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Appliances Ltd.

By GORAKH VISHNURAO MHETRE M.B.A. 1st Semester - Year 2012 2013 (Roll No. - __________)

SUBMITTED TO Dr. Babasaheb Ambedkar Marathwada University, Aurangabad.


B.G.P.S.SHRI SAI INSTITUTE OF MANAGEMENT &RESEARCH P-75, Chikalthana M.I.D.C., Behind Garware Polyester, Aurangabad. - 431210.

This is certify that the Project entitle COMPETENCY MAPPING is submitted by GORAKH VISHNURAO MHETRE as per the requirement of Dr. Babasaheb Ambedkar Marathwada University, Aurangabad in the partial fulfillment of M.B.A. (Master of Business Administration)1st Semester course in the Academic Year 2012-2013.







P-75, Chikalthana M.I.D.C., Behind Garware Polyester, Aurangabad. - 431210.

I GORAKH VISHN URAO MHETRE hereby declare that, this project report is the intensive study during the period of TWO months and Nirlep Appliances Ltd. Aurangabad. All the facts and figures that are available in this report are genuine, authentic and purely based on the studies. COMPETENCY MAPPING Date: / /201




I express my healthy thanks to Mr. SAHIL PANDASE (HR Manager) of NIRLEP APPLIANCES LTD. AURANGABAD. For gives his valuable time for project guidance, and without his guidance this project is difficult for me. I thankful to that member of organization who indirectly supports me in my project. Overall I heartily thanks to our PROF.D.P.NATH faculty for the kind co-operation and time to time guidance. Thank you.



This is certify that GORAKH VISHNURAO MHETRE a student of SHRI SAI INSTITUTE OF MANAGEMENT & RESEARCH, Aurangabad. He has done his project on THE NIRLEP COMPANY as Corporate Training Center & Sports Club at Carol Info. Services Ltd. Aurangabad. A group of NIRLEP Ltd. We have found him sincere, Honest and Hardworking during this training period in this company. We wish him all success in his life

Date: FOR M/S Carol Info. Services Ltd. Aurangabad.

Ms. MANISHA BRAMHA Dy. General Manager.

Sr. No.
01 02 03 04 05 06

Introduction and Methodology of The Project Objectives Of Competency Mapping Company Profile History of NIRLEP Competency Concept Mapping a Clear Path

Page No.
07 13 15 17 23 27 5


28 29 30 32 33 34 35 36 37 38 39 40 41 42 43 44 45




Following is the process which followed by us for research. The list indicates that the research process consist of a number of closely related activities.

Formulating the research problem. Extensive literature survey. Development of working hypothesis. Preparing research design. Collection data. Data analysis. Actual use of data.

1. Formulating the Research Problem: To Find out importance of competency in field, it works, how competency. Mapping occurs, as a competency is an important to achieve the expected performance standard. Competency is the state or quality of being adequately or well qualified to perform a task. It is synonymous with ability. A person gains ability through education, training, experiences or natural abilities, while there are many definitions of competency, most of them have to common components. The competency is observed or measurable knowledge, skill and abilities (KSA) These KSAs must distinguish between superior and other performance. Competency + Attitude = Performance. This task of formulating, or defining, a research problem is a step of greatest importance in the entire research process. The problem to be investigated must be defined unambiguously for that will help discriminating relevant one.

2. Extensive Literature Survey: 8

Once the problem has formulated, we glanced following literature before starting project work.

Books of Competency Mapping. Various Internet Websites. Articles on Competency Mapping. Discussion with the Expertise Person on Competency Mapping. Company Articles.

3. Development of Working Hypothesis After extensive literature survey, we deicide the working hypothesis. Working hypothesis is tentative assumption made in order to draw out and test its logical or hypothesi s or imperial consequences, as such the manner in which research hypothesis are developed is particularly important Rajarshi Shahu Institute of Management they provides focal points of research. The role of hypothesis is to guide to move on a right track. It sharpens our thinking and focus attention on are important facts of the problems. It also indicates the type of data required and the types of method of data analysis to be used.

4. Preparing Research Design: A research dressing is the arrangement of conditions and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research design constitutes the blueprint for the collection, measurement and analysis of data.

5. Method of Collection data: A task of data collection begins after a research has been defined and research/ plan chalk out, while deciding about the method of data collection to be used for the study, the researcher should. Collection of Primary Data: 9

The primary data collected though interview method, observation method questionnaire method and schedules method but here interview and questionnaire methods are used for data collection. Interview Method: In this personal and telephone interview involved. In personal interview asking the question generally in a face to face contact to the persons. This sort of interview may be in the form of direct personal investigation or it may be an indirect oral investigation. In this manner interview are taken and data are collected. Questioner Method: This method of data collection is quite popular particularly in case of big inquires a questionnaire consist of a number of printed or typed in a defined order on a form or set of forms. The method of collecting of data by this method is most extensively employed in various economic add business surveys. In that study we selected number of persons from a company and we visit them, ask questions about competency mapping. Fill the questionnaires from them, and through metho9d primary data get collected. All data collected is analyzed properly finding is done. These two methods are used throughout a collection of data. These are lot of methods for this data collecti0ns but these two methods are popular and useful for data collections. Collection of Secondary Data:

Secondary data means data already available, r4efer of the data which have already been collected and analyzed by someone else. When the researcher utilized secondary data hen he look in various sources from where obtains them. Sources of secondary data: Books of Competency Mapping Various Internet Websites Articles on Competency Mapping Job descriptions 10

Files Of Employees Discussion With the Expertise Person Competency Articles

Researcher must be very carefully in using secondary data, by way of caution; the researcher before using secondary data must see that they process following characteristics like reliability of data, suitable of data, and adequacy of data. All these data get used ii the study of competency mapping.

6. Analysis of Data: After the data have been collected, the research turns to the task of analysis of data required a number of closely related operations such as establishment of categories. Thus research should classify the raw data into some purposeful and usable categories. During this project research study data collected from the company executives, manages of various departments, employees of departments, human resource management and findings are found out.

7. Actual use of data: These collected data is actually used in a research paper, data collected from a primary and secondary sources, the conclusion drawn suggestion give in this manner an actual use of data is done. By defining the levels, (Basic, Advance, Competent, Expert) and Competencies, the researcher has made a questionnaire in tabular format and collected all the information. Them the self, (Managers,) superior and their subordinates of the company rate competencies in four level. These data collected is use in competency mapping in organization. From that importance of companies are found out.


Position Information Questionnaire: (PIQ) What type of Competencies you have? What type of Competencies do you think that you should adopt? What type of Competencies do you think that you subordinate should adopt?


Objectives Of Competency Mapping


Objectives of Competency Mapping

1) Clear job Profile, Which highlight Key Responsibilities and the Key Activities expected of the job. 2) Alignment of the job profiles with internal customer/ supplier expectations and to the expectations of job of top management. This builds a strong process orientation and strengthens the team competency in additional to individual competencies. 3) A clear identification of competency requirement of each position. This would also help I competency based recruitment. 4) A clear identification of competency gap of the position holder with respect to the competency recruitments of hit position. This process ensures an acceptance of these gaps by the position holder. 5) A customized development plan for the position holder for closing the competency gaps and enhancing his/her performance.


Company Profile


Company Profile
Company Name : NIRLEP Appliances Ltd.

Parent Plan

At Aurangabad (Maharashtra)

Managing Director

Mr. Mukund Bhogale


B-5, MIDC, Station Road, Aurangabad - 431005

Phone No.

+91-240-2376121, 2376788

Fax No.



Product Location

Home Appliances (Coated Kitchenware)


1 K.M. From Railway Station Road

Plant Layout

Process Layout

Employee Numbers

216 (Total)


Domestic Market (Measure)


Western Countries (Europe) 16

History of NIRLEP

History of NIRLEP

Mr. Mukund Bhogale, Managing Director, Nirlep, traced the history of Nirlep Group and with its history if industrial development of Aurangabad. In 1960s, government encouraged setting up of co-operative industrial estate in backward areas. Umasons was the first manufacturing unit to be set up in Aurangabads co-operative industrial estate in 1960 today, the group has interested in kitchen appliances, auto components, special paints, coating among others he pointed out. Mr. Mukund Bhogale recalled that international players in non-stick cookware from France, Tefal, he offered to form a joint venture with Nirlep. That would have meant relinquishing management control. We decided to take global completion head on instead

NIRLEP was the first brand of non-stick cookware to be introduced in India in 1968. The entire technology for manufacturing was developed in house.

NIRLE continues to be a strong market leader in the India non-stick cookware with a market share of around 40% (percent).

NIRLE products are manufactured at three factories, two in Aurangabad and one in Jalna (All in Maharashtra). These factories are semi automatic and are equipped with state of the art machinery like automatic spray guns, automatic digressing plant, spiral grooving machines, hydraulic press, base grooving machines and stud welding machines etc. Quality is taken very seriously at NIRLEP and each and every piece through a quality control check at every stage of manufacturing. The company is owned by technocrat Engineers who are deeply involved in day to day operations of the organization and have a wide knowledge in manufacturing non-stick cookwares.

NIRLE has a very strong distribution network in India It has authorized distributors chain in almost every state of India coupled with a strong & dedicated field force to ensure sales and service at around 900 retail outlets.

NIRLE believes in three basic tents Integrity in business, Quality & Fair Price. 18

HUMAN RESOURCE DEPARTMENT I. II. III. IV. V. VI. VII. VIII. IX. Recruitment and selection. Wages and salary administration. Training and development. Preparation performance appraisal. Employee welfare. Preparation of employee profile. Manpower analysis report. Employee motivation and involvement. Arrangements of meeting and other functions.

Recruitment and selection: The employees recruitment and selection is routine but an important task. The company requires the labor force in quantity as well as quality without this; the company will not able to achieve the objective. The various department managers after having the data of available vacancies information to Human Resource Department.

Following steps are involved in recruitment and selection: Advertising: It is general method to recruit the higher level manager and middle level managers. They prefer newspaper and internet services in country. In advertisement all detail of job mention clearly, so that right type of applicant is likely to responds.


Consultant: It is the common method for recruitment the middle level managers. And maximum local consultancies use for it.

Scientific selection: It there are number of application for a post then the short list is drawn up and according to this list they are called for particular interview.

Assessment Of candidates: NIRLEP look the following points when they recruit the candidates. Physical Markup Education Experience General Intelligence Special Aptitude Attitude Interest

According to Nirlep Appliances, the selection of employees is complicated and serious matter than purchasing the material because working selection leads to consumption of time, money and energy spend on his through training and all leads to lose of the factory. Selections of candidates are not the responsibility of Human Resource Department but also the department for which candidate going to work. Therefore in selection of middle level managers, supervisors, engineers, head of the department must be involved in selection process.


Wages and Salary Administration: Wages and Salary Administration is important function of the industry. Nirlep maintain sound policies and practices of employee compensation. For compensation of the following points must be considered. Job analysis. Job description and job evolution. Performance appraisal. Wage legislation.

NIRLEP Appliance Ltd. Job Description Report for Designation. Line No: Department: 1. Qualification required 2. Experience required 3. Skill required 4. Responsibilities 5. Service required 6. Working conditions 7. Personnel characteristic required (Rajarshi Shahu Institute Studying Sex, Age, Health) 8. Others Section:


Job Evolution: In NIRLEP in job evolution technique following factors are consider: 1. Education. 2. Experience. 3. Skill required. 4. Responsibilities.

With the help of job analysis Description report job is done. Basically recruiting, selecting, training and development is the four important part of Human Resource Department for the candidates. By this Human Resource Department gates the performance what the ever they want for company profit.


Competency Concept


Competency Concept
Significance of Competencies: The word competency is not new, however, it is loosely used to mean different things by different people. At the same time, the emergency of competency as a basis for human resource planning is of comparatively recent origin. This note is written to facilitate correct and understanding to the model.

What is a Competency? A competency is an underlying characteristics of a person which enables them to deliver superior performance in a given job, role or situation. The iceberg model shown bellow, shows in diagram bellow different level of competency.






Skills are things that people can do well. For Example, programming. Knowledge is what a person knows about a specific topic. For Example, Computer Knowledge. Social is the image that an individual displays in public: it represents what he or she thinks. It reflects the value of person. For Example, Being a good employee or leader. Traits are enduring characteristics of people. They reflect the way in which we tend to describe people. For Example, She is reliable, or He is adaptable. This characteristics are habitual; behaviors by which we recognized people. Motives are unconscious thoughts and preferences which drive behavior because the area source of satisfaction. For Example, Achievement drives, waiting to do better. Competency may take the any form like knowledge, attitude, skill, motives, values or self-concept. Competencies may be groped in to various areas. In a classic article published a few decades ago in Harvard Business Review, Dnniel Kartz Grouped competencies under three areas. Which were letter expand by Indian management professors into four groups that are as Technical, Managerial, Behavioral and conceptual. Team work or team management competency can be defined in terms of organizational specific and level specific behaviors for a given organization. At top levels it might mean the case of one organization ability identify utilize and synergize the contribution of project team ability and carry along the top management team Rajarshi Shahu collagelutet. Diversity management it is put here in much more simplistic way while in competency mapping all details of the behaviors to be shown by the person occupying that role are specified.


Competency Groups:

Competency Groups

Technical Or Functional



Or Behavioral

1. Technical or Functional: Dealing with the technology or known how associated with the function, role and task.

2. Managerial or Organizational: Dealing with managerial aspects, organizing, planning, mobilizing, resources, monitoring and system use.

3. Human or Behavioral: Rajarshi Shahu Institute Studying competencies that are personal, interpersonal and team work.

4. Conceptual or Theoretical: Rajarshi Shahu Institute Studying competencies like visualization and model building.


Mapping A Clear Path


Mapping a Clear Path

Competency Mapping.
Competency mapping is the process of identification of the competencies required to perform a successfully a given job or role set of task at a given point of time competency assessment is the evolution of the extent to which a given individual or in the set of individual process these competencies requires by a given role of set of role. Competencies can be identified by experts. HR specialists, job analyst psychologists or the industrial engineers in consultation with the managers, current and post role holders with line managers, current and post role holders, supervisors, internal customers, subordinate and other role set members who interact with the person. Five rezones why competencies mapping is essential for you. 1. Competencies need a clearly define organization structure to function effectively. 2. It is important to have well defined roles in terms of the KAPs or activities associated with each role. 3. It is useful competencies to map the competencies required for each role. 4. Generic competencies should be identified for each set of roles or levels of management. 5. These should be used in requirement performance management, promotion and training.


Identifying competencies. The process of identification is not very complex; it is the same as the process described for identification of attributes. One of the methods is to simply ask each person who is currently performing the role to list the task to performed by him one by one, and identify, the knowledge, attitudes, and skills required to perform each of these. The step is to consolidate the list and present it to a role set group or a special task force consolidated for that role. Editing and finalizing the list is the last Step. Alternatively, one can appoint a task force for each role. The task force should be consist of some current Rajarshi Shahu collageumbents of that role who are performing it well the reporting and reviewing officers of that role; some of the past role Rajarshi Shahu collageumbents who have successful performed that role. The task force must consist of at least one or more members who have some understanding of the competencies. Most professional managers with MBA degrees should have this competencies, if they do not it is easy to acquire by reading a few books. Competencies mapping is essentially an in house job. Consultants can at best the methodology and train up the line managers and HR staff. Consultants can not do competencies mapping all by themselves because no consultant can ever have all knowledge required to identify the technological human relations and other conceptual knowledge attitude and skills require for all hobs in a firm. Where consultants are excessively relied upon the data.


Competencies And Description


Competencies and Description




Assessment Tools


Assessment Tools

1. ADAPTABILITY Maintaining effectiveness when experiencing major change in work task or the work environment; adjustment effectively to work within new work structure, processes, requirement or cultures.

Key Action Tries to Under Change Tries to under stand changes in work task, situations, and environment as well as the logic of change; actively seeks information about new work situations. Approaches Changes or Newness Positively Treats changes and new situations as opportunities for learning of growth; focus on be beneficial aspects of change; speaks positively about the changes to others. Adjust Behavior Quality modifies behavior or deal effectively with changes in the work environment; readily tries new approaches appropriate for new or changed situations; does not persist with ineffective behaviors.


2. ALIGNING PERFORMANCE FOR SUCCESS Focusing and guiding others in accomplishing work objectives.

Key Action Sets Performance Goals Collaboratively works with direct reports it set meaningful performance objectives; sets specific performance goals and identifies measure for evaluating goal achievement. Establishes Approaches and Goals - Collaboratively works with direct reports to identify the behaviors, knowledge and skills required to achieve goals; identifies specific behaviors, knowledge and skills areas for focus and evaluation. Creates a Learning Environment- As necessary, helps secure resources required to support development efforts ensure that opportunities for development are available; offers to help individuals overcome to learning. Collaboratively Establishes Development Plans Collaboratively identifies observation or coaching opportunities, training, workshops, seminars, etc. that will help the individual achieve important goals. Track Performance Implements a system or uses techniques to track performance against goals and to track the acquisitions and use of appropriate behaviors knowledge and skills. Evaluate Performance Holds regular formal discussion with each direct report to discuss progress towards goal and review performance; evaluates each goal, behavior and knowledge and skill area.


Working Method


Working Method

3. DEVELOPING A SUCESSFUL TEAM Using appropriate methods and flexible interpersonal style to help develop a cohesive team facilitating the completion of goals.

Key Action Develops Directions Ensure that the purpose and importance of the team are clarified; guides the setting of specific and measurable team goals and objectives. Develop Structure Helps to clarify and role and responsibilities of team members; helps ensure that necessary steering, review, or support functions are in place. Facilitate Goal Accomplishment Makes procedural or process suggestions for achieving team goals or performing team functions; provides necessary resource or helps to remove obstacles to team accomplishment. Invites Others Listens to any fully involves other in team decision and actions; values and uses individual differences and talents. Informs Others on Team Shares important or relevant inform with the team. Models Commitment Adheres to the teams expectations and guidelines; fulfills team responsibilities; demonstrates personal commitment to the team.


4. BUILDING PARTNERSHIP Identifying opportunities and taking actions to build strategic relationship between ones area and other areas, team departments, units or organization to help achieve business goals.

Key Action Identifies Partnership Needs Analysis the organizations and own area to identify key relationship that should be initiative or improved to further attainment of won areas goals. Explores Partnership Opportunities Exchange information with potential partner areas to clarify partnershi9p benefits and problems; collaboratively determines the scope and expectance of the partnership to that area needs can be met. Formulates Action Plans Collaboratively determines courses of action to realize mutual goals facilitate agreement on each partners responsibilities and need suppor t. Subordinates Own Areas Goals Place higher priority on organization goals than on won areas are goals anticipates effects of won areas actions decisions on partners; influences others to support partnership objectives. Facilitates Agreement Gains agreements from partners to support ideas or take partnership oriented actions; uses sound rationale to explain value of function. Establishment of Good Interpersonal Relationship Helps people reevaluated, appreciated, and Rajarshi Shahu collagelutet in discussions. Monitors Partnership Implements effective means for monitoring and evaluating the partnership process and attainment of mutual goals.


Benefits Of Competency Mapping


Benefits of Competency Mapping

5. BUILDING TRUST Interacting with others in a way that gives them confidence in ones intentions and those of the organization.

Key Action Operates With Integrity Demonstrates honestly; keeps commitments; behaves in a consist manner. Disclose Own Position Share thoughts, feelings, and rationalize so that others understands personal position. Remains Open to Ideas Listen to others and objectively consider other ideas and opinions, even when they conflict with ones won. Supports Others Treats people with dignity, respect and fairness; gives proper credit to others; stands up for deserving others and their ideas even in the face of resistance or challenge.


Competency Mapping At NIRLEP


Competency Mapping at NIRLEP

6. COMMUNICATIONS Clearly conveying information and ideas through a variety of media to individual or group on a manner engages the audience, helps then understand and retain the message, and permits responses and feedback from the audience.

Key Action Organizations the Communications Organizes and presents ideas effectively for formal and spontaneous speeches. Effectively participates in group discussion. Prepares concise and logical written materials.

Listen carefully and responds to verbal and nonverbal message Seeks input from audience; checks understandings; presents message in different ways to enhance understanding. Responds appropriately to positive and feedback Attends to message from others; correctly interprets message and appropriately. Debates issues without being abrasive to others. Comprehends communications from others.





7. COUSTOMER FOCUS Making customers and their needs a primary focus ones actions; developing and sustaining productivity customer relationship.

Key Action Seeks to Understand Customer Activity seeks to understands customers circumstances, problems, expectations, and needs.





H R Management Decenzo and Robins Human Resource Planning Dipakkumar Bhattacharya Effective Enterprises and Change in Management