1.

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.
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,

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 found
competency mapping and assessment as a very effective tool.

NEED OF THE STUDY:

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 we gather more information
regarding how the competency instrument will give benefit to both the employees and the
organization and to find out the loopholes behind it. 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
IMPORTANCE OF THE STUDY
The present study is taken up with the aim of studying the approach of the competency mapping
in recruiting, training, performance appraisal and other areas of HRM and tools and techniques,
the policies and methods of training, the challenges faced in the training execution and impact of
the training programs on the employees and their productivity levels.The study is undertaken to
find out the effective use and application of competency mapping in it companies. The study will
also throw light on the effective training program for knowing competency mapping and further
suggestions for improvement.

OBJECTIVES OF THE STUDY:

1. To find the employees knowledge of Competency Mapping in IT Companies.

2. To assess the Competency Models used by IT Companies in Hyderabad.
3. To Study the factors involved in the success of Competency Mapping in Hyderabad.
4. To identify the competency gap that exists between the employees

current performance level and the expected level of the employees.

5. To identify the type of qualities perceived by the employees.
2

6. To provide valuable suggestions to improve the existing competencies in organization.

SCOPE OF THE STUDY:
The study focuses on the studying the effective use of competency mapping in IT companies in
Hyderabad. The study help in studying the problems associated with developing, managing and

aligning behavior with organization strategy and values which adapt changes application
of competency mapping. There is always the scope for extending competency of employees with
other functional areas such as Job motivation and Knowledge Management.

RESEARCH METHODOLOGY:
1) Research Design: The Method of Research Design that was used is both Exploratory and
Descriptive Study in Nature. Exploratory Research is used for Secondary data and
Descriptive for Primary data.
2)
3)
4)
5)

Sampling frame: Sample frame was taken from IT Companies in Hyderabad

Sample size: Sample size was around 100 respondents in Hyderabad city.
Sampling Method: The Sampling Procedure used is Random Sampling
Sample Units: The staff working in HR department of five selected IT companies such
as TCS, Infosys, Tech Mahindra, IBM and Wipro form part of the Sampling units.

DATA COLLECTION METHODS:

a) Primary data: Under Descriptive research design primary data was collected using a
well-structured questionnaire which contains questions satisfying the objective of the
Study. For this study Questionnaire Was prepared.
b) Secondary data: Under Exploratory Research, Secondary Data was collected from
Journals, Text books, Websites, Newspaper Articles form part of the secondary data.

DATA ANALYSIS:

Data collected from 100 respondents was analyzed through Tables, charts and graphs using
suitable Ranking scales.

HYPOTHESIS TESTING:
NULL HYPOTHESIS H0: The performance of the employees does not depend on
competency mapping in IT companies.
ALTERNATIVE HYPOTHESIS H1: The performance of the employees depends on
competency mapping in IT companies.

2. LITERATURE REVIEW
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.
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, 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.

EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT AND

CAN BE USED FOR THE FOLLOWING APPLICATIONS:1.
2.
3.
4.

Candidate appraisal for recruitment

Employee potential appraisal for promotion or functional shift
Employee training need identification
Employee performance diagnostics
5. Employee self-development initiatives
5

1. Candidate appraisal for recruitment

Selection of candidates for employment is very important decision for any
organization. A wrong selection costs the organization in terms of recruitment costs, time,
and opportunity. Whereas landing into unsuitable job is very painful unsettling
experience for the candidate. Job position competency map provides clear guidelines and
reliable process for selection.
Competency map for the job position and assessment of candidates for the
required competencies give comparatively reliable indication about suitability of the
candidate. The assessment also the provides guidelines on the training need for the
candidate if selected for the position
Normally only core competencies are assessed for selection.
2. Employee potential appraisal for promotion or functional shift
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
3. Employee training need identification

Competency mapping and assessment provides clear indication of employees

developmental needs. Candidate weakness with respect to the required competencies
discovered in the assessments shows opportunity for development for the candidate.
Employee competency assessment can be conducted periodically, preferably along
with performance appraisal, to identify developmental needs of every employee.
As competency based training need identification has direct relation with the
employee performance, effectiveness of training can be directly gauged through the
assessment of performance of competencies
Generally core competencies are used for training need identification.

4. Employee performance diagnostics

Competency based assessment provide excellent understanding of performance
problems. Observance of non-performance of an employee can be due to factors that are
out of the control of the employee or due to lack of required competencies.
Employees those are not able to the expectation should be assessed for core as
well as support competencies and any observed inadequacy should carefully studied to
understand its effect before taking any remedial measures.

5. Employee self-development initiatives

The competency map and behavioral indicators help individual to understand
direction for their own development. They can very easily identified the gaps and work
on the inadequacies

Performance appraisal with traditional method can assess the performance with
respect to set targets, but these appraisals do not guide for improving the performance.
Competency map very clearly and reliably guides the employees for self-development.
The competency map indicates the competencies that are required for improved
performance and behavioral indicators shows the factors that build up the competency
Organization should develop the competency map document and make it available
to all employees for reference and study.
ELEMENTS OF BUSINESS:
External elements:
1. Market
2. Public infrastructure, support facilities and services
Internal Strategic Elements:
1. Technology
2. Plant and machinery
Internal Operational Elements:
1.
2.
3.
4.

Management system
Materials
Technical manpower
Managerial manpower

These elements should be in synch with each other for effective operations.
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.
In organizational and business context, competency required for a particular job
depends on many factors. These factors include social culture, nature of business,
8

business environment, business environment, organizational culture, work environment,

organizational structure, duties and responsibilities, nature of process and assigned
activities, attitude and motives of colleagues, superiors & subordinates. Some of these
factors may change with time, and thus changing competency requirements for the same
job position in the organization
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.
Every job position is a unique set of relationship, responsibilities, objectives and
assigned resources. Every job position should be clearly identified, analyzed, studied and
documented for identification and competencies associated with it.
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
Resources mobilization
Coordination
Execution
Human interaction
Technology
Creativity
Costs
Value addition

1. Envisioning
9

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.
3. Organizing and planning
Whether the job involves identification of human or material resources and
assigning these resources? Whether the job involving and scheduling usage of resources,
controlling and monitoring usage of these resources? What is the extent and coverage of
organizing and planning? This is requirement of leadership and managerial roles.
4. Resource mobilization
Whether the job involves preparation of the resources for use? What extent and
coverage of resources mobilization responsibility for the job? This involves proper
instruction to be issued to all concerned, ensuring serviceability of the resources and
ensuring required consumables and inputs are available.
5. Coordination
Whether the job involves interaction with other excecutives to ensure
synchronization of activities for effective and efficient utilization of available resources?
What is the extent of coordination requirement of the job?
6. Execution
What are the execution activities of the job? What is the kind of skills required to
execute the activities?
10

7. Human interaction
What is the nature and extent of human interaction in the job within the
organization? What is the nature and extent of human interaction outside the
organization?
8. Technology
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,

11

unintentionally, interviewers even raise aspiration level by overselling the job and future
prospects without clarifying the stringent standards for fast track promotions.
A well-thought out competency framework is key to assessing employees
future growth potential and sharing it with them; this will help moderate aspirations at
realistic levels. The competency framework in many organizations is a standalone
initiative from HR or another function. In order to provide relevant assessment and
feedback, competency frameworks should be thought out carefully in the light of an
organizations strategic priorities.
COMPETENCY FRAMEWORK:

S
T

TECHNICAL
COMPETENCIES
COMPETENCY
FRAMEWORK &
ASSESSMENT

R
A
T
E

BEHAVIORAL &
LEADERSHIP
COMPETENCIES

ASSESSMENT
& FEEDBACK

G
Y

REALISTIC
RESETTING OF
ASPIRATIONS

A robust competency framework, an objective assessment process and transparent

communication with employees will help manage aspirations well with limited or no
12

negative fall- outs. Those who appreciate the messaging will seek to leverage their
strengths to the maximum and organizations should create roles and opportunities to
facilitate them to experience their career best. And those who refuse to appreciate the
feedback and adjust to the reality will leave the system rather than sticking around as
disengaged and disgruntled employees.

COMPETENCY MODEL:
The model has three parts:
1. Sample of competency map.
2. Competency assessment instruments
3. Competency grading guidelines
1. Sample of Competency map
The competency model should be for different department and at
different level. The levels are:
Junior executive level
Middle Management level
Senior/ corporate management
In this method, for assessment they allot roles and responsibilities and then
they will assess the individual.
Competency assessment instruments

Competency assessment instruments of forms for competencies included in the

model attached herewith for ready reference. These forms describe behavioral indicators
for each of the elemental competency. The behavioral selected for the instruments are
the ones that can be identified in the interviews. The indicators those are difficult to be
13

identified in the interviews are not included in the assessment instruments. The sheets
also indicate relative importance of the behavioral indicators for the particular
competency.

2. 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)
Highly proficient (Generally delivers more than satisfactory results)
Expert (Delivers reliably good results)
Master (Can deliver precise results)

This is mainly based on the nature and the extent of evidence of behavioral
indicators.
Elemental competencies and their levels need to be differentiated as Base
Competencies requirements and Environmental Competency requirement to take
changing environment into consideration for competency assessment.
The value of competency mapping and identifying emotional strengths is
that many employers now purposefully screen employees to hire people with specific
competencies. They may need to hire someone who can be an effective time leader or
who has demonstrated great active listening skills. Alternately, they may need
someone who enjoys taking initiative or someone who is very good at taking
direction. When individuals must seek new jobs, knowing ones competencies can
give one a competitive edge in the job market.

14

Usually, a person will find themselves with strengths in about five to six
areas. Sometimes an area where strengths are not present is worth developing. In other
cases, competency mapping can indicate finding work that is suited to ones strengths,
or finding a department at ones current work where one's strengths or needs as a
worker can be exercised.
A problem with competency mapping, especially when conducted by an
organization is that there may be no room for an individual to work in a field that
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.
A person identified as needing to learn new things in order to remain happy
might find himself or herself in a position where no new training is ever required. If the
employer cannot provide a position for an employee that fits him or her better,
competency mapping may be of little use.

However, competency mapping can ultimately serve the individual who

decides to seek employment in an environment where he or she perhaps can learn new
things and be more intellectually challenged. Being able to list competencies on
resumes and address this area with potential employers may help secure more
satisfying work. This may not resolve issues for the company that initially employed
competency mapping, without making suggested changes. It may find competency
mapping has produced dissatisfied workers or led to a high worker turnover rate.

PROCESS OF COMPETENCY MAPPING:

1. Introduction

15

The facilitator will discuss about the objective of the program and
explain about the concept and practice of competency mapping and assessment.

2. Overview of organization, organizational design and job:

Here the facilitator will briefly present and discuss:

Business, market, customer and customer requirements

Organizational structure
Technical processes
Business and Management processes

3. Overview of Competency model:

The facilitator will briefly discuss about the competency model.
They should explain different competencies and their behavioral indicators. Facilitator
should provide examples of relationships between competencies and business process
requirements like elemental competency of influencing ability and sales process,
Competency of team working & interpersonal effectiveness and production process
etc.,
Facilitator will answer the questions that participants may have, to
clear their doubts. This will complete the orientation of the program.

4. Identification of core competencies:

Facilitators will every job its duties and responsibilities, processes
participated, critical factors for performance and criticality of the job etc., and will
facilitate discussion among participants with respect to the job factors.
16

The objective is to identify up to ten most important 10 elemental

competencies for each of the job from the list of 20 elemental competencies and divide
them into two groups: core competencies and supporting competencies.
5. Minimum acceptable level of competency:
To decide minimum acceptable level of each of the competency.
6. Base competency map:
Prepare a table of competency and their minimum acceptable level
of each of the job position in the organization. This may be called as Base competency
map for the organization.
7. Further development of the competency model:
The Base competency map based on the model provides broad
requirements for each of the job. This map helps to establish basic requirements for a
competency based performance and potential appraisal system.
For performance diagnostic applications the model needs to be
further refined with in-depth job studies for each of the job.

The overall competency requirement for a job needs to be understood in

terms of elemental competencies which depend upon education, knowledge, training,
experience, technical and non-technical skills, attitude, personal image etc., and some of
these attributes are difficult to objectively assess and measure.
Competency mapping and assessment is a very important development for
HR function. It provides much needed objectivity to HR activities. With the help of tool
like Competency mapping, role of HR has changed from support function to core

17

function. With Competency based HR systems and programs, HR function can directly
contribute to organization effectiveness.

3. INDUSTRY PROFILE:
18

Economic liberalization policies adopted by the lawmakers in the last decade of the previous
century have resulted in steady growth in India's GDP and the share of services sector in this
growth story is remarkable. At present services sector contributes to Indian economy in a
significant manner by providing huge employment scope for the youths and also by ensuring
steady flow of money to the exchequer through services tax. Unlike manufacturing, the services
sector depend heavily on people or the employees due to the inherent characteristics of services
like intangibility and perish ability and that is why the success of a services based company
depends mostly on the capacity and ability of its employees in providing excellent services to the
customers successfully. In India services sector companies ranging from telecom, softwares to
banking, insurance and financial services face a challenging task to recruit develop and retain
skilled and effective manpower and that is why HR experts and consultants are worried about the
future growth of services sector in India. In most of the services sector firms Competency
Mapping is being used as a process to identify key competencies for the organization and/or a
particular job and based on that the identified competencies are being incorporated throughout
the various processes (i.e. job evaluation, training, recruitment) of the firm. This process starts
with a job analysis with a goal to gather from employees what they feel are the key behaviors
necessary to perform their respective jobs. Using the results of the job analysis, a competency
based job description is being developed. With a competency based job description, the mapping
of the competencies throughout the human resources processes is being done. The competencies
of the respective job description become the factors for assessment on the performance
evaluation. But this traditional process is incomplete because it does not take into account the
customers' perceptions and expectations from the employees of a services firm. Recent empirical
study shows in the context of banking and financial sector that customers' satisfaction depends
heavily on some factors related with certain skills and behaviors of the employees of the firm. So
it is necessary to incorporate the customers' views and thoughts in identifying competencies for a
particular job which involves frequent customer interaction. This paper attempts to develop a
framework through which the competencies for a job can be identified from all directions be it
employees or be it customers and thus the proposed framework makes the competency mapping
process more prudent and effective for the services sector firms in present Indian economic
scenario.
IT Industry in India

19

The Information technology industry in India has gained a brand identity as a knowledge
economy due to its IT and ITES sector. The ITITES industry has two major components: IT Services
and business process outsourcing (BPO). The growth in the service sector in India has been led by the IT
ITES sector, contributing substantially to increase in GDP, employment, and exports. The sector has
increased its contribution to India's GDP from 1.2% in FY1998 to 7.5% in FY2012.According to
NASSCOM, the ITBPO sector in India aggregated revenues of US$100 billion in FY2012, where export
and domestic revenue stood at US$69.1 billion and US$31.7 billion respectively, growing by over
9%.The major cities that account for about nearly 90% of this sectors
exports are Bangalore, Hyderabad, Chennai, Delhi, Mumbai. Bangalore is considered to be the Silicon
Valley of India because it is the leading IT exporter. Export dominate the ITITES industry, and constitute
about 77% of the total industry revenue. Though the ITITES sector is export driven, the domestic market
is also significant with a robust revenue growth. The industrys share of total Indian exports (merchandise
plus services) increased from less than 4% in FY1998 to about 25% in FY2012. According to Gartner, the
"Top Five Indian IT Services Providers" are Tata Consultancy Services, Infosys, Cognizant, Wipro and
HCL Technologies.
This sector has also led to massive employment generation. The industry continues to be a net
employment generator - expected to add 230,000 jobs in FY2012, thus providing direct employment to
about 2.8 million, and indirectly employing 8.9 million people. India's growing stature in the Information
Age enabled it to form close ties with both the United States of America and the European Union.
However, the recent global financial crisis has deeply impacted the Indian IT companies as well as global
companies. As a result hiring has dropped sharply, and employees are looking at different sectors like the
financial service, telecommunications, and manufacturing industries, which have been growing
phenomenally over the last few years. India's IT Services industry was born in Mumbai in 1967 with the
establishment of Tata Group in partnership with Burroughs. The first software export zone SEEPZ was set
up here way back in 1973, the old avatar of the modern day IT Park. More than 80 percent of the
country's software exports happened out of SEEPZ, Mumbai in 80s.

4. DATA ANALYSIS AND INTERPRETATION

20

TABLE: 1
AWARENESS OF COMPETENCY MAPPING

S.NO
1
2

AWARENESS
Yes
No
Total

NO OF

NO OF

RESPONDENTS

RESPONDENTS (%)
80
20
100

80
20
100

CHART: 1
AWARENESS OF COMPETENCY MAPPING

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.

TABLE: 2
RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

21

NO OF
S.NO
1
2
3
4

MODES
Through colleague
Through Organization
Through Academics
Other Media
Total

RESPONDENTS
5
90
5
100

NO OF
RESPONDENTS (%)
5
90
5
100

CHART: 2
RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

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.

TABLE: 3
NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

S.NO

NECESSSITY
22

NO OF

NO OF

RESPONDENTS

RESPONDENTS (%)

1
2

Yes
No
Total

93
7
100

93
7
100

CHART: 3
NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

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.

TABLE: 4
ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

S.NO
1
2

ASSESSMENT
Yes
No

15
85
23

NO OF

NO OF

RESPONDENTS

RESPONDENTS (%)
15
85

Total

100

100

CHART: 4
ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

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.

TABLE: 5
TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING
S.NO
1
2
3
4

TECHNIQUES
During recruitment
Further development need
Succession planning & promotion
Organizational development
Total

NO OF

NO OF

RESPONDENTS

RESPONDENTS (%)
9
20
30
41
100

9
20
30
41
100
24

CHART: 5
TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

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.
TABLE: 6
MODEL FOR ASSESSING COMPETENCY

S.NO
1
2
3
4

MODEL
Job-match model
Strategy based model
Strategy developmental model
Intellectual capital model
Total

NO OF

NO OF

RESPONDENTS

RESPONDENTS (%)
15
55
15
15
100

15
55
15
15
100

25

CHART: 6
MODEL FOR ASSESSING COMPETENCY

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.
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

15
50
35
-

2
1
0
-1
-2
26

30
50
0
-35
0

Total

100

45

Using Likerts scale,

The degree level
= 45 / 100
= 0.45

CHART: 7
ENHANCING COMPENTENCY THROUGH TRAINING AND DEVELOPMENT
PROGRAM

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.

27

TABLE: 8
COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION PROCESS

S.NO

COMPETENCY

NO OF

DEGREE

RESPONDENCE

MAPPING FOR

RESPONDENTS

LEVEL

LEVEL

SELECTION
1
2
3
4
5

PROCESS
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total

10
75
15
100

2
1
0
-1
-2

Using Likerts scale,

The degree level

20
75
0
0
0
95

= 95 / 100
= 0.95
CHART: 8
COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION
PROCESS

28

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.

TABLE: 9
COMPETENCY MAP FOR PERFORMANCE APPRAISAL

29

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

Using Likerts scale,

The degree level
= 75 / 100
= 0.75
CHART: 9
COMPETENCY MAP FOR PERFORMANCE APPRAISAL

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.

30

TABLE: 10
COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

S.NO

COMPETENCY

NO OF

DEGREE

RESPONDENCE

MAPPING IN

RESPONDENTS

LEVEL

LEVEL

DIFFERENT
1
2
3

DEPARTMENT
Strongly agree
Agree
Neutral

80
20

2
1
0
31

0
80
0

4
5

Disagree
Strongly disagree
Total

100

Using Likerts scale,

The degree level

-1
-2

0
0
80

= 80 / 100== 0.80

CHART: 10
COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

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.

32

TABLE: 11
COMPETENCY ASSESSMENT INSTRUMENT

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

Using Likerts scale,

The degree level

80
20
100

2
1
0
-1
-2

= 180 / 100
= 1.80
CHART: 11

COMPETENCY ASSESSMENT INSTRUMENT

33

160
20
0
0
0
180

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.

34

TABLE: 12
WAYS TO ACCESS COMPETENCY
S.NO

WAYS TO ACCESS

1
2
3
4

COMPETENCY
Personal interview
Written test
Group discussion
Psychometric test
Total

NO OF
RESPONDENTS
45
30
20
5
100
CHART: 12

NO OF
RESPONDENTS (%)
45
30
20
5
100

WAYS TO ACCESS COMPETENCY

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

35

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.

TABLE: 13
METHODS TO ACCESS COMPETENCY
S.NO

METHODS TO ACCESS

1
2
3
4
5

COMPETENCY
Assignments
Projects
Special responsibilities
Issues
Events
Total

NO OF
RESPONDENTS
25
55
20
5
100

NO OF
RESPONDENTS (%)
25
55
20
5
100

CHART: 13
METHODS TO ACCESS COMPETENCY

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

36

assessment tool and the remaining 5% of the respondents have used special events as an
assessment tool.
TABLE: 14
DEFINING ROLES & RESPONSIBILITIES

S.NO

DEFINING ROLES &

RESPONSIBILITIES
1
Strongly agree
2
Agree
3
Neutral
4
Disagree
5
Strongly disagree
Total
Using Likerts scale,
The degree level

NO OF

DEGREE

RESPONDENCE

RESPONDENTS
7
93
100

LEVEL

LEVEL

2
1
0
-1
-2

14
93
0
0
0
107

= 107 / 100
= 1.07
CHART: 14

DEFINING ROLES & RESPONSIBILITIES

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
the company.

37

TABLE: 15
POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

S.NO

EXCEL BECAUSE OF

1
2
3
4
5

SPECIFIC SKILL
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total

Using Likerts scale,

The degree level
= 1.20

NO OF
RESPONDENTS
25
70
5
100

DEGREE

RESPONDENCE

LEVEL
2
1
0
-1
-2

LEVEL
50
70
0
0
0
120

= 120 / 100

CHART: 15
POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

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.
TABLE: 16
NECESSITY OF SEPARATE BLOCK TO WORK

38

S.NO

1
2
3
4
5

NECESSITY OF

NO OF

DEGREE

RSPONDENCE

SEPARATE BLOCK TO

RESPONDENTS

LEVEL

LEVEL

WORK
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total

Using Likert scale,

The degree level

85
15
100

2
1
0
-1
-2

0
85
0
0
0
85

= 85 / 100= 0.85
CHART: 16
NECESSITY OF SEPARATE BLOCK TO WORK

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.
TABLE: 17
PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING
S.NO

PROBLEMS IN IMPLEMENTING

1
2

COMPETENCY MAPPING
Yes
No
Total

NO OF
RESPONDENTS
55
45
100
39

NO OF
RESPONDENTS (%)
55
45
100

CHART: 17
PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

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.

TABLE: 18
MOTIVATION AND SUPPORT FROM ORGANIZATION

S.NO

MOTIVATION AND

NO OF

DEGREE

RESPONDENCE

SUPPORT FROM

RESPONDENTS

LEVEL

LEVEL

ORGANIZATION
Strongly agree

20

2
40

40

2
3
4
5

Agree
Neutral
Disagree
Strongly disagree
Total

70
10
100

1
0
-1
-2

70
0
0
0
110

Using Likerts scale,

The degree level
= 110 / 100= 1.10
CHART: 18
MOTIVATION AND SUPPORT FROM ORGANIZATION

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.

41

TABLE: 19
TRAINING AT FREE OF COST

S.NO

TRAINING AT FREE

NO OF

OF COST
RESPONDENTS
1
Strongly agree
10
2
Agree
80
3
Neutral
10
4
Disagree
5
Strongly disagree
Total
100
Using Likerts scale,
The degree level
= 100 / 100= 1.00
CHART: 19
42

2
1
0
-1
-2

DEGREE

RESPONDENCE

LEVEL

LEVEL
20
80
0
0
0
100

TRAINING AT FREE OF COST

INTERPRETATION:
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.

TABLE: 20
TRAINING PROGRAM INCREASES PRODUCTIVITY

S.NO

TRAINING PROGRAM

NO OF

DEGREE

RESPONDENCE

INCREASES

RESPONDENTS

LEVEL

LEVEL

PRODUCTIVITY
Strongly agree
10
Agree
70
Neutral
20
Disagree
Strongly disagree
Total
100
Using Likerts scale,
The degree level = 90 / 100= 0.90

1
2
3
4
5

2
1
0
-1
-2

20
70
0
0
0
90

CHART: 20
TRAINING PROGRAM INCREASES PRODUCTIVITY

43

INTERPRETATION:
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.

TABLE: 21
SATISFACTION LEVEL REGARDING TRAINING PROGRAM

S.NO

SATISFACTION LEVEL

NO OF

DEGREE

RESPONDENCE

REGARDING TRAINING

RESPONDENTS

LEVEL

LEVEL

PROGRAM

1
2
3
4
c5

Highly satisfied
25
Satisfied
75
Neutral
Dissatisfied
Highly dissatisfied
Total
100
Using Likerts scale,
The degree level
= 125 / 100= 1.25

2
1
0
-1
-2

50
75
0
0
0
125

CHART: 21
SATISFACTION LEVEL REGARDING TRAINING PROGRAM

44

INTERPRETATION:
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.
TABLE: 22
IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

S.NO

IMPROVEMENT IN

NO OF

PERFORMANCE LEVEL
RESPONDENTS
Strongly agree
10
Agree
35
Neutral
10
Disagree
25
Strongly disagree
20
Total
100
Using Likerts scale,
The degree level
= -10 / 100= -0.01

1
2
3
4
5

DEGREE

RESPONDENCE

LEVEL
2
1
0
-1
-2

LEVEL
20
35
0
-25
-40
-10

CHART: 22
IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

45

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 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.

46

FINDINGS

80% of the employees in Company 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 their

competencies in the past.

But the remaining respondents have assessed their competencies only after they have joined

the Company.
Respondents have assessed their competencies mostly for their organizational 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.

Meager amount of respondents have assessed their competencies by job-match model.

50% of the respondents have agreed that the training and program provided by the

organization will definitely enhance their competencies.

75% of the employees have agreed that their organization is using the Competency Mapping

as a tool for selection process.

And also the majority 65% of the employees agreed that their organization is utilizing the
competency mapping as a tool for performance appraisal.
47

80% of the employees agreed that their organization is providing competency mapping for

different department and for different positions.

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 their

HR manager. It is also agreed by majority of the employees.

Motivation and support are regularly provided to the employees by the HR manager and the

top authority.
Due to the training program provided by the organization, the organizations productivity has

also increased. It is also provided at a free of cost.

Most of the respondents agreed that the performance level was improved because of the
training program organized by the organization.
Response given by the HR Manager:

Companys 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 Automization),

Kaizen philosophy and TPM.

The biggest achievement of the HR manager is wages and bonus settlement to the employees

and providing sufficient manpower to the production.

The projects that are carried out for their development are Quality circle, model machine

concept.
The training programs conducted by the HR department are: 5S awareness, Kaizen method,
Model machine concept, Why-Why analysis, Presentation skills and TS 16949 awareness.

48

SUGGESTIONS:

The organization should create awareness about the Competency mapping and their uses

among the employees through various programs.

The organization should enhance the employees competencies through various training and

development programs.
The HR manager can take the initial steps to teach about the range of methods for assessing

the employees competencies.

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 so

that the employee also feels independence in their work.

By giving a proper communication, the organization can avoid the problems while
implementing the competency mapping.

49

CONCLUSION
Competency mapping and assessment provides clear indication of
employee developmental needs. Candidate weakness with respect to the required
competencies discovered in the assessments shows opportunity for development for the
candidate.
Company also benefited out of the Competency mapping. For that, the HR
manager Mr.M.Ramakrishnan has also taken many initiatives for the welfare of both the
employees and the organization. This organization has used the competency mapping for
various purposes like selection process, performance appraisal, succession planning &
promotion etc. There is no doubt that if the organization has used the competency
mapping, they will definitely get the success.
At present scenario, Competency mapping is essential for every
organization. Only thing that if the organization used it effectively means, they will
definitely get benefit. The employees competencies can be enhanced through
conducting various training and development program, assigning projects, to involve all
the employees in decision-making process etc.

BIBLIOGRAPHY:
50

51

QUESTIONNAIRE
Name

Qualification

Designation

1. Are you aware of competency mapping?

a. Yes
b. No
2. How do you know about the competency mapping?
a. Through colleague b. Through organization c. Through academics d.
other media
3. Do you think that the competency mapping is necessary in this present scenario?
a. Yes
b. No
4. Have you accessed your competency in the past?
a. Yes
b. No

5. When will you access your competency?

a) During recruitment
c) succession planning & promotion

b) Further development need

d) organizational development

6. By which model, you will access your competency.

a. Job-match model
b. strategy based model
c. strategy development model

d. Intellectual capital model

7. Do you think that the training and development program will enhance your
competencies?
a. Strongly agree

b. agree c. Disagree

d. strongly disagree

neutral
8. Competency mapping act as an effective tool for selection process.
a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral
9. Your organization uses employee competency map for performance appraisal.
52

e.

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
11. You have competency assessment instrument in your organization.
a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral
12. In what way do you feel better to assess your competency?
a. Personal interview b. Written test c. Group discussion d. Psychometric
test
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
a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral
15. To excel as a potential employee, would you possess a specific skill?
a. Strongly agree b. Agree c. Neutral d. Strongly disagree e. Disagree
16. Do you want an isolated room to work in an organization?
a. Strongly agree b. Agree c. Neutral d. disagree e. strongly disagree
17. Have you ever faced the problem while implementing the competency mapping in
your organization?
a. Yes b. No
18. You are continuously motivated and supported by your organization.
a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral
19. The training provided by your organization is free of cost?
a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral
20. The training program increases your productivity.
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree
21. You satisfaction level with the training program given by your organization.
53

a. Highly satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e. Highly

dissatisfied
22. There is an improvement in your performance because of the training program
given by your organization.
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

54