A Summer Internship Project Report

On

TRAINING AND DEVELOPMENT THROUGH COMPETENCY MAPPING Of NALCO

(For the Partial Fulfillment of the Requirements of Bachelor in Business Administration Program under Utkal University)

By

Name of the Candidate Nandini Muduli

University Roll No 56316UT10026

Faculty Guide Corporate Guide Mr.Sudhanshu Sekhar Sahoo Mr. R.K.PATRA Faculty member Sr. Manager HRD (Project) DSBM, Unit-8 NALCO, Damanjodi

Committed to ExcellenceD.A.V.SCHOOL OF BUSINESS MANAGEMENT BHUBANESWAR,ODISHA(Affiliated to Utkal University, Bhubaneswar)Year-: 2010-2013

DECLARATION

I do hereby declare that the project study entitled, Training and Development through Competency Mapping in NALCO, DAMANJODI is submitted to D.A.V. School Of Business Management for award of Bachelor in Business Administration is based on the study undertaken by me, To the best of my knowledge and belief it has not been published earlier elsewhere or presented to any University/Institution for award of any degree, diploma or other similar title. The information used in the study report is collected from published financial statement, Annual report, various articles and in house journal of the NATIONAL ALUMINIUM COMPANY LTD. This report shall be used for academic purpose only.

Place: Damanjodi Date:20.6.2012 Signature: Nandini Muduli BBA D.A.V. School of Business Management, Bhubneswar

ACKNOWLEDGEMENT

I am extremely thankful to MR. R. K. Patra, Sr. Manager( HRD & Project) NALCO(M & R Complex) for his guidance and support and it has been a wonderful learning experience for which I feel indebted to him and keenly look forward to such a value adding opportunity again , He provided immense support , encouragement and confidence during the course of the project .I express our heartfelt gratitude to the D.A.V. School Of Business Management for giving us this opportunity to do the project .Finally I would like to thank all those to many to single out by name who helped us in no small measure through their observation, comments and suggestions.

I am also grateful to our guide Mr. Sudhansu Sekhar Sahoo, Faculty DSBM, whose continued and invaluable guidance can never be forgotten by me and without whom, this study could not have got present shape. I could also not forget the expert guidance and encouragement that he has shown to me in spite of his busy schedule.

I respect the kindliness and gratitude they have shown among all other students. I also thank the operation development & all the members of NALCO, M & R Complex, Damanjodi for providing me the necessary information and relevant data. NANDINI MUDULI

CERTIFICATE FOR PROJECT GUIDE

This is to certify that the Project entitled "TRAINING AND DEVELOPMENT THROUGH COMPETENCY MAPPING" has been done by Ms Nandini Muduli bearing Roll No 56316UT10026 under my guidance and supervision for the partial fulfillment of degree in Bachelors in Business Administration (BBA), D.A.V. School of Business Management.

Date: Mr. Sudhanshu Sekhar Sahoo Faculty In-Charge of Summer Project

EXECUTIVE SUMMARYCompetency Mapping in an Organization has always made the development of the employees at the same time help the Organization to grow. As a student of BBA I, Ms. Nandini Muduli undertook a summer Project in National Aluminum Company Limited, At M & R, Damanjodi. In the history of Indian Aluminum industry with its constraint track record in capacity utilization, technology absorption, quality assurance, expert performance and parting of profits, it is a bright example of Indias Industrial capabilities. The study since undertook at Administrative office of CPP, NALCO, Angul the study are more based on task analysis method.To cover all the job positions of Executives/Supervisors and skilled workers of CPP employees the present competency management system is a scientific and reasonable process to capture and build upon the existing capabilities routed in the Company in the form of knowledge, Skills, Experience of its employees. The present process is called as Task Analysis Method. Based on the Task Analysis Method for Competency Mapping Exercise. The purpose of the process is to scientifically identify the requisite gaps in the job skills/soft skills of the employees required as per the Job position.

CONTENTSInternal Guide Certificate iExternal Guide Certificate iiAcknowledgement iiiDeclaration ivExecutive Summary vTable of Contents vi-viiCHAPTER-1 INTRODUCTION 1.1. Introduction 1-21.2. Objective of Competency mapping 31.3. Significance of the study 41.4. Limitation 51.5. Research Methodology 6CHAPTER-2ORGANISATION PROFILE2.1. Brief History of NALCO 7-102.2. Mission, Vision & Objective 112.3. Nalco Overview 12-172.4 Manpower Statistics 182.5 NALCO products 192.6 Environment Management 20-24

CHAPTER-3REVIEW OF LITERATURE3.1. A Brief History of Competency Mapping 253.2. Concept of Study 26-283.3. Competency Mapping and Assessment 293.4. Components of the study 30-313.5. Need of the study 323.6. Scope of the study 333.7. Role Analysis for Competency Mapping 34

CHAPTER-4COMPETENCY MAPPING METHODS ADOPTED IN NALCO4.1. Method of Competency Mapping 35-394.2. Performance Management and Competency Mapping 404.3. ERP and Competency Mapping 41CHAPTER-5TRAINING NEED ASSESSMENT AND ROLE OF COMPETENCY MAPPING 42CHAPTER-6DIFFERENT TRAINING PROGRAMS DESIGNED BY NALCO TO MEET COMPETENCY MAPPING6.1. Training modules 43-466.2. Types of Training 47-50CHAPTER-7DATA ANALYSIS OF THE WORK DONE BY THE STUDENT7.1. Questionnaire and Analysis 51-617.2. Findings 627.3. Suggestions 63CHAPTER8CONCLUSION 8.1. Conclusion 64CHAPTER-9ANNEXURE 65-67CHAPTER-10BIBLIOGRAPHY 68

CHAPTER-1INTRODUCTION

1.1. INTRODUCTION

As a testimony of good man, money, machinery & materials management, Nalco has been a profit making organization since its inception. And in reorganization of NALCOs ability to perform & grow into a significant contributor to the economic development of India having a growth of 13.66% in profit since last decade, its competitive advantage & capacity to turn into a global gaint, the Government of India has accorded NAVARATANA status to the company in the year 2008.

With consistent track record in capacity utilization, technology absorption, quality assurance, export performance & posting of profits, NALCO is a bright example of Indias industrial capability

With the discovery of the vast east coast bauxite resources at Panchpatmali. Hill a new chapter in the history of Alumina & Aluminium in India began in 1979. Government of India decided to set up a mines & refinery unit & accordingly the foundation stone was laid in 1981, by the then Prime Minister Ms Indira Gandhi.

Incorporated in 1981, as a public sector enterprise of the Government of India, National Aluminium Company Limited (NALCO) is Asias largest integrated Aluminium complex, encompassing bauxite mining, alumina refining, Aluminium smelting & casting, powder generation, rail & port operations.

The open cast mines was located at Panchpatmali hills of Koraput district in Orissa where as the Alumina Refinery was located at Damanjodi, a flat land located about 15 kms away from the mines. Together the unit came up to be the largest open cast bauxite mine & the largest Alumina plant in Asia.

Transparent & successful operations of NALCO, as well as its contribution, have brought about remarkable socio-economic progress in the two under developed districts of Orissa, where the company plant & facilities are located.

MANAGEMENTNalco is a Govt. of India enterprise, a Navratana PSUs under the administration control of the ministry of mines. The company is managed by board of directors appointed by the president of India. The board consists of 10 directors including the chairman-cum managing director of the company. There are 4 full time functional directors heading production, finance project & technical, personnel &administrative disciplines. There are our senior govt. officials nominated to the board as directors on ex-officio basis. Besides there are 3 non official directors in the board appointed to present the interest of financial institution, allied industry & R&D objectives of the company. Thus the board of company is a full of highly experienced & outstanding potentials drawn from various fields of specialization.

The management control system is based on delegation of authority & individual accountability for results. The responsibility and authority to take decisions on various matters are delegated by the chairman-cum-MD to different levels in the management.

1.2. OBJECTIVES OF THE STUDY

The main objective of my Summer Project is to gain the knowledge about :1. How Competency Mapping operates in NALCO.2. What is the need for competency mapping in NALCO.3. What is the Problems of competency mapping and its solution.4. How Competency Mapping helps to stimulate the employee to give his best for the fulfillment of organizational objective.5. Is Competency Mapping is really fruitful in developing the employees potential.6. Is Competency Mapping helping the organization in achieving its objective.7. What are the methods of Competency Mapping.

1.3. SIGNIFICANCE OF THE STUDY To provide need based training to the employees through training centre. To increase the performance of an employee as per the requirements and job expectation. To prepare a list of training to be provided by the training institute in a calendar year. To achieve the overall organizational objective in providing man days training all the employees covered under competency mapping management. To bridge the gap between the standard competence and actual competence of the employees for the job role. To help an organization to place peoples in jobs in which they can be more effective.

1.4. LIMITATION OF STUDY

HRD dept. of NALCO uses the manual system for the competency mapping, which make them unable to meet the deadlines on time. The top management is rarely involved in competency mapping. Practical ability test is not taken at the time of competency mapping. There is no active participation of executive, supervisor, workers at all level while formulating competency mapping. NALCO give emphasis on need based training not on the shop floor need based training.

1.5. METHODOLOGY

SOURCES OF DATA COLLECTION1. Primary DataQuestionnaire.2. Secondary Data All the policies of Nalco giving emphasis on identifying the competence of the employees, Competency standards set for employees for different task, bridging the gap between the standard and actual competency by giving them training will be studied. Apart from these different books, journals, magazines, progress reports, annual reports, companys manual will be followed.

SAMPLING DESIGN:1. Sample Type .. Random Sample2. Sample Size ... Executive- 20, Non-Executive-20 3. Personal Interview 10 officers4. Sample Unit .. NALCO, M & R Complex, Damanjodi

TOOLS & TECHNIQUES USED:1. Data Collection Method: Collected individually through Questionnaire and Personal Interview.2. Plan of Analysis: The score obtained from questionnaire are summed up by percentile technique analysis is carried out inference are drawn quantitatively from the percentage off. Care will be taken to cover all grades of executives & non-executives cadres within these 30 numbers. On the basis of informations gathered from the secondary documents the questionnaire will be developed.

CHAPTER-2REVIEW OF LITERATURE

2.1. A BRIEF HISTORY OF COMPETENCY MAPPINGIn 1973 David McClelland published landmark article, Testing for Competence rather Than Intelligence, launching a new field of investigation that is transforming the way businesses hire and develop their workforce. The article made the compelling case that there exist better predictors of performance than the aptitude tests being used at the time to make selection decisions. Over the last twenty-five years, hundreds of studies have been conducted to determine what traits and characteristics, known as competencies, best predict performance. It was found, for example, that the competencies of influencing others and results orientation differentiate superior from average performers in almost every position.

A team of educationists led by Benjamin bloom in the USA in mid fifties laid the foundation for identifying educational objectives and there by defining the knowledge, attitudes and skills needed to be developed in education. The task force lead by bloom took several years to make an exhaustive classification of the educational objectives that were grouped under the cognitive domain.

David McClelland, the famous Harvard Psychologist has pioneered the competency movement across the world. His classic book on Talent and Society, Achievement Motive, The Achieving Society, Motivating Economic Experience brought our several new dimensions of the competencies. These competencies brought the turning point for competency movement. In an article published in UIS, It was said, 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. This article combined with the work done by the Doglas Brey and his associates at AT & T in the US where in they presented evidence that competencies can be accessed through assessment centers and on the job success can be predicted to some extent by the same, laid the foundation for popularization of the competency movement.

Latter Mcber consulting Firm, founded by Devid McClelland and his associate Berlew, specialized in mapping the competencies of entrepreneurs and managers across the world. They even developed a new yet simple methodology called the Behaviors Event Interviewing (BEI) to map the competencies. With increased recognition of the limitation of performance appraisal in predictive future performance, potential appraisal got focused and assessment center become popular in seventies. Especially in L&T by the IIMA professors, as early as in 1975. L&T did competency mapping and could not start assessment center until much latter as it was not perceived as a priority area.

2.2 CONCEPT OF THE STUDY

Concept of management of HR in an organization for obtain optimum level of work output from the employee through continues development of skill, attitude and knowledge in lying with the requirement of organization.The organizations are fast changing. To align the changes the machineries are to be developed to adopt the changes required for suitable growth. Keeping in this view competency Mapping is to be designed in such a way that the present competency level in established and the required competency is derived. After deriving the required competency the action plan has been developed so that the gap is bridged.

The tools of bridging the Competency Mapping:1. Skill up gradation through training.2. Increases the level of education.3. Continuous follow of performance by senior.4. Guidance of seniors.5. Feedback reports on head of the department.In certain organization Competency Mapping is well designed before the appetent of a person so that he can be better utilized by the organization.

DEFINITION OF COMPETENCY

Competency is the state or quality of being adequately or well qualified to perform a task. It is synonymous with ability. A person gains competency through education, training, experience, or natural abilities. Competency may take the following forms: Knowledge, Skill and Attitude(KSA) Other characteristics of an individual including: Motives, Values, Traits, Self-Concept etc.Competency + Attitude =PerformanceAccording to Albanese: Competencies are personal characteristics that contributes to effective managerial performance

According to Ansfield: A competency is an underlying characteristic of an individual thats is casually related to criterion-referenced effective & / or superior performance in a job or situation.

According to Hayes: Competencies can be motives, traits, self-concept, attitudes or values, content knowledge, or cognitive or behavioral skills -any individual characteristic that can be measured reliably and that can be shown to differentiate significantly between superior and average performers

Motive: Underlying need or thought pattern that drives, directs and selects an individuals behavior. Eg:need for achievement.Trait: A general disposition to behavior responds in a certain way, for instance with self-confidence, self-Control stress resistanceSelf-concept: What they think they value, what they think they do or interested in doingKnowledge: content knowledgeCognitive or behavioral skills: Either covert or overt Competency mapping is a process exercise to identify and describe competencies that are the most critical to success in studies or knowledge or at work.

Human resource and organizational development professionals have generated a lot of interest in the concept of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about means of transportation for organizational applications such as: Defining the factors for success in studies or jobs (i.e., at school, college or at work) and work roles within the organization Assessing the current performance and future development needs of persons studying or holding jobs and different roles Assessing the current performance and future development needs of persons studying or holding jobs and different roles Assessing the current performance and future development needs of persons studying or holding jobs and different roles Mapping succession in school, college or possibilities for employees within the organization Assigning grades, compensation and levels to particular jobs and roles Selecting talented applicants for open positions, using competency- based interviewing techniques. SKILLS + KNOWLEDGE + ATTITUDES = OBSERVABLE BEHAVIOUR OBSERVABLE BEHAVIOUR = PERFORMANCE APPRAISAL RATING

2.3. COMPETENCY MAPPING & ASSESSMENT

NAHRS has mapped competencies and assessed them for around seven times so far.

The process that we have adopted so far can be described as under:Our competency model has helped a lot of individuals in their own development. We are one of the very few consultants to have successfully implemented technical competencies assessment and development.

2.4. COMPONENTS OF THE STUDY

The components of competency are:1. Knowledge2. Skills3. Attitudes4. Motives and traits5. Self ConceptKnowledge:1. Knowledge consists of awareness and information which a person can acquire from various sources like books, websites, listening to others, television, newspapers, magazines etc.2. It is cognitive competency and deals with what a person knows.3. However, knowledge by itself is not sufficient to carry out an occupation or tasks. Knowledge on any subject only provides information.Skills:1. It is the ability to actually perform a physical or mental tasks2. It requires co-ordination of the body and mind3. Skill to perform also requires knowledge, attitude and practice4. Some examples are:a. Skill to drive a bicycle or a car or an airplaneb. Skill to convince another person to buy a productc. Skill to negotiate and get the product in the interest of the organizationAttitudes:1. They are predisposition to other individuals, groups, objects, situation, events and issues.2. These are formed with experience3. They need not remain the same and are likely to change4. Attitude can be positive or negative5. Attitude influence the approach or avoidance behavior.

Values:1. Values are more enduring and generalized belief.2. They are more permanent in nature than attitudes.3. They are learnt from family, peers, organization and society4. Some examples: E.g. Honesty, Openness, Transparency, Occupational values, Integrity etc.Motives and Traits:1. The things a person constantly thinks or wants, that cause action are called Motives2. Traits include physical qualities or characteristics like quick reaction time, good eyesight for drivers etc.Self Concept:1. This constitutes a persons image of him/ herself including the self worth, confidence and attitude to ones self-things one values, qualities one possess, goals one has.2. E.g. Self confidence,3. A persons belief that he/she can be effective in almost any situation is a part of the individuals self-concept.

2.5. NEED OF THE STUDYThere are some useful benefits of using competency model for the company, managers, and employees as well. FOR THE COMPANY Support corporate Objective, Strategy, Vision, Mission and Culture. Establish performance appraisal by a systematic approach for career growth which results in improved job satisfaction and better employee retention. Increase the effectiveness of training and professional development programs by linking them to the success criteria. Provide Common standards and same kind of work at equal levels that enable employees to move and work at different parts of the organization. Better understanding of Roles and responsibilities. Provides clear two way communication process.

FOR MANAGERS:

Identify performance level to improve the accuracy of selection process. Provide more objective performance standards. Provide good communication. Develops Employer Employee relationship. Reduces Career related issues.

FOR EMPLOYEES:

Identify the critical skill to perform in the organization. Targets, Roles & Responsibilities are very clear. Identifies the gap for improvement. Provides a systematic approach to improve the skill level. Improved Job Satisfaction

2.6. SCOPE OF THE STUDY

The study analyses the skill level of Workmen in the organization, so that the training needs can be found out.

The study could also provide an insight to the staffs multi- skill level.

To understand the interrelated set of skills, behavior, attitude and knowledge.

Also understand the ability to assess strengths and weakness.

To study the demonstration by the employee in the current job, in comparison with the standard requirements of the job.

Understand various managerial competency fields.

Study the potential evaluation i.e. assessment of employees capability.

Pre requirements for Competency Mapping: Personal data base of all workers to be rated and stored in database.

Job description for each rank and file to be designed.

Model Competency profiles to be downloaded from different sources and that should be linked to key performance areas of the employees.

Adequate training tools to be procured in- house training as well as agencies to be selected for imparting training as well as outside training organization to be fixed for particular needed training.

2.7. ROLE ANALYSIS FOR COMPETENCY MAPPING:

Competency has two relevant meanings. The first addresses the ability of an individual to perform effectively in a job-relevant area. The second is a definition of what is required of an individual for effective performance.

The following steps may be followed in competency mapping. 1. Decide the roles for which the competencies need to be mapped.2. Identify the location of the roles in the organizational structure. Identifying the objectives of the function or the Dept, or the Unit or the Section where the role is located.3. Identify the objectives of the role. Why does the role exist? What the main purpose of the role etc. details.4. Collect the Key Performance Areas (or, KRAs, Task etc.) of the role holder for the last two to three years from the performance appraisal records.5. Interview the role holder to list the Tasks and activities expected to be performed by the individual or get the role holder to list all the activities he is expected to perform in his role. Group them into a set of tasks6. Interview the role holder to list the actual knowledge, attitude, skills and other competencies required for performing the task effectively. 7. Repeat the process with the entire role set members. If the role set members is too many, take those who are very critical. The Boss sub-ordinates and internal customer should be represented. Consolidate the list of competencies from all the role holders by each task.8. Edit and finalized. Present it to the supervisors of the role holder and the role holder for approval and finalization.

CHAPTER-3 ORGANISATION PROFILE

3.1 BRIEF OF NALCO

Name : National Aluminium Company (NALCO)Location : OrissaRegistered Office : BhubaneswarRegional Office : Bangalore, Chennai, Visakhapatnam, Mumbai, Kolkata, New DelhiOwnership Pattern : A wholly GOVT of India companyMain Promoter : Ministry of mines, GOVT of IndiaTop management : Mr B.L. BagraForeign Collaboration : M/s Aluminium Pachinery, France, ParisProduction Center : Damanjodi, AngolaPort Facilities : Parade, Chennai, VishakhapatnamISO_9002 : Alumina Refinery (Nov 94) Smelter Plant (Feb 95) Bauxite Mines (Jan 95)ISO-14001 : Bauxite Mines (Jan 96) Alumina Refinery (Feb 97) CPP (Dec 97) Smelter Plant (May 98)Nature of Business : Mining & manufacturing in the Aluminium SectorOther Areas of Business : Captive Power Plant, Rail Transport System

LANDMARK EVENTs

1. Discovery of Bauxite in the East Coast 19752. Preparation of NALCOs Feasibility Report July 19793. Investment Decision by the GOVTJan 19804. Formation of the company Jan 19815. Foundation Stone laid by Late Smt. Indira Gandhi Mar. 19816. Indo-French Collaboration Agreement Jan 19827. Signing of major Euro-Dollar loan agreement Feb 19828. Civil work started Feb 19829. Commissioning Dates Port Facilities Sept. 1985 Bauxite Mines Nov. 1985 Alumina Refinery Sept. 1986 Captive Power Plant Sept. 1986 Smelter Plant Mar 198710. Commencement of Sale of Aluminium May 198711. Commencement of Alumina Export Jan 198812. Commencement of Aluminium Export Sept 198813. First Mines Safety Award 198814. First CAPEXILE Export Award 198815. London Metal Exchange Registration May 198916. Dedicated to the Nation by late Shri Rajiv Gandhi June 198917. Star Trading House Status Jan 199218. Indira Gandhi Rajbhasa Award 1993,199519. ISO 9002 Certification Alumina Refinery Nov 1994 Smelter Plant Feb 1995 Captive Power Plant Dec 1995 Bauxite Mines Jan 199620. Indira Priyadarshini Vriksamitra Award 199421. Top Export Award of EEPC For 3 yrs22. FIEOs Niryat Shree Award For 2 yrs23. Achieved Zero debt status 199824. Indira Gandhi Paryavaran Puraskar 200025. Environment Promotion & Pollution Control Award From FIMI, FICCI, Orissa state Pollution Control Board

NALCO in BRIEF

National Aluminium Company Ltd. (NALCO) is considered to be a turning point in the History of Indian Aluminium industry. In a major leap forward, NALCO has not only address the mood for the self-sufficiency in the Aluminium, but also given the country a technology edge, in producing this strategic metals on the best of world standards.

NALCO was incorporates in 1981 in the public sector, to exploit a part of the large deposits of Bauxites, discovered in the East Coast, in technological Collaboration with Aluminium Pechinery of France (now Rio Tinto-Alcan).

NALCOs original project cost of Rs. 2408 Crores was partly financed by 980 million US Dollars, extended by a consortium of international banks. By 1998, the company has paid back overseas loans and going steady with an internally funded major Expansion plan involving an investment of over Rs 3900 Crores.

With its consistent record in capacity utilization, technology absorption, quality assurance, Experts performance and posting of profits. NALCO is a bright example of Indias industrial capability.

Today, as an ISO 9002 and 14001 company, NALCO has emerged as the largest integrated Bauxite- Alumina-Aluminium Complex in Asia.

The complex has five multi-locations, well-integrated, segments Viz Bauxite Mines, Alumina Refinery, Aluminium Smelter, Captive Power Plant, Port Facilities and Rolling Plant.NALCO has taken over international Aluminium products Ltd (IAPAL), a wholly owned subsidiary of NALCO w.e.f. March 2000 with the project cost of Rs 356 Crores having capacity of 50000 TPY of Aluminium alloy coil sheets.

3.2 MISSION, VISION & OBJECTIVE

NATIONAL ALUMINIUM COMPANY LIMITED

MISSION:

To achieve sustainable growth in business through diversification, innovation and competitive edge providing satisfaction to the customers employees, stakeholders and community at large. To continuously develop human resources, create safe working conditions, improve productivity and quality and reduce cost and waste. To be a good corporate citizen, protecting and enhancing the environment as well as discharging social responsibility in order to ensure sustainable growth. To intensify R & D for technology development.

VISION:

To be a reputed global company in the Metals & Energy sector.

3.3 NALCO OVERVIEW:The NALCO Asias largest integrated alumina-aluminium complex has five segments viz. Bauxite Mine, Alumina Refinery, Aluminium Smelter, Captive Power Plant and Port Facilities.

BAUXITE MINES:On Panchpatmali hills of Koraput district in Orissa, a fully mechanized open-cost mine of 48 lakhs tpy capacity serving feed-stock to Alumina Refinery at Damanjodi located on the foothills. The transportation is done through a 14.6 km long single flight, multicurve, cable belt conveyor of 1800 tph capacity. The mining capacity is being expanded to 63 lakhs tpy. ALUMINA REFINERYThe 15,75,000 tpy energy-efficient Alumina Refinery, having three parallel streams of equal capacity, is situated in the picturesque valley of Damanjodi. The Refinery provides alumina to Companys smelter at Angul and exports the balance alumina to overseas markets through Visakhapatnam Port. Presently the capacity is being expanded to 21 lakhs tpy. ALUMINIUM SMELTERA 3,45,000 tpy capacity Aluminium Smelter, located at Angul in Orissa, is based on advanced technology of smelting and pollution control. Its capacity is being further expanded to 4,60,000 tpy. The salient features of the Plant include: 1. Fume treatment with dry-scrubbing system 2. Manufacturing of carbon anodes, bus bars, anode stems etc.

CAPTIVE POWER PLANTClose to the Aluminium Smelter at Angul, a Captive Power Plant has been established for firm supply of power to the Smelter. The coal demand of the Plant is met from a dedicated mine of Mahanadi Coalfields Limited. The Plant is also connected with the State Grid for sale of surplus power. The capacity has expanded to 1200 MW.

PORT FACILITIESOn the inner harbor of Visakhapatnam Port on the Bay of Bengal, NALCO has established mechanized storage and ship handling facilities for exporting Calcined Alumina up to 35,000 DWT and importing Caustic Soda. Besides, the port is also used for export of aluminium metal and import of normal as well as project cargoes. ROLLED PRODUCTS UNITThis Rolled Products Unit is presently producing standard coils and sheets. Besides, its has facilities to produce foil stock, fin stock, cable wrap stock, coil stock and closure stock for a varity of end uses.Capacity: 50,000 tpa.

OBJECTIVES OF NALCO

To maximize capacity utilization. To optimize operational efficiency and productivity. To maintain highest international standard of excellence in product quality, cost efficiency and customer service. To provide a steady growth in business by technology up-gradation expansion and diversification. To have global presence and to earn foreign exchange. To maintain leadership in domestic market. To instill financial discipline at all levels for achieving cost and budgetary controls, optimizing utilization of working capital and effective cash flow management. To maximize return on investment. To develop a strong Research & Development base and increase business development activities. To promote a result oriented organizational ethos and work culture that empowers employees and helps realization of individuals and organizational goals. To maximize internal customer satisfaction. To participate in peripheral development of the area.

FUTURE BUSINESS PLANS OF THE ORGANISATION

I. Second Phase Expansion: Unit 2nd phase expansion Mines 63 lakh MT Alumina Refinery 21 Lakh MT Smelter Plant 4.6 Lakh MT Captive Power Plant 1200 MWII. Specially Unique Products.III. Market tie-up for special product with primary producers.IV. Techno marketingV. Creation of separate R & D centerValues:- Continuous Innovation Work along with others High degree of discipline

PHILOSOPHYNALCO believes in good corporate governance, attaining maximum level of transparency, accountability and equity in all facets of its operations and in all its interactions with its stakeholders Vig. Shareholders, the GOVT bankers society at large and about customers.

3.4 MANPOWER STATISTICS

Executive : 1817Supervisory : 842Un skilled : 1127Skilled : 3627

3.5 NALCO PRODUCTS

Alumina1. Calcined Alumina2. Alumina Hydrate3. Speciality Alumina & Hydrates4. Detergent Grade Zeolite

Aluminium Metal

1. Standard Ingots (each approx. 20 kgs.)2. Sow Ingots (each maximum 750 kgs)3. Wire Rods ( in coil form 9.5 mm dia weight approx. 2mt)4. Alloy Ingots (each approx. 10 kgs)5. Billets (in four sizes 127 mm, 152 mm, 78 m, 203 mm dia)6. Cast Stripes (in 1600 mm width max. nominal gauge 6.35 mm)7. Cold Rolled Sheets

3.6 ENVIRONMENT MANGEMENT Nalco, since its inception, has taken adequate steps for pollution control and effective Environment Management. Nalco's technology associate Aluminum Pechiney (AP), France, with their experience of stringent pollution control standards in Europe, have ensured eco-friendly process technology.With the growing environmental awareness in India and framing stringent and statutory regulations, Nalco achieved all statutory clearances before starting its production. Strict adherences to approved EMP and constant monitoring has helped Nalco to achieve considerable success in the field of Environment Management.

The Company received Indira Priyadarshini Vrikshamitra Award from Govt. of India for its contribution in the field of afforestation and wasteland development. The 960 MW Captive Thermal Power Plant of the Company also received the prestigious Indira Gandhi Paryavaran Puraskar for the year 2000 from Govt. of India for its outstanding contributions in the field of environment management. Besides these, the Company and its Units have received various National, State and Institutional awards for excellence in Safety & Environment Management.

ENVIRONMENT POLICY

In recognition of the interest of the society in securing sustainable industrial growth, compatible with a wholesome environment, NALCO affirms that it assigns high importance to promotion and maintenance of a pollution free environment of a pollution free environment in all its activities.

Keeping the above in view, NALCO has set the following objectives. To use non-polluting and environment-friendly technology in all industrial activities. To monitor regularly air, water, land, noise and other environment conditions and pollutant fall-outs. To constantly improve upon the standards of pollution control provide a leadership in environmental management. To develop among the employees an awareness of environmental responsibilities and their adherence to sound environmental practices. To work closely with govt. and local authorities to help prevent and minimize adverse consequences of the industrial activities of the environmental. To comply with all applicable laws governing environmental protection through appropriate mechanism.SOCIAL ACTIVITIES As a special relief measure, the company provided LDPE sheets worth Rs.75.35Lakh to the Govt. of Orissa during flood in Coastal. Orissa in September 2003. During the year, the company completed construction of 53 primary school buildings in Super Cyclone Area in Orissa under Prime Ministers Relief Programme.

QUALITY POLICYQuality will form the core of our business philosophy. Meeting the needs and expectations of the customer and consistently improving our system and work ethos will be our chosen path in achieving excellence in business and fulfilling our social obligations.

GUIDING PRINCIPLES: To ensure a healthy return on investment by maximizing operational efficiency, capacity utilization and productivity. To continually improve and redesign systems, process and practices in order to ensure error prevention and improve response time. To adopt internal customer focus as means to external customer satisfaction. To treat Human Resource as the key to Quality Excellence and ensure development, involvement and satisfaction of employees. To ensure high quality of inputs through proactive interaction with suppliers. To meet obligations towards the society as a responsible corporate citizen. To provide value for money to all stake holders. To follow ethical business philosophy at all times.

COMMITMENT:To dedicate Quality Policy and Objectives of the company in letter and spirit and commit to continuously strive for fulfillment.

TPM POLICYIn our pursuit towards organizational excellence through practice of Total Productive Maintenance, we are committed to Maximize Overall Plant Effectiveness.Achieve Zero Defects, Zero Breakdowns and Zero Accident.Involve all Employees in System and Process Improvements.Create a Clean and Lively Working Environment.TPM PURPOSE:TPM is promoted by Japan Institute of Plant Maintenance (JIPM) with following aims: Get the maximum production from the plant by maximizing Overall Equipment Effectiveness(OEE) Prevent every Kind of Loss, mainly through Zero Breakdown, Zero Defect and Zero Accident. Involvement of all functions and Levels. Reduce cost and time of production.TPM PILLARS: Autonomous Maintenances Planned Maintenance. Focused Improvement. Education and training. Quality Maintenances. Safety, Health and Environment. Office TPM. Development Management.

SPECIAL FEATURES

First largest power station having ISO 9002 and 14001 certification in INDIA. Consistent track record in reliable operation and optimal level of production achieving highest PLF of 78.85 and availability factor of 86.70%. Maintained high plant load factor even with more number of smaller size units(8*120MW) Maintained very low unit cost of generation of Rs.1.05 (2003-04) per unit. Available infrastructure for further expansion of the plant. Process monitoring through DAS Automatic turbine runs up system. Islanding scheme to isolate form grid during disturbances ESP with microprocessor controllers Ash pond overflow recycling System.

TECHNICAL FEATURES: STEAM TURBINE: three cylinders, Extracting Reheat, Condensing Type.

GENERATOR:141.5MVA,120MW,10.5KV,3000 RPM, Hydrogen Cooled (#7 and #8 Air Cooled) and brush less Excitation System.

BOILER: Water Tube, Vertical Natural circulation, Single drum, Tilting and Tangential Corner Fired, Balanced Draught ,Reheat Type ,Dry bottom ,Direct pulverized Coal Fired. Capacity, (MCR-U#1 to #6:430/Hr)

CHAPTER-4COMPETENCY MAPPING METHOD ADOPTED IN NALCO

COMPETENCY MAPPING IN NALCO AND ITS LINKAGE TO TRAINING & DEVELOPMENT

4.1 METHEODS ADOPTED:The Competency mapping is done in a systematic way by using various types of forms. The first form is meant for determining the, Competency Requirements in respect of an employee. In this form, the Job position of the employee in respect of whom the mapping is to be done is indicated. Bunching the grades in which the employees concerned work indicates the job position in respect of a particular category of employees. The following example will make the position clear. Employee working in T0 to T4 grade:Technician/ Operator(With functional denomination) Employees working in T5 to T7 grade:Highly Skilled Technician/Operator (With functional denomination) Employees working in supervisory grade: Supervisor(With functional denomination) Ministerial (Non-supervisory) grade:Assistant

Executive in E0 to E3 grade:Officer/ Engineer(With functional denomination) Executive in E4 and E5 grade:Manager(With functional denomination) Executive in E6 grade:Section or Line-in-charge

Deputy General ManagerHOD

After identification of the Job position the Minimum Educational qualification and experience requisite for the job position is indicated in the form over and above the educational qualification, the training requisites are mentioned in 3 different categories, i.e. (A) Functional (general), (B) Functional (Statutory/ Mandatory), (C) Developmental. Here the Functional training related to the present job position.

In the third part the job skills required for the job position is indicated. The job skill is derived from the activities, by which the job holder is required to perform the job efficiently. For a particular task an employee is required to perform a number of activities. Here lies the Competence level of the employee to perform the job to a desired level. For that purpose there is a provision in the form to indicate the level of skill required. The example of the level of skill is given below.

I= New in job, II=Can perform under guidance, III- Perform Independently, IV= Independent+ Problem Solving, V= IV+Ability to supervise & Train others.

The nature of skill, which is essential for the job position, is indicated here along with its level expected from the jobholder in the functional area.

For the workmen level only the job skill are to be indicated in the form. But for the supervisory category, the level of skill like communication and interpersonal Skill is indicated. Similarly for the executives the level of soft skill like communication, Inter-personal skill, Delegation and Leadership & Team Building is indicated.

The Unit HRD department does all the above exercise involving concerned department executives and HODs, where the jobholders work. While doing the exercise great care is taken to analyze the activities involved to perform all task the job holder is required to do and then only the job skill which is the ability to carry out a given task or activity successfully or accurately or proficiently or speedily or with quality or with fewer errors and so on is to be briefly indicated in the form.

Competency requirements against education, experience, skill and training are framed up for all identified positions in the enclosed format.

For the above purpose the involvement of concerned Controlling Officers, the HODs/ Section or Line-In-Charge and concerned DGM is most essential. The authorities for preparation and approval of the Competency Requirement and Actual Competence profile are as indicated below.

ResponsibilityPreparingApproving

1. GMSEDED

2. DGMsGMED

3. HOD/INCHARGEDGMGM

4. Other ExecutivesHOD/INCHARGEHOD/INCHARGE

5. SupervisorsHOD/INCHARGEHOD/INCHARGE

6. Skilled WorkersHOD/INCHARGEHOD/INCHARGE

After filling up the Competence Requirement Form the second form, which is the Actual Competence Profile, form is filled up in which the individual employee holding the job position is assessed. Actual competency profile, in respect of education, experience, skill and training, for individual employees manning the identified positions are recorded in Actual Competence profile form. In this form, apart from the educational and professional qualification, the training undergone and the details of the employees experienced during the last 12 years in various areas which is indicated by the HRD Department the concerned Department where the employee works indicates the actual level of various skill which that particular employee posses on the date of assessment.

The identified gaps derived by comparison of actual competencies of individual employees manning identified positions vis--vis competencies required for those positions, are recorded in Competence Gap Assessment form.The following actions are decided in the Competence Gap Assessment Form for adequately correcting the gap identified.a. Suitable training for upgrading the skill or meeting the statutory/ mandatory requirements.b. The employee may obtain additional education and/or professional qualification.c. Providing for mentoring, counseling and/or extra supervision like on the job training etc. for certain period.d. Job rotation required for the positions.e. For correcting job skill gaps, it will be decided by the Unit Head in consultation with concerned HODs/ DGMs.f. HRD Department is responsible for preparing the Competency Gap Assessment, Which is approved by the authority as mentioned below:

CategoryApproving

1.GMSED

2. Other ExecutivesUnit Head

3. SupervisorsDGM

4. Skilled WorkersDGM

After the measures are decided, the HRD department takes follow up action, by way of taking up the matter with the training department and the User Department to do the needful and make the assessment of the Training Effectiveness.

Any training/ qualifications required by individuals are added to the data base during this exercise.

For the purpose of Competency Mapping Nodal Officers for different units have been identified who are responsible for providing the forms, consulting the concerned departments, makes correspondence and maintain centralized record. In addition, Positional Mentors have also been nominated by various departments who can contact in regarding to progress of Competency Mapping work in respect of the employees of their department. The Positional Mentors are responsible for designing the modules and imparting on the job training in the shop floor to the concerned employees.

The Nodal Officer also initiates and co-ordinates all the necessary actions to be taken as approved by Competent Authority.

After job-skill related training programmes are organized to bridge the competence gap. Training department hands over training Impact Assessment forms to the HOD for evaluation of the training with a copy to HRD.

The effectiveness of training imparted is evaluated in Training Impact Assessment form, as per procedure by the Nodal officer in consultation with HOD concerned within 3 month of organization of the programme. Proposal for corrective Action, if any is communicated to the Training department within 4 months of Organization of the programme.

The effectiveness of other actions is also evaluated only in case of significant changes. GM (H&A) reviews the actions on quarterly basis, where such significant changes are necessary and appropriate corrective and preventive actions are taken to improve the effectiveness of the system

The exercise is continuous in nature and is being adopted by NALCO as a developmental Tool. In each step unit HRD involves for correct assessment of skill requisites and the methodology to be applied for bridging the gaps if any.

In regard to educational gap concerned employees are being addresses/ counseled to perform the requisite educational qualification for which management has developed different motivational schemes. In case of skill gap, unit HRD follows up the matter with the concerned department head as well as the training head for better & quick result.

The exercise is being reviewed annually, wherever, any new job position arises or any employees jobs on transfer/ recruitment, the same is assessed afresh and the whole exercise repeats. August is the month that has been finalized to start review so that after the full cycle, the training gap could be intimated to the training department by January, enabling them to incorporate in annual training plan, which start at the beginning of financial year.

Recently CPP has taken up the task of doing the competency mapping for employees through Task Analysis method. The activities are under full swing to follow the six steps approach of Task Analysis i.e. Contextual Model, Activity Analysis, Task delineation, Competency analysis, Performance analysis and Discrepancy analysis.

4.2. PERFORMANCE MANAGEMENT AND COMPETENCY

Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements

According to Armstrong and Baron (1998), Performance Management is both a strategic and an integrated approach to delivering successful results in organizations by improving the performance and developing the capabilities of teams and individuals.

Effective performance management includes the following features: Linking individual goals to the corporate and work unit business plans and goals; Focusing on results, behaviours (competencies) as well as process improvement; Regular reviews and updating of performance plans to address changing demands; Training for both managers and employees on how to effectively give and receive feedback, including providing feedback to employees who experience challenges in performing to the standards required in their jobs / roles; Training for managers on how to provide performance evaluations that are valid, fair and unbiased.

Both performance Management and competency mapping will help the HR professional to implement it effectively in their organization.

Performance management is about achieving results in a manner that is consistent with organizational expectations. Integrating competencies within the performance management process supports the provision of feedback to employees not only on what they have accomplished (i.e., performance goals), but also how the work was performed, using competencies for providing feedback. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies. Multi-source feedback, while not an HR application per se, is a method that is often used in performance management to assess and provide employees with feedback on how they performed their work (i.e., their demonstration of the competencies).

4.3 ERP AND COMPETENCY MAPPINGCompetency Mapping is a part and parcel of a Enterprise Resource Planning(ERP). Performance management system, Competency Mapping planning and Training & Development governed through Enterprise Resource Planning.

WHAT IS ERP? Integration of business processes Group of processes, application and technology Network and systems infrastructure. Databases Applications to support business processes like manufacturing (make), procurement(buy), ales(sell), accounting (track),human resources, Payroll Middleware

ERP is a method for effective planning and control of all resources needed to take, make, ship and account for customer orders in a manufacturing, distribution or Service Company.

ERP (Enterprise Resource Planning) systems typically include the following characteristics: An integrated system that operates in real time (or next to real time), without relying on periodic updates. A common database, which supports all applications. A consistent look and feel throughout each module.

Role for an ERP System Reduce operating costs Generate more accurate demand forecasts Speed production cycles Enhance customer service

CHAPTER-5TRAINING NEED ASSESSMENT AND ROLE OF COMPETENCY MAPPING

TRAINING NEED ASSESSMENT AND ROLE OF COMPETENCY MAPPING

Apart from various methods for assessment of training needs now decisions has been taken by the management to link all the training with the outcome of Competency Mapping. At the time of Competency Mapping training need is well indicated by the Competency Mapper and their suggestion are recorded for implementation of training program for various executives and non- executives. As such Competency Mapping is the mirror to determine the training need of each and every post and positions held by each and every officers.

a) Training Need of the executives:

Training needs of the executive is being identified once in every 3years through form E of the executive performance appraisal report before a specified date. The needs are indicated both for functional & development of individual executives.

b) Training Needs of non-executives:

A separate form for identification of training need for non-executive employees is filled in by the respective HODs before the specified date. The forms are designed & approved by the competent authority as per the ISO system. The needs are indicated both for functional & development of individual non-executives.Thus training needs analysis is done by:- Performance appraisal records Appointing external consultants Special questionnaires or surveys, conducted at regularly intervals Study of job description/specification Recommendation of Heads of department & Interaction of training department officials with HODs. In case of new technology (state of the art technology), generally, training for personnel forms as a part of the supply/erection work order. These trainings are imparted based on the suppliers recommendations.

CHAPTER-6DIFFERENT TRAINING PROGRAMS DESIGNED BY NALCO

DIFFERENT TRAINING PROGRAMS DESIGNED BY NALCO TO MEET COMPETENCY MAPPING

6.1TRAINING MODULES: In order to plan & monitor the training & development activities, the total spectrum of training has been classified into ten modules.

MODULE-1

Contractual Training with supplies of technology. Plant & machinery.Aluminium Pachiney[AP] NALCO Contract Other Foreign Vendros BHEL- NALCO contract

MODULE-2

Functional Specialization & Refresher training for executives in staff function departmentPersonnel Management Finance Management Materials Management Marketing Management Administration/Office Management Public Relation.

MODULE-3Functional specialization & Refresher training for executives in Line{Technical} department.Production Management Maintenance Management Other specialized functional areas.

MODULE-4Specialization training for executives in inter disciplinary technical/ management service functions.Computer Application Project Management Safety Engineering Environment Management Research & Development Industrial Engineering Training.

MODULE-5Inter functional appreciation program

Finance for non-finance executives, Personnel for non-personnel executives Materials Management for line executives Computer application.

MODULE-6General ManagementAdvanced Management programs for senior Executives advanced Management program for top executives Management Development program for junior & middle level executives.

MODULE-7Induction & Orientation TrainingInduction training for newly recruited executives Orientation program for supervisory personnel promoted to executive cadre Induction training for executives coming on transfer from one unit to another.

MODULE-8Training for the traineesGraduate Engineers Operative Trainees LDP Trainees Apprentice Trainees

MODULE-9

Supervisory Development Training

Induction Program Functional Program Behavioural Programs

MODULE-10Workmen Development Training

Induction program skill improvement program Work place relation training Safety & First-Aid Training

TRAINING METHODS:

There are various forms & types of training methods. An effective training method provides motivation to the trainee to improve job performance, to develop a willingness to change & provide & opportunity in the learning process. The classifications of training methods are as follows:

ON THE JOB TRAINING:It is learning by doing. The trainee learns the job by personnel observation & practices as well as handling it. The trainees learn on the actual equipment in use & follow the principles & practice in the practical field.

JOB ROTATION:It refers to transfer or movement from one job to another on some planned basis for educational learning purpose. It provides a great deal of outlook & increased understanding of the various aspects & give scope for employees potential & better exposure.

COACHING:Here the superior plays the role of the guide & instructor. The coaching set some mutually agreed principles & tells trainee, what he wants, suggests how it can be done, follow up suggestion & correct errors.

COMMITTEE ASSIGNMENT:Juniors are assigned to board & are asked to participate in deliberations. So the Junior gets opportunities to share in the decision making process of the Management 7 to learn by watching others.

APPENTICESHIP:Each apprentice is given a program of assignment, accordingly to predetermined schedule, which he perform as well as experiences & learn from it. Mostly the apprentices are from crafts, trades & technical areas.

OFF THE JOB TRAINING:Training which is not a part of every day job activities, but facts, concepts, principles, theory & problem solving abilities are taught in classroom.

CASE STUDIES:Trainees are given cases to analyze, asked to identify the problems & to recommend tentative solution for it.

ROLE PLAYING:The refers to creating a line business situation in the classroom. Role playing involves action doing practice. Two or more trainees are assigned parts to play before the test of the class, who observe & learn.

T-GROUP TRAINING:It comprises association of audio-visual aids & planned reading programs. Through a regular supply of professional journals & informal social contracts, the members kept informed of latest developments.

6.2 TYPES OF TRAINING:There are various types of training practices, which are practiced in NALCO Alumina Refinery Plant, are described as follows: IN HOUSE TRAINING:Training program designed, developed & conducted within the company with or without the assistance of external agency or faculties is termed as in-house training.

EXTERNAL TRAINING (WITHIN INDIA):A Training program designed, developed & conducted within India by an outside agency for the employees of the different company & to which one or more employees of the company are nominated.

EXTERNAL TRAINING (ABROAD):A Training program designed, developed & conducted outside India(abroad) by an outside agency for the employees of the different company is considered as external training. The employees nominated to external training. The employees nominated to external training program execute bond as per the rules of the company.

COUSTOMIZE TRAINING( WITH IN INDIA):A program specially designed for the NALCO employees within India by an outside agency. Mostly the suppliers, manufacturers signed the agreement & conditions to be laid down there which are considered as customize training( within India).

CUSTOMIZE TRAINING (OUTSIDE):A program specially designed for the NALCO employees arranged outside India(abroad) by an outside agency mostly the suppliers, manufacturers of the equipment & process technology as per the contractual agreement & terms & conditions laid down there-in is considered as customize training(outside India).

PLANNED INTERVENTION:A grade/level/category wise in house training program normally based on a template course designed & conducted to improve competency based of on the necessity for the organization is considered as planned intervention.

NEED BASED PROGRAM:A training designed, developed & conducted on the basis of the functional & developmental needs felt & identified for the employees concerned is considered as need based program.

SPECIFIED INTERVENTION:An external training program or an in-house training other than a planned intervention or supplied competencies as felt necessary by the organization from time to time is considered as specified intervention.

IN-HOUSE TRAINING (JANUARY, 2009 TO DECEMBER, 2009):Sl.noMonthGeneral SCST

Executive Non-executive Executives Non-executiveExecutives Non-executive

1January,09793204060212

2February,09601601040212

3March,094912090104-----

4April,09896206110118

5May,09483305040408

6June,091018810250927

7July,09-------39-----07------05

8August,09240902010202

9September,09472510040504

10October,09675411060810

11November,09537507090216

12December,090187------22------35

IN HOUSE TRAINING (JANUARY, 2010 TO DECEMBER, 2010):

Sl.noMonth General SCST

Executive Non-executiveExecutive Non-executiveExecutive Non-executive

1January,100784-----37-----75

2February,1027106-----280245

3March,1003750264-----15

4April,103459-----78-----29

5May,1004423-----112-----107

6June,1009109-----42-----40

7July,101038-----06-----16

8August,102660-----27-----19

9September,102444-----06-----34

10October,1020360332-----21

11November,1032542-----650551

12December,1042640524-----24

IN-HOUSE TRAINING (JANUARY, 2011 TO DECEMBER, 2011):

Sl.noMonth General SCST

Executive Non-executiveExecutive Non-executiveExecutive Non-executive

1January,1118310314-----08

2February,1147136-----500252

3March,1126173-----370552

4April,11094760637----106

5May,110764----19----15

6June,11334005--------09

7July,1149570312----14

8August,113951----04----16

9September,113554----240922

10October,113862----18----24

11November,113550----150518

12December,115816----02--------

EXTERNAL TRAINING (JANUARY, 2009 TO DECEMBER, 2009):Sl.noMonth General SCST

Executive Non-executiveExecutive Non-executiveExecutive Non-executive

1January,09641101010301

2February,09612705050306

3March,09592905100122

4April,09380102040105

5May,09610613020206

6June,09623807100611

7July,09605503080304

8August,09293201130314

9September,0969620417----16

10October,09472904050308

11November,091110502200114

12December,09340804-----04-----

EXTERNAL TRAINING (JANUARY, 2010 TO DECEMBER, 2010):

Sl.no

Month

General SCST

Executive Non-executiveExecutive Non-executiveExecutive Non-executive

1January,101245845-----42

2February,106110----24927

3March,10765----65-----97

4April,102425449-----18

5May,104423-----112-----107

6June,109109-----42-----40

7July,101038-----6-----16

8August,102660-----27-----19

9September,102444-----6-----34

10October,102036332-----21

11November,1032542-----65551

12December,104264524-----24

EXTERNAL TRAINING (JANUARY, 2011 TO DECMBER, 2011):

Sl.no

Month

General SCST

Executive Non-executiveExecutive Non-executiveExecutive Non-executive

1January,111831314----8

2February,1147136----50252

3March,1126173-----37552

4April,1126476637-----106

5May,11764-----19-----15

6June,1133405----------9

7July,114957312-----14

8August,113951-----4-----16

9September,113554-----24922

10October,113862----18-----24

11November,113550-----15518

12December,115816-----2---------

CHAPTER-7DATA ANALYSIS OF THE WORK DONE BY THE STUDENT

7.1 Questionnaires:

H R D project onTRAINING & DEVELOPMENT THROUGH COMPETENCY MAPPING( A STUDY IN NALCO M& R COMPLEX)1. Is Competency Mapping is important in NALCO, Damanjodi?a) Yes b) Noc) Any specific comments

2. Is Competency Mapping is compulsory for every organization?a) Yesb) Noc) Any specific comments

3. What should be the nature of Competency Mapping?a) Fully Confidentialb) Semi Confidentialc) Non Confidential

4. Is the Competency Mappers are given training on how to access his subordinates for competency?a) Yesb) Noc) Any specific comments

5. Do the Reporting Officers & the Reviewing Officers misuse their power through Competency Mapping?a) Yes b) Noc) Any specific comments

6. Is the Competency Mapping system helps you improve your present performance?a) Yesb) Noc) Any specific comments

7. Is Competency Mapping really successful in identifying the training needs of an employee?a) Yesb) Noc) Any specific comments

8. For what purpose of the Competency Mapping system is essentially used in your organization?a) Promotionb) Special Rewardsc) Training & Development

9. Frequent Competency Mapping creates more awareness to work among the employee. Is it true?a) Yesb) Noc) Any specific comments

10. How you will rate Competency Mapping adopted in NALCO?a) For executive good/better/bestb) For Non executive good/better/best

11. Upto what extent the training given to you after Competency Mapping helps you to improve your performance?a) Limited extentb) Greater extent

12. Is Competency Mapping is required at the time of interview?a) Yes b) Noc) Any specific comments

13. Is Competency Mapping useful for determining managerial effective?a) Yesb) Noc) Any specific comments

14. Is the productivity of the organization related to competency of the human resources?a) Yes b) Noc) Any specific comments

15. How Competency Mapping is linked with training in your opinion?a) The training need is well understood from competency level by the management.b) Training needs are well indicated by appraised in the appraisal formc) The training need are assessed in the light of existing level of competency of the individual employee.

16. Is Competency Mapping is devised for each & every functional area?a) Yesb) Noc) Any specific comments

17. Competency Mapping done by the management in a time bound manner.a) Yesb) Noc) Any specific comments

18. Do you think that the management reviews the Competency Mapping periodically by the head of the departments?a) Yes b) Noc) Any specific comments

19. Has the management appointed any expert for analysis of the Competency Mapping?a) Yes b) Noc) Any specific comments

20. Do the Competency Mapping exercise covers the psychological factors of an employee like attitude, skills & knowledge ,leadership, physical competency, personality, leadership styles?a) Yes b) Noc) Any specific comments

21. Is Competency Mapping is useful in selecting Business heads?a) Yes b) Noc) Any specific comments

22. Is Competency Mapping is used for making a better business decisions?a) Yes b) Noc) Any specific comments

23. Your opinion regarding the present state of Competency mapping exercise undertaken by the organization

24. Give your open opinion regarding the usefulness of Competency mapping for organizational development.

ANALYISIS

1. Here 100% of both executive & non-executives are agreeing with this question. 2. 80% of executives are agreed and rest 20% are disagree with this questions but 100% of non-executives are agreeing.

3. 65% of executives and non-executives said that it should be fully confidential,20% of employees said that it should be semi-confidential and rest 15% said it should be non confidential.

4. 80% of employees are agreed with this question but rest 20% are disagreed.

5. 80% of employees are disagreed with this statement but 20% of them are agreed. Some of employees commented that in specific cases, they might be misused their power.

6. 85% of executives and non-executives are agreed with this statement and rest 15% are disagreed

7. 75% of executives and non-executives are agreed but rest 25% are disagreed.

8. Here 40%% of the executives and non-executives agreed with promotion,15% are agreed with special rewards and rest 45% said training and development.

9. Here 75% are agreed with this statement and rest 25% are disagreed.

10. Competency mapping is exist in NALCO

11. Here 80% of the executives and non-executives said that competency mapping helps them to a greater extent and 20% of them are not agreed.

12. Here 65% of executives and non-executives are agreed with this question and rest 35% are not agreed.

13. Here 75% of employees are agreed with this question but rest 25% are disagreed. 14. Here 85% of executives and non-executives are agreed with this question but rest 15% are not agreed.

15. Here 20% of both executives and non-executives said that the training need is well understood from competency level by the management, while 25% of them said that training needs are well indicated by appraise in the appraisal form but rest 55% of them said that the training need are assessed in the light of existing level of competency of the individual employee.

16. Here 50% of employees are agreed with this statement but rest 50% are disagreed 17. Here 40% of executives and non-executives are agreed with this statement and rest 60% are disagreed.

18. Here 80% of executives and non-executives are agreed with this statement and rest 20% are disagreed.

19. Here 75% of employees are disagreed with this question but 25% are agreed.Some of them commented that undefined the expect executive for Competency mapping.

20. Here 85% of executives and non-executives are agreed with this question and rest 15% are disagreed. 21. Here 75% of executives and non-executives are disagreed but 25% are agreed in some extent.

22. Here 30% of executives and non-executives are disagreed but rest 70% are agreed in some extent. 23. Competency mapping has started long back. But thrust has been given to the concept very recently for implantation. Executives said lot of improvement is needed in NALCO.

25. Most of the executives said that organizational development always linked with manpower planning and succession planning. Competency based succession planning is a useful method linked with competency mapping.

Organizational development is designed to cope up with changed situation with advancement of technology and competitive market scenario. Hence competency mapping tool is helpful for determining the competency level of personnel of the organization to meet such organizational change.

7.2 FINDINGS

The major findings of the study are:1. To have a knowledge of operation of competency mapping in organizational growth.2. How it is functioning in NALCO, DAMANJODI.

CHAPTER-8CONCLUSION & SUGGESTION

8.1 OBSERVATION:

Competency Mapping in NALCO Damanjodi though has been started long back, much development has not been made. The principles and practices followed in determining competency is encouraging as well as the thrust areas are very define and well targeted. For Competency Mapping the mappers have been selected and necessary support from system administrator has been devised for early updation of data resources. However awareness among the rank and file needs attention so that effort and cooperation from all concerned can be materialized. In an Developing organization like NALCO, Competency Mapping has much to do with, not only for developing the Human Resources to reach the desired level of performance and also at the same time improve the quality of leadership, attitude, knowledge and skills of the employees as a whole.The ball has already started moving in the right direction to achieve the targets of Competency Mapping and the role of management for the success of the mission is praise worthy. In the coming days Nalco will definitely reap the fruits of Competency Mapping in developing its Human Resources.

8.2 SUGGESTION:

Although Competency Mapping in NALCO has been conceptualized long back, it has been implemented in letter & spirit during 2011-12 in M & R complex, Damanjodi. Competency mapping is basically, a coordinated effort of all the department under the leadership of HR department. Unless all the line department do not support/cooperate with the HR department, Competency Mapping cannot be successfully implemented. Hence it is suggested that in NALCO all the line departments should come forward to make the system functional and fruitful. It is a big task for the HR department to prepare Competency Mapping plan for each individual functionaries of the management. So database need to be strengthened. Hence, it is suggested that personal information system records in NALCO should thoroughly updated. Since Competency Mapping is linked with training it is suggested that the training plan ,methods and modules needs to be properly restructured keeping in view the individuals needs.

8.3 CONCLUSION

NALCO is model employee no doubt but the steps taken by NALCO for Competency mapping for its workforce is progressive with an objective to complete the same by end of 2012. All-round efforts has been taken by management to setup competency modules for each functionary and training need database is under preparation. It is felt that due to shortage of train manpower in some areas NALCO is dependent on outside agency. This can be bridged as soon as the line managers and the operators get adequate training after Competency mapping is over. No doubt all the officers are competent in their own field but due to advancement of technology Competency mapping is needed in all organization. From the analysis of data it is observed that many areas are still not covered under the umbrella of Competency mapping but management in NALCO is gradually including those areas. Last but not the least the progress made in field of Competency mapping in M & R complex is highly satisfactory.

CHAPTER-9ANNEXURE

EXECUTIVE COMPETENCE GAP

Sl.noArea of CompetenceNo of Persons IdentifiedActual Compliance Action plan for balanceRemarks

1LEADERSHIP

2TEAM WORK

3COMMUNICATION

4PROCESS CONTROL & NORMS

5INPL. OF MGT SYSTEMS

6ANALYTICAL SKILL

7RESOURCE MOBILISATION

8POWER PLANT CHEMISTRY

9PROCESS LAYOUT

10PROCESS CONTROL & INTERVEN.

11OPERATING SYS. & PROCESS

12PROBLEM SOLVING

13TROUBLE SHOOTING

14COST CONTROL TECHNIQUES

15INTER PERSONAL SKILL

16OPRN. SYS. & PROCEDURE

17PROCESS CONTROL NORMS

18CONTRACT EXECUTION

19SAFETY AUDIT

20ENVIRO. LEGISLATION & PENALT.

21HAZARD MGT.

22PURCHASE MANAGEMENT

23COST EFFECT. & MARKET SURVEY

24COMMERCIAL LAW PROCEDURE

25COMM. TERMS & CONDITION

26LOGISTICS MANAGEMENT

27INVENTORY CONTROL

28STORE MANAGEMENT

29INTENTORY CONTROL

30LIASIONING SKILL

31PLANNING & ORGANISING

32AUDITING SKILL

33FACILLATATION SKILL

34CREATIVITY

35INNOVATION

36APP. DEV. & IMPLEMENTATION

37MULTIPLICATION OF PLANT

38APPL. OF TRG. POLICY & STATUS

39DESN. & DEV. OF TRG. MODULES

40CONTROL MAINT. OF DCS/ PLC SYS.

NON-EXECUTIVE COMPETENCE GAPSL.NOArea of CompetenceNo of Persons IdentifiedActual ComplianceDate of ComplianceAction plan for balanceRemarks

1HAND. EMERGENCY SITUATION

2DOCUMENTATION

3POWER PLANT OPRN. & PARAMETER

4FAULT DIAGNOSIS

5INTERPERSONAL RELATION

6LEADERSHIP

7COMMUNICATION

8SUPER. OF CIVIL MENT. WORKS

9PLANNING CO-ORDINATION

10COMPUTER APPLICATION

11APP.OF TAX RULES & REGU.

12PURCHASE POLICY & PROCEDURE

13COMPUTER OPERATION

14STATEMENT PREPARATION

15WORK PLANNING

16STORE PROCEDURE(R &C)

17ORGANISING QC ACTIVITY

18NURSERY MANAGEMENT

19TIME MANAGEMENT

CHAPTER-10BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS AND ARTICLES

Human Resource Management Uday Pareek ,Page no.45-67Human Resource Management & Human Relation-V.P.Michael, Page no. 35-119

WORKSHOP ON COMPETENCY MAPPING RESOURSE PERSON PROFESSOR R.P.MOHANTY28-29/11/2008 AT HRD CENTRE, DAMANJODI

WEBSITES REFERRED

website-www.google.comwebsite-www.nalcoindia.com website-www.nalcorefinery.com