometimes,
unintentionally, interviewers even raise aspiration level by overselling the job and future
prospects without clarifying the stringent standards for fast track promotions.
45
COMPETENCY FRAMEWORK:
S
T
R
TECHNICAL
COMPETENCIES
A
COMPETENCY
FRAMEWORK &
ASSESSMENT
T
E
G
Y
BEHAVIORAL &
LEADERSHIP
COMPETENCIES
ASSESSMENT
& FEEDBACK
REALISTIC
RESETTING OF
ASPIRATIONS
46
COMPETENCY MODEL:
The model has three parts:
1. Sample of competency map.
2. Competency assessment instruments
3. Competency grading guidelines
47
In this method, for assessment they allot roles and responsibilities and then
they will assess the individual.
3. Competency Grading
Every employee has to get maximum level of required competency but it is not
practically applicable. The basic levels are:
Below average (without potential for improvement)
Below average (with potential for improvement)
Average (Generally delivers satisfactory results)
Proficient (Always delivers satisfactory results)
48
would best make use of his or her competencies. If the company does not respond to
competency mapping by reorganizing its employees, then it can be of little short-term
benefit and may actually result in greater unhappiness on the part of individual
employees.
1. Introduction
The facilitator will discuss about the objective of the program and
explain about the concept and practice of competency mapping and assessment.
50
51
5.
53
Chapter 4
Analysis and interpretation
DATA ANALYSIS AND INTERPRETATION
TABLE: 1
AWARENESS OF COMPETENCY MAPPING
NO OF
S.NO
1
2
AWARENESS
Yes
No
Total
RESPONDENTS
80
20
100
54
NO OF
RESPONDENTS (%)
80
20
100
INTERPRETATION:
The above table spells about the respondents having awareness about the
competency mapping. From the above table it is clear that 80% of the respondents are having
awareness about the competency mapping and the remaining 20% of the respondents dont have
awareness about the competency mapping. The awareness can be created through various
programs which can be conducted by the organization.
CHART: 1
55
TABLE: 2
S.NO
1
MODES
Through colleague
5
56
NO OF
NO OF
RESPONDENTS
RESPONDENTS (%)
5
2
3
4
Through Organization
Through Academics
Other Media
Total
90
5
100
90
5
100
INTERPRETATION:
The above table explains about the modes through which the employees know the
competency model. From the above table, it is clear that 5% of the employees know through
their colleagues, 90% of the employees know through the organization and the remaining 5% of
the employees know through the academics.
CHART: 2
57
TABLE: 3
NO OF
58
NO OF
S.NO
1
2
NECESSSITY
Yes
No
Total
RESPONDENTS
93
7
100
RESPONDENTS (%)
93
7
100
INTERPRETATION:
The above table explains about the respondents of necessity of competency
mapping in the present scenario. From the above table, it is clear that 93% of the employees say
that competency mapping is necessary for the organization and the remaining 7% of the
employees says that there is no necessary for having competency mapping in the organization.
At present, all the organization has realized the importance of competency mapping and worked
out that.
CHART: 3
59
TABLE: 4
S.NO
1
ASSESSMENT
Yes
15
60
NO OF
NO OF
RESPONDENTS
RESPONDENTS (%)
15
No
Total
85
100
85
100
INTERPRETATION:
The above table spells about the respondents of assessing competency mapping in
the past. From the above table it is clear that 15% of the respondents have assessed the
competency mapping in the past and the remaining 85% of the respondents didnt assess the
competency mapping in the past. Now the organization has training the employees about the
ways through which they assess their competencies.
CHART: 4
61
TABLE: 5
S.NO
TECHNIQUES
NO OF
62
NO OF
1
2
3
4
During recruitment
Further development need
Succession planning & promotion
Organizational development
Total
RESPONDENTS
9
20
30
41
100
RESPONDENTS (%)
9
20
30
41
100
INTERPRETATION:
The above table explains about the respondents using various techniques for
assessing the competency mapping. From the above table, it is clear that 9% of the employees
have assessed their competencies at the time of recruitment, 20% of the respondents have
assessed at the time of further development need, 30% of the respondents have assessed their
competency for succession planning & Promotion and the remaining 41% of the respondents
have assessed for the organizational development.
CHART: 5
63
TABLE: 6
MODEL FOR ASSESSING COMPETENCY
S.NO
1
MODEL
Job-match model
15
64
NO OF
NO OF
RESPONDENTS
RESPONDENTS (%)
15
2
3
4
55
15
15
100
55
15
15
100
INTERPRETATION:
The above table explains about the respondents using various models for
assessing the competency mapping. From the above table, it is clear that 15% of the employees
have assessed their competencies by Job-match model, 55% of the respondents have assessed
by the strategy based model, 15% of the respondents have assessed their competency by
strategy developmental model and the remaining 15% of the respondents have assessed by the
Intellectual capital model.
CHART: 6
65
66
TABLE: 7
Do you think that the Training and Program will enhance your competencies?
S.NO
TRAINING AND
NO OF
DEGREE
RESPONDENCE
EVELOPMENT WILL
RESPONDENTS
LEVEL
LEVEL
ENHANCE
1
2
3
4
5
OMPETENCIES
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
15
50
35
100
2
1
0
-1
-2
30
50
0
-35
0
45
= 45 / 100
= 0.45
INTERPRETATION:
The above table spells out the respondents of enhancing the competencies
through training and development program. From the statistical data, it is clear that most of the
respondents agreed that by providing training and development program, the employee will
enhance their competencies. The organization has to concentrate more on training and
development.
67
CHART: 7
68
TABLE: 8
S.NO
1
2
3
4
5
COMPETENCY
NO OF
DEGREE
RESPONDENCE
MAPPING FOR
RESPONDENTS
LEVEL
LEVEL
SELECTION PROCESS
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
10
75
15
100
2
1
0
-1
-2
= 95 / 100
69
20
75
0
0
0
95
= 0.95
INTERPRETATION:
The above table spells out the respondents using competency mapping as a
selection process tool. From the statistical data, it is clear that most of the respondents agreed
that for selection process, competency mapping will be used as an effective tool.
CHART: 8
70
TABLE: 9
71
S.NO
COMPETENCY
NO OF
DEGREE
RESPONDENCE
MAPPING FOR
RESPONDENTS
LEVEL
LEVEL
PERFORMANCE
1
2
3
4
5
APPRAISAL
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
5
65
30
100
2
1
0
-1
-2
10
65
0
0
0
75
= 75 / 100
= 0.75
INTERPRETATION:
The above table explains about the respondents using competency mapping for
performance appraisal. From the statistical data, it is clear that most of the respondents agreed
that for performance appraisal, competency mapping will be used as an effective tool.
CHART: 9
72
73
TABLE: 10
S.NO
COMPETENCY
NO OF
DEGREE
RESPONDENCE
MAPPING IN
RESPONDENTS
LEVEL
LEVEL
DIFFERENT
1
2
3
4
5
DEPARTMENT
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
80
20
100
2
1
0
-1
-2
0
80
0
0
0
80
= 80 / 100
= 0.80
INTERPRETATION:
The above table explains about the respondents are using competency mapping in
different department and in different position. From the statistical data, it is clear that most of
the respondents agreed that they are using the competency mapping in different department and
in different position in their organization.
74
CHART: 10
75
TABLE: 11
S.NO
1
2
3
4
5
COMPETENCY
NO OF
DEGREE
RESPONDENCE
ASSESSMENT
RESPONDENTS
LEVEL
LEVEL
INSTRUMENT
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
80
20
100
2
1
0
-1
-2
76
160
20
0
0
0
180
= 180 / 100
= 1.80
INTERPRETATION:
The above table explains about the respondents are using competency assessment
instrument. From the above statistical data, it is clear that most of the respondents strongly
agreed that they are using the competency assessment instrument for assessing the
competencies.
CHART: 11
77
78
TABLE: 12
S.NO
WAYS TO ACCESS
1
2
3
4
COMPETENCY
Personal interview
Written test
Group discussion
Psychometric test
Total
NO OF
NO OF
RESPONDENTS
RESPONDENTS (%)
45
30
20
5
100
45
30
20
5
100
INTERPRETATION:
The above table clearly explains the respondents of using various ways for
assessing their competencies. From the above table, it is clear that 45% of the respondents have
used personal interview as an assessment tool, 30% of the respondents have used written test as
an assessment tool, 20% of the respondents have used group discussion as an assessment tool
and the remaining 5% of the respondents have used Psychometric test as an assessment tool.
79
CHART: 12
80
TABLE: 13
S.NO
METHODS TO ACCESS
1
2
3
4
5
COMPETENCY
Assignments
Projects
Special responsibilities
Issues
Events
Total
NO OF
NO OF
RESPONDENTS
RESPONDENTS (%)
25
55
20
5
100
25
55
20
5
100
81
INTERPRETATION:
The above table clearly explains the respondents of using various methods for
assessing their competencies in an organization. From the above table, it is clear that 25% of the
respondents have used assignments as an assessment tool, 55% of the respondents have used
projects as an assessment tool, 20% of the respondents have used special responsibilities as an
assessment tool and the remaining 5% of the respondents have used special events as an
assessment tool.
CHART: 13
82
83
TABLE: 14
S.NO
NO OF
DEGREE
RESPONDENCE
RESPONDENTS
7
93
100
LEVEL
LEVEL
1
2
3
4
5
RESPONSIBILITIES
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
2
1
0
-1
-2
14
93
0
0
0
107
= 107 / 100
= 1.07
INTERPRETATION:
The above table explains about the respondents have got their respective roles &
responsibilities from the organization. From the above statistical data, it is clear that most of the
respondents agreed that they have got their responsibilities and their respective roles from the
organization. The HR Manager clearly defines the roles & responsibilities of the employees in
Indo Shell Mould Private Limited.
84
CHART: 14
85
TABLE: 15
S.NO
EXCEL BECAUSE OF
1
2
3
4
5
SPECIFIC SKILL
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
NO OF
RESPONDENTS
25
70
5
100
= 120 / 100
86
DEGREE
RESPONDENCE
LEVEL
2
1
0
-1
-2
LEVEL
50
70
0
0
0
120
= 1.20
INTERPRETATION:
The above table explains about the respondents excel because of possessing
specific skills in them. From the above statistical data, it is clear that most of the respondents
agreed that they are excelling because of having some specific skill in them.
CHART: 15
87
TABLE: 16
S.NO
NECESSITY OF
NO OF
88
DEGREE
RSPONDENCE
SEPARATE BLOCK TO
1
2
3
4
5
WORK
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
RESPONDENTS
85
15
100
LEVEL
2
1
0
-1
-2
LEVEL
0
85
0
0
0
85
= 85 / 100
= 0.85
INTERPRETATION:
The above table explains about the respondents need a separate block to work and
to showcase their talents. From the above statistical data, it is clear that most of the respondents
agreed that they are requiring the isolated block to work and prove them as a talented
personality.
89
CHART: 16
90
TABLE: 17
S.NO
PROBLEMS IN IMPLEMENTING
1
2
COMPETENCY MAPPING
Yes
No
Total
NO OF
NO OF
RESPONDENTS
RESPONDENTS (%)
55
45
100
55
45
100
INTERPRETATION:
The above table spells about the respondents having problems in
implementation of the competency mapping in an organization. From the above table it is clear
that 55% of the respondents are having the problems during the implementation of competency
mapping and the remaining 45% of the respondents didnt have the problems during the
implementation of the competency mapping in an organization. Before implementing the
competency model in their organization, they can explain to their employees by conducting
meeting.
91
CHART: 17
92
TABLE: 18
S.NO
1
2
3
4
5
MOTIVATION AND
NO OF
DEGREE
RESPONDENCE
SUPPORT FROM
RESPONDENTS
LEVEL
LEVEL
ORGANIZATION
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
20
70
10
100
2
1
0
-1
-2
= 110 / 100
= 1.10
93
40
70
0
0
0
110
INTERPRETATION:
The above table explains about the respondents got the motivation and
support from the organization. From the above statistical data, it is clear that most of the
respondents agreed that they are requiring the motivation and support from the organization to
exhibit their talents. The organization has to continuously provide the motivation and support to
the employees.
CHART: 18
94
TABLE: 19
S.NO
1
2
3
4
5
TRAINING AT FREE
OF COST
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
NO OF
DEGREE
RESPONDENCE
RESPONDENTS
10
80
10
100
LEVEL
LEVEL
= 100 / 100
= 1.00
INTERPRETATION:
95
2
1
0
-1
-2
20
80
0
0
0
100
The above table explains about the respondents got the training at a free of
cost from the organization. From the above statistical data, it is clear that most of the
respondents agreed that they have got the training from the organization at a free of cost.
CHART: 19
96
TABLE: 20
S.NO
1
2
3
4
5
TRAINING PROGRAM
NO OF
DEGREE
RESPONDENCE
INCREASES
RESPONDENTS
LEVEL
LEVEL
PRODUCTIVITY
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
10
70
20
100
2
1
0
-1
-2
= 90 / 100
= 0.90
INTERPRETATION:
97
20
70
0
0
0
90
The above table spells out the respondents increases their productivity
because of the training provided by the organization. From the above statistical data, it is clear
that most of the respondents agreed that they have increased the productivity of the
organization by the proper training.
CHART: 20
98
TABLE: 21
S.NO
SATISFACTION LEVEL
NO OF
DEGREE
RESPONDENCE
REGARDING TRAINING
RESPONDENTS
LEVEL
LEVEL
PROGRAM
1
2
3
4
c5
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied
Total
25
75
100
2
1
0
-1
-2
= 125 / 100
= 1.25
INTERPRETATION:
99
50
75
0
0
0
125
The above table spells out the respondents satisfaction level regarding the
training provided by the organization. From the above statistical data, it is clear that most of the
respondents agreed that they have more satisfaction regarding the training program provided by
the organization.
CHART: 21
100
TABLE: 22
S.NO
IMPROVEMENT IN
1
2
3
4
5
PERFORMANCE LEVEL
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
NO OF
DEGREE
RESPONDENCE
RESPONDENTS
10
35
10
25
20
100
LEVEL
LEVEL
2
1
0
-1
-2
20
35
0
-25
-40
-10
= -10 / 100
= -0.01
INTERPRETATION:
The above table spells out the respondents level of improvement in the
performance due to the training provided by the organization. From the above statistical data, it
101
is clear that most of the respondents disagreed that they have showed in their performance
level but not due to the training provided by the organization. The organization should
concentrate more on training and development program.
CHART: 22
102
103
Chapter 5
Findings & Suggestion
FINDINGS
80% of the employees in Indo Shell Mould Limited have the awareness about the
concept of Competency mapping. Because they have this concept in their organization.
Respondents are known about the competency mapping through their organization only.
Some of the respondents are known through their colleagues and academics.
93% of the employees said that the Competency mapping is very important in this
present scenario.
Before the employees joined this organization, a 15% of the respondents only assessed
But the remaining respondents have assessed their competencies only after they have
development. Only few have assessed their competency for succession planning &
promotion.
55% of the respondents have used the strategy based model to assess their competencies.
50% of the respondents have agreed that the training and program provided by the
75% of the employees have agreed that their organization is using the Competency
And also the majority 65% of the employees agreed that their organization is utilizing the
80% of the employees agreed that their organization is providing competency mapping
There are various for assessing the competencies but majority of the respondents used
personal interview as a way for assessing their competencies. Only a few employees used
psychometric test as a way assessing their competencies.
Similarly there are various methods used by the organization for assessing the
employees competencies. The best method used by the organization is by providing projects
to the employees.
Every employee in the organization got their respective roles & responsibilities from
Motivation and support are regularly provided to the employees by the HR manager and
Due to the training program provided by the organization, the organizations productivity
Most of the respondents agreed that the performance level was improved because of the
Indo Shell Mould limiteds organizational structure is knowledge base with funneling
method.
HR department organized the staff and workers meeting to set the goals.
Annual performance appraisal is assessed by the superiors through the prescribed format.
The different programs organized by the organization are LCA (Low Cost
The biggest achievement of the HR manager is wages and bonus settlement to the
The projects that are carried out for their development are Quality circle, model machine
concept.
method, Model machine concept, Why-Why analysis, Presentation skills and TS 16949
awareness.
SUGGESTIONS
The organization should create awareness about the Competency mapping and their uses
106
The organization should enhance the employees competencies through various training
The HR manager can take the initial steps to teach about the range of methods for
After finding their skills, they can provide the initiatives to the employees to excel as a
potential employee with specific skill. And also they can enhance the multiple skills among
the employees.
The organization should provide a separate cabin for each employee to excel their talents
By giving a proper communication, the organization can avoid the problems while
107
Chapter 5
Conclusion
108
CONCLUSION
109
110
Bibliography
BIBLIOGRAPHY
BOOKS:
Training and Development
- V.V.Reddy
- Dr. Nagarajan
Creativity in Training
- Sumati Reddy
- L.M.Prasad
NEWSPAPER:
Business Line
MAGAZINES:
HR review
Business world
Environmental Management
Business Today
WEBSITES:
www.wisegeek.com
www.tvrls.com
111
www.citehr.com
www.lukew.com
www.sunrise.net.in
www.careertrainer.com
www.e-hresources.com
www.hinduonnet.com
112
Annexure
EMPLOYEE RELATED QUESTION
Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at
ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA
course, I am undertaking a project titled A STUDY ON COMPETENCY MAPPING
FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED. I would
be happy if you spend some time in answering the following questions. This study is
purely for academic purpose only. The answers would be kept confidential.
QUESTIONNAIRE
Name
Qualification
Designation
113
b. No
3. Do you think that the competency mapping is necessary in this present scenario?
a. Yes
b. No
a. Yes
b. No
d) organizational development
a. Job-match model
114
7. Do you think that the training and development program will enhance your
competencies?
a. Strongly agree
b. agree c. Disagree
d. strongly disagree
e.
neutral
10. You have competency model for different department and for different positions
in your organization.
a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral
115
13. To access your competency, which of the following method is assigned by your
organization?
a. Assignments b. Projects c. Special responsibilities d. Issues e. events
14. Your roles & responsibilities have been clearly defined to you
16.
17. Have you ever faced the problem while implementing the competency mapping in
your organization?
a. Yes
b. No
116
e. Strongly disagree
21. You satisfaction level with the training program given by your organization.
a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly
dissatisfied
117
e. Strongly disagree
Thank You
FOR HR MANAGER
Good morning /evening, Sir\Madam. I am T.MANIVEL doing my MBA at
ICFAI National College, Pollachi. As a part of the partial fulfillment for the MBA
course, I am undertaking a project titled A STUDY ON COMPETENCY MAPPING
FOR THE EMPLOYEES IN INDOSHELL CAST PRIVATE LIMITED. I would
be happy if you spend some time in answering the following questions. This study is
purely for academic purpose only. The answers would be kept confidential.
QUESTIONNAIRE
NAME :
AGE
DESIGNATION :
118
5. How does goals and objectives communicated and deployed in your organization?
7. What are the typical issues that you face in the course of your work?
8. What are the different programs that you had organized/ participated in your
organization?
119
10.
11.
12.
13.
14.
15.
What are all the training programs you are conducted for your employees?
120
Thank You
REVIEW OF LITERATURE
Mr. Milind Kotwal had already studied the competency mapping under the
title Model and method for Competency Mapping and Assessment. As per their
objective, Competency mapping helps to develop objective system for recruitments,
Promotions, training & development, and performance diagnostics. And also they are
offering consultancy services in the following areas: organizational diagnostic studies,
corporate and strategic planning, performance management and performance appraisal,
competency mapping and assessment, customer satisfaction studies. They have studied
the competency mapping in relation with job description.
121
122