competency mapping

CHAPTER 1

INTRODUCTION:

1. IMPORTANCE OF TEXTILE INDUSTRY:

A leading sector in the Indian economy, textiles contributes 14 per cent to industrial

production, 4 per cent to the GDP and around 17 per cent to the total export earnings. It is, in

fact, the largest foreign exchange earning sector in the country. India is the world's 2nd

largest cotton producing country, after China. The Indian textile industry is also one of the

largest industries that provide high exports and foreign revenue for the nation. Some

highlights of this booming sector is that,

India accounts for:

61 per cent of the global loomage

22 per cent of the global spindleage

12 per cent of the world's production of textile fibers and yarn.

25 per cent share in the total world trade of cotton yarn.

India is a traditional textile -producing country with textiles in general, and cotton in

particular, being major industries for the country. India is among the world’s top producers of

yarns and fabrics, and the export quality of its products is ever increasing. Textile Industry is

one of the largest and oldest industries in India. Textile Industry in India is a self-reliant and

independent industry and has great diversification and versatility. The textile industry can be

broadly classified into two categories, the organized mill sector and the unorganized

decentralized sector.

The organized sector of the textile industry represents the mills. It could be a spinning

mill or a composite mill. Composite mill is one where the spinning, weaving and processing

facilities are carried out under one roof. The decentralized sector is engaged mainly in the

weaving activity, which makes it heavily dependent on the organized sector for their yarn

requirements. This decentralized sector is comprised of the three major segments viz.,

powerloom, handloom and hosiery. In addition to the above, there are readymade garments,

khadi as well as carpet manufacturing units in the decentralized sector. It is undeniable that

the Indian textile industry has an overwhelming presence in the economic life of the country.

1

1.1 STRENGTHS OF THE TEXTILE INDUSTRY:

An Independent and self-reliant industry;

Large and potential domestic and international market;

Abundant Raw Material availability that helps to reduce costs and the lead- time

across the operations

Availability of low cost and skilled manpower provides competitive advantage to

industry;

Availability of large varieties of cotton fiber and has a fast growing synthetic fiber

industry;

Promising export potential.

1.2 WEAKNESSES OF THE TEXTILE INDUSTRY:

The industry is a highly fragmented industry.

It is highly dependent on cotton.

There is lower productivity in various segments.

There is a declining in mill Segment.

Lack of technological development that affect the productivity and other activities in

whole value chain.

Infrastructural bottlenecks and efficiency such as, transaction time at ports and

transportation time.

Unfavorable labor laws.

Lack of trade membership, which restrict to tap other potential market.

The various segments of Indian textile sector are:

The Man-Made Fiber / Yarn and Powerloom Sector

The Cotton Sector

The Handloom Sector

The Woolen Sector

The Jute Sector

The Sericulture and Silk Sector

The Handicraft Sector

1.3 SPINNING MILLS

2

1.3.1 INDIAN CONTEXT:

The Spinning mills were started in huge numbers during the Industrial Revolution and

much of its booming growth was seen during the years 1775 to 1930. Though initially started

at England, soon the Indian market also imbibed the new industry and from the start has

hugely contributed to the nation, in terms of economy and employment among others. Indian

spinning industry has gone into a super-growth mode since a very long time now as it was the

hub of cotton manufacturing. Cotton is not only consumed to the highest extent in India but it

has also become one of the most profitable textiles in the export industry. Spinning in India

can be classified into 2 categories: medium and long staple. But there was a shortfall in the

'extra-long' category that continued for many years and still continues despite continuous

demands for that.

1.3.2 TAMILNADU CONTEXT:

The spinning mills in Tamil Nadu account for about 35 per cent of the country's

installed capacity and produce about 40 per cent of India's yarn, mainly cotton yarn.

Coimbatore district alone accounts for about 13 per cent of the spindleage in the country. Of

about 1,500 spinning mills in the organized sector in India, nearly 800 are in Tamil Nadu; of

these, nearly 300 are in Coimbatore. Yarn from Tamil Nadu is supplied to the powerlooms in

Tamil Nadu, which have grown rapidly in number in the last two decades, and those

elsewhere in the country.

1.4 COMPANY PROFILE:

Tirupur Thirukumaran Textiles is a multi-unit, multi-interest business group with a

wide range of industrial activity, an organisation that has founded its evolution on value-

based commercial practice. It was established in 2001 with an initial capacity of 19,000

spindles. Over its decades of chequered growth it has expanded to 1,00,000 spindles spread

over 2 operational units. The company commenced operations with the manufacture of grey,

gassed, mercerized and dyed cotton yarn. Today, the company has carved a niche for itself

on the textile map of the country. Of the two spinning units operating, one at Nambiyur and

the other at Namakkal, Tamil Nadu. The corporate functions of all units are done at the

corporate office.

1.5 INTRODUCTION TO TOPIC:

3

Competency Mapping involves mapping the competencies required for a

particular position (what the position demands), and matching them to the competencies of

the position incumbent (what skill a person actually possesses). It is the process of

identification of the competencies required to perform successfully a given job or role or a

set of tasks at a given point in time.

1.5.1 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.

1.5.2 TYPES OF COMPETENCIES:1. Managerial Competencies:

Competencies which are considered essential for staff with managerial or supervisory

responsibility in any functional area, including directors and senior posts.

Some managerial competencies could be more relevant for specific occupations, however

they are applied horizontally across the Organization, i.e. analysis and decision-making,

team leadership, change management, etc.

2. Generic Competencies:

Competencies which are considered essential for all employees regardless of their function

or level. - Communication, initiative, listening etc. These are basic competencies required to

do the job, which do not differentiate between high and low performers.

4

3. Technical/Functional Competencies:

Specific competencies which are considered essential to perform any job in the Organization

within a defined technical or functional area of work, i.e. environmental management,

industrial process sectors, investment management, finance and administration, human

resource management, etc.

4. Threshold or Performance Competencies:

Performance competencies are those that differentiate between high and low performers.

1.5.3 AREAS OF IMPLEMENTATION:The competency mapping can be applied to the areas depicted in the figure 1.1.

Figure 1.1 Areas of Implementation

5

1.6 NEED FOR COMPETENCY MAPPING AND GAP ANALYSIS:

Companies have long realized the importance of competency mapping as an

important HR function. This is especially relevant in today’s competitive environment where

human capital is one of the most important assets of an organization and needs to be

nurtured. There is always a need to have the best quality manpower and that is undeniable.

The textile industry has recently seen the need for such competency based analysis

due to the constant employee turnover and the tremendous capacity growth. Employee job

hopping is very common in the spinning industry because of the huge opportunity to hop

between the numerous mills in the neighbourhood. Also when spinning mills go for

increasing their capacity, which they do often these days because of the modernization of old

mills and to meet client demands, it becomes a mandatory for them to have a complete report

on the competency sets that each designation holder should possess and along with the

current competencies that each employee holds.

1.7 OBJECTIVES:

To identify the competencies of the various jobs in the Units of the Spinning Mills.

To identify the areas requiring improvement for the employees

1.8 SCOPE OF THE STUDY:

Every well-managed firm should have well-defined roles and list of competencies

required for performing each role effectively. Such list should be used for recruitment,

performance management, promotions, placements and training needs identification.

This research gives a broad framework of the core competencies possessed by the

staff members of Spinning Mills Limited. This can be used as the guideline in future

periodic competency mapping of employees. It gives an idea of the area where

employees possess more skills and in which area they need training and

developments.

6

1.9 LIMITATIONS OF THE STUDY:

Like every study has its set of constraints and limitations, this ‘Study on Competency

Mapping for the TIRUPUR THIRUKUMARAN TEXTILES’ also has its set of constraints

and limitations. They have been listed as follows:

The study was conducted at two units in Tamil Nadu. The organization has units in

various other places. For the Competencies to be accurate it is necessary to consider

all the other units of Spinning Mills

The time limit was very less thus preventing the data collection from all the other

units

Findings and conclusions are based on the knowledge level and experience of the

respondents; sometimes may be subjected to personal prejudices

In a few cases complete unawareness of the topic by the employees was an additional

challenge to be faced

Many of the employees in the organization were busy that they were not able to

dedicate time for the interview and analyze in depth and fill the questionnaire.

7

CHAPTER 2

LITERATURE REVIEW:

Shampa Chakraberty et al [1] have studied the competencies in the Information Technology

in the Era of Global HR Management. The results indicated that there is a high conformity

between the rating patterns, in respect of performance, of individuals and their reporting

heads based on competencies specified and also find out that non-core technical

competencies can significantly predict the performance level of the individual.

Vathsala Wickramsinghe et al [2] have investigated the factors that predict competency needs

of managers using quantitative methodology. The result shows that marital status, age and

gender have significant main effects in predicting competency needs. The results also

revealed significant interaction effect among the variables of marital status and the number of

subordinates, and marital status and gender in predicting competency needs.

Vinod Kumar khanna et al [3] have investigated comparative study of the impact of

competency based training on 5”S” and Total Quality Management. The paper reveals that

competency based training has a positive correlation on 5”S and TQM and is instrumental in

improving the level of 5”S” and TQM.

Atri Sengupta et al [4] aimed to review existing competency models and offered a

comprehensive performance-linked linked competency model towards sustaining competitive

advantage, but also validate the proposed model in an Indian textile organisation. The results

reveals that the comprehensive performance-linked competency model focuses on

competency identification, competency scoring and aligning competency with other strategic

HR functions in a three-phase systematic method which will subsequently help the

organisation to sustain in the competition.

8

Fotis Dragnidis et al [5] have aimed to review the key concepts of competency management

and to propose method for developing competency method. The findings suggests that the

areas of open standards, semantic technologies and portals with self-service technologies are

going to play a significant part in the evolution of competency management systems.

Anna Sutton et al [6] have explored the utility of an organization-wide competency

framework, linking competency ratings at selection to later development needs and job

performance. The finding suggests that competency ratings at performance appraisal were

significantly lower than at selection interview. Correlations between ratings at interview and

at performance appraisal were generally weak. In addition, competency ratings were related

to employee turnover and managerial development needs.

9

CHAPTER 3

3. RESEARCH METHODOLOGY:

The research method of the study explains the systematic way of findings to the

predetermined objectives. Moreover this provides the clean path accomplished and achieve

clear solution to the problem.

3.1 RESEARCH DESIGN:

Research Design refers to "framework or plan for a study that guides the collection

and analysis of data". A typical research design of a company basically tries to resolve the

following issues:

a) Determining Data Collection Design

b) Determining Data Methods

c) Determining Data Sources

d) Determining Primary Data Collection Methods

e) Developing Questionnaires

f) Determining Sampling Plan

For the purpose of the study & to explore the views and satisfaction of employees

regarding current appraisal system in the organization, a framework was established for

evaluation of primary data and secondary data.

3.2 RESEARCH TYPES:

3.2.1 DESCRIPTIVE RESEARCH:

A descriptive study may be simple or complex. It determines who, what, when, where and

how of a topic. It is concerned with describing the characteristics (e.g., the extent to which

libraries are used) estimating the proportion of the people in a specified population who hold

certain views or attitudes predicting specifically and discovering or testing whether certain

variables are associated.

10

Descriptive study may be employing any of or all the methods of data collection such as

interview, questionnaire, observation, tests and cumulative record cards. In the descriptive

study the researcher must be careful to make a note of the bias and extravagance that may

creep in at every stage of the study-formulating the objectives of the study; designing the

methods of data collection; selecting the sample; collecting, processing and analyzing the

data; and reporting the findings.

3.3 DATA COLLECTION TOOL:

3.3.1 PRIMARY DATA:

The primary data is otherwise called first-hand information. In general, primary data

is called with the following methods:

Observation method

Personal interview

Telephone interview

Mail survey

Questionnaire

11

CHAPTER 4

ANALYSIS AND RECOMMENDATION

PRODUCTION DEPARTMENT:

UNIT HEAD:

Functional & Knowledge based

competencies

Behavioural and interpersonal

competencies

Product knowledge Leadership

Process knowledge Team orientation

SAP Self motivation

Organizational norms and principles Communication

ISO Co-ordination

Fund allocation Observation

Analytical ability Patience

Logical thinking Counselling

Contingency handling Convincing

Planning Liaison

Organizing Listening

Knowledge on other departments Motivating others

Problem solving Optimistic approach

Developing Subordinates

Delegation

Diplomacy

Strength Weakness

Unit A Process knowledge Delegation

12

Team orientation

Observation

Patience

Communication

Developing subordinates

Motivating others

Unit B Logical thinking

Patience

Listening

Diplomacy

Self motivation

Problem solving

Recommended training:

Unit Head A: Should definitely undergo training to enhance his people skills as it is

very much needed for his job.

Unit head B: Needs training on problem solving and communication. As a Unit head

he must be self motivated so that he can motivate his subordinates. He should be

given guidance and instructions on delegation and observation

MANAGER – PRODUCTION:

13


competencies

Behavioural &

Interpersonal skills

Product knowledge Decision making

Process knowledge Leadership

People management Pro-activeness

Technical knowledge Developing subordinates

SAP Motivating subordinates

Critical thinking Flexibility

Analytical skills Team building

ISO Communication

Innovation Determination

Monitoring Commitment

Planning Risk taking

Problem solving Delegation

Customer focus Coordination

Strength Weakness

Unit A People management

Problem solving

Monitoring

Flexibility

Motivating others

Unit B ISO Awareness

Customer Focus

Motivating Subordinates

Determination

Delegation


Manager Unit A: Should be given guidance on motivating others and has to be more

flexible.

Manager Unit B: Should be given training on delegating resources and has to be

determined.

ENGINEER – PREPARATORY:

14


competencies

Behavioural & Interpersonal

skills

People management Team playing

Planning & Scheduling Coordination

Computer knowledge (SAP) Motivating subordinates

Knowledge on mixing Communication

Knowledge on climate maintenance Patience

Contingency handling Leadership

ISO awareness Commitment

Analytical skills Decision making

Machinery standards

Material follow up

Strength Weakness

People Management

Staffing

Team playing

Coordination

Communication

Commitment

Computer Knowledge (SAP)

Motivating Subordinates


Should undergo training on SAP and he requires guidance on how to motivate his

subordinates.

JUNIOR OFFICER – PREPARATORY:

15


competencies


competencies

Planning Adaptive

Strength Allocation Flexible

Knowledge on mixing Commitment

Knowledge on climate maintenance Observation

Contingency handling Coordination

Knowledge on resource availability Communication

Strength Weakness

Planning

Flexible

Strength Allocation

Knowledge on mixing

Knowledge on climate maintenance

Adaptive

Observation


Should improve his behavioural skills through proper training programs and

constantly update his knowledge required for the job.

TECHNICAL ASSISTANT – PREPARATORY:

16


competencies


competencies

Strength Allocation Counselling

Machine knowledge Unbiased

Computer knowledge Cooperation

House keeping Team playing

Knowledge on RH (climate

maintenance) Observation

Process knowledge Stress management

Labour guidance

Strength Weakness

Unit A

Strength Allocation

Cooperation

Team playing

Computer Knowledge

Process Knowledge

Machine Knowledge

Housekeeping

Labour guidance

Counselling

Unbiased

Stress Management

Unit B

House keeping

Knowledge on RH (climate

maintenance)

Counselling

Machine Knowledge

Team playing

Unbiased

Observation

Strength allocation

Labour guidance

17


Unit A: Housekeeping and machine knowledge should be imparted to them. Since

they have to supervise a lot of labourers they should be able to read their minds,

counsel them and give them guidance. They should manage their stress well as they

have to work with a lot of unskilled workers. They should not be favourable to certain

workers.

Unit B: Should be given training on strength allocation and labour guidance. They

should be given instruction and guidance on observation and they should not be

favourable to certain workers.

18

ENGINEER – SPINNING:


competencies

Behavioural and Interpersonal

competencies

Technical knowledge Delegation

Speed monitoring Observation

Planning Proactive

Job knowledge Reactive

Staffing/ Manpower management Commitment

Computer knowledge Monitoring

Guiding Subordinates Decision making

Knowledge on climate maintenance Precision

ISO awareness and auditing Communication

Production and utilization

improvement

Production auditing

Quality control

Waste minimization

Strength Weakness

Unit A

Guiding Subordinates

Technical knowledge

Planning

Observation

Speed Monitoring

Computer knowledge

Production Auditing

Quality Control

Unit B

Staffing/ Manpower

management

Computer knowledge

Waste Minimization

Observation

Proactive

Decision making

Precision

ISO awareness and auditing

19


Unit A: Should be given training on production auditing, computers and quality

control.

Unit B: Should be given training and guidance on waste minimization and ISO

procedures. They should be taught to be more proactive.

20

TECHNICAL ASSISTANT – SPINNING:


competencies


competencies





Waste management Observation

Process knowledge Stress management

Knowledge on climate maintenance

Strength Weakness

Unit A

Team Playing

Observation

Cooperation

Unbiased

Stress Management

Computer knowledge

Unit B

Machine Knowledge

Computer Knowledge

Waste Management

Knowledge on Climate maintenance

Counselling

Process Knowledge

Stress management

Team playing

Observation

Cooperation


Unit A: The employees should be given training in SAP. They should be given stress

inoculation programs. They should treat labourers equally as it is very important for a

supervisor.

Unit B: Should be given stress inoculation programs. Team building activities should

be conducted and they should be given guidance on observation.

ENGINEER – FINISHING:

21


competencies


competencies

SAP knowledge Delegation

Planning Observation

Job Knowledge Mentoring

Subordinates Guidance Coordination

Inventory management Multitasking

Machine knowledge Commitment

Waste control Decision making

Efficient utilization (Machine,

manpower)

Strength Weakness

Unit A Planning

SAP knowledge

Machine Knowledge

Unit B

Mentoring

Guiding Subordinates

Coordination

Multitasking

Planning

SAP

Efficient Utilization

Delegation


Unit A: The employee should be trained about the machineries and process involved

in production for achieving the production targets. He should also be given training in

SAP. He should also constantly improve his behavioural and interpersonal skills

through various kinds of personality development training.

Unit B: The employee should be trained about the machineries and process involved

in production for achieving the production targets. He should also be given training in

SAP.

TECHNICAL ASSISTANT – FINISHING:

Functional & Knowledge based Behavioural and Interpersonal

22

competencies competencies





Quality Assurance Observation

Product knowledge Stress management

Process knowledge

Strength Weakness

Unit A

Strength Allocation Machine Knowledge

Observation

Counselling

Unbiased

Unit B

Computer Knowledge

Team Playing

Stress Management

Counselling

Unbiased

Cooperation


Unit A: The employees should be imparted knowledge on machines. They should be

provided with guidance and training on observation and counselling.

Unit B: The employees should be given guidance on counselling. They should be

more cooperative and unbiased.

TRAINING OFFICER:


competencies


competencies

23

Planning Communication

Safety Requirements Motivating

Technical Knowledge Inspiring

Product Knowledge Considerate

Process Knowledge

Selection norms

Organizational knowledge

Cost efficient

Strength Weakness

Motivating People

Inspiring others

Technical Knowledge

Product Knowledge

Process Knowledge


The employee should be given imparted knowledge on technical aspects, products and

processes.

CORPORATE OFFICE

MANAGER – ACCOUNTS:

24


competencies


competencies

Legal Knowledge Decision making

Accounts knowledge Leadership

Taxation knowledge

Developing & motivating

subordinates

SAP FI module Coordination

Organizational awareness Proactiveness

Analytical skills Flexibility

Numerical ability Clear & precise in Communication

Multi tasking Determination

Eye for detail Commitment

Strength Weakness

Accounts Knowledge

Numerical ability

Commitment

Legal Knowledge

SAP – FI

Leadership

Recommended Training:

SAP training and frequent updates on Legal knowledge

OFFICER – ACCOUNTS:

25


competencies


competencies

Legal Knowledge Decision making

Accounts knowledge Leadership

Taxation knowledge Developing & motivating subordinates

SAP FI module Coordination

Organizational awareness Proactiveness

Analytical skills Flexibility

Numerical ability Clear & precise in Communication

Multi tasking Determination

Eye for detail Commitment

Strength Weakness

Data entry

Book keeping

Coordination

Knowledge on taxation

Tally

Recommended Training

Tally

Taxation

OFFICER – HR:


competencies


competencies

26

Legal Knowledge Communication

Company policies, procedures Coordination

General awareness Patience

Multi tasking Negotiation

IT skills Decision-making

Planning Delegation

Liaisoning Mental agility

Problem-solving Organizing

Analytical ability Flexibility

Recruitment Motivating

Strength Weakness

Recruitment

Problem solving

Patience

Multitasking

Delegation

Mental Agility

Recommended Training

Outbound training

OFFICER – ADMINISTRATION:


competencies


competencies

27


Company policies, procedures Coordination

General awareness Negotiation

Multi tasking Delegation

IT skills Organizing

Planning Flexibility

Analytical ability

Strength Weakness

Planning

Negotiation

Communication

Legal Knowledge

IT skills

Analytical ability


Outbound training

Computer training

SECRETARY TO MD:

28


competencies


competencies

Market awareness Communication

Mode of transport Time management

Typing skills Negotiation

Internet Crisis management

Commitment

Planning

Patience

Stress management

Multi tasking

Proactive

Strength Weakness

Crisis management

Commitment

Typing skills

Patience

Stress management

Market awareness


Outbound training

OFFICER-RECEPTION:

29


competencies


competencies

Communication Patience

Communication Software Coordination

Logical thinking Negotiation

Presence of mind Decision-making

Multitasking Mental agility

Follow up Organizing

Rapport building Flexibility

General awareness Diplomacy

Awareness on other departments

Knowledge on company policies and procedures

Strength Weakness

Communication

Follow up

Patience

Logical thinking

Awareness on other departments

Flexibility

Mental agility


Outbound training

OFFICE ASSISTANT:

Functional & Knowledge based Behavioural and interpersonal

30


General awareness Communication

Multi tasking Coordination

logical ability Flexibility

Presence of mind Commitment

Dynamic working

Strength Weakness

Multi tasking

Commitment

Dynamic working

Logical ability

Coordination

Flexibility


Outbound training

MANAGER – IS:

Functional & Knowledge based Behavioural and Interpersonal

31


Functional Expertise: SAP

Knowledge Leadership

Analytical skills Clear & precise in Communication

Server Knowledge(IBM) Coordination

Trouble Shoot /Identifying &

Solving problems Observatory skills

Ability to provide SAP training to

the end users Planning

Back-up storage Flexibility

Organizational awareness Developing subordinates

Hardware maintenance Honesty and sincerity

Internet & Intranet Knowledge

Strength Weakness


Knowledge

Analytical skills

Coordination

Back-up storage

Organizational awareness



Software training

OFFICER- IS:

32


competencies


competencies


Knowledge Leadership

Analytical skills Clear & precise in Communication

Server Knowledge(IBM) Coordination

Trouble Shoot /Identifying &

Solving Problems Observatory skills

Ability to provide SAP training to

the end Users Team oriented

Industrial Knowledge Flexibility

Organizational awareness Honesty and sincerity

Hardware maintenance


Strength Weakness


Knowledge

Coordination




IT training and Software training

33

MANAGER- MARKETING:


competencies


competencies

Product Knowledge Adaptability

Negotiating skills Developing subordinates

Creativity Proactive

Computer Knowledge Communication skills

Planning High energy level

Focus on targets Delegation

Analytical thinking Coordination

Marketing skills Leadership

Motivating subordinates

Strength Weakness

Product knowledge

Focus on targets

Adaptability

Negotiating skills

Computer Knowledge


Communication

Personality Development

Software training

OFFICER – MARKETING:

34


competencies


competencies

Product Knowledge Adaptability

Negotiating skills Proactive

Creativity Communication skills

Computer Knowledge High energy level

Planning Coordination

Focus on targets

Analytical thinking

Marketing Skills

Strength Weakness

Planning

Analytical thinking

Proactive

Coordination

Product Knowledge

Negotiating skills

Communication skills

Adaptability


Communication


MANAGER – EXPORTS:

35

Functional and Knowledge based

competencies

Behavioural and

interpersonal competencies

Planning Adaptability

Product knowledge Developing subordinates

Knowledge on statutory requirements

related to exports Proactive

Knowledge on currencies and banking Communication skills

Logistics knowledge High energy level

Constant follow up Delegation

Computer knowledge Coordination

Customer management Leadership

Detail consciousness Motivating subordinates

Continuous learning

Liaisoning

Time management


Statutory requirements

Communication

36

Strength Weakness

Adaptability

Liaisoning

Time management

Knowledge on statutory requirements related to exports

Knowledge on currencies and banking



OFFICER – EXPORTS:

Functional & Knowledge based competencies Behavioural and interpersonal

competencies


Product knowledge Proactive


related to exports


Knowledge on currencies and banking High energy level

Logistics knowledge Coordination

Constant follow up

Computer knowledge

Customer management

Detail consciousness

Continuous learning

Time management

Strength Weakness


related to exports

Product knowledge

Coordination

Knowledge on currencies and

banking

Computer knowledge

Adaptability




37

MANAGER – PURCHASE (COTTON):


competencies


competencies

Raw material knowledge Decision making

Testing Leadership

Market analysis Communication

Planning Negotiation

Quality consciousness Developing subordinates

SAP Execution

Team orientation

Problem solving

Strength Weakness

Planning

Negotiation

Communication

SAP

Developing subordinates

Problem solving


SAP


38

OFFICER – COTTON:


competencies


competencies

Knowledge on cotton Organizing

Banking Communication

Budget preparation Team oriented

Contract preparation Commitment

SAP Follow up

Planning Patience

Report preparation Unbiased

Strength Weakness

SAP

Contract preparation

Knowledge on cotton

Budget preparation

Communication


Finance training

Communication

39

OFFICER – COTTON PHYSICAL:


competencies


competencies

Spot selection Negotiation

Importance to Quality Follow up

Market Analysis Allotment

Knowledge on cotton Communication

Tally Commitment

Forecasting

Planning

Geographical Knowledge

Strength Weakness

Spot selection

Knowledge on cotton

Allotment

Tally

Forecasting

Planning


Finance training

40

OFFICER- COTTON TESTING:


competencies


competencies

Testing Coordinating

Planning Follow up

House keeping Negotiation

Importance to safety Commitment

knowledge on cotton Communication

Importance to Quality Patience

Strength Weakness

Testing

Follow up

Planning

Importance to safety

Negotiation

Communication


Communication


41

SENIOR OFFICER –PURCHASE (MATERIAL):


competencies


competencies

Planning Leadership

Computer knowledge Delegation

Report generation Adaptability

Cost consciousness Proactive

Analytical ability Communication

Negotiating skills Coordination

Inventory management Commitment

Logistics arrangement

Strength Weakness

Cost consciousness

Negotiating skills


Planning

Inventory management

Adaptability

Proactive



42

JUNIOR OFFICER – PURCHASE:


competencies


competencies


Computer knowledge Proactive

Report generation Communication

Cost consciousness Coordination

Analytical ability Commitment

Negotiating skills



Strength Weakness

Cost consciousness

Negotiating skills


Planning


Adaptability

Proactive



43

MANAGER – TECHNICAL:


competencies


competencies

Technical knowledge Team orientation

Creativity and innovation Delegation

Understanding other departments Contingency handling

Quality consciousness Adaptability

Planning Flexibility

Relationship management Multi tasking

Analytical thinking Reactive nature

Decision making Proactive nature

Subordinate development Planning

Risk taking

Communication

Strength Weakness

Technical knowledge

Quality consciousness

Analytical thinking

Contingency handling

Subordinate development

Delegation

Proactive nature


Outbound training


44

ASSISTANT- TECHNICAL:


competencies


competencies

YTEXPRO Communication

Follow up Coordination

SAP Patience

Organizational awareness Multitasking

Planning Commitment

Documentation

Report preparation

Recalling ability

Strength Weakness

YTEXPRO

Report preparation

Communication


Planning

Commitment



45

SECRETARIAL:


competencies


competencies

Knowledge on Shares Communication

Audit Commitment

Legal Knowledge Patience

Basic Facts Time Management

Computer Proficiency

Planning

Agenda Preparation

Strength Weakness

Computer Proficiency

Commitment

Legal Knowledge

Communication


Communication

46

COMPANY SECRETARY:


competencies


competencies

Legal Knowledge Prioritizing ability

Knowledge on the share market Decision making

Analytical ability Problem solving

Problem solving Communication

Continuous learning Risk taking

Liaisoning Crisis management

Basic accounting knowledge

Strength Weakness

Legal Knowledge

Knowledge on share market

Analytical Skills

Accounting Knowledge

Risk taking

Problem solving


Outbound training


47

FICO CONSULTANT:


competencies


competencies

FICO Subordinate and peer guidance

SAP- general Communication

Problem solving Coordination

New report generation Commitment

Auditing Patience


Understanding the functional requirement

Planning

Strength Weakness

FICO

Problem solving

Patience

Subordinate & Peer Guidance

Communication

Organization awareness


Outbound training


Communication

48

ACCOUNTS AND ADMINISTRATION

DEPUTY MANAGER:

Functional and Knowledge based competencies

Behavioral and interpersonal

competencies

Planning Decision making

Numerical ability Leadership

Multi tasking Balanced approach

People management Coordination

Critical thinking Proactiveness

Analytical skills Motivating subordinates

Schedule maintenance Flexibility

Reasoning Communication

Eye for detail Determination

Contingency handling Commitment

Risk taking

Strength Weakness

Unit A Leadership


Balanced approach

Proactiveness

Unit BAccounting knowledge

Analytical knowledge


People management

Leadership


Unit A: A personality development training on multi tasking and Proactiveness

Unit B: Personality development training on leadership skills and formal guidance on

subordinate development

49

JUNIOR OFFICER- COTTON:

Functional & Knowledge based competencies


competencies

SAP-RM Self motivation

Analytical ability Coordination

Excel Communication

Planning Commitment

Filing and housekeeping Confidence

Material handling Loyalty

Hard work

Strength Weakness

Commitment

Hard work

Coordination

Analytical ability

Housekeeping

Filing

Communication


A formal training on analytical and reasoning capacity pertaining to purchases can be

given to improve the efficiency of the job holder. Also definite and periodic support and

guidance from the superiors should be given regarding the new updates.

50

JUNIOR OFFICER- ACCOUNTS:


competencies


competencies

Planning Patience

Cash Handling Loyalty

Accounting Knowledge Confidence

Excel Self motivation

SAP- FICO Communication

Tally Co-ordination

Knowledge on Taxation Relation with colleagues and

outsiders

Documentation

Filing and house keeping

Data Entry

Problem solving

Numerical ability

Book keeping

Strength Weakness

Accounts knowledge

Data entry

Self motivation

Patience

Taxation

Numerical ability


A formal routine platform to get updated with the amendments and changes in the

accounts related formalities.

51

JUNIOR OFFICER- YARN:


competencies


competencies

Planning Self motivation

Analyzing ability Patience

SAP- SD Commitment

Excel Confidence

Inspection Loyalty

Central Excise, Service Tax , VAT

Knowledge Hard work

Filing and House keeping Communication

Report Preparation Co-ordination

Export Formalities Observation

Strength Weakness

SAP

EXCEL

Hard work

Communication

Report preparation

Coordination

Self confidence


Guidance and training on the new report generation, and personality development

programmes focusing on improving the self confidence.

52

COMMERCIAL ASSISTANT:


competencies


competencies

Data entry Communication

Banking knowledge Hard work

Multi tasking Commitment

Willingness to learn

Strength Weakness

Willingness to learn Banking knowledge

Multi tasking


Mentoring from the superiors can be done for all the commercial assistants to improve

their efficiency in all different sub departments- purchase, sales and accounts.

53

SENIOR OFFICER-STORES:


competencies


competencies

Procurement Leadership

Inspection Self motivation

Memory Power Communication

Job related knowledge Co-ordination

SAP – MM Confidence

Excel Observation

Documentation Patience

Strength Weakness

Continuous monitoring

Inspection

Import knowledge

Follow up

Coordination


Import formalities, Follow up techniques from external coaching.

54

TECHNICAL ASSISTANT- STORES/SAP:


competencies


competencies

Procurement Confidence

Memory Power Self motivation

Job related Knowledge Communication

SAP – MM Co-ordination

Excel Observation

Documentation Patience

Report Preparation and analysis

Data Entry

Requirements of other departments

Strength Weakness

Memory power (follow up),

Data entry, Job related

Knowledge, Confidence

Report preparation

SAP-MM module

Procurement


Formal guidance on report generation and training in SAP- MM module. Also

formalities on procurement and related procedures.

55

HUMAN RESOURCES

MANAGER:


competencies


competencies

Legal Knowledge Leadership

Knowledge about other dept Team orientation

Labor welfare Self motivation

Grievance handling procedure Communication

Local language Co-ordination

General awareness Observatory

IT skills Patience

Problem solving Counseling

Mental agility Convincing

Organizing ability Liaison

Eye for detail Listening

Sourcing Diplomacy

HR – Planning Developing Subordinates

Emotional Stability Delegation

Analytical ability

MBWA

Drafting

Multitasking

56

Strength Weakness

Unit A

Drafting, Delegation

Eye for detail

Legal knowledge, General

awareness

Multitasking

IT skills

Knowledge on other departments

Unit B IT skills

Analytical skills

Patience, Emotional stability

Knowledge on other departments


Unit Head A: Computer coaching is a must for HR manager since all data

maintenance and analysis are mandatorily becoming electronic

Unit head B: Personality development is suggested for him focusing on mind-control

and meditation, mental stability

57

LABOUR WELFARE OFFICER:

Functional & Knowledge

based competencies


competencies


Knowledge about other dept Co-Ordination

Labor welfare Observatory

Grievance handling procedure Patience

Language Counseling

General awareness Convincing

Liaisoning

Listening

Strength Weakness

Convincing ability

General awareness

Legal knowledge

Liaisoning , Labour welfare


A scheduled formal training on the legal procedures and mandatory formalities is a

definite must for his designation. A practical platform to update on the same has to be

implemented.

58

WOMEN WELFARE OFFICER:


based competencies


competencies

Statutory requirements Counseling

Language Creativity

House keeping Motivating

Welfare activities Unbiased

Monitoring Friendliness

Training skills Risk taking

Strength Weakness

Unbiased nature

Friendliness

Risk taking


Welfare activities

Counselling, Monitoring


All mandatory requirements (Legal, organizational) have to be made known to the job

holder. Also communication has to be improved, through which subsequently the counselling

and convincing too can be improved.

59

JUNIOR OFFICER:



competencies

Computer knowledge Attention to details

Coordinating ability Commitment

Numerical ability Stress management

Documentation (Records preparation and

maintenance) Communication

Legal knowledge cooperation

Bank transactions

HR codes

Organizational policies

Statutory requirements (E.S.I, P.F.)

Payroll preparation

Strength Weakness

Documentation

Payroll preparation

Commitment

Computer Knowledge

Coordination

legal knowledge


Computer mentoring is a necessity since all activities of the job holder are based

much on the computer. Also superior guidance needed for coordination and legal knowledge

pertaining to the department is suggested.

60

TIME KEEPER:


competencies


competencies

Data entry (Attendance) Attention to details

Numerical ability Commitment

Liaisoning Stress management

Documentation (Record preparations) Communication

Statutory requirements and legal

Knowledge (E.S.I, P.F.) Cooperation

Payroll preparation Unbiased job approach

Strength Weakness

Documentation, Statutory requirements,

Payroll preparation, Unbiased

Communication


Only immediate concern is communication and subsequently

61

MAINTENANCE

MANAGER:


competencies


competencies

Job knowledge Leadership

Planning and preparation (schedules) Coordination


Machinery standards Observation

Developing subordinates Risk taking

Staffing

Material follow up

ISO awareness

Strength Weakness

Job knowledge

planning and schedule preparation

Machinery standards

Coordination


Formal training from the makers of the machinery or similar professional guidance on

machinery standards

62

ENGINEER:


based competencies


competencies

Analytical skill Cooperation

Planning and preparation (schedules) Observation

Job knowledge Willingness to learn

Machinery standards

ISO awareness

Strength Weakness

Cooperation

Willingness to learn and update

Job knowledge, machinery standards


A complete formal/scheduled coaching in the job knowledge pertaining to the

department is necessary. Equally important is the superior guidance and insight to his

development.

63

SERVICES

MANAGER:


competencies


competencies

Job knowledge Coordination

Planning and preparation (schedules) Proactive


Liaisoning Communication

Statutory compliances Observation

Inventory handling Leadership

Energy audit Negotiating Skills

Safety standards Risk taking

Strength Weakness

Statutory requirement

Planning and analytical skills

Energy utilization

Proactiveness


External support from formal training in areas of energy efficiency and Proactiveness

for energy crisis is suggested for the job holder

64

ENGINEER:


Behavioral and


Job knowledge Coordination

Planning Communication

Analytical skills Training subordinates

Safety measures Counseling

Efficient energy utilization Leadership

Allocation of work/staffing Reactive

Strength Weakness

Analytical skills

Energy utilization

Job knowledge

Interpersonal skills


Personality development training along with outbound training is suggested.

65

SENIOR OFFICER – INFORMATION SYSTEMS:


based competencies


competencies

Server Knowledge Communication

SAP Knowledge Co-ordination

Fusion Observatory

Niptex Planning

ISO Allocating

Back-up storage Convincing capacity

Knowledge about other dept

Hardware Knowledge

Internet Knowledge

Strength Weakness

Internet knowledge

Back-up retrieval

Communication

SAP and Server knowledge


Formal training from the server providers for a better understanding of the servers and

gain expertise so as to avoid external assistance in future. Also training in personality

development focusing on communication.

QUALITY ANALYSIS DEPARTMENT

66

DEPUTY MANAGER:


competencies


competencies

Analytical skills Leadership

Computer knowledge Written communication

Intranet applications Oral communication

ISO awareness Coordination skills

Product knowledge Logical thinking

Overall process knowledge Flexibility

Quality standards Commanding authority

Negotiating skills

Risk taking

Strength Weakness

Product knowledge and Flexibility Oral communication, Intranet and computer

knowledge, negotiating skills


Computer training with a focus on efficient intranet application is a must.

TECHNICAL ASSISTANT/QUALITY ASSURANCE OFFICER:

Functional & Knowledge based competencies Behavioral and

67


Knowledge on quality Planning

SAP Negotiating skills

Allocation of work/staffing Supervisory skills

Knowledge on lab instruments Communication

Report writing skills Observation

Strength Weakness

SAP

Communication, Planning

Observation

knowledge on quality


Quality standards and requirements necessary for each varied customer must be

imparted to the job holder. Also the respective observatory skills necessary to monitor such

quality standards must be tutored. Also suggested is superior guidance.

CHAPTER 5

CONCLUSION

68

The study was aimed at doing competency mapping and perceiving the competency gap from

that. This study was actually an extension of the management’s initiative to provide the

appropriate training to the employees of Tirupur Thirukumaran Textiles (Private) limited.

From the study various details regarding the current scenario of the employee competency,

the general perception about the training and development were derived. Once this was done,

the appropriate focus for training on each individual is suggested. Taken into consideration

these training suggestion and if executed customizing it to the employee, then there is definite

scope for competency enrichment and consequently of the organization’s efficiency.

REFERENCES

Shampa Chakraberty (20123) Management and Labour Studies, Vol. 38, Issue 3.

69

Vathsala Wickramasinghe and Nimali De Zoyza (2008) Gender in Management: An

International Journal, Vol. 23, Issue 5.

Vinod Kumar Khanna and Ruby Gupta (2014) International Journal of Quality and

Reliability Management, Vol. 31, Issue 3.

Atri Sengupta, D.N.Venkatesh and Arun K.Sinha (2013) International Journal of

Organoization Analysis, Vol. 21, Issue 4.

Fotis Draganidis and Gregoris Mentzas (2006) Information Management and

Computer Security Vol. 14, Issue 1.

70

competency mapping

Documents