competency mapping project- 360 degree method

YCMOUSCHOOL OF COMMERCE AND MANAGEMENTYASHWANTRAO CHAVAN MAHARASHTRA OPEN UNIVERSITY, NASHIK PROJECT REPORT ON

Submitted By

MAHADEO GHADGEMBA IIIPRN No : 2009017001106641MASTER OF BUSINESS ADMINISTRATION ( HUMAN RESOURCE )VIKAS COLLAGE OF ARTS SCIENCE &COMMERCE VIKHROLI (3134 A)

MR. PRAMOD V. PEDNEKARMLS (Master of Labour Studies), LL.M (Master of Laws), M.A. (Master of Arts)

UNDER THE GUIDANCE OF

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ACKNOWLEDGEMENTBETWEEN THE CONCEPTION AND THE CREATION BETWEEN THE EMOTIONS AND THE RESPONSE BETWEEN THE HARD WORK AND THE RESULT LIES MY THANKS TO YOU

First of all I would like to take this opportunity to thank the YCMO University for having project as a part of the MBA Curriculum I wish to express my heartfelt gratitude to the all peoples who have played a crucial role in the research for this project, without their active cooperation the preparation of this project could not have been completed within the specified limit. I am thankful to our respected Guide Mr. Pramod Pednekar for motivating me to complete this project with completes focus and attention. The next person I would like to acknowledge is my Lecturer Dr. Shoukat Ali & our Director of Vikas collage Mr.Vikas Raut Sir, who supported & encouraged me throughout this process. I express my profound sense of gratitude and sincere thanks to the CEO- Mr. Peter Andrist & Management of AMBASSADORS SKY CHEF-MUMBAI for offering me this project training in this organization.

Mahadeo P Ghadge 2009017001106641 (MBA-III) Vikas Collage of Arts, Commerce & Science Vikhroli (East) Mumbai -400 083 PRN: -

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AN ORIGINALITY CERTIFICATEDECLARATION I, Mahadeo Parbati Ghadge, student of Vikas Collage Of Arts, Commerce & Science, Mumbai, solemnly declare that the project titled PROCESS OF COMPETENCY MAPPING AT AMBASSADORS SKY CHEf-MUMBAI in partial fulfillment of M.B.A program under YCMOU (YASHWANTRAO CHAWAN MAHARASHTRA OPEN UNIVERCITY) was undertaken as part of academic curriculum according to university norms and with no commercial motives. This project report with AMBASSADORS SKY CHEf MUMBAI is the result of my study which carried out during June to September 20011 and has not been previously submitted earlier to this university or any other university or institute for fulfilment of the requirement of a course of study. Date: 30 / 09 /2011 Place: Mumbai MR. PRAMOD PEDNEKAR MAHADEO GHADGE

MLS (Master of Labor Studies), Laws) M.A. (Master of Arts)

LL.M (Master of

PRN: -

2009017001106641 (MBA-III)

Supervisor

Vikas Collage of Arts, Commerce & Science Vikhroli (East) Mumbai -400 083

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EXECUTIVE SUMMARYThe need is felt to create competency-based culture and systems in organizations to enable people to deliver their best and make organizations grow. With increased importance to operational efficiency, cost reduction, higher productivity norms and managing with fewer employees than before, brings competency as the most important yardstick for all HR-related decisions like selection, development, growth charting and promotion, etc. Thus, continuous mapping and assessment of competencies assumes critical importance for keeping people development objectives. In the research part of this dissertation, competency mapping was studied at Ambassadors Sky Chef, Mumbai. This Company is following competency mapping and the company has seen tremendous change in the employees and their competencies. But the employees have not yet met requirements for the competency pool. The study was confined to the extent of finding out the effective Process of competency mapping so as to fit the organization structure and hence the project was company specific. A sample size of 30 was taken into account for the research work. The sample consisted of employees within the age group between 20-55 years. The employees were selected from department. All the employees were given 13 competency clusters and were asked to rate on the standard scale. Those 13 competencies clusters were grouped into three headings namely 1-Generic (meta) competencies,2-Functional competencies ,3- Technical competencies. 360 degree feedback method was used for competency mapping. strategies in sync with organizational growth and

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After the analysis it was found that as competency mapping is yet in the initial stage the employees need to be trained and polished in order to meet the objectives of the company. The potential of the employees does not meet the competency pool and they need further training. An organization that defines and applies competencies sends a strong message about the specific knowledge, skills, capabilities, attitudes, and behaviors that are important. Hence the company if effectively applied this tool of competency mapping, may grow to greater heights, one of the important methods of effectively using this tool is the Employees Satisfaction, by which the employees can use their talent to the maximum and in turn help the company in achieving better results.

PROCESS OF COMPETENCY MAPPING

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INDEXCHAPTER

NO 1

CHAPTER INTRODUCTION 1.1 Importance & significance 1.2 Rationale of the study 1.3 Objective of the study 1.4 hypothesis of study 1.5 scope of the study & Expected contribution 1.6 Limitation of study METHODOLOGY 2.1 RESEARCH DESIGN 2.2 DATA COLLECTION METHOD 2.3 SAMPLING 2.4 RESEARCH INSTRUMENT

PAGE NO 8-19 11-12 13-14 15 16 17-18 19 20-25 21 22-23 24 25

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LITERATURE REVIEW PROFILE OF THE ORGANISATION 4.1 Overview of the organization 4.2 Organizational flow chart 4.3 Products offered by organization 4.4 Interdepartmental relationship in organization ANALYSIS & INTERPRETATION OF INFORMATION / DATA 5.1 Topics under study- Definition, Need and Utility 5.2 Data collection 5.3 Presentation of data in table graph, diagram/Analysis

26-37 38-46 39-43 44 45 46 47-90 48-49 50-74 75-90 91-93 92 93 94-96 95 96 97-98 99105

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FINDING / CONCLUSION 6.1 Findings 6.2 Conclusions

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RECOMMENDATION AND SUGGESTIONS 7.1 Suggestions 7.2 Recommended directions for future Research

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BIBLIOGRAPHY APPENDICES

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1 INTRODUCTION :

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INTRODUCTION:Today organizations are all talking in terms of competence. Gone are the days when people used to talk in terms of skill sets, which would make their organizations competitive. There has been a shift in the focus of the

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organizations. Now they believe in excelling and not competing. It is better to build a core competency that will see them through crisis. And what other way than to develop the people, for human resource is the most valuable resource any organization has. Organizations of the future will have to rely more on their competent employees than any other resource. It is a major factor that determines the success of an organization. Competencies are the inner tools for motivating employees, directing systems and processes and guiding the business towards common goals that allow the organizations to increase its value. Competencies provide a common language and method that can integrate all the major HR functions and services like Recruitment, Training, performance management, Remuneration, Performance appraisal, Career and succession planning and integrated Human resource management system. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: Defining the factors for success in jobs (i.e., work) and work roles within the organization Assessing the current performance and future development needs of persons holding jobs and roles Mapping succession possibilities for employees within the organization Assigning compensation grades and levels to particular jobs and roles Selecting applicants for open positions, using competency-based interviewing techniques Competencies include the collection of success factors necessary for achieving important results in a specific job or work role in a particular organization. Success factors are combinations of knowledge, skills, and attributes (more historically called KSAs) that are described in terms of specific behaviors, and are demonstrated by superior performers in those

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jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways of thinking that impact an individuals behavior.

COMPETENCY

MODEL:

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

Skills + Knowledge + Ability = Competency =

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Observable Behavior = Effective Outcomes [Performance on Job] = Strategic Success Modeling A Competency Model

1.1 - IMPORTANCE & SIGNIFICANCE OF THE STUDY:

Creating competency based culture and systems in organizations are the need of the hour. This creates a demand for HR professionals to have specialized skills and have a continuous up-gradation of knowledge. Competency mapping can play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job requirements, the candidates capability, of the difference between the two, and the development and training needs to bridge the gaps.

BENEFITS OF USING COMPETENCY MAPPING FOR THE COMPANY

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Reinforce corporate strategy, culture, and vision. Establish expectations for performance excellence, resulting

in a systematic approach to professional development, improved job satisfaction, and better employee retention.

Increase the effectiveness of training and professional

development programs by linking them to the success criteria (i.e., behavioral standards of excellence).

Provide a common framework and language for discussing

how to implement and communicate key strategies.

Provide a common understanding of the scope and

requirements of a specific role. . FOR MANAGERS: Identify performance criteria to improve the accuracy and

ease of the hiring and selection process.

Provide more objective performance standards. Clarify standards of excellence for easier communication of

performance expectations to direct reports.

Provide a clear foundation for dialogue to occur between the

manager and employee about performance, development, and career-related issues. FOR EMPLOYEES:

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Identify the success criteria (i.e., behavioral standards of

performance excellence) required to be successful in their role.

Support a more specific and objective assessment of their

strengths and specify targeted areas for professional development.

Provide development tools and methods for enhancing their

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

1.2 -RATIONALE OF THE STUDY:The need of the hour as indicated by many organizations is to design and implement low cost assessment and development centers specially designed to meet the requirements of developing countries like ours. Competency mapping process helps the organization in developing a clear strategy for developing competencies of their workforce. supports successful performance of the employees within It the

organization. Competency Mapping at Ambassador Sky chef is excellent opportunity to have an exposure and develop my skills.

The study of the project has helped me in gaining practical

knowledge and insight into one of the significant Human Resource concept called Competency.

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The project work will help me in my future job prospective,

as it will guide me to develop a competency-mapping tool such as questionnaire, assessment center. Based on the competency mapping study we can identify

the gap between the objective/ goal and the actual performance demonstrated by the employee, the various causes of these gaps and the suitable training required to fill those gaps and improve his competency.

The recommendations and suggestions by this project work

will guide to know the various competency fields, the criteria to map them and the appraisal of the ranking to the respective employee. The project work will help to improve efficiency and

effectiveness of an organization and also will help to create its goodwill in the market. It will help to minimize wastage and achievement in quality

objectives. It will help to minimize Production cost.

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1.3 - OBJECTIVES OF THE STUDY:1- To understand the concept of competency mapping, its utility and scope. 2- To list the competencies against individual roles and responsibilities in Ambassadors Sky Chef, Mumbai. 3- To measure the knowledge, skill and attitude with the help of ranking method. 4- To identify the competence gap between the required performance and actual performance. 5- To suggest the best Competency based training and development programs.

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1.4 - HYPOTHESES OF THE PROJECT:

Hypothesis simply means a mere assumption or some supposition to be proved or disproved. Hypothesis is a set of statements to be accepted and rejected at the end of research on the basis of findings of the research

Following hypothesis is considered for this project:-

1) Competency mapping process helps employees to clarify their role in organization and finding the gap between currant & expected level of competencies. 2) Competency mapping process at Ambassadors sky chef Mumbai is more participative, effective & identifies training need for individual

development in an organization. . 3) 360 degree feedback method used in competency mapping process at Ambassadors Sky Chef, Mumbai helps in creating & building healthy organizational culture.

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4) Competency Mapping ensures optimum utilization of recourses.

1.5 - SCOPE OF STUDY:Competency Mapping is the process of identifying key competencies for organization and/or a job and incorporating those competencies throughout the various process (that is job evaluation, training, recruitment) of organization. It is the traits, abilities and behavior demonstrated by the leader, which are decisive for success in the assignment. The scope includes:1) To understand the interrelated set of skills, behavior, attitude and knowledge needed by an individual to be effective in most professional and managerial position. 2) To understand the ability to assess own strengths and weakness; set and pursue professional and personal goals; balance work and personal life; and engage a new learning- including new or changed skills, behavior and attitude. 3) To study the demonstration by the employee in the current job, in comparison with the standard requirements of the job/ responsibility level.

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4) To understand various managerial competency fields in term of Entrepreneurial mindset, Leadership Competence, Technical and Methodological Competence. 5) To study the potential evaluation i.e. assessment of employees capability to succeed in next/ higher levels of responsibility within a time frame, based on the performance rating.

EXPECTED CONTRIBUTION:This exercise will reflect current competency status & relation of competency & strategic HR decisions. Competency mapping process will help the organization in developing a clear strategy for developing competencies of their workforce. Overall it will support successful performance of the employees within the organization. This is a competency era. It is beyond doubt that it is beneficial and cost effective, to have competent people to occupy higher-level positions. Competency refers to the intellectual,

managerial, social and emotional competency. Many organizations in India and abroad are channeling their efforts to mapping competencies and implementing assessment and development centres. The need of the hour as indicated by many organizations is to design and implement low cost assessment and development centers specially designed to meet the requirements of developing countries like ours

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Normally, the purpose of analyzing training needs is to uncover the gap that exists between the present competence of the enterprise and the competency needed to reach the strategic goals in the future. A determining factor for what problems may arise is the choice of level of precision or how complex a concept of competency one uses.

1.6 - LIMITATION OF THE STUDY

1) Link with only one organization. 2) Sample size considered for this, is limited. 3) Information and responses given by the respondents may be a biased due to several reasons. 4) Research was to be conducted maintaining the decorum of the company. 5) Employees were busy in their work and thus did not spare much time to respond openly to the questions asked. 6) Limited time span for carrying out study also restricted the research work.

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2 METHODOLOGY

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Research methodology is a way to systematically solve research problem. It may be understood as a science of studying how research

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problem. The study of research methodology gives us the necessary training in gathering materials, arranging them, participating in field when required and training in technique for the collection of data appropriate for a particular problem. The research methodology is the most practical way of obtaining and analyzing data and it plays an important role in project work.

2.1 - RESEARCH DESIGN:A research design is a specification of methods and procedure for acquiring the information. A research design is a master plan or model for the conduct of formal investigation. Research design is purely and simply the frame work or place for a study that guides data. It is a blue print that is followed in completing a study. DESCRIPTIVE RESEARCH DESIGN: This project is based on a descriptive type of research, which includes structured interviews, and fact finding inquiries of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exists at present PROBLEM STATEMENT: To determine the current competency level of the employees with respect to their position and to know the importance of various competencies in performing their job.

2.2- DATA COLLECTIONS TECHNIQUES:23

Data Collection: The data and information is collected through following methods: Primary Data: Methods for collecting primary data: Interview Observation Survey Interview: It is a formal interaction and communication in order to know about skills, knowledge, behaviors, organization culture, and Job analysis a. Telephone b. Personal Personal interview: The relevant details were collected through personal discussion with the project guides, Head of the Department and managerial staff members. For this project I have used the questionnaire and direct interview method for my respondents. A questionnaire is a form containing a set of questions, especially one addressed to a statistically significance number of subjects as a way of gathering information for a survey. For primary data sample size was 30.(primary data is collected from same employees, which are selected for competency mapping.) 360 degree feedback method is used is for competency mapping. The questionnaires have been added in APPENDICES.

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Secondary data: Employees records: The primary details of the job description, responsibilities and performance review details are collected through files available in organization. Performance and Potential Review form: The performance appraisal form available in the company. Reference Books: The theoretical part of the project is taken with the help of reference books on organizational behavior, Human Resource management. Internet: the advance details, current trends are collected by referring various websites.

2.3 - SAMPLING:Sampling refers to the selection of some parts of an aggregate or totality on the basis of which a judgment or inference about aggregate or totality is made. There are different types of samples based on two 25

factors viz; the representation basis and the element selection technique. On the basis of representation, the samples are further classified as probability and non-probability samples. Probability

sampling is also known as Random sampling. Under this sampling design every item of the population in totality has an equal chance of inclusion in the sample.

SAMPLING METHOD

The

sampling

method

used

was

Probability SAMPLE SIZE SAMPLE UNIT SAMPLE AREA

Sampling,

under

Simple

Random Method was used. 30(15% of available population) Ambassadors Sky Chef Mumbai All Departments where they work.

2.4 - RESEARCH INSTRUMENT:Secondary data was collected to gain more knowledge about the topic under study. Primary data was collected with the help of Observations, Personnel interview & questionnaires which were filled and answered by the employees who were selected randomly.360 degree feedback 26

method is used for competency mapping. Feedback is collected from following candidate, his /her superior, his /her subordinate, & two peers. TOOLS USED FOR ANALYSIS:-Simple percentage analysis It is simple analysis tool. In this method, based on the opinions of the respondents, percentage and bar chart is calculated for the respective scales of each factor. Formula: Simple percentage = No of Respondents (for particular answer) / Total No of Sample Size

3 LITURATURE REVIEW

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3 - LITRETURE REVIEW:

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David McClelland, the famous Harvard Psychologist was the pioneer in the competency movement across the world. His classic books on "Talent and Society", "Achievement Motive", "The Achieving Society", "Motivating Economic Achievement" and "Power the Inner Experience" brought out several new dimensions of the competencies in man. These competencies exposed by McClelland dealt with the affective domain in Bloom's terminology. The turning point for competency movement was when the article titled Testing for Competence rather than intelligence was published in American Psychologist in 1973 by McClelland wherein he presented data that traditional achievement and intelligence scores may not be able to predict job success and what is required is to profile the exact competencies required to perform a given job effectively and measure them using a variety of tests. McClelland argued that traditional intelligence tests, as well as proxies such as scholastic grades, failed to predict job performance. Instead, McClelland proposed testing for competency. This article combined with the work done by Douglas Bray and his associates at AT&T in the US where in they presented evidence that competencies can be accessed through assessment centres an on the job success can be predicted to some extent by the same has laid foundation for popularization of the competency movement.

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Competency-based approaches gained popularity and acceptance within the human resources community through the work of McClelland and his associates, particularly Richard Boyatzis, at McBer and Company (which is now part of the Hay Group). Boyatzis is credited with popularizing the term in his book "The Competent Manager". Boyatzis suggested that a competency was a combination of a motive, trait, skill, aspect of one's self-image or social role, or a body of relevant knowledge. In other words, a competency is any characteristic of an individual that might be related to successful Performance. Boyatzis' definition of competency left much room for debate over its application to performance. At McBer which is a consulting firm founded by David McClelland and his associate Berlew, specialized in mapping the competencies of entrepreneurs and managers across the world. They even developed a new and yet simple methodology called the Behavior Event Interviewing (BEI) to map the competencies. Klein offered one more definition which deviate the most from the others by suggesting that competencies are a collection of observable behaviors, or Behavioral indicators. These Behavioral indicators are grouped according to a central theme, which then becomes the competency. Klein suggests that the behaviors underlie the competency; this is contrary to other definitions which suggest that competencies underlie behaviors

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Woodruff raised the issue of distinguishing between competence and competency and proposed that competence is a performance criterion while competencies are the behaviors driving the competence. More recently, Rowe raised the same issue and discusses competence in terms of a skill and a standard of performance and defines competency as the behavior needed to achieve competence. This is similar to Klein's argument that competencies are not psychological constructs but thematic groups of demonstrated observable behaviors that discriminate between superior and average performance. These behaviors require no inference, assumptions, or interpretation. Zemke's comments at that time on the definition of competency remain valid today: Competency, competencies, competency models, and competency-based training are Humpty Dumpty words meaning only what the definer want them to mean. The problem comes not from malice, stupidity or marketing avarice, but instead from some basic procedural and philosophical differences among those racing to define and develop the concept and to set the model for the way the rest of us will use competencies in our day-today efforts." With increased focus on the limitations in performance appraisal systems in predicting future performance potential of employees, the assessment centers started to gain popularity. Even as early as 1975, the setting up an Assessment center was in integral part of the HRD plan for L&T as per the suggestion given by IIMA professors. Though,

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L&T did competency mapping, they could not start assessment centers until much later as it was not perceived as a priority area. And finally, according to Thomas Gilberts definition of competence is the state of being competent refers to having the ability to consistently produce the results (the worthy outcomes of behaviour) that are required for the most efficient and effective achievement of the larger organizational goals. What is Competency? Any underlying characteristic required performing a given task, activity, or role successfully can be considered as competency. Competency may take the following forms: Knowledge, Attitude, Skills, and Other characteristics of an individual including: Motives, Values, Self concept et What is competence and competency? There is difference between the words competence and competency. Competence means a skill and the standard of performance reached while competency refers to the behavior by which it is achieved. In other words, one describes what people can do while the other focuses on how they do it. Competences refer to the range of skills, which are satisfactorily performed, while competencies refer to the behavior adopted in competent performance

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Who Identifies competencies? Competencies can be identified by one of more of the following category of people: Experts, HR Specialists, Job analysts, Psychologists, Industrial Engineers etc. in consultation with: Line Managers, Current & Past Role holders, Supervising Seniors, Reporting and Reviewing Officers, Internal Customers, Subordinates of the role holders and Other role set members of the role (those who have expectations from the role holder and who interact with him/her). Competencies in organizations tend to fall into two broad categories: 1- Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). 2- Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry. Three other definitions are needed: Competency Map. A competency map is a list of an individuals competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individuals current career plan.

Competency Mapping. Competency mapping is a process an 33

individual uses to identify and describe competencies that are the most critical to success in a work situation or work role. Top Competencies. Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. Importance to the individual is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individuals current position or targeted career field. Although the definition above for competency mapping refers to individual employees, organizations also map competencies, but from a different perspective. Organizations describe, or map, competencies using one or more of the following four strategies: 1. Organization-Wide (often called core competencies or those

required for organization success) 2. 3 4. Job Family or Business Unit Competency Sets Position-Specific Competency Sets Competency Sets Defined Relative to the Level of Employee

Contribution (i.e. Individual Contributor, Manager, etc.)

Five types of competency characteristic

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Motives- The thing a person consistently thinks about or wants that cause action. Motives Derive and Select. Behavior towards certain actions or goals and away from others. Eg: Achievement-motivated people consistently set challenging goals for themselves, take personal responsibility for accomplishing them and use feedback to do better. Trait-Physical character and consistent response to situation or information. Eg: Reaction time and good eyesight and physical trait competencies of combating pilots. Emotional self-control and initiative are more complex. Consistent responses to situations. Some people dont blow up at other and do act above and beyond the call of duty to solve under stress. These traits competencies are characteristics of successful manager.

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Motives and competencies are intrinsic operant or self-starting master traits that predicts what people will do on their jobs long term without close supervision. Self-concept- A persons attitude, values or self image. E.g: Self confidence (a persons belief that he or she can be effective in almost any situation) Peoples values are respondent or reactive motives that predict what he or she will do in the short term and in situation where others are in charge. For e.g. someone who values being a leader is more likely to exhibit leadership behavior if he or she is told a task or job will be a test of leadership ability people who value being, in management but do not intrinsically like or spontaneously think about influencing others at the motive level often attain management position but then fail.

Knowledge-Information a person has in specific content area. E.g: A surgeons knowledge of nerves and muscles in the human body. Knowledge is a complex competency. Scores of knowledge tests often fail to predict work performance because they fail to measure knowledge and skills in the ways they are actually used on the job. First many knowledge test measure rote memory. When what is really important is the ability to find the information. Memory of specific facts is less important then knowing which fact exists that are relevant to a specific problem and where to find them when needed. Second knowledge test are respondent. They measure test takers ability to choose which of

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the several option the right response is, but not whether a person can act on the bases of knowledge. For e.g.- the ability to choose which of the five item is an effective agreement is very different from the ability to stand up in a conflict situation and argue persuasively. Finally knowledge at best predicts what someone can do, not what he or she will do. Skill-The ability to perform a certain physical or mental task. E.g. A dentists physical skill to fill a tooth without damaging the nerves, a computer programmers ability to organize 50000 lines of code in logical sequential order. Mental or cognitive skill competencies include analytical thinking (processing, knowledge& data, determining cause and effect, organizing data and plans) and conceptual thinking (recognizing pattern in complex data) Surface knowledge and skills competencies are relatively easy to develop, training is the cost effective way to secure the employee abilities. Core motive and trait competencies are most difficult to assess and develop; it is most cost effective to select these characteristics.

SCOPE OF COMPETENCY MAPPING:

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Job descriptions are a basic tool in communicating to organizational members the specific duties, responsibilities, and competencies that are required for successful performance on the job both at job-entry and at full-performance level. Recruitment Using competencies in recruitment can be as simple as including a list and a brief description of the required competencies in the job posting, providing important information to the candidates both in terms of what the organization expects of its employees and for candidates to selfselect for jobs that match their set of competencies based on selfassessment. Selection &Testing It is important to ensure that those selected for a job meet not just the 38

minimum technical requirements, but also have the essential "soft skills" (e.g. relationship building, teamwork, communication, etc...) that are vital to sustain successful performance on the job overtime. Creating a competency-based interview question bank and developing competencybased validated selection measures will enable an organization to better predict the success of job candidates on the job. Training & Development A conceptualization of a competency is that it is observable, measurable, and can be learned to achieve desired performance levels. Hence, an assessment and evaluation of competency proficiency levels either during a selection interview or as part of performance management process can be used to identify appropriate developmental training opportunities necessary to achieve desired competency proficiency levels. Career &Workforce Planning Job Competency Profiles are also critical in the workforce planning initiatives for those organizations that anticipate future vacancies and can subsequently strategically identify and train individuals that can successfully fill the vacancies without a noticeable disturbance in the organization's functioning. Also, on the individual level, such profiles can be used to develop career paths by making known the competency requirements and expectations for different positions in the organizational hierarchy.

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PROFILE OF THE ORGANIZATION

4.1-BACKGROUND AND HISTORY OF THE ORGANIZATION:

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Company Profile:

Head Office: Narangs International Hotels Pvt..Ltd. The Ambassador, Mumbai Veer Nariman Road, Churchgate, Mumbai 400020 Tel: 91-22-22041131. Fax: 91-22-22046106/22040004. e-mail: [email protected] The Ambassador, Ajanta, Aurangabad Jalna Road, CIDCO, Aurangabad-431 003. Tel: 91-240 485211, 485212, 485451. Fax: 91-240 484367. e-mail: [email protected] The Ambassador Sky Chef, Mumbai CSI.Airport, Approach Road Sahar, Mumbai-400099. Tel: 91-22-28202626/28259090. Fax: 91-22-28369035/28369034. e-mail: [email protected]

The Ambassador, Ajanta, Aurangabad Jalna Road, CIDCO, Aurangabad-431 003. Tel: 91-240 485211, 485212, 485451. Fax: 91-240 484367. e-mail: [email protected] The Ambassador, Pallava, Chennai 30, Montieth Road, Egmore, Chennai600 008. Tel: 91-44-28554476/28554068. Fax: 91-44-28554492. e-mail: [email protected] / pallav [email protected] The Ambassador Sky Chef, Delhi IGI Airport Complex, New Delhi - 110 037. Tel: 91-11-25652691, 25652248/49. Fax: 91-11-25652142. e-mail: [email protected]

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Narangs International Hotels Private Limited and its subsidiaries is a family owned company having interests in hotels, flight catering units, fast food outlets and windmill power generation. The shareholders of the company are family members, namely, Mr. Rama Narang, along with his three sons Mr. Ramesh Narang, Mr. Rajesh (Bobby) Narang and Mr. Rakesh (Rico) Narang. Mr. Ramesh Narang is the single largest shareholder of the company, who along with his other two brothers, Mr. Rajesh Narang and Mr. Rakesh Narang are the majority shareholders. The only Directors of the company as appointed on 4th May, 1999 are as follows: 1. Mr. Rama Narang, Chairman and Managing Director for life 2. Mr. Ramesh Narang, Joint Managing Director for life 3. Mr. Rajesh Narang, Whole Time Director for life. After Mr. Rama Narang, Mr. Ramesh Narang reverts back to being the Chairman and Managing Director of the company as was the position held by him prior to May 1999. The Company owns and operates hotels under the Ambassador brand which are centrally located in the city of Mumbai, Aurangabad and Chennai with sales offices in Delhi, Bangalore, Mumbai, Aurangabad and Chennai.

The Company is the pioneer in the field of in-flight catering since 1942 and own and operates the largest catering units

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at Mumbai and Delhi under the brand name THE AMBASSADOR'S SKY CHEF. The Ambassador's Sky Chef has won numerous awards / trophies and appreciations for their innovative and catering expertise

The Company is also in the fast food retail business under the brand name Croissants etc operating numerous outlets in and around Mumbai.

The Company directly and indirectly employees over 5000 employees in its various units across the country.

HACCP, ISO and HALAL Certified Units in Delhi and Mumbai are HACCP, ISO 9001-2008 certified, as well as HALAL certified. Power Supply Both units are with 100% backup power supply in case of any emergency. EMERGENCY TEAM The key operation/production staff is easily contactable so as to meet with any emergencies and delays. EQUIPMENT STORAGE All airline equipment is stored in a centrally air-conditioned area with individual specified area allocated to each airline. EXCLUSIVE TEAM & PRESETTING AREA FOR FLIGHT CATERING OPERATIONS Company provide a separate team of personnel, headed by a Key Accounts Manager along with a coordinator, supervisors, attendants etc., exclusively trained for the galley of the respective airline and they are responsible solely for that airline. We also have an exclusive and separate area for presetting and equipment storage. FROZEN MEALS

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Company is providing Indian Vegetarian and Non Vegetarian frozen meals to various airlines for their International network. IN-HOUSE LAUNDRY Company has a fully equipped, computerized laundry to handle all airline laundry requirements. MICRO LABORATORY Company has a full fledged micro-laboratory in both our units, Delhi and Mumbai, headed by our Microbiologist along with assistants operating round the clock, to check the pre-flight samples of food and raw materials at different stages of the production. PEST CONTROL Pest control system in place during 24-hours. MEDICAL FACILITIES In-house clinic headed by a doctor, making quarterly, half yearly and yearly medical checkups of all the food handling staff. These includes blood tests, stool tests, chest x-rays and salmonella tests. TRAINING CENTRE Company has a training centre conducting training programs along with lectures to all our employees. ENERGY SAVING SYSTEMS To conserve Energy Company is making use of systems and devices such as skylights, heat recovery systems from the AC plants and with the latest, modern equipment using minimum energy with maximum output and efficiency. Company also have 100% standby power supply with the use of a 500 KVA generator and two 250 KVA generators 250 KVA and using CNG for our three boilers as well as CFL to conserve energy.

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AWARDS

British Airways for Service excellance. (1990)

Saudia Arabian Airlines Gold Award for excellence (1994)

Swiss Air for Logistic Award (2000)

Japan Airlines Commandation for Ramp Incident Free (10 years)

Austrian Airlines for outstanding Performance (2007-2008)

Japan Airlines Commandation for Ramp Incident Free (2 years)

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4-2 ORGNAZATION CHART

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4.3 - PRODUCTS AND SERVICES:CROISSANTS / PUFFS (70 gms.) Veg Kolhapuri Croissant Spicy Veg Croissant Paneer Bhurji Croissant Garlic 'n' Cheese CROISSANTS / PUFFS (70 gms.) Chicken 'n' Cheese Croissant Chicken Tandoori Croissant Barbeque Chicken Croissant Chicken Manchurian Croissant Chicken Cafreal Croissant

PASTRIES (60 gms.) Chocolate Truffle Dutch Truffle Black Forest Ananas Krokant

PASTRIES (60 gms.) Chocolate Truffle Dutch Truffle Black Forest Ananas Krokant Nougat Vanilla

Veg Puff Cheese 'n' Garlic Puff Mushroom 'n' Onion Puff

Nougat Vanilla Chocolate Flake Kriss Kross Strawberry

Bhuna Gosht Croissant Chocolate Flake Thai Chicken Croissant Kriss Kross Chicken Puff Mutton Kheema Puff Strawberry

SANDWICHES 1/2 Round Chef's Special Tomato 'n' Cheese Corn 'n' Cheese Bran Roll

SAVOURY ITEMS SANDWICHES (50 gms.) 1/2 Round Walnut Muffin Ginger 'n' Honey Muffin Choco 'o' Chip Muffin Chicken Tikka Chicken Jungli Tuna Jungli

SAVOURY ITEMS (50 gms.) Walnut Muffin Ginger 'n' Honey Muffin Choco 'o' Chip Muffin

SERVICES:Flieght catering to various Domestic & International Airlines

4.4 - INTERDEPARTMENTAL RELATIONSHIP

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There are many departments in AMBASSADORS SKY CHEF, MUMBAI and all these are departments work in coordination with each other, working together to achieve the end objective of the organization. In Ambassadors Sky Chef., Supply chain departments function is to arrange the supply of materials by the organization froe right source, at right price, in right quantity, with desired quality and at right time. Then the purchased materials stored at store department in systematic way using codification and classification techniques. Then the materials requisitions are arranged in store department which in turns send to production department on regular basis. The Quality control department measures and controls the quality of the product. Account and costing department arranges for funds and make the payment to the suppliers of the materials, wages, salaries and other expenses. The costing department arrives at the unit cost of the production and takes step in reducing the cost in all areas of the production. Human Resource department also plays an important role in maintaining objectives. The HR & Admin Department has to play vital role in Coordination, Coordinate with Internal & as well as External customers for smooth functioning of organization & maintaining discipline, creating changes. Main departments are as follows 1) Admin & Hr 2) Finance 3) Operation 4) Supply Chain 5) Audit 6) Security 7) Engineering & Maintenance 8) Quality Assurance 9) Linen 10 )Production 11)Sales 12) Food & Beverages the good employee relation. There are many subdepartment which plays important role in achieving organizations

5 ANALYSIS & INTEPRETATION48

OF INFORMATION/ DATA

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5.1 TOPIC UNDER STUDY:Aspects of competency mapping : What affects competency Mapping?Management Philosophy Customer Requirement Business needs Business processWhat are the Applications of competency mapping? Recruitment

Why competency Mapping? Right sizing Quality manpower Higher performance Organizational core competence

Competenc y Mapping

Placement Development Performance Management Career planning Reward Job Redesign

CompetencyWhat are the tools of competency mapping? Identification Competency AssessmentBy superior Superior Assessment Psychometric Tests Interviews Management Games Role Play Case Study 360 degree feedback By HR specialist Job expert Psychologist Industrial Engineers Questionnaire Interviews Task force

A study of workplace gives the picture of level of performance and tremendous opportunity for improvement. The key for competitive

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advantage is better competence and competency management. In a competence management workshops the participants offered the following arguments in favor of effective competence management. Only competent people can deliver Performance improvement-individual and organization Objective assessment of competence Effective training and development of employees Can establish objective reward and recognition system Develops new/ sharpens existing competence Prevents job obsolescence in Info age Competence as competitive advantage Competence subject creation and recreation These needs keep changing from organization to organization, market and strategies. Most of the concern is true for a vast majority of organizations. To perform and achieve acceptable results, improvements and required. High task performers invent competencies and reinvent them in no time (to suit the customers expectation) and use it as weapon. The scarce resource is time. The compulsion is to reach the market with products and services with speed that exceeds the competition. The compulsion is to remain in a state of waking consciousness and stretch oneself. It is to stretch beyond the boundaries of structure and our own styles. There is no better tool than a well conceived and effectively managed competence system. Definitions, need, and scope we have already discussed in Literature Review

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5.2 - DATA COLLECTION : Competency Mapping at Mumbai

Ambassadors

Sky

Chef-

Steps of a competency mapping process: 1) Examining the purpose and setting of Competency Mapping 2) Selecting a position and a group of employees 3) Development of Competency based Job Descriptions 4) Development of Competency Framework 5) Preparation of Competency Directory 6) Assessment of Individual competencies 7) Assessment of employees competencies using the 360 Degrees approach 8) Preparation of Competency Matrix 9) Preparation of Competency Assessment Charts 10) Training Need Identification for employees based on CM 1. Examining the Purpose and Setting for Competency Mapping (CM) The primary requirement for implementing the process of Competency Mapping is to understand the business environment and the strategy of the company. AMBASSADOR SKY CHEF being the leading player in the Industry its current challenge emerges from aiming to become the number one player. After Seven decades of operation and rapid growth, ASC was confronted with the need to consider available competencies in the light

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of the new goal, design a coherent strategy and align projects and processes to this strategy. One purpose of the study was to provide an input on what kind of knowledge and skills are available with the managers and project leaders and identify what is additionally required to be able to support the strategy for the goal. It aims to strengthen customer base by capturing new growth Strategies and reduce manufacturing costs. This required that competencies needed for the same be identified and developed much in advance. CM can create a healthy organization culture by indicating the work related expectations of the organization from its employees and supporting them to grow along with the organization. It can provide better transparency of the available expertise in the organization to reach the number one position in the Industry the organization should aim at having the best practices. CM can provide the basis for development of needed expertise by forming the bedrock of all HR functions like recruitment, performance management, compensation and benefits, career planning, training and development and succession.

2. Selecting a position and a group of employees A small group of employees were selected initially so that if the results were positive it could be replicated for the entire organization.

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The CM process was carried out for the above mentioned positions from theDepartment E N G I N E E R I N G 1 1 1 1 2 2 1 1 1 1 2 1 1 30/30 1 1 1 1 1 1 1 1 S U P P L Y C H A I N P R O D U C T I O N

Position General Manager Senior Manager Manager Deputy Manager senior executive Executive TOTAL

H R 1 1 1 1 1 1 6

FI N A N CE 1 1 1 1 1 1 6

OPER ATIO NS 1 1 1 1 1 1 6

S E C U R I T Y

F & B

LI NE N

AU DI T

QUAL TY ASSU RANC E

SA LE S

TOTAL 4 4 10 5 4 3

senior, Middle and Junior Management cadres which included Various Departments. The range of experience was from 2 years to 26 years and covered all possible functional areas both technical and non-technical. Totally the sample covered about 30 employees in these positions, which is about 15% of the Executive workforce. 3. Development of Competency Based Job Description Job description/ Specification is a very important document for the entire functioning of the HR system. It determines the purview and scope of a particular job. As a first step job analysis was conducted using the questionnaire method. Information was collected from the employees on various aspects of the job in a questionnaire called the Position Information Questionnaire (PIQ). Information on the individual jobs included: 1 Position summary 2 Job Purpose 3 Key Performance Areas 4 Knowledge skills and abilities required (competencies) 5 Principle responsibilities 6 Authorities 7 Relations internal, external 8 Working environment 9 Preferred qualification, experience Job analysis & job description is finalised with the help of HOD & HRSPECIALIST (GM-HR). 4. Development of Competency Framework

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Based on the job description generated and secondary sources a list of competencies was developed. A simple three level competency framework was generated as given below:The Three Levels Competency Model of AMBASSADOR SKY CHEF 1. Generic/ Meta Competencies 2. Functional Competencies 3. Technical Competencies Competency Level Sub categories of Competency 1. Generic/ Meta Competencies The Generic or Meta competencies are those, which are common to any industry, firm or job. They are the most vital competencies required by people to work effectively and efficiently for organization. They are basically conceptual and human relation skills to deal with people, ideas and symbols and complex problems 1) 2) 3) 4) 5) 6) STRATEGIC ORIENTATION LEADERSHIP TEAM WORK INTERPERSONAL DECISION MAKING COMMUNICATION INFORMATION MANAGEMENT

2. MANAGERIAL COMPETENCIES Managerial Competencies- Function-related (Marketing/Human Resources/Finance/Productions/ quality etc) 7) INITIATIVE 8) BUSINESS AWARENESS 9) PLANNING & ORGANIZATION 10) BUDJET MANAGEMENT 11) COORIDINATION 12) CONTROLING 3- TECHNICAL COMPENTENCIES (JOB KNOWLEDGE) 13) JOB REALATED SKILLS

5. Preparation of Competency Directory

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A Competency Directory is an exhaustive list of competencies along with the description of each competency. The competencies vary in degree with the level and cadre of employees.

COMPETENCY DICTIONARY1 COMMUNICATION: (GENRAL-META) Definition: Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message. LEVELS: LEVEL 1 Listening and Interpretation, establishing rapport, understanding needs. LEVEL 2 Speak confidently, gives clear direct and specific message. LEVEL 3 Is able to provide information in desired manner. Is able to communicate ideas. LEVEL 4 Is able to read, write, speak and follow instructions in order to perform his role. LEVEL 5 Understands the reasons behind other peoples thoughts and concerns. Uses this understanding to predict and prepare for others' reactions.

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2) COORDINATION: Definition: The process of facilitating the flow of work for a purpose or procedure and the ability to monitor or regulate those procedures and activities. LEVELS: LEVEL 1 Builds effectively team within a function/ country. LEVEL 2 Encourages and supports colleagues to achieve goals. LEVEL 3 Develops informationsharing networks LEVEL 4 Creates team effectiveness using people skills. LEVEL 5 Able to facilitate the flow of work for a process.

3) DECISION MAKING (GENRAL-META) Definition: The capacity to make sound and practical decisions which deal effectively with the issues and are based on thorough analysis and diagnosis. LEVELS: LEVEL 1 Knowledge of and ability to use effective approaches for choosing a course of action or developing appropriate solutions. LEVEL 2 Is capable of understanding of various scenarios for effective decision making. LEVEL 3 Takes proactive decisions and calculate risk involved. Is committed to decisions. LEVEL Is able to give opinions when collective decisions are required. 4 LEVEL 5 Takes decisions mutually based on the facts. Accepts delegated authority and acts with span of control.

4) INITIATIVE (GENRAL-META)

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Definition: The capacity to take action independently and to assume responsibility for ones action. LEVELS: LEVELS 1 Takes initiative to try out new ideas at his work place to improve process. LEVELS 2 Challenges the status quo and suggest new ways to improve the current system. LEVEL 3 Voice ideas on business issues without prompting, adopts changes in work place. LEVEL 4 Able to take prompt action to accomplish objectives. LEVEL 5 Continuously suggests innovative changes and can translate the innovative ideas into concrete changes.

5) INTERPERSONAL SKILLS : (GENRAL- META) Definition: Develop effective relationships with others. LEVELS: LEVEL 1 Ability to develop and maintain effective relationships with others in order to encourage and support communication and teamwork. LEVEL 2 Open and honest in his communication. LEVEL 3 Can establish a rapport wide range .Coaches and support team. LEVEL 4 Shares expertise in achieving team goals. Can bring people in achieving team and resolving conflict arising within. LEVEL 5 Cooperates with the team, get along with the people.

6) INFORMATION MANAGEMENT :(GENRAL-META)

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Definition: It is the collection and management of information from one or more sources and the distribution of that information to one or more audiences. LEVELS; LEVEL 1 Knows what information is needed and whom to approach. LEVEL 2 Uses a wide variety of networks to collect information on key issues. LEVEL 3 Use existing information and resources to its maximum advantage. LEVEL 4 Develop systems to organize and improve the quality of information and data collection. LEVEL 5 Collect the right information for the right time.

7) LEADERSHIP: (GENRAL-META) Definition: Leadership is an interpersonal influence directed towards the achievement of a goal or goals. LEVELS: LEVEL 1 Recognizes conflicts and acts accordingly. Senses the need to assign duties to people and delegating. LEVEL 2 Clear about who should be given which tasks? Coaches people when required and open to give advice when asked. LEVEL 3 Assigns responsibility to different people according to their capability and sets deadlines for the same. LEVEL 4 Takes advantage of most opportunities, could do more to leverage them through others. LEVEL 5 Foresee the conflicts and tries to minimize the same before it arises, thus takes necessary steps.

8) STRATEGIC ORIENTATION : ( GENRAL-META) Definition: It is an inclination to formulate strategies with long term objectives..

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LEVELS: LEVEL 1 Takes a long term and visionary view of the direction to be followed in the future. LEVEL 2 Identifies gaps and seeks to overcome them. LEVEL 3 Sets targets, monitors efficiency and effectiveness. LEVEL 4 LEVEL 5 Takes on challenging but achievable goals.

Decides on optimum work approach.

9.) TEAM MANAGEMENT :(GENERAL-META ) Definition: Actively participating as a member of a team to move the team toward the completion of goals. LEVELS: LEVEL 1 Participates willingly with the team by doing his/her share of the teams' work. Works well within the team environment to establish constructive ideas or solutions that meet organizationa l objective. LEVEL 2 Takes in charge of managing the whole business and completin g it at the right time. LEVEL 3 Takes action outside daily work routine to build commitmen t to the team as a focus. Models teamwork in own behavior. LEVEL 4 Uses strategies to promote team effectiveness across the business such as providing information to other areas of the organization to help make decisions collaborativel y and sharing resources to solve mutual problems. LEVEL 5 Communicate s information about the business to management and employees. Actively organizes activities aimed at building team spirit

MANAGERIAL COMPETENCIES 10.) BUSINESS AWARENESS: (FUNCTIONAL)

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Definition: Understanding and utilizing economic, financial, and industry data to accurately diagnose business strengths and weaknesses, identifying key issues, and developing strategies and plans. LEVELS: LEVEL 1 Able to continually identify and explore business opportunities and needs. LEVEL 2 Financial acumen. (accurate knowledge about the financial resources.) LEVEL 3 LEVEL 4 LEVEL 5

Knowledge Overview Understanding of of the Industry company business. products.

11) BUDGET MANAGEMENT: (FUNCTIONAL) Definition: Understanding of the available resources and utilizing them in the best possible manner by remaining within the amount allotted to do a particular task. LEVELS: LEVEL 1 Has the basic understanding of expenditures and revenues of the department. LEVEL 2 Ability to assess the necessary expenditures. LEVEL 3 Capable of framing budgets. LEVEL 4 Ability to utilize the amount allotted to the department as planned. LEVEL 5 Ability of utilize the limited resources in an optimum manner.

12 ) CHANGE ORIENTATION :(FUNCTIONAL)

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Definition: The ability to manage and accept changes. LEVELS: LEVEL 1 Demonstrates capacity to identify changes. LEVEL 2 Involves employee in initiating and implementing changes. LEVEL 3 Reshapes the team to deal with challenges created by changes. LEVEL 4 Generates innovations and creative ideas which assist in progressing. The change process. LEVEL 5 Ability to support innovation and creativity by encouraging staff to accept and resolve changes.

13) CONTROLLING (FUNCTIONAL) Definition: Control is the process through which standards for performance of people and processes are set and applied. LEVELS: LEVEL 1 Ability to exercise powers. LEVEL 2 Keep a check on the working system. LEVEL 3 Ability to allocate decision making authority or task responsibility to others LEVEL 4 Ability to exercise control without compelling employees thus avoiding employee dissent. LEVEL 5 Ability to convince others on a particular course of action.

14.) DEVELOPING OTHERS :(FUNCTIONAL)

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Definition: To plan and support the development of others through a competency based system. LEVELS: LEVEL 1 The desire and capacity to foster and development of members of his or her team. LEVEL 2 Is able to make an objective assessment of individuals performance LEVEL 3 Assess employee training needs against set goals. LEVEL 4 Implement development programs to support staffs in achieving performance goals. LEVEL 5 Has the knowledge of development procedures.

15) MOTIVATION (FUNCTIONAL) Definition: Motivation is a desire to achieve a goal, combined with the energy to work towards that goal. LEVELS: LEVEL 1 Encourages the employees whenever required. LEVEL 2 Creates and maintains a positive environment. LEVEL 3 Finds out what motivates employees and tries to provide it. LEVEL 4 To guide. LEVEL 5 Keeps employee well informed.

16)PLANNING AND ORGANIZING: (FUNCTIOAL)

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Definition: Establishing courses of action for self and others to ensure that work is completed efficiently. LEVELS: LEVEL 1 Diaries appointments and keeps to them on time. Can prioritize tasks and recognize the difference between urgent and important tasks. LEVEL 2 Meets deadlines, delivers work on time without sacrificing quality. Is a positive influence on the use of time ingroup meetings helps maintain focus. LEVEL 3 Able to assist other team members where necessary to formulate objectives. Accountable for preparation and delivery of plans for an activity or project undertaken by a work group or team. LEVEL 4 Is effective in planning the best balance of resources including human, financial and technological to meet goals. LEVEL 5 Ability of arrange and assign work to use resources efficiently.

17) PROBLEM SOLVING:( FUNCTIONAL)

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Definition: Processes problems into solutions and new opportunities. LEVELS: LEVEL 1 Ability to identify problems. LEVEL 2 Determine possible solutions. LEVEL 3 Work actively to resolve the issues. LEVEL 4 Ability to handle outcomes arising out of the solutions suggested and implemented LEVEL 5 Identifies and educates others to focus on causes, not symptoms, of problems and works co operatively to seek solutions.

18) RETENTION: (FUNCTIONAL HR) Definition: Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project. LEVELS: LEVEL 1 Has a basic understanding of employee turnover. LEVEL 2 Able to understand reasons for employee turnover. LEVEL 3 Ability to develop plans to reduce attrition. LEVEL 4 Takes actions and implements plans to check attritions LEVEL 5 Create a feeling of recognition among the employees.

19) RECORD KEEPING ( FUNCTIONAL)

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Definition: Ability to handle documents LEVELS: LEVEL 1 Has a basic understanding of various kinds of records. LEVEL 2 Ability to make entries. LEVEL 3 Can interact with various departments and prepare records accordingly. LEVEL 4 Ability to interpret the records and take decisions accordingly LEVEL 5 Capable of keeping up to date records.

20) TECHNICAL SKILLS: (JOB KNOWLEDGE) Definition: training. LEVELS: LEVEL 1 Performing office task. LEVEL 2 Working with and data and numbers. working with the computer LEVEL 3 Demonstrating technical or professional expertise to at as a professional and technical resource to he organization. LEVEL 4 Working with Modern technology, to use technology to ensure a high level of efficiency in accomplishing work. LEVEL 5 Possession of knowledge, understanding and expertise to carry out the work effectively. These are the skills that are action specific and require

21 ) SELECTION: (FUNCTIONAL)

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Definition: selection is a process to choosing the best among st available alternatives. It is finding right person for the right job. LEVELS: LEVEL 1 Has a basic knowledge of selection procedures LEVEL 2 Ability to recognize skills and talents around. LEVEL 3 Ability to screen candidates and conduct interview. LEVEL 4 Ability to select the right candidate for the organization. LEVEL 5 Can interact with various universities and suggest recruitment trips.

NOTE- LEVEL1=Executive (Beginners) LEVEL 2=Senior Executive (seniors) LEVEL3=Deputy Manager & Manager (Experienced) LEVEL 4=Senior Manager (Expert) LEVEL 5= GENRAL Manager (excellent) 6. Assessment of Individual Competencies. The Competency assessment questionnaire consisted of the Likert 5point scale and data was obtained from the employees under two series. The two series of data represented the level of Competency present and the level of Competency required for the job. Employees were asked to self assess their competencies and choose a level which correctly represents their competency levels present and required for the job. The first series of data can be used to assess the competency present in the employees as per his self-assessment. The second series of data will help understand requirement of such competency in the present job according the employee and the difference will help analyze the training need of the employees.

7. Assessment of Competencies using 360 Degree approach After the employee has assessed himself the same questionnaires were sent to

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His / her boss, Peers (two) Subordinate (One) They gave the rating using the following Rating Scale. (Below avrage-1;/ Avarage-2; / Good-3; / Very good4; / Excellent 5,) =1-Beginners; 2=Seniors; 3=Experienced; 4= Expert; 5= Excellent An average of the scores of all the ratters was taken to give a final score on the employees competency. This constituted the complete 360-degree assessment of the competencies present in the employees. 8. Preparation of Competency Matrix DATA ANALYSIS: SCALE:The scale is used for rating competencies. The scale used is 1-5 rating scale, where 1 is the lowest and 5 is the highest score. TOOLS USED FOR ANALYSIS:-Simple percentage analysis It is simple analysis tool. In this method, based on the opinions of the respondents, percentage and bar chart is calculated for the respective scales of each factor. Formula: Simple percentage = No of Respondents (for particular answer) / Total No of Sample Size

Competency Matrix

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ABBREVIATIONSHR FIN OP ENG SUP LIN AU PRO QA SEC SA F&B HUMAN RESORCE FINANANCE OPERATION S ENGINEERING SUPPLY CHAIN LINEN AUDIT PRODUCTION QUALITY ASSURANCE SECURITY SALES FOOD &BEVARGES

GM1

GMPRAMOD PEDNEK AR POSITI ON PERS ON LEVEL 5 5 5 5 5 5 5 3 3 4 4 4 4

GM2 HR GA P

GM POOJA MISHRA POSITI PERS ON ON CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR LEVEL 5 5 5 5 5 5 5 4 4 4 4 4 4 LEVEL 5 5 5 5 5 5 5 4 4 4 4 4 4

FINAN CE GAP

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

Cc RE LE TW IP COM IM IN BA PO BD COR CON JR

LEVEL 5 5 5 5 5 5 5 4 4 4 4 4 4

0 0 0 0 0 0 0 1 1 0 0 0 0

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

0 0 0 0 0 0 0 0 0 0 0 0 0

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GM3

GM VINCENT BRAGENZA POSITIO PERSO N N CC RE LE TW IP CO M IM IN BA PO BD COR CON JR LEVEL 5 5 5 5 5 5 5 4 4 4 4 4 4 LEVEL 5 4 5 4 5 5 5 4 4 4 4 4 4

OPR GAP GM4 GM RAJESH DHABANE POSITIO PERSO N N CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR LEVEL 5 5 5 5 5 5 5 4 4 4 4 4 4 LEVEL 5 4 5 4 5 5 5 4 4 4 4 4 4

EN G GAP

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

0 1 0 1 0 0 0 0 0 0 0 0 0

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

0 1 0 1 0 0 0 0 0 0 0 0 0

DONDU JAITAPKAR SM5 POSITIO N CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 4 4 4 4 4 4 4 4 4 4 4 4 4 PERSO N LEVEL 4 3 4 4 4 4 4 2 4 3 4 4 4 GAP 0 1 0 0 0 0 0 2 0 1 0 0 0 HR SM6

KARUNAKAR KOTIAN POSITIO N CC RE LE TW IP CO M IM IN BA PO BD COR CON JR LEVEL 4 4 4 4 4 4 4 4 4 4 4 4 4 PERSO N LEVEL 4 3 4 4 4 4 3 2 4 4 4 4 4

FIN A

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

GAP 0 1 0 0 0 0 1 2 0 0 0 0 0

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SUP SM7 MOHAN PARDESHI POSITIO N SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 4 4 4 4 4 4 4 4 4 4 4 4 4 PERSO N LEVEL 3 3 4 4 4 4 3 3 4 3 4 4 4 GAP 1 1 0 0 0 0 1 1 0 1 0 0 0 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP CO M IM IN BA PO BD COR CON JR OP SM8 PRASAD JAMSANDEKAR POSITIO N LEVEL 4 4 4 4 4 4 4 4 4 4 4 4 4 PERSO N LEVEL 4 2 4 4 4 4 4 4 4 4 4 3 4 GAP 0 2 0 0 0 0 0 0 0 0 0 1 0

M9 SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13

DEVENDRA DAS POSITION CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 PERSON LEVEL 3 3 2 3 3 2 3 4 4 4 4 4 4

M10HR GAP 0 0 1 0 0 1 0 0 0 0 0 0 1

SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

YOGESH KULKARNI POSITIO PERSO N N CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 LEVEL 3 3 2 3 3 2 3 4 4 4 4 4 4

FIN

GAP 0 0 1 0 0 1 0 0 0 0 0 0 1

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TAMBE PRABHAKAR M11 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13 POSITIO N CC RE LE TW IP CO M IM IN BA PO BD COR CO N JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 PERSO N LEVEL 2 3 3 3 3 3 3 3 4 4 3 3 5 GAP 1 0 0 0 0 0 0 1 0 0 1 1 0 OP M12 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

RAYMOND GONSALVIS POSITIO N CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 PERSO N LEVEL 3 3 3 2 2 3 3 4 4 2 4 4 4

EN G

GAP 0 0 0 1 1 0 0 0 0 2 0 0 1

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M13 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

LAURENCE MICHEL POSITIO N CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 PERSO N LEVEL 3 3 3 3 2 3 2 4 2 4 4 2 5

AUDI T

M14 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13

CHETAN JOGADIA POSITIO N PERSO N LEVEL 2 3 3 3 2 3 3 4 2 4 4 4 5

SALE S

GAP 0 0 0 0 1 0 1 0 2 0 0 2 0

CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR

LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5

GAP 1 0 0 0 1 0 0 0 2 0 0 0 0

BHUPENDRA ANDYAL M115 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13 SATISHKUMAR GUPTA POSITIO N CC RE LE TW IP CO M IM IN BA PO BD COR CON JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 PERSO N LEVEL 2 3 3 3 3 3 3 3 4 3 4 4 4 GA P 1 0 0 0 0 0 0 1 0 1 0 0 1 QA M16 SRN O 1 2 3 4 5 6 7 8 9 10 11 12 13 POSITIO N CC RE LE TW IP CO M IM IN BA PO BD CO R CO N JR LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 PERSO N LEVEL 3 3 3 2 2 2 3 4 4 4 3 4 5

F& B GA P 0 0 0 1 1 1 0 0 0 0 1 0 0

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M117

PRADEEP NAIK POSITION PERSON LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 3 1 3 2 3 3 2 2 4 4 4 4 5

SECURITY

M18

ASHISH SARKAR POSITION PERSON LEVEL 3 3 3 3 3 3 3 4 4 4 4 4 5 3 3 3 2 2 3 3 4 4 3 4 3 4

PRO

SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13

CC RE LE TW IP COM IM IN BA PO BD COR CON JR

LEVEL

GAP 0 2 0 1 0 0 1 2 0 0 0 0 0

SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13


LEVEL

GAP 0 0 0 1 1 0 0 0 0 1 0 1 1

NARESH SHAH DM19 POSITION SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 3 3 3 3 3 3 3 3 3 3 3 3 4 PERSON LEVEL 2 2 2 1 2 3 2 2 2 2 2 2 4 GAP 1 1 1 2 1 0 1 1 1 1 1 1 0 SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 HR DM20

AJIT JADHAV FIN POSITION CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 3 3 3 3 3 3 3 3 3 3 3 3 4 PERSON LEVEL 3 2 2 2 2 2 2 3 3 3 3 3 4 GAP 0 1 1 1 1 1 1 0 0 0 0 0 0

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DM21

SACHIN PATIL POSITION PERSON LEVEL 3 3 3 3 3 3 3 3 3 3 3 3 4 2 2 2 1 3 2 2 2 2 3 2 3 3

OP

DM22

FATEH BAHADUR SINGH POSITION PERSON LEVEL 3 3 3 3 3 3 3 3 3 3 3 3 4 2 2 2 2 3 2 2 2 2 2 3 2 3

LIN GAP 1 1 1 1 0 1 1 1 1 1 0 1 1

SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13


LEVEL

GAP 1 1 1 2 0 1 1 1 1 0 1 0 1

SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13


LEVEL

SANJAY KUNTE DM23 POSITION SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 3 3 3 3 3 3 3 3 3 3 3 3 4 PERSON LEVEL 2 3 3 2 3 3 2 2 2 2 2 3 3 GAP 1 0 0 1 0 0 1 1 1 1 1 0 1 SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 AUDIT SE24

BHAGVAN INGALE HR POSITION CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 2 2 2 2 2 2 2 2 2 2 2 2 2 PERSON LEVEL 2 2 2 2 2 2 2 1 2 1 2 2 2 GAP 0 0 0 0 0 0 0 1 0 1 0 0 0

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ASHOK PATEL SE25 POSITION SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 2 2 2 2 2 2 2 2 2 2 2 2 2 PERSON LEVEL 2 1 2 1 2 2 1 2 2 2 2 2 2 GAP 0 1 0 1 0 0 1 0 0 0 0 0 0 SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR FIN SE26 JERRY RODRIX POSITION LEVEL 2 2 2 2 2 2 2 2 2 2 2 2 2 PERSON LEVEL 2 1 1 2 1 2 2 2 2 1 2 2 2 GAP 0 1 1 0 1 0 0 0 0 1 0 0 0 OP

VAISHALI SANE SE27 POSITION SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR LEVEL 2 2 2 2 2 2 2 2 2 2 2 2 2 PERSON LEVEL 2 2 2 2 2 2 2 2 2 1 2 2 2 GAP 0 0 0 0 0 0 0 0 0 1 0 0 0 SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13 CC RE LE TW IP COM IM IN BA PO BD COR CON JR SUPP EX28 POSITION LEVEL 1 1 1 1 1 1 1 2 2 2 2 2 2 PERSON LEVEL 1 1 1 1 1 1 1 2 2 1 1 1 1 GAP 0 0 0 0 0 0 0 0 0 1 1 1 1 SUPRIYA DALVI HR

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EX29

SMITA DESHMUKH POSITION PERSON LEVEL 1 1 1 1 1 1 1 2 2 2 2 2 2 1 1 1 1 1 1 1 2 1 2 1 2 1

FIN

EX30

MILIND CHAWAN POSITION PERSON LEVEL 1 1 1 1 1 1 1 2 2 2 2 2 2 1 1 1 1 1 1 1 2 2 2 2 1 1

OP

SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13


LEVEL

GAP 0 0 0 0 0 0 0 0 1 0 1 0 1

SRNO 1 2 3 4 5 6 7 8 9 10 11 12 13


LEVEL

GAP 0 0 0 0 0 0 0 0 0 0 0 1 1

5.3 DATA PRESENTATION ( DATA ANALYSIS & INTERPRETATION):(GM-General Manager, SM-senior Manager, M-Manager, SE-Senior Executive, EX- Executive)

ResultOrientation6 l5 e 4 3 v 2 e l1 0

POSITION PERSON GAP

This chart shows 8 employees do not match desired competency level in result orientation that comes to 27 %( 8/30), which includes

1 M G 2 M G 3 M G 4 M G 5 M S 6 M S 7 M S 8 M S 9 M 0 1 M 1 M 2 1 M 3 1 M 4 1 M 5 1 M 6 1 M 7 1 M 8 1 M M D M D M D M D M D 4 2 E S 5 2 E S 6 2 E S 7 2 E S 8 2 X E 9 2 X E 0 3 X EE MPLYOE E

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GM 0

SM 1

M 3

DM 4

SE 0

EX 0

----------------------------------------

L eadership6 5 4 3 2 1 0

POSITION PERSON GAP

This chart shows that 14 employees does not meet desired level of competency in Leadership that comes to 47 %(14 /30) which includes, GM 2 SM 4 M 2 DM 4 SE 2 EX 0

This chart shows that 07 employees do not meet desired level of competency in Teamwork that comes to 23% (07/30) which includes, GM 0 SM 0 M 2 DM 4 SE 1 EX 0

1 M G 2 M G 3 M G 4 M G 5 M S 6 M S 7 M S 8 M S 9 M 0 1 M 1 M 2 1 M 3 1 M 4 1 M 5 1 M 6 1 M 7 1 M 8 1 M 9 1 M D 0 2 M D 1 2 M D 2 M D 3 2 M D 4 2 E S 5 2 E S 6 2 E S 7 2 E S 8 2 X E 9 2 X E 0 3 X E6 5 4 3 2 1 0

T eamW ork

----------------------------------------

78

6 5 4 3 2 1 0

Interpersonal

POSITION PERSON GAP

This chart shows that 12 employees do not meet desired level of competency in Interpersonal that comes to 40% (12/30) which includes GM 2 SM 0 M 4 DM 5 SE 1 EX 0

6 5 4 3 2 1 0

This chart shows that 08 employees does not meet desired level of competency in Communication, that comes to 27% (08/30) which includes, GM 0 SM 0 M 5 DM 2 SE 1 EX 0

1 M G 2 M G 3 M G 4 M G 5 M S 6 M S 7 M S 8 M S 9 M 0 1 M 1 M 2 1 M 3 1 M 4 1 M 5 1 M 6 1 M 7 1 M 8 1 M 9 1 M D 0 2 M D 1 2 M D 2 M D 3 2 M D 4 2 E S 5 2 E S 6 2 E S 7 2 E S 8 2 X E 9 2 X E 0 3 X E ---------------------------------------79

1 M G 2 M G 3 M G 4 M G 5 M S 6 M S 7 M S 8 M S 9 M 0 1 M 1 M 2 1 M 3 1 M 4 1 M 5 1 M 6 1 M 7 1 M 8 1 M 9 1 M D 0 2 M D 1 2 M D 2 M D 3 2 M D 4 2 E S 5 2 E S 6 2 E S 7 2 E S 8 2 X E 9 2 X E 0 3 X E

Com unication m

POSITION PERSON GAP

Inform ationManag ent em6 5 4 3 2 1 0

POSITIO N PERSON

This chart shows that 05 employees does not meet desired level of competency in Information Management, that comes to 17% (05/30) which includes, GM 0 SM 0 M 2 DM 3 SE 0 EX 0

6 5 4 3 2 1 0

This chart shows that 10 employees does not meet desired level of competency in Imitativeness, that comes to 33% (10/30) which includes, GM 0 SM 2 M 2 DM 5 SE 1 EX 0



Initiative

POSITION PERSON GAP

B usinessAwareness4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

POSITIO N

This chart shows that 12 employees does not meet desired level of competency in Business Awareness, that comes to 40% (12/30) which includes, GM 1 SM 3 M 3 DM 4 SE 1 EX 0

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

This chart shows that 08 employees does not meet desired level of competency in Planning & Organizing, that comes to 27% (08/30) which includes, GM 1 SM 0 M 2 DM 4 SE 0 EX 1



Planing& Org anizing

POSITION PERSON GAP

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

B et Manag ent udg em

POSITIO N

This chart shows that 12 employees does not meet desired level of competency in Budget Management comes to 40% (12/30) which includes, GM0 SM 2 M 3 DM 3 SE 3 EX 1

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

This chart shows that 07 employees does not meet desired level of competency in Coordination, that comes to 23% (07/30) which includes, GM 0 SM 0 M 2 DM 3 SE 0 EX 2


Coordination

POSITIO N

----------------------------------------

82

Controlling4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

POSITIO N

This chart shows that 08 employees does not meet desired level of competency in Controlling, that comes to 27% (08/30) which includes, GM 0 SM 1 M 3 DM 2 SE 0 EX 2POSITIO N

6 5 4 3 2 1 0

This chart shows that 10 employees does not meet desired level of competency in Job Knowledge, that comes to 33 % (10/30) which includes, GM 0 SM 0 M 4 DM 3 SE 0 EX 3


1 M G 2 M G 3 M G 4 M G 5 M S 6 M S 7 M S 8 M S 9 M 0 1 M 1 M 2 1 M 3 1 M 4 1 M 5 1 M 6 1 M 7 1 M 8 1 M D D D D D 4 2 E S 5 2 E S 6 2 E S 7 2 E S 8 2 X E 9 2 X E 0 3 X E

JobK nowledg e

TRAINING NEED ASSESSMENTSR. NO 1 2 3 4 Competenc y STRATEGIC ORIENTATI ON LEADERSHI P TEAM WORK INTERPERS ONAL DESION MAKING COMMUNIC ATION INFORMATI ON MANAGEME NT INITIATIVE BUSINESS AWARENES S PLANNING Employee needed to be trained (employee code) SM7;M11;M14;M15;DM19;DM21;DM22;DM23 GM4;SM5;SM6;SM7;SM8;SM10;M17;DM19 ;DM20;DM21;DM22;SE25;SE26 M9;M10;DM19;DM20;DM21;DM22;SE26 GM3;GM4;M12;M16;M17;M18;DM19;DM20; DM21;DM22;DM23;SE25 M12;M13;M14;M16;DM19;DM20;SE26 M9;M16;DM20;DM21;DM22 Tot al 9 13 7 12 7 5

5 6

7 8 9

SM6;SM7;M13;M17;DM19;DM20;DM21;DM22; 10 DM23;SE25 GM1;SM5;SM6;SM7;M11;M15;M17;DM19;DM2 12 1;DM22;DM23;DM24 GM1;M13;M14;DM19;DM21;DM22;DM23;EX29 8 84

10 11 12 13

& ORGANISIN G BUDJET MANAGEME NT COORDINAT ION CONTROLIN G JOB KNOWLEDG E

SM5;SM7;M12;M15;M18;DM19;DM22;DM23;S E24;SE26;SE27;EX28 M11;M16;DM19;DM21;DM23;EX28;EX29 SM8;M11;M13;M18;DM19;DM22;EX28;EX30 M9;M12;M15;M18;DM21;DM22;DM23;EX28;E X29;EX30

12 7 8 10

Group showing age of respondents:AGE NO.OF EMPLOYEES 2025 1 26-30 31-35 36-40 41-45 46-50 5158 5 6 4 7 4 3

NOO EMPL O F Y EE

20-25 26-30 31-35 36-40 41-45 46-50 51-58

Inferences: From the above table and chart we can say that most of employees are age of 30 to 45 . ---------------------------------------Graph showing the years of experience of the respondents: EXPERIENCE 1-3 4-10 7 1115 9 1620 7 2125 4 2630 1

NO.OF EMPLOYEES 2

85

Inferences: From the above table and chart we can say that Organization has successfully retained experienced employees.

QUESTIONS1. Do you feel you are doing the job according to your job profile? ANSWER NO OF EMPLYOEE YES 27 NO 03 CANT SAY 0

NOOFEMPL OEE Y40 20 0 YES NO CAN'T SAY

NO OF EMPLYOEE

Inferences: From the above table and chart we can say that 90% of the respondents agree that, they are doing the job according to their job profile while the 10% disagree. ---------------------------------------2 Do you finish every work assigned to you within the time limit? ANSWER NO OF EMPLYOEE YES 23 NO 05 CANT SAY 0

86

Inferences: From the above table and chart we can say that 76% of respondents always finish every work assigned to them within the time limit, while 24% sometime complete their work in time.

3. Do you require the guidance from your superior? ANSWER NO OF EMPLYOEE YES 25 NO 05 CANT SAY 0

40 20 0 YES

NOOFEMPL OEE Y

NO OF

NO

CAN'T SAY

Inferences: From the above table and chart it is clear that 83% of respondents sometimes need guidance from their superiors while 17% never need any guidance from their superior. ---------------------------------------4. Do you feel you need training to perform your work? ANSWER NO OF EMPLYOEE YES 9 NO 16 CANT SAY 05

87

NOOFEMPL OEE Y20 15 10 5 0 YES NO

NO OF EMPLYOEE

CAN'T SAY

Inferences: From the above table and chart its clear that 30% of respondents feel they need training to perform their work, 53% do not need training to perform their work, while 13 % were unable to say anything about this.

5. Does competency mapping helps you to do manpower planning? ANSWER NO OF EMPLYOEE YES 28 NO 2 CANT SAY 0

NOOFEMPL OEE Y30 20 10 0 YES NO CAN'T SAY

NO OF

Inferences: From above we can say that 93% of respondents admit that competency mapping helps them to do manpower planning and only 7% disagreed. ---------------------------------------6. Does an environment in organization helps in competency mapping & development? ANSWER NO OF EMPLYOEE YES 26 NO 2 CANT SAY 2

88


NO OF EMPLYOEE

Inferences: From above we can say that 86% of respondents admit that an environment in organization helps in competency mapping & development process and only 7% disagreed while 7% didnt answered. 7. Does competency mapping helps you in identifying gaps? ANSWER NO OF EMPLYOEE YES 29 NO 0 CANT SAY 1

NOOFEMPL OEE Y40 30 20 10 0 YES NO CAN'T SAY

NO OF

Inferences: From above we can say that 97% of respondents admit that competency mapping helps them in identifying gaps and only 3% didnt answered ---------------------------------------8. Do you think training programs suggested after competency mapping process are relevant & useful to you? ANSWER NO OF EMPLYOEE YES 27 NO 0 CANT SAY 3

89

NOOF EMPL OEE Y30 20 10 0 YES NO CAN'T SAY

NO OF EMPLYOEE

Inferences: From above we can say that 90% of respondents admit that training programs suggested after competency mapping are relevant & useful and only 10 % didnt answered 9. Does competency mapping helpful in individuals career development & company growth? ANSWER NO OF EMPLYOEE YES 27 NO CANT SAY 3

30 20 10 0 YES

NOOFEMPL OEE Y

NO OF EMPLYOEE NO CAN'T SAY

Inferences: From above we can say that 90% of respondents admit that competency mapping helps in career development & company growth and only 10 % didnt answered ---------------------------------------10. Do you perform competency mapping regularly in your company? ANSWER NO OF EMPLYOEE YES 4 NO 16 CANT SAY 10

90

20 15 10 5 0 YES

NOOFEMPL OEE Y

NO OF EMPLYOEE

NO

CAN'T SAY

Inferences: From above we can say that only 13% of respondents admit that competency mapping is done regularly where as 53 % disagreed and 34% didnt answered. 11. Does 360 degree feedback method used in competency mapping process motivate you to identify self gaps & overcome them? ANSWER NO OF EMPLYOEE YES 30 NO 0 CANT SAY 0

Inferences: From above we can say that100 % of respondents admit that 360 degree feedback method motivate them to identify self gaps & overcome them. ---------------------------------------12. Does feedback- form provided to you competency mapping help you to understand competency level ? ANSWER NO OF EMPLYOEE YES 28 NO 1 CANT SAY 1

91

Inferences: From above we can say that 94 % of respondents admit that feedback form provided to them is understandable &selfexplanatory, while 3% disagreed & 3% didnt answered 13. Are you Satisfied and Agree with received feedback from360 degree feedback? ANSWER NO OF EMPLYOEE YES 29 NO 1 CANT SAY 0

NOOFEMPL OEE Y40 20 0 YES NO CAN'T SAY NO OF EMPLYOEE

Inferences: From above we can say that 97 % of respondents admit that feedback received from 360 degree feedback process is fair & acceptable to them. Only 3 % disagreed. ---------------------------------------14 Are you now (after competency mapping) aware of what is expected from you? ANSWER YES NO CANT SAY NO OF 26 1 3 EMPLYOEE

92


NO OF EMPLYOEE

Inferences: From above we can say that 87 % of respondents admit that competency mapping process helps them in role clarification, while 3 % disagreed & 10 % didnt answered.

6 FINDING &CONCLUSION

&

93

6.1 RESEARCH FINDINGS :1) 70 % employees are competent while 30 % are not enough competent & required to be trained. 2) 360 degree feedback method is self-motivating & highly acceptable in organization.3) Employee in AMBASSADORSKY CHEF believes that Competency

mapping process help them in role clarification & they are doing the job according to their job profile.4) They finish every work assigned to them within the time limit,

which shows that they are competent, though many of them need

94

guidance from their superiors sometimes, also few believe that they need training to perform their job .5) Almost all employees believe that competency mapping is helpful

in individuals career development as well as company growth.6) Many believe that though environment in organization is good for

competency mapping & development competency mapping is not carried out regularly. 7) The important findings of this study are a) Identification of competency levels of employees. b) Discovery of competency gaps. c) Identification of training needs.

6.2 CONCLUSION: Hence, with the given research study conducted in this organization, it can be concluded that the concept of competency mapping is in between the introduction and growth stage that is it is ahead of introduction stage and has not reached yet to growth stage .

95

From the above study it can be concluded that Competency Mapping is useful in economical use of the most important resource, Human Capital by ensuring the best suitable job to the person. It also ensures Individuals growth and development. In a nutshell it can be concluded that Competency mapping process helps organizations not only in identify gaps but also bridge the gap. 360 degree method is most appropriate & accepted method .It helps in creating healthy organization culture. It has been also concluded that there is certainly a quest for Competency mapping in the employees and combining this factor with highly established HR Department and Information Technology in the organization, competency mapping is need to be regularly carried out here.

7 RECOMMENDATION AND SUGGESTIONS

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7.1 RECOMMENDATION AND SUGGESTIONS :

97

1. In this organization regular training programs should be conducted on various competency clusters

competency mapping project- 360 degree method

Documents

tool of competency mapping

competency pool

competency clusters

project training

fewer employees

employees satisfaction

master of arts ll

ambassadors sky chef