arijit presentation
TRANSCRIPT
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Presentation on Research Project Donein
COMPETENCY MAPPING OF EMPLOYEES
BVB Marshall MBA Programme
By
ARIJIT CHAKRABORTY
MU ID - 901446671
Project Guide : Dr . K.V. PRABHAKAR
Associate Guide : Prof. K.L. Ramadas
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AboutAbout
In 1963, the Founder & Group Chairman Mr.In 1963, the Founder & Group Chairman Mr.TPG Nambiar started in Palakkad, Kerala, underTPG Nambiar started in Palakkad, Kerala, under
the name of British Physical Laboratories.the name of British Physical Laboratories. Grown into a multiGrown into a multi--category and productcategory and product
conglomerate spanning 7 product areas & over 230conglomerate spanning 7 product areas & over 230products /services over a span of 43 years.products /services over a span of 43 years.
Manufactures and sells music & television sets ,Manufactures and sells music & television sets ,home appliances , medical electronics instruments,home appliances , medical electronics instruments,electronic components & landline phone models.electronic components & landline phone models.
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MISSION STATEMENTMISSION STATEMENT
"BPL is committed to achieve a leadership"BPL is committed to achieve a leadershipposition in all its groups through utilization ofposition in all its groups through utilization ofthebest and most appropriate technologies,thebest and most appropriate technologies,applying the finest manufacturing disciplinesapplying the finest manufacturing disciplinesand most efficiently marketing high qualityand most efficiently marketing high quality
products and services to consistently give itsproducts and services to consistently give itscustomers thebest value for their money."customers thebest value for their money."
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Health Care Business GroupHealth Care Business Group
Has a wide array of products like Electro CardioHas a wide array of products like Electro CardioGraphs ,Defibrillators , Multi Parameter MonitorsGraphs ,Defibrillators , Multi Parameter Monitors
Gynecological EquipmentsGynecological Equipments ,, Oxygenerators UltraOxygenerators UltraSound Scanners and many more .Sound Scanners and many more .
Network of 180 dealers connected across theNetwork of 180 dealers connected across thecountry , divided into 4 zones under which thecountry , divided into 4 zones under which the
marketing , sales & service departments function .marketing , sales & service departments function . Presided over by the VicePresided over by the Vice President and headedPresident and headed
by a Business Head under whom the variousby a Business Head under whom the variousdepartment and personnel work .department and personnel work .
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LAYOUT OF BPL HEALTH CARELAYOUT OF BPL HEALTH CARE
BUSINESS GROUPBUSINESS GROUP
Vice President HCBG
Business Head
Secretary
Advisor
R & D
Head
Manufacturing
Head
Finance &
Accounts
Head
Sales &
Marketing
Head
Customer Care /
Service
Head
HRM
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FunctionsFunctions Launching & marketing various electronic medicalLaunching & marketing various electronic medical
diagnostic equipmentsdiagnostic equipments
Forecasting & observing the market trendsForecasting & observing the market trends
Formulation of periodic targets & strategies as well asFormulation of periodic targets & strategies as well asthe long term objectivesthe long term objectives
Execution of these plans by the Sales & MarketingExecution of these plans by the Sales & Marketingdepartmentdepartment
Packaging & distribution process & supervising thePackaging & distribution process & supervising thesales force distribution networksales force distribution network
Gathering up of primary information of sales &Gathering up of primary information of sales &marketing scenariomarketing scenario and reporting to the superiorsand reporting to the superiors
Providing installation ,warranty & courtesy for theProviding installation ,warranty & courtesy for the
customers done by Service departmentcustomers done by Service department
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SWOTANALYSISSWOTANALYSIS
Strengths :Strengths : Brand Identity established overBrand Identity established over
a long span of timea long span of time
Extensive & Diverse range ofExtensive & Diverse range ofproducts with good qualityproducts with good quality
Shares excellent businessShares excellent businesschannel partnership withchannel partnership withdistributors & dealersdistributors & dealers
Weakness:Weakness:
Has a small of amount ofHas a small of amount of
market share in domesticmarket share in domesticmarketmarket
Lack of presence inLack of presence ininternational marketinternational market
Lack of aggressive marketingLack of aggressive marketingstrategies & taking of initiativesstrategies & taking of initiatives
OpportunitiesOpportunities :: Company can explore in the area ofCompany can explore in the area of
ultrasound productsultrasound products
Entry in international marketEntry in international market
Reaching out to new /remote regionsReaching out to new /remote regionswithin the domestic marketwithin the domestic market
ThreatsThreats ::
Presence of big multinationalPresence of big multinationalcompaniescompanies
Fast growing market scenarioFast growing market scenario
Increase of competitors in existingIncrease of competitors in existing
marketsmarkets
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Issues& ProblemsIssues& Problems
The sector was just about making its revenue withThe sector was just about making its revenue withno substantial gains or growths in the current longno substantial gains or growths in the current longterm business .term business .
Improper marketing & product positioning strategiesImproper marketing & product positioning strategiesoccurred in the marketplace.occurred in the marketplace.
Though the marketing & service departmentsThough the marketing & service departmentspersonnel were competent enough productivity waspersonnel were competent enough productivity wasineffective as far as output performance & salesineffective as far as output performance & salestargets were concerned.targets were concerned.
Several factors , training requirements in managerial ,Several factors , training requirements in managerial ,technical & business issues were prevailing in thetechnical & business issues were prevailing in theworkplace which the management couldnt identify .workplace which the management couldnt identify .
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BASICCOMPETENCYMODEL & OBJECTIVESBASICCOMPETENCYMODEL & OBJECTIVES
RESOURCING:
Howtorecruit ,select & retain suitable people
DESIGN :
How dowe formulateeffectiveroles
& activities foran employee
MANAGING RESULTS :
Howto measure &
analyzetheemployees performance
EDUCATION :
Whatcapacities does theemployee
develop
fromthe jobassigned
FEEDBACK :
Howto reinforce
Behaviors/Responses
on assessmentof
employees performance
SUCCESSION :
Howto identify & develop
potential
Leaders / Entrepreneurs
forlong term growth
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Competency TypesCompetency TypesEnablingcompetenciesEnablingcompetencies-- These imply at the mid & highThese imply at the mid & high
levels of organization .levels of organization .
It is related to the respectiveIt is related to the respectiveconcerned department /concerned department /
functional division where thefunctional division where theaspects of ability to work in aaspects of ability to work in ateam under the leader /team under the leader /supervisor matterssupervisor matters
Maintaining interpersonalMaintaining interpersonalrelationship in the work place,relationship in the work place,performing the basic function &performing the basic function &responsibility of what is expectedresponsibility of what is expectedin the concerned departmentin the concerned department
Generic in nature as it assess aGeneric in nature as it assess agroup & its members andgroup & its members anddifferentiates variousdifferentiates variousinterfunctional divisions /interfunctional divisions /
departments within andepartments within anorganization .organization .
Technical competenciesTechnical competencies-- Includes a persons basic aptitude &Includes a persons basic aptitude &
work knowledge skillswork knowledge skills
Acquired from the formal educationAcquired from the formal educationand the training imparted duringand the training imparted during
job making as a qualified employee job making as a qualified employee
Very specific depending upon anVery specific depending upon anindividual person and the nature ofindividual person and the nature ofjob .job .
Acts as a differentiator in the lowerActs as a differentiator in the lowerlevels of organization demarcatinglevels of organization demarcatingthe qualifications , characteristics &the qualifications , characteristics &the proficiency level.the proficiency level.
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Competency TypesCompetency Types
ManagerialcompetenciesManagerialcompetencies Present at the apex work levels ofPresent at the apex work levels of
the organization .the organization .
Broader version of enablingBroader version of enabling
competencies is practiced .competencies is practiced . Aims at the ultimate objectivesAims at the ultimate objectives
i.e. the mission , goals , strategiesi.e. the mission , goals , strategies& core values in an organization& core values in an organizationas a whole .as a whole .
Indicates the extent of inputIndicates the extent of input
performance contributing to theperformance contributing to thecommon output for the companycommon output for the companyin achieving the overall objectives .in achieving the overall objectives .
The administration &The administration &management section and superiormanagement section and superiorheads are associated with it .heads are associated with it .
BusinesscompetenciesBusinesscompetencies-- It serve as an interface between theIt serve as an interface between the
internal workplace & the outsideinternal workplace & the outsideenvironment .environment .
Serves the internal as well as theServes the internal as well as theexternal customer .external customer .
Identifying the customer needs &Identifying the customer needs &measures to meet them , targetingmeasures to meet them , targetingthe customer & maintaining athe customer & maintaining ahealthy relationship are associatedhealthy relationship are associated
with it .with it . Effective communication ,Effective communication ,
negotiating skills , taking initiativesnegotiating skills , taking initiativesare the key ingredientsare the key ingredients
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CompetencyMapping forBPLCompetencyMapping forBPL Enabling competencies includedEnabling competencies included
interpersonal relationship ,interpersonal relationship ,planning & organizing ,planning & organizing ,leadership & decision making ,leadership & decision making ,target fulfillment and quality oftarget fulfillment and quality of
work donework done Technical competencies includedTechnical competencies included
job knowledge of the employee,job knowledge of the employee,time & cost consciousness ,time & cost consciousness ,creativity & innovationcreativity & innovationassociated with itassociated with it
Managerial competenciesManagerial competenciesincluded commitment , conductincluded commitment , conduct& discipline , winning instinct && discipline , winning instinct &taking initiativestaking initiatives
Business competencies includedBusiness competencies includedcommunication & businesscommunication & business
network channel managementnetwork channel management
Whether the employees knewWhether the employees knewwhat was the overall vision ofwhat was the overall vision ofthe company in future yearsthe company in future yearsabout its business prospectsabout its business prospects
Whether they were clear aboutWhether they were clear about
the targets , instructions &the targets , instructions &guidelines given to them by theguidelines given to them by theheads of marketing divisionheads of marketing division
How effectively were theseHow effectively were thesetargets achievedtargets achieved
yy How well did an employeeHow well did an employeeacquired the four majoracquired the four majorcompetency typescompetency types
yy What were the areas of concernWhat were the areas of concern& loopholes affecting& loopholes affectingemployees performanceemployees performance
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Procedures:Procedures:
Studying the appraisal forms of employees previousStudying the appraisal forms of employees previous
performance & observing the Rating Scale based on it.performance & observing the Rating Scale based on it.
Interviewing the employees personally & preparing aInterviewing the employees personally & preparing a
questionnaire set to take the opinions & performancequestionnaire set to take the opinions & performance
particulars present in them .particulars present in them .
Designing & identifying under a competency mappingDesigning & identifying under a competency mapping
table and classifying under the four competency types.table and classifying under the four competency types.
Graphical interpretation of competency mapping table.Graphical interpretation of competency mapping table.
Chalking out the training requirements andChalking out the training requirements and
recommending for the same.recommending for the same.
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Distribution of attributes under Enabling Competency
Commitment &
Dedication
13%
Interpersonal
Relationships &
Teamwork
37%
lanning &
Organizing Ability
25%
Responsiveness to
Change
25%
Planning & Organizing Ability
Interpersonal Relationships & Teamwork
Commitment & Dedication
Responsiveness to Change
Distribution of attributes in Technical Competency
Cost & Time
Knowledge
22%
Creativity &
Innovation
11%
Hard Work
11%
Job Knowledge
56%
Job Knowledge
Cost & Time Knowledge
Creativity & Innovation
Hard Work
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Distribution of attributes in Business Competency
Those not having
any attributes
60%
Business Channel
Network
Management
10%
Communication
30%
Communication
Business Channel Network Management
Those not having any attributes
Distribution of attributes in Managerial Competency
Manpower Handling
Training & Development
9%
Leadership & Decision
Making
9%Winning Instinct & Taking
Initiative
9%
Those not having any
attributes
73%
Winning Instinct & Taking Initiative
Leadership & Decision Making
Manpower Handling Training &
Development
Those not having any attributes
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Magnitude of percetange Leve ls of competency in CBG Sales
0
20
40
60
80
100
120
Enabl ing Competency Technical Competency Business Competency Managerial Competency
Type of Competency
% Value
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Observation & InferenceObservation & Inference
The technical , managerial & the business competencyThe technical , managerial & the business competencywere present in low proportions. Of these the managerialwere present in low proportions. Of these the managerialcompetency was seen having the lowest value .competency was seen having the lowest value .
As far as the business competency was concerned theAs far as the business competency was concerned theaverage employee had a deficiency of communication skillsaverage employee had a deficiency of communication skillsThe ability to reach out to the target external customer wasThe ability to reach out to the target external customer wasweakweak
The periodic & individual goals were met but it didntThe periodic & individual goals were met but it didntcontribute to the overall goals & objectives of the companycontribute to the overall goals & objectives of the company
An effective leadership , handling , coAn effective leadership , handling , co--ordination &ordination &motivating the employees criterion was missing .motivating the employees criterion was missing .
In technical competencies , the upgradation to latestIn technical competencies , the upgradation to latesttechnological advancements was a hindrance as the newtechnological advancements was a hindrance as the newproducts operation was unknown to employees .products operation was unknown to employees .
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Recommendations:Recommendations:--
Personality Development Programmes for Executives with respect toPersonality Development Programmes for Executives with respect tocommunication , behavioral & customer relation management skills.communication , behavioral & customer relation management skills.
Seminars on Latest Management Training Programmes for Sales/Seminars on Latest Management Training Programmes for Sales/Marketing Managers to improve as well as enhance managerialMarketing Managers to improve as well as enhance managerial
skills.skills. Technical Workshops for Service Personnel on upgradation of newTechnical Workshops for Service Personnel on upgradation of new
products launched.products launched.
Active Participation of Subordinates under their Superiors in GoalActive Participation of Subordinates under their Superiors in Goalsetting & Decision Making programmes.setting & Decision Making programmes.
Monitoring that neither the employee is underperforming nor thatMonitoring that neither the employee is underperforming nor that
he / she is overburdened with duties.he / she is overburdened with duties.
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COMPETENCYMAPPING
REQUIRED PERFORMANCE
ACTUAL PERFORMANCE
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