aima competency mapping

1.INTRODUCTION

In this modern competitive world, managers are required to improve the efficiency

and effectiveness of their business operations. As there are several factors that affect

efficiency and effectiveness of operations, the improvement is required to be carried out

in every factor. They are required to bring every factor in synchronization with other

factors. TQM, TPM, BPR and other similar initiatives provide direction to improvement

in business operations.

Good managers are generally aware about different qualities a person must

possess to do a job effectively, and they make use of their knowledge to select and train

their subordinates. Competency mapping helps to develop objective system for

recruitments, Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and

development, administration, deployments support, performance appraisal and

performance diagnostics of the employees. The most important part of these

responsibilities is assessment of the individuals for their suitability for different

functional tasks, and development of their potential to be effective and excel in assigned

tasks.

HR functions entrusted with the responsibility to find right person for every job

and development of the employed person to do the assigned job effectively, have found

competency mapping and assessment as a very effective tool.

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NEED OF THE STUDY:

The study is mainly conducted to know about the competency mapping for the employees

in an organization and also about how the organization will get benefit out of this

competency mapping. So by conducting the research we gather more information

regarding how the competency instrument will give benefit to both the employees and the

organization and to find out the loopholes behind it. ‘Is they any pitfalls behind that’.

Through this we can give necessary suggestion wherever necessary and also to suggest

innovative ideas so that it will prevent the company from future challenges to a greater

extent

IMPORTANCE OF THE STUDY

The present study is taken up with the aim of studying the approach of the competency mapping

in recruiting, training, performance appraisal and other areas of HRM and tools and techniques,

the policies and methods of training, the challenges faced in the training execution and impact of

the training programs on the employees and their productivity levels.The study is undertaken to

find out the effective use and application of competency mapping in it companies. The study will

also throw light on the effective training program for knowing competency mapping and further

suggestions for improvement.

OBJECTIVES OF THE STUDY:

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

2. To assess the Competency Models used by IT Companies in Hyderabad.

3. To Study the factors involved in the success of Competency Mapping in Hyderabad.

4. To identify the competency gap that exists between the employees

current performance level and the expected level of the employees.

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

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

SCOPE OF THE STUDY:

The study focuses on the studying the effective use of competency mapping in IT companies in

Hyderabad. The study help in studying the problems associated with developing, managing and

aligning behavior with organization strategy and values which adapt changes application

of competency mapping. There is always the scope for extending competency of employees

with other functional areas such as Job motivation and Knowledge Management.

RESEARCH METHODOLOGY:

1) Research Design: The Method of Research Design that was used is both Exploratory and

Descriptive Study in Nature. Exploratory Research is used for Secondary data and

Descriptive for Primary data.

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

3) Sample size: Sample size was around 100 respondents in Hyderabad city.

4) Sampling Method: The Sampling Procedure used is Random Sampling

5) Sample Units: The staff working in HR department of five selected IT companies such

as TCS, Infosys, Tech Mahindra, IBM and Wipro form part of the Sampling units.

DATA COLLECTION METHODS:

a) Primary data: Under Descriptive research design primary data was collected using a

well-structured questionnaire which contains questions satisfying the objective of the

Study. For this study Questionnaire Was prepared.

b) Secondary data: Under Exploratory Research, Secondary Data was collected from

Journals, Text books, Websites, Newspaper Articles form part of the secondary data.

DATA ANALYSIS:

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Data collected from 100 respondents was analyzed through Tables, charts and graphs using

suitable Ranking scales.

HYPOTHESIS TESTING:

NULL HYPOTHESIS H0: The performance of the employees does not depend on

competency mapping in IT companies.

ALTERNATIVE HYPOTHESIS H1: The performance of the employees depends on

competency mapping in IT companies.

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2. LITERATURE REVIEW

COMPETENCY MAPPING

DEFINITION:-

Competency for a job can be defined as a set of human attributes that enable an

employee to meet and exceed expectations of his internal as well as external customers

and stakeholders.

Competency mapping helps to develop objective system for recruitments,

Promotions, training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training

and development, administration, deployments support, performance appraisal and

performance diagnostics of the employees. The most important part of these

responsibilities is assessment of the individuals for their suitability for different

functional tasks, and development of their potential to be effective and excel in assigned

tasks.

HR functions entrusted with the responsibility to find right person for every job

and development of the employed person to do the assigned job effectively, have fount

competency mapping and assessment as a very effective tool.

EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT AND

CAN BE USED FOR THE FOLLOWING APPLICATIONS:-

1. Candidate appraisal for recruitment

2. Employee potential appraisal for promotion or functional shift

3. Employee training need identification

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4. Employee performance diagnostics

5. Employee self-development initiatives

1. Candidate appraisal for recruitmentSelection of candidates for employment is very important decision for any

organization. A wrong selection costs the organization in terms of recruitment costs,

time, and opportunity. Whereas landing into unsuitable job is very painful unsettling

experience for the candidate. Job position competency map provides clear guidelines and

reliable process for selection.

Competency map for the job position and assessment of candidate’s for the

required competencies give comparatively reliable indication about suitability of the

candidate. The assessment also the provides guidelines on the training need for the

candidate if selected for the position

Normally only core competencies are assessed for selection.

2. Employee potential appraisal for promotion or functional shift

Every job position requires different set of competency and hence an excellent

performer in junior position may not necessarily perform to the expectation when

promoted to a senior position. Also an average performer in a junior position may turn

into a star performer when promoted to senior position. Similarly a successful person in

one department may turn out to be unsatisfactory in another department and also a not so

competent person in one department may give excellent results in other department.

Hence departmental shifts and promotion need carful assessment of the

competencies of the person with respect to the required competencies of the new position.

It is recommended to assess core competencies for the promotion or functional shifts

3. Employee training need identification

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Competency mapping and assessment provides clear indication of employees

developmental needs. Candidate weakness with respect to the required competencies

discovered in the assessments shows opportunity for development for the candidate.

Employee competency assessment can be conducted periodically, preferably along

with performance appraisal, to identify developmental needs of every employee.

As competency based training need identification has direct relation with the

employee performance, effectiveness of training can be directly gauged through the

assessment of performance of competencies

Generally core competencies are used for training need identification.

4. Employee performance diagnostics Competency based assessment provide excellent understanding of performance

problems. Observance of non-performance of an employee can be due to factors that are

out of the control of the employee or due to lack of required competencies.

Employees those are not able to the expectation should be assessed for core as

well as support competencies and any observed inadequacy should carefully studied to

understand its effect before taking any remedial measures.

5. Employee self-development initiatives

The competency map and behavioral indicators help individual to understand

direction for their own development. They can very easily identified the gaps and work

on the inadequacies

Performance appraisal with traditional method can assess the performance with

respect to set targets, but these appraisals do not guide for improving the performance.

Competency map very clearly and reliably guides the employees for self-development.

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The competency map indicates the competencies that are required for improved

performance and behavioral indicators shows the factors that build up the competency

Organization should develop the competency map document and make it available

to all employees for reference and study.

ELEMENTS OF BUSINESS:

External elements:

1. Market

2. Public infrastructure, support facilities and services

Internal Strategic Elements:

1. Technology

2. Plant and machinery

Internal Operational Elements:

1. Management system

2. Materials

3. Technical manpower

4. Managerial manpower

These elements should be in synch with each other for effective operations.

Good managers are generally aware about different qualities a person must possess

to do a job effectively, and they make use of their knowledge to select and train their

subordinates. Organizational psychologists have studied and convert into a structured and

formal process thus making it available for business application.

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In organizational and business context, competency required for a particular job

depends on many factors. These factors include social culture, nature of business,

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

organizational structure, duties and responsibilities, nature of process and assigned

activities, attitude and motives of colleagues, superiors & subordinates. Some of these

factors may change with time, and thus changing competency requirements for the same

job position in the organization

Competency for any job position at a particular is a unique set and as organization

has many different job positions, managing many such sets is a difficult task. Hence for

the purpose of HR management, the job competency is divided into elemental

competencies.

Every job position is a unique set of relationship, responsibilities, objectives and

assigned resources. Every job position should be clearly identified, analyzed, studied and

documented for identification and competencies associated with it.

The job factors can be used for different application include job design,

recruitment, training need identification, remuneration scheme design, organization

restructuring, competency mapping etc.

Job factors:

Envisioning

Direction

Organization and planning

Resources mobilization

Coordination

Execution

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Human interaction

Technology

Creativity

Costs

Value addition

1. Envisioning

Whether developing vision is part of the job under study what is the extent and

coverage of envisioning requirement? The vision may be related to market servicing,

operating arrangement, technology environment, facility planning etc. envisioning is

requirement of leadership and managerial roles.

2. Direction

Whether directing business operation or policy formulation is the responsibility of

the job under study? What is the extended and coverage of direction is requirement of

leadership and managerial roles.

3. Organizing and planning

Whether the job involves identification of human or material resources and

assigning these resources? Whether the job involving and scheduling usage of resources,

controlling and monitoring usage of these resources? What is the extent and coverage of

organizing and planning? This is requirement of leadership and managerial roles.

4. Resource mobilization

Whether the job involves preparation of the resources for use? What extent and

coverage of resources mobilization responsibility for the job? This involves proper

instruction to be issued to all concerned, ensuring serviceability of the resources and

ensuring required consumables and inputs are available.

5. Coordination

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Whether the job involves interaction with other excecutives to ensure

synchronization of activities for effective and efficient utilization of available resources?

What is the extent of coordination requirement of the job?

6. Execution

What are the execution activities of the job? What is the kind of skills required to

execute the activities?

7. Human interaction

What is the nature and extent of human interaction in the job within the

organization? What is the nature and extent of human interaction outside the

organization?

8. Technology

What is the nature of technological responsibilities for the job? What kind of

technical decisions are required to be made in discharge of the job responsibilities?

9. Creativity

Does the job require generation of implementable option as part of responsibility?

What is the scope to novelty and innovation the job provides?

10. Costs

What is the cost of the job? How much organizational cost the job controls and

influences?

11. Value addition

How much value does the job adds in relation with other jobs?

COMPETENCY FRAMEWORK:

Aspiration management is a continuous process involving appropriate

assessment procedures, feedback to employees and interventions designed to match

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opportunities that create “career best” experiences for the maximum number of

employees.

Managing aspirations begins with assessment at the time of hiring. Skilled

interviewers alone can do justice to the assessment. Often, interviews are focused on

checking technical knowledge, overlooking the candidate’s aspirations. And sometimes,

unintentionally, interviewers even raise aspiration level by overselling the job and future

prospects without clarifying the stringent standards for fast track promotions.

A well-thought out competency framework is key to assessing employees’

future growth potential and sharing it with them; this will help moderate aspirations at

realistic levels. The competency framework in many organizations is a standalone

initiative from HR or another function. In order to provide relevant assessment and

feedback, competency frameworks should be thought out carefully in the light of an

organization’s strategic priorities.

COMPETENCY FRAMEWORK:

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S

T

R

A

T

E

G

Y

TECHNICAL COMPETENCIES

BEHAVIORAL & LEADERSHIP

COMPETENCIES

COMPETENCY FRAMEWORK &

ASSESSMENT

ASSESSMENT & FEEDBACK

REALISTIC RESETTING OF ASPIRATIONS

A robust competency framework, an objective assessment process and transparent

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

negative fall- outs. Those who appreciate the messaging will seek to leverage their

strengths to the maximum and organizations should create roles and opportunities to

facilitate them to experience their career best. And those who refuse to appreciate the

feedback and adjust to the reality will leave the system rather than sticking around as

disengaged and disgruntled employees.

COMPETENCY MODEL:

The model has three parts:

1. Sample of competency map.

2. Competency assessment instruments

3. Competency grading guidelines

1. Sample of Competency map

The competency model should be for different department and at

different level. The levels are:

Junior executive level

Middle Management level

Senior/ corporate management

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In this method, for assessment they allot roles and responsibilities and then

they will assess the individual.

Competency assessment instruments

Competency assessment instruments of forms for competencies included in the

model attached herewith for ready reference. These forms describe behavioral indicators

for each of the elemental competency. The behavioral selected for the instruments are

the ones that can be identified in the interviews. The indicators those are difficult to be

identified in the interviews are not included in the assessment instruments. The sheets

also indicate relative importance of the behavioral indicators for the particular

competency.

2. Competency Grading

Every employee has to get maximum level of required competency but it is not

practically applicable. The basic levels are:

Below average (without potential for improvement)

Below average (with potential for improvement)

Average (Generally delivers satisfactory results)

Proficient (Always delivers satisfactory results)

Highly proficient (Generally delivers more than satisfactory results)

Expert (Delivers reliably good results)

Master (Can deliver precise results)

This is mainly based on the nature and the extent of evidence of behavioral

indicators.

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Elemental competencies and their levels need to be differentiated as “Base

Competencies requirements” and “Environmental Competency requirement” to take

changing environment into consideration for competency assessment.

The value of competency mapping and identifying emotional strengths is

that many employers now purposefully screen employees to hire people with specific

competencies. They may need to hire someone who can be an effective time leader or

who has demonstrated great active listening skills. Alternately, they may need

someone who enjoys taking initiative or someone who is very good at taking

direction. When individuals must seek new jobs, knowing one’s competencies can

give one a competitive edge in the job market.

Usually, a person will find themselves with strengths in about five to six

areas. Sometimes an area where strengths are not present is worth developing. In other

cases, competency mapping can indicate finding work that is suited to one’s strengths,

or finding a department at one’s current work where one's strengths or needs as a

worker can be exercised.

A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a field that

would best make use of his or her competencies. If the company does not respond to

competency mapping by reorganizing its employees, then it can be of little short-term

benefit and may actually result in greater unhappiness on the part of individual

employees.

A person identified as needing to learn new things in order to remain happy

might find himself or herself in a position where no new training is ever required. If the

employer cannot provide a position for an employee that fits him or her better,

competency mapping may be of little use.

However, competency mapping can ultimately serve the individual who

decides to seek employment in an environment where he or she perhaps can learn new

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things and be more intellectually challenged. Being able to list competencies on

resumes and address this area with potential employers may help secure more

satisfying work. This may not resolve issues for the company that initially employed

competency mapping, without making suggested changes. It may find competency

mapping has produced dissatisfied workers or led to a high worker turnover rate.

PROCESS OF COMPETENCY MAPPING:

1. Introduction

The facilitator will discuss about the objective of the program and

explain about the concept and practice of competency mapping and assessment.

2. Overview of organization, organizational design and job:

Here the facilitator will briefly present and discuss:

Business, market, customer and customer requirements

Organizational structure

Technical processes

Business and Management processes

3. Overview of Competency model:

The facilitator will briefly discuss about the competency model.

They should explain different competencies and their behavioral indicators. Facilitator

should provide examples of relationships between competencies and business process

requirements like elemental competency of influencing ability and sales process,

Competency of team working & interpersonal effectiveness and production process

etc.,

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Facilitator will answer the questions that participants may have, to

clear their doubts. This will complete the orientation of the program.

4. Identification of core competencies:

Facilitators will every job its duties and responsibilities, processes

participated, critical factors for performance and criticality of the job etc., and will

facilitate discussion among participants with respect to the job factors.

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

competencies for each of the job from the list of 20 elemental competencies and divide

them into two groups: core competencies and supporting competencies.

5. Minimum acceptable level of competency:

To decide minimum acceptable level of each of the competency.

6. Base competency map:

Prepare a table of competency and their minimum acceptable level

of each of the job position in the organization. This may be called as Base

competency map for the organization.

7. Further development of the competency model:

The Base competency map based on the model provides broad

requirements for each of the job. This map helps to establish basic requirements for a

competency based performance and potential appraisal system.

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For performance diagnostic applications the model needs to be

further refined with in-depth job studies for each of the job.

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

terms of elemental competencies which depend upon education, knowledge, training,

experience, technical and non-technical skills, attitude, personal image etc., and some of

these attributes are difficult to objectively assess and measure.

Competency mapping and assessment is a very important development for

HR function. It provides much needed objectivity to HR activities. With the help of tool

like Competency mapping, role of HR has changed from support function to core

function. With Competency based HR systems and programs, HR function can directly

contribute to organization effectiveness.

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3. INDUSTRY PROFILE:

Economic liberalization policies adopted by the lawmakers in the last decade of the previous

century have resulted in steady growth in India's GDP and the share of services sector in this

growth story is remarkable. At present services sector contributes to Indian economy in a

significant manner by providing huge employment scope for the youths and also by ensuring

steady flow of money to the exchequer through services tax. Unlike manufacturing, the services

sector depend heavily on people or the employees due to the inherent characteristics of services

like intangibility and perish ability and that is why the success of a services based company

depends mostly on the capacity and ability of its employees in providing excellent services to the

customers successfully. In India services sector companies ranging from telecom, softwares to

banking, insurance and financial services face a challenging task to recruit develop and retain

skilled and effective manpower and that is why HR experts and consultants are worried about the

future growth of services sector in India. In most of the services sector firms Competency

Mapping is being used as a process to identify key competencies for the organization and/or a

particular job and based on that the identified competencies are being incorporated throughout

the various processes (i.e. job evaluation, training, recruitment) of the firm. This process starts

with a job analysis with a goal to gather from employees what they feel are the key behaviors

necessary to perform their respective jobs. Using the results of the job analysis, a competency

based job description is being developed. With a competency based job description, the mapping

of the competencies throughout the human resources processes is being done. The competencies

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of the respective job description become the factors for assessment on the performance

evaluation. But this traditional process is incomplete because it does not take into account the

customers' perceptions and expectations from the employees of a services firm. Recent empirical

study shows in the context of banking and financial sector that customers' satisfaction depends

heavily on some factors related with certain skills and behaviors of the employees of the firm. So

it is necessary to incorporate the customers' views and thoughts in identifying competencies for a

particular job which involves frequent customer interaction. This paper attempts to develop a

framework through which the competencies for a job can be identified from all directions – be it

employees or be it customers and thus the proposed framework makes the competency mapping

process more prudent and effective for the services sector firms in present Indian economic

scenario.

IT Industry in India

The Information technology industry in India has gained a brand identity as a knowledge

economy due to its IT and ITES sector. The IT–ITES industry has two major components: IT Services

and business process outsourcing (BPO). The growth in the service sector in India has been led by the IT–

ITES sector, contributing substantially to increase in GDP, employment, and exports. The sector has

increased its contribution to India's GDP from 1.2% in FY1998 to 7.5% in FY2012.According to

NASSCOM, the IT–BPO sector in India aggregated revenues of US$100 billion in FY2012, where export

and domestic revenue stood at US$69.1 billion and US$31.7 billion respectively, growing by over

9%.The major cities that account for about nearly 90% of this sectors

exports are Bangalore, Hyderabad, Chennai, Delhi, Mumbai. Bangalore is considered to be the Silicon

Valley of India because it is the leading IT exporter. Export dominate the IT–ITES industry, and

constitute about 77% of the total industry revenue. Though the IT–ITES sector is export driven, the

domestic market is also significant with a robust revenue growth. The industry‘s share of total Indian

exports (merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.

According to Gartner, the "Top Five Indian IT Services Providers" are Tata Consultancy Services,

Infosys, Cognizant, Wipro and HCL Technologies.

This sector has also led to massive employment generation. The industry continues to be a net

employment generator - expected to add 230,000 jobs in FY2012, thus providing direct employment to

about 2.8 million, and indirectly employing 8.9 million people. India's growing stature in the Information

Age enabled it to form close ties with both the United States of America and the European Union.

However, the recent global financial crisis has deeply impacted the Indian IT companies as well as global

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companies. As a result hiring has dropped sharply, and employees are looking at different sectors like the

financial service, telecommunications, and manufacturing industries, which have been growing

phenomenally over the last few years. India's IT Services industry was born in Mumbai in 1967 with the

establishment of Tata Group in partnership with Burroughs. The first software export zone SEEPZ was

set up here way back in 1973, the old avatar of the modern day IT Park. More than 80 percent of the

country's software exports happened out of SEEPZ, Mumbai in 80s.

4. DATA ANALYSIS AND INTERPRETATION

TABLE: 1

AWARENESS OF COMPETENCY MAPPING

S.NO AWARENESS

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 80 80

2 No 20 20

Total 100 100

CHART: 1

AWARENESS OF COMPETENCY MAPPING

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INTERPRETATION:

The above table spells about the respondents having awareness about the

competency mapping. From the above table it is clear that 80% of the respondents are having

awareness about the competency mapping and the remaining 20% of the respondents don’t have

awareness about the competency mapping. The awareness can be created through various

programs which can be conducted by the organization.

TABLE: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

S.NO MODES

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Through colleague 5 5

2 Through Organization 90 90

3 Through Academics 5 5

4 Other Media - -

Total 100 100

CHART: 2

RECOGNIZED COMPETENCY MODEL THROUGH VARIOUS MODES

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INTERPRETATION:

The above table explains about the modes through which the employees know the

competency model. From the above table, it is clear that 5% of the employees know through

their colleagues, 90% of the employees know through the organization and the remaining 5% of

the employees know through the academics.

TABLE: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

S.NO NECESSSITY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 93 93

2 No 7 7

Total 100 100

CHART: 3

NECESSITY OF COMPETENCY MAPPING IN PRESENT SCENARIO

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INTERPRETATION:

The above table explains about the respondents of necessity of competency

mapping in the present scenario. From the above table, it is clear that 93% of the employees say

that competency mapping is necessary for the organization and the remaining 7% of the

employees says that there is no necessary for having competency mapping in the organization.

At present, all the organization has realized the importance of competency mapping and worked

out that.

TABLE: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

S.NO ASSESSMENT

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 15 15

2 No 85 85

Total 100 100

CHART: 4

ASSESSMENT OF COMPETENCY MAPPING IN THE PAST

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INTERPRETATION:

The above table spells about the respondents of assessing competency mapping in

the past. From the above table it is clear that 15% of the respondents have assessed the

competency mapping in the past and the remaining 85% of the respondents didn’t assess the

competency mapping in the past. Now the organization has training the employees about the

ways through which they assess their competencies.

TABLE: 5

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

S.NO TECHNIQUES NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 During recruitment 9 9

2 Further development need 20 20

3 Succession planning & promotion 30 30

4 Organizational development 41 41

Total 100 100

CHART: 5

TECHNIQUES USED FOR ASSESSING COMPETENCY MAPPING

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INTERPRETATION:

The above table explains about the respondents using various techniques for

assessing the competency mapping. From the above table, it is clear that 9% of the employees

have assessed their competencies at the time of recruitment, 20% of the respondents have

assessed at the time of further development need, 30% of the respondents have assessed their

competency for succession planning & Promotion and the remaining 41% of the respondents

have assessed for the organizational development.

TABLE: 6

MODEL FOR ASSESSING COMPETENCY

S.NO MODEL

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Job-match model 15 15

2 Strategy based model 55 55

3 Strategy developmental model 15 15

4 Intellectual capital model 15 15

Total 100 100

CHART: 6

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MODEL FOR ASSESSING COMPETENCY

INTERPRETATION:

The above table explains about the respondents using various models for

assessing the competency mapping. From the above table, it is clear that 15% of the employees

have assessed their competencies by Job-match model, 55% of the respondents have assessed

by the strategy based model, 15% of the respondents have assessed their competency by

strategy developmental model and the remaining 15% of the respondents have assessed by the

Intellectual capital model.

TABLE: 7

Do you think that the Training and Program will enhance your competencies?

S.NO TRAINING AND

EVELOPMENT WILL

ENHANCE

OMPETENCIES

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL

1 Strongly agree 15 2 30

2 Agree 50 1 50

3 Neutral - 0 0

4 Disagree 35 -1 -35

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5 Strongly disagree - -2 0

Total 100 45

Using Likert’s scale,

The degree level = 45 / 100

= 0.45

CHART: 7

ENHANCING COMPENTENCY THROUGH TRAINING AND DEVELOPMENT

PROGRAM

INTERPRETATION:

The above table spells out the respondents of enhancing the competencies through

training and development program. From the statistical data, it is clear that most of the

respondents agreed that by providing training and development program, the employee will

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enhance their competencies. The organization has to concentrate more on training and

development.

TABLE: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION PROCESS

S.NO COMPETENCY

MAPPING FOR

SELECTION

PROCESS

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 75 1 75

3 Neutral 15 0 0

4 Disagree - -1 0


Total 100 95


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= 0.95

CHART: 8

COMPETENCY MAPPING AS AN EFFECTIVE TOOL FOR SELECTION

PROCESS

INTERPRETATION:

The above table spells out the respondents using competency mapping as a

selection process tool. From the statistical data, it is clear that most of the respondents agreed

that for selection process, competency mapping will be used as an effective tool.

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TABLE: 9

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

S.NO COMPETENCY

MAPPING FOR

PERFORMANCE

APPRAISAL

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 65 1 65

3 Neutral 30 0 0

4 Disagree - -1 0


Total 100 75



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= 0.75

CHART: 9

COMPETENCY MAP FOR PERFORMANCE APPRAISAL

INTERPRETATION:

The above table explains about the respondents using competency mapping for

performance appraisal. From the statistical data, it is clear that most of the respondents agreed

that for performance appraisal, competency mapping will be used as an effective tool.

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TABLE: 10

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

S.NO COMPETENCY

MAPPING IN

DIFFERENT

DEPARTMENT

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL

1 Strongly agree - 2 0

2 Agree 80 1 80

3 Neutral 20 0 0

4 Disagree - -1 0


Total 100 80


33

The degree level = 80 / 100== 0.80

CHART: 10

COMPETENCY MAPPING IN DIFFERENT DEPARTMENT

INTERPRETATION:

The above table explains about the respondents are using competency mapping in

different department and in different position. From the statistical data, it is clear that most of

the respondents agreed that they are using the competency mapping in different department and

in different position in their organization.

34

TABLE: 11

COMPETENCY ASSESSMENT INSTRUMENT

S.NO COMPETENCY

ASSESSMENT

INSTRUMENT

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 20 1 20

3 Neutral - 0 0

4 Disagree - -1 0


Total 100 180



= 1.80

35

CHART: 11

COMPETENCY ASSESSMENT INSTRUMENT

INTERPRETATION:

The above table explains about the respondents are using competency assessment

instrument. From the above statistical data, it is clear that most of the respondents strongly

agreed that they are using the competency assessment instrument for assessing the

competencies.

36

TABLE: 12

WAYS TO ACCESS COMPETENCY

S.NO WAYS TO ACCESS

COMPETENCY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Personal interview 45 45

2 Written test 30 30

3 Group discussion 20 20

4 Psychometric test 5 5

Total 100 100

CHART: 12

WAYS TO ACCESS COMPETENCY

37

INTERPRETATION:

The above table clearly explains the respondents of using various ways for

assessing their competencies. From the above table, it is clear that 45% of the respondents have

used personal interview as an assessment tool, 30% of the respondents have used written test as

an assessment tool, 20% of the respondents have used group discussion as an assessment tool

and the remaining 5% of the respondents have used Psychometric test as an assessment tool.

TABLE: 13

METHODS TO ACCESS COMPETENCY

S.NO METHODS TO ACCESS

COMPETENCY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Assignments 25 25

2 Projects 55 55

3 Special responsibilities 20 20

4 Issues - -

5 Events 5 5

Total 100 100

CHART: 13

38

METHODS TO ACCESS COMPETENCY

INTERPRETATION:

The above table clearly explains the respondents of using various methods for

assessing their competencies in an organization. From the above table, it is clear that 25% of the

respondents have used assignments as an assessment tool, 55% of the respondents have used

projects as an assessment tool, 20% of the respondents have used special responsibilities as an

assessment tool and the remaining 5% of the respondents have used special events as an

assessment tool.

TABLE: 14

DEFINING ROLES & RESPONSIBILITIES

S.NO DEFINING ROLES &

RESPONSIBILITIES

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 93 1 93

3 Neutral - 0 0

4 Disagree - -1 0


Total 100 107


39


= 1.07

CHART: 14

DEFINING ROLES & RESPONSIBILITIES

INTERPRETATION:

The above table explains about the respondents have got their respective roles &

responsibilities from the organization. From the above statistical data, it is clear that most of the

respondents agreed that they have got their responsibilities and their respective roles from the

organization. The HR Manager clearly defines the roles & responsibilities of the employees in

the company.

TABLE: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

S.NO EXCEL BECAUSE OF

SPECIFIC SKILL

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 70 1 70

3 Neutral 5 0 0

4 Disagree - -1 0


Total 100 120

40



= 1.20

CHART: 15

POTENTIAL EMPLOYEE EXCEL BECAUSE OF SPECIFIC SKILL

INTERPRETATION:

The above table explains about the respondents excel because of possessing

specific skills in them. From the above statistical data, it is clear that most of the respondents

agreed that they are excelling because of having some specific skill in them.

TABLE: 16

NECESSITY OF SEPARATE BLOCK TO WORK

S.NO NECESSITY OF

SEPARATE BLOCK TO

WORK

NO OF

RESPONDENTS

DEGREE

LEVEL

RSPONDENCE

LEVEL

1 Strongly agree - 2 0

2 Agree 85 1 85

3 Neutral 15 0 0

4 Disagree - -1 0


41

Total 100 85

Using Likert scale,

The degree level = 85 / 100= 0.85

CHART: 16

NECESSITY OF SEPARATE BLOCK TO WORK

INTERPRETATION:

The above table explains about the respondents need a separate block to work and

to showcase their talents. From the above statistical data, it is clear that most of the respondents

agreed that they are requiring the isolated block to work and prove them as a talented

personality.

TABLE: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

S.NO PROBLEMS IN IMPLEMENTING

COMPETENCY MAPPING

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 55 55

2 No 45 45

Total 100 100

CHART: 17

PROBLEMS IN IMPLEMENTING COMPETENCY MAPPING

42

INTERPRETATION:

The above table spells about the respondents having problems in

implementation of the competency mapping in an organization. From the above table it is clear

that 55% of the respondents are having the problems during the implementation of competency

mapping and the remaining 45% of the respondents didn’t have the problems during the

implementation of the competency mapping in an organization. Before implementing the

competency model in their organization, they can explain to their employees by conducting

meeting.

TABLE: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

S.NO MOTIVATION AND

SUPPORT FROM

ORGANIZATION

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 70 1 70

3 Neutral 10 0 0

43

4 Disagree - -1 0


Total 100 110



CHART: 18

MOTIVATION AND SUPPORT FROM ORGANIZATION

INTERPRETATION:

The above table explains about the respondents got the motivation and

support from the organization. From the above statistical data, it is clear that most of the

respondents agreed that they are requiring the motivation and support from the organization to

exhibit their talents. The organization has to continuously provide the motivation and support to

the employees.

44

TABLE: 19

TRAINING AT FREE OF COST

S.NO TRAINING AT FREE

OF COST

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 80 1 80

3 Neutral 10 0 0

45

4 Disagree - -1 0


Total 100 100



CHART: 19

TRAINING AT FREE OF COST

INTERPRETATION:

The above table explains about the respondents got the training at a free of

cost from the organization. From the above statistical data, it is clear that most of the respondents

agreed that they have got the training from the organization at a free of cost.

TABLE: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

S.NO TRAINING PROGRAM

INCREASES

PRODUCTIVITY

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL


2 Agree 70 1 70

46

3 Neutral 20 0 0

4 Disagree - -1 0


Total 100 90



CHART: 20

TRAINING PROGRAM INCREASES PRODUCTIVITY

INTERPRETATION:

The above table spells out the respondents increases their productivity because of the

training provided by the organization. From the above statistical data, it is clear that most of the

respondents agreed that they have increased the productivity of the organization by the proper

training.

TABLE: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

S.NO SATISFACTION LEVEL

REGARDING TRAINING

PROGRAM

NO OF

RESPONDENTS

DEGREE

LEVEL

RESPONDENCE

LEVEL

47

1 Highly satisfied 25 2 50

2 Satisfied 75 1 75

3 Neutral - 0 0

4 Dissatisfied - -1 0

c5 Highly dissatisfied - -2 0

Total 100 125



CHART: 21

SATISFACTION LEVEL REGARDING TRAINING PROGRAM

INTERPRETATION:

The above table spells out the respondent’s satisfaction level regarding the

training provided by the organization. From the above statistical data, it is clear that most of the

respondents agreed that they have more satisfaction regarding the training program provided by

the organization.

TABLE: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

S.NO IMPROVEMENT IN NO OF DEGREE RESPONDENCE

48

PERFORMANCE LEVEL RESPONDENTS LEVEL LEVEL


2 Agree 35 1 35

3 Neutral 10 0 0

4 Disagree 25 -1 -25

5 Strongly disagree 20 -2 -40

Total 100 -10


The degree level = -10 / 100= -0.01

CHART: 22

IMPROVEMENT IN PERFORMANCE LEVEL BECAUSE OF TRAINING PROGRAM

INTERPRETATION:

The above table spells out the respondent’s level of improvement in the

performance due to the training provided by the organization. From the above statistical data, it is clear

that most of the respondents disagreed that they have showed in their performance level but not due to

the training provided by the organization. The organization should concentrate more on training and

development program.

49

FINDINGS

80% of the employees in Company have the awareness about the concept of Competency

mapping. Because they have this concept in their organization.

50

Respondents are known about the competency mapping through their organization only.

Some of the respondents are known through their colleagues and academics.

93% of the employees said that the Competency mapping is very important in this present

scenario.

Before the employees joined this organization, a 15% of the respondents only assessed their

competencies in the past.

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

the Company.

Respondents have assessed their competencies mostly for their organizational development.

Only few have assessed their competency for succession planning & promotion.

55% of the respondents have used the strategy based model to assess their competencies.

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

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

organization will definitely enhance their competencies.

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

as a tool for selection process.

And also the majority 65% of the employees agreed that their organization is utilizing the

competency mapping as a tool for performance appraisal.

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

different department and for different positions.

There are various for assessing the competencies but majority of the respondents used

personal interview as a way for assessing their competencies. Only a few employees used

psychometric test as a way assessing their competencies.

Similarly there are various methods used by the organization for assessing the employee’s

competencies. The best method used by the organization is by providing projects to the

employees.

Every employee in the organization got their respective roles & responsibilities from their

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

51

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

top authority.

Due to the training program provided by the organization, the organization’s productivity has

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

Most of the respondents agreed that the performance level was improved because of the

training program organized by the organization.

Response given by the HR Manager:

Company’s organizational structure is knowledge base with funneling method.

HR department organized the staff and workers meeting to set the goals.

Annual performance appraisal is assessed by the superiors through the prescribed format.

The different programs organized by the organization are LCA (Low Cost Automization),

Kaizen philosophy and TPM.

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

and providing sufficient manpower to the production.

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

concept.

The training programs conducted by the HR department are: 5S awareness, Kaizen method,

Model machine concept, Why-Why analysis, Presentation skills and TS 16949 awareness.

SUGGESTIONS:

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

among the employees through various programs.

52

The organization should enhance the employee’s competencies through various training and

development programs.

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

the employee’s competencies.

After finding their skills, they can provide the initiatives to the employees to excel as a

potential employee with specific skill. And also they can enhance the multiple skills among

the employees.

The organization should provide a separate cabin for each employee to excel their talents so

that the employee also feels independence in their work.

By giving a proper communication, the organization can avoid the problems while

implementing the competency mapping.

CONCLUSION

53

Competency mapping and assessment provides clear indication of

employee developmental needs. Candidate weakness with respect to the required

competencies discovered in the assessments shows opportunity for development for the

candidate.

Company also benefited out of the Competency mapping. For that, the HR

manager Mr.M.Ramakrishnan has also taken many initiatives for the welfare of both the

employees and the organization. This organization has used the competency mapping for

various purposes like selection process, performance appraisal, succession planning &

promotion etc. There is no doubt that if the organization has used the competency

mapping, they will definitely get the success.

At present scenario, Competency mapping is essential for every

organization. Only thing that if the organization used it effectively means, they will

definitely get benefit. The employee’s competencies can be enhanced through

conducting various training and development program, assigning projects, to involve all

the employees in decision-making process etc.

BIBLIOGRAPHY:

54

QUESTIONNAIRE

55

Name :

Qualification :

Designation :

1. Are you aware of competency mapping?

a. Yes b. No

2. How do you know about the competency mapping?

a. Through colleague b. Through organization c. Through academics d.

other media

3. Do you think that the competency mapping is necessary in this present scenario?

a. Yes b. No

4. Have you accessed your competency in the past?

a. Yes b. No

5. When will you access your competency?

a) During recruitment b) Further development need

c) succession planning & promotion d) organizational development

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

a. Job-match model b. strategy based model

c. strategy development model d. Intellectual capital model

7. Do you think that the training and development program will enhance your

competencies?

56

a. Strongly agree b. agree c. Disagree d. strongly disagree e.

neutral

8. Competency mapping act as an effective tool for selection process.

a. Strongly agree b. agree c. Disagree d. strongly disagree e. neutral

9. Your organization uses employee competency map for performance appraisal.


10. You have competency model for different department and for different positions in

your organization.


11. You have competency assessment instrument in your organization.


12. In what way do you feel better to assess your competency?

a. Personal interview b. Written test c. Group discussion d. Psychometric

test

13. To access your competency, which of the following method is assigned by your

organization?

a. Assignments b. Projects c. Special responsibilities d. Issues e. events

14. Your roles & responsibilities have been clearly defined to you


15. To excel as a potential employee, would you possess a specific skill?

a. Strongly agree b. Agree c. Neutral d. Strongly disagree e. Disagree

57

16. Do you want an isolated room to work in an organization?

a. Strongly agree b. Agree c. Neutral d. disagree e. strongly disagree

17. Have you ever faced the problem while implementing the competency mapping in

your organization?

a. Yes b. No

18. You are continuously motivated and supported by your organization.


19. The training provided by your organization is free of cost?


20. The training program increases your productivity.

a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

21. You satisfaction level with the training program given by your organization.

a. Highly satisfied b. Satisfied c. Neutral d. Dissatisfied e. Highly

dissatisfied

22. There is an improvement in your performance because of the training program

given by your organization.

a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree

58

aima competency mapping

Documents

success of competency

competency instrument

competency models

competency gap

training development

training programs

training execution

methods of training