731511631009

PROJECT REPORT

Submitted by

DEEBAN VINOTH.DRegister No: 731511631009in partial fulfilment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

IN

DEPARTMENT OF BUSINESS ADMINISTRATION

K.S.R.COLLEGE OF ENGINEERING

TIRUCHENGODE-637 215

ANNA UNIVERSITY

CHENNAI-600 025 JUNE-2013CERTIFICATEK.S.R .COLLEGE OF ENGINEERING

TIRUCHENGODE-637215

Department of business Administration

PROJECT WORKJUNE-2013This is to certify that the Project entitledA STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN APOLLO HOSPITALS KARUR.

Is a bonafide record of Project work done by

DEEBAN VINOTH.DREGISTER NO: 731511631009Of MBA during the year 2011-2013

PROJECT GUIDE HEAD OF THE DEPARTMENT

Submitted for the Project Viva-Voce examination held on______

INTERNAL EXAMINER EXTERNAL EXAMINER

DECLARATION

DECLARATION

I affirm that the project work titled A STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN APOLLO HOSPITALS KARUR being submitted in partial fulfilment for the award of MASTER OF BUSINESS ADMINISTRATION OF ANNA UNIVERSITY, CHENNAI is the original work carried out by me .It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other university.

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

Signature of the candidate

DEEBAN VINOTH.D

REG.NO: 731511631009

I certify that the declaration made above by the candidate is true.

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

Signature of the guide

Ms.S.Kavitha.,M.B.A., M.Phil., M.S.W., (Assistant Professor)

ACKNOWLEDGEMENTACKNOWLEDGEMENT

First of all I thank god the almighty for all blessings showered upon me for carrying out this project successfully.

I feel a great pleasure to thank our K.S.R. Institutions correspondent Thiru.Lion Dr.K.S.Rangasamy, MJF, and I would like to express my deep sense of gratitude to our esteemed Principal,Dr.N.Rengarajan,B.Sc.,B.Tech.,M.E.,Ph.D., and our beloved vice-principal Dr.K.Kaliannan,B.Sc.,M.Tech.,MS.,M.B.A.,M.Phil.,Ph.D., for providing me with the great opportunity to undergo this project work.

I avail to thank Director, Dr.K.Moorthy.,B.E(Hons).,M.E.,Ph.D., who is the source of encouragement and guidance to complete this project in good manner.

I like to express my sincere thanks to our Head of the Department of Business AdministrationDr.S.M.Uvaneshwaran.,M.B.A.,M.CoM.,M.Phil(EDP).,M.Phil(Commerce).,PGDCA.,Ph.D., Department of Business Administration, who has encouraged me to do this project successfully.

I would like to extend my sincere thanks to my guide Ms.S.Kavitha.,M.B.A.,M.Phil.,M.S.W., assistant professor for his constant encouragement And support rendered during the span of the project work.

I express my profound gratitude to my company guide Mr.A.Samuel.,M.A.,M.L.M.,L.L.B., Deputy General Manager for his valuable guidance at every stage of my project work.

I thank the Almighty God and my beloved parents for the blessings, friends and faculty members of the MBA Department of K.S.R. College of Engineering, for being cooperative and friendly throughout the course.

DEEBAN VINOTH.D Reg.no:731511631009CONTENTSCONTENTSCHAPTER NODESCRIPTIONPAGENO

LIST OF TABLES

LIST OF CHARTS

ABSTRACT

1INTRODUCTION

1.1 Introduction about the study

1.2 Introduction about the industry

1.3 Introduction about the company

2MAIN THEME OF THE PROJECT

2.1 Review of literature

2.2 Objectives of the study

2.3 Scope of the study

2.4 Research Methodology

2.5 Limitations of the study

3DATA ANALYSIS AND INTERPRETATION

4FINDINGS,SUGGESTION AND CONCLUSION

4.1 Findings

4.2 Suggestion

4.3 Conclusion

BIBLIOGRAPHY

APPENDICES

LIST OF TABLESLIST OF TABLES

TABLE NOTITLEPAGE NO

3.1Table shows the distribution of respondents age group.

3.2Table shows the distribution of respondents marital status.

3.3 Table shows the distribution of respondents gender.

3.4Table shows respondents adaptability.

3.5Table shows respondents stress tolerance.

3.6Table shows respondents self-motivated.

3.7Table shows the respondents honesty.

3.8Table shows the respondents creativity.

3.9Table shows the respondents information collection.

3.10Table shows the respondents analytical skill.

3.11Table shows the respondents dedication.

3.12Table shows the respondents self-management.

3.13Table shows the respondents time management.

3.14Table shows the respondents command on basic facts.

3.15Table shows the respondents quality consciousness.

3.16Table shows the respondents organizational awareness.

3.17Table shows the respondents identifying bottlenecks & rectifying.

3.18Table shows the respondents knowledge.

LIST OF CHARTSLIST OF CHARTS

CHARTNOTITLEPAGE NO

3.1Chart shows the distribution of respondents age group.

3.2Chart shows the distribution of respondents marital status.

3.3Chart shows the distribution of respondents gender.

3.4Chart shows respondents adaptability.

3.5Chart shows respondents stress tolerance.

3.6Chart shows respondents self-motivated.

3.7Chart shows the respondents honesty.

3.8Chart shows the respondents creativity.

3.9Chart shows the respondents information collection.

3.10Chart shows the respondents analytical skill.

3.11Chart shows the respondents dedication.

3.12Chart shows the respondents self-management.

3.13Chart shows the respondents time management.

3.14Chart shows the respondents command on basic facts.

3.15Chart shows the respondents quality consciousness.

3.16Chart shows the respondents organizational awareness.

3.17Chart shows the respondents identifying bottlenecks & rectifying.

3.18Chart shows the respondents knowledge.

ABSTRACTABSTRACT

A study is made on the title competency mapping for the employees at Apollo hospitals, Karur. This is to know mainly about their skills, knowledge, attitude and behaviour of the employees in the organization.

This study was carried out for a period of three months. The main objective of the study was to find out the employees level .The research has been conducted with 130 samples on the basic of simple random sampling technique. Questionnaire was used to collect primary data which covers job and behavioural competencies. The secondary data was collected from the book magazines, and websites. Statistical tools such as Percentage analysis, Chi-square are used for the analysis. The competencies of the employers and employees are relatively good.

CHAPTER-I

1. INTRODUCTION1.1 INTRODUCTION ABOUT THE STUDYCompetencies are behaviours that encompass the knowledge, skills, and attributes required for successful performance. In addition to intelligence and aptitude, the underlying characteristics of a person, such as traits, habits, motives, social roles, and self-image, as well as the environment around them, enable a person to deliver superior performance in a given job, role, or situation.

Competency modelling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job. Competency modelling can be applied to a variety of human resource activities. This research paper will describe how organizations identify their core competencies and how they are applying this competency data to improve performance. It will also explain some emerging trends in competency modelling.

Competencies enable employees to achieve results, thereby creating value. It follows that competencies aligned with business objectives help foster an organization's success. Organizations must understand their core competency needs - the skills, knowledge, behaviours, and abilities that are necessary for people in key roles to deliver business results.

In the present Competitive business world, the human capital has become the most important resource. Thus, it is necessary to understand various tools of proper management of Human resources. Competency Mapping, which is yet unexplored in India, is considered as one of the best HR tool, which leads in most adequate recruitment, and selection of an employee. Thus to have the in depth knowledge of Competency Mapping, the study is done. And apart from that, it is also necessary to find its importance and Applications in an organization. Apart from this, the study is done with the object to understand Competency Mapping for an Individual.

DEFINITIONS OF COMPETENCY

Competence (or competency) is the ability of an individual to do a job properly. A competency is a set of defined behaviours that provide a structured guide enabling the identification, evaluation and development of the behaviours in individual employees.Competence indicates sufficiency of knowledge and skills that enable someone to act in a wide variety of situations. Because each level of responsibility has its own requirements, competence can occur in any period of a person's life or at any stage of his or her career.

BENEFITS OF USING COMPETENCY MODEL:

For Managers, the benefits are:

Identify performance criteria to improve the accuracy and ease of the hiring and selection process.

Clarify standards of excellence for easier communication of performance expectations to direct reports.

Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, and career related issues.

For Employees, the benefits are:

Identify the success criteria (i.e., behavioural standards of performance excellence) required to be successful in their role.

Support a more specific and objective assessment of their strengths and specify targeted areas for professional development.

Provide development tools and methods for enhancing their skills.TYPES OF COMPETENCY:

1) Leadership Competencies: Are managerial and cognitive competencies. E.g. analysis and problem solving, managing execution, adapt and learn etc.

2) Functional Competencies: Are those which are required within specific functions. E.g. Handling regulations. FUNCTIONAL COMPETENCY

FUNCTIONSOF HUMANRESOURCE DEVELOPMENT

Recruitment

Promotion

Transfer

Performance Appraisal

Personal record

Disciplinary action

Grievance handling

Recruitment:

The recruitment at HIL is done through data banks or from external sources like Employment Exchange, man power consultancies, campus and walk-interviews, advertisement in newspaper.Promotion:

Promotion is a scientific procedure to be adopted by the management to avoid any misunderstanding among the employees. A person to whom the promotion is given must be sufficiently tested in all respect. His efficiency, his record of job performance, his decision making capacity, leadership, initiative, all the qualities should be proper the tested and then given him an opportunity of promotion.

Transfer:At HIL the transfer policy for the employees and standardized rules regarding transfer are as follows: Mode of travel from original location to new location:-Mode of travel with family from original location to new location as per grade entitlement specified in the travel policy. Stayarrangementsatnewlocationforpreview trip:-

Company will make stay arrangements for employees family for a maximum of fourteendays

Setting allowance:-To facilitate employee setting down at new location. A one-time allowance will be payable to her/him.

Transferadvance:An employee can take an allowance from the original allowance to adjust against transfer reimbursement.

Performance Appraisal:

Performance appraisal system is developed by company for achieving continual development of strength and identifying the once requiring improvement of employees.

Performance Appraisal process steps:

Setting of performance plan/ targets.

Self-appraisal by the employees of his own performance.

Review by the supervisory management boss.

Assessment of the approval of all individual.

Assessment of the approval of all individual.Personal records:Proper record keeping is essential for the working of any establishment. In personal record include the entire information positive or negative if it is achievement, promotion, training etc., or negative such as Disciplinary action. Warning letter or suspended for the given time.

Disciplinary action:

It refers to action taken by the management authority against the worker for the offence committed by him. Disciplinary action is taken by the management to improve the behaviour of the workers. Disciplinary action may include one or more of the following:1. Verbal warning

2. Writtenwarning

3. Suspension for a particular period

4. Demotion

5. Dismissal

6. Cut-off wagesDESIGNING COMPETENCY MAPPINGCompetency mapping is a process of identifying key competencies for a particular position in an organization, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. The competency framework serves as the bedrock for all HR applications.

Thus Experts agree that the competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. "My suggestion is to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organization creates 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). Start 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 modelling, and how potential alternative formats for the models may or may not fit the needs of the business," explains Stephen Martin, an international authority in the field who is also the president of ITAP Europe.

Martin believes that it is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. "So if recruitment and selection or performance management is the key strategic needs of the business, and where the pain is being felt, then start there," he advises, adding that competency mapping can be rather good at providing organizational pain relief when applied effectively-and so making the case for extending it. Further, it is advisable to begin with, a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organization.Martin suggests the following methodology for designing and developing competency frameworks. "In my experience, the most effective route is to employ recognized best-practice internal research methodology using behavioral event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and 'Competency Requirement Questionnaires' to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organizational strategy and business objectives, and also against external research relevant and analogous to the organizations situation-not as a driver, but as a reference point." He adds that once the behavioral data is collected, it should be sorted, categorized and leveled carefully to create models that are concise and comprehensive, simple and sophisticated. Developing BEI skills within the organization has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on.

Martin cautions that international organizations must ensure that the methodology does not screen-out those competencies that do not match the culturally influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. This is a common errorthe Universalist, all-powerful 'global leadership model'. There is so much evidence to support the idea that culture is a business issue, is a management issue, that it seems obvious that mono-cultural lists of 'exemplar behaviors' will work only to exclude those who do not conform to the originating culture. The point is not to get everybody to behave the same, but to get everybody to perform to the same high standards.

IMPLEMENTATIONCompetencies must necessarily be derived from the vision or objectives of an organization. They are the means by which an organization will achieve its vision. In most cases, a variation of the following process is used. The vision and mission statement of the organization are analysed along with its strategic objectives. The challenges facing the organization to achieve these are derived and critical success factors to meet these are challenges determined. Competencies are what employees of the organization require in order to achieve the critical success factors. For e.g. A company X would like to be among the top players globally In the airplane manufacturing business (Vision). The challenges for the organization would be, among other things creation of world-class products in terms of quality and thus managing technology, focused customer service etc. The critical success factors derived from these would be design, development and execution capability to manufacture world-class products, and to understand and anticipate customer needs and create products to meet these. The competencies that would help achieve these would be customer focus, innovativeness, passion for excellence etc.

There are varied methods that can be used to derive competencies. Interviews with top management, jobholders and their superiors are one method. Workshops and focused group discussions are also an extremely effective method. Behavioral event Interviews are often held for profiling as well as mapping processes.

Competencies are what employees of the organization require in order to achieve the critical success factors. The process of mapping an individual against the ideal set is one where a great deal of sensitivity is required by the organization. In most cases there is a high degree of apprehension and resistance when processes like these are initiated in organizations, as people are not sure how the data collected during these processes will be used.

Behavioural Event Interviews and Assessment Centers remain the most accurate way of assessing competencies. In case of large organization though, these would be unviable as they are extremely time consuming. A combination of a questionnaire with a short discussion with the incumbent and his immediate superior could, be a workable method in this case.The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organization creates 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). Start 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 modelling, and how potential alternative formats for the models may or may not fit the needs of the business.

It is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. So if recruitment and selection or performance management is the key strategic needs of the business, and where the pain is being felt, then start there. It is advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organization.

But the competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioural interview methods so that the organization creates 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). Start 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 modelling, and how potential alternative formats for the models may or may not fit the needs of the business.

It is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. So if recruitment and selection or performance management is the key strategic needs of the business, and where the pain is being felt, then start there. It is advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organization.

JOB DESCRIPTION

In order to Map competencies for any job position in the organization, the job position needs to be understood in the context of the business operation.

Every business needs to carry on many tasks apart from the main business tasks. The organization need to carry out many other tasks to take care of its resources, culture, employees, social obligations, government requirements, shareholder expectations etc Organization assigns all these tasks to different employees and provides them to support to carry out the tasks.

Since the nature of each job differs from other, it is necessary to thoroughly understand job contents of each job. The jobs to be carried in an organization range from social obligations to customer satisfaction, Finance function to Human resource personal. Hence every job position is a unique set of relationships, responsibilities, objectives and assigned resources. For the purpose of identifying the competencies, unique and common, associated to the job, it is necessary to clearly identify, analyse, study and document the job positions.And for the purpose of analysing the job position, first we need to identify the job factors, which can be used to study, analyse and understand the nature of the duties and responsibilities for any job position.

Apart from analysis of job, the job factors can be used for different applications including job designs, recruitment, training need identification, remuneration scheme design, organization restructuring, and competency mapping too.

Job Factors are distinctive characteristics of any job position. These are the unique characteristics of a particular job. These factors can be used to understand nature of work activities and job responsibilities for the job position. Some of the vital factors are:

Envisioning

Direction

Organizing and Planning Resource Mobilization Coordination

Execution

Human Interaction Technology

Creativity Costs

Value addition

ROLE OF COMPETENCY MAPPING:Competency map, as the name signifies, Is the list of competencies required to be possessed to do a particular job. It also defines the levels of each competency to be possessed to excel in a particular job. In other words it is comprehensive list of competencies which a star performer possess, along with their level of possession. It also displays, whether a competency is critical or supporting competency for a person to do the job at particular post.

Critical Competencies are the competencies that are very vital in a person. They are very critically important, and in their absence, the person could not perform the job successfully. For example, For a Baker, the knowledge of Operating Oven and also knowledge of Ingredients is Critical. And on the other hand, supporting Competencies are the competencies which act as value added, i.e... They play a complimentary role in the performer. For instance, the retailer if has knowledge of manufacturing process of the product, it acts as supporting competency, as it helps him to sell the products more efficiently.

For preparing a Competency map, one must first define Job descriptions and also what are the Competencies to be mapped along with their definitions. On must also define the Roles covered along with their definition.

In order to have perfect understanding of the concept, Competency map and also to understand the process of preparing competency mapping with more clarity, lets prepare a competency map.

Roles Covered and definition:

In any job of any nature of different responsibilities, there are three basic roles in the organization. The three roles are namely,Leader: He is the person who is responsible for maintaining internal as well as external policies. He is the person responsible for internal as well as external requirements, threat and also opportunities. Manager: He is the person who undertakes functions of planning, Organizing Controlling, Directing, and co-coordinating. He is also responsible for the implementation of decisions of the Leader.

Executive: He performs at the executor level. He is responsible for the execution of all the policies as planned by Manager.

Following are the elementary competencies taken into consideration while mapping.

Technical and Functional Competencies:

Business awareness: Ability to take business decision to achieve business objectives

Business Skills: Ability to perform Functional business Processes. Technical Skills: Ability to perform technical responsibilities of a job.

Managerial Competencies:

Customer orientation: Ability to understand and satisfy customer needs.

Organizing skills: Ability to establish, nurture and troubleshoot organizational processes

Planning Skills: Ability to understand interrelationship and requirements of different activities to be performed to achieve the desired objectives.

Decision-making: Ability to decide course of action in any situation.

Leadership: Ability to take responsibilities for the accomplishing the desired objectives

Apart from these many other competencies are mapped like Delegation, Execution skills, Analytical Skills and developing and supporting subordinates.

Human attributes:

Communication: Ability to communicate ideas, thoughts and feelings clearly.

Team working: Ability to impact team working to achieve team goals.

Influencing ability: Ability to Impact the outcome of an Interaction.

Apart from this Networking ability, Achievement orientation, are also mapped.

Conceptual ability:

Creativity Thinking

Strategic thinking: Ability to visualize near and distant future conditions and develop appropriate organizational response

After the competencies are identified the next step is to map the competencies required to do a job. In other words, the Level of proficiency required in each competency must be mapped as required for the Job.

1.2 INTRODUCTION ABOUT THE INDUSTRY

Health is defined as a state of complete physical, mental and social well-being and just not the non-existence of disease or ailment. Health is a primary human right and has been accorded due importance by the Constitution through Article 21.Though Article 21 stresses upon state governments to safeguard the health and nutritional well-being of the people, the central government also plays an active role in the sector. Recognizing the critical role played by the Health Industry, the industry has been conferred with the infrastructure status under section 10(23G) of the Income Act.

The Indian Health sector consists of Medical care providers like physicians, specialist clinics, nursing homes, hospitals.

Diagnostic service centers and pathology laboratories.

Medical equipment manufacturers.

Contract research organizations (CRO's), pharmaceutical manufacturers

Third party support service providers (catering, laundry).

Before Independence

Conventionally health care in India has been based on voluntary work. Since ancient times traditional practitioners of health care have contributed to the medicinal needs of society. Acute knowledge in the medicinal properties of plants and herbs were passed on from one generation to another to be used for treatment. The colonial rule and the dominance of the Britishers changed the scenario. Hospitals managed by Christian missionaries took center stage. Even the intellectual elite in India with their pro west bias favoured Western practices.

After Independence

Prior to independence the healthcare in India was in shambles with large number of deaths and spread of infectious diseases. After independence the Government of India laid stress on Primary Health Care and India has put in sustained efforts to better the health care system across the country. The government initiative was not enough to meet the demands from a growing population be it in primary, secondary or tertiary health care. Alternate sources of finance were critical for the sustainability of the health sector.

Entry of Private SectorTill about 20 years back, the private sectors venture in the health care sector consisted of only solo practitioners, small hospitals and nursing homes. The quality of service provided was excellent especially in the hospitals run by charitable trusts and religious foundations. In 1980's realizing that the government on its own would not be able to provide for health care, the government allowed the entry of private sector to reduce the gap between supply and demand for healthcare. The private hospitals are managed by corporate, non-profit or charitable organizations. The establishment of private sector has resulted in the emergence of opportunities in terms of medical equipment, information technology in health services, BPO, Telemedicine and medical tourism.

Large companies and affluent individuals have started five star hospitals which dominate the space for high end market. The private sector has made tremendous progress, but on the flip side it is also responsible for increasing inequality in healthcare sector. The private should be more socially relevant and efforts must be made to make private sector accessible to the weaker section of society.

Information Technology in Health ServicesInformation technology is increasing being used in health services. Some of the applications are:

Barcode Medication Administration where technology is used to reduce medication dispensing errors improves patient safety in hospital settings.

Chronic Disease Management where in technology is used to manage chronic illness like diabetes and heart failure.

Tele health where in technology connects doctors and patients in different geographical locations.

Medical Tourism

Medical tourism is a relatively new concept, which is becoming popular globally. India has several advantages in favour of medical tourism like infrastructure, technology, cost effective medical care and hospitalization qualified and skilled doctors. Traditional Indian rejuvenation methods like yoga, Ayurveda massage find favour with people in western countries and corporate hospitals and wellness centers are cashing on this.

1.3 INTRODUCTION ABOUT THE COMPANY

The dream nurtured and grew within Dr. Prathap C Reddy, the founder Chairman of Apollo Hospitals, until the point of inflection happened in 1983. A young man succumbing to an ailing heart was what it took to ignite Dr. Reddy's vision into a reality - a vision where quality healthcare was given, where the pursuit of clinical excellence was daily endeavor, India a hub in the medical tourism map and where the Apollo family touches and enriches lives every minute, every day.

Today, with over 8500 beds across 50 hospitals, and a significant presence at every touch-point of the medical value chain, Apollo Hospitals is one of Asias largest healthcare groups. Commenced as a 150 bed hospital, today the group has grown exponentially both in India and overseas. Its growth is often said to be synonymous with India emerging as a major hub in global healthcare. Apollo Hospitals is driven by a single thrust, to provide the best standards of patient care. It is this passion that has led to the development of unique centers of excellence across medical disciplines, within the Apollo Hospitals network. Apollo Hospitals has JCI accreditations for 7 of its hospitals, the largest by any hospital group in the region. True to its founding principles, the group has made quality healthcare accessible to the people of India, and even overseas. It has become an institution of trust, and a beacon of hope to so many searching for a cure for their ailments.

The legacy of touching and enriching lives stems from the pillars of the Apollo philosophy - experience, excellence, expertise and research. We pride ourselves for constantly being on the cutting edge, and going the extra mile to stay relevant and revolutionary. The Apollo Hospitals Group is the pioneer of integrated healthcare delivery in India. This vision led the group to earmark time and resources to strengthen each vital cog in the process of healthcare delivery. As a result of these efforts, the group today is in a unique position to exponentially increase its healthcare cover. This will be critical in order to meet future requirements.

Apollo Hospitals Group, today, is an integrated healthcare organization with owned and managed hospitals, diagnostic clinics, dispensing pharmacies and consultancy services. In addition, the groups service offerings include healthcare at the patients doorstep, clinical & diagnostic services, medical business process outsourcing, third party administration services and health insurance. To enhance performance and service to customers, the company also makes available the services to support business, telemedicine services, education, training programs & research services and a host of other non-profit projects.Our Vision:Apollo's vision for the next phase of development is to 'Touch a Billion Lives'.Our Mission:"Our mission is to bring healthcare of International standards within the reach of every individual. We are committed to the achievement and maintenance of excellence in education, research and healthcare for the benefit of humanity"CityKarur District is located center along the Kaveri & Amaravathi rivers in TamilNadu, India. It is located at 1057' N 784' E has an average elevation of 122 metres (400feet). Its about 371km south west of Chennai, with eight headquarters and four Municipalities; Karur is the centrally located district of TamilNadu. It is bounded by Namakkal district in the north, Dindigul district in the south, Tiruchirapalli district on the east and Erode district on the west. The main town in Karur District is the city of Karur. It had a population of 12 lakhs as it has 43.27% urbanized. The district has a literacy of 85% on the whole.

As per the Vedas the Brahma created the human's first in this Karur known as Karuvur, is famous for its International Home-Textiles & Bus body buildings. The highest temperature is obtained in early May to early June usually about 34C, though it usually exceeds 38C for a few days most years. Average daily temperature in Karur during January is around 23C, though the temperature rarely falls below 17C. The average annual rainfall is about 725mm. It gets most of its seasonal rainfall from the north-east monsoon winds, from late September to mid-November. Agriculture is the main primary source of ancient Karur. They grow crops like paddy, banana, sugarcane, battle leaf, grams & pulses, tapioca, kora grass, groundnuts, oilseeds, tropical vegetables, garland flowers, and medicinal herbs.

Karur is celebrated for its Pasupatheeswarar temple, Karur is one of India's oldest cities with a history dating back to the 6th century BC. It was the province of the great Chera Kingdom until the 14th century and is now an important cultural, religious and commercial centre of South India influenced by textiles and heavy vehicles body building entrepreneurs. Karur is famous for its manufacturing industries like Home textiles, Paper, Bubody building, Cement, Sugar, Banking, Broking, Nylon nets, HDPE filament & Gem stones.About us

Apollo Loga Hospital is one of the identical places to get treatment for secondary care medical services. The hospital forms one among the group of Apollo hospitals the fastest growing health sector chain from Apollo Hospital Enterprises ltd. The newly established Apollo Loga Hospital, is set amidst 37000sq ft of landscape multistoried building. The hospital offers highest standards in Quality patient care, Believe and practice in giving quick, precise clean and cheerful service, Strive for maximum physical and emotional satisfaction of our patients. For over three decades, Apollo Hospital Enterprises ltd has played host to several Heads of Government, Prime Ministers, Presidents, Diplomats and other prominent clients. We situated at Allwyn Nagar, Kovai Road, Karur, Offers a new dimension in centrally air-conditioned 60 bedded multi-speciality hospital, which serves the community by providing a full range of in-patient & outpatient services with set qualitystandards, in a contemporary and comfortable surroundings.Explore

Apollo Loga Hospital is the only secondary care medical services provider in the whole city attains pinnacle growth within a span of two years. We can easily get connected by these following means of transportation.Rooms

Apollo offers a wide range of rooms for in-patients that suit best to their convenience at affordable tariff.Acute CareICU, CCU, NICU, Post-Operative ICU.

Special Wards

Standard Ward, Semi Private, Private Rooms, Semi Deluxe & Deluxe Room .24 Hours Emergency Care

Emergency Care department has a team of highly skilled CMOs who are ably supported by various specialists, providing round-the-clock emergency service. The advanced emergency management system can manage road traffic victims, cardiac emergencies, stroke and Industrial accidents.

Our Ambulance is manned by trained paramedics and is available on call round the clock. Apollo Loga Hospital, Karur like all other hospitals has Government approval for handling all types of medico-legal cases.Critical Care Unit

ICU is equipped with Ventilators, Defibrillators, Multi-Channel Monitoring System, Infusion Pumps, Central Gas Supply System etc.,

NICU is well equipped with ventilators; Warmer, Incubators and resuscitation equipments etc., the facilities available in this unit include Incubator Care, Conventional Mechanical Ventilation, Bed side Pulmonary Function Monitoring, Intensive Phototherapy, Exchange Transfusion and Total Parental Nutrition. Operation Theatre

The 3 major operation theatres have been designed to match international standards of which one Theatre is equipped with laminar flow facility. Apollo Telemedicine

The Telemedicine facility is an accessible feature at Apollo Loga Hospitals, Karur which aids in Specialist Consultation, second opinion and follow up treatment from the Apollo Telemedicine Networks across the country.Specialties Available

Anaesthesiology

Cardiology

Clinical Laboratory

Dental

Diabetology

ENT Surgery

General Medicine

General Surgery

Oralmaxillo Facial Surgery

Opthalmology

Obstetrics & Gynaecology

Orthopaedics

MinimalAccess Surgery(Laparascopic Surgery)

Neurology

Neurosurgery

Neonatology

Paediatrics

PathologyDiagnostic Services

CT Scan

Digital X Ray

Computed Radiography

3D-Ultrasound Scan

ECG

Echocardiogram

TMT

EEG / EMG

Pulmonary Function Test

Endoscopy

Colonoscopy

Dialysis Lab Services

Clinical Chemistry

Haematology & Coagulation

Clinical Pathology

Microbiology

Histopathology

Immuno Serology

Blood Storage Unit

Preventive Health Check-ups: (Master Health Check-up)

Prevention is better than Cure

Apollo Hospitals is committed to the cause of Preventive Health through its Comprehensive Health Check-up Packages. The packages are designed to suit a wide range of users.

CHAPTER-II2. MAIN THEME OF THE PROJECT2.1 REVIEW OF LITERATURE:

To review systematically healthcare studies providing empirical data on Competency Mapping in Hospitality.

Author: Keels-Williams F.

Source: (Department of Public Health Science)

RESULT:

Health care organizations increasingly face the pressures of meeting the needs of patients while responding to the financial pressures of cost containment and quality optimization. One strategy that health care providers use to adapt to the changing environment is multiskilling. Multi-skilled health care technicians are trained to perform multiple tasks so that they can be deployed more efficiently within health care organizations. Multiskilling can provide numerous benefits to providers, organizations, and patients, but appropriate training for such individuals is critical. The Multiskilled Competencies Development Project was initiated to identify professional standards for entry-level multi-skilled health care technicians. The project was designed to meet the training needs of multiskilled workers through improved allied health curricula. The results of the DACUM (Developing a Curriculum) competency profile for multiskilled health care technicians are presented.

.2.2 OBJECTIVES OF THE STUDY

1) To identify the Non-performers in organization.2) Identify the backlog areas of the employees.

3) Improvise the effectiveness of the working methods and output.

4) To determine the importance of Competency Mapping.5) To find the Impact of Competency mapping on Individuals Growth.6) To comprehend how Competency Mapping is linked to various HR practices.2.3 SCOPE OF THE STUDY

Candidate Appraisal for the purpose of Recruitment. Potentials appraisal for promotion and Functional shifts.

Employee Training need Identifications.

Employee performance diagnostics.

Employee self-development initiatives.

Retention strategy. 2.4 RESEARCH METHODOLOGY

DEFINITION

Research is the systematic process of collecting and analysing the information to increase an understanding of the phenomenon under study research comprises defining and redefining problem. Formulating hypothesis or suggested the solutions collecting, organizing and evaluating the data. Making the deductions and research conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis.RESEARCH DESIGN

A research design is purely and simple basic frame work of plan for a study that guides the collection of data and analysis of data. Research design are classified into three traditional categories, Exploratory, descriptive and experimental. The choice of the most appropriate design depends largely upon the objectives of the research. The research design applied to this study is descriptive research design.

Research design is the plan, structure, and strategy of investigation conceived so as to obtain answers to research questions to control variance.

Kerlinger

DESCRIPTIVE RESEARCH

A descriptive research is carried out with specific objective(s) and hence it results in definite conclusions. This research tries to describe the characteristics of the respondents in relation to a particular product or a practice/culture of importance.

For example, consider the employee stress among the work with respect to age, income level, family background, work environment, physical problems, and health problems. Type of respondents will be of importance to a researcher.

SAMPLING TECHNIQUE

The sampling used for my study is the simple random sampling. Each member of the population has known and equal chance of being selected.DATA COLLECTION METHOD:

COLLECTION OF DATA

The next step is to determine the sources of data to be used. The researcher has to decide whether, the researcher has to collect primary or secondary data.

TYPES OF DATA

1. Primary data

2. Secondary data.

PRIMARY DATA

Which are collected afresh and for the first time, and thus happen to be original character Primary data is collected directly from the workers in the Apollo hospitals Karur through the structured questionnaire.

SECONDARY DATA

Are those which have already been collected by someone else and which have already been passed through the statistical process. Secondary data is collected from the company records and from the companys websites.

SAMPLE SIZE

A total of 130 employees were selected as respondents for the study and the questionnaire is given to them and filled by them.AREA OF STUDY

This project undergone at Apollo hospitals, Karur. This project has to describe about the work stress among the employee in Apollo hospitals.

TOOLS FOR DATA COLLECTION:

The method used for collecting the data is questionnaire method.

Questionnaire method is used to collect data from the head of the department. In this method, detailed sets of questionnaire method were given to evaluate the employees performance in Apollo Hospitals .STATISTICAL TOOLS:

1) Simple Percentage Method: Percentage= Number of respondents x100

Total Number of Respondents2) Chi-Square Test:

Chi-square(x2)= (Oi-Ei)2

Ei Where,

Oi= observed frequency,

Ei=Expected frequency

The calculated value of the chi square is compared with that table value of the chi square for given degrees of freedom at specified level of significance. 2.5 LIMITATIONS OF THE STUDY The time constraint is more important.

The sample size is up to 130.

The employees are not responded because of their busy schedule.

The project is limited to Apollo Hospitals Karur.CHAPTER-III3. DATA ANALYSIS AND INTERPRETATION TABLE NO 3.1

AGE GROUP OF THE EMPLOYEESERIAL NOAGE GROUPNO OF EMPLOYEEPERCENTAGE

120 Above 256046

226 Above 304333

331 Above 351512

436 Above 4097

541 Above32

Total130100

INTERPRETATION

From the above table, it is cleared that 46% of the employee belong to the age group between 20 Above 25 years, 33 % of the employee belong to the age group between 26 Above 30 years, 12% of the employee belong to the age group between 31 Above 35 years, 7% of the employee belong to the age group 36 Above 40 and 2% of the employee belong to the age group 41 Above.CHART NO 3.1

TABLE NO 3.2

MARITAL STATUS OF THE EMPLOYEESERIAL NOMARITAL STATUSNO OF EMPLOYEEPERCENTAGE

1Married4333

2Unmarried8767

Total 130100

INTERPRETATION

From the above table, it is cleared that 33% of the employees are married and 67% of the employees are unmarried.CHART NO 3.2

TABLE NO 3.3

GENDER OF THE EMPLOYEE

SERIAL NOGENDERNO OF EMPLOYEEPERCENTAGE

1Women8666

2Men4434

Total 130100

INTERPRETATION

From the above table, it is cleared that 66% of the employee are Men and 34% of the employee are Women.CHART NO 3.3

TABLE NO 3.4 ADAPTABILITYSERIAL.NOSTANDARDSNO. OF EMPLOYEEPERCENTAGE

1Highly Acceptable Standards2721

2Acceptable Standards6953

3Meet Requirements2620

4Not Quite up to Acceptable Standards54

5Fails to Meet Acceptable Standards32

Total130100

INTERPRETATION

From the above table, it is cleared that 27% of the employee Adaptability level is Highly Acceptable Standards, 53% of the employee Adaptability level is Acceptable Standards, 20% of the employee Adaptability level is Meet Requirements, 4% of the employee Adaptability level is Not Quite up to Acceptable Standards, 2% of the employee Adaptability level is Fails to Meet Acceptable Standards.

CHART NO 3.4

TABLE NO 3.5STRESS TOLERANCE

SERIAL NOSTANDARDSNO OF EMPLOYEEPERCENTAGE






Total130100

INTERPRETATIONFrom the above table, it is cleared that 18% of the employee Stress Tolerance level is Highly Acceptable Standards, 48% of the employee Stress Tolerance level is Acceptable Standards, 26% of the employee Stress Tolerance level is Meet Requirements, 5% of the employee Stress Tolerance level is Not Quite up to Acceptable Standards, 3% of the employee Stress Tolerance level is Fails to Meet Acceptable Standards.

CHART NO 3.5

TABLE NO 3.6

SELF - MOTIVATEDSERIAL NOSTANDARDSNO OF RESPONDENTSPERCENTAGE






Total130100

INTERPRETATION

From the above table, it is cleared that 21% of the employee Self - Motivated level is Highly Acceptable Standards, 44% of the employee Self - Motivated level is Acceptable Standards, 26% of the employee Self - Motivated level is Meet Requirements, 7% of the employee Self - Motivated level is Not Quite up to Acceptable Standards, 2% of the employee Self - Motivated level is Fails to Meet Acceptable Standards.

CHART NO 3.6

TABLE NO 3.7

HONESTYSERIAL NOSTANDARDSNO OF RESPONDENTSPERCENTAGE






Total130100

INTERPRETATION

From the above table, it is cleared that 24% of the employee Honesty level is Highly Acceptable Standards, 44% of the employee Honesty level is Acceptable Standards, 25% of the employee Honesty level is Meet Requirements, 5% of the employee Honesty level is Not Quite up to Acceptable Standards, 2% of the employee Honesty level is Fails to Meet Acceptable Standards.CHART NO 3.7

TABLE NO 3.8

CREATIVITY

SERIAL NOSTANDARDSNO OF RESPONDENTSPERCENTAGE






Total130100

INTERPRETATION

From the above table, it is cleared that 20% of the employee Creativity level is Highly Acceptable Standards, 45% of the employee Creativity level is Acceptable Standards, 30% of the employee Creativity level is Meet Requirements, 5% of the employee Creativity level is Not Quite up to Acceptable Standards, 0% of the employee Creativity level is Fails to Meet Acceptable Standards.

CHART NO 3.8

TABLE NO 3.9

INFORMATION COLLECTION







Total130100

INTERPRETATION

From the above table, it is cleared that 24% of the employee Information Collection level is Highly Acceptable Standards, 44% of the employee Information Collection level is Acceptable Standards, 27% of the employee Information Collection level is Meet Requirements, 2% of the employee Information Collection level is Not Quite up to Acceptable Standards, 3% of the employee Information Collection level is Fails to Meet Acceptable Standards.

CHART NO 3.9

TABLE NO 3.10

ANALYTICAL SKILL







Total130100

INTERPRETATION

From the above table, it is cleared that 18% of the employee Analytical Skill level is Highly Acceptable Standards, 48% of the employee Analytical Skill level is Acceptable Standards, 25% of the employee Analytical Skill level is Meet Requirements, 8% of the employee Analytical Skill level is Not Quite up to Acceptable Standards, 2% of the employee Analytical Skill level is Fails to Meet Acceptable Standards.

CHART NO 3.10

TABLE NO 3.11

DETICATION







Total130100

INTERPRETATION

From the above table, it is cleared that 28% of the employee Dedication level is Highly Acceptable Standards, 41% of the employee Dedication level is Acceptable Standards, 26% of the employee Dedication level is Meet Requirements, 5% of the employee Dedication level is Not Quite up to Acceptable Standards, 1% of the employee Dedication level is Fails to Meet Acceptable Standards.

CHART NO 3.11

TABLE NO 3.12

SELF MANAGEMENT

SERIAL NOSTANDARDSNO.OF RESPONDENTSPERCENTAGE






Total130100

INTERPRETATION

From the above table, it is cleared that 18% of the employee Self - Management level is Highly Acceptable Standards, 47% of the employee Self - Management level is Acceptable Standards, 27% of the employee Self - Management level is Meet Requirements, 5% of the employee Self - Management level is Not Quite up to Acceptable Standards, 2% of the employee Self - Management level is Fails to Meet Acceptable Standards.

CHART NO 3.12

TABLE NO 3.13

TIME MANGEMENT







Total

130100

INTERPRETATION

From the above table, it is cleared that 24% of the employee Time Management level is Highly Acceptable Standards, 48% of the employee Time Management level is Acceptable Standards, 22% of the employee Time Management level is Meet Requirements, 5% of the employee Time Management level is Not Quite up to Acceptable Standards, 2% of the employee Time Management level is Fails to Meet Acceptable Standards.

CHART NO 3.13

TABLE NO 3.14

COMMAND ON BASIC FACTS

SERIAL NOSTANDARDSNO.OF RESPONDENTSPERCENTAGE






Total130100

INTERPRETATION

From the above table, it is cleared that 25% of the employee Command on Basic Facts level is Highly Acceptable Standards, 38% of the employee Command on Basic Facts level is Acceptable Standards, 30% of the employee Command on Basic Facts level is Meet Requirements, 5% of the employee Command on Basic Facts level is Not Quite up to Acceptable Standards, 2% of the employee Command on Basic Facts level is Fails to Meet Acceptable Standards.CHART NO 3.14

TABLE NO 3.15

QUALITY CONSCIOUSNESS







Total130100

INTERPRETATION

From the above table, it is cleared that 19% of the employee Quality Consciousness level is Highly Acceptable Standards, 48% of the employee Quality Consciousness level is Acceptable Standards, 26% of the employee Quality Consciousness level is Meet Requirements, 7% of the employee Quality Consciousness level is Not Quite up to Acceptable Standards, 0% of the employee Quality Consciousness level is Fails to Meet Acceptable Standards.

CHART NO3.15

TABLE NO 3.16

ORGANIZATIONAL AWARENESS







Total130100

INTERPRETATION

From the above table, it is cleared that 27% of the employee Organizational Awareness level is Highly Acceptable Standards, 39% of the employee Organizational Awareness level is Acceptable Standards, 26% of the employee Organizational Awareness level is Meet Requirements, 8% of the employee Organizational Awareness level is Not Quite up to Acceptable Standards, 0% of the employee Organizational Awareness level is Fails to Meet Acceptable Standards.

CHART NO3.16

TABLE NO 3.17

IDENTIFYING BOTTLENECKS & RECTIFYING







Total130100

INTERPRETATION

From the above table, it is cleared that 16% of the employee Identifying Bottlenecks & Rectifying level is Highly Acceptable Standards, 45% of the employee Identifying Bottlenecks & Rectifying level is Acceptable Standards, 30% of the employee Identifying Bottlenecks & Rectifying level is Meet Requirements, 5% of the employee Identifying Bottlenecks & Rectifying level is Not Quite up to Acceptable Standards, 3% of the employee Identifying Bottlenecks & Rectifying level is Fails to Meet Acceptable Standards.

CHART NO 3.17

TABLE NO 3.18

KNOWLEDGE







Total130100

INTERPRETATION

From the above table, it is cleared that 25% of the employee Knowledge level is Highly Acceptable Standards, 40% of the employee Knowledge level is Acceptable Standards, 24% of the employee Knowledge level is Meet Requirements, 9% of the employee Knowledge level is Not Quite up to Acceptable Standards, 2% of the employee Knowledge level is Fails to Meet Acceptable Standards.

CHART NO 3.18

CHAPTER-IV4. FINDINGS, SUGGESTIONS & CONCLUSION4.1 FINDINGS:

Through my analysing i found following level of employees skill performance

In ADAPTABILITY, ( 53%) Majority of the employees comes under the Acceptable standards. In STRESS TOLERANCE, ( 48%) Majority of the employees comes under the Acceptable standards.

In SELF-MOTIVATED, ( 44%) Majority of the employees comes under the Acceptable standards.

In HONESTY, ( 44%) Majority of the employees comes under the Acceptable standards.

In CREATIVITY, ( 45%) Majority of the employees comes under the Acceptable standards.

In INFORMATION COLLECTION, ( 44%) Majority of the employees comes under the Acceptable standards.

In ANALYTICAL SKILL, ( 48%) Majority of the employees comes under the Acceptable standards.

In DETICATION, ( 41%) Majority of the employees comes under the Acceptable standards.

In SELF MANAGEMENT, ( 47%) Majority of the employees comes under the Acceptable standards.

In TIME MANAGEMENT, ( 48%) Majority of the employees comes under the Acceptable standards.

In COMMAND ON BASIC FACTS, ( 38%) Majority of the employees comes under the Acceptable standards.

In QUALITY CONSCIOUSNESS, ( 48%) Majority of the employees comes under the Acceptable standards.

In ORGANIZATIONAL AWARENESS, ( 39%) Majority of the employees comes under the Acceptable standards.

In IDENTIFYING BOTTLENECKS & RECTIFYING, (45%) Majority of the employees comes under the Acceptable standards.

In KNOWLEDGE, (40%) Majority of the employees comes under the Acceptable standards.

4.2 SUGGESTIONS:

1) Provide more training to the non performing employees.

2) Guide the peoples who are all struggling to perform better.

3) HR department peoples should take necessary steps to maintain man power in organization.

4) Conduct some effective workshops for developing employees creativity.

5) Weekly once or Thrice help desk should be conducted.

4.3 CONCLUSION:

One should never say that will never work, and that is not what we are saying here. Failure is a phenomenal educator, so if we learn from past mistakes, maybe we can construct a better solution in the future. Many organizations have tried competencies; many organizations have failed.

From the above study it can be concluded that Competency Mapping is definitely a new era In the field of HR. It promises economical use of the most important resource, Human Capital by ensuring the best suitable job to the person. It also ensures Individuals growth and development. An individual can map his or her competencies and find the job which suits him the most.

BibliographyBIBLIOGRAPHY:

Following Website links and Books were referred in the course of data collectionREFERENCE BOOKS:

1) K Aswathappa - Human Resource Management, Seema Sanghi - The Handbook On Competency mapping.

2) Kumar, Ranjit - Research Methodology-A Step-by-Step Guide for Beginners, 2nd edition 2005 , Pearson Education. WEB LINKS:

1) http://www.careertrainer.com/Request.jsp?lView=ViewArticle&Article=OID% 3A112409&Page=OID%3A112412 2) http://www.indianmba.com/Faculty_Column/FC346/fc346.html 3) http://www.e-hresources.com/Samples/sample1.html 4) http://www.thehindujobs.com/thehindu/jobs/0511/2005113000730500.htm 5) http://www.expresscomputeronline.com/20050131/technologylife01.shtml 6) http://www.citehr.com APPENDICES APPENDICESQuestionnaireName

Age

Marital Status

GenderDesignation

Department

Objective This is sent to you as a part of my MBA project I am undertaking in this organization on the topic competency mapping from Human Resource perspective.

From the organizational point of view this questionnaire is a part of development exercise to know the strength and the areas needing improvements in terms of various competencies at various levels.(Please return the completed questionnaire to me on or before)

Please rate each competency using the 5-point rating scale

5 - Highly Acceptable Standards, 4 - Acceptable Standards, 3 Meet Requirements,

2 Not Quite up to Acceptable Standards, 1 Fails to Meet Acceptable Standards.

1. Personal competencies1Adaptability: Conform and adjust to changing circumstances and work environments.54321

2Stress tolerance: Cope up with work strain that arises as a consequence of working situations of targets, deadlines, work load and pressure from superiors.54321

3Self-motivated: Able to work with limited supervision.54321

4Honesty: Honest and sincere towards the work and responsibility.54321

5Creativity: Come up with unique ideas or ideas from another Source.54321

2. Job related skills/ competencies6Information collection: Gather relevant data from different sources that are needed to perform the job54321

7Analytical skill: Use relevant facts, data and analytical tools to draw accurate and meaningful conclusion54321

8Dedication: Involvement in work oriented tasks.54321

9Self-management: Exercise the expected professional duties without repeated guidance and monitoring54321

10Time management: timely plan the works and complete them as scheduled.54321

3. Knowledge level competencies

11Command of basic facts: Understand the service holistically and have a sound knowledge of the basic facts of hospitality.54321

12Quality consciousness: Work always with quality awareness.54321

13Organizational awareness: Have wide knowledge about the organization, its departments and functions.54321

14Identifying bottlenecks and rectifying them: Recognize situations that retards work progress and gives immediate attention and rectification to the problem.54321

15Knowledge on service Concepts, standards and specification.54321

Thanks for spending your valuable time for filling this....A STUDY ON COMPETENCY MAPPING OF EMPLOYEES IN APOLLO HOSPITALS KARUR.

731511631009

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