A STUDY ON COMPETNCY MAPPING AND ITS EFFECTIVENESS

BY

[DATE]
[COMPANY NAME]
[Company address]
 TITLE OF THE PROJECT REPORT

A STUDY COMPETNCY MAPPING

By-

(Registration No. – )

A project report submitted in partial fulfillment of the requirements

for the degree of Master of Business Administration of

Sikkim Manipal University, INDIA

Learning Centre address

Sikkim – Manipal University of health, Medical and technological science Distance

Education wing, Syndicate House, Manipal – 576104

ACKNOWLEDGEMENT

“Vital to every operation is co-operation”. We really agree to this wonderful quotation put forth by

Mr. Frank Tyger. This project was successful due to the co-operation extended by people who have

truly contributed towards it. We gratefully acknowledge Prof. ______ who’sdeep sharing and

synergy has moved us many levels beyond our own thinking. We want tothank the management of

various companies who gave us the permission to conduct research.We would also like to thank all

the employees and HR executives who empowered us withvaluable information. And finally to those

whose lives and writings has come the wisdom of the ages. We have tried to learn from your

legacy.2 |
ABSTRACT

Competency mapping and its effectiveness towards organizations and employees in Indian culture

is a continuous process and done annually as a formal exercise before completionof the financial

year. Competency mapping impact on people throughmeaningful feedback and is a powerful tool

for recognition. This project explains performance appraisal system and tries to find out how

efficiently Performance Appraisal isconducted. And if performance appraisal doesn’t meet its

objective then, what are the factorscausing failure.

 BONAFIDE CERTIFICATE:

IT IS Certified that this project report titled COMPETNCY MAPPING AND ITS EFFECTIVENESS
TOWARDS ORGANIZATIONS AND EMPLOYEES IN INDIAN CULTURE ” is the bona-fide work of ,
REGISTRATION ID - Who carried out the project work under my supervision.

SIGNATURE SIGNATURE

HEAD OF THE DEPARTMENT FACULTY IN CHARGE

Learning Centre Address -

 TABLE OF CONTENTS

Page No

● Executive Summary

● Introduction

● Problem of the Study

● Objective

● Research Methodology

● Analysis

● Conclusions

● Recommendation

Appendix

Bibliography
India lives in villages” said MahatmaGandhi decades ago. It is true even today. Likeevery developing

economy, the economy of India isalso agro-based. Agriculture accounts for nearly1/4th of India's GDP

and more importantly, about2/3 rd of the country's population is dependent onagriculture and allied

activities for their livelihood.As per statistics nearly 175 lakh MT of fertilizer nutrients are required

every year in this country.The demand of fertilizers was so high that India had to import almost 30%

of its requirementfrom other countries. Therefore, to achieve the economic growth, agriculture base

of the countrymust be strengthened. To attain this objective, agriculture practices have to be

improved from their traditional pattern to a higher technological track involving better irrigation and

use of better quality seeds, fertilizers, insecticides & pesticides. Therefore, chemical fertilizers are key

player in this process and fertilizer industries plays quite a major role in increasing food production in

the country and also helps to modernize the outlook of the common farmers and make them

innovative and respective to the new technology change. A fertilizer is any material, organic, inorganic,

natural or synthetic, that is placed on or incorporated into the soil to supply plants with one or more

of the chemicals elements necessary for normal growth. Fertilizer is the material, which supplies the

chemicals elements required for plant growth. Primary nutrients like nitrogen, phosphates and

potassium (required for fertilizer land) are supplied through chemical fertilizer. Fertilizer response

studies have proved that onekg. of fertilizer nutrient application can the food grain production by 8-

10 kg.

Fertilizer production is of permanent importance for this country because fertilizer

increases agriculture productivity. One hand population increasing but on the other the supply of land

is totally fixed. So we have to produce more without any increase in arable land area. Thiscan be done

if productivity goes up. And fertilizer plays a major role in productivity escalation. As this is a vital

commodity it is in the interest of nation that farmers get fertilizers at reasonable rate and in adequate

quantity. Looking to the poor economic condition of Indian farmers Government of India framed
fertilizer policy in 1977 based on Maratha committee report. The purpose behind introducing this

policy was to supply fertilizer to resource poor at a price they could afford, so as to increase the

consumption of fertilizer, to increase food production, and ensure fair return to fertilizer producers.

With this twin objective, Retention Price Scheme (RPS) for fertilizers came into picture. In this scheme

government has brought the fertilizer under the preview of Essential Commodities Act (ECA) in which

the retail price of fertilizer to the farmer is notified by the Government of India from time to time. This

retail price to the farmer is uniform throughout the country and is subject to local taxes applicable

under the respective States. Further under ECA, the government also operates a system of distribution

control in which the manufacturers including the handling agents for the imported fertilizers are

directed to sell specified quantities of fertilizers in given states/union territories. While doing so, the

logistics of fertilizer distribution including storage, transportation, handling etc. are also suitably

regulated conforming to overall supply plans of the government to meet the requirement in all the

parts of the Country. Now manufacturers also should get reasonable rate of return as all incentive for

producing fertilizers. Manufacturers should get at least that much, which call enable them to remain

in the industry. Government of India fixes the price of fertilizers in such a way that manufacturer's

cost of production including cost of marketing is covered and the manufacturer gets a 12% post tax

return on net worth of the unit at a pre-defined capacity utilization. Norms are fixed for consumption

of raw material, utilities, services, capacity utilization, depreciation etc. The price so fixed is called

Retention Price (RP). This price is reviewed every three years. In a nutshell fertilizers cannot be sold in

open markets and producing unit has almost nil say in fixing fertilizer price. Then how to increase

profits? By operating plant efficiently only.

The work of administering the Retention Price Scheme (RPS) is entrusted to Fertilizer Industry Co-

ordination Committee (FICC) which works under the control of department of chemicals and

fertilizers. Growth of Fertilizer Industry One of the most significant achievement of the post-
Independence period of our country has been the ability to achieve self-sufficiency in food grain

production. This achievement is due to the rapid growth and improvement of Fertilizer industry. The

Fertilizer industry is growing at the rate of 4% for the last 10 years and has been contributing a

significant part of G.D.P. The growth and importance of Fertilizer industry in India can be divided in to

three distinct phases, these are given below.

1. Pro Green Revolution Period:

This period is described in 1952-1953 era where increased growth of food grains took place however

this increased production in food grains took place due to increased irrigation methods. In this phase

the land under agriculture was made more, during this period about 80% of the country's population

was involved in Agriculture either directly or indirectly. During this period the fertilizer's which were

manufactured were Super Phosphate & Ammonium Sulphate. Irrigation was thought to be heart of

Agriculture.

Green Revolution Period:

During this phase Government stated the programme aimed at making our country self sufficient in

Food Products. This was the period between the years 1959-1960. This plan laid the emphasis on

production of High Yielding Varieties. To make this plan a success there was a high need to make soil

fertile by providing it with nutrients like Phosphorus, Nitrogen and Potassium. During this phase

Fertilizer industry tried to play a vital role, became one of the most important, and inherits part of our

economy.

The Post Green Revolution Period:

The world's population along with Indian population has kept on growing at a alarming rate, the

fertilizer companies all over India are trying to expand their scale of operations in order to increase
the production rate. The demand for fertilizers per year is increasing. The current demand of fertilizers

in India is 18 million tones.

Fertilizer Industry Scenario in India

In India, First of all in 1906, A Single Super Phosphate (SSP) manufacturing unit was set up at Ranipat

near Chennai (Madras) with annual capacity of 6000 tones per annum.

1. Public Sector

 The Fertilizer And Chemicals Travancore Ltd. (FACT)

 Hindustan Fertilizer Corporation Ltd. (HFC)
 Madras Fertilizer Ltd. (MFL)
 Hindustan Copper Ltd. (HCL)
 Naively Lignite Corporation Ltd. (NLC)
 Pyrites, Phosphates And Chemicals Ltd. (PPCL)
 Pradeep Phosphates Ltd. (PPL)
 Rashtriya Chemicals And Fertilizers Ltd. (RCFL)
 National Fertilizer Ltd. (NFL)
Co-Operative Sector

There are only two fertilizer manufacturing societies in Co-operative sector.

 Indian Farmers Fertilizers Co-Operative Ltd. (IFFCO)

 Krishak Bharati Co-Operative Ltd. (KRIBHCO)

Private Sector
 There are 17 companies in private sector, which are producing fertilizer.
 Gujarat Narmada Valley Fertilizer Co. Ltd. (GNFC)
 Hindustan Lever Ltd. (HLL)
 Hari Fertilizer
 ICI India Ltd.
 Indo Gulf Fertilizers & Chemicals Corporation Ltd.
 Mangalore Chemicals & Fertilizers Ltd. (MCFL)
 Southern Petro Chemicals Industries Corporations Ltd.
 Nagarjuna Fertilizer & Chemical Ltd. (NFCL)
 Shri Ram Fertilizer & Chemicals Ltd.
 Tuticorian Alkali Chemicals & Fertilizer Ltd.
 Zuari Agro Chemicals Ltd. Bindali Agro Chemicals Ltd.
 Chambal Fertilizer & Petrochemical Corporations Ltd. (DEPCL)
 E.D.I. PASSY (I) LTD.
 Gujarat State Fertilizer Company (GSFC)

Krishak Bharti Co-operative Limited

 “KRIBHCO” the world’s premier fertilizer producing co-operative has an outstanding

track record to its credit in all spheres of its actives. Since 17th April 1980 as a

rational level Co-operative society to manufacturing and distribute. Chemical fertilizer and allied

farm imputes “KRIBHCO” imbibed the co-operative philosophy fulfilling its commitment to

strengthening and promoting the cause of agriculture development and co-operative movements in

the country.

Krishak Bharti co-operative limited popularly known as “KRIBHCO” has been registered

as national level co-operative society under the provision of the multi-state co - operative societies

act, 1984.

The”KRIBHCO” hazira unit is located around 15 kms, west of Surat and lies on the north of river

Tapti. An all weather road from Surat to hazira connects the plant site with the city. The cannel

belonging to irrigation department is running on the plant site and is feeding water from ukai. A

railway feeder line apporx.. 55 kms. Long has connected the site with Bombay –Ahmedabad main

line.

KRIBHCO Network: -
A. Head office: - fertilizer plant, Noida, Delhi

B. (i) Plant: - Surat Gujarat

(ii) Bio fertilizer plant: - Surat (Gujarat)

(iii) Seed processing plant: - Andhra Pradesh, Gujarat, haryana, M.P. Punjab, Rajasthan,

U.P. (For Punjab&Haryana)

C. Zonal offices: - Bhopal, Bangalore, Lucknow and Chandigarh.

D. State mktg. offices: - Jaipur, Ahmedabad, Chennai, Mumbai, Banglore, Patna, Lucknow,

Chandigarh, Bhopal, Hyderabad, Guwahati, Dehradun, Kolkota

Besides marketing its products “KRIBHCO” carries out various other programmed

like farmers benefit programmed, sanket Haran bima yojana, marketing of BVFCL

(Brahmputra valley fertilizer corporation limited) vred seed multiplication programmer,

gramin vikas trust (rural development trust) A cooperative thrives on the trust of, its members.

Membership of “KRIBHCO” is open to government of India, national state and district and village

level cooperative society. At the initial stage, way back in june, 1981 the total membership in

”KRIBHCO” was only 221 cooperative societies which rose significantly to 6044 cooperative societies

as on march 31,2005 as against 5790 as on march 31 2004. Phenomenal progress made by the

society becomes a testimony to the ever-increasing membership over the years.

The total paid up share capital as on March 31, 2005 was rs.39, 354.15 lakh as against rs.49,

170.72lakh in the previous year. During the current financial year, the society has refunded share
capital of rs.9700 lakh to “IFFCO” and government of India respectively .the state –wise membership

with share capital contribution as on March 31,2005 vis-à-vis march

31 2004.
MISSION: -

A) To contribute to agriculture &rural development in the regins.

B) Services to members of cooperatives society by selecting financing

C) Managing society desirable and commercial profitable investment

opportunity preferable at multiple locations.

VISION:-

They want to be a world class organization that represents the farmer community and maximizes

returns to them through specialization in agricultural inputs and products and other diversified

businesses that maximize stakeholder

value.
 OBJECTIVES: -

a) To undertake the activities for the rural upliftment and agriculture development.

b) To promote economic interest of its members by undertaking manufacturing of chemical

fertilizer & allied product. In furtherance of these objectives “KRIBHCO” may undertake one or more

of the following activities: -

(I) To undertake production processing, manufacture, sale distribution, marketing, import export

and to otherwise deal in agriculture production requisites.

(II) To set up storage units for storing fertilizer and other goods by itself or in

collaboration with other agency.

(III) To act as warehousing agency under the warehousing act and own godowns or hire

godowns for the storage of fertilizers and other goods.

AWARDS: -

The excellence performance of the society has brought a number of laurels from various

organizations .The awards received during year were as follows: -

(I) National productivity council has awarded productivity award the society for bio fertilizer product

for the year 1999-2000, 2001-2002 in the year 2003-2004.

(II) Certificate of merit by public relations society of India, Hyderabad chapter for house journal of

“KRIBHCO”

(III) Best technical innovative award for the year 2003 by fertilizer association of India.

(IV) Certificate of merit Gujarat safety council for relining 30 lakh accident free man hours.

(V) Hazira ammonia extension project (HAEP) rotating shield winner and certificate for lowest

disabling injury index in group-c industries.

(VI) Sardar Vallabhbhai Patel Agriculture and Technical University, Meerut – All India

Farmers Fair And agro Industrial Exhibition – First Prize To Kribhco on 10-03-2005.

(VII) Kribhco has won first prize for Bio-Fertilizer Production, Marketing And Promotion

Award For the year 2003 And 2004 by National Productivity Council (NPC). Award Has been given

formal function held on 10th May,.2005 by Honble Minister For Agriculture Shri Shard Pawar Ji.

(VIII) Special Participation Award in Corporate Sector Event “ Vyapar 2005” Event Organized By

Southern Gujarat Chamber OF Commerce And Industries From February 11 – 16, 2005, the theme of

pavilion was “ Development OF Bio

Technology In Kribhco “

HISTORY OF KRIBHCO: -
 Encourage with the successful operation of fertilizer plant of Kalul, Kandla and Phulpur in

the co-operative Limited. (IFFCO) higher to the one and the only co-operative in the fertilizer

industry has promoted another co-operative namely

“KRIBHCO” Ltd to made the new giant plant of Hazira.

MILE STONES: -

(I) Project zero Date : 31/03/1981

(II) Foundation stone laid by Smt. Indira Gandhi : 5/02/1982

(III) Project completion : 31/03/1985

(IV) Plan completion : 26/11/1985

(V) Commercial production : 1/3/1986

(VI)Percent capacity utilization : Urea 99%

Ammonia95%

(VII) Plant ready of production : January/September 1985

(VIII) Gas available by ONGC : PHASE 1 & PHASE 2

18-9-85 6-11-85

(IX) Trial production Ammonia : PHASE 1 & PHASE 2

14-11-85 30-11-85

Urea (stream 11/31) 26-11-85 13-12-85

Ammonia (stream 21/41) 31-12-85 01-12-85

(X) ISO certificate (I) KRIBHCO plant

ISO 9001-2000

(II) KRIBHCO plant

ISO 14001

(III) KRIBHCO Mktg office

ISO 9001-2000

DEPARTMENT AND MANPOWERS AT “KRIBHCO”

PERFORMANCE HIGHLIGHT
QUALITY POLICY

Management of KRIBHCO, Hazira plant is committed to operate and maintain its fertilizer

manufacturing complex through quality assurance, environmental protection and to the

satisfaction of customers.

KRIBHCO, Hazira plant shall achieve this quality policy through following objectives:

1. Continually upgrading technology to improve plant efficiency & reliability.

2. Maintaining & improving the safety & environmental performance.

3. Improving the skills & knowledge of personnel.

4. Continuously improving the quality Management system.

FUTURE PLANS

A joint venture fertilizer project in Oman:

Society has invested US$ 80 million as equity in Oman India Fertilizer plant which has achieved

commercial production on 14th July 2005. The Project has annual capacity of

16.52 lakhs MT Urea and 2.50 lakhs MT surplus ammonia and has been built at a cost of US$

969 million. Marketing of Urea produced by this plant has since been commenced by the society.

Hazira Phase-II

Society is in the process of setting up a state of the art mega size ammonia plant of capacity of 1850

MTDP and urea plant of capacity of 3250 MTDP at existing fertilizer complex at Hazira. Existing

infrastructure facilities will be utilized resulting in saving of cost. Plant will be based on natural gas

and we have energy consumption. Gujarat state energy generation limited (GSEG)

Society has diversified to power sector and has invested Rs. 48.75 crores being 30% equity in Gujarat

State Energy Generation Limited, a joint venture company promoted by

government of Gujarat, GSEG is operating 156 MW Power Plant at Mora, District Surat.

KRIBHCO’s Hazira plant is also going to be expanded. The society is also exploring the

possibilities to set up a 200 MW liquid fuel based power project at Jhunjhunu, Rajasthan. Society

has deposited a development security of Rs.25 lakhs with Rajasthan State Electricity Board

(RSEB). Minister of power has given No Objection Certificate (NOC).

 COMPETENCY MAPPING

In today’s competitive market, companies are aware that their workforce must be properly trained

and fully competent over a range of tasks within any given work discipline.
Competency mapping is a process through which one assesses and determines one’s strengths as an

individual worker and in some cases, as part of an organization. It generally examines two areas:

emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team

structure, leadership, and decision-making. Large organizations frequently employ some form of

competency mapping to understand how to most effectively employ the competencies of strengths

of workers. They may also use competency mapping to analyze the combination of strengths in

different workers to produce the most effective teams and the highest quality work.

Competency mapping can also be done for contract or freelance workers, or for those seeking

employment to emphasize the specific skills which would make them valuable to a potential

employer. Competency mapping also requires some thought, time, and analysis, and some people

simply may not want to do the work involved to sufficiently map competencies. Competency

mapping alone may not produce accurate results unless one is able to detach from the results in

analyzing past successes and failures. Many studies find that people often overestimate their

abilities, making self-competency mapping results dubious.

The value of competency mapping and identifying emotional strengths is that many employers now

purposefully screen employees to hire people with specific competencies. They may need to hire

someone who can be an effective time leader or who has demonstrated great active listening skills.

Alternately, they may need someone who enjoys taking initiative or someone who is very good at

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

competitive edge in the job market.

Usually, a person will find themselves with strengths in about five to six areas. Sometimes an area

where strengths are not present is worth developing. In other cases, competency mapping can

indicate finding work that is suited to one’s strengths, or finding a department at one’s current work

where one's strengths or needs as a worker can be exercised.

A problem with competency mapping, especially when conducted by an organization is that there

may be no room for an individual to work in a field that would best make use of his or her

competencies. If the company does not respond to competency mapping by reorganizing its

employees, then it can be of little short-term benefit and may actually result in greater unhappiness

on the part of individual employees. A person identified as needing to learn new things in order to

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

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

mapping may be of little use.

However, competency mapping can ultimately serve the individual who decides to seek employment

in an environment where he or she perhaps can learn new things and be more intellectually

challenged. Being able to list competencies on resumes and address this area with potential

employers may help secure more satisfying work. This may not resolve issues for the company that

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

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

Competency also means 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 that are described in terms of specific behaviors, and are

demonstrated by superior performers in those jobs or work roles. Attributes include: personal

characteristics, traits, motives, values or ways of thinking that impact an individual’s behavior.
Competencies in organizations tend to fall into two broad categories:

- 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).

- 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 individual’s competencies that represent the

factors most critical to success in given jobs, departments, organizations, or industries that are part

of the individual’s current career plan.

• Competency Mapping. Competency mapping is a process an individual uses to identify and

describe competencies that are the most critical to success in a work situation or work role.

• 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 individual’s 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. Job Family or Business Unit Competency Sets 3. Position-Specific Competency Sets 4.

Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor,

Manager, or Organizational Leader)

How can it help the overall HRD process of an organization?

Competency is a vehicle for organizational HRD 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 ETC.

Why Should Individual Employees Map Their Competencies?

A list of compelling reasons includes, at a minimum, the following. An individual:

• Gains a clearer sense of true marketability in today’s job market; once the individual knows how

his/her competencies compare to those that are asked for by the job market in key positions of

interest.

• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the time

to learn about competencies, investigate those in demand, and map his/her own competencies prior

to interviewing.

• Demonstrates self-confidence that comes from knowing one’s competitive advantages more

convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in describing

expertise derived from prior career experience.

• Gains advanced preparation for interviews, many of which may be delivered using a competency-

based approach called “structured behavioral interviewing” or “behavioral event interviewing.”

• Develops the capability to compare one’s actual competencies to an organization or position’s

required/preferred competencies, in order to create an Individual Development Plan.

2. Job Family or Business Unit Competency Sets 3. Position-Specific Competency Sets 4.

Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor,

Manager, or Organizational Leader)

How can it help the overall HRD process of an organization?

Competency is a vehicle for organizational HRD 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 ETC.

Why Should Individual Employees Map Their Competencies?

A list of compelling reasons includes, at a minimum, the following. An individual:

• Gains a clearer sense of true marketability in today’s job market; once the individual knows how

his/her competencies compare to those that are asked for by the job market in key positions of

interest.

• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the time

to learn about competencies, investigate those in demand, and map his/her own competencies prior

to interviewing.

• Demonstrates self-confidence that comes from knowing one’s competitive advantages more

convincingly, and from being able to articulate those advantages in specific language.

• Secures essential input to resume development - a set of important terms to use in describing

expertise derived from prior career experience.

• Gains advanced preparation for interviews, many of which may be delivered using a competency-

based approach called “structured behavioral interviewing” or “behavioral event interviewing.”

• Develops the capability to compare one’s actual competencies to an organization or position’s

required/preferred competencies, in order to create an Individual Development Plan.

How Does Competency-Based Interviewing and Selection Work?

Competency-based interviewing and selection presupposes that a set of organization-wide,

job family/department, or position-specific competencies have been identified by the organization.

Interviewers are then trained in the art of Structured Behavioral Interviewing, which has several

hallmarks: A structured set of questions is used to interview all candidates. Each question is
designed to elicit behavioral examples from the candidate which demonstrate the use of one or

more key behaviors underlying each competency that is accounted for in the interview.

A team of interviewers is usually used and they typically divide the list of competencies

among themselves so that each interviewer can focus on asking the related detailed behavioral

questions and documenting candidate responses. Interviewers typically ask open-ended and

situation-based questions such as, “Think of a specific time when you faced ____________? How did

you handle the situation? How did it turn out?”

Interviewers record evidence of behaviors that the candidate relates, and they ask probing

questions to gather complete behavioral evidence that includes details of the circumstance, the

actions taken by the candidate, and the results achieved. This process is called the CAR

(circumstance, action, results) Model. At the conclusion of the interview, all interviewers

of a particular candidate meet and compare the behaviors they heard from the candidate that

support the assertion that the candidate possesses a specific competency. If the candidate did not

offer specific examples with relevant behaviors, after additional attempts at rephrasing the question

or asking different but related questions, then the determination is made that the candidate does

not possess the competency.

The underlying philosophy here is that the best predictor of future performance is past performance

that was demonstrated by concrete, observable behavior. A final hiring decision is made based on

the total strength of competencies demonstrated by each candidate, compared with those

competencies that are considered essential for success in the position and in the organization, and

as compared with the competency strengths of the remaining candidates for the same position.
COMPETENCY MAPPING IS HR TOOL USED IN -Recruitment /Selection -Training/Development -

Performance Management -Career Planning/Development -Succession Planning -Manpower

Planning -Human Resource Development -Human Resource Planning -Human Resource Strategic

Planning. etc

How Do Competencies Relate to Individual Career Development?

First and foremost, competencies must be demonstrated by individuals. Perhaps the most common

place where they are demonstrated is within the scope of a particular job or project involvement.

However, competencies are also developed and demonstrated by individuals in the following

settings: volunteer roles in the community, professional associations, school projects, sports

participation settings, and even within one’s own home life.

One of the first encounters with competencies for most individuals is in securing employment with a

new organization. Organizations that are purposefully using cutting-edge methods to choose talent

for positions or project roles are engaging in what is called “competency-based interviewing and

selection”. These interviewing and selection methods are being used not only for hiring external

applicants, but also for staffing internal roles.

Many organizations that use competency-based interviewing and selection are also later using the

same competencies to assess performance, to encourage future development plans from

individuals, and to plan for succession in the organization. Therefore, the individual employees in

such an organization will have an ongoing need to use and map their competencies.

Up to this point, it is implied that the main need for identifying and mapping competencies is for

individuals who may be pursuing full-time employment with an organization. However, the need for
mapping of competencies also extends to independent contractors seeking project work with those

organizations that broker their services.

LITERATURE REVIEW

Chankya‟s Arthashastra, is probably the first book on Competency Mapping. It is perhaps the oldest

management book which is still proving to be an excellent leader for management professionals and

practitioners. The book contains competency mapping models, the thesis and theories of human

aptitude, intelligence quotient and emotional quotient. In general, it has everything related to human

behavior regarding work, logic and emotions. Competency is “an underlying characteristic of a person

in that it may be a motive, trait or skill aspect of one‟s self – image or social role or body of

knowledge.” - Boyatzis (1982). The competence approach encourages employees to develop

competencies which can be used in diverse work situations rather than being boxed into the job.

Employee Development also focuses on enhancing employee competencies which help them to cope

up with organizational change. Competency may take the form of Knowledge, Attitude, Skill and

Values. Besides these, it may also include characteristics of an individual, motives and self-conception.

Katz in a classic article published in Harvard business review in 1994, grouped competencies into 3

categories which were later extended to four including

1. Technical i.e. relating to technology/ know-how. It is associated with function, role or task and

hence, termed as functional category. 2. Managerial/ Organizational- It deals with managerial aspects

including planning, resource mobilizing, organizing, monitoring etc. 3. Human/ Behavioral- These

competencies deals with personal, inter personal and group matters. 4. Conceptual- They include

visualization, model building and so on.

In view of the significance of the competencies, for the employees and the organization,

competency mapping becomes indispensable. Competency Mapping is a process of identification of

competencies required to successfully perform a particular job or role or a set of tasks at a given point

of time. It consists of breaking the given job into constituent tasks and identifying the competencies

needed to perform the job successfully. It is a way of assessing the strengths and weaknesses of the

employees or organization. It‟s about identifying a person‟s job skills and strengths in areas like

teamwork, leadership, and decision-making. Large organizations may use some form of this technique

to understand how to best use each worker or how to combine the strengths of different employees

to produce the highest quality work. Individuals may also find that this type of assessment can help

them prepare for a career change or advance in a specific job field. (Solomon, 2013) For building strong

working relationship within the organization, competency of the people has to be continuously

monitored and enhanced in congruence with the business plan. There are various competencies

including Initiative taking, Strategic Thinking, Business Acumen, Relationship Building, Teamwork,

Cooperation & Collaboration, Communication, Strategic Thinking Problem Solving & Decision Making

etc. Competencies vary from Job to Job, Department to Department. For different departments and

different jobs, these competencies have separate weightage. Accordingly, Competency Mapping rates

the employee skills and helps them to improve the competence which is important for their career

development. In view of the recent developments of liberalization and globalization, every

organization has to achieve excellence to become global. Competence Development will play a pivotal
role in this regard. Considering the significance of Competency Mapping in an organization, the

present project has been undertaken with reference to RXY Laboratories which is one of the major

pharmaceutical company. It has several plants in India. The present project „A Case Study of

Competency Mapping‟ has been undertaken in this company.

Survey of Literature

A review of literature highlights the important role played by Competency Mapping in employee

development and successful performance of organizations. Some studies have been undertaken in the

past to study Competency Mapping in the Indian Organizations. Chankaya in his book “Arthashastra”

has explained competency mapping models as early as 3000 years ago. But in the present times,

McClelland [1973] pioneered Competency movement. In his study, he has presented data to show

that traditional achievement and intelligence scores may not be able to predict Job Success and it is

only the exact competencies required to perform a given job effectively and measuring them using a

variety of tests, one can be sure about his profile. Katz [1994] in his study on Competency Mapping

grouped competencies under three categories including Technical, Managerial and Behavioral

(Human). Solomon [2013] in his study on Competency mapping has tried to explore the level of

Competency prevailing among the executives of public sector. The results of the study show that

nearly half of the respondents have moderate level of managerial HR and general competencies.

Yuvaraj [2011] has explained the Job Competencies required to work in a manufacturing industry,

professionals for knowledge, ability and attitude. Gap analysis was also made to a limited extend.

Md.Ishtiak Uddin, et. al. [2012] in his study “Competency Mapping: A Tool for HR Excellence” has

explained various tools for implementing Competency Model including Job Analysis, Job Description,

Job Specification, Competency Matrix, 360 degree Feedback etc. He is of the view that Competency

mapping can also be used for coaching and succession planning, Considering the significance of

Competency Mapping for individual and organizational growth, the present study was undertaken. In
this study, efforts have been made to elaborate the various competencies with minute parameters

and to correlate them with the managerial competence level.

Competency Mapping in RXY Laboratories Ltd.

Every organization that wants to achieve its goals in terms of productivity, quality, profitability,

stability and growth and increase organizational effectiveness, it must pay attention to the

enhancement of competencies of its human resources in a systematic and planned manner. Human

Resource Department is responsible for the development of the employees‟ competencies,

dynamism, motivation and effectiveness in a systematic and planned manner. The competency

development is a process which can be presented with the help of following diagram.

Competency Development Process

The study is based on the following “Competency Model” It is a framework which defines a set of

competencies for a specific position and level in the organization, if possessed by incumbents, is likely

to produce desired results. The objective of Competency Model is to:-

Translate RXY‟s Vision, Values & Goals into expected employee behavior.

 Provide input for

 Recruitment & Staffing
 Competency based Training Programs,
 Performance Evaluation & Developmental Plans.
  Talent Management & Succession Planning
 Improve Employee Engagement and Retention.

Competency Model

The competency in RXY Laboratories Ltd. is the underlying characteristic of a person which enables

them to deliver superior performance in a given job, role or situation. The various components of

Competence Assessment of the jobs have been explained with the help of following diagram:

International Journal of Emerging Research in Management &Technology ISSN: 2278-9359

(Volume-2, Issue-10)

Change Competency: The person assessed must be able to act in new ways when it will promote the

purpose of the organization or community and make the preferred future come to life.

Competency mapping involves individual assessment on the basis of

Competency Mapping Benefits In competency mapping Employees have a clear understanding of the

expectations of their role. Competency mapping establishes a level of objectivity that encourages

open communication between management and employees. Competency mapping identifies skill gap,

Following up with competency-based training is provided to employees to expand their current skills,

but it also provides a well-defined path for learning new skills through crosstraining and for moving

up in the organization. Mapping core competencies to the skills potential employees already possess

is another way that competency mapping can help a business,indiviguals can moved out of the

organisation after evaluation. The dominant view in managerial practice assumes that competencies

are “universal”. Once the key behaviours in a job have been identified they become the basis of the

criteria for hiring and firing of employees. This helps in structuring assessment tools to be used in the

assessment centre .The involvement of senior managers especially can often pay dividends from the

point of view of gaining commitment and fostering a sense of ownership, during competency

framework design.

V Competency models can help organizations align their initiatives to their overall business strategy.

By aligning competencies to business strategies, organizations can better recruit and select employees

for their organizations.

Competency mapping helps in the

• Specification of a visible set of agreed standards.

• It can act as a model for improving all aspects of recruitment and development.
• It specifies what selectors should be assessing in candidates.

• It specifies what selectors should be assessing in candidates.

• It removes the subjectivity from assessment and performance evaluation.

•It facilitates the evaluation of validity, reliability, fairness and cost benefits.

• It gives a sense of ownership of the competency list.

• It describes competencies in language that is relevant to the organisation.

Competency mapping helps in the

• Specification of a visible set of agreed standards.

• • It can act as a model for improving all aspects of recruitment and development.

• • It specifies what selectors should be assessing in candidates.

• • It specifies what selectors should be assessing in candidates.

• It removes the subjectivity from assessment and performance evaluation.

•It facilitates the evaluation of validity, reliability, fairness and cost benefits.

• It gives a sense of ownership of the competency list.

• It describes competencies in language that is relevant to the organisation.

Scope of Competency Mapping Competency Mapping is effective when in implemented in the

following areas, like training and development, recruitment &selection, performance management,

career planning, replacement planning, succession planning, recognition.

Recruitment and selection, competency mapping is used for constructing a template for use in

recruitment and selection, this template provides detail information about the basic competencies
required for effective performance .The prospective hire is evaluated keeping in view these

competencies determined in competency mapping.

This way we can reduce the cost of training of the new hired employees. Employees will be productive

from Day 1 and no man-hours will be lost in the training of new hires.

A firm that knows how to assess competencies can effectively hire the best at a reasonable price, for

example hiring underpriced but highly entrepreneurial management graduates from lesser-known

business schools.

Training and Development Requirements It involves identifying the gap between competencies

required for the position and those possessed by the employee. Any such gap is bridged by providing

training to the incumbent for those particular competencies only.

Career and succession planning It involves assessing employees’ present capability and his

inclination to take on new challenges, this information can be used for career planning of an

employee .Succession planning is future oriented approach of management it identifies ,grooms and

develops employee for higher level position, current competencies are identified and matched with

the competencies required for senior positions .

Performance Management System It is important to correlate performance result with

competencies. Performance management system should be competency based and not just result

based.

Rewards and Recognition Competency linked rewards and recognition, enables the employees to

work hard toward developing their competencies for performing their job. , it’s a positive

reinforcement.

Competency Mapping at L & T INFOTECH: L&T InfoTech has a successful competency-based HR

system. Recruitment, training, development, job rotation, succession planning and promotions-all

are well defined by competency mapping. Nearly all HR functions are linked to competency.
Building a Competency Model In this slowing economy where so many companies are struggling

between limited resources and competition, it is very important for organizations to reassess their

competencies, update it and have the courage to make the necessary change. This is where

competency mapping plays a key role

Many Human Resource professional are developing and employing a competitive competency model

to strengthen nearly every face of talent management Competency models can help organizations

align their initiatives to their overall business strategy. Every job requires some set of attributes

whether it is technical, managerial or behavioural to perform the same successfully; these attributes

or skills are known as competencies.

A job competency model is a comprehensive, behaviourally based job description that both potential

and current employees and their managers can use to measure and manage performance and

establish development plans. Creating a competency framework is critical for both employee and

system success. An organization cannot produce and develop superior performers without first

identifying what superior performance is. To do this, organizations developed behavioural interview

questions, interviewed the best and worst performers, review the interview data .organisation

should always focus more on behaviour aspect, rather than job description while structuring

competency model. Steps required to create a competency model include:

1. Gathering information about job roles.

2. Interviewing subject matter experts to discover current critical competencies and how they

envision their roles changing in the future.

3. Identifying high-performer behaviours.

4. Creating, reviewing (or vetting) and delivering the competency model.

Once the competency model has been created, communication of this model and its effective use is

very essential in initiatives like recruitment, performance management, selection, career

development succession planning as well as other HR business processes.

Competency Model 1. Competency models consist of qualities required for superior performance

with respect to

2. Identify competency profile: Specify the capabilities already existing in the organisation

3. Competency Review:Identify the gaps between organizational needs and people capabilities; it

links current capabilities to the organizational needs

4. Development Plans: Create Plans for shoring any identified gaps

Implementation

Implementation

Competency mapping is a process through which one assesses and determines one’s strengths as an

individual worker and in some cases, as part of an organization. It generally examines two areas:

emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team

structure, leadership, and decision-making. Effectiveness of a competency model can be determined

by the:

 The nature of the organization

 The practices for which they will be used

 The financial & personnel resource available

 Who is going to be included in the implementation process

The value of competency mapping and identifying emotional strengths is that many employers now

purposefully screen employees to hire people with specific competencies. They may need to hire

someone who can be an effective time leader or who has demonstrated great active listening skills.

Alternately, they may need someone who enjoys taking initiative or someone who is very good at

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

competitive edge in the job market.

A problem with competency mapping, especially when conducted by an organization is that there

may be no room for an individual to work in a field that would best make use of his or her

competencies. If the company does not respond to competency mapping by reorganizing its

employees, then it can be of little short-term benefit and may actually result in greater unhappiness

on the part of individual employees.

However, competency mapping can ultimately serve the individual who decides to seek employment

in an environment where he or she perhaps can learn new things and be more intellectually

challenged. Being able to list competencies on resumes and address this area with potential

employers may help secure more satisfying work. This may not resolve issues for the company that

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

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

RESEARCH METHODOLOGY

Objective of the study: There are three main objectives of the study as follows:

1. To study the status of KM in the organization and to check the competency of the employees.

2. To study the perception of employees on the basis of job profile towards KM

3. To practice research methodology as a student

Research design: Exploratory as well as descriptive

Universe: Universe belongs to E, F and G grade employees belonging to KRIBHCO, out

of which 50 samples is selected.

Sampling design: Stratified random sampling design

Research method: Survey method

Research tool: Questionnaire and informal personal interview

Sources of data collection: Primary data and secondary data

Sample size: 50

Research area: KRIBHCO, SURAT(Hazira)

Limitations of research study: While conducting research, at most care was taken to collect data in

unprejudiced manner to make this study precise and truthful. But, due to certain unavoidable

reasons, there are certain limitations which are as mentioned below.

This study engrosses only a part of total number of employees working at Surat manufacturing plant.

Research was to be conducted maintaining the decorum of the company. Employees were busy in

their work and thus did not spare much time to respond openly to the questions asked.

Information and responses given by the respondents may be a biased due to several reasons.

Limited time span for carrying out study also restricted the research work.

As company is too large, as per their tactics and guiding principle employees were not ready to

disclose confidential facets.

DATA ANALYSIS AND INTERPRETATION

As reported earlier, the objective of the research is to get an idea regarding the competency level

of the employees and to check status of KM in the organization. Through exploratory study data

collection was done. It is based on the main parameter namely job profile. Frequency distribution

method is used for data analysis.

Job profile includes following three main categories: Chief Managers, Sr. Managers,

Managers, and Dy. Managers.

Graph showing the age of respondents:

Graph showing the years of experience of the respondents:

QUESTIONS

1. Do you feel you are doing the job according to your job profile?

Inferences: From the above table and chart we can say that 90% of the respondents agrees 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?

Inferences: From the above table and chart we can say that 84% of respondents always finishes

every work assigned to them within the time limit, while 16% sometime complete their work in

time.

3. Do you require the guidance from your superior?

Inferences: From the above table and chart it is clear that 90% of respondents sometimes need

guidance from their superiors while 8% never need any guidance from their superior.

4. Do you feel you need training to perform your work?

Inferences: From the above table and chart its clear that 28% of respondents feel they need

training to perform their work, 64% do not need training to perform their work, while 8% were

unable to say anything about this.

5. Do you feel the type of work you were performing at the time of your joining and today is

the same?

Inferences: From the above table and chart we can say that 28% of respondents agrees that the
type of work they were performing at the time of their joining and today is the same while 72%

respondents disagree to the statement.

6. Does competency mapping helps you to do manpower planning?

Inferences: From above we can say that 86% of respondents admits that competency mapping

helps them to do manpower planning and only 2% disagreed while 12% didn’t answered.

7. Do you perform competency mapping regularly in your company?

Inferences: From above we can say that 60% of respondents admits that competency mapping is

done regularly in KRIBHCO where as 20% disagreed and 20% didn’t answered.

8. Does Recruitment and Selection processes carried out considering competency of the

individuals?

9. Does competency mapping helpful in individual’s career development?

Inferences: From above its clear that 84% believes that competency mapping is helpful in individual’s

career development while only 2% disagreed to the statement.

10. Knowledge is critical for your kind of organization?

Inferences: From above table and chart its clear that 78% respondents believes that Knowledge is

critical for their organization while 16% disagreed.

11. What are the sources of knowledge in this organization?

Inferences: From above table and chart its clear that 18 employees feel Reports and journals, 35 feel

Meetings and group discussions, 24 Experience of the incidence sharing, and 6 feels others

are the sources of knowledge in KRIBHCO.

12. How knowledge is shared among different departments of this organization?

Inferences: Looking to above graph it can be said that 42 respondents feel that knowledge is shared

among different departments through formal meetings whereas 17 says that informal meetings is

the way to share knowledge.

13. What is the current status of knowledge management in your company?

Inferences: It can be inferred that 6 respondents believe that knowledge management is Not in

existence at all, 6 believe its in Nascent stage, 8 believe its in Introduction stage while 27 believe its

in Growth stage.

14. Does IT play a part in sharing knowledge in this organization?

Inferences: From the above table and chart we can say that 92% of the respondents agrees that IT

plays a part in sharing knowledge while 2% disagreed and 4% didn’t answered.

15. Is available knowledge exploited to an adequate extent in this organization?

Inferences: From above its clear that 46% respondents agrees that knowledge is exploited, 22%

believes it is not exploited while 30% didn’t answered.

16. Do you undertake additional personal efforts to enhance your knowledge level and improve

your competency?

Inferences: From above its clear that 13 employees invariably undertake additional personal

efforts to enhance their knowledge level and improve their competency, 36 take frequently, 1

take rarely and 1 never take any personal efforts to enhance their knowledge level and improve
their competency.

17. What additional personal efforts do you undertake to enhance your knowledge level and

improve your competency?

Inferences: The above table and graph are explanatory by itself.

18. Do you share your learning with your colleagues?

Inferences: From above its clear that 12 employees invariably share their learning with their

colleagues, 38 do it frequently, 2 do it rarely their learning with their colleagues.

19. Which one is the biggest cultural barrier in knowledge management in company?
Inferences: The above table and graph are explanatory by itself.

20. How significant is the role that effective KM can play in achieving the best result with

respect to the following in company?

NOTE: The answers to this question (i.e. from a to l) is given point-wise from 1to 5 in

ascending order.

a) Improving competitive advantage

Inferences: The above table and graph are explanatory by itself

b) Improving customer focus

Inferences: The above table and graph are explanatory by itself

c) Innovations

Inferences: The above table and graph are explanatory by itself

d) Inventory reduction
Inferences: The above table and graph are explanatory by itself

g) Revenue growth
h) Better decision-making.
Inferences: The above table and graph are explanatory by itself
 j) Faster response to key business issues

Inferences: The above table and graph are explanatory by itself

k) Improving quality
Inferences: The above table and graph are explanatory by itself

21. What is the biggest hurdle in effective implementation of KM in company?

a) Changing people’s behavior from knowledge hoarding to knowledge sharing.

b) Lack of understanding of KM and its benefits.

c) Determining what kind of knowledge to be managed & making it available.

d) Justifying the use of scarce resources for KM.

e) Lack of top management commitment to KM.

f) Overcoming technological limitations.

g) Attracting & retaining talented people.

22. Knowledge is crucial for your type of organization.
Inferences: From the above table and graph 25 employees strongly agreed that Knowledge is

crucial for KRIBHCO and 21 agreed to the same.

23. Your organizational culture is supportive to KM.

Inferences: From the above table and graph 8 employees strongly agreed that KRIBHCO’s

organizational culture is supportive to KM, 34 agreed to the same and 3 disagreed to the

statement.

24. Critical technical knowledge is given more preference in your organization.

Inferences: From the above table and graph 12 employees strongly agreed that Critical

technical knowledge is given more preference, 36 agreed to the statement while 6 disagreed and

1 strongly disagreed to it.

25. Competent and knowledgeable employees are given due recognition.

Inferences: From the above table and graph 8 employees strongly agreed that Competent and

knowledgeable employees are given due recognition, 31 employees agreed, 7 disagreed while 2

strongly disagreed to the statement.

26. Experiences or knowledge shared in different organizational forum/meetings in practice

needs to be documented in scientific and structural manner.

 Inferences: From the above table and graph 12 employees strongly agreed that Experiences

or

knowledge shared in different organizational forum/meetings in practice needs to be

documented in scientific and structural manner, 32 agreed, while 3 disagreed top the statement.

27. There is a need of a management system for managing knowledge in this organization.
Inferences: From the above table and graph 10 employees strongly agreed that there is a need

of a management system for managing knowledge, 33 agreed, while 5 employees disagreed to

the statement.

28. KM plays a significant role in organizational development.

Inferences: From the above table and graph 26 employees strongly agreed that KM plays a

significant role in organizational development and 20 respondents agreed to the above statement.

QUESIONNAIRE ON STUDY OF COMPETENCY MAPPING

PERSONAL INFORMATION Department/Plant: __________________________

Discipline:

Designation: __________________________
RESEARCH FINDINGS

 Employee in KRIBHCO believe that they are doing the job according to their job profile. They
finish every work assigned to them within the time limit, which shows that they are

competent, though many of them need guidance from their superiors sometimes.

 Few believe that they need training to perform their job which is contradicting to their
competency level, since the type of type of work they were performing at the time of their

joining and today have changed.

 Many admitted that competency mapping helps them to do manpower planning.

 Many believe that competency mapping is carried out regularly in KRIBHCO and recruitment
and selection process is carried out considering the competency of individuals but few

disagreed to this statement.

 Almost all employees believes that competency mapping is helpful in individual’s career
development. Knowledge is critical for this organization

 Formal meetings are the major sources of knowledge in this organization informal meeting
and chats are also alternative for knowledge sharing.

 An excellent IT infrastructure exists in this organization. E-mail and intranet is the major
source of sharing knowledge in the company as far as IT is concerned. Electronic media plays

a significant role in networking of knowledge in this organization.

 Knowledge is exploited to the adequate extent in this organization. Majority of employees

frequently undertakes additional personal efforts to enhance their knowledge level as quest

for knowledge is there in the employees.

 Though employees frequently share their learning with their colleagues after attending
seminars or training but it is in a non regular manner through informal chats. It is not

institutionalized but can be structured in a proper manner as scope is there.

 Some of the major cultural barriers are “Indifference of people towards developmental
processes”, and “Lack of open mindedness”.

 Major outcomes out of the implementation of Knowledge Management can be Improving

quality, Improving delivery, Better decision making, Intellectual property rights management

and cost reduction etc.

 “Lack of understanding of KM and its benefits.” and “Lack of top management commitment
to KM” are the biggest hurdle in effective implementation of KM in

 company. Majority of employees believe that the organizational culture is supportive to KM

and Critical technical knowledge is given more preference in your organization.

 Majority of employees agree with Knowledge created is being captured in their organization
up to some extent.