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COMPETENCY MAPPING
Human Resources function entrusted with responsibility to find right person for every
job and development of the employed person to do the assigned job effectively, have found
Competency Mapping for assessing competencies.
David McClelland the famous Harvard psychologist has pioneered the competency
movement across the world. His classic books on Talent and Society ,Achievement
Motive, The Achieving Society, Motivating Economic Achievement and Power the
Inner Experience brought out new several dimensions of the competencies. These
competencies exposed by McClelland dealt with the affective domain in Blooms
terminology. The turning point for competency movement is the article published in
American psychologist in 1973 by McClelland titled wherein he presented data that
traditional Achievement and intelligence scores may not be able to predict job success an
what is required is to profile the exact competencies required to perform a given job
effectively and measure them using a variety of tests.
In fact major basics of all Marketing Management ,Human Resource Management
,Basics of Management Models, are been directly lifted with some modification from
Chanakyas
Arthasastra, book on Political science and Administration, is a classical book where on may
find the roots of Competency Mapping.
Definition by McClelland
Competency is an underlying characteristic of an individual that is casually related to
criterion referenced effective and/or superior performance in a job or a situation.
Competency Mapping is a tool that identifies the skill and knowledge needed to
effectively perform a role in the organization and to help the business meet its strategic
objectives .It lists the relevant skills or competencies for each level of learning. The skills
build on one another and are intended to be horizontally cumulative. They are also intended
to convey developmental progression. The Competency Mapping process recognizes that
these skills cannot be absolute, but will vary greatly from organization to organization
depending on its size and the sophistication of the business function .It will find out the
relationship between competencies required for a job and competencies being displayed by
the person performing that job. Competency Mapping helps in finding missing links between
the two. This is used to identify the true potential of employees. which can be harnessed for
organizational growth?
To achieve higher performance standards, the companies need to identify
competencies required for a job and compare these competencies with the extent the
employee possess. The differences of these two competencies determine the training needs.
Based on the needs, competency building maps (COMPETENCY MAPPING) or in the other
words personal training plans are developed by the superiors and required training is
implemented systematically.
Visakhapatnam Steel Plant (VSP) has been one of the organizations
which is adopting, the industry best HR practices. It has recently implemented competency
mapping in the organization.This helps organizations to place right candidate in the right job
based on their competencies. So there is zeal to know the competency mapping at VSP.
METHODLOGY
There are two types of data to collect information relating to the concerned topic
PRIMARY DATA
SECONDARY DATA
PRIMARY DATA
For this project, primary data was collected from the questionnaire. The questionnaire was
personally administrated with respondent in Visakhapatnam Steel Plant it took two weeks for
most of the respondent to fill the questionnaire. The respondents was given by the
respondents were tabulated and a score sheet is prepared.
In the total population of 344 of managerial cadre i.e. E6 and E7 levels, a
sample size of 70 was drawn by using random sampling method.
SECONDARY DATA
Secondary data is such data, which is already published, collected for some purpose other
than one confronting the researcher at a given point of time. This data is collected from
reports, company journals, websites and library.
LIMITATIONS
The study is however subjected to certain limitations:
The time is a major limitation. The whole study was conducted within a period of 2
months.
The study does not cover non-executive cadre. The study conifers itself only to
assistant general managers and deputy general managers.
As the Competency Mapping is partially implemented, it was not possible to gather
much information.
The information provided by some of the employees might not reveal the actual facts,
because they might feel that they are under vigilance of management.
CHAPTERISATION
Chapter-1
The first chapter deals with the introduction to the study about Competency Mapping,
methodology and limitations of the study are also discussed.
Chapter-2
The second chapter portrays the Steel industry with a special reference to Visakhapatnam
Steel Plant.
Chapter-3
The third chapter examines the theoretical concepts of Competency Mapping at
Visakhapatnam Steel Plant.
Chapter-4
The fourth chapter elicits the opinion and views of respondents on the Competency Mapping
at Visakhapatnam Steel Plant.
Chapter-5
The fifth chapter evaluates the whole report in summary, findings and suggestions.
10
Industry Scenario:
The Indian economy grew at 9.4% in 2006-2007 on the back of a high growth
base of 9% in 2005-2006 and achieved the fastest growth rate in 18 years, next only to the
10.5% clocked in 1988-1989.Aided by the high growth along with a strengthening rupee in
the forex market, the economy has graduated to a trillion dollar one, the 12 th such nation
globally to reach this milestone.
Indias rapid economic growth is being built on a frame of steel. Soaring
demands by sectors like infrastructure, real estate and automobiles, at home and abroad, has
put Indias steel industry on the world map. Mergers and takeovers like TATA-CORUS and
Arcelor-Mittal led by the Indian steel companies or Indians have been dominating the global
steel happenings. In India, finished steel production at 49 million tons, showed a remarkable
growth of 10.8% in 2006-2007.
The International Iron and Steel Institute (IISI) ranked India as the seventh
largest steel producer in the world with an overall production of about 40 million tons in
2006.During 2006, the global steel production stood at 1240 million tons, showing a robust
growth of 8.8% over 2005.Steel use during the year grew by 8.5% to reach 111.3 million
tons.
As per IISI forecast, there will be a growth of 5.9% in the global steel use in
2007 taking the total to 1,179 million tons followed by 6.1% in 2008 to reach 1250 million
tons. The global steel demand projections indicate that India will be one of the engines of the
world steel industry in the future. The National Steel Policy, published by the Ministry of
steel in 2005, envisages production of 110 million tons in India by 2020.
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Production:
Steel industry was de-licensed and decontrolled in 1991 and 1992 respectively.
India is the 8th largest producer of steel in the world.
In 2012-13, finished steel production was 36.193 million tones.
Pig iron production in 2012-13 was 5.221 million tones.
Sponge iron production was 80.85 million tones during 2012-13.
The annual growth rate of crude steel production in 2011-12 was 8% and in 2012-13
was 6%. Last 4 years production performance is as under:
12
STEEL PLANT
DURGAPUR STEEL PLANT
COLLABORATED BY
BRITAIN
2.
ERSTWHILE USSR
3.
4.
ERSTWHILE USSR
GERMANY
13
1956.61
A bold decision was taken up to increase the ingot steel output India to
6 Million tons per year & production at Rourkela, Bhilai and Durgapur
steel plant started.
1969-74
SAIL was formed during this period on 24 th January, 1973. The total
installed capacity from 6 integrated plants was 106 Mt.
1980.85
1985-91
1991-96
16
RAW MATERIAL
Iron Ore Lumps & Fines
BF Lime Stone
SMS Lime Stone
BF Dolomite
SMS Dolomite
Manganese Ore
Boiler Coal
Coking Coal
Medium
Coking
Coal
SOURCE
Bailadilla, MP
Jaggayapeta, AP
UAE
Madharam, AP
Madharam, AP
Chipurapalli, AP
Talcher, Orissa
Australia
Gidi/Swang/Rajarappa/Kargali
(MCC)
Water supply
Operational water requirement of 36 mgd is being met from the Yeleru Water Supply
scheme.
Power supply
Operational power requirement of 180 to 200 MW is being met through Captive Power
Plant. The capacity of the power plant is 286.5 MW. VSP is now exporting around 60 MW of
power to APSEB.
Department
Coke Ovens
Annual Capacity(000 T)
2,261
Sinter Plant
5,256
Mtrs. Heights.
2 Sinter machines of 312 Sq.
3,400
3,000
volume each
3 LD Converters each of 133
Blast Furnace
Steel Metal Shop
710
850
850
Granulated Slag
Lime Fines
Ammonium Sulphate
VISION
To be a continuously growing world-class company by
MISSION
18
and in the process increase their capacity by 1.0Mt, thus hot metal capacity to 7.5Mt.
Be amongst top five lowest cost steel producers in the world
Achieve higher levels of customer satisfaction.
Vibrant work culture in the organization.
Be proactive in conserving environment, maintaining high levels of safety and
addressing social concerns.
CORE VALUES
Commitment
Customer
Continuous Improvement
Concern for Environment
Creativity & Innovation
VSP POLICIES
VSP takes all necessary actions for the fulfillment of regulatory requirements. It has
dedicated departments for this purpose. Energy conservation, environmental preservation,
safety in work place and occupational health gets highest priority in the company. Some of
the policies in this regard are reproduced below.
19
20
We shall ensure that the general medical tests conducted before the issue of
appointment letter will not cover HIV/AIDS without the informed consent and pretest counseling of the candidate.
21
We shall provide all AIDS patients Anti Retroviral Therapy, as and when necessary.
We shall ensure that all Health care personnel follow Universal Precautions to
prevent the spread of the disease.
HR POLICY
VSP believes that the employees are the most important resources. To realize the full
potential of employees, the company is committed to:
Provide work environment that makes the employees committed and
motivated for maximizing productivity.
Establish systems for maintaining transparency, fairness and equality in
dealing with employees.
Empower
employees
for
enhancing
commitment,
responsibility
and
accountability.
Encourage teamwork, creativity, innovativeness and high achievement
orientation.
Provide growth and opportunities for developing skill and knowledge.
Ensure functioning of effective communication channels with employees.
IT POLICY
RINL/VSP is committed to leverage Information Technology as the vital
enabler in improving the customer satisfaction, organizational efficiency, productivity,
decision-making, transparency and cost-effectiveness and thus adding value to the business
of steel making. Towards this, RINL shall:
Follow best practices in Process Automation & Business Processes through IT by inhouse efforts/outsourcing and collaborative efforts with other organizations/expert
22
groups/institutions of higher learning, etc, thus ensuring the quality of product and
services at least cost.
Follow scientific and structured methodology in the software development processes
with total user-involvement and thus delivering integrated and quality products to the
satisfaction of internal and external customers.
Make the most out of the state-of-the art technologies in the IT field while going for
the suitable cost effective IT infrastructure and software.
Ensure high level of data and information security across the organization.
Strive to spread IT-culture amongst employees based on organizational need, role and
responsibilities of the personnel and facilitate the objective of becoming a world-class
business organization.
Enrich the skill set and knowledge based of all related personnel at regular intervals to
make employees knowledge-employees.
Periodically monitor the IT investments made and achievements accrued to review
their cost effectiveness.
CUSTOMER POLICY
VSP will endeavor to adopt a Customer-focused approach at all times with
transparency.
VSP will strive to meet more than the customer needs and expectations pertaining to
products, quality, value for money and satisfaction.
VSP greatly values its relationship with Customers and would make efforts at
strengthening these relations for mutual benefit.
HR MANAGEMENT
23
Human resource initiatives at VSP are closely linked to the corporate strategy of the
organization. VSP has harmonious industrial relations where the entire work force works as a
well-knit team for the progress of the company. The productive environment prevailing in the
company fosters an atmosphere of growth both for the employees and for the company.
VSP has introduced multi-skilling concept since inception and the employees are trained to
imbibe this. VSP has adopted a system of overlapping shifts the first of its kind in the
industry. This system ensures smooth change over of the shifts and uninterrupted pace of
operation of the plant during the shift change over. The labour productivity is 358
tonnes/man/year for (2012-13).
Index
Organization Development
Corporate Presentations
Lectures by eminent personalities
Human resource Information system
Knowledge management
Initiatives on Six Sigma
Emancipation of women through WIPS, Women Development Programs(Spring
Board)
Pursuit of Business Excellence Model(BEM)
Dil Ki baat
Chairman tho maata
Employees are sent to other steel plants on short duration tours to find solutions to the
various issues facing the company. Employees are also sent to suppliers manufacturing
units/training institutes to get specific training in identified areas.
25
WORKS
PROJECTS
MINES
OTHERS
TOTAL
EXECUTIVE
3262
344
109
1492
5207
S
NON
11358
51
257
956
12622
EXECUTIVE
S
Total Employees
17829
Production scenarios: Steel industry was de-licensed and decontrolled in 1991&1992 respectively.
India is the 8th largest producer of steel in the world.
In 2012-13 finished steel production was 36.193Mt.
Pig iron production in 2012-13 was 5.221Mt.
Sponge iron production was 80.85 Mt during the year 2012-13
The annual growth rate of crude steel production in 2012-13was 8% and in 2011-12 was 6%.
DEMAND-AVAILABILITY PROJECTION: Demand-Availability of iron and steel in the country is projected by ministry of steel
annually.
Gaps in availability are met mostly through imports.
Interface with consumers by way of Steel Consumer Council exists, which is conducted
on regular basis.
Interface helps in redressing availability problems, complaints related to quality.
Award
Gold
Purpose
Award
for
outstanding VSP
Year
inception
continuously
and
improved
training facilities
Strategic
leadership
award
for For
his
well
known 2010
Resource
Global
human
resource In
recognition
of 2010
training
and
organization, London.
that
and
would
empower
won
this
Quiz 2009
HAT-TRICK
27
Public
conference
Relations
held
in
Chandigarh
being
the
best 2009
TATA-Crucible
Corporate Quiz
28
at
the
2009
International
2009
Hindi
implementation
RAJYA
TROPHY.
BHASHA
RINL ranked No.2 globally for the Global survey by Steel guru 2009
popularity of website among the for
global steel makers.
the
most
popular
29
Award
given
Economic
by
The 2009
Times-Great
ISPAT
RAJYA
TROPHY
of Hindi.
Employee
welfare 2009
Awards
for
QCFI-NMDC Trophy.
given
by
QCFI
CII Award for 5-S to WRM Dept. For Workplace
of VSP in November.
2008
Management.
VSP is the 1st organization
in
Steel
implementing
Industry
5-S
workplace management.
30
at
2008
EXCELLENT
International
awards
Convention
at
on
Health
Environment
in
&
Steel
industry)
Enterprise
Excellence
Award Excellence
31
in
overall 2008
For
his
significant 2008
for
Sustainable Development,
at Andhra University,
life
Visakhapatnam
in
society
and
Science& Technology.
operation
given
by
INSSAN
Best Organization Award conferred For promoting QCs in the 2008
by QCFI, Visakhapatnam Chapter
organization
VSP is one of the most modern steel plants in India incorporating State-of-the-Art
technology. Following are some of the modern technologies adopted:
7 meter tall Coke Oven Batteries with coke dry quenching.
Biggest Blast Furnaces in the country
Bell-less top charging system in Blast Furnace
100% slag granulation at the BF Cast House
Suppressed combustion- LD gas recovery system
100% continuous casting of liquid steel
Temporal and steamer cooling process in LMMM &WRM respectively
Extensive waste heat recovery systems and pollution control method
32
HOT METAL
LIQUID STEEL
33
SALEABLE
LABOUR
STEEL
PRODUCTIVITY(ton
nes/man/year)
2000-01
3,165
2,909
2,507
211
2001-02
3,485
3,083
2,757
228
2002-03
3,941
3,356
3,056
253
2003-04
4,055
3,508
3,169
262
2004-05
3,920
3,560
3,173
398
2005-06
4,153
3,603
3,237
414
2006-07
4,046
3,606
3,290
413
2007-08
3,913
3,322
3,074
389
2008-09
3,546
3,145
2,701
359
2009-10
3,900
3,399
3,167
382
2010-11
3,830
3,424
3,077
358
2011-12
3,920
3,520
3,084
362
2012-13
3,860
3,480
3,022
359
superiors &subordinates. Some of these factors may change with time, and thus changing
competency requirements for the same job position in the organization.
There are five types of competency characteristics:
Motives-The things a person consistently thinks about or Wants and that which
causes action. Motives drive, direct, or select behavior towards certain actions or
goals and away from others.
Traits-Physical characteristics and consistent responses to situation or information.
Self-Concept-A persons attitudes, values or self-image.
Knowledge-Information a person has in specific content areas.
Skill-The ability to perform a certain physical or mental task.
As illustrated,
surface characteristics of people. Self-concept, trait and motive competencies are more
hidden, deeper and central to personality.
Surface knowledge and skill competencies are relatively easy to develop; training is
the most effective way to secure these employee abilities. Core motive and trait
competencies are more difficult to assess and develop; it is most cost effective to select these
characteristics.
COMPETENCY MAPPING
Competency Mapping is a process through which one assesses and determines ones
strengths as an individual worker and in some cases, as a part of an organization. It generally
examines two areas :emotional intelligence or emotional quotient(EQ),and strengths of the
individual in areas like team structure ,leadership and decision-making .Large organizations
frequently employ the competencies of strengths of workers .They may also use competency
mapping to analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.
36
Thus, it is a tool that identifies the skills and knowledge needed to effectively perform
a role in the organization and to help the business meet its strategic objectives.
focused. And assessment centres became popular in seventies. The setting up an assessment
centre was in integral part of the HRD plan given to L&T by the IIMA professors as early as
in 1975.L&T did competency mapping and could not start assessment centres until much
later as it was not perceived as a priority area.
37
Arthasastra .It was his one of the greatest contributions to the world.
Arthasastra, book on Political science and Administration, is a classical book where on may
find the roots of Competency Mapping.
Why competency mapping is used in various organizations?
Large organizations frequently employ some form of competency mapping to
understand how to most effectively employ the competencies of strengths of workers .It
helps to analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.
The value of competency mapping and identifying emotional strengths is that many
employees now purposefully screen employees to hire people with specific competencies.
They may need to hire someone who can be an effective team leader or who has taking
initiative or someone who is very good at taking direction.
38
Help uplift the competencies of key managers by providing them insights into their
competencies and developmental opportunities.
FACTORS TO BE CONSIDERED:
Before carrying out competency mapping the following factors are to be considered and
addressed.
1. Fear and Anxiety: Employees may perceive a threat of being segregated as unfit .It is
important to take the people into confidence before undertaking this exercise.
2 .Lack of objectivity and clarity of purpose: Focus of facilitators and key personnel involved
in this exercise should be clear at all stages .There is some element of subjectivity in
competency mapping ;hence it needs to be done objectively and with utmost sincerity.
3. Resistance from Employees: General view of rejection may be there for this initiative
.change creates uneasiness and is viewed skeptic.
4. Lack of suitable Training Models: Those gaps may not be brought out for which
organization is not unable to find the training module. Training modules are to be designed to
suit the actual requirement of the employees. External training provides may be located.
Difficulty in getting people for training: Due to work exigencies, mangers may prevent
release of employees training. It is to be ensured that the employees are released for training.
2)Using the results of the job analysis ,you are ready to develop a competency based job
description .A sample of a competency based job description generated from the PIQ may be
analyzed .This can be developed after carefully analyzing the input from the represented
group of incumbents and converting it to standard competencies.
3)With a competency based job description ,you are on your way to begin mapping the
competencies throughout your human resources processes .The competencies of the
respective job description become your factors for assessment on the performance evaluation
.Using competencies will help guide you to perform more objective evaluations based on
displaying or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the result of your evaluation
to identify in what competencies individuals need additional development or training .This
will help you focus your training needs on the goals of the position and company and help
your employees develop toward the ultimate success of the organization.
third session of the workshop, the facilitator shall briefly discuss the competency
model .He should explain different competencies and their behavioral indicators. Behavioral
indicators need not be discussed in detail at this stage.
Facilitator should provide examples of 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.
After the first three sessions, facilitator shall answer the queries that participants may have ,
to clear their doubts .This will complete the orientation part of workshop .These three
sessions are useful to present the participants for the task of competency mapping.
41
After the participants develop adequate clarity about the job activities and responsibilities,
every participant should be asked to identify the eight most important competencies from the
list of twenty one elemental competencies in the sequence of their importance and criticality.
The facilitator should initiate a discussion among the participants on the relative importance
of elemental competencies for the job and should finalize the list of core elemental
competencies, The objective is to identify up to ten most important elemental competencies
for each job from the list of twenty one 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 following rules are helpful.
Table no 3.1: Minimum acceptable level of competency
Minimum required Competency level
Critical Competencies
Supporting Competencies
Executive
Managerial
Leader
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 .For the details of this process see the chapter on refinement.
Refinement of base competency map:
The base competency map needs to be refined for advanced applications like performance
diagnostics and performance excellence training etc. There are two methods for carrying out
the refinements; these are study of
map.
We recommend a combination of both the methods for refinement. The recommended
method
initially
process
map
is
studied
with
respect
to
critical
job, and through the internet. The quality of these studies will vary widely and they
need to be critically evaluated before use.
Focus groups: In focus groups, a facilitator works with a small group of job
incumbents, their managers, supervisors, clients, or others to define the job content or
to identify the competencies they believe are essential for performance .A series of
focus groups is often conducted to allow many people in the organization to provide
input. There are different approaches to conducting focus groups. Typically, the
facilitator will use a prepared protocol of questions to guide a structured discussion.
Expert panels are a special type of focus group in which persons who is considered
Highly knowledgeable about the job and its requirements meet to develop a list of the
competencies required for success. The members of expert panels are typically
persons who write about or do research in the relevant discipline, such published
academics.
Structured Interviews: In structured interviews, carefully planned questions asked
individually of job incumbents, their managers or other familiar with the job.
Benchmarking interviews with other organizations are especially useful in achieving a
broader view of the job or determining which competencies are more universally
deemed necessary for a particular job. However, it is important to be cautious in
applying the information collected from other organizations. There are many variables
such as work environment, culture, differences in job responsibilities that may limit
the relevance of the information.
Behavioral Event Interview: In behavioral event interviews (BEI), top performers
are interviewed individually about what they did, thought, said, felt in challenging or
difficult situations. The competencies that were instrumental in their success are
explorated from their stories. Often, average and low performers are also interviewed
to provide a comparison. The interviewer will ask questions such as Tell me about a
time when you had extremely challenging client or Give me an example a situation
at work in which you had to make a difficult decision.
44
Surveys: In surveys job incumbents, their supervisors, and perhaps senior managers
complete a questionnaire administrated either in print or electronically. The survey
content is based on previous data collection efforts such as interviews, focus groups,
or literature reviews. The respondents are typically asked to assign ratings to each
listed job element or competency .For example, respondents may be asked how
critical a competency is to effective job performance, how frequently the competency
is used on the job, the degree to which the competency differentiates superior from
average performers, and if the competency is needed on entry on the job or can be
developed overtime. Survey respondents are usually asked to provide in writing any
additional information that they feel is important.
Observation: In this data collection method, the research team visits high performing
incumbents and observes them at work. The more complex the job and the grater the
variety in the job tasks, the more time is required for an observation. For a very
routine job in which the same task is repeated over and over throughout the day, an
observation of a couple hours might sufficient. For very complex jobs, observation of
a week or more may be required. If the job changes based on work cycles, seasons, or
other factors, the observations may have to be conducted over a period of weeks or
months. The observation process may include asking employees to explain what they
are doing and why. Sometimes observations of average and low performers are also
conducted to establish a basis for comparison. The competencies required for
effective performance are then inferred from the observations by persons who are
experts in competency identification.
Job Description: Job descriptions are a basic human resource management tool that
can help to increase individual and organizational effectiveness. For each employee, a
good, up-to-date job description helps the incumbent to understand, how their
position contributes to the mission, goals, and objectives of the organization. For
organization, good job descriptions contribute to organizational effectiveness by
ensuring that the work carried out by staff is aligned with the organizations mission;
and, helping management clearly identifies the most appropriate employee for new
duties and realigning workloads.
45
Work Logs: In the work log method of data collection, job incumbents enter into logs
or diaries their daily work activities with stop and start times for each activity.
Depending on the complexity and variety of the job, incumbents may be asked to
make log entries for several days, weeks, or months.
360 degree Based competency mapping:
Many organizations today are using the process of 360 degree feedback to compare an
individuals self assessment of his/her own performance against key position and
organization competencies to the assessment of key stakeholders that the individual
interacts regularly with. The 360 feedback received is then used as input to the Individual
Development plan.
David McClelland takes the position that definitions for various competencies, which
contain real-life examples of more competent behavior, provide specific guideposts as to how
to develop the competency. The feedback information also provides a basis for career
counseling or explaining why a person should or should not be promoted.
46
contribute to organization effectiveness .Business process focus and objectivity are the main
advantages of the competency based HR management systems.
Employee competency map is a very useful document and can be used for the following
applications.
Candidate appraisal for recruitment
Employee potential appraisal for promotion or functional shift
Employee training need identification
Employee performance diagnostics
Employee self development initiatives
These applications are explained:
1. Candidate appraisal for recruitment
Selection of candidates for employment is very important decisions for any organization
a wrong selection costs the organization in terms of recruitment costs, efforts, time and
opportunity. Whereas landing into unsustainable job is very painful and unsettling experience
for the candidate. Job position competency map provides clear guidelines and reliable
process for Selection.
Competency map for the job positions and Assessment of candidates for the required
competencies gives comparatively reliable indication about suitability of the candidate if
selected for the position .Normally only core competencies are assessed for selection.
47
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 department shifts and promotions need careful 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 assessment shows opportunity for development of 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 directly be gauged through the
assessment of performance and competencies. Generally core competencies are used for
training need identification.
4. Employee performance diagnostics
Competency based assessment provides excellent understanding of Performance
problems Observed 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.
Employee those are not able perform to the expectations should be assessed for core as
well as support competencies and any observed inadequacy should be carefully studied
to understand its effect before taking any remedial measures.
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
.Organizations should develop a competency map document and make it available to all
employees for reference and study.
AREAS OF IMPLEMENTATION
Choosing the right kin people to join and progress in an organization.
Competencies can be used to construct a template for using in recruitment and
selection.
By knowing the competency profile, gaps can be identified for a position and allows
the individual to compare their own competencies to those required by the position or
the career path.
Training or development plans could focus on these competencies needing
improvement .Additionally education and development curricula would be linked to
improving competency levels to the needed levels needed for effective performance.
Individuals would know the competencies required for a particular position and
therefore would have an opportunity to decide if they have the potential to pursue that
position. Thus helps in Career and Succession planning.
Assessing employees readiness or potential to take on new challenges.
Rewards and Recognition.
Competency based pay is compensation for individual characteristics for skills and
competencies over and above the pay a job or organizational role itself commands.
Individual characteristics that merit higher pay may come in the form of
competencies (experience, initiative, loyality and memory portability).
49
50
Steel Authority of India Limited (SAIL), a navaratna PSU is the largest steel making
company in India. With thousands of skills required for jobs from mining to marketing
encompassing the complex steel making process, lot of training and for skills development
was being conducted. To effectively implement the corporate plan 2012 it was an imperative
that SAIL evolved and adopted the practice of competency mapping which requires a
systematic analysis across the organization with regard to the current level of competence of
the employees in various positions vis--vis the required skills for higher performance and
fulfilling the identified competency gaps. Standardized methodology of competency mapping
was adopted in different plans of SAIL on 2004-05.
Durgapur steel plant was the pioneer and initiating competency mapping system. A
committee after elaborate discussion and study of practices in different SAIL plants and
units. The broad steps in the standardized methodology are as follows.
1.
positions/work platform.
2. List the competencies required in each area of the above
3. Identify employee occupying the positions.
4. Designing the appropriate formats for documenting the present level of
competence against the desired skills.
5. Evaluate the skill through on the job performance.
6. Evaluate knowledge through tests.
7. Collate results and prepare the capability matrix.
8. Send the list of employees identified for training.
9. Imparting training.
10. Reassess the competency level of the employee during post-training period.
11. Re-training for employees who still lack competence after training.
12. Maintain record of individual employees.
52
13. Reassesses their competence at least once in two years keeping in view the
situation which is dynamic and is bound to change with normal separation of
employees, Introduction of new technologies and equipments etc.
L&T INFOTECH:
53
L&T InfoTech, a PCMM level 5 company, has a successful competency based HR systems.
Recruitment, training, job rotation, succession planning and promotions all are defined by
competency mapping. Says Dr Devendra Nath, executive vice president of the company, who
had initiated the PCMM process in the parent company (L&T) in 1997.Nearly all our HR
interventions are linked to competency. Competencies are enhanced through training and job
rotation .He adds that all people who have gone through job rotation undergo a
transformation and get a broader perspective of the company .For instance, a person lacking
in negotiations skills might be put in the sales or purchase department for a year to hone his
skills in the area.
No two organizations can have same competency framework; it will vary over time even in
one organization .It is not timeless, it is contextual. Thus competency mapping can be called
as the DNA of successit is what makes star performers work in a particular way.When
the company started competency mapping the whole process took 8 months for six roles and
two variations. Eventually, 16-18 profiles were worked out. The company uses soft people
for competency mapping.Behavioral competencies do not change every month .Two
appraisals are done subsequently every project end for skills, and annual for behavioral
competencies .Initially there was resistance from the line people, but when the numbers
started flowing they set up.
Every quarter, an SBU-based skills portfolio is published. As far as training and development
is concerned, instead of asking people to attend classes, they themselves get pulled to the
classes. Introduction of competency mapping has also involved introducing skill appraisals
in performance appraisals. This has also led to training people on how to assess subordinates
on competencies.
ZENSER
Similarly, Zensar has identified the competencies and the job analysis exercise was carried
out where the importance level of every competency was ascertained before freezing the
competency model. For team leaders and project managers, the company also runs
development centres in house; here, individuals are profiled on behavioral competencies
54
required for the position .This process creates awareness in the individual development plan.
Development centres help map an individuals potential, which is useful to both the
individual and the organization. All management development programs are also fine-turned
to address the specific competency needs at different levels.360 degrees feedback from their
teams. This feedback is based on the rating of the competencies which are an integral part of
their managerial skill-set.
LIST OF OTHER COMPANIES IMPLEMENTING COMPETENCY MAPPING
Hutch Orange
GE capital
Pricol
DS Group
TCS
Novell HCL Technologies
Help Age India
Cognizant Technologies
Cairn Energy India pvt.Lupin Ltd;
GAIL
L.G.Electronics India Ltd
Bharti cellular
Thermax group
Sandvik Asia
Mercuri Goldmann Pvt.Ltd
Exide Industries
Kochi Refineries
Infosys
Royal Enfield
Patni computer Systems
Visteon India
Tata Tea
NIIT
IPCL
NALCO
Cadlia Pharmaceuticals
Welspun India Ltd.
Wockhardt ltd.
Edutach Middle-east LLC(Dubai)
55
Birla Cellulosic
TATA AIG Insurance company
HDFC Standard Insurance Co.TATA Cumminus
ONGC
India Rayon
Wyeth
BPL Mobile cellular
MICO
Phillips
Power Grid Corporation
TATA Motors
Siemens Ltd
Bharat Electonics
IFFCO
Gati
HPCL
Idea Cellular
SBI staff college
TNT
Action AID India
Indo German Social Service etc;
56
accessors under him that they have to observe the employees secretly and should
compare the standard competencies of their job to the their competencies and should
report it to the AGM .Both accessors will be doing this task individually to all the
employees .Later, the AGM will check the report given by the accessors , he will take
the average of two accessors reports and check for the main competencies that are
missing in the employees and further the employees will be given training and
counseling on that missing competencies required for their job to fill the gap between
the their competencies and the standard competencies.
COMPETENCY CLUSTERS IDENTIFIED:
Depending upon the depth of knowledge, behavior and skill requirements different
competency clusters are created as indicated below:
1. Cluster 1:Operator level for technicians and charge man
They need basic level of skill/knowledge to perform tasks effectively .Most of the
roles will be performed with supportive roles.
2. Cluster 2:Manage and control for JO to E-4
They need moderate depth of knowledge and skills needed to perform the assigned
tasks without any supervision. They perform the assigned tasks with minimal
reference to his superior.
3. Cluster 3:Concerned with systems and procedures for E-5 to E-6
They require possessing a level of competency of knowledge and skill with more
specialization and need to perform with more command and authority in specific
areas. The job holder should manage situations of complex and should handle
sensitive issues. He should also be able to prioritize the activities and plan different
work related activities.
58
4. Cluster 4: Dealing with strategic and policy issued for E-7 to E-8
a. Should be able to plan, make strategies to achieve the set targets, manage different
multi discipline areas.
b. Should be able to negotiate with both internal and external agencies.
c. Should be able to take strategic and policy decisions.
d. Should be able to implement best practices to achieve strategic out comes and so
on.
The controlling officer identifies the gaps after evaluating the individual against each
identified competencies by using prescribed formats. Separate formats are designed for
cluster.
AGMS
Empowering Abilities
Cost effectiveness
Strategic Thinking
Planning
Decision making
Team building
Leadership
Leadership
59
Business Attitude
Initiative &Drive
Communication
Communication
60
Opinion
No. of respondents
% of respondents
Strongly Agree
11
2.
Agree
46
66
3.
Disagree
13
19
4.
Strongly Disagree
Total
70
100
61
Analysis: The above table shows that nearly 66% of the employees agree that they are
aware of competency mapping exercise , where as 11% of them are partly strongly agree,
while only 19% of them are a bit disagree and the rest of them are strongly disagree.
Interpretation: From the above analysis we can interpret that the most of the employees are
aware of competency mapping exercise in their organization because they are conducting
training programs about competency mapping.
TABLE: 4.2: COMPETENCY MAPPING IS REQUIRED AT VSP
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
18
26
2.
Agree
46
66
3.
Disagree
4.
Strongly Disagree
Total
70
100
Analysis: The above table exhibits that 66% of the employees agree that competency
mapping is required for an organization, where as 26% of them
only 7% them disagree for this and 1% of them only strongly disagree.
62
Interpretation: Therefore we can interpret that most of the employees agree that
competency mapping is required for an organization because it helps them to increase their
competencies required for their job.
TABLE:
4.3:
COMPETENCY
OF
THE
EMPLOYEES
EFFECT
THE
ORGANISATIONAL PERFORMANCE
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
16
23
2.
Agree
46
66
3.
Disagree
4.
Strongly Disagree
Total
70
100
Analysis: It is evident from the above analysis that,66% of the employees agree that
competency of the employees effect the organization ,23% of them are strongly agree, where
as only 8% of them are disagree and the rest of them are strongly disagree.
63
Interpretation: therefore we can say that most of the employees agree that competency of
the employees effect the organization because based on their competencies only they do their
job properly at right time.
TABLE: 4.4: COMPETENCY MAPPING HELPS IN RECRUITMENT AND
SELECTION PROCESS IN VSP
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
13
18
2.
Agree
48
69
3.
Disagree
10
4.
Strongly Disagree
Total
70
100
Analysis: The above chart shows that 69% of the employees agrees that competency
mapping helps in recruitment and selection process in their organization ,whereas 18% of
them are strongly agrees for this,10% of them disagrees And only 3% of them are strongly
disagrees .
64
Interpretation: therefore we can interpret that most of the employees agrees that
competency mapping helps in recruitment and selection process because their selection is
based on their competencies.
TABLE:
4.5:
COMPETENCY
MAPPING
HELPS
IN
TRAINING
AND
Opinion
No. of respondents
% of respondents
Strongly Agree
11
16
2.
Agree
52
74
3.
Disagree
4.
Strongly Disagree
Total
70
100
Analysis: As per the above data,74% of the employees agree that competency mapping
helps in training and development activity in their organization , while 16% of them strongly
agree, whereas 9% of them are disagree for this and only 1% of them
are strongly
disagrees.
Interpretation: From the above analysis we can interpret that most of the employees agree
that competency mapping helps in training and development activity in their organization
because it helps in identifying the weakness of candidates and helps in developing them.
65
TABLE:
4.6:
COMPETENCY
MAPPING
HELPS
IN
PERFORMANCE
Opinion
No. of respondents
% of respondents
Strongly Agree
16
23
2.
Agree
46
66
3.
Disagree
10
4.
Strongly Disagree
Total
70
100
Analysis: As per the above data, 66% of the employees agree that competency mapping
helps in performance management system of their organization, while 23% of them are
strongly agree ,while 10% are disagree and the rest of them strongly disagrees.
Interpretation: therefore we can interpret that most of the employees agree that competency
mapping helps in performance management system because it provides excellent
understanding of performance problems in the employees.
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
13
19
2.
Agree
45
64
3.
Disagree
13
4.
Strongly Disagree
Total
70
100
Analysis: The above chart shows that 64% of the employees agree that competency
mapping helps in succession planning, while 19% of them strongly agree for this, where as
13% of them disagree and only 4% of them strongly disagree .
Interpretation: Therefore we can interpret that most of the employees felt that competency
mapping helps in succession planning because the management can plan immediately to
develop their competencies.
TABLE: 4.8:
Opinion
No. of respondents
67
% of respondents
Strongly Agree
2.
Agree
36
52
3.
Disagree
29
41
4.
Strongly Disagree
Total
70
100
Analysis: We can say from the above chart that 52% of the employees agree that
competency mapping exercise help in achieving cultural integration in their organisation, 4%
of them strongly agree for this, while 41% of them disagree and only 3% of them strongly
disagree.
Interpretation: Therefore we can interpret that most of the employees thinks that
competency mapping helps in achieving cultural integration because different people works
in VSP they can know their weaknesses and can help each other in improving it.
TABLE: 4.9: COMPETENCY MAPPING HELPS IN ACHIEVING
ORGANISATIONAL ALIGNMENT OF GOALS
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
13
19
68
2.
Agree
44
63
3.
Disagree
12
17
4.
Strongly Disagree
Total
70
100
Analysis: We can say from the above chart that 63% of the employees agree that
competency mapping helps in achieving organizational alignment of goals in their
organization, where19% of them strongly agree for this, while 17% of them disagree and
only 1% of them strongly disagree.
Interpretation: Therefore we can interpret that most of the employees thinks that
competency mapping helps in achieving organizational alignment of goals because when the
employees can use their competencies well than they can achieve their organizational goals.
TABLE: 4.10: COMPETENCY MAPPING EXERCISE IS USEFUL IN OVERALL HR
PLANNING IN VSP
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
12
17
2.
Agree
44
63
3.
Disagree
13
19
69
4.
Strongly Disagree
Total
70
100
Analysis: We can say from the above chart that 63% of the employees agree that
competency mapping exercise is useful in overall HR planning of their organisation,where as
17% of them strongly agree for this, while 19% of them disagree and only1% of them
strongly disagree.
Interpretation: Based on the above analysis we can say that most of the employees agree
that competency mapping exercise is useful in overall HR planning of their organization
because this is applicable in all the HR related functions.
TABLE: 4.11: EMPLOYEE COMPETENCIES INFLUENCE PAY DECISIONS IN
VSP
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
2.
Agree
20
28
3.
Disagree
37
53
4.
Strongly Disagree
10
70
Total
70
100
Analysis: We can say from the above chart that 28% of the employees agree that employee
competencies influence pay decisions in their organisation, where 9% of them strongly agree
for this, while 53% of them disagree and only 10% of them strongly disagrees.
Interpretation: Based on the above analysis we can say that most of the employees felt
disagree that employee competencies influence pay decisions in their organization because in
VSP pay decisions are not related to their performance.
TABLE: 4.12: ENHANCING COMPETENCIES WILL HELP IN BUILDING
LEADERSHIP QUALITIES OF AN EMPLOYEE
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
15
21
2.
Agree
46
66
3.
Disagree
12
4.
Strongly Disagree
Total
70
100
71
Analysis: The above chart elicits that 66% of the employees agree that enhancing
competencies will help in building leadership qualities of an employee, while 21% of them
strongly agree for this, where as12% of them disagree and only 1% of them strongly
disagree.
Interpretation: Based on analysis
Opinion
No. of respondents
% of respondents
Strongly Agree
14
20
2.
Agree
41
59
3.
Disagree
14
20
4.
Strongly Disagree
Total
70
100
72
Analysis: The above chart elicits that 59% of the employees agree that competency
mapping exercise makes the work environment effective. While 20% of them strongly agree
for this, where as 20% of them disagree and only 1% of them disagree.
Interpretation: therefore we can interpret that most of the employees agree
that
competency mapping exercise makes the work environment effective because the employees
can develop their competencies which will be helpful for their development.
TABLE: 4.14: ATTITUDE OF THE EMPLOYEE TOWARDS WORK WILL
CHANGE
AFTER
PROVIDING
TRAINING
ON
THEIR
REQUIRED
COMPETENCIES
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
12
17
2.
Agree
50
71
3.
Disagree
12
4.
Strongly Disagree
Total
70
100
73
Analysis: The above chart elicits that 71% of the employees agree that attitude of the
employee towards work will change after providing training on their competencies, while
17% of them strongly agree for this, where as 12% of them disagree and none of them
strongly disagree.
Interpretation: from the above analysis we can interpret that most of the employees feels
that attitude of the employee towards work will change after providing training on their
competencies because they feel confident after training and their performance increases.
TABLE: 4.15: AWARENESS PROGRAMS REGARDING COMPETENCY MAPPING
SHOULD BE CONDUCTED ONCE IN EVERY 6 MONTHS
Sl. No
Opinion
No. of respondents
% of respondents
Strongly Agree
10
14
2.
Agree
45
64
3.
Disagree
11
16
4.
Strongly Disagree
Total
70
100
74
Analysis: The above chart states that 64 % of the employees agree that awareness programs
regarding competency mapping should be conducted once in every 6 months, while 14% of
them strongly agree, where as 16% of them disagrees and rest of them strongly disagree.
Interpretation: Therefore we can interpret that most of the employees feels that awareness
programs regarding competency mapping should be conducted once in every 6 month.
Because it is not conducted frequently.
SUMMARY
The competency framework serves as the bedrock for all HR applications. As a result
of competency mapping, all the HR processes like talent induction, management
development, appraisal and training yield much better results. Experts agree that the
competency mapping process does not fit he one size-fits all formula. It has to be specific to
the user organization .It is also important to focus on one or two key areas of implementation
rather than the whole HRD agenda in one scoop.
Unless managements and HR heads have holistic expectations from
their HR departments, the competency movement is unlikely to succeed as it requires lot of
time, dedication and money. But before an organization embarks on this journey it has to be
very clear about the business goals, capability-building imperatives and core competencies of
the organization.
75
output by
proper motivation ,filling the gaps between policies and work process, to improve overall
76
FINDINGS
The following are the major findings of my study
66% of employees felt that they are aware of competency mapping exercise
66% of employees agree that competency mapping is required for an organization.
66% of the employees think that competency of the employees effect the organization
69% of the employees agree that competency mapping helps in recruitment and
selection process at VSP.
74% of the employees agree that competency mapping helps in training and
development activity in their organization.
66% of the employees agree that competency mapping helps in performance
management system of their organization.
64% of the employees agree that competency mapping helps in succession planning
52% of the employees agree that competency mapping exercise help in achieving
cultural integration in their organization.
63% of the employees agree that competency mapping helps in achieving
organizational alignment of goals in their organization.
77
63% of the employees agree that competency mapping exercise is useful in overall
HR planning of their organization.
53% of the employees disagrees that employee competencies influence pay decisions
in their organization.
66% of the employees agree that enhancing competencies will help in building
leadership qualities of an employee.
Nearly 59% of the employees agree that competency mapping exercise makes the
work environment effective.
71% of the employees agree that attitude of the employee towards work will change
after providing training on their competencies.
64 % of the employees agree that awareness programs regarding competency
mapping should be conducted once in every 6 months.
SUGGESTIONS
According to the above survey on COMPETENCY MAPPING and after analyzing
and interpreting the data, I take the opportunity of suggesting few points which the
organization is requested to look into Some of the employees are not even aware of competency mapping in the
organization. Now a days competency mapping has became an important tool so it is
necessary to provide more information about this tool at VSP.
Some of the employees doesnt feels that competency mapping helps in achieving
organizational alignment of goals in their organisation.so,the employees need to be
clearly explained regarding the benefits of the competency mapping which helps
them in achieving their goals.
Most of the employees felt that competencies dont influence the pay decisions in
their organization, but it influences their pay, So they need to be motivated so that
they can develop their competencies.
The employees agreed that attitude of the employee towards work will change after
providing training on their competencies, so they should be provided with training
and development activities to enhance the competencies in them.
Most of the employees felt that awareness programs regarding competency mapping
should be conducted once in every 6 months, so it should be properly implemented.
78
79