Competency Based HRM Practices

A PROJECT REPORT ON
CURRENT HR PRACTICES AT

ELECTROTHERN (INDIA) LTD. AND SUGESSTING COMPETENCY BASED HR PRACTICES

SUBMITTED TO:

INDUS INSTITUTE OF TECHNOLOGY AND ENGINEERING,

AHMEDABAD.
(GUJARAT TECHNOLOGICAL UNIVERSITY) In partial fulfilment of the requirement for the Summer internship Project in the Masters of Business Administration. (Academic year 2010-11)
PREPARED BY:

Name: - RAJAN B. BUDDHDEV

Roll no.: - 09MBA004

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TABLE OF CONTENT
Chapter No. Title Declaration from student Acknowledgement Preface Executive Summary Introduction Background of the topic Company profile Literature review Objectives of the study Statement of the problem Scope of the study Research Methodology Research design Sampling Plan Data Sources Limitations Data Processing and Analysis Findings Conclusions Bibliography Webliography Appendices / Annexure On The Job Training Report Questionnaire Analysis Matrix

I 1.1 1.2 1.3 1.4 1.5 1.6 II 2.1 2.2 2.3 2.4 III IV V

A
B

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DECLARATION
I, undersigned Buddhdev Rajan Bhratbhai, a student of M.B.A. of INDUS INSTITUTE OF TECHNOLOGY & ENGINEERING, Ahmedabad, hereby declare that the project work presented in this project report is my own work and have been carried out under the supervision of our head of department Mr. Ashish Joshi and Mrs. Hemal Shah. This work has not been previously submitted to any other University for any examination.

Date:

Place: Ahmedabad Signature

(Buddhdev Rajan B.)

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ACKNOWLEDGEMENT
Generally the art of appreciation takes the form of Thank You. But it is always less with respect to the help & guidance provided. For me, those words are always insufficient when it comes to appreciate the given help. I am thankful to my Project guide Mr. Naresh Mehta Group GM HR of Office of Strategic Management & Organization Transformation (OSMOT) at Electrotherm for giving me a great opportunity to get the knowledge and practical exposure of HR practices. I thank him not only for sharing his knowledge with me but also for giving his support, energy and time during the whole training period. I thank him very much for his enthusiastic participation and for being my Mentor. I am also thankful to Mrs. Sapna Awatramani Senior Executive - HR and Mr. Krunal Amreliya Executive - HR for giving their great advices and sincere efforts for my project. I thank them very much for considering me a part of their team and assigning certain tasks where I got a practical and live experience. I am thanking to Mr. Ashish Joshi HOD of MBA Department and Mrs. Hemal Shah my faculty guide and faculty member of Indus College MBA and my special thanks to Dr. Neera Singh - faculty member of my college, for guiding me and putting her best efforts to make my project better and given me a chance to associate my academic knowledge with corporate HR practices. I would also like to extend my thanks to all the respondents who spared their valuable time and helped me to providing the needed information. Lastly, I would like to thanks my friends, parents and all of those who have helped to furnish this project successfully. Date Place : : Signature (Buddhdev Rajan B.)

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PREFACE
Life is a series of experience, each one of which makes us bigger - Henry Ford The SUMMER INTERNSHIP TRAINING has enriched my student life as a M.B.A. student. A M.B.A study is a bridge between the world of business education, management and the world of practice. This helps the student to learn many new things, adopt new organization culture, etc. "Learning is born, out of experience and observation'. Learning is most effective when put into practice. The management students can perform better in an organization because of their familiarity with various techniques of management, compared to those who merely obtain theoretical knowledge. The practical training is an essential feature of business studies. The current rapidly changing businesses demand for dynamic youths and personnel. During the academic year 2010-2011, I have undergone SUMMER INTERNSHIP TRAINING at ELECTROTHERM (INDIA) LTD. Ahmedabad. This training has helped me to accomplish my dream of working with a multinational business unit. It is a matter of pride for me to explain this project work where in I have put my sincerest efforts.

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EXECUTIVE SUMMARY

In this summer internship program, the main focus was to carry a study on selected company and finding the appropriate way to resolve the issues. The main objective for the same is as follows. To understand the topic of COMPETENCY. To understand the relevance of the topic to the HRM. To understand how the competency based HRM approach is useful & better over the traditional approach. The study was conducted at the ELECTROTHERM (INDIA) LTD., it was narrowed down specifically to the R&D department of the company, in which 9 people were interviewed with the help of structured questions, and the primary objective was to check the competencies of the employees of the department. The major finding from the studies is as follows. First and most important thing which I have found out that the major HR functions are carried out traditional basis and not on the Competency based. o The competency based Recruitment & Selection will help company in selecting Right person for right job o It also helps company in fixing the compensation for the employees based on their actual skills. o The training and development needs can also be determined efficiently. o Performance appraisal can also be done successfully with the help of this approach. There are loophole & problems in the current HR system, which can be solved
with competency approach.

So from the study we can conclude that company should adopt competency based HRM practices to become more competitive and solve HRM related problems.

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INTRODUCTION TO TOPIC
Human resource management is gaining importance in its own way, nowadays we will find human resource department in almost in all the companies. Companies have understood the importance of people who devotes all their life for making company successful and keeps it growing. Traditionally companies were treating the human as machines and taking more work against less reward. There were many issues like increased working hours, poor working conditions, no personal development, less training etc. But now slowly and steadily they had understood the significance of the human resource they are having which will be the future human capital for the company. In recent time, in the field of human resource management the concept called, COMPETENCY BASED HRM gained a good amount of attention of global managers. The term competency can be explained as follow. The term competency is originated from the word competence, which has following different meanings in different fields of studies. Competence (In biology):- The ability of cell to take up DNA. Competence (In Geology):- The resistance of a rock against either erosion or deformation. Competence (In HRM):- Standardized requirement for an individual to properly perform a specific job. Competence (In Law):- The mental capacity of an individual to participate in legal proceedings. Competence (In Language):-The ability to speak and understand language.

Concept of competencies originated from the groundbreaking article of David McClelland, Testing for Competence Rather than Intelligence, he used Criterion samples Prepared By: - Buddhdev Rajan Page No.7

Competency Based HRM Practices which compares successful people with less successful one, to identify success characteristics which lead to superior performance. The concept of competency became successful because it is related with the specialty or uniqueness an individual possesses, it tells the interviewer about what an individual is capable of doing, in which field he/she is expert or we can say what is his/her competency? The competency in general term means knowledge, skills, ability to perform any task, job, to solve a problem, achieve a goal effectively or in industry term, superior than our rivals. Any organization enjoying expertise in performing any of its processes, functions, departments like, production, marketing, HRM practices, financial decision, customer relations, can be called as having the core competency in that process or area of business. MEANING OF COMPETENCY:Competency refers to underlying behavioral characteristics that describe motives, traits, self-concept, values, knowledge or skills that a superior performer brings to the workplace, competencies are made up of different types of characteristics, which drive behavior. The following is the behavioural iceberg which describes two parts, visible and hidden aspect of competency.

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Competency Based HRM Practices Five types of competency characteristics 1. Knowledge: - This refers to information and learning resting in a person, such as a surgeon's knowledge of the human anatomy. 2. Skill: - This refers to a person's ability to perform a certain task, such as a surgeon's skill to perform a surgery. 3. Self concept and values: - This refers to a person's attitudes, values, or self-image. An example is self- confidence, a person's belief that he or she can be successful in a given situation, such as a surgeon's self confidence in carrying out a complex surgery. 4. Traits: - Traits refer to the physical characteristics and consistent responses to situations or information. Good eyesight is a necessary trait for surgeons, as is self- control, the ability to remain calm under stress. 5. Motives: - Motives are emotions, desires, physiological needs, or similar impulses that prompt action. For example, surgeons with high interpersonal orientation take personal responsibility for working well with other members of the operating team. Motives and traits maybe termed as initiators that predict what people will do on the job without close supervision. Five key terms in the definition With an understanding of the five types of characteristics that make up competencies, we can now explore the five terms within the definition of a competency. 1. An underlying characteristic means the character referred to forms a fairly deep and enduring part of a person's personality. In this definition, it refers to motives, traits, selfconcept, and values. 2. Criterion-referenced means that the competency can be measured on a specific criteria or standard. A criterion sample of superior, average, and poor performers are systematically observed and studied to understand what constitutes superior, average, and poor performance. In this context, it means the demonstration of a competency actually Prepared By: - Buddhdev Rajan Page No.9

Competency Based HRM Practices predicts if a person can do something well or poorly, as measured on a specific criterion or standard. An example of a criterion is the sales figure for a salesperson. Criterion reference is critical to the definition of a behavioural competency. A characteristic is not a competency unless it predicts something meaningful, and results in performance. If it does not, it is not a competency and should not be used to evaluate people. This prompted psychologist William James to comment, 'a difference which makes no difference, is no difference.' 3. Causal relationships indicate that the presence of a competency and its demonstration predicts or causes superior performance. Motives, traits, and self-concept competencies predict skill and actions. These, in turn, predict job performance outcomes. Competencies always include intent. It is the motive that causes an action (behaviour) to lead to outcomes. For example, knowledge and skill competencies always are driven by motive, trait, or self-concept competencies. This can be explained using the example of 'management by walking about.' Unless we know the intent of a manager, i.e., why a manager is walking about, we cannot know if a competency is being demonstrated. The manager could be walking around to monitor the quality of work, out of a desire to coach and lead, or just because of leg cramps. 4. Superior performance indicates the level of achievement of roughly the top ten percent in a given work situation. 5. Effective performance refers to a minimum acceptable level of work. This is usually a cutoff point below which an employee is not considered competent to do the job.

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TYPES OF COMPETENCY 1. Core competencies: This refers to the organizational properties, usually a bundle of skills and technologies that collectively gives the organization a competitive advantage. Core competency gained prominence with the work on strategy by Professors C.K. Prahalad and Gary Hamel.

2. Functional competencies: They describe the work tasks and outputs, i.e., knowledge and skills needed to perform a job. They correspond to positional level. 3. Behavioral competencies: They refer to the underlying characteristics needed to perform a job and correspond to the individual level.
4. Role competencies: They correspond to the positional level and refer to the roles

performed by team contributors

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Competency Based HRM Practices METHODS TO IDENTIFY COMPETENCIES In Basket Exercises Stress Interviews Focused Behavioral Event Interview Presentation Vision Leaderless Group Exercises Role Play Business Games Structured Group Discussion Psychometric Tests Case Studies Peer Coaching & Counseling Exercises ANALYTICAL THINKING (AN EXAMPLE OF COMPETENCY) WHAT IS IT? The ability to break problems into component parts consider or organize parts in a systematic way Identifying root causes Proactively assessing the consequences of different courses of action for solution of the problem.

Why competencies?
We need competent people to achieve results efficiently and effectively. In a world that is dominated by the service sector, the importance of human capital cannot be overlooked. We depend on the competency of people to generate a return on investment on the use of physical and technological resources. To a large extent, human capital defined as the skill, dexterity, and knowledge of the population, has become the critical input in determining economic growth

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Competency Based HRM Practices today. Organizations need to systematically pursue competency acquisition and development. The following issues strengthen the case for organizations to focus on competencies. Organizational issues
1.

World economy is marked by rapid changes and technical innovation. Organizations need to continually upgrade their employee competencies to perform and succeed. There is an intense focus on performance which can only be achieved by investing in a competent workforce. Everyone desires performance. What Bill Gates has remarked on Microsoft's need to perform consistently to remain successful and relevant in the new economy, applies equally to other organizations.

2.

Organizational aspirations at the market place can only be realized by a workforce that is multi-skilled, mobile across jobs, and high on self-esteem.

3.

Dissatisfaction with the quality of education has led industry to take up education and training to maintain a work-ready workforce.

4.

Having a uniform understanding of competencies in the organization allows for a common language for describing effectiveness.

5.

Flowing from the point discussed above, organizations can benefit from a high level of consistency when assessing employee performance, since assessment is based on commonly held and referable competencies.

6.

Last, but not the least, the quality movement requires organizations to ensure their employees are competent. For most industries, insurance companies are demanding evidence of competency, the absence of which results in dramatically increased premiums. One of our customers was faced with the unfortunate position of having a major accident attributed to the incompetence of its staff. The insurance companies immediately raised the premiums.

7.

Competencies also support a strategic intent on the part of organizations and nations. The example of Singapore trying to build core competency in the financial services is a case

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Competency Based HRM Practices in point. The country embarked upon a systematic acquisition of competence by encouraging competent financial services personnel from various countries to migrate to Singapore. The government also put in place a systematic development plan to develop core competency in the financial services field. Similarly, Malaysia implemented the Multimedia Super Corridor to develop competency in the information technology field. Employee issues Developing competencies is not only in the interest of organizations. Changes affecting the world of work show that it holds significance for employees as well.
1.

In a highly unpredictable world, organizations are experiencing major challenges. Huge losses of jobs have taken place, much more than the new jobs created, resulting in unemployment. The concept of employment itself is undergoing change; employment is no longer for a lifetime: it is only for as long as one's skills are relevant to the business environment. To remain employable, people need to be skilled not only in one area of specialization, but many. This requires what is being now called as multiskilling or multitasking. In branch banking, tellers are trained to do multiple tasks. In the aviation industry, pilots are trained to fly different types of aircrafts. Competency in just one area becomes irrelevant with changing circumstances such as growth or change in a work process.
2.

If employees are unable to remain relevant by learning and performing, they will

experience the 'Peter Principle' in operation. The principle put forward by Dr. Laurence Peter and Raymond Hull satirized promotion to the level of incompetence in their book The Peter Principle. I have had the experience of witnessing this in many organizations. In an insurance company, a very successful sales person was promoted to a managerial position. After the promotion, the organization found that the new sales manager was not able to perform to expectations. The characteristics that made the person an effective salesperson were not the characteristics needed to be an effective sales manager in the insurance company. We Prepared By: - Buddhdev Rajan Page No.14

Competency Based HRM Practices promote people on the basis of their past results rather than the competencies required in the new positions. This results in expensive mistakes such as frustrated employees, high turnovers, and poor decision-making. One can cite numerous examples in industry, government, non-profit organizations, and universities. The linkage between competency and performance Today, there is general consensus on the importance of competencies. The question then is, 'Is Competency enough for Performance?' Though some give the impression that competency of an individual will result in performance by stating simply that C = P, the SMR position is that though competency is essential for performance, it is not by itself adequate for effective performance in a job. Performance is more than a function of motivation and ability. It is influenced by the organizational environment that includes processes and systems. This conclusion is based on the fact that individual knowledge, skill, and motivation, by themselves, do not lead to superior performance. At best, it ony leads to effective (minimal requirement) performance. The lack of ability is usually addressed by developmental interventions, while the issue of motivation is managed by attending to the environment in which work is carried out. Organizations provide employees with supportive leadership, development opportunities, adequate autonomy, and well-designed incentives to provide an environment that will create And sustain employee motivation. Unless the world's best engineer is motivated, he or she is not going to perform to world-class standards. The possession of a functional Competency such as engineering expertise ensures a person is able to do the job, but there is no guarantee that this will result in superior performance. A supportive organizational environment is equally significant in ensuring that a person who is inherently motivated and driven to achievement can fully leverage these underlying strengths. Often, it is not the absence of competency, but the inability to use it that limits performance. The inability could be due to job

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Competency Based HRM Practices demands beyond employee capability, lack of motivation, or an organizational environment that is not supportive.

Competency management
Organizations who understand the thought processes behind the different types of competency approaches develop a business case for implementing competencies. Competency management maybe described as the capturing, assessing, and reporting the competency levels of employees to ensure that the business has the human resources to implement strategy. There are three main approaches in competency management: 1. Competency acquisition: The organization makes a conscious and deliberate effort to acquire the competencies needed for business growth and expansion. 2. Competency development: Competency level of existing employees is raised through sustained development programmes. 3. Competency deployment: Employees are deployed to various positions in the organization based on best person-position fit.

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INFORMATION ABOUT COMPANY

ENGINEERING A GLOBAL VISION

Electrotherm (India) Ltd. Has had been engineering metal melting industry since 1983. In Electrotherm from inception, R&D has been our core competency with a common focus on developing and adopting technologies to customize customer needs making it a key driver in our Multi-Divisional growth story. Electrotherm is the only Indian company with indigenously developed world class technologies of global scale. Our team focused with a Customer First attitude believes technology should be right-sized, with the process designed to minimize waste and selected to enhance product performance with an embedded attitude of customizing engineering and metallurgical solutions to customers that made Electrotherm grow into one of the market leaders in the metal melting industries in India and globally. Electrotherm today is a Multi-divisional ISO: 900:2000 certified global Company holding a 2,500,000 kW market share in the metal melting industry globally. Electrotherm is a research driven company with an appreciating asset in intellectual capital its primary source of our multi-divisional growth story. The company has developed robust processes with inbuilt learning and continuous improvements in every job performed. This develops effective product lifecycle management and is the foundation of our product innovations to ensure our customers achieve their top line growth. Engineering innovations for the global metal melting industry has been possible due to our focused 2,607 employees with a State-of-the-art manufacturing facilities and R&D centre manufactures a wide spectrum of products for the metal melting industry and electric vehicles & are manufactured in four different divisions of the company. Our products continually undergone research and development leading to innovations of global scale to suit the changing global environment or the customer requirements. The Customer Focus of each division in

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Competency Based HRM Practices manufacturing is in tandem with the R&D to ensure our customers achieve their objectives for top line growth. The major critical customized parts are manufactured in house under stringent quality control management and the finished products tested to withstand laid out quality parameters with Just-In-Time delivery management principle to prevent customer installation & operational cost overruns make achieving deadlines a reality. The real responsibility at Electrotherm is to care for your installed equipments work with a zero down time objective. This principle of servicing our customers any time anywhere has made us a truly global company. We cater to the domestic market while exports form is major component of our turnover. We service the global markets around the world with specific focus upon Middle East, Turkey, Pakistan, Bangladesh & Africa while catering to 31 countries around the world. Electrotherm commands more than 50% market share in induction melting equipments used by the engineering and automotive industry in India. Electrotherm is a truly global company taking social responsibility in its stride as 'No engines means no pollution' says Mr. Mukesh Bhandari, Chairman & Chief Technology Officer, Electrotherm (India) Ltd. A socially responsible Corporate Professional, who dreams to electrify the automotive and power sector-major polluters of the environment? Electrotherm has taken the first step in committing to making a pollution free world by introducing the YObyke electric scooters and setting up the wind farms and solar power plants and is also working upon to introduce electric three wheelers and hybrid bus.

OUR PRESENT PRODUCTS RANGE Induction Melting Furnaces Induction Melting & Holding Furnaces Electric Arc Furnaces Submerged Arc Furnace Metal Refining Konverter Ladle Refining Furnaces

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Competency Based HRM Practices Induction Heating & Hardening Equipments Electro DI Pipes Electric Scooter Steel, Special Steels & Stainless Steel Electro TMT Plus Bars Transformer

VISION A world class engineering major, catering to manufacturing and metallurgical sector along with leadership in electric vehicles.

MISSION Develop and provide metallurgical equipment, products and service at competitive prices, integrating best manufacturing practices and providing innovative and eco friendly technologies and products for the benefit of the society.

CORE VALUES Business ethics Customer Focus Professional pride Mutual respect Speed and Innovation Excellence in manufacturing Total quality

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Competency Based HRM Practices CORPORATE OBJECTIVE Business Portfolio Growth To further consolidate Electrotherm position as a leading supplier of metallurgical equipment in national and international market. To grow its engineering capabilities by providing turnkey solutions to the customers and implement projects from concept to full commercialization. To diversify across the electric vehicle business to become a leading player in battery operated vehicles in the country. To establish a strong product and service brand in the domestic and international market

HISTORY Before Electrotherm was a company, it was a dream. This dream came true in 1983 with passion, persistence and performance of promoters. The mission was simple: to serve Indian Steel Industry by providing cutting-edge technology and pass on the benefits to the customers. The Company ventured into manufacturing of equipments for melting metals at a time when capability of multinationals was accepted as a norm in India. Soon, Electrotherm envisioned the gap in technology and took upon them the task of indigenous development of Medium Frequency Induction Melting Furnace at a time when these furnaces were imported into India at exorbitant prices. But after Electrotherms inception, multinationals were compelled to open local assembly shops and offer reasonable terms and better services. The result was more convenience for the customers.

Soon, Electrotherm envisioned the gap in technology and took upon them the task of indigenous development of Medium Frequency Induction Melting Furnace at a time when these furnaces were imported into India at exorbitant prices. Electrotherm also took upon servicing induction furnaces in far-flung areas of the country.

Today, approximately over 25 million MT of steel is melted in India on Electrotherm furnaces.

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Competency Based HRM Practices Electrotherm also has the distinction of manufacturing 3T to 40T Medium Frequency Induction Melting Furnaces for first time in the country. Electrotherm (India) Limited Factory MILESTONES 1983 ELECTROTHERM received its - first order - of 350 KW/ 500 KG. 1984 Designed and developed Indias first Indigenous Solid State Generator of 1200 KW. 1989 ELECTROTHERM enters GLOBAL MARKET Received orders from Ethiopia and Bangladesh. 1992 Developed & commissioned Indias first Integrated Stainless Steel manufacturing line incorporating MF Induction Melting Furnace, Metal Refining Converter and DC Ladle Refining Furnace at Viraj Alloys Ltd. 1995 Developed & Commissioned a 12MT MF Induction Melting Furnace, 15 MT Metal Refining Converter and 18 MT Twin Electrode DC Ladle Refining Furnace at Stainless India Jodhpur, a project of Mukand Ltd. 1995 Developed & commissioned the then Largest M.F. Induction Melting Furnace of the country at Shah Alloys Ltd. (7500KW /15 MT). 1996 Developed & Commissioned Indias First Indigenous DC Arc Furnace of 22 MT. 1997

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Competency Based HRM Practices Supplied three large MF Induction Melting Furnaces with DC Ladle Refining Furnace for worlds largest billet manufacturing facility through the route of Induction Melting Furnace at M/s Vishwas Steels Ltd, Goa. 1999 Developed & Commissioned Bent Rail Hardening System at Digvijay Steel Industries, Batala. 1999 Developed & Commissioned Indias largest M.F. Induction Melting Furnace of 20 MT at Shah Alloys Ltd. 2001 Developed & Commissioned a 50MT Metal Refining Converter at Shah Alloys Ltd., Ahmedabad. 2004 Developed & Commissioned Indias largest M.F. Induction Melting Furnace of 25 MT at Bhagyalaxmi Steels, Aurangabad. 2005 AMA-Outstanding Entrepreneur Of The Year Award 2005 in recognition of the contribution to industrial developments in India 2007 Automotive Product of the Year (Yo Bykes) 2008 Developed & Commissioned Indias largest Induction Melting Furnace of 30 T for Kalika Steels, Aurangabad 2009 Developed Indias largest Induction Melting Furnace of 40 T for Mahalaxmi Steels, Aurangabad

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Competency Based HRM Practices ACHIEVEMENTS Hard work, passion, talent and performance together mean only one thing Success. We have received several National Awards IMM-Binatone Award National Award Udyog Patra IEEMA Award Vasvik Research Award and Dhatu Nayak Award for designing State-of-the-art Indias largest MF Induction Furnace for 20 MT And many many more

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ORGANIZATION STRUCTURE

Group Structure

Chairman and CTO MB

Managing Director SB

Joint Managing Director AB

Director New Businesses Sidhharth Bhandari

Corp Strategy Cell (SB, AB, NBD, Sid B) Technology Cell (NBD, BKV, Ram Singh, Prof Ram Narayan)

SBU Head Renewable Division Mr. Sachin Shah

Executive Director & SBU Head E&P NBD

Head HR Mr. Rajyaguru

Corp. Communication

Head Finance & Accounts

Investor Relations Head

SBU Head Transformer Division New

Executive Director and SBU Head Steel New

Head IT Mr. Vishad Rahangdale

Office of Strategy Mgmt and org transformation NM

CSR Mrs. J Bhandari Corporate Affairs

SBU Head TLT Division New Incubation

Corporate Services VP and SBU Head EV APS

Management Audit

Matured Businesses

CEPV Cell

Resources (Mines, Land etc)

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DIFFERENT DIVISIONS
ENGINEERING DIVISION Electrotherm has state-of-art manufacturing complex sprawling over 96,000m2. Its manufacturing facilities include well-equipped machine shop with special purpose machines, Panel assembly shop, quality control labs and testing facilities for its entire range of products. Most of the critical components are manufactured in-house to ensure world class quality standards. In order to provide alternative raw material to the steel industry, Electrotherm collaborated with world renowned Hylsa, S.A de C.V. of Mexico for supply of Micro Modules of HYL process plants for producing Gas Based DRI. Today, Electrotherm is the only Induction Furnace manufacturing company in the world that has its own Steel Plant (with an installed capacity of 360,000TPA), Ductile iron pipe plant (with an installed capacity of 100,000TPA), Coal Based DRI (Sponge Iron) plants (with an installed capacity of 200,000TPA), and Mini Blast Furnaces as well.

Induction Melting Furnaces for Steel Plants Electrotherm gradually developed larger and larger furnaces for steel making and these furnaces were the largest indigenously made furnaces at that given point of time. Today, Electrotherm offers Induction Melting and Holding Furnaces from 5 kg to 40 T with Solid State Power Supply Units from 5 kW to 14000 kW. And due care for minimizing the Total Harmonic Distortion is taken by introducing 12 Pulse and 24 Pulse Systems from 1500 kW onwards!! Induction Melting & Holding Furnaces for Foundries Prepared By: - Buddhdev Rajan Page No.25

Competency Based HRM Practices Electrotherm has received worldwide recognition for designing, developing and manufacturing state-of-art induction melting systems. The key ingredient for success is its Solution Engineering approach that provides a range of techno-economical solutions to its customers for meeting their foundry demands. Electric Arc Furnaces Realizing the needs of larger Steel Plants, Electrotherm has entered into collaboration with a leading Chinese company for design, manufacture and supply of AC Electric Arc Furnaces from 20 T to 150 T capacity. Metal Refining Converter and Ladle Refining Furnaces Electrotherm enjoys the distinction of being the first manufacturer to have the vision and provide equipment for producing Stainless Steel through the Induction Furnace-Converter Route. These Metal Refining Converters (a superior version of the conventional AOD) are capable of treating batches of as low as 20 T to as high as 100 T capacities post melting. Both AC and DC Ladle Refining Furnaces for producing high quality steel are available in Electrotherms range of products. DC Ladle Refining Furnaces are suitable for operation on a weak power source like Captively Generated Power viz. Generating Sets (these can be either Diesel/Gas based) or on power that is produced by Power Plants using WHRB and FBC. The DC version of LRF finds its suitability for smaller heat sizes of 15 T also. AC Lade Refining Furnaces are also available for treating batches from 15-150 T capacity.

Ladle Refining Furnaces improve overall productivity of Steel Plants apart from their significant contribution in desulphurization process.

Submerged Arc Furnace for Ferro Alloys For smelting and Ferro Alloy production from 1200 to 80,000kVA (1.2MVA-80MVA) Electrotherm has already executed a Ferro Alloy plant of 16.5 MVA in Bahrain.

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Competency Based HRM Practices Induction Heating & Hardening Equipment Custom built Heat Treatment equipment is an integral part of ever growing Engineering and Automotive sector. Electrotherm specializes in design, development and manufacture of induction Heating and Hardening machines for a variety of applications like Rail Hardening, Gear Hardening, Crank Shaft Hardening, Axle Hardening, Bar/Billet Heating, Cookware Bottom Brazing, Tube Welding, Annealing, Epoxy Coating, Pipe Bending etc.

TURNKEY PROJECT We offer turnkey project solutions, from concept to commissioning, layouts to detailed engineering, incorporating a variety of technical and non-technical services and processes. A service that helps you get exactly what you want without stretching your limits. We specialize in offering Turnkey Project Steel Billets Ductile Iron Pipes Gas based DRI & Coal Based DRI (Sponge Iron) Turnkey Steel Billets and rolled Products Projects Electrotherm is among the best solution provider in the world for Mini Steel Plants up to 500,000 TPA through various routes for meetings variety of applications. And in its journey, it has so far executed more than a dozen turnkey projects in India and abroad. With its own experience of supplying and commissioning more than 2000 installations for various steel plants and foundries, Electrotherm is able to convert ideas in to reality by offering customized turnkey solutions, making every project better than the previous!! turnkey solutions for...

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Competency Based HRM Practices Turnkey Ductile Iron Pipe Project The lessons learnt while setting up its own Ductile Iron Pipe Manufacturing facility coupled with its experience of steel plants and foundries has encouraged Electrotherm to offer turnkey projects for producing ductile iron pipes through latest heat treatment process to increase tensile and yield strength while simultaneously reducing elongation and improved corrosion resistance. Turnkey Gas based DRI Project Electrotherm offers turnkey solutions in collaboration with HYLSAMEX, Mexico. Electrotherm can comfortably offer total project for micro-mini modules of 200,000 TPA, 400,000 TPA and 600,000 TPA Capacities. These projects use compact space and have reduced manpower utilization producing high quality DRI with metallization of 95% and carbon up to 4%. Electrotherm has a shorter implementation schedule and we can train your manpower at HYLSAMEX, Mexico.

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Competency Based HRM Practices STEEL PLANT Electrotherm has a Steel Plant with 360,000 TPA capacity for producing structural steel, alloy steel and stainless steel. This plant has three induction furnaces of 20 Ton capacity, one DC LRF and one 2-Strand CCM in SMS 1; and two induction furnaces of 20 T capacity, one 25 T MRK, one AC LRF, Vacuum Degassing and 2-Strand CCM in SMS 2.

Special Steel Division Electrotherm continuous TMT bar mill has capacity of 1, 50,000 Tones per annum to supply high quality TMT bars for construction and infrastructure projects. The products are BIS certified and command a premium in the market due to superior shape, quality, mechanical and metallurgical properties.

Electro DI Pipe Introduction of Electrotherm range of Ductile Iron pipes is a result of our constant endeavour towards ensuring better quality of life. DI pipes developed by Electrotherm provide the excellent means of transporting water keeping its quality intact.

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High Quality Steel Billets Electrotherms Steel plant spreads on a green belt with 3, 60,000 TPA capacity. The Steel Billets manufactured at Electrotherm are consumed around the globe by various Industries. The high quality refining of steel ensures the strength making our products a superior quality touch.

Electro TMT Plus Bars Electro TMT plus bars are high quality construction steel with superior shape, quality and better mechanical & Mellatturigical properties.

Electro TMT CRS Gold Bars

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Competency Based HRM Practices Corrosion is the biggest enemy of construction. It is a slow Killer attacking houses, bridges, dams and industrial plants. Electrotherm has developed corrosion Resistant Steel (CRS) Bars for ensuring longer life costly structures.

Stainless Steel Electrotherm quality stainless steel caters to international specification for world wide application from utensils to industry.

Electro TLT Angles & Structurals Transmission Line Towers are made from high quality and high tensile angles and other structures. Electrotherm has set up a state of the art structural rolling mill for rolling angles suitable for transmission line tower and other engineering applications.

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Competency Based HRM Practices Electrotherm with its Sponge & Pig iron production serves the entire requirement of its Steel melting and Di pipes plants. Facilitated with its captive production the Sponge and Pig iron production at Electrotherm meets the best quality grades serving nations across the globe.

The competence and expertise of the company in power electronics and an intensive R&D effort of more than 3 year the company has developed and launched Electric bikes and scooters under the brand name Yo Bykes with a installed capacity of 2,50,000 unit-per annum. The company is also developing an electric 3 Wheeler and a hybrid Electric Bus.

BATTERY OPERATED SCOOTERS Is personal electric two wheeler, that is pollution free, silent and with only a battery connected to an electric motor, with a feel of smooth riding all weather vehicle with zero maintenance and nominal cost operation.

Other Battery Operated Vehicles With invincible price rise in crude oil, Electrotherm offers the nation by manufacturing electronic vehicles. Ranging from Electronic Bicycles to Electrical Buses. The R&D team at the Electronic Vehicle Division with its recent development will now soon offer Electric Rickshaws to the nation.

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Thermal Power Plant The Thermal power plant of Electrotherm will be soon in the pipeline which will be providing power supply throughout the city, meeting the publics rising needs.

Wind Farm Electrotherm with its far sighted vision develops its own Wind Farm which will generate power using Windmills, providing electricity to the city and industries at large.

Transformers Electrotherm has started manufacturing of transformers with high and lower ratings as a contribution in a ramp-up in distribution infrastructure including the replacement market. Electrotherm conscious effort to maintain quality and keep up with the growing demand by enhancing production capacity.

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ELECTROTHERM RENEWABLES DIVISION mainly engaged into solar water heating system, solar process heating, air-conditioning systems and large as well as utility scale concentrated solar power plants.

ELECTROTHERM RENEWABLES DIVISION is committed to deliver Quality Products and Services employing the latest technology available worldwide in the area of Renewable Energy in general and Solar Energy in particular. ELECTROTHERM RENEWABLES DIVISIONs products and services shall offer cost effective solutions to the customers and help in improving the environment and living conditions of the people, especially in rural India.

ELECTROTHERM RENEWABLES DIVISION's full-fledged state-of-the-art manufacturing and testing facilities are spread over an expansive area of 4800 sq. meters at Vatva GIDC, Ahmedabad.

Products ElecTra - Solar Water Heaters Process Heating Solutions

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LITERATURE REVIEW
(1) Core Competency

The term competency in general term means that knowledge, skills, ability to perform any task, job, problem, and goal effectively or in business term, better than our competitor. Any organization enjoying expertise in performing any of its processes like, production, marketing, HRM practices, financial decision expertise, can be called as having the core competency in that process or area of business. There are sufficient examples available in real world about companies having expertise or competency. Example:(1) TOYOTA, HONDA The Japanese car manufacturers having their competency in the field of manufacturing best quality cars and also possess expertise in inventory management. The modern concept of inventory management like, JIT (Just in time) is come from these Japanese companies. (2) NIKE the multinational shoe brand having their competency in designing the shoes, they spent huge amount on R&D to come out with new, more comfortable, stylish design and outsource its production function. (3) HINDUSTAN UNILEVER the well known marketing organization which markets famous products like, Sunsilk shampoo, Axe deodorant, shaving cream, talcum powder etc, has their competency in the field of marketing so they perform the whole function of marketing but get the products manufactured by other firms which are competent in the manufacturing function. From the above examples one thing can be said that, the company is successful because of being expert in a particular field or a business process. For any company to become successful the first step is to identify their own area of specialization and try to develop that core area (competency) in such a way that it becomes tough to compete in that area for any competitors.

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Competency Based HRM Practices A core competency can also take some other forms, including technical/subject matter knowhow, close relationships with customers and suppliers. It may also include product development or culture, such as employee dedication. Core competencies are particular strengths, relative to other organizations in the industry, which provide the fundamental basis for the provision of added value. Competency leads company to the competitive advantage over the other industrial players, because it is not easy to go behind or copy the specialty of the competitor, if any company tries to follow or duplicate the expertise of the firm it will be so difficult for them to put that thing into real practice same as the original firm, so the firm having core competency will always have the competitive advantage over the rivals. Because of the competency, firm can add value to the product or services manufactured or provided by the firm. Core competencies are the collective learning in organizations, and involve how to coordinate diverse production skills and integrate multiple streams of technologies. It is communication, an involvement and a deep commitment to working across organizational boundaries. The value chain is a systematic approach to examining the development of competitive advantage. It was created by M.E Porter in his book, Competitive Advantage (1980). The chain consists of a series of activities that create and build value. IMPORTANCE OF COMPETENCY 1. It provides consumer benefits
2. 3.

It is not easy for competitors to imitate It can be leveraged widely to, too many products and markets.

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(2) Competence- Based Job analysis.

In the field of HRM competency based job analysis is done in the modern time, previously job analysis was done on the traditional basis in which job description was written on the basis of duties and responsibilities required to perform the job, it emphasizes what the employee must be capable of doing, rather than on a list of duties he or she must perform. Here, for job analysis purpose different companies define competency in different ways. Some define it in broader sense, i.e. the knowledge, or skills, or abilities a person needs to do the job. Other defines in narrow sense i.e. in terms of measurable behaviors. Competency based job analysis means describing the job in terms of the measurable, observable, behavioral competencies (knowledge, skills, behaviors that an employee doing that job must exhibit).

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(3) Competence- Based Assessment and Certification of HR Professionals Assoc. Prof. Elmira Bancheva, PhD
Introduction
The use of competence based assessment against broadly recognized occupational standards has become a cornerstone of HRD. In 2003 The Bulgarian Human Resource Management & Development Association (BHRMDA) started a major research study to find out whether it is possible to define an HR professional in the country, to set a common core of competencies for human resource management, and to try to encapsulate the learning and development necessary to achieve and maintain the standards. Led by a steering group drawn from BHRMDA, the project was coordinated by the British Council in Bulgaria, working with School of Management New Bulgarian University (NBU). Taking account of work on this subject that had already been carried out in various countries, based mainly on the study of WFPMA association and CIPD (UK), the study examined different routes into the human resource field; education, training and career paths; and definitions of standards and accreditation. Particularly, the project had addressed: How BHRMDA define the standards for what constitutes an HR professional; and the competencies they need to be able to apply at the various levels of professional activity - from the operational to the strategic; How BHRMDA could certify the attainment of professional standards; and the learning and development routes that can be pursued to keep those competencies up to date; Whether there are generic standards of professionalism in human resource management common to the standards in other countries; and, if so, what professional standards might be appropriate to certify the attainment of those competencies.

Methodology
A systematic review of national and international best practice in HRM/HRD A survey of public and private VET providers of HRM/HRD practices Interviews with key HR Professionals and VET practitioners Case studies through interview and observations of HR professionals and VET providers to establish current learning and development practices

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Document analyses Dialogue with different networks (industries, professional associations, etc).

Outcomes
On the basis of this study BHRMDA, in partnership with The School of Management, NBU, introduced for the first time in Bulgaria occupational standards for HR professionals corresponding closely to the internationally recognized standards of CIPD (UK). Furthermore BHRMDA established an Institute of Certified HR Professionals as an awarding body and an Assessment Center at the School of Management, NBU. But the need of an appropriate methodology and environment for assessment against these standards became urgent. So, these activities continued in a new project directed to development and piloting of a new, WEB-based system that will improve the process and procedures used to assess the competence of HR professionals in Bulgaria.

Competence based assessment

The Competence based assessment mainly consists in establishing relationships among four key elements: What you are (self-assessment); What you can do (personal and professional attitudes); What you may be able to do (potential); What you wish to do (aims).

Once you have drawn up a map of yourself, the next step consists in comparing your personal characteristics with the labour market and particularly the sector of your interest, in order to define a detailed professional plan, possibly combined with a training plan. The Competence based assessment is therefore a professional check-up, and is the starting point for further progress. To be aware of ones own potential is a prerequisite for any possible change, both within and outside a firm. This assessment activity must be considered useful not only as vocational guidance, but also in view of further lifelong training activities. In fact it is well known that in the current knowledge age learning and training have become necessary along the entire human lifetime.

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Already the White Paper Teaching and Learning Towards a Learning Society published by the European Commission in 1995 underlined how the changes occurring in our society, while increasing opportunities for everyone to access information and knowledge, at the same time have modified the competencies required to access the work system, and as a consequence our position in the world will be more and more the result of the knowledge and skills we possess. The greater flexibility in acquiring knowledge therefore must invite us to find out new ways to have our competencies recognized. The Bulgarian professional network (BHRMDA, SM NBU, some enterprises, etc.) has paid particular attention to these issues, and is participating in the HR-COMPASS project, funded within the Leonardo da Vinci European Programme.

Project objectives
To develop and pilot new sustainable and transferable approaches and system for valuing work-based lifelong learning for acquisition of skills and competence in field of management and development of HR. To create environment, supporting and reinforcing the contribution of vocational training and assessment to mastering the new roles of HRP and adding value to the competitiveness of their organizations. To build a reliable and transparent process for competence assessing, easy to access, fair and supportive, with effective quality assurance system a base for national and international certification. To create an international network, supporting the exchange of knowledge, experience and good practices in the field of identification, assessment and recognition of informal and nonformal learning in the field of HRM.

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OBJECTIVES OF THE STUDY

The study has the following main objectives. To understand the topic of COMPETENCY. To understand the relevance of the topic to the HRM. To understand how the competency based HRM approach is useful & better over the traditional approach. ASSUMPTIONS

The assumptions made during the course of this project are as follows:

The information provided by the person contacted is not having any kind of bias. The sample taken will represent the fair idea about study. It is believed that the employees will provide the real and authentic information.

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DEFINING THE RESEARCH PROBLEM

In research process, the first and foremost step happens to be that of selecting and properly defining a research problem. A researcher must find the problem and formulate it so that it becomes susceptible to research. In this project the research problem is as follow.

To sustain in the tough competition market, and to overcome the limitations & loopholes of current (Traditional) HRM practices by using the competency based HRM practices in the ELECTROTHERM INDIA LTD.

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SCOPE OF THE STUDY

The research which is been conducted will be useful in the following aspects, which is shown using a picture.

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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying his research problem along with the logic behind them.

RESEARCH DESIGN Research Design is done mainly on the basis of set of questions prepared to know the competencies in the employees and its impact level for the job or role they are performing. The analysis is based on the information gathered through structured personal interview.

RESEARCH DESIGN:

Research

Exploratory

Data Source

Primary Data

Research Method

Personal interview

Research Technique

Set of Questionn

Type of Questions

Open ended

Place

R&D department of ET

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Competency Based HRM Practices SAMPLING PLAN Sampling Unit The sampling unit mainly consists of employees of R&D department of Electrotherm (India) Ltd. Ahmedabad (Palodia) H/O. Convenience sampling and snowball sampling method has being used which are Non-probabilistic sampling techniques. Sample Size The sample size taken for the purpose of the study is 9.

SOURCES OF DATA Primary Data Primary data has been collected through well structured Questions by interviewing employees of R&D department and having an informal talk during the meeting with respondents. Questionnaire has been attached as an Annexure.

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LIMITATIONS
There are also some limitations of this project, which must be kept in mind, they are as follows:

Time was the most critical limiting factor. Experience and subject knowledge about the study is also a limiting factor. Sample size taken is of 9 only; due to which we may not get the proper results. The method of study was the structured personal interview which has its own limitations.

Justification for small sample size The reason for which the study is limited to sample size of 9 respondents is as follows: As area being new and vast for study my most of time when in understanding the concepts and its applications. So even time was a factor for a small sample size
As the study was on identifying competencies of current employees, which itself requires a huge experience and deep understanding of the topic, so sample size is relatively smaller.

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CURRENT HR PRACTICES
MANPOWER PLANNING In Electrotherm, HR department develops manpower plans based on the individual Business unit needs and Organization needs. Than the departmental Manpower plans will be prepared/revisited every February to align it to the business plan, than budgets and directions from the Business Heads and the Board of Directors are taken, than departmental Manpower plan needs to be reviewed by the Head HR and JMD and Business Head. After that Factors considered for the compilation of Manpower plans are, scale of business, Staffing requirements (skill and numbers), Existing Staff strength, planned promotions and Hires, internal Resource Utilization, Manpower requisition related to the displacement of the existing employees

(resignation, Transfer and demise), the final manpower plan inclusive of trainees will be approved by the executive board. The manpower plan will be developed / revised annually based on the business plans of Electrotherm, and will be operational throughout the year, unless critical Business needs arises.

RECRUITMENT & SELECTION In Electrotherm, the recruitment & selection is done based on the vacant position of the Organization (MPP), for that requisition for manpower requirement from functional head is collected. Than selection process starts first the department head or concern SBU head takes the personal interview, after that HR head takes the final interview and then if they both agrees on the selection of candidate, they will select the candidate and after completing few formalities offer letter is issued. HR department checks the reference, medical and other checks as applicable as per HR policy.

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Competency Based HRM Practices NEW JOINER AND INDUCTION Induction or orientation of the new employees in the organization is important because it gives him a fair idea about the business processes carried out throughout the company, it also gives the feeling of bon hommie. This induction training is compulsory for all new joiners. New joiners should provide pre-employment, medical fitness certificate to the HR department. In the induction training program, three days general orientation and cross functional orientation is given for proper understanding of how the whole business functions. It also clarifies the role of the new employees and what organization expects from them. COMPENSATION & BENEFITS Broad Components of Compensation: Consolidated Basic Pay HRA Conveyance Education Medical B&P PF Ex-gratia / Bonus LTA Variable Pay Soft Furnishing Driver Allowance 1. The payroll cycle is First day of the month to the last day of every month 2. Compensation Grade is fixed by the Human Resource Department 3. Salary will be credited into the Employees account by the 7th of the following month 4. All Employees of ET are eligible to avail Leave Travel Assistance 5. Eligibility for All the Employees covered in CTC Break-up. 6. Trainee stipend as per the prevailing policy

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Competency Based HRM Practices PERFORMANCE APPRAISAL Performance appraisal is one of the crucial functions of HRM. At present in ET the

performance management is applicable to band M1-M9. Objective of the performance appraisal is to provide direction and clarifies performance expectations from the executives working in the company, it also provide feedback and coaching to the staff members concerning job performance, on both what is done well and what needs improvement. It also facilitates the manager to identify training and professional development needs of the executives, it also serves as documentation of performance. In ET Performance cycle is April to March every year and mid-year performance review during August-September. PMS consists of the Goal Setting, Creation of a performance plan, Development plan and Performance appraisal at the end of the year quarterly reviews included to monitor and track progress As a part of performance appraisal and motivating high performers following steps are taken by the HR department. MANAGING HIGH PERFORMANCE Identification : Identify high performing employees based on performance rating, HODs recommendation etc Providing Recognition : Through Emails, newsletters, Awards etc Provide Opportunities for Career development : Through various interventions such Fast track plan, Job rotation, Mentoring opportunities TRAINING AND DEVELOPMENT Another valuable HRM function is training & development of employees. Nobody is perfect in his/her work so training is required for all the employees of the organization for performing their role effectively and efficiently. Everyone should undergo for training at least for 4 days in a year based on individual need & recommendation from HOD. Prepared By: - Buddhdev Rajan Page No.49

Competency Based HRM Practices Inputs and Outputs for the Training process Inputs Training Needs Identification Training projections derived from Business, Projects, Emerging Training areas Training Need Analysis Training Plans derived from Appraisals Inputs provided by managers, towards meeting career aspiration of employees Suggestions received from concerned employee.

Outputs Training Needs Training plan Training Calendar Training Courseware outline Training material Evaluation framework

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COMPETENCY MATRIX ANALYSIS

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ANALYSIS OF COMPETENCY MATRIX

1. COMPETENCY CIRCLE

Motivational Competencies

Individual Competencies

Details conciousness

Analytical skills Managerial Competencies

Core Competencies Creativity & Innovation

Competenci es

Problem solving

Competenci es Interpersonal Competencies

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Competency Based HRM Practices INTERPRETATION OF COMPETENCY CIRCLE 1. The competency circle shows two parts a. Core circle b. Supporting circle 2. The core circle is showing the CORE COMPETENCIES required for performing the job

3. The supporting circle shows other competencies which are less essential than the core competencies for the achievement of the satisfactory results. 4. Here in this study the job is in the R&D department for furnace division and specifically at an executive engineer level in the Electrotherm (India) ltd. palodia office. As per company policy from S1 to S4 and from M1 to M3 grade employees.

5. The core competencies are those essential competencies without which the job cannot be carried out satisfactorily by the individual.

6. Where as if supporting competencies are less or more than the required standard it will have less impact on the job performance of the employees.

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DECIDING THE PROFICIENCY LEVEL FOR ALL THE CORE COMPETENCIES

From the competency matrix analysis and competency circle, it becomes clear that the core competencies should be given priority and should be considered while taking decision regarding, recruitment, selection, training needs, development needs, performance appraisal, compensation & reward management, because it will help management in taking the right decisions. For taking decision regarding above major HR functions a manager should have some measurement tool against which he/she can compare or measure the competencies of the employees. There are four major core competencies for the job in R&D department of furnace division in Electrotherm (India) ltd. 1. Analytical skills 2. Problem solving 3. Creativity & Innovation 4. Detail Consciousness Now, the next and most important step is to set proficiency level for the above mentioned core competencies. The term proficiency level enables you to fully express how a competence is exhibited in the work context, it also enables you to identify the proficiency at which a competence is performed, and the associated behavioral characteristics displayed (known as behavioral indicators). You can use behavioral indicators for any description that tells you or other managers what to look for in the work context.

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PROFICIENCY LEVEL

Competency Analytical Skills

Description
Uses a logical approach to make decisions, solve problems and take advantage of opportunities. Analytical Thinking involves looking for underlying causes, thinking through the consequences of different courses of action and developing clear criteria for guiding decisions. It is about deductions, drawing logical conclusions from the available data.

Can work with given data and try and solve problems

Gathers information from key sources in attempting to understand fully the cause of a problem

Is comfortable with ambiguity & uncertain information

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PROFICIENCY LEVEL
Competency
Problem Solving

Description
Develops solutions based on an accurate analysis of the situation

Deals with straightforward problems

Solves more complex problems

Facilitates problem solving for others

Provides solutions to common, simple and recurring problems

Provides permanent solutions to recurring or perennial problems with corporate impact

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PROFICIENCY LEVEL
Competency
Innovative Thinking

Description
Takes several external and internal factors into account to solve problems and to decide. Combines technical expertise, market and competition information, and management capability to produce innovative solutions; Seizes strategic opportunities.

Generates new, non standard solutions

Generates creative, new ideas in all aspects of designated responsibilities

Challenges the status quo

Sets an example for others to accept change willingly

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PROFICIENCY LEVEL
Competency

Description
one's point of view in a structured way, influence others in order to arrive at a win/win solution.

Attention to Detail Ability to listen, interpret and understand information, discuss and present

Ensures that all important details of situation are attended to

Actively listens and shares view points on simple information or data.

Summarize ffectively complex information and extract views from team members

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FINDINGS & LEARNING

From the above analysis of various competencies and finding out the competencies which has more impact on the performance of the job and the proficiency level required for each of the core competencies, determined on the basis of competency matrix analysis. There are following points are the findings from the study. First and most important thing which I have found out that the major HR functions are carried out traditional basis and not on the Competency based. o The competency based Recruitment & Selection will help company in selecting Right person for right job o It also helps company in fixing the compensation for the employees based on their actual skills. o The training and development needs can also be determined efficiently. o Performance appraisal can also be done successfully with the help of this approach. There are loophole & problems in the current HR system, which can be solved with competency approach. The current HR practices are not competitive because of traditional HR practices, which can be made competitive and efficient by adopting the competency approach. A significant problem of attrition is also an indicator of worry. o The attrition problem can solved by selecting the right person for the job and determining the training & development needs of current and future employees based on their competencies.

There is ample number of things which I have learnt from this SUMMER INTERNSHIP PROGRAM. I have selected ELECTROTHERM (INDIA) LTD. for my summer training; the experience was great during my training period which was from 1st, June 2010 to 26th July 2010. Mainly there are following things which I have learnt from the on the job training. The style and decency of communication in the corporate world. How to make quick decision at the time of contingency. Etiquettes of HR professionals. The importance and good practices of the coordination. How to deal positively in any situation. How to approach people for any kind of work The importance of prioritizing our work The successful implementation of teamwork

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CONCLUSION
To conclude my study on the topic of, Current HR practices at Electrotherm (India) ltd. & suggesting a competency based HRM practices , I would like to say that the company is in its fast growing and transforming stage, so in order to be more competitive and having strong presence in the market, it has to improve in the area of Human Resource Management, because HRM is a key to success in the modern competitive era. As currently company has adopted the traditional HRM practices, which resulted into many problems and loopholes. So company should adopt the latest, more efficient and powerful, competency based HRM approach.

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BIBLIOGRAPHY
(1) Human resource management 11th edition(Pearson Education) by Gary Desseler & Biju Varkkey (2) Maketing Managemnt - A south asian perspective by Philip Kotler 10th Edition((Pearson Education), by Philip Kotler, Kevin Keller, Abraham Koshy and Mithileshwar Jha (3) Competency Management - A Practitioners Guide, By R palan (P.hd) (4) Competence at Work by Lyle M. Spencer & Signe. M. Spencer (5) A report Competence assessment by Elmira Bancheva,PhD.

WEBLIOGRAPHY
(1) http://www.electrotherm.com/index.aspx (2) http://www.google.co.in/images?hl=en&source=imghp&q=electrotherm&gbv=2&aq=f& aqi=&aql=&oq=&gs_rfai= (3) http://www.scribd.com/doc/30057455/A-Project-Report-On-Competency-Mappingand-Knowledge-Management (4) www.wikipedia.com

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ANNEXURE
1. On the job training report During my SUMMER INTERNSHIP PROGRAM, I was supposed to complete two assignments, first to work on the study which I have presented in this report and second was to take on the job training means to work as per the instruction of my company guide. It was the great experience for me in both of my assignment because both assignments were more or less same because my company guide has guided me on the topic of competency based HRM practices with his valuable experience, knowledge, skills and behaviors. Apart from this study my company guide assigned me many tasks which were part of my on the job training, from those tasks I have learnt so many things. Those tasks were as follows,

1. As I was the part of OSMOT department of ET, I was assigned the activity of analysis of a training program which was conducted by our department. It was a collarge competition held at the Kurtch plant of the company, in which participants had given their views on the topic of Their feelings about companys growth & How they feel in the company , I had analyzed the collarge sheets made by the workers to help our department to measure the reactions of workers regarding given topics.

2. After that my second assignment was to study and analyze a brochure of a training programs for the top level executives, in which the all the details like financial, accommodation, detailed schedule of the training program was given. 3. Because of some personal reasons few of our department members were not present on the training program named Utthan, which was conducted to train the cleaning staff and housekeeping staff. I helped my colleague during that training program. 4. I helped my classmate who was also with me in the same department for summer training in the Induction training program for three days. I helped in planning and executing that training program. It was really a great learning opportunity for me during those three days. 5. My next assignment was given by my company guide was to get all the information regarding EXECUTIVE MANAGEMENT PROGRAM at Harvard business school, and to find out similar kind of modules available in the Indian business schools, along with schedules and prices, and to make a comparative statement to make a right decision.

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2. List of structured questions for interview

1. Tell me something about yourself? 2. Tell me about a time when you had to make a quick decision. What were the circumstances and what did you do? 3. Tell me about a time when you felt a. Frustrated by your work. b. Satisfied by your work. 4. Tell me about your goals for short and long term? 5. Tell me about your experience of managing a budget. 6. Which management & leadership style you are following? 7. Tell me about a major problem you have encountered and how you dealt with it? 8. Describe something creative/innovation that you have done. 9. Tell me about a situation where you achieved a satisfactory outcome to a problem that others thought couldn't be solved. What did you do and what was the outcome? 10. Tell us about a time when you had to convince a senior colleague that change was necessary. What made you think that your new approach should be better suited? 11. Tell me about a time when you were successful in getting crucial information from another person. 12. Tell me about a time when you were able to change someone's viewpoint significantly. 13. What experience have you had working on a team? 14. How would you motivate an employee who was performing poorly? 15. What is your definition for Quality? 16. Describe Success in your term. 17. What two or three accomplishments have given you the most satisfaction? Why?

Prepared By: - Buddhdev Rajan

Page No.63