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CHAPTER 1 INTRODUCTION

1.1 INTRODUCTION TO THE COMPETENCY MAPPING

Today organizations are all talking in terms of competence. Gone are the days when people used to talk in terms of skill sets, which would make their organizations competitive. There has been a shift in the focus of the organizations. Now they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And what other way than to develop the people, for human resource is the most valuable resource any organization has.

Competencymapping is a process through which one assesses and determines ones strengths as an individual worker and in some cases, as 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 some form of competencymapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competencymapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work. Competencymapping can also be done for contract or freelance workers, or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer. These kinds of skills can be determined, when one is ready to do the work, by using numerous books on the subject. One of the most popular ones is Now, Discover Your Strengths by Marcus Buckingham and Donald Clifton, initially published in 2001. The value of competencymapping and identifying emotional strengths is that many employers now purposefully screen employees to hire people with specific competencies. They may need to hire someone who can be an effective time leader or who has demonstrated great active listening skills. Alternately, they may need someone who enjoys taking initiative or someone who is very good at taking direction. When individuals must seek new jobs, knowing ones competencies can give one a competitive edge in the job market. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: Defining the factors for success in jobs (i.e., work) and work roles within the organization Assessing the current performance and future development needs of persons holding jobs and roles Mapping succession possibilities for employees within the organization Assigning compensation grades and levels to particular jobs and roles Selecting applicants for open positions, using competency-based interviewing techniques

Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called KSAs) that are described in terms of specific behaviors, and are demonstrated by superior performers in those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individuals behavior

WHAT IS COMPETENCY?
Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency. Competency may take the following forms:
Knowledge Attitude, Skill Other characteristics of an individual including Motives Values Traits Self-Concept

MEANING AND CONCEPT OF COMPETENCY MAPPING

It is a process of identification of the competencies required to perform successfully a give job or role or a set tasks at a given point of time. It consists of breaking a given role or job into its constituents task or activities and identifying the competencies (Technical, managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to perform the same successfully.

Competency Map. A competency map is a list of an individuals competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individuals current career plan. Competency Mapping. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role Competency profilingIt is the process of identifying the knowledge, skills, abilities, attitudes, and judgment required for effective performance in a particular occupation or profession. Competency profiling is business/company specific.

Competency includes observable behavior as well as aptitudes, skill and knowledge. It can be compared with an iceberg as shown in the figure below:

The Behavioral Iceberg

Observable Behavior Aptitudes C Attitudes / Traits o m Skills pe te Knowledge nc ie COMPETENCY BROAD CATRGORIES s
Generic Competencies Competencies which are considered essential for all employees regardless of their function or level. - Communication, initiative, listening etc.Thesearebasic competencies required to do the job, which do not differentiate between high and low performers Managerial Competencies Competencies which are considered essential for employees with managerial or supervisory responsibility in any functional area including directors and senior posts Threshold or Performance: Performance competencies are those that differentiate between high and low performers.

COMPONENTS OF COMPETENCY
The competencies are observable or measurable knowledge, skills and abilities(KSA) These KSAs must distinguish between superior and other performers.

Competencies in organization tend to fall in two categories General Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). Functional/Technical Competencies. These competencies include specific success factors within a given work.

BEHAVIOUR INDICATOR
A Competency is described in terms of key behaviors that enable recognition of that competency at the work place.These behaviors are demonstrated by excellent performers on-thejob much more consistently than average or poor performers. These characteristics generally follow the 80-20 rule in that they include the key behaviors that primarily drive excellent performance.

KNOWLEDGE
Relates to information Cognitive Domain

Set of SKILLS
Relates to the ability to do, Physical domain

Attribute
Relates to qualitative aspects

COMPETENCY

personal Characteristics or traits

Outstanding Performance of tasks or activities

COMPETENCY MODEL The roots of competency modeling date as far back as the early 1900s but these models have become widely popular these days. A competency model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process. Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance. The competencies in a model may be organized in a variety of formats. No one approach is inherently best; organizational needs will determine the optimal framework. A common approach is to identify several competencies that are essential for all employees and then identify several additional categories of competencies that apply only to specific subgroups. Some competency models are organized according to the type of

competency, such as leadership, personal effectiveness, or technical capacity. Other models may employ a framework based on job level, with a basic set of competencies for a given job family and additional competencies added cumulatively for each higher job level within the job family Skills + Knowledge + Ability = Competency = Observable Behavior = Effective Outcomes [Performance on Job] = Strategic Success Modeling A Competency Model COMPETENCY MAPPING STEPS 1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. 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 displayed or not displayed behaviors. 4) Taking the competency mapping one step further, you can use the results 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.

USEOF COMPETENCY MAPPING Competency mapping serves a number of purposes. It is done for the following functions: Gap Analysis Role Clarity Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning

COMPETENCY BASED RECRUITMENT Competency based interviews reduce the risk of making a costly hiring mistake and increase the likelihood of identifying and selecting the right person for the right job COMPETENCY BASED PERFORMANCE APPRAISAL Competencies Enable Establishment of clear high performance standards. Collection and proper analysis of factual data against the set standards. Conduct of objective feedback meetings. Direction with regard to specific areas of improvement COMPETENCY BASED TRAINING Competency based appraisal process leading to effective identification of training needs. Opportunity to identify/ develop specific training programmes - Focused training investment. Focused Training enabling improvement in specific technical and managerial competencies.

COMPETENCY BASED DEVELOPMENT 1) Contribute to the understanding of what development really mean, giving the individual the tools to take responsibility for their own development. 2) Give the line managers a tool to empower them to develop people..

COMPETENCY BASED SUCCESSION PLANNING

Assessing employees readiness or potential to take on new challenges. Determining the person job fit can be based on matching the competency profile. Of an individual to the set of competencies required for excellence within a profession. 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.

AREA OF IMPLEMENTATION

TRAINING & DEVELOPMENT RECRUITMENT & SELECTION

SUCESSION PLANNING

PLANNING

COMPETENCY MODEL

RECOGNITION

PERFORMANCE MANAGEMENT

REPLACEMENT PLANNING

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1.2 INTRODUCTION TO METAL INDUSTRIES LIMITED

INDUSTRY PROFILE
Metal industries are the indispensible part of an economy; they form the backbone of industrial development of any country. In India the industrial development began with the setting of TATA Iron and steel Company (TISCO) at Jamshedpur in 1907. It started its production in 1912. It was, however, only after the independence that the steel industry has been able to find its feet. Iron and steel industry is by nature a heavy industry, proximity to raw materials and access to efficient transportation network is crucial to this industry. Besides, Iron and Steel industry, heavy engineering and machine tools industries are the main dealers of material. These industries have witnessed a phenomenal growth and produce whole range of capital goods and customer durables. The Heavy Engineering Corporation Ltd, set up at Ranchi inn 1958 fabricates huge machines required for the iron and steel industry. Locomotives are manufactured by three units, via, Locomotive works, Chittarangan, west Bangal, Diesal locomotive works, varanasi, Uttarpradesh and TELCO, Jamshedpur. Most metal manufacturing operations produce some hazardous waste. If use any solvents, strong acid and alkaline solutions, plating solution paints, cyanide solutions, or any solutions containing heavy metals, it is likely that operation generates hazardous waste. Facilities that hazardous waste might be subjected to resources conservation and recovery act (RCRA) requirements covering the generation, transportation, and management of hazardous waste. The business is classified under metal manufacturing are Metal furniture works Primary metal product Fabricated metal product Machineries including Electrical and Electronic machinery, equipment and supplies Storage or primary batteries Motor vehicle part and accessories

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Measuring analyzing or controlling instruments Metal manufacturing business performs many different processes, including: Machining Polishing Forming Forging Enameling Finishing Coining Electroplating Grinding Tampering Rolling Ironing Cleaning Die sinking Degreasing Painting Buffing Sand casting Extruding Lettering Welding Electro galvanization

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COMPANY PROFILE
Company name Company Address : : Metal Industries Ltd Metal Industries Ltd Metind Nagar Shornur, Palakkad Kerala - 679 122 Established in Registered Under Registration number : : : 6th March 1928 SSI UNIT (Public Limited Company) 09/07/00681/PMT/NTP-75 dated 24-04-1976 Board of Directors : Sri. V.K Babu Ex MLA (Chairman, Appointed by govt. of Kerala) : Sri. T.M Rajan (Managing director, Appointed by govt. of Kerala) Sri. K Babu(Director. appointed by Govt. of Kerala) Sri P Sankaranarayanan(Director) Sri. S Krishnadas(Director) Sri. P Sreekumar(Director, elected by shareholders) Banker Auditor : : M/S Canera Bank, shoranur M/S Madhavan&Sivarajan (Chartered accountant, palakkad)

VARIOUS DEPARTMENTS OF THE COMPANY

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Segmentation or grouping of activities is of paramount importance to all developing organizations. Metal Industries LTD consists of five departments and the entire working of the company is done through these departments in the firm are as follows: Purchase Department Finance Department Production Department Sales & marketing Department Personnel Department

In the world of Agriculture Implements Business, the Metal Industries Ltd is a celebrity. The Metal Industries Ltd is located at Metind Nagar, Shoranur, Palakkad district, Kerala state. The activities of the company are to manufacture and market various agriculture implements and tools required for agro farming, handicrafts artisan community. The major clients of the product are public and government sectors. The factory is located at Shoranur, a major industrial destination of the unit of Malabar region of Kerala in 24 acres of land. The ownership of the unit to as a public sector undertaking owned and promoted by the government of Kerala. The Metal Industries Ltd is known for quality, durability, and reliability of its products and still remains on the zenith. Special alloy steel is used as raw material for manufacturing, which undergoes forging process and a series of scientific heat treatment process to refine grain structure and thus makes our implements, resistance to wear and tear the corrosion and ensures optimum strength and toughness. That apart, especially hardened working edge ensures extra-long life. This unique feature of the products has sky rocketed the fame the company in capturing the local market with in the country and now on its way to be a major global player in agriculture implements sector. The company also manufactures garbage collection/ transport equipment suitable for local Self Government Institutions, platform trolley and steel furniture. The Metal Industries Ltd was incorporated as a public limited company in 6th march 1928. The company has installed capacity of production of 320 M.T per annum of forged agriculture implements and garden tools on a double shift basis. The major product of the company are double faced sledge hammers of all types, different varieties of mammaties, pick axes, Crow bars, axes, mammaty forks, digging forks, rubber tapping knifes etc. which are mainly used in agriculture operation, Quarry Works and industries.

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The company has already established a reputation for quality through South India as the pioneer manufacturer of the agriculture implements. The reputation is mainly because of the quality of the products and workmanship. A special type of alloy steel used as raw materials for manufacturing, which undergoes a series of scientific forgings and treatment processes to refine the grain structure to wear, tear and corrosion

HISTORY OF COMPANY

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METIND is known for Quality, Durability and Reliability of its products and is still remains on the zenith. A special type of alloy steel used as raw material for manufacturing, which undergoes a series of scientific forging and treatment processes to refine the grain structure and thus makes our implements resistance to wear, tear and corrosion. This unique feature of the products has sky rocketed the fame of our company in capturing the local market within the country and now capable to tap the global market in agriculture implements sector. "METIND" cannot keep aloof from the drastic changes taking place around the world. METIND has played its leading role and as a part of it METIND has developed certain technologies for advanced solid waste removing equipment and vehicles suitable for urban areas. As a part of it we are now doing Body Building works and Fabrication on Light,Medium and Heavy Vehicle Chassis to Government and Private sectors to the fullest satisfaction and desires of our customers. We are now the only Body Builders and Fabricators in the Government sector for supplying Garbage clearing vehicles like closed and open Tippers, Dumber Placers, Water Bowsers, Containers and Garbage Bins especially suitable for Corporations, Municipalities and Panchayaths. The METAL INDUSTRIES LTD. METIND Nagar, Shoranur, Palakkad, India679122 is a Kerala State public sector undertaking Unit established in the year 1928 perhaps the one among the first few pioneer industries in pre independent India and the first one in south India. The activities of the company are to manufacture and market various agricultural implements and tools required for agro farming, handicrafts and artisans community. The major clients of the products are Public and Government sectors. The factory is located at Shornur, a major industrial destination of Malabar region of Kerala in 24 acres of land. The ownership of the unit is as a public sector undertaking owned and promoted by the Government of Kerala. The Metal Industries Ltd, Shoranur was established in 1928 as a public limited company and was taken over by the government of Kerala in 1980. It is a pioneer industry engaged in the manufacture TUSKER brand agricultural implements, artisans tools and hand tools. The Metal Industries have a wide range of products to showcase to their respective customers and make them to get the perfect product of their purpose with a high quality. The industry has great past and looking for better future in the agriculture sector. The companys products are made up of carbon steel. These are intimate and indispensible part for agriculture. This is only Government company producing agricultural, estate and artisans implements, tools and hand tools in India. The important competitors of the company are Mayilvahanam, RAIDCO and SIMCO. The three main products of this company are:

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Sledge hammer Spade Axes For about 30 years in cooperation Metal Industries was the pioneer in the market of these products in South India and Srilanka. However during sixties the company found many problems and was running at loss since 1975 in various reasons. The company was stopped its operation and the company closed down in 1985 for wanting working capital. In 1980, the Govt. of Kerala acquired the majority state in the company. The production was started in the company. The production was started in 1982 with board of directors nominated by the government. Now company is facing stiff competition from private owned companies like SIMCO, RADICO and MAYILVAHANAM.

OBJECTIVE OF THE COMPANY

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Main objective of the company is manufacturing Agricultural Implements and Estate tools The company has a scope of expansion and diversification and is planning to implements the same in the near future. There are suggestions to introduce new products which require new technology, which are under consideration by the management of the Company To maintain the quality and durability of the products. To become a major global player inn agriculture implements sector.

VISION OF THE COMPANY

To be a globally recognized enterprise. To provide high performing agricultural implements and hand tools. To create a highly reliable agriculture tools. To manufacture the products through the state of art technology. To market the products with a competitive price

MISSION OF THE COMPANY

To become a supplier of choice. Delivering premium products and creating value with the customers. To provide a safe working place respecting the environment, adhering to our values of integrity, honesty and commitment. To provide a good service to the customers.

ORGANIZATION STRUCTURE

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CHAIRMAN

BOARD OF DIRECTORS

MANAGING DIRECTORS

ASSISTANT MANAGER

SALES OFFICERS

WORKS MANAGER

FINANCE MANAGER

PURCHASE OFFICER

HR MANAGER

TRADING OFFICER

MARKETING MANAGER

SALES MANAGER

CHARGEMAN 1(PRODUCTION)

CHARGEMAN 2 (PRODUCTION)

1.3 RESEARCH PROBLEM

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To find out the Competencies which are used for recruitment, performance management, promotions, placement and training needs identification. To find out the effectiveness of competency mapping in THE METAL INDUSTRIES LTD.

1.3.1 OBJECTIVE OF THE STUDY PRIMARY OBJECTIVES

To evaluate the effectiveness of competency mapping in recruitment, performance management, promotions, placement and training needs identification To determine the training and development needs and importantly how it helps to encourage the best and develop the rest.

SECONDARY OBJECTIVE
To determine the roles of the employee in providing production process of metal To determine the impacts of competency mapping on production of metal To determine the competency mapping in improving the quality of employee

SCOPE OF THE STUDY

Companies create and use the Competency models to specify the employee behaviors, knowledge, and motivations that they believe are necessary to produce organizationally critical results. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results.

1.3.2 RESEARCH METHODOLOGY

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Research methodology is a way to solve the research problem in a systematic manner

DATA COLLECTION
Questionnaires are engage for data collection The age, gender,functioning, position of the employee might taken an effect on the analysis of the study.

TYPE OF RESEARCH Descriptive research

RESEARCH METHOD: Random Sampling

LIMITATIONS OF THE STUDY

The study faced some limitations; The employees responses are biased. The study conducted in a limited period The study conducted only to a limited number of people The responses are evaluated on the basis of the simple percentage method, it requires some reasoning of the data to round the figures.

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CHAPTER 2 REVIEW OF LITERATURE

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COMPETENCY MAPPING
Michael Crozier shocked the management community by defining the organization as imperfect social compromises .Far from being scientific constructs he depicted a complex organization as a reflection of its actual degree of competency. Despite a growing interest of competency among mangers and human resource professionals in recent years, the modern competency movement in industrialorganizational psychology actually dates from the mid 1950s and early 1970s. In that regard, John Flanagans work (1954) and Dave McClellands studies (1970) might be cited as two landmark efforts that originally invented the concept of competency. Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986 William Trochim developed the concept map into a strategic planning tool for use in the design of organizational components. Trochim's technique differs significantly from Novak's original school of thought. While Novak's maps are generated for an individual, Trochim's are generated by a group. John SSFlanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. Based on studies of US Air Force pilot performance, Flanagan concluded that the principle objective of job analysis procedures should be the determination of critical requirements. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances. From here, critical incidents technique was originally discovered. Critical incidents itself can be defined as a set of procedures for systematically identifying behaviors that contribute to success or failure of individuals or organizations in specific situations.

COMPETENCY MAPPING
ABSTRACT This paper focus on competency marketing. Competency mapping is an process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role. This paper deals with component of competency, competency model, mapping process and benefits of using competency.

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DEFINITION According to Boyatzis(1982) A capacity that exists in a person that leads to behaviour that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results COMPONENTS OF COMPETENCY There are four major components of competency: 1.SKILL: capabilities acquired through practice. It can be a financial skill such as budgeting, or a verbal skill such as making a presentation. 2.KNOWLEDGE: understanding acquired through learning. This refers to a body of information relevant to job performance. It is what people have to know to be able to perform a job, such as knowledge of policies and procedures for a recruitment process. 3.PERSONAL ATTRIBUTES: inherent characteristics which are brought to the job, representing the essential foundation upon which knowledge and skill can be developed. 4.BEHAVIOR: The observable demonstration of some competency, skill, knowledge and personal attributes. It is an essentially definitive expression of a competency in that it is a set of action that, presumably, can be observed, taught, learned, and measured. COMPETENCY MODEL: Competency model is a set of competencies that include the key behaviors required for excellent performance in a particular role. DESIGN DECISION In term of grand design, competency model should be guided by firms strategy which is shaped by four factors: vision & mission, stakeholder requirements, market realities and core capabilities of the firm. In a more technical design, competency model development should be determined in the process of design decision. In this stage, one should discuss the design of the model with clients, based on their specific needs and expected outcomes of the competency model. The following are some factors that need to be considered in deciding the design of the competency model.

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1. CONTEXT: Competencies are actually context bound. They answer the question What does a superior performer look like in a specific setting? In other words, effective competencies are linked to a particular organizational target or goal. Therefore, depending on the context, the design of models may be geared toward:

the total organization (e.g., core competencies or values) an entire function (e.g., finance, human resources) a specific role (e.g., HR generalist) a specific job (e.g., compensation analyst)

2. LEVEL OF ORIENTATION: This factor deals with the level of orientation of the model: will the model reflect future or current job requirements. The degree of future orientation depends on how the organization plans to apply the model and the pace and nature of changes occurring within the organization. If an organization decides that their model will be based on future requirements, they might use future performance needs (i.e., benchmark data; best practices) to create competencies. 3. LEVEL OF COMPLEXITY: Two other critical factors should be considered in developing competencies the length of models and the degree of complexity and detail described in behavioral indicators. Frequently, competency initiatives fail because models are too long and too detailed or because organizations spend too much time and too many resources researching and editing behaviors. Consequently, organizations fail to provide a simple framework to users in a timely manner. Models that work best follow the 80-20 rule. They provide the 20% of behaviors that drive 80% of excellent performance. 4. THE MODEL SHOULD BE LINKED TO STRATEGY: Effective competency models support and contribute to the company's and the function's strategy and goals. For instance, if a goal of the company is to transcend functional barriers, the model needs to describe the behaviors that demonstrate that competency. Likewise, if a goal is ensuring that all employees communicate and work together effectively, the model should describe the behaviors that demonstrate that competency. 5. THE MODEL SHOULD BE COMPANY SPECIFIC: Unlike many job descriptions, competency models are not easily transferable among companies. Competencies needed for a company are determined by the company's unique characteristics, such as culture, strategy, size, and industry. This is true even of

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the competencies needed for a position common to many companies, such as the job of a financial analyst. The competencies required of a financial analyst at an automobile manufacturer are vastly different from those required of a financial analyst at a health care company, for instance.

6. THE DEVELOPED MODEL SHOULD BE FLEXIBLE: A good competency model functions as a performance management tool. It provides enough detail to distinguish between employees who are operating at different levels of proficiency. It also helps a company articulate why an employee is at the current level and the competencies needed to advance. In this sense, a competency model is prescriptive, yet it must not be too binding. It needs to be flexible enough to accommodate differing approaches to success, simple enough to be easily understood, and readily adaptable to changing business environments. 7. THE MODEL SHOULD BE FUTURE-ORIENTED: Competency models with a forward-looking perspective stimulate organizational change. Rather than defining competencies in the context of "tasks," or how a job has traditionally been carried out, useful competencies articulate how the job is evolving and will best be performed in the future. Not only does this approach increase a model's shelf life, it ensures that employees have enough time to understand what the required competencies are and to develop them. MAPPING PROCESS There are about five stages while performing competency mapping. The following are the five stages discussed in detail. FIRST STAGE: The first stage of mapping requires understanding the vision and mission of the organization. SECOND STAGE: Second stage requires understanding from the superior performers the behavioural as well as the functional aspects required to perform job effectively.

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THIRD STAGE: Third stage involves thorough study of the BEI Reports/ Structured Interview Reports.

Identification of the competency based on competency frame work. Measurement of competency. Required levels of competency for each job family. Development of dictionary which involves detail description of the competency based on the indicators. Care should be taken that the indicators should be measurable and gives objective judgment.

FOURTH STAGE: a. This stage requires preparation for assessment.

b. Methods of assessment can be either through assessment centers or 360 Degree Feedback c. If assessment center is the choice for assessment then tools has to be ready beforehand i. Tools should objectively measure the entire competency required. Determine the type of the tools for measuring competency ii. Prepare the schedule for assessment ii.

iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behavior has to be documented. FIFTH STAGE: This stage involves conducting assessment center. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to. SIXTH STAGE: Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas. BENEFITS OF USING COMPETENCY MODEL There are some useful benefits of using competency model for the company, managers, and employees as well.

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FOR THE COMPANY

Reinforce corporate strategy, culture, and vision. Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence). Provide a common framework and language for discussing how to implement and communicate key strategies. Provide a common understanding of the scope and requirements of a specific role. Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.

FOR MANAGERS:

Identify performance criteria to improve the accuracy and ease of the hiring and selection process. Provide more objective performance standards. Clarify standards of excellence for easier communication of performance expectations to direct reports. Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career-related issues.

FOR EMPLOYEES:

Identify the success criteria (i.e., behavioral standards of performance excellence) required to be successful in their role. Support a more specific and objective assessment of their strengths and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills.

Provide the basis for a more objective dialogue with their manager or team about performance, development, and career related issues.

COMPETENCY MAPPING PROCESS The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioral interview methods so that the organization creates a model that reflects its own strategy, its own market, its own customers, and the competencies that bring success in that specific context (including national culture). Start with small, discrete groups or teams, ideally in two directions-a horizontal slice across the business that takes in a multi-functional or multi-site group, more or less at the same

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organizational level, and a vertical slice taking in one whole department or team from top to bottom. From that, the organization can learn about the process of competency modeling, and how potential alternative formats for the models may or may not fit the needs of the business. It is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. So if recruitment and selection or performance management are the key strategic needs of the business, and where the pain is being felt, then start there. It is advisable to begin with a horizontal slice of the management or senior-most team as the benefits will percolate down to the whole organization. Methodology for designing: The most effective route to employ recognized best-practice internal research methodology using behavioral event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and Competency Requirement Questionnaires to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organizational strategy and business objectives, and also against external research relevant and analogous to the organizations situation-not as a driver, but as a reference point. Once the behavioral data is collected, it should be sorted, categorized and leveled carefully to create models that are both concise and comprehensive, simple and sophisticated. Developing BEI skills within the organization has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on. International organizations must ensure that the methodology does not screen-out those competencies that do not match the culturally-influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. This is a common errorthe universalist, all-powerful global leadership model. Common Steps In Competency Mapping First: A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioral as well as skill-based. Second: Having discovered the similarities in the questionnaires, a competency-based job description is crafted and presented to the personnel department for their agreement and additions if any. Third: Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive; one starts mapping the capability of the employees to the benchmarks. There are several index points within the responsibility

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level. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assesse is in terms of personal development and achievement. These give an adept HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops every indicator at his level, he moves on to the next and begins there at the bottom in short, he is promoted. This reasonably simple though initially (the first year only) tedious method helps everybody to know what the real state of preparedness of an organization to handle new business (or its old one) because it has a clear picture of every incumbent in the organization. It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. A win-win situation for everyone.

HISTORY OF COMPETENCIES John Flanagan (1954) A seminal article published by John Flanagan in 1954 established Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. Based on studies of US Air Force pilot performance, Flanagan concluded that the principle objective of job analysis procedures should be the determination of critical requirements. These requirements include those which have been demonstrated to have made the difference between success and failure in carrying out an important part of the job assigned in a significant number of instances. From here, critical incidents technique was originally discovered. Critical incidents itself can be defined as a set of procedures for systematically identifying behaviors that contribute to success or failure of individuals or organizations in specific situations. Flanagans work, while not strictly about competencies, was important because it laid the foundation for a new approach to examining what people do. In a later form, the critical incidents technique would resurface to focus around significant behavioral events that distinguish between exemplary and fully-successful performers. It is Flanagans critical incidents technique that sixteen years later inspires David McClelland to discover and develop the term of competency.

30

Benjamin Bloom (USA) In mid-fifties BENJAMIN laid the foundation for identifying educational objectives by defining KSA, s needed to be developed in education. The educational objectives developed by them were grouped under the cognitive domain. David McClelland (Harvard Psychologist) He pioneered the Competency Movement across the world and made it a global concept. His classic books on Talent and Society, Achievement motive, The Achieving Society, Motivating economic achievement and power the inner experience brought out several new dimensions of the competency. These competencies exposed by Mc .Cleland dealtwith effective domain in Blooms terminology. Richard Boyatzis. Richard Boyatzis wrote the first empirically-based and fully-researched book on competency model developments. It was with Boyatzis that job competency came to widely understood to mean an underlying characteristic of a person that leads or causes superior or effective performance. Boyatzis was explicit in describing the importance of clearly-defined competency as reflected in specific behavior and clearly defined performance outcomes when he wrote that the important points is that specific actions cause, or lead to, the specified results. Certain characteristics or abilities of the person enable him or her to demonstrate the appropriate specific actions(Boyatzis, 1982, p. 12). As founding developer of competency modeling in the United States, Boyatzis grounded competency interventions on documented behavioral indicators that caused or influenced effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic analysis in collecting and analyzing examples of the actual performance of individuals doing the work. The method for documenting the actual performance was collected through the behavioral event interview (BEI), an intensive face-to-face interview that involves soliciting critical incidents from performers and documenting what the performers thinking and doing during the incidents (BEI technique will be explained further in Appendix section).

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CHAPTER 3 DATA ANALYSIS

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3.1 COMPETENCIES AT TOP LEVEL

Top level competencies are type. It composed of vision and purpose, developing people, values and ethics, commitment.

Table 3.1.1 Vision & purpose

Far Better Meets acceptable than requirements standards acceptable standard To take high realm Optimistic Creativity 0 5 9 76 65 78 50 50 20 30 10 40 50

Is not quite up to acceptable standards 4 3 6 -

Fails to meet acceptable standards -

Commitment 4 To inspire -

Visionand purpose is the competency at the top level which is evaluated with the help of the employees in that organization. There are five components such as to take high realm, optimistic, creativity, commitment and to inspire the employees.
Take high realm means Sees new possibilities to take the organization to a higher realm76% employees responded for to take high realm competency is better than

acceptable standards and 20% responds come as top level was met with the requirements. Only 4% employee have the opinion that top level had the competency which is not quite up to the standard.

33

Optimism sees everything with a positive outlook65% of the employees responded for the optimism of the top level as it is better than the acceptable standards and 30% meets the requirement. The 5% of the employees also had an opinion that top levelshave a far better than acceptable requirement for the optimism. So these characteristic doesnt go to a better level so optimism is a category needs improvement. Creativity Creates and communicates compelling vision or direction78% of theemployees responded as creativity is better than acceptable standard and 10% responded that they met with the requirements of creativity. 9% said that top level is far better than the acceptable requirement for creativity also 3% responded as they are not quite up to the acceptable standard to creativity. Commitment of top level is better than the acceptable standards, this comment is made by 50% of the employees and 40% said that they meets requirements. 4% said that they level far better than the acceptable requirement for commitment and 6% said that they are not quite up to the acceptable standard in commitment 50% said that top level management is better than the acceptable standard in giving inspiration and 50% said that they only met the requirement. This analysis said that top level has to give more inspiration.

34

Exhibit 3.1.1 Vision & purpose

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

fails to meet acceptable standards is not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Sees new possibilities to take the organization to a higher realm in a way better than acceptable standards. Optimism sees everything with a positive outlook in a better than acceptable standards. Creates and communicates compelling vision or direction in abetter than acceptable standards. Inspires and motivates others with enlightened insights in abetter than acceptable standards and it meets requirements.

35

Table 3.1.2 Developing people

Faraccept able standards

Better than acceptable standard

Meets requireme nts

Strong teams Train people Feedback

10 5 8

30 55 48 30

55 21 35 43

Is not quite up to acceptable standards 5 19 9 16

Fails to meet acceptable standards 5

Communicates 6 effectively

Developing people is the competency at the top level, which is evaluated with the help of the employees in that organization. There are four components for competency developing people, such as strong teams, train people, giving feedback, communicate efficiently. 55% of the employees responded that competency, strong teams met with the requirements. 30% of the employees said that they are better than the acceptable standards. 10% employees have the opinion that the component in development of people far better than theacceptable standard. Only 5% said that it is not quite up to the acceptable standards. This analysis said that that in competency developing people, top level management have to improve a lot because most of the employees responded as it is only meet up to the acceptable standards. In the case of the training of the people, 55% of the employees said that training of the people is better than the acceptable standards. 21% of the employees respond that they met with the requirement in train the people. 19% of the employeesrespond that train people are not quite up to the acceptable standard. Only 5% replied as they far better than the acceptable standards. This analysis concludes that training people is happened in not quite up to the standards.

36

In giving the feedback and recognition 48% employee said that it would take place in a better than acceptable standards and 35% said it met up to the standard. 9% of the employee replied as they perform in a quite up to the acceptable standards and 8% said that they far better than the acceptable standards. This analysis shows that the top level management is not quite up to the standards in giving feedback and recognition. 43% 0f the employees in the organization replied that top level is communicates effectively in a manner which meets the requirement they expect.30% said that they communicate which is better than the acceptable standard. 16% said that communication which is not quite up to the acceptable standard and 5% said as they failed to the acceptable standard. But the 6% said that top level far better than the acceptable standards. This analysis explained that the top level management does not communicate effectively so there is improvement needed in this area.

37

Exhibit 3.1.2 Developing people

120 100 80 60 40 20 0 better than acceptable standards fails to meet acceptable standards is not quite up to acceptable standards. meets requirements

far exceeds acceptable standards

Assembles strong teams to meet the requirement. Communicate effectively with people to meet requirements. Empowers and trains people in a way to better than acceptable standards. Provides rewards, feedback and recognition in a better than acceptable standards.

38

Table 3.1.3 Values and ethics

Far Better Meets acceptable than requirements standards acceptable standard Company 21 value Codeofconduct 5 Standards& specification Right behavior 10 63 56 21 12 28 61

Is not quite up to acceptable standards 2 10 5

Fails to meet acceptable standards 2 1 3

23

34

42

Values and ethics of the company is a competency which is to be maintained by the organization. It has four components such as company value, code of conduct, standards and specification, and right behavior. From the table 63% of the employees respond as top level follow the company value in a standard which is better than the acceptable standard. 21% respond that they far better than the acceptable standards. 12% has an opinion that they just meet the requirement. 2% of the employees believe that they are not quite up to the acceptable and far acceptable standards and fail to meet the acceptable standard.After the evaluation of the table, the top level is not quite up to the acceptable standard in the case of company value. In the case of code of conduct, 56% said that top level are better than the standard and 28% said that they just meet the requirement for this. 10% said that code of conduct is not quite up to the acceptable standard and 1% had an opinion that they are fail to meet acceptable standards. Only 5% is extremely rejecting this fact that is top level far better than the acceptable standards. From this analysis conclusion come as the employees are not satisfied with the code of conduct of the top level management. Standards and specification of the top level is measured by the employees in a manner that 61% are respond as they meet the requirement and 21% respond as they are

39

not quite up to the standards. 10% is said that top level failed to meet the requirement. Only a small percentage that is 5% and 3% believe that top level follow the standards and specification in a better that and far better than standards. Table shows that the standards and the specification are done by the top level in a standard which meet the requirement of the employees. The behavior of the top level is right; this is a component of the competency values and ethics. The response from the employee as 42% said that they meet the requirement and 34% said that they are not quite up to the acceptable standards. 23% replied that they failed to meet the acceptable standard and 1% had an opinion that top level meet a better than acceptable standard in the case of showing right behavior. This table shows that the top level meet the requirements of showing right behaviorto the employees.

Exhibit 3.1.3 values and ethics

40

120 100

80
60 40 20 0 company values code of standards & right conduct specification behaviour

fails to meet acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Aligns with company values in better than acceptable standards. Adheres to code of conduct in better than acceptable standards. Ensures that the standards and specifications are kept to meet requirements. Rewards right behaviors to meet requirements.

Table 3.1.4 Commitment

41

Far Better Meets acceptable than requirements standards acceptable standard Takes ownership 12 45 40 Codeofconduct 1 45 36 23 54 42 67

Is not quite upto acceptable standards 3 0 7 2

Fail to meet acceptable standards 0 1

Fair 15 inresponsibilities Delivers result 7

Commitment competency had four components such as takes ownership, code of conduct, fair in responsibilities, deliver result. Employees respond to the component in competency commitment in top level as 45% are responded as they are better than the acceptable standard and 40% respond as they meet the requirement. 12% said that they are far better than the acceptable requirement and only 3% had an opinion that they are not quite up to the acceptable standard. 1% of the employees in the organization respond to the code of conduct as they far better than the acceptable standards. 54% of the employees respond as they meet the requirement and 45% replied as they are better than the acceptable standards.. The other component of commitment is fair in responsibility. The responsibility of the top level is evaluated by the employees as 42% respond as they meet the requirement and 36% replied as commitment is better than the acceptable standards. 15% of the employees respond as they far better than the acceptable standards and 7% had an opinion that they are not quite up to the acceptable standard.

Commitment is also depend on deliver the result. Deliveringof the result to the employees are evaluated as 67% employees respond as they meet the requirement and 23% is replied as they perform better than the acceptable standards and 7% replied as

42

they far better than the acceptable standards. Only a small amount of employees such as 2% & 1% are replied as delivering the result is in a not quite up to the standard and fail to perform the acceptable standards respectively..

Exhibit 3.1.4 Commitment

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Widely trusted in a better than acceptable standards Takes ownership on the assigned responsibilities are to meets requirements Impartial and fair in exercising the responsibilities in the meet requirements Delivers results on commitment in meets the requirements

3.2 COMPETENCIES AT MANAGERIAL LEVEL

There are seven competencies such as performance, skills and attributes, qualities, personal competencies, knowledge level competencies, job related skills or competencies

43

andcommunication and inter personal skills are required in the managerial level to perform in the organization.

Table 3.2.1 Performance

Far acceptable standards Better than Meets Is not quite acceptable requirements upto standard acceptable standards Fails to meet acceptable standards

Ambitious goal Continuous improvement Social objectives Get

56

30

10

45

34

16

36

42

result 19

23

57

Consistently The competency performance of the management level consist of four components such as ambitious goal, continuous improvement, social objectives, consistency. Component of the perfomance ambitious to perform goal is evaluated by the employees in that organization as 56% of them replied as management is better than the acceptable standard and 30% replied as they meet the requirement. 9% is respond as they far better than the acceptable standard and 5% is said that they are not quite up to the acceptable standard. 45% of the employees replied as the management is not perform better than the acceptable standard in the case of the continuous improvement and 34% is replied as they just meet the requirement. 10% of the employees said that they are far better than the acceptable standards. A small quantity of the employees such as 6% and 5% replied that

44

there are continuous improvement take place not qite up to the standard and fail to performin an acceptable standard. Social objectives of the management level is analysed by the employees as 42% meet the requirement for that position and 36% said that they are better than the required standards. 16% replied as they far better than the requirement and only a 6% is replied as they are not quite up ot the required standard replied that the management level is perform in a better than acceptable standard. Consistently getting the result is required for the manaement to follow competency performance. 57% of the employees had an opinion that the management level just meet the requirement and 23% had an opinion to they have better than the acceptable standards, also 19% employees said that they far better than the requirement. But only a single percentage of the employee belive that they perform in a failed to the acceptable standard.

Exhibit 3.2.1 Performnce

45

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Sets and achieves ambitious goals in a better than acceptable standards Drives for continuous improvement in a better than acceptable standards Ensures that health, safety and social objectives are integrated into business activities meet the requirements Gets results consistently which meet requirements

Table 3.2.2 Skills and attributes

46

Far acceptable standards

Better than Meets acceptable standard requirements

Is not quite Fails upto acceptable standards meet

to

acceptable standards -

Skill analytical, decision making Social skill

in 9

56

30

10

45

34

Emotional resistance

16

36

42

Response to 19 the instant

23

57

Skills and attributes is another competency which has to skill of an employee, social skill and abilities, emotional resistance, response to instant situation. The first component in skill and attribute is skills in analytical, decision making. The 56% of the employees replied for the management is better than the acceptable standard for the different skills such as analytical and decision making and 30% replied as they meet the requirement. 9% replied as they far better than the acceptable standard and 5% replied they perform not quite up to the acceptable standard. Social skill is required for the management to develop, negotiate, resolve conflict, persuade, use and respond to authority and power so as to get things do. To measure this skill of the management by the employee as 45% respond that they are better than the acceptable standard and 34% respond as they met with the requirement, 10% of the employee said that they far better than the requirement. But 5% of the employee said that they are not quite up to the acceptable standard and failed to the acceptable standard..

47

Emotional resistance of the management consist of deal with emotional stress and strain that arises as consequence of working situations of authority, leadership, power, targets and deadlines. Emotional resistance of the management is evaluated by the employees as 42% of the employees respond that they meet the requirement and 36% is better than the requirement also 16% said that they far better than the requirement for the emotional resistance. Only 6% responded as management perform not quite up to the acceptable standard. Response to the needs of the instant situation, but while making such a response consider the long-term aims and goals and the impact of immediate decision is also a component in the competency skills and attribute. 57% of the employees responded as the management met the requirement and 23% of them replied as management is better than the standard and 19% replied as management far better than the requirement for the response to the instant situation.

Exhibit 3.2.2skills and attribute

48

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Analytical, problem solving and decision-making skills in a better than acceptable standards Social skills and abilities in better than acceptable standards Emotional resistance meets requirement Response to the instant situation, also considers goals and the impact of immediate decision in meets requirement

Table 3.2.3Qualities

49

Far

Better

Meets

Is

not Fails

to

acceptable than standards acceptable standard Creativity 36 46

requirements quite upto meet acceptable standards 12 8 acceptable standards -

Mental strength Learning habit Selfknowledge

26

42

56

26

42

32

20

23

57

Quality has four components such as creativity, mental strength, learning habit and selfknowledge Creativity Come up with unique ideas or solutions either ones own ideas or ideas from another source, is a component of qualities. This was evaluated with in the management levels by the employees in the organization. Their replies are as follows, 46% of them told that they are better than the acceptable standards and 36% said that they far better than the acceptable standard. Only positive replays such as 12% said that they met the requirement and 8% replied as they perform in a standard which is not quite up to the acceptable standard. Mental strength grasp problems quickly, think about several things at once, understand the whole situation quickly and think on ones feet. Mental strength of the management evaluated by the employee as 56% has the opinion that the mental strength of the management is met with the standard and 42% replied as they are better than the acceptable standard. Also 26% believe that they failed to meet the acceptable standard. Learning habit of the management level use a range of learning process including use of inputs like teaching, discovery from ones own personal experiences and reflection.

50

The response of the employees to the component learning habit that 42% replied as they are better than the acceptable standard and 32% replied as they meet the requirement for the learning habit. Also 26% replied as they far better than the acceptable requirement. Self-knowledge is aware of ones own beliefs, goals, values, feeling, behavior and the part they play in influencing their actions. This is a component of the competency quality. The employees in the organization is respond to the self-knowledge for the management as 57% are replied as they meet the requirement and 23% replied as they are better than the acceptable standard. Only 20% is replied as they far better than the acceptable standards.

Exhibit 3.2.3 Qualities

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Creativity is better than acceptable standards Mental strength meets requirements Balanced learning habits and skills in better than acceptable standards Self-knowledge meets requirement

Table 3.2.4Personal competencies

51

Far Better Meets acceptable than requirements standards acceptable standard Assertiveness 10 56 34

Is not quite upto acceptable standards -

Fails to meet acceptabl e standards -

Integrity

10

30

56

Selfsufficiency Emotional stamina

26

42

22

25

23

52

Personal competency is a competency which consists of assertiveness, integrity, selfsufficiency, emotional stamina. Assertiveness is the ability to state ones opinion firmly and positively which have to be applicable to the management level. This component is measured by the employee as 56% of employees respond as they are better than the acceptable standard and 34% of the employees meet the requirement. Only 10% are replied as they far better than the acceptable standard. Integrity gain trust and confidence by interacting with fairness, honesty and truthfulness. This has to be followed by the management levels in the organization. The employees in the organization is evaluating the managements integrity as 56% responded as they meet the requirement and 30% of the employees replied as they are better than the acceptable standard, but 4% has an opinion that they are not quite up to the acceptable standards. Only 10% is far better than the acceptable standards. Self-sufficiency is exercises the professional duties without assistance. The management has to be the self-sufficiency which is a component of personal competency. The employees evaluate the management self-sufficiency as 42% of the employees replied as they are better than the standard and 26% said that they are far better than the

52

acceptable standard. 22% of the employee respond as the management level meet the requirement, also 5% of the employees are respond as they perform not quite up to the standard and failed to perform the acceptable standard in the self-sufficiency. Emotional stamina is the relaxed & poised. Maintain effectiveness even under pressure. The emotional stamina of the management level is evaluated by the employee in the management level as 52% of the employees are responded as they met the requirement of the emotional stamina. 25% said that they are far better than the acceptable requirement and 23% replied as they are better than the acceptable standards.

Exhibit 3.2.4 Personal competencies

120 100

80
60 40 20 0

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Assertiveness is better than acceptable standards Integrity meets requirements Self- sufficiency better than acceptable standards High emotional stamina meets requirements

Table 3.2.5Knowledge level competencies

53

Far Betterthan acceptable acceptable standards standard

Meets requirements

Is not quite upto acceptable standards -

Failsto meet acceptable standards -

Basic facts

10

56

34

Quality consious

10

30

56

Organizational 26 awareness

42

22

Knowledge level competencies consist of basic facts, quality conscious and organizational awareness. Basic facts are to understand the business holistically and have a sound knowledge of the basic facts of Millipore business. The basic factsmust be followed by the management level by the basic fact. Theemployees opinion about that must be followed by 56% of the employee believe that the management meet the requirement and 43% said that they possesses better than acceptable standards and 10% is replied as far better than the acceptable standard. Quality conscious Work always with quality awarenessis a component of the competency knowledge level competency. The management have to be quality conscious. The evaluation of the employees for the quality conscious is that 56% of the employees respond that they meet the requirement in the case of quality conscious and 30% agree that they are better than the acceptable standards, also 10% is respond as the

management is far better than the acceptable standards. Only 4% is replied as they failed to perform the acceptable standards. Organizational awareness is the have wide knowledge about the organization, its departments and functions. The management level has the responsibility to take part in the organizational awareness. The employee evaluations to the organizational awareness

54

are come as 42% of the employees replied as management level is better than the standards and 26% said that they failed to meet the acceptable standards. 22% of them respond as management level meet the requirement and 5% of the employees respond as the knowledge level competency is not quite up to the acceptable standard and failed to perform better than acceptable standard.

Exhibit 3.2.5 Knowledge level competencies

120 100 80 60 40 20 0 basic facts quality consious organizational awareness fails to meet acceptable standard is quite up to the acceptable standard meets requirement better than acceptable standard far acceptable standards

Command of basic facts better than acceptable standards Quality consciousness meets requirements Organizational awareness better than acceptable standards

Table 3.2.6Job related skills/competencies

55

Far acceptable standards

Better than Meetsrequir acceptable ements standard

Is not quite up to acceptable standards 8

Fails to meet acceptable standards -

Presentationskil l Analytical skill

23

58

12

30

58

Negotiation skill

22

52

23

Job related skill is the competency which has three components such as presentation skill, analytical skill, and negotiation skill. Presentation skill is the ability to present ideas, concepts, plan and procedures clearly to the target group. Management level has to follow the presentation skill. The employees in that organization evaluates the management level as 58% of the employees respond as they are better than the acceptable standards and 23% is said that they far better than the acceptable standards. 8% of the employees respond as management level meet the requirement and also better than acceptable standards. Analytical skill is the weigh the pros and cons in an ambiguous situation and takes appropriate decision without delay. Management level has the responsibility to have the analytical skill. This is evaluated by the employees as 58% is respond as they meet the requirement and 30% is respond as they are not quite up to the acceptable standard. only 12% respond as they fails to meet the requirement. Negotiation skill is the skill which discusses and share opinions so as to arrive at a constructive agreement which has to be followed by the employees in the organization. It is a competency component of job related skills or competencies. 52% of the employees in the organization respond as the management level has not up to the acceptable

56

standards and 22% is replied as they failed to meet the acceptable standards. 23% of the employees is replied as they meet the requirement and 3% is replied as they meet the requirement in a better than acceptable standard.

Exhibit 3.2.6 Job related skills/competencies

120 100 80 fails to meet acceptable standards

60
40 20 0 Presentation Analytical Negotiation skill and problem skill solving skill

not quite up to acceptable standards meets requirements better than acceptable standards
far exceeds acceptable standards

Presentation skill better than acceptable standards Analytical and problem solving skill meets requirements Negotiation skillbetter than acceptable standards

Table 3.2.7Communication and interpersonal competencies

57

Far Betterthan Meets Is not acceptable acceptable requirements quite upto standards standard acceptable standards

Fails to meet acceptable standards

Listening skills

12

68

20

Communication 11

45

34

10

Persuasiveness

16

56

23

Sensitivity

73

14

Communication and interpersonal skill consist of four components such as listening skills, precision in communication, persuasiveness and sensitivity. Listening skill of the management level Listen to others views with patience. The listening skill is a component of communication and competencies. The employees respond to the listening skill as 68% of the employee is said that management level is better than the acceptable standard and 20% said that they meet the requirement for the listening skill. Also 12% of employees respond that they are farbetter than the acceptable standards. Precision in communication is the Listen to others and express the idea with clarity and precision. This is a component of communication and interpersonal skill. The employees in that organization give their views about the management levels precision in communication as 45% is said that they better than the acceptable standard and 34% people said that they meet the requirement. 11% replied as they far better than the acceptable standard and 10% replied as they are perform in a standard not quite up to the acceptable standards by the management level.

58

Persuasiveness is a component of communication and interpersonal skill. Persuasiveness is the ability to move others in getting things done. This is a competency required by the management levels in an organization. 56% respond as they are better than the acceptable standard and 23% is respond as they meet the requirement. 16% had an opinion that they far better than the acceptable standard and 5% of the employee replied as they are not quite up to the acceptable standard in the management level. Sensitivity is the awareness of what is going on in the work place and responds in a suitable manner to situations as they arise. This is a component of the communication and interpersonal skill which has to be followed by the management level employees. 73% of the employees are responded as they are better than the acceptable standard and 14% are replied as they meet the requirement, also a 3% has an opinion that they perform not quite up to the acceptable standard. 5% of the employees are respond as the management have to be perform the sensitivity as they far better than the requirement and failed to meet the acceptable standard.

Exhibit 3.2.7 Communication and interpersonal competencies

59

120 100 80 60 40 20 0 fails to meet acceptable standards not quite up to acceptable standards meets requirements

better than acceptable standards

far exceeds acceptable standards

Listening skills are better than acceptable standards Precision in communication better than acceptable standards Persuasiveness better than acceptable standards Sensitivity better than acceptable standards

3.3 COMPETENCIES AT PRODUCTION LEVEL

60

Competencies at the production level consist of four competencies such as personal component,

Table 3.3.1 Personal competencies

Far Better Meets acceptable than requirements standards acceptable standard Stress tolerance Proactive 5 65 30 76 20 Is not quite up to acceptable standards 4 Fails to meet acceptable standards -

Consciousness 9

78

10

High level

energy 4

50

40

A personal competency is the competency at the production level. Personal competency consists of stress tolerance, proactive, consciousness, high energy level. Stress tolerance is the component of the competency personal competency. Stress tolerance is the Cope up with work strains that arises as a consequence of working situations of targets, deadlines, work load and pressure from superiors. The employees in that organization evaluates the stress tolerance as 76% are replied as they are better than the acceptable standard and 20% feel that they are of meet the requirement. Only 4% had an opinion that they are not quite up to the acceptable standard.

61

Proactive is another component of the competency. Proactive is the Respond to the needs of the instant situations voluntarily. The competency component proactive is measured in the production level is done by the employee as 65% of the employees are replied as they are better than the acceptable standards and 30% are replied as the production level is meet the requirement for the proactive. Only 5% of the employees are replied as they are far better than the acceptable requirement. Consciousness is another component in the personal competency.Consciousness is Explore into the necessary details, so as to get the exact information needed. The consciousness of the production level is measured by the employees in that organization as 78% are replied as they are better than the acceptable standards and 10% replied as they meet the requirement. 9% of the employees in that organization replied as production level is far better than the acceptable standard and 3% had an opinion that they are not quite up to the acceptable standard. The energy level of the production level must be high. High energy level is the Operate and maintain fast pace and tempo at the work place and it is measured by the employees as 50% of the employees are replied as they are better than acceptable standard and 40% meet the requirement. 4% of the employees are replied as they are far better than the acceptable standard and 6% are replied as they are of not quite up to the acceptable standard.

62

Exhibit 3.3.1 Personal competencies

120 100 80 60 40 20 0

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Stress tolerance meets requirements Self-starting and proactive: Respond to the needs of the instant situations voluntarily is better than acceptable standards Detail consciousness is better than acceptable standards High energy level is better than acceptable standards

63

Table 3.3.2 Knowledge level competencies

Far Better Meets acceptable than requirements standards acceptable standard Operational knowledge Numerical interpretation Identifying bottle neck 60 25 19 58 22 12 45 23

Is not quite upto acceptable standards 20

Fails to meet acceptable standards -

10

Knowledge level

competencies composed

of operationalknowledge, numerical

interpretation, identiffying bottle neck. This are the factors which have to be followed by the production department. Operational knowledge is the Know each and every details of production process. This is a component of the knowledge level competency. Evaluation of the operational knowledge of the production level in the organization is done by the employee are follows: 45% of the employees are replied that the production level is better than the acceptable standard and 23% replied as they met with the requirement, but 20% of the employee had an opinion that they are not in a standard which is not quite up to the standard. Only 12% replied that they are in a far better than acceptable standard. Numerical interpretation is another component in the knowledge level competency. Numerical interpretation is the defined as Comfortability with numerical facts and exercises quantitative reasoning effectively to derive solution. The employees in the organization respond to the performance of the employee in the organization for the numerical interpretation as 58% replied that they are in a better than acceptable standard

64

and 22% replied that they meet the requirement, but 19% had a view that they are far from the acceptable standard. Identification of the bottle neck recognizes situations that retards wok progress and gives immediate attention and rectification to the problem. In this knowledge level competency, the employees in the organization respond to the production level performance for the identification of the bottle neck as 60% replies came as they are in a better than acceptable standard and 25% replied as they meet the requirement. 10% of the employee replied as they cannot meet up to the acceptable standard and a 5% is replied as the production level fail to meet the requirement.

Exhibit 3.3.2 Knowledge level competency

120 100 80 60 40 20 0 Operational knowledge Numerical Identifying interpretation bottlenecks better than acceptable standards far exceeds acceptable standards fails to meet acceptable standards not quite up to acceptable standards meets requirements

Operational knowledge is better than acceptable standards Numerical interpretation is better than acceptable standards Identifying bottlenecks and rectifying them better than acceptable standards

65

Table 3.3.3 Job related skills/competencies

Far acceptable standards Better than Meets acceptable requirements standard Is not quite upto acceptable standards Fails to meet acceptable standards

Information collection Analytical skill Creativity

30

55

15

10

75

10

60

25

15

Tech.exp.

24

65

11

Job related commpetency had four components such as information collection, analytical skill capability, creativity, technical expertise. Information collection is done based on the performance of the employees in the production level is done as 55% of employees respond as they are in a position better than the acceptable standard and 30% are in a far better than the acceptable standard. Only 15% employee respond as the they meet the requirement. Analytical skill is analysed by the employees about the functtioning of the production level as 75% meet the requirement of the standard and 10% of the employees are replied as better than and not quite up to the standard required. Only 5% replied as they are in a far better than acceptable standard. Technical experience is a component of job related skill/competency. This competency is eveluated by the employees about the functional level as 65% of employees are responded as they are better than the required efficiency and 24% replied as far better than the acceptable standards. Only 11% has an opinion that they met with the requirement.

66

Exhibit 3.3.3 Job related skill/competency

120 100 80 60 40 20 0 fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Information collection better than acceptable standards Analytical skill meets requirements Creativity better than acceptable standards Technical expertise is better than acceptable standards

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Table 3.3.4 Interpersonal and leadership skills/competencies

Far acceptable standards

Better than Meets acceptable requirements standard

Is not quite upto acceptable standards -

Fails to meet acceptable standards -

Precision

24

58

18

Motivating

10

25

65

Appraising

60

15

15

10

Team spirit

16

65

19

Flexibility

25

59

10

Receptive

33

56

Interpersonal and leadership skill is a competency required by the employees in the production level in the organization. Interpersonal and leadership skill consist of precision, motivation, apprising, team spirit, flexibility, receptiveness. Precision means that express the ideas with clarity. Precision of the production level employees are evaluated by the employees as 58% are replied as they are of better than acceptable standard and 24% are replied as they are far better than the acceptable standard.Only 18% had an opinion that they met the acceptable standard. Motivation is that encouraging the technicians and operators to work towards the organizational goal. Motivation given by the production department is given to the employees are given as 65% are replied as they meet the requirement and 25% is replied

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as they are better than the acceptable standard. Also 10% are replied as they are better than the acceptable standard. Appraising is the component of interpersonal and leadership competency. Appraising evaluate the performance of technician and operators and provide corrective steps whenever required. Appraising competency in production level is analyzed by the employees as 60% are replied as they are better than the acceptable standard and 15% had an opinion that they meet the requirement also not quite up to the standard. Only 10% had an opinion that they fail to meet the requirement. Team spirit is another component in the interpersonal and leadership competency. Team spirit is the Work with the spirit unity and shares knowledge with one another. The employees evaluation came as 65% replied as they perform in a better than acceptable standard and 19% are replied as they meet the requirement, but 16% had an opinion of they perform in a far better than acceptable standard. Flexibility is another component of interpersonal and leadership skill competency. It evaluates the production levels commitment to flexibility as 59% are replied as they perform in a better than the acceptable standard and 25% are far better than the acceptable standard. 10% replied as they perform to meet the requirement and 6% replied as they perform not quite up to the standard Receptiveness is a competency required for the employees in the production department to evaluate the performance in the receptiveness. 56% are replied as they perform as to meet the required standard and 33% are replied as they perform in a better than acceptable standard, also 6% had an opinion that they perform in a far better than standard and 5% are replied as they are not quite up to the standard. .

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Exhibit 3.3.4 Interpersonal and leadership skills/competencies

120 100 80 60 40 20 0

fails to meet acceptable standards not quite up to acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

Precision in communication is better than acceptable standards Motivating meets requirements Appraising and developing better than acceptable standards Team spirit better than acceptable standards Flexibility better than acceptable standards Receptive to corrections meets requirements

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3.4 COMPETENCIES OF TECHNICIANS AND OPERATORS

Table 3.4.1 Personal competencies

Far Better Meets acceptable than requirements standards acceptable standard Adaptability 12 64 24

Is not quite up to acceptable standards -

Fails to meet acceptable standards -

Stress tolerance Selfmotivated Honesty

11

35

45

15

58

22

13

75

12

Personal competency has to be followed by the technical and operational level. It consists of adaptability, stress tolerance, self-motivated, honesty. Adaptability of the technical and operator level is evaluated by the employees in the organization as 64% of the employee is replied as they perform in a better than acceptable standard and 24% replied as they meet the requirement. Only 12% of the employees responded as they are perform in a far better than acceptable standard.

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Stress tolerance level of the technicians and operator is referred by the employees in the organization as part of the study as follows; 45% of the employees replied as they meet the requirement of the stress tolerance and 35% of the employees accepted it as they perform in a better than acceptable standards, but 11% of the employees replied as they meet far better than the acceptable standard. 4% of the employees are replied as they are not quite up to the acceptable standard and fail to meet the requirement. Self-motivation is a component in personal competency. The technical and operator level performance is evaluated by the employee as 58% of the employees are replied as they perform to the self-motivation in a better than acceptable standard and 22% is replied as they meet the requirement. 15% had an opinion that they perform in a far better than acceptable standard and 5% replied as technicians and operators are performing not quite up to the standard. Honesty is the other component in the personal competency. The reply for this component is done by the employees about the honesty of the technician and operators as follows: 75% replied as they perform in a better than acceptable standard and 13% perform in a far better than acceptable standard. Also 12% had an opinion that they perform in a standard which requires.

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Exhibit 3.4.1 Personal competencies

120

100
80 60 40 20 0

fails to meet acceptable standards not quite up to acceptable standards

meets requirements better than acceptable standards far exceeds acceptable standards

Adaptability competency is better than acceptable standards Stress tolerancemeets requirements Self-motivatedbetter than acceptable standards Honesty is better than acceptable standards

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Table 3.4.2 Knowledge level competencies

Far acceptable standards

Better than Meets acceptable requirements standard

Is not quite Fails to upto acceptable acceptable standards standards

meet

Detailed knowledge Operational knowledge Product stds

76

20

65

30

78

10

Product testing

50

40

Knowledge level competencies consist of detailed knowledge, operational knowledge, product standards, product testing. Detailed knowledge is a component in the knowledge level competency for the technician and operators. The competency is evaluated by the employees as follows: 76% of the employees replied as they perform in a better than acceptable standard and 20% of the employees meet the requirement. Only 4% of the employees are replied as they are not in a position quite up to the acceptable standard. Operational knowledge of the technicians and operators are evaluated by the employee as 65% of the employees are replied as they perform in a better than acceptable standard and 30% of the employees are replied as they meet the requirement. Product standards of the technician and operators are evaluated by the employees in the organization as 78% of the employees are replied as they perform in a better than

74

acceptable standard and 10% of the employees are replied as they meet the requirement. 9% of the employees are replied as the perform in a far better than acceptable standard and 3% of the employees are replied as they are not in standard to meet up to the acceptable standard The knowledge level in product testing of Technicians and operators are analyzed by the employees in the organization as 50% of them replied as they perform in a better than acceptable standard and 40% of them replied as they met the requirement. Only 4% responded as they are far better than the acceptable standard and 6% replied as they are not in a position to perform up to the required standard.

Exhibit 3.4.2 Knowledge level competencies

120 100 80 60 40 20 0

fails to meet acceptable standards not quite up to acceptable standards meets requirements
better than acceptable standards far exceeds acceptable standards

Detailed knowledge of materials and tools used for assemblingbetter than acceptable standards Operational knowledge of machines and tools to meets requirements Knowledge on product standard and specification better than acceptable standards

75

Knowledge on product testingbetter than acceptable standards

Table 3.4.3 Job related skills/competencies

Far acceptable standards Technical skill Learning oriented Concerned 15 for excellence Initiative 13 10 13

Better than Meets acceptable requirements standard 64 23

Is not quite upto acceptable standards -

Fails to meet acceptable standards -

45

45

58

22

75

12

Job related skill or competencies composed of technical skill, learning oriented, concerned for excellence and initiative Technical skill is a component of job related competency for the technicians and operators. The evaluation of the technicians and operators are done by the employees in the organization as 64% of the employees are responded as they perform in a better than acceptable standard and 23% are responded as they meet the requirement, but only 13% replied as they are far better than the acceptable standard. Learning orientation is a component in the competency job related skill for the technicians and the operators in the organization. The evaluation comes as 45% of the employees are replied as they perform in a better than acceptable standard and in standard that meet the requirement. Only 10% had an opinion that they perform far better than acceptable standard. Job related competency consist of the concerned for excellence, this have to be required for the technicians and operators in the organization. 58% of the employees are

76

replied as they perform in a better than acceptable standard and 15% replied as they perform in a far better than acceptable standard. 22% of the employees replied as they meet the requirement and 5% had an opinion that they are not in a standard to meet up to the requirement. The competency job related skill is consists of imitativeness, this has to be required for the technicians and operators in an organization. There are 75% of the employees are replied as they are perform in a better than acceptable standard and 13% are in a far better than acceptable standard, only 12% had an opinion that they meet the requirement.

Exhibit 3.4.3 Job related skills/competencies

120 100 80 60 40 20 0 Technical Learning Concern Initiative skills oriented for excellence better than acceptable standards far exceeds acceptable standards

fails to meet acceptable standards not quite up to acceptable standards meets requirements

Technical skillsbetter than acceptable standards Learning oriented better than acceptable standards Concern for excellence better than acceptable standards Initiativebetter than acceptable standards

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Table 3.4.3 Interpersonal and communication skills

Far acceptable standards

Better than acceptable standard 69

Meets requirements

Is not Fails to quite upto acceptable acceptable standards standards -

meet

Team oriented Clarity oral epression

29

in 10

34

56

Receptive to 11 correction Commitment 13

79

10

75

12

Interpersonal and communication skill consist of team oriented, clarity in oral communication, receptive to correction, commitment. Team orientation is a component of the interpersonal and communication skills. It is evaluated within the operators and technicians in the organization. 69% of the employees replied as better than acceptable standard and 29% of them replied as they met the requirement. Only 2% of the employees in the organization had an opinion that they are in a far better than acceptable standard. Clarity in oral communication is a component of interpersonal communication; it has to be needed for the technicians and operators. The 56% of the employees in the organization are replied as they meet the requirement and 34% of the employee are respond as they are in a better than acceptable standard. Receptive to oral communication is a requirement of technician and operators in the organization. The employees are replied for the performance of them to the competency receptive to oral communication are 79% of the employees replied as they

78

are in a better than acceptable standard and 11% are replied as they are far better than the standard. Only 10% replied as they meet the requirement of receptive to oral communication. Commitment is require for the technicians and the operators to achieve the competency interpersonal skills and abilities. 75% of the employees are replied as they are in a better than acceptable standard and 13% said that they are far better than the standard. Also 12% replied as the technicians and the operators are meet the requirement for the commitment.

Exhibit 3.4.3 Interpersonal and communication skills

120 100 80 fails to meet acceptable standards meets requirements better than acceptable standards far exceeds acceptable standards

60
40 20 0

Team oriented better than acceptable standards Clarity in oral expression meets requirements Receptive to correctionsbetter than acceptable standards Committed to responsibilities are better than acceptable standards

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CHAPTER 4 SUMMARY, FINDINGS AND RECOMMENDATIONS

80

FINDINGS

The important findings of this study are 1) Identified the competency levels of employees in THE METAL INDUSTRIES LTD, SHORNUR. 2) Found out effectiveness of competency mapping in top level, management level, production level and technical and operating levels. 3) Improvement has to be made in top level to the competencies such as to giving inspiration and motivation to subordinates, work in strong teams, ensures that the standards and specifications, ensures that the standards and specifications and in providing right behavior. 4) Study gives the result as the improvement has to be to the competencies in management level such asto ensure to getting results

consistently,emotional resistance, considers the goals and impact of immediate decision making, metal strength and self-knowledge, integrity emotional stamina, quality consciousness and in analytical and problem solving skill. 5) Analysis result that improvement has to be to the competencies in production level such as analytical skill, motivational and receptive to corrections. 6) Identified the improvement has to be to the competencies in production level such as stress tolerance, operational knowledge, clarity in expression. 7) Determined employee playing good role in providing production process of metal at THE METAL INDUSTRIES LTD, SHORNUR. 8) Determined competency mappings impact isbetter than acceptable standards on production of metal in THE METAL INDUSTRIES LTD, SHORNUR. 9) Determined the competency mapping in improving the quality of employeein THE METAL INDUSTRIES LTD, SHORNUR

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CONCLUSIONAND SUGGESTIONS
The study about the effectiveness of competency mapping is done with reference to The Metal Industries Ltd, shornur. I conclude that the different competencies are required for the different levels of the organization. These competencies played a predominant role in the employee selection in that organization and also found that different departments require the training and development in the competencies. The effectiveness of competency mapping is found out through the study and this process helps the organization to provide efficiency and effectiveness in the job activities. It enables to acquire adequate amount of economic growth and industrial development From the study, I have the suggestion that improve the interrelationship between various departments in the organization and also suggest that training is required for technical department. Also have an opinion that to improve the top level managements interaction with the other department. Competencies are required in different level and the

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CHAPTER 5 BIBLIOGRAPHY

83

BOOKS Competency Mapping Posted by FarhaanPanagar on Mar 11, 2009 The handbook of competency mapping by SeemaSanghi, 2004 Competency Based Hrm by Ganesh Shermon The art and science of competency models by Anntoinette D. Lucia, Richard Lepsinger, 1999

WEBSITES http://www.themetalindustriesltd.in/ http://www.wiziq.com/tutorial/16118-Competency-Mapping http://shinypkumar.articlesbase.com/human-resources-articles/competency-mapping999751.html#ixzz1aY8scar9

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CHAPTER 6 APPENDIX

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QUESTIONNAIRE
Name. Designation Department.. Objective This is given to you as a part of my MBA project I am, MR.VASUDEVAN T undertaking in this organization on the topic EFFECTIVENESS OF COMPETENCY MAPPING from Human Resource perspective. From the organizational point of view this questionnaire is a part of development exercise to know the strength and the areas needing improvements (possible blind spots) in terms of various competencies at various levels of the Manufacturing department, namely top level, managerial level, executive level, and staff level. Exercises outstanding performance on this competency far exceeds acceptable standards Exercises very good performances on this competency better than acceptable standards Exercises quite acceptable performance on this competency and meets requirements Performance on this competency is not quite up to acceptable standards. A development is needed Performance on this competency fails to meet acceptable standards. A major development is needed

Please tick what you feel most appropriate

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COMPETENCIES AT TOP LEVEL 1. Vision and Purpose 1 Sees new possibilities to take the organization to a higher realm 2 Optimistic. Sees everything with a positive outlook 3 Creates and communicates compelling vision or direction 4 Inspires and motivates others with enlightened insights

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

2. Developing people 1 Assembles strong teams 2 Empowers and trains people 3 Provides rewards, feedback and recognition 4 Communicates effectively with people

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

3. Values and ethics 1 Aligns with company values 2 Adheres to code of conduct 3 Ensures that the standards and specifications are kept 4 Rewards right behaviors

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

4. Commitment 1 Widely trusted 2 Takes ownership on the assigned responsibilities 3 Impartial and fair in exercising the responsibilities 4 Delivers results on commitment

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

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5. Performance 1 Sets and achieves ambitious goals 2 Drives for continuous improvement 3 Ensures that health, safety and social objectives are integrated into business activities 4 Gets results consistently

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

COMPETENCIES AT MANAGERIAL LEVEL

1. Skills and attributes 1 Analytical, problem solving and decision-making skill: 2 Social skills and abilities: 3 Emotional resistance 4 Response to the instant situation, also considers goals and the impact of immediate decision

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

2. Qualities 1 Creativity: 2 Mental strength: 3 Balanced learning habits and skills: 4 Self-knowledge: 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1

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3. Personal competencies 1 Assertiveness: 2 Integrity: 3 Self- sufficiency: 4 High emotional stamina: 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1

4.Knowledge level competencies

1 Command of basic facts: 2 Quality consciousness: 3 Organizational awareness:

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

1 2 3

6. Job related skills/competencies Presentation skill: Analytical and problem solving skill: Negotiation skill:

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

7. Communication and interpersonal competencies 1 Listening skills: 2 Precision in communication: 3 Persuasiveness: 4 Sensitivity:

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

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COMPETENCIES AT PRODUCTION LEVEL 1. Personal competencies 1 Stress tolerance: 2 Self-starting and proactive: Respond to the needs of the instant situations voluntarily 3 Detail consciousness: 4 High energy level: 5 5 4 4 3 3 2 2 1 1

5 5

4 4

3 3

2 2

1 1

2. Knowledge level competencies 1 Operational knowledge: 2 Numerical interpretation: 3 Identifying bottlenecks and rectifying them: 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1

3. Job related skills/ competencies 1 Information collection: 2 Analytical skill: 3 Creativity: 4 Technical expertise: 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1

4. Interpersonal and leadership skills/competencies 1 Precision in communication: 2 Motivating: 3 Appraising and developing: 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1

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4 Team spirit: 5 Flexibility: 6 Receptive to corrections: 7 Organizing

5 5 5 5

4 4 4 4

3 3 3 3

2 2 2 2

1 1 1 1

COMPETENCIES OF TECHNICIANS AND OPERATORS

1. Personal competencies 1 Adaptability: 2 Stress tolerance: 3 Self-motivated: 4 Honesty: 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1

2. Knowledge level competencies 1 Detailed knowledge of materials and tools used for assembling: 2 Operational knowledge of machines and tools: 3 Knowledge on product standard and specification: 4 Knowledge on product testing: 3. Job related skills/competencies 1 Technical skills: 5 4 3 2 1 5 4 3 2 1

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

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2 Learning oriented: 3 Concern for excellence: 4 Initiative:

5 5 5

4 4 4

3 3 3

2 2 2

1 1 1

4. Interpersonal and communication skills 1 Team oriented: 2 Clarity in oral expression: 3 Receptive to corrections: 4 Committed to responsibilities: 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1