competency mapping project
TRANSCRIPT
CHAPTER 1
INTRODUCTION
1.1 AN INSIGHT INTO COMPETENCY MAPPING
1.1.1 OVERVIEW
Today’s competitive and an uncertain business scenario has urged organizations to
change the way they have been creating value and conducting business. “Survival of the fittest”
is the theory that is defining the winners in business, today. The shifting business paradigm is
forcing organizations to reformulate their business strategies so as to include, issues of human
assets, as one of the key components. It has become essential for organizations to design a kind
of people management that would act as a key to business success. Thus, the new world of
work, is reinventing Human Resource Management (HRM) to capitalize on employees' talent
rather than force-fitting employees into a “job-box” and this has been facilitated by making ‘job
competency – a key element of human capital’, the foundation for all Human Resource (HR)
efforts. Today, the move is towards a measurable, objective and a competency-based HRM - a
new way of defining and assessing the hard-to-measure traits, or otherwise, the soft skills of
employees.
Since their introduction two decades ago, competency models and competency-based
Human Resource Management have become the best practice of business focused HR processes
for thousands of businesses. Competencies have stood the test of time and are now required for
organizations seeking to integrate their HR practices with the strategic and operational needs of
business.
1.1.2 WHAT ARE COMPETENCIES?
“Competencies are the characteristics of a manager that lead to the demonstration of
knowledge, skills and abilities, which result in effective performance within an occupational
area. Competency also embodies the capacity to transfer skills and abilities from one area to
another”. – Hogg B, 1989.
1
An analysis of the definition reveals:
Competencies are the characteristics of a manager. This goes along with our premise that
competency is a characteristic of a person.
Competencies lead to the demonstration of skills and abilities. Therefore, competency
must be demonstrated and hence must be observable. It must not be inferred or extrapolated.
Competencies must lead to effective performance. This means that the performance of a
person with competency must be significantly better than that of a person without it.
Competency thus refers to behavior, differentiating success from merely doing the job.
Competency also embodies the capacity to transfer skills and abilities from one area to
another. A sales person may be able to deliver his sales pitch flawlessly but may be tongue-
tied elsewhere. He lacks the competency of ‘communication’. Thus competencies cannot be
restricted to a single job alone but the person must be able to carry them along. This dispels
the need to differentiate between generic and functional competencies since this part of the
definition excludes functional competence, which is associated with a particular job.
Broadly defined, competencies are actions which are observable in the execution
of an individual’s work, characterizing effective performance in the work.
1.1.3 IS COMPETENCE AND COMPETENCY DIFFERENT?
Very often, competence and competency are used interchangeably. It is essential to
understand that competence and competency are two different terms.
Competences refer to abilities based on work tasks or job responsibilities; thus
they define what has to be done.
Competencies refer to abilities based on behavior; thus they define how a job has
to be done, excellently.
Thus, for a sales manager, competence and competencies could be differentiated as
follows:
2
COMPETENCE COMPETENCIES
1. Prepare quotations and sales order processing.
2. Manage key accounts, the sales office and its staff.
3. Supervise and motivate the Field sales force.
1. Problem Solving and Judgment
2. Drive and Determination
3. Commercial Awareness
4. Inter-personal skills
5. Effective Communication
The above competencies can be described further by Behavioral Indicators which are
observable behaviors or actions, defining a particular competency, related to a specific role in an
organization.
1.1.4 COMPETENCY & KNOWLEDGE SKILL AND ATTITUDE(KSA)
FACTORS
It is essential to understand how competency is related to knowledge, skill and
attitude factors.
Competencies only include behaviors that demonstrate excellent performance.
Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral
application of knowledge that produces success. In addition, competencies do include skills, but
only the manifestation of skills that produce success. Finally, competencies are not work
attitudes, but do include observable behaviors related to attitudes.
E.g.:
Considering the position of a marketing manager in an organization, competencies
and KSAs for this position could be:
Skill: Sets up new project introduction.
3
Competency: Positions a new project introduction so that it is clearly differentiated in the
market.
Knowledge: Understands market dynamics.
Competency: Uses understanding of market pricing dynamics to develop models.
Attitude: Wants to do an excellent job.
Competency: Meets all commitments in a timely manner.
Today organizations are all talking in terms of competence. Gone are the days when
people used to talk in terms of skill sets, which would make their organizations competitive.
There has been a shift in the focus of the organizations. Now they believe in excelling and not
competing. It is better to build a core competency that will see them through crisis. And what
other way than to develop the people, for human resource is the most valuable resource any
organization has.
1.1.5 THE PROCESS OF COMPETENCY MAPPING
“Competency mapping is the process of identification of the competencies required
to perform successfully a given job or role or a set of tasks at a given point of time. It consists of
breaking a given role or a job into its constituent tasks or activities and identifying the
competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills,
etc.) needed to perform the same successfully”.
The product of competency mapping would be “a competency model which is a descriptive set
of predefined key competencies and proficiency levels required to perform successfully in a
specific job”.
Competency Mapping can be divided into four main categories:
1. Job Competency Mapping:
- Mapping based on the specific tasks of a particular job.
4
2. Role Competency Mapping:
- Mapping based on the part an individual employee plays in the organization’s overall
success.
3. Functional Competency Mapping:
- Mapping based on the skills required of an employee in a
particular function of the business, e.g. marketing or finance.
4. Core Competency Mapping :
- Mapping based on the competencies that every employee should have in keeping with
the overall values and vision of the organization.
The process of competency mapping does not fit the one-size-fits all formula. It has
to be specific to the user organization. Hence, an organization needs to create a model that
reflects its own strategy, its own market, its own customers, and the competencies that bring
success in that specific context (including national culture).
Competencies could be initially mapped with small, discrete groups or teams,
ideally in two directions-a 'horizontal slice' across the business that takes in a multi-functional
or multi-site group, more or less at the same organizational level, and a 'vertical slice' taking in
one whole department or team from top to bottom. From that, the organization can learn about
the process of competency modeling, and how potential alternative formats for the models may
or may not fit the needs of the business.
5
1.1.6. HOW ARE COMPETENCY-BASED PRACTICES USEFUL?
For a Company, competency-based practices:
Reinforce corporate strategy, culture, and vision.
Establish expectations for performance excellence, resulting in a systematic
approach to professional development, improved job satisfaction, and better employee
retention.
Increase the effectiveness of training and professional development programs
by linking them to the success criteria (i.e., behavioral standards of excellence).
Provide data on development needs that emerge from group and/or
organizational composites that are an outcome of multi-rater assessments.
Provide a common framework and language for discussing how to implement
and communicate key strategies.
Provide a common understanding of the scope and requirements of a specific
role.
Build competitive advantage by strengthening core operations by "raising the
bar" and reinforcing behaviors that lead to top performance.
For Managers, competency-based practices:
Identify performance criteria to improve the accuracy and ease of the hiring
and selection process.
Provide more objective performance standards.
Clarify standards of excellence for easier communication of performance
expectations to direct reports.
Provide a clear foundation for dialogue to occur between the manager and
employee about performance, development, and career-related issues.
6
For Employees, competency-based practices:
Identify the success criteria (i.e., behavioral standards of performance
excellence) required to be successful in their role.
Provide a more specific and objective assessment of their strengths and
specify targeted areas for professional development.
Provide development tools and methods for enhancing their skills.
Research indicates that competencies are more likely to be determinants of success
in complex jobs, than knowledge and skills (Spencer, 1993). To be truly effective, competency
models must have strong and irrevocable ties to the strategic issues of the organization The use
of competency based management systems affords companies the opportunity to concentrate on
their operations without sacrificing the need to have a well managed workforce. Any investment
an organization makes in competency profile development has benefits far beyond the
usefulness of the results for employee development purposes. Thus, competencies are here to
stay and create a win-win situation for both the organization and its employees.
7
1.2. COMPETENCY ASSESSMENT
After indenting the job responsibilities & competency requirements,one should go for
assessing where do individuals stand in terms of the competencies required, which is known
as Competency Assessment
Competency based assessment is a system for assessing a person's knowledge and
skills. Assessment is based on actual skills and knowledge a person can demonstrate in the
workplace or in other relevant contexts. Competency based assessment is also a system for
providing portable qualifications against nationally recognized competency standards.
1.3.BACKGROUND OF THE PROBLEM
Suguna Poultry Farm Ltd lays emphasis on working with competent people to achieve
results efficiently and effectively. With this view from the inception, the company has
formulated its own competency matrix. Suguna Poultry Farm Ltd is interested to know the
current competency level of its departments with respect to the managers and to know the
importance of various competencies in performing their job.
1.4. STATEMENT OF THE PROBLEM
To determine the current competency level of its departments with respect to the
managers and to know the importance of various competencies in performing their job.
8
1.5. OBJECTIVES
To identify the core competencies required to perform a job successfully.
To identify the existing competency level of the employees.
To find out the gap between required competency level(RCL) and
current competency level (CCL)
To identify the importance of various competencies in performing the
job at different departments.
1.6. SCOPE OF THE STUDY:
This research was carried out to identify the current competency level in all departments
and to know the importance of various competencies in performing their job. The study of
competency mapping and assessment covers all L5 level employees i.e. managers in all
departments. The study currently focuses on 31 managers present in Corporate Office. The
study serves a number of purposes. It is done for the following functions:
Gap Analysis
Role Clarity
Selection, Potential Identification, Growth Plans.
Succession Planning.
Restructuring
Inventory of competencies for future planning
1.7. TIME FRAME
The study with its specific objectives was carried out from 13th May 2009 to 13th July
2009.
9
1.8. LIMITATIONS OF THE STUDY
Employees view may be biased.
The study was confined only to the managers and not all.
The primary data collected is from questionnaire and hence the result would bear all the
limitations of the primary data.
10
CHAPTER-2
ORGANISATION PROFILE
11
12
Started in the year 1984, Suguna Poultry Farm Limited is India’s largest poultry enterprise with a turnover of 2030 crores in 2007-08. Suguna’s pioneering efforts in contract Farming have helped thousands of farmers to grow along with the company.
Managing Director Mr. B.Soundararajan and Joint Managing Director Mr. G.B. Sundararajan head the group.
Suguna currently operates in 11 states working with 15,000 farmers, 25,000 channel partners and 4,800 employees. At the heart of Suguna’s success lies the vision of energizing rural India.
Energising Rural India
13
Suguna Poultry Farm Limited has drafted a new success saga with a vision to strengthen the backbone of the Indian economy. The organization has focused on reaching out to rural India through its innovative and sustainable business model, reaching out to the rural segment of the poultry farming community. Reaching out to embrace new ideologies that will help Suguna set trends in our areas of expertise. At Suguna, we firmly believe that in reaching out, we will be able to nurture a more holistic growth.
14
Suguna's Core business activities
15
Suguna imports the grandparent birds from Ross in UK, best known for their tenderness and taste and from Lohmann in Germany, the best in layers. State-of-the-art hatcheries, quality feed and best farm management practices ensure the highest quality broiler chicken. Suguna
16
is the first poultry company to implement end to end ERP\system for poultry business management.
Suguna in Broiler Production
Suguna has become the household name in the broiler chicken industry. Suguna stands first in broiler production in India (and 4th in the world by volume). Suguna Poultry Farm revolutionized the Indian poultry industry through contract farming. Suguna Chicken, is a highly trusted brand name offering high quality, nutritious, hygienic and affordable broiler chicken.
17
18
Suguna in Layers industry
Suguna offers day old Layer chicks and pullets to Indian farmers who prefer more number of saleable eggs and layers that are highly efficient in gram feed per egg, and adaptable to different environmental conditions with high livability. The chick is a white-egg layer and as such highly suitable for cages, deep litter, aviary and free-range management.
Global Partners of Suguna
Suguna partnered with Ross of UK for importing broiler grandparent stock and Lohmann of Germany for Layer grandparents. Suguna imports day old grandparent and parent stock chicks from Ross, a subsidiary of Aviagen for broiler. Lohmann is today the world's Number one Primary Breeding Company for Layers under the umbrella of Erich Wesjohann Group of Companies eadquartered in Cuxhaven, German.
Suguna Anytime Frozen chicken
Suguna exports frozen chicken products, under the Suguna Anytime brand to Middle East, where they are well received and have a good presence. Sugie's products are processed in a modern processing plant near Udumalpet which is HACCP certified and abides the international standards based on Total Quality Management (TQM) system with strict compliance to hygiene and inspection requirements and and adopting the traditional halal technique. Suguna Anytime frozen chicken is also available domestically in all metros.
19
Suguna Daily Fressh
Suguna Home Bites – Home Meal Replacement
Suguna Branded eggs
Suguna offers a range of value added eggs fortified with special natural nutrients, catering to the nutritional and health requirements of various groups of people. Suguna Heart enriched with Omega 3 fatty acids and Vitamin E has up to 50% lower cholesterol than ordinary table eggs and helps maintain a healthy heart. Suguna Active, enriched with DHA, Organic Selenium, and Vitamin E is particularly good for children and teens as DHA assists in brain development and improving eyesight. Vitamin E is a powerful antioxidant and is good for the skin and has anti ageing properties. Omega 3 fatty acids cannot be produced by the body and must be obtained from the diet. Organic Selenium is good for maintaining overall health and preventing certain types of diseases and is more efficiently absorbed by the body than inorganic sources. Suguna Pro is enriched with protein and vitamins (Lutein and Zeanxthinin). The high protein in Suguna Pro helps build and repair the cells in muscles and other body tissues. Vitamin A is
Suguna Daily Fressh is Suguna’s latest venture comprising a chain of high-quality retail stores which retail fresh hygienic ready to cook chicken and as well as speciality eggs, mutton and seafood. These stores provide a novel and hygienic buying experience for our discerning customers. One can get choice portions of fresh chicken and also ready-to-cook items at these outlets, which incorporate hygienic storage and packing. Plans are on to open 175 stores across India by the coming year
Suguna has recently launched a new category of Home Meal Replacement foods under the brand name Suguna Home Bites. Starting with a range of 8 heat n’ eat entrée and main meals, Suguna will soon introduce more in this range as well as a range of dried ready to eat he facts and figures of Suguna, as of today indicate its growth and its reach.
20
helpful for healthy skin and good vision. Additionally Lutein an important pigment in Suguna pro prevents macular degeneration and cataract of eyes. Calcium & Phosphorus helps in formation of bones and teeth. Suguna Shakti shares similar nutrients as Suguna Pro and is of smaller size.
Suguna has enjoyed a strong business growth through its innovative business model and unstinted efforts at giving high quality products and ensuring value for the customer. The changing demographic profile of India, increasing urbanization and the empowerment of rural India will add millions of new families to the economic mainstream. The company is well positioned to service this ever growing demand for poultry products in India and the world.
Fact sheet
The facts and figures of Suguna, as of today indicate its growth and its reach.
1st in Indian broiler production 10th largest poultry enterprise in the world Rs. 2030 crore turnover 11 states 4,800 employees 15,000 + farmers 25,000 channel partners 500,000 people benefit from indirect employment 395 million chickens produced per annum 36 hatcheries 52 feed mills 1.56 million tons feed production per annum 10,000 tons of processed chicken meat per annum
21
CHAPTER -3
REVIEW OF RELATED LITERATURE
3.1 WHAT IS COMPETENCY?
Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following
forms:
Knowledge
Attitude
Skill
Other characteristics of an individual including
Motives
Values
Traits
Self Concept
DEFINITION:
First popularized by BOYATZIS (1982) with Research result on clusters of
competencies:
“A capacity that exists in a person that leads to behavior that meets the job demands
within parameters of organizational environment, and that, in turn brings about
desired results”
UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an
individual to successfully perform a task or an activity within a specific function or
job.
RANKIN (2002):
“Competencies are definition of skills and behaviors that organizations expect their
staff to practice in work.”
22
MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior
performance.”
WOODRUFFE (1991):
Competency: A person- related concept that refers to the dimensions of behavior
lying behind competent performer.
Competence: A work- related concept that refers to areas of work at which the person
is competent
Competencies: Often referred as the combination of the above two.
ALBANESE(1989) :
Competencies are personal characteristics that contribute to effective
managerial
performance.
HAYES(1979) :
Competencies are generic knowledge motive, trait, social role or a skill of
a person linkedto superior performance on the job .
23
COMPETENCY – BROAD CATEGORIES
• Generic Competencies
Competencies which are considered essential for all employees regardless of their
function or level. - Communication, initiative, listening etc.These are basic
competencies required to do the job, which do not differentiate between high and low
performers
• Managerial Competencies
Competencies which are considered essential for employees with managerial or
supervisory responsibility in any functional area including directors and senior posts
Threshold or Performance:
Performance competencies are those that differentiate between high and low
performers.
3.2 THE ROOTS OF COMPETENCY APPROACH:
Michael Crozier shocked the management community by defining the
organization as imperfect social compromises .Far from being scientific constructs he
depicted a complex organization as a reflection of its actual degree of competency.
Despite a growing interest of competency among mangers and human resource
professionals in recent years, the modern competency movement in industrial-
organizational psychology actually dates from the mid1950’s and early 1970’s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies
(1970) might be cited as two landmark efforts that originally invented the concept of
competency. Concept maps were invented by Joseph Novak in the 1960s for use as a
teaching tool. Later in 1986 William Trochim developed the concept map into a
strategic planning tool for use in the design of organizational components. Trochim's
technique differs significantly from Novak's original school of thought. While
Novak's maps are generated for an individual, Trochim's are generated by a group.
24
3.3 HISTORY OF COMPETENCIES:
John Flanagan (1954)
A seminal article published by John Flanagan in 1954 established Critical
Incidents Technique as a precursor to the key methodology used in rigorous
competency studies. Based on studies of US Air Force pilot performance, Flanagan
concluded that “the principle objective of job analysis procedures should be the
determination of critical requirements. These requirements include those which have
been demonstrated to have made the difference between success and failure in
carrying out an important part of the job assigned in a significant number of
instances”. From here, critical incidents technique was originally discovered.
Critical incidents itself can be defined as a set of procedures for
systematically identifying behaviors that contribute to success or failure of individuals
or organizations in specific situations.
Flanagan’s work, while not strictly about competencies, was important
because it laid the foundation for a new approach to examining what people do. In a
later form, the critical incidents technique would resurface to focus around significant
behavioral events that distinguish between exemplary and fully-successful
performers.
It is Flanagan’s critical incidents technique that sixteen years later inspires
David McClelland to discover and develop the term of “competency”.
Benjamin Bloom (USA)
In mid fifties BENJAMIN laid the foundation for identifying educational objectives
by defining KSA, s needed to be developed in education. The educational objectives
developed by them were grouped under the cognitive domain.
25
David McClelland (Harvard Psychologist)
He pioneered the Competency Movement across the world and made it a global
concept. His classic books on Talent and Society, Achievement motive, The
Achieving Society, Motivating economic achievement and power the inner experience
brought out several new dimensions of the competency. These competencies exposed
by Mc .Cleland dealt with effective domain in Bloom’s terminology.
Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched book
on competency model developments. It was with Boyatzis that job competency came
to widely understood to mean an underlying characteristic of a person that leads or
causes superior or effective performance. Boyatzis was explicit in describing the
importance of clearly-defined competency as reflected in specific behavior and clearly
defined performance outcomes when he wrote that “the important points is that
specific actions cause, or lead to, the specified results. Certain characteristics or
abilities of the person enable him or her to demonstrate the appropriate specific
actions”(Boyatzis, 1982, p. 12).As founding developer of competency modeling in the
United States, Boyatzis grounded competency interventions on documented
behavioral indicators that caused or influenced effective job performance. Boyatzis,
like Flanagan, stressed the importance of systematic analysis in collecting and
analyzing examples of the actual performance of individuals doing the work. The
method for documenting the actual performance was collected through the behavioral
event interview (BEI), an intensive face-to-face interview that involves soliciting
critical incidents from performers and documenting what the performers thinking and
doing during the incidents.
The relationship management set competencies included essential social skills.
Developing others involved sensing people’s development needs and bolstering their
abilities a talent not just of excellent coaches and mentors but also of outstanding
leaders. Competence in developing others was found to be a hallmark of superior
managers; among sales managers for example, it typified those at the top of the field
( Spencer and Spencer, 1993). Although this ability was crucial for those managing
26
front line works, it has also emerged as a vital skill for effective leadership at high
levels (Goleman, 2000).
The most effective people sense others reaction and find tune their own
responses to move interaction in the best direction. This emotional competence
emerged over and over again as a hallmark of star performance, particularly among
supervisors, managers and executives (Spencer and Spencer, 1993).
Creating an atmosphere of openness with clear lines of communication is a
key factor in organizational success. People who exhibit their communication
competence are effective in the give – and - take of emotional information, deal with
difficult issues straight forwardly, listen well and welcome sharing information fully
and foster open communication and stay receptive to bad news as well as good.
( Goleman, 2000)
27
CHAPTER -4
RESEARCH METHODOLOGY
This chapter deals with the methodology in which the study is conducted to find out
the effectiveness of the competency mapping and competency assessment.
RESEARCH DESIGN
The type of the research study is a descriptive study .Descriptive study is a
description of a phenomenon or characteristics associated with the population i.e.
who,what,when,where and sometimes how.
POPULATION SIZE AND TYPE OF STUDY
The study is census study. The population consists of all managers in
different departments at Suguna Poultry Farm Ltd. There are 31 managers and they
all are the respondents of the study.
DATA COLLECTION METHOD
Primary data
Structured questionnaire was used to collect the required details for the
research .A pilot test was conducted on HR executives alone to test the validity of the
questionnaire and to check the feasibility of statistical tools. The questionnaire
consists of two parts . The first part deals with assessment of self and the second part
deals with the assessment of importance of each competency to perform their job
effectively.
28
Secondary Data
The secondary data was collected using organization manuals, portal and
websites.
DATA ANALYSIS
The statistical tools used for analysis are
Percentage analysis Arithmetic Mean Weighted Arithmetic Mean Correlation Chi-square test
ANALYSIS AND INTERPRETATION
After collection of primary data the questionnaire were scrutinised and
transcribed before actual commencement of tabulation procedure.
29
CHAPTER-5
DATA ANALYSIS AND INTERPRETATION
Steps Involved In Competency Mapping
Step 1- Study the organization wide competencies
The organization wide competencies were gathered from vision , mission
statements of the company and company documents
Step 2- Study the work group level competencies
The competencies of the managers of all the departments in corporate for which
the mapping was done were assimilated through the discussion with the project
guide in the organization (HR dept) and documents related to their existing
competency matrix.
Step 3 – Study of organization structure
To facilitate the study on the organization structure, the organization chart of
the organization was used. It explains the hierarchy of the management from the
executive director to the executive level.
Step 4. Identified roles for which competency mapping was carried out
The study of competency mapping and assessment covers all L5 level
employees ie managers in all departments. The study currently focuses on all 31
managers present in Corporate Office.
30
Step 5 - Select the core competencies through competency books and from their
existing competency dictionary in the corporate.
Detailed analysis on the core competency was done through references with
competency books written by Robbin Kessler and R.Palan . Also conversation was
initiated to understand the working environment, practices followed regarding the
existing competency model ..The complete list of Identified core competencies is
1. ACHIVEMENT DRIVE
2. INITIATIVE AND CREATIVITY
3. DEVELOPING OTHERS
4. TECHNICAL SKILLS AND KNOWLEDGE
5. ANALYTICAL AND PROBLEM SOLVING SKILLS
6. TRUSTWORTHINESS
7. SERVICE ORIENTATION
8. LEADERSHIP
Presentation of tables
This chapter comprises of presentation of the data in tables , and their
interpretation .the purpose of the table is to simplify the presentation and to facilitate
the comparison.
The tables have been formulated to observe the competency level of managers
and their importance in performing their job.
31
TABLE-1
AGE WISE DISTRIBUTION OF RESPONDENTS
INFERENCE
From the table it is observed that 39% respondents belong to age group of 30-35,
35% respondents belong to the age group of 35-40 and 16% of the respondents
belong to age group of above 40 and 10% of respondents belong to age group of 25-
30.
Age Number of
respondents
Percentage
25-30 3 10
30-35 12 39
35-40 11 35
ABOVE 40 5 16
Total 31 100.0
32
TABLE-2
DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF EXPERIENCE
INFERENCE
From the above table it is clear that among the 31 respondents 13( 42%)of them have
got work experience for 5 -10 years ,7 (23% ) respondents have 10-15 years of
experience , 6 (19% ) respondents have 1-5 years of experience,3( 10%) respondents
have 15-20 years of experience and only 2 (6% ) respondents have experience of
above 20 years .
No. of years Number of
respondents
Percentage
1-5 6 19
5-10 13 42
10-15 7 23
15-20 3 10
ABOVE 20 2 6
Total 31 100.0
33
TABLE-3
DEPARTMENT WISE DISTRIBUTION OF RESPONDENTS
Departments Frequency Percent
HUMAN RESOURCE 4 13
TECHNICAL 1 3
HEALTH AND QC 1 3
FINANCE AND
ACCOUNTS
7 23
SCM 4 13
IT 5 16
PROJECT 4 13
MARKETING 2 7
MIS 1 3
TAXATION 1 3
LEGAL 1 3
Total 31 100.0
INFERENCE
From the above table it is found that 23% (7) of respondents are from finance and
accounts departments ,16% (5) of respondents are from IT department,13% (4) of
respondents are equally from human resource ,SCM and projects departments. 7%
(2) of respondents are from marketing department and 3% (1) of respondents equally
from legal, taxation, MIS, Health and QC and technical department.
34
TABLE- 4
ACHIEVEMENT DRIVE
INFERENCE
Achievement drive in individuals is found comparatively high in SCM and Projects.
Taxation department manager’s CCL of achievement is the lowest when compared with the other departments and RCL.
CHART-1
ACHIEVEMENT DRIVE
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LEG
AL
TE
CH
NIC
AL
HE
ALT
H A
ND
QC
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
SELF
TABLE- 5
DEPARTMENTS MEANFINANCE 4.238IT 4.133SCM 4.583PROJECTS 4.583MARKETING 4.316MIS 4LEGAL 4.333TECHNICAL 4.333HEALTH AND QC 4TAXATION 3.333HR 4.5
35
INITIATIVE AND CREATIVITY
DEPARTMENTS MEANFINANCE 4.428IT 4.7SCM 4.25PROJECTS 4.375MARKETING 4.412MIS 4LEGAL 4.5TECHNICAL 4.5HEALTH AND QC 3.5TAXATION 4HR 4.125
INFERENCE
Initiative in individuals is found comparatively high in IT.
Health and QC department manager’s CCL of Initiative is the lowest when compared with the other departments and RCL.
CHART-2
00.5
11.5
22.5
33.5
44.5
5
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LEG
AL
TE
CH
NIC
AL
HE
ALT
H A
ND
QC
TA
XA
TIO
N
HR
DEPARTMENTS
INITIATIVE AND CREATIVITY
SELF
36
TABLE- 6
DEVELOPING OTHERS
DEPARTMENTS MEANFINANCE 4.5IT 4.1SCM 4PROJECTS 4.625MARKETING 4.425MIS 4LEGAL 4.5TECHNICAL 5HEALTH AND QC 4.5TAXATION 4HR 4.75
INFERENCE
Developing others competency in individuals is found comparatively high in technical department.
SCM, MIS and Taxation department manager’s CCL of developing others is the lowest when compared with the other departments and RCL.
CHART-3
DEVELOPING OTHERS
0
1
2
3
4
5
6
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LE
GA
L
TE
CH
NIC
AL
HE
AL
TH
AN
D Q
C
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
SELF
37
TABLE- 7
TECHNICAL SKILLS AND KNOWLEDGE
DEPARTMENTS MEANFINANCE 4.285IT 4.3SCM 3.875PROJECTS 4.5MARKETING 4.337MIS 4LEGAL 3.5TECHNICAL 4.5HEALTH AND QC 4.5TAXATION 3.5HR 4.375
INFERENCE
Technical skills and knowledge competency in individuals is found comparatively high in Project, Technical and Health and QC departments.
Legal and taxation department manager’s CCL of technical skill and knowledge is the lowest when compared with the other departments and RCL.
CHART-4
TECHNICAL SKILLS AND KNOWLEDGE
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LE
GA
L
TE
CH
NIC
AL
HE
AL
TH
AN
D Q
C
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
SELF
38
TABLE- 8
ANALYTICAL AND PROBLEM SOLVING
DEPARTMENTS MEANFINANCE 4.214IT 4.5SCM 4.125PROJECTS 4.375MARKETING 4.625MIS 4.5LEGAL 4TECHNICAL 4HEALTH AND QC 3.5TAXATION 4HR 4.75
INFERENCE
Analytical and problem solving competency in individuals is found comparatively high in human resource departments.
Health and QC department manager’s CCL of analytical and problem solving competency is the lowest when compared with the other departments and RCL.
CHART- 5
00.5
11.5
22.5
33.5
44.5
5
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LEG
AL
TE
CH
NIC
AL
HE
ALT
H A
ND
QC
TA
XA
TIO
N
HR
DEPARTMENTS
ANALYTICAL AND PROBLEM SOLVING SKILLS
SELF
TABLE- 9
39
TRUSTWORTHINESS
DEPARTMENTS MEANFINANCE 4.285IT 4.2SCM 4.5PROJECTS 4.75MARKETING 4.412MIS 4.5LEGAL 3.5TECHNICAL 5HEALTH AND QC 3TAXATION 4HR 4.625
INFERENCE
Trustworthiness competency in individuals is found comparatively high in technical department.
Health and QC department manager’s CCL of Trustworthy competency is the lowest when compared with the other departments and RCL.
CHART-6
TRUSTWORTHINESS
0
1
2
3
4
5
6
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LE
GA
L
TE
CH
NIC
AL
HE
AL
TH
AN
D Q
C
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
SELF
40
TABLE- 10
SERVICE ORIENTATION AND RESPONSIBILITY
DEPARTMENTS MEANFINANCE 4.785IT 4.3SCM 4.625PROJECTS 5MARKETING 4.4MIS 4.5LEGAL 3.5TECHNICAL 4.5HEALTH AND QC 4.5TAXATION 4.5HR 4.5
INFERENCE
Service orientation competency in individuals is found comparatively high in projects department.
Legal department manager’s CCL of Service orientation competency is the lowest when compared with the other departments and RCL. CHART-7
SERVICE ORIENTATION
0
1
2
3
4
5
6
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LE
GA
L
TE
CH
NIC
AL
HE
AL
TH
AN
D Q
C
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
SELF
41
TABLE- 11
LEADERSHIP
DEPARTMENTS MEANFINANCE 4.214IT 4.3SCM 4.25PROJECTS 4.125MARKETING 4.212MIS 4.5LEGAL 3.5TECHNICAL 4HEALTH AND QC 4TAXATION 4HR 4.125
INFERENCE
Leadership competency in individuals is found comparatively high in MIS department.
Legal department manager’s CCL of Leadership is the lowest when compared with the other departments and RCL.
CHART-8
LEADERSHIP
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LE
GA
L
TE
CH
NIC
AL
HE
AL
TH
AN
D Q
C
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
SELF
42
TABLE- 12
OVERALL COMPETENCY LEVEL OF SELF IN DEPARTMENT WISE
INFERENCE
Project department managers are highly competent when compared with other departments. Legal department and Taxation department manager’s CCL in overall is the lowest when compared to the other department managers and RCL.
CHART-9
OVERALL COMPETENCY LEVEL OF SELF IN EACH DEPARTMENT
3.6
3.7
3.8
3.9
4
4.1
4.2
4.3
4.4
4.5
4.6
FIN
AN
CE
IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LE
GA
L
TE
CH
NIC
AL
HE
AL
TH
AN
D Q
C
TA
XA
TIO
N
HR
COMPETENCIES
ME
AN
MEAN OF SELF
DEPARTMENTS MEAN OF SELFFINANCE 4.369IT 4.316SCM 4.276PROJECTS 4.541MARKETING 4.392MIS 4.25LEGAL 3.916TECHNICAL 4.479HEALTH AND QC 3.937TAXATION 3.916HR 4.468
43
TABLE- 13
OVERALL COMPETENCY LEVEL OF SELF AT CORPORATE
COMPETENCIES WAM OF SELFACHIVEMENT DRIVE 4.322INITIATIVE AND CREATIVITY 4.338DEVELOPING OTHERS 4.403TECHNICAL SKILLS AND KNOWLEDGE 4.241ANALYTICAL AND PROBLEM SOLVING SKILLS 4.322TRUSTWORTHINESS 4.370SERVICE ORIENTATION 4.564LEADERSHIP 4.161
INFERENCEService orientation among managers is very high when compared with
other competency. Leadership competency is found comparatively low among all
department managers.
CHART-10
OVERALL COMPETENCY LEVEL AT CORPORATE
3.9
4
4.1
4.2
4.3
4.4
4.5
4.6
AC
HIV
EM
EN
T D
RIV
E
INIT
IAT
IVE
AN
DC
RE
AT
IVIT
Y
DE
VE
LOP
ING
OT
HE
RS
TE
CH
NIC
AL
SK
ILLS
AN
D K
NO
WLE
DG
E
AN
ALY
TIC
AL
AN
DP
RO
BLE
M S
OLV
ING
SK
ILLS
TR
US
TW
OR
TH
INE
SS
SE
RV
ICE
OR
IEN
TA
TIO
N
LEA
DE
RS
HIP
COMPETENCIES
WA
M
SELF
TABLE-14
OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE
44
DEPARTMENTS MEAN OF JOBFINANCE AND ACCOUNTS 4.053IT 4.116SCM 4.036PROJECTS 4.255MARKETING 4.416MIS 4.125LEGAL 4.020TECHNICAL 4.479HEALTH AND QC 4.354TAXATION 3.854HR 4.593
INFERENCE
It is found that Human resource department managers highly use these competencies to perform their jobs.
It is found that Taxation department managers use very less competencies to perform their job when compared with other departments
CHART-11
OVERALL USAGE OF COMPETENCIES IN EACH DEPATMENTS
0
1
2
3
4
5
FIN
AN
CE
AN
DA
CC
OU
NT
S IT
SC
M
PR
OJE
CT
S
MA
RK
ET
ING
MIS
LEG
AL
TE
CH
NIC
AL
HE
ALT
HA
ND
QC
TA
XA
TIO
N
HR
DEPARTMENTS
ME
AN
MEAN OF JOB
45
TABLE- 15
OVERALL USAGE OF EACH COMPETENCY
COMPETENCIES WAM OF JOBACHIVEMENT DRIVE 4.268INITIATIVE AND CREATIVITY 4.161DEVELOPING OTHERS 4.129TECHNICAL SKILLS AND KNOWLEDGE 4.064ANALYTICAL AND PROBLEM SOLVING SKILLS 4.241TRUSTWORTHINESS 4.225SERVICE ORIENTATION 4.467LEADERSHIP 4.064
INFERENCE
It is found that Service orientation competency is given comparatively high
importance and used more by the managers to perform their jobs and it is found
that Technical knowledge and leadership competency is given comparatively low
importance and used less by the managers to perform their jobs.
CHART-12
IMPORTANCE OF EACH COMPETENCIES TO PERFORM THE JOB
3.8
3.9
4
4.1
4.2
4.3
4.4
4.5
AC
HIV
EM
EN
T D
RIV
E
INIT
IAT
IVE
AN
DC
RE
AT
IVIT
Y
DE
VE
LOP
ING
OT
HE
RS
TE
CH
NIC
AL
SK
ILLS
AN
D K
NO
WLE
DG
E
AN
ALY
TIC
AL
AN
DP
RO
BLE
M S
OLV
ING
SK
ILLS
TR
US
TW
OR
TH
INE
SS
SE
RV
ICE
OR
IEN
TA
TIO
N
LEA
DE
RS
HIP
COMPETENCIES
WA
M
WEIGHTED AVERAGE MEAN OF JOB
46
CORRELATION ANALYSIS
The correlation analysis deals with the association of two or more variables.
The measure of correlation is called correlation coefficient.
Correlation analysis is done by taking mean of overall competency level of
self in department wise & overall usage of competencies in department wise, overall
competency level of self at corporate & overall usage of each competency as a
variable. Correlation analysis is done based on the following assumptions
Assumption:
Calculated coefficient of correlation is
1) >0.6 – strong relationship exists
2) 0.4 to 0.6 –moderate relationship exists
3) <0.4 –low relationship exists
47
CORRELATION ANALYSIS 1:
TABLE-16
VARIABLE-1 OVERALL COMPETENCY LEVEL OF SELF IN EACH
DEPARTMENT
TABLE- 17
VARIABLE-2 OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE
Correlation= 0.5565
INFERENCE
The coefficient of correlation exists between 0.4-0.6 which denotes that there exist a
moderate relationship between the two variables i.e. between individual’s
competency level of each department and overall usage of competencies in each
department.
DEPARTMENTS MEAN OF SELFFINANCE 4.369IT 4.316SCM 4.276PROJECTS 4.541MARKETING 4.392MIS 4.25LEGAL 3.916TECHNICAL 4.479HEALTH AND QC 3.937TAXATION 3.916HR 4.468
DEPARTMENTS MEAN OF JOBFINANCE 4.053571IT 4.116625SCM 4.036458PROJECTS 4.255208MARKETING 4.416667MIS 4.125LEGAL 4.020833TECHNICAL 4.479167HEALTH AND QC 4.354167TAXATION 3.854167HR 4.59375
48
CORRELATION ANALYSIS 2:
TABLE-18
VARIABLE-1
EACH COMPETENCY LEVEL OF SELF AT WHOLE CORPORATE
COMPETENCIESWM OF SELF
ACHIVEMENT DRIVE 4.322INITIATIVE AND CREATIVITY 4.338DEVELOPING OTHERS 4.403TECHNICAL SKILLS AND KNOWLEDGE 4.241ANALYTICAL AND PROBLEM SOLVING SKILLS 4.322TRUSTWORTHINESS 4.370SERVICE ORIENTATION 4.564LEADERSHIP 4.161
TABLE-19
VARIABLE-2
USAGE OF EACH COMPETENCY AT WHOLE CORPORATE
COMPETENCIES WM OF JOBACHIVEMENT DRIVE 4.268INITIATIVE AND CREATIVITY 4.161DEVELOPING OTHERS 4.129TECHNICAL SKILLS AND KNOWLEDGE 4.064ANALYTICAL AND PROBLEM SOLVING SKILLS 4.241TRUSTWORTHINESS 4.225SERVICE ORIENTATION 4.467LEADERSHIP 4.064
Correlation= 0.843608865
INFERENCE
The coefficient of correlation is greater than 0.6 (>6) which denotes that there exist a strong
relationship between the two variables level of each competency of self and usage of each
competency in job.
49
CHI-SQUARE TEST
Hypothesis
Ho. There is no association between age and their level of achievement drive.
Ha: There is an association between age and their level of achievement drive
TABLE-20
CROSS TABULATION OF AGE AND ACHIEVEMENT DRIVE
AGE * 1.ACHIEVEMENT DRIVE Cross tabulation
1.ACHIEVEMENT DRIVE
neutral agree strongly agree Total
AGE 20-25 0 2 1 3
25-30 0 3 2 5
30-35 1 6 4 11
35-40 0 2 5 7
ABOVE 40 0 3 2 5
Total 1 16 14 31
TABLE-20(A)
Chi-Square Tests
Value df
Asymp. Sig. (2-
sided)
Pearson Chi-Square 4.234a 8 .835
Likelihood Ratio 4.473 8 .812
N of Valid Cases 31
50
TABLE-20 (B)
X^2 df Significance level
Table value Result Type of test
4.234 8 0.05 15.5 Accept Ho Two-tailed
INTERPRETATION
As the table value is grater than the calculated chi-square value, the null hypothesis is
accepted. (i.e.) There is no association between age and their level of achievement
drive
51
CHAPTER-6
FINDINGS OF THE STUDY
Majority (39%) of respondents belong to the age group of 30-35
Majority (42%) of respondents have got work experience for 5 -10
years
Majority (23%) of respondents belong to finance and accounts
department.
TABLE-21
SELF ASSESSMENT IN DEPARTMENTS
COMPETENCY HIGH CCL LOW CCL
Achievement drive SCM & Projects Taxation
Initiative and Creativity IT Health and quality control
Developing others Technical SCM, MIS and Taxation
Technical knowledgeProjects, Technical ,
Health and Q departmentsLegal and taxation
Analytical thinking and problem solving
HR Health and quality control
Trustworthiness Technical Health and quality control
Service orientation and Responsiveness
Projects Legal
Leadership MIS Legal
52
TABLE-22
ASSESSMENT OF COMPETENCY LEVEL AND IMPORTANCE TO JOB
COMPETENCY LEVEL USAGE OF COMPETENCY
DEPARTMENTS
DEPARTMENTS
COMPETENCY
COMPETENCY
Project department managers are highly competent when compared with other departments.
Legal department and Taxation department manager’s CCL in overall is the lowest when compared to the other department managers and RCL.
COMPETENCY LEVEL
Service orientation among managers is very high when compared with other competency.
Leadership competency is found comparatively low among all department managers.
Human resource department managers highly use these competencies in their jobs.
Taxation department managers use only fewer competencies to perform their job when compared with other departments.
USAGE OF EACH COMPETENCY
Service orientation is the competency which is highly used by the managers to perform the jobs.
Technical knowledge and leadership is found to be used low in their jobs
Moderate relation exists between the two variables i.e. between individual’s
competency level of each department and overall usage of competencies in
each department.
Strong relation between the two variables level of each competency of self
and usage of each competency in job.
There is no association between age and their level of achievement drive
53
CHAPTER-7
SUGGESTIONS
Make competencies relevant for each group of
Employees. Because competencies to work effectively in organizations, they
need to be made more relevant to each department or professional area in an
organization.
The employees can be given awareness about the core competencies of the
company so that they may be interested in developing it.
Training on developing each competency can be provided to the managers.
The basic concepts and process of the business must be known to all
managers, which will motivate them towards the development of the
organization.
Accounts ,IT, SCM, Projects and MIS department managers use their
competencies less when compared to their competency level so their jobs need
to be highly competent to get the best results.
Create a positive climate by which employees can increase the accuracy of
their awareness of their own strengths and limitations; provides coaching,
training and developmental resources to improve performance
54
CHAPTER-8
CONCLUSION
Many advanced companies are starting to adopt the use of competencies as an
essential management technology to enhance their competitiveness. However, infact,
it is extremely important to build the competency model up front, when competencies
are applied to human resource systems. Moreover while enterprises are intent on
developing a competency model, it is also very important to think about ways of
determining what methods should be used for developing competency models before
hand. Developing competency models requires a great deal of time, money and effort,
and if the model is poorly constructed, it may lead to wasted resources and less than
satisfactory results.
Choosing methods for developing competency models is a strategic issue,
which is usually restricted by resource needs, realistic support, time requirements, and
conformity with expected outcomes or business purposes. Solving these strategic
issues always involves a group decision - making process with multiple – criteria for
evaluating alternatives.
In Sauna Poultry Farm Ltd the existing competency matrix is used to
measure competency of employees at different levels, not considering their
department and their functions. Therefore it would be better if competency matrix is
constructed for employees in each department according to their function.
55
Bibliography
Books ROBIN KESSLER’s “competency based PERFORMANCE REVIEWS” .
Seema Sanghi “A handbook of competency mapping” Response books, A division of Sage
Publications. 2005 edition.
Gary Dessler, ‘Human Resource Management’: New Delhi, Pearson Education Inc.,
2003.
R.PALAN ‘s “ COMPETENCY MANAGEMENT”
Websites
www.ehresoureces.com
www.google.com
www.irisolutions.com
http://humanresource.about.com
www.tvrls.com
www.mindtools.com
www.citeman.com
56
A Study on Competency Mapping and Competency Assessment at Suguna Poultry Farm Ltd
Department: Designation:Gender: Experience:Age: ( ) 20-25; ( ) 25-30; ( ) 30-35; ( ) 35-40; ( ) above 40;
Column A- To assess the actual competency and skills 5 – Strongly agree ; 4 - Agree; 3- Neutral; 2- Disagree; 1-Strongly DisagreeColumn B – To assess the importance of each competency to perform your job5-Very Important; 4-Important; 3-Neutral; 2- Not Important; 1-Least Important
Kindly answer the following question so as to assess the competencies at Suguna Poultry Farm Ltd.
COMPETENCY A-self B-jobACHIEVEMENT DRIVE
1 I Formulate challenging tasks for myself and to my team 2 Consistency in results gives me satisfaction 3 Getting support and recognition is important to me
INITIATIVE AND CREATIVITY 4 Developing new proposal is given high importance 5 Sees new possibilities to take the organization to a higher position
DEVELOPING OTHERS 6 I am able to Empower and train people 7 I encourage my team to come up with unique ideas
TECHNICAL SKILLS AND KNOWLEDGE
8There is a clear understanding of the business and the basic facts of business
9Knowledge sharing of the functions of other departments are important to me ANALYTICAL AND PROBLEM SOLVING
10 I Break down the issues into logical steps and solve problems 11 I Set priorities in my tasks and execute them accordingly
TRUSTWORTHINESS 12 I Deliver the best results on my commitment 13 The Organisation trusts the employees widely and equally
SERVICE ORIENTATION AND RESPONSIBILITY 14 Quality of work is given high importance 15 I take ownership of the all assigned responsibilities
LEADERSHIP
16 My team is able to complete job tasks within the schedule
17Awareness of my team’s values play an important part in responding to them
Thanks for your valuable inputs
57