84459029 Competency Mapping Project 360 Degree Method

YCMOU

SCHOOL OF COMMERCE AND MANAGEMENT

YASHWANTRAO CHAVAN MAHARASHTRA OPEN UNIVERSITY, NASHIK

PROJECT REPORT ON

Submitted By

MAHADEO GHADGEMBA – III

PRN No : 2009017001106641MASTER OF BUSINESS ADMINISTRATION ( HUMAN RESOURCE )

VIKAS COLLAGE OF ARTS SCIENCE &COMMERCE –VIKHROLI (3134 A)

UNDER THE GUIDANCE OFMR. PRAMOD V. PEDNEKAR

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

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ACKNOWLEDGEMENT

BETWEEN THE CONCEPTIONAND THE CREATION

BETWEEN THE EMOTIONSAND THE RESPONSE

BETWEEN THE HARD WORKAND THE RESULT

LIES MY THANKS TO YOU

First of all I would like to take this opportunity to thank the YCMO University

for having project as a part of the MBA Curriculum

I wish to express my heartfelt gratitude to the all peoples who have played a

crucial role in the research for this project, without their active cooperation

the preparation of this project could not have been completed within the

specified limit. I am thankful to our respected Guide Mr. Pramod Pednekar

for motivating me to complete this project with completes focus and

attention.

The next person I would like to acknowledge is my Lecturer

Dr. Shoukat Ali & our Director of Vikas collage Mr.Vikas Raut Sir, who

supported & encouraged me throughout this process.

I express my profound sense of gratitude and sincere thanks to the CEO- Mr.

Peter Andrist & Management of AMBASSADOR’S SKY CHEF-MUMBAI for

offering me this project training in this organization.

Mahadeo P Ghadge

PRN: - 2009017001106641 (MBA-III)

Vikas Collage of Arts, Commerce & Science

Vikhroli (East) Mumbai -400 083

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AN ORIGINALITY CERTIFICATE

DECLARATION

I, Mahadeo Parbati Ghadge, student of Vikas Collage Of Arts, Commerce

& Science, Mumbai, solemnly declare that the project titled “PROCESS

OF COMPETENCY MAPPING – AT AMBASSADOR’S SKY CHEf-MUMBAI” in

partial fulfillment of M.B.A program under YCMOU (YASHWANTRAO

CHAWAN MAHARASHTRA OPEN UNIVERCITY) was undertaken as part of

academic curriculum according to university norms and with no

commercial motives.

This project report with “AMBASSADOR’S SKY CHEf MUMBAI” is

the result of my study which carried out during June to

September 20011 and has not been previously submitted earlier

to this university or any other university or institute for

fulfilment of the requirement of a course of study.

Date: 30 / 09 /2011

Place: Mumbai

MR. PRAMOD PEDNEKAR MAHADEO GHADGE

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

Supervisor

PRN: - 2009017001106641 (MBA-III)

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

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EXECUTIVE SUMMARY

The need is felt to create competency-based culture and systems in

organizations to enable people to deliver their best and make

organizations grow. With increased importance to operational efficiency,

cost reduction, higher productivity norms and managing with fewer

employees than before, brings competency as the most important

yardstick for all HR-related decisions like selection, development, growth

charting and promotion, etc. Thus, continuous mapping and assessment

of competencies assumes critical importance for keeping people

development strategies in sync with organizational growth and

objectives.

In the research part of this dissertation, competency mapping was

studied at Ambassador’s Sky Chef, Mumbai. This Company is following

competency mapping and the company has seen tremendous change in

the employees and their competencies. But the employees have not yet

met requirements for the competency pool.

The study was confined to the extent of finding out the effective Process

of competency mapping so as to fit the organization structure and hence

the project was company specific.

A sample size of 30 was taken into account for the research work. The

sample consisted of employees within the age group between 20-55

years. The employees were selected from department. All the

employees were given 13 competency clusters and were asked to rate

on the standard scale. Those 13 competencies clusters were grouped

into three headings namely 1-Generic (meta) competencies,2-Functional

competencies ,3- Technical competencies. 360 degree feedback method

was used for competency mapping.

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After the analysis it was found that as competency mapping is yet in the

initial stage the employees need to be trained and polished in order to

meet the objectives of the company. The potential of the employees

does not meet the competency pool and they need further training. An

organization that defines and applies competencies sends a strong

message about the specific knowledge, skills, capabilities, attitudes, and

behaviors that are important. Hence the company if effectively applied

this tool of competency mapping, may grow to greater heights, one of

the important methods of effectively using this tool is the Employees

Satisfaction, by which the employees can use their talent to the

maximum and in turn help the company in achieving better results.

“PROCESS OF COMPETENCY MAPPING

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INDEX

CHAPTER NO

CHAPTER PAGE NO

1 INTRODUCTION 8-191.1 Importance & significance 11-121.2 Rationale of the study 13-141.3 Objective of the study 151.4 hypothesis of study 161.5 scope of the study & Expected contribution 17-181.6 Limitation of study 19

2 METHODOLOGY 20-252.1 RESEARCH DESIGN 212.2 DATA COLLECTION METHOD 22-232.3 SAMPLING 242.4 RESEARCH INSTRUMENT 25

3 LITERATURE REVIEW 26-37

4 PROFILE OF THE ORGANISATION 38-464.1 Overview of the organization 39-434.2 Organizational flow chart 444.3 Products offered by organization 454.4 Interdepartmental relationship in organization 46

5 ANALYSIS & INTERPRETATION OF INFORMATION / DATA 47-90

5.1 Topics under study- Definition, Need and Utility 48-495.2 Data collection 50-745.3 Presentation of data in table graph, diagram/Analysis 75-90

6 FINDING / CONCLUSION 91-93

6.1 Findings 92 6.2 Conclusions 93

7 RECOMMENDATION AND SUGGESTIONS 94-96

7.1 Suggestions 957.2 Recommended directions for future Research 96

8 BIBLIOGRAPHY 97-98

9 APPENDICES 99-105

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1

INTRODUCTION :

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INTRODUCTION:Today organizations are all talking in terms of competence. Gone are the

days when people used to talk in terms of skill sets, which would make their

organizations competitive. There has been a shift in the focus of the

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organizations. Now they believe in excelling and not competing. It is better to

build a core competency that will see them through crisis. And what other

way than to develop the people, for human resource is the most valuable

resource any organization has.

Organizations of the future will have to rely more on their competent

employees than any other resource. It is a major factor that determines the

success of an organization. Competencies are the inner tools for motivating

employees, directing systems and processes and guiding the business

towards common goals that allow the organizations to increase its value.

Competencies provide a common language and method that can integrate all

the major HR functions and services like Recruitment, Training, performance

management, Remuneration, Performance appraisal, Career and succession

planning and integrated Human resource management system.

Over the past 10 years, human resource and organizational development

professionals have generated a lot of interest in the notion of competencies

as a key element and measure of human performance. Competencies are

becoming a frequently-used and written-about vehicle for organizational

applications such as:

• Defining the factors for success in jobs (i.e., work) and work roles within

the organization

• Assessing the current performance and future development needs of

persons holding jobs and roles

• Mapping succession possibilities for employees within the organization

• Assigning compensation grades and levels to particular jobs and roles

• Selecting applicants for open positions, using competency-based

interviewing techniques

Competencies include the collection of success factors necessary for

achieving important results in a specific job or work role in a particular

organization. Success factors are combinations of knowledge, skills, and

attributes (more historically called “KSA’s”) that are described in terms of

specific behaviors, and are demonstrated by superior performers in those

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jobs or work roles. Attributes include: personal characteristics, traits,

motives, values or ways of thinking that impact an individual’s behavior.

COMPETENCY MODEL:

The roots of competency modeling date as far back as the early 1900’s

but these models have become widely popular these days. A

competency model is an organizing framework that lists the

competencies required for effective performance in a specific job, job

family (e.g., group of related jobs), organization, function, or process.

Individual competencies are organized into competency models to

enable people in an organization or profession to understand, discuss,

and apply the competencies to workforce performance.

The competencies in a model may be organized in a variety of formats.

No one approach is inherently best; organizational needs will determine

the optimal framework. A common approach is to identify several

competencies that are essential for all employees and then identify

several additional categories of competencies that apply only to specific

subgroups. Some competency models are organized according to the

type of competency, such as leadership, personal effectiveness, or

technical capacity. Other models may employ a framework based on job

level, with a basic set of competencies for a given job family and

additional competencies added cumulatively for each higher job level

within the job family

Skills + Knowledge + Ability

=

Competency

=

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Observable Behavior

=

Effective Outcomes [Performance on Job]

=

Strategic Success Modeling – A Competency Model

1.1 - IMPORTANCE & SIGNIFICANCE OF THE STUDY:

Creating competency based culture and systems in organizations are

the need of the hour. This creates a demand for HR professionals to

have specialized skills and have a continuous up-gradation of

knowledge.

Competency mapping can play a significant role in recruiting and

retaining people as it gives a more accurate analysis of the job

requirements, the candidate’s capability, of the difference between the

two, and the development and training needs to bridge the gaps.

BENEFITS OF USING COMPETENCY MAPPING

FOR THE COMPANY

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• Reinforce corporate strategy, culture, and vision.

• Establish expectations for performance excellence, resulting

in a systematic approach to professional development,

improved job satisfaction, and better employee retention.

• Increase the effectiveness of training and professional

development programs by linking them to the success criteria

(i.e., behavioral standards of excellence).

• Provide a common framework and language for discussing

how to implement and communicate key strategies.

• Provide a common understanding of the scope and

requirements of a specific role. .

FOR MANAGERS:

• Identify performance criteria to improve the accuracy and

ease of the hiring and selection process.

• Provide more objective performance standards.

• Clarify standards of excellence for easier communication of

performance expectations to direct reports.

• Provide a clear foundation for dialogue to occur between the

manager and employee about performance, development, and

career-related issues.

FOR EMPLOYEES:

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

performance excellence) required to be successful in their

role.

• Support a more specific and objective assessment of their

strengths and specify targeted areas for professional

development.

• Provide development tools and methods for enhancing their

skills.

Provide the basis for a more objective dialogue with their manager or

team about performance, development, and career related issues

1.2 -RATIONALE OF THE STUDY :

The need of the hour as indicated by many organizations is to design

and implement low cost assessment and development centers specially

designed to meet the requirements of developing countries like ours.

Competency mapping process helps the organization in developing a

clear strategy for developing competencies of their workforce. It

supports successful performance of the employees within the

organization. Competency Mapping at Ambassador Sky chef is excellent

opportunity to have an exposure and develop my skills.

The study of the project has helped me in gaining practical

knowledge and insight into one of the significant Human

Resource concept called “Competency”.

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

as it will guide me to develop a competency-mapping tool such

as questionnaire, assessment center.

Based on the competency mapping study we can identify

the gap between the objective/ goal and the actual performance

demonstrated by the employee, the various causes of these gaps

and the suitable training required to fill those gaps and improve

his competency.

The recommendations and suggestions by this project work

will guide to know the various competency fields, the criteria to

map them and the appraisal of the ranking to the respective

employee.

The project work will help to improve efficiency and

effectiveness of an organization and also will help to create it’s

goodwill in the market.

It will help to minimize wastage and achievement in quality

objectives.

It will help to minimize Production cost.

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1.3 - OBJECTIVES OF THE STUDY:

1- To understand the concept of competency mapping, its utility and

scope.

2- To list the competencies against individual roles and responsibilities

in Ambassadors Sky Chef, Mumbai.

3- To measure the knowledge, skill and attitude with the help of

ranking method.

4- To identify the competence gap between the required performance

and actual performance.

5- To suggest the best Competency based training and development

programs.

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1.4 - HYPOTHESES OF THE PROJECT:

Hypothesis simply means a mere assumption or some supposition to be

proved or disproved.

Hypothesis is a set of statements to be accepted and rejected at the

end of research on the basis of findings of the research

Following hypothesis is considered for this project:-

1) Competency mapping process helps employees to clarify their role in

organization and finding the gap between currant & expected level of

competencies.

2) Competency mapping process at Ambassadors sky chef –Mumbai is more

participative, effective & identifies training need for individual

development in an organization. .

3) 360 degree feedback method used in competency mapping process at

Ambassadors Sky Chef, Mumbai helps in creating & building healthy

organizational culture.

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4) Competency Mapping ensures optimum utilization of recourses.

1.5 - SCOPE OF STUDY:

Competency Mapping is the process of identifying key competencies for

organization and/or a job and incorporating those competencies

throughout the various process (that is job evaluation, training,

recruitment) of organization. It is the “traits, abilities and behavior”

demonstrated by the leader, which are decisive for success in the

assignment.

The scope includes:

1) To understand the interrelated set of skills, behavior, attitude and

knowledge needed by an individual to be effective in most professional

and managerial position.

2) To understand the ability to assess own strengths and weakness; set

and pursue professional and personal goals; balance work and

personal life; and engage a new learning- including new or changed

skills, behavior and attitude.

3) To study the demonstration by the employee in the current job, in

comparison with the standard requirements of the job/ responsibility

level.

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4) To understand various managerial competency fields in term of

Entrepreneurial mindset, Leadership Competence, Technical and

Methodological Competence.

5) To study the potential evaluation i.e. assessment of employee’s

capability to succeed in next/ higher levels of responsibility within a

time frame, based on the performance rating.

EXPECTED CONTRIBUTION :

This exercise will reflect current competency status & relation of

competency & strategic HR decisions.

Competency mapping process will help the organization in developing a

clear strategy for developing competencies of their workforce. Overall it

will support successful performance of the employees within the

organization. This is a competency era. It is beyond doubt that it is

beneficial and cost effective, to have competent people to occupy

higher-level positions. Competency refers to the intellectual,

managerial, social and emotional competency. Many organizations in

India and abroad are channeling their efforts to mapping competencies

and implementing assessment and development centre’s.

The need of the hour as indicated by many organizations is to design

and implement low cost assessment and development centers specially

designed to meet the requirements of developing countries like ours

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Normally, the purpose of analyzing training needs is to uncover the gap

that exists between the present competence of the enterprise and the

competency needed to reach the strategic goals in the future. A

determining factor for what problems may arise is the choice of level of

precision or how complex a concept of competency one uses.

1.6 - LIMITATION OF THE STUDY

1) Link with only one organization.

2) Sample size considered for this, is limited.

3) Information and responses given by the respondents may be a

biased due to several reasons.

4) Research was to be conducted maintaining the decorum of the

company.

5) Employees were busy in their work and thus did not spare much

time to respond openly to the questions asked.

6) Limited time span for carrying out study also restricted the

research work.

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2METHODOLOGY

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Research methodology is a way to systematically solve research

problem. It may be understood as a science of studying how research

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problem. The study of research methodology gives us the necessary

training in gathering materials, arranging them, participating in field

when required and training in technique for the collection of data

appropriate for a particular problem. The research methodology is the

most practical way of obtaining and analyzing data and it plays an

important role in project work.

2.1 - RESEARCH DESIGN:

A research design is a specification of methods and procedure for

acquiring the information. A research design is a master plan or model

for the conduct of formal investigation. Research design is purely and

simply the frame work or place for a study that guides data. It is a blue

print that is followed in completing a study.

DESCRIPTIVE RESEARCH DESIGN:

This project is based on a descriptive type of research, which includes

structured interviews, and fact finding inquiries of different kinds. The

major purpose of descriptive research is description of the state of

affairs, as it exists at present

PROBLEM STATEMENT:

To determine the current competency level of the employees with

respect to their position and to know the importance of various

competencies in performing their job.

2.2- DATA COLLECTIONS TECHNIQUES:

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Data Collection:

The data and information is collected through following methods:

Primary Data:

Methods for collecting primary data:

●Interview

●Observation

●Survey

●Interview: It is a formal interaction and communication in order to

know about skills, knowledge, behaviors, organization culture, and Job

analysis

a. Telephone

b. Personal

●Personal interview: The relevant details were collected through

personal discussion with the project guides, Head of the Department

and managerial staff members.

For this project I have used the questionnaire and direct

interview method for my respondents. A questionnaire is a form

containing a set of questions, especially one addressed to a

statistically significance number of subjects as a way of gathering

information for a survey.

For primary data sample size was 30.(primary data is collected from

same employees, which are selected for competency mapping.)

360 degree feedback method is used is for competency mapping.

The questionnaires have been added in APPENDICES.

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Secondary data:

●Employees records: The primary details of the job description,

responsibilities and performance review details are collected through

files available in organization.

●Performance and Potential Review form: The performance appraisal

form available in the company.

●Reference Books: The theoretical part of the project is taken with

the help of reference books on organizational behavior, Human

Resource management.

●Internet: the advance details, current trends are collected by

referring various websites.

2.3 - SAMPLING:

Sampling refers to the selection of some parts of an aggregate or

totality on the basis of which a judgment or inference about aggregate

or totality is made. There are different types of samples based on two

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factors viz; the representation basis and the element selection

technique. On the basis of representation, the samples are further

classified as probability and non-probability samples. Probability

sampling is also known as Random sampling. Under this sampling

design every item of the population in totality has an equal chance of

inclusion in the sample.

SAMPLING METHOD

The sampling method used was

Probability Sampling, under Simple

Random Method was used. SAMPLE SIZE 30(15% of available population)

SAMPLE UNIT Ambassador’s Sky Chef –Mumbai SAMPLE AREA All Departments where they work.

2.4 - RESEARCH INSTRUMENT:

Secondary data was collected to gain more knowledge about the topic

under study. Primary data was collected with the help of Observations,

Personnel interview & questionnaires which were filled and answered

by the employees who were selected randomly.360 degree feedback

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method is used for competency mapping. Feedback is collected from

following candidate, his /her superior, his /her subordinate, & two peers.

TOOLS USED FOR ANALYSIS:- Simple percentage analysis

It is simple analysis tool. In this method, based on the opinions of the

respondents, percentage and bar chart is calculated for the respective

scales of each factor.

Formula:

Simple percentage = No of Respondents (for particular answer) /

Total No of Sample Size

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LITURATURE REVIEW

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3 - LITRETURE REVIEW:

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David McClelland, the famous Harvard Psychologist was the pioneer in

the competency movement across the world. His classic books on

"Talent and Society", "Achievement Motive", "The Achieving Society",

"Motivating Economic Achievement" and "Power the Inner Experience"

brought out several new dimensions of the competencies in man. These

competencies exposed by McClelland dealt with the affective domain in

Bloom's terminology. The turning point for competency movement was

when the article titled “Testing for Competence rather than intelligence”

was published in American Psychologist in 1973 by McClelland wherein

he presented data that traditional achievement and intelligence scores

may not be able to predict job success and what is required is to profile

the exact competencies required to perform a given job effectively and

measure them using a variety of tests. McClelland argued that

traditional intelligence tests, as well as proxies such as scholastic

grades, failed to predict job performance. Instead, McClelland proposed

testing for competency. This article combined with the work done by

Douglas Bray and his associates at AT&T in the US where in they

presented evidence that competencies can be accessed through

assessment centres an on the job success can be predicted to some

extent by the same has laid foundation for popularization of the

competency movement.

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Competency-based approaches gained popularity and acceptance within

the human resources community through the work of McClelland and his

associates, particularly Richard Boyatzis, at McBer and Company (which

is now part of the Hay Group). Boyatzis is credited with popularizing the

term in his book "The Competent Manager". Boyatzis suggested that a

competency was a combination of a motive, trait, skill, aspect of one's

self-image or social role, or a body of relevant knowledge. In other

words, a competency is any characteristic of an individual that might be

related to successful Performance. Boyatzis' definition of competency

left much room for debate over its application to performance.

At McBer which is a consulting firm founded by David McClelland and his

associate Berlew, specialized in mapping the competencies of

entrepreneurs and managers across the world. They even developed a

new and yet simple methodology called the Behavior Event Interviewing

(BEI) to map the competencies.

Klein offered one more definition which deviate the most from the others

by suggesting that competencies are a collection of observable

behaviors, or Behavioral indicators. These Behavioral indicators are

grouped according to a central theme, which then becomes the

competency. Klein suggests that the behaviors underlie the competency;

this is contrary to other definitions which suggest that competencies

underlie behaviors

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Woodruff raised the issue of distinguishing between competence and

competency and proposed that competence is a performance criterion

while competencies are the behaviors driving the competence.

More recently, Rowe raised the same issue and discusses competence in

terms of a skill and a standard of performance and defines competency

as the behavior needed to achieve competence. This is similar to Klein's

argument that competencies are not psychological constructs but

thematic groups of demonstrated observable behaviors that discriminate

between superior and average performance. These behaviors require no

inference, assumptions, or interpretation.

Zemke's comments at that time on the definition of competency remain

valid today: Competency, competencies, competency models, and

competency-based training are Humpty Dumpty words meaning only

what the definer want them to mean. The problem comes not from

malice, stupidity or marketing avarice, but instead from some basic

procedural and philosophical differences among those racing to define

and develop the concept and to set the model for the way the rest of us

will use competencies in our day-today efforts."

With increased focus on the limitations in performance appraisal

systems in predicting future performance potential of employees, the

assessment centers started to gain popularity. Even as early as 1975,

the setting up an Assessment center was in integral part of the HRD

plan for L&T as per the suggestion given by IIMA professors. Though,

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L&T did competency mapping, they could not start assessment centers

until much later as it was not perceived as a priority area.

And finally, according to Thomas Gilbert’s definition of competence is

the state of being competent refers to having the ability to consistently

produce the results (the worthy outcomes of behaviour) that are

required for the most efficient and effective achievement of the larger

organizational goals.

What is Competency?

Any underlying characteristic required performing a given task, activity,

or role successfully can be considered as competency. Competency may

take the following forms: Knowledge, Attitude, Skills, and Other

characteristics of an individual including: Motives, Values, Self concept

et

What is competence and competency?

There is difference between the words ‘competence’ and ‘competency.’

‘Competence’ means a skill and the standard of performance reached

while ‘competency’ refers to the behavior by which it is achieved. In

other words, one describes what people can do while the other focuses

on how they do it. Competences refer to the range of skills, which are

satisfactorily performed, while competencies refer to the behavior

adopted in competent performance

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Who Identifies competencies?

Competencies can be identified by one of more of the following category

of people: Experts, HR Specialists, Job analysts, Psychologists, Industrial

Engineers etc. in consultation with: Line Managers, Current & Past Role

holders, Supervising Seniors, Reporting and Reviewing Officers, Internal

Customers, Subordinates of the role holders and Other role set

members of the role (those who have expectations from the role holder

and who interact with him/her).

Competencies in organizations tend to fall into two broad categories:

1- Personal Functioning Competencies. These competencies include

broad success factors not tied to a specific work function or industry

(often focusing on leadership or emotional intelligence behaviors).

2- Functional/Technical Competencies. These competencies include

specific success factors within a given work function or industry.

Three other definitions are needed:

• Competency Map. A competency map is a list of an individual’s

competencies that represent the factors most critical to success in given

jobs, departments, organizations, or industries that are part of the

individual’s current career plan.

• Competency Mapping. Competency mapping is a process an

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individual uses to identify and describe competencies that are the most

critical to success in a work situation or work role.

• Top Competencies. Top competencies are the vital few competencies

(four to seven, on average) that are the most important to an individual

in their ongoing career management process. “Importance to the

individual” is an intuitive decision based on a combination of three

factors: past demonstrated excellence in using the competency, inner

passion for using the competency, and the current or likely future

demand for the competency in the individual’s current position or

targeted career field.

Although the definition above for “competency mapping” refers to

individual employees, organizations also “map” competencies, but from

a different perspective. Organizations describe, or map, competencies

using one or more of the following four strategies:

1. Organization-Wide (often called “core competencies” or those

required for organization success)

2. Job Family or Business Unit Competency Sets

3 Position-Specific Competency Sets

4. Competency Sets Defined Relative to the Level of Employee

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

Five types of competency characteristic

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Motives- The thing a person consistently thinks about or wants that

cause action. Motives “Derive and Select.” Behavior towards certain

actions or goals and away from others.

Eg: Achievement-motivated people consistently set challenging goals for

themselves, take personal responsibility for accomplishing them and use

feedback to do better.

Trait-Physical character and consistent response to situation or

information.

Eg: Reaction time and good eyesight and physical trait competencies of

combating pilots.

Emotional self-control and initiative are more complex. “Consistent

responses to situations.” Some people don’t “blow up” at other and do

act “above and beyond the call of duty” to solve under stress. These

traits competencies are characteristics of successful manager.

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Motives and competencies are intrinsic operant or self-starting “master

traits” that predicts what people will do on their jobs long term without

close supervision.

Self-concept- A person’s attitude, values or self image.

E.g: Self confidence (a person’s belief that he or she can be effective in

almost any situation)

People’s values are respondent or reactive motives that predict what he

or she will do in the short term and in situation where others are in

charge. For e.g. someone who values being a leader is more likely to

exhibit leadership behavior if he or she is told a task or job will be “a

test of leadership ability” people who value being, “in management” but

do not intrinsically like or spontaneously think about influencing others

at the motive level often attain management position but then fail.

Knowledge-Information a person has in specific content area.

E.g: A surgeon’s knowledge of nerves and muscles in the human body.

Knowledge is a complex competency. Scores of knowledge tests often

fail to predict work performance because they fail to measure knowledge

and skills in the ways they are actually used on the job. First many

knowledge test measure rote memory. When what is really important is

the ability to find the information. Memory of specific facts is less

important then knowing which fact exists that are relevant to a specific

problem and where to find them when needed. Second knowledge test

are “respondent.” They measure test takers ability to choose which of

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the several option the right response is, but not whether a person can

act on the bases of knowledge. For e.g.- the ability to choose which of

the five item is an effective agreement is very different from the ability

to stand up in a conflict situation and argue persuasively. Finally

knowledge at best predicts what someone can do, not what he or she

will do.

Skill-The ability to perform a certain physical or mental task.

E.g. A dentist’s physical skill to fill a tooth without damaging the nerves,

a computer programmer’s ability to organize 50000 lines of code in

logical sequential order.

Mental or cognitive skill competencies include analytical thinking

(processing, knowledge& data, determining cause and effect, organizing

data and plans) and conceptual thinking (recognizing pattern in complex

data)

Surface knowledge and skills competencies are relatively easy to

develop, training is the cost effective way to secure the employee

abilities. Core motive and trait competencies are most difficult to assess

and develop; it is most cost effective to select these characteristics.

SCOPE OF COMPETENCY MAPPING:

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Job descriptions are a basic tool in communicating to organizational

members the specific duties, responsibilities, and competencies that are

required for successful performance on the job both at job-entry and at

full-performance level.

Recruitment

Using competencies in recruitment can be as simple as including a list

and a brief description of the required competencies in the job posting,

providing important information to the candidates both in terms of what

the organization expects of its employees and for candidates to self-

select for jobs that match their set of competencies based on self-

assessment.

Selection &Testing

It is important to ensure that those selected for a job meet not just the

38

minimum technical requirements, but also have the essential "soft skills"

(e.g. relationship building, teamwork, communication, etc...) that are

vital to sustain successful performance on the job overtime. Creating a

competency-based interview question bank and developing competency-

based validated selection measures will enable an organization to better

predict the success of job candidates on the job.

Training & Development

A conceptualization of a competency is that it is observable, measurable,

and can be learned to achieve desired performance levels. Hence, an

assessment and evaluation of competency proficiency levels either

during a selection interview or as part of performance management

process can be used to identify appropriate developmental training

opportunities necessary to achieve desired competency proficiency

levels.

Career &Workforce Planning

Job Competency Profiles are also critical in the workforce planning

initiatives for those organizations that anticipate future vacancies and

can subsequently strategically identify and train individuals that can

successfully fill the vacancies without a noticeable disturbance in the

organization's functioning. Also, on the individual level, such profiles can

be used to develop career paths by making known the competency

requirements and expectations for different positions in the

organizational hierarchy.

4

39

PROFILEOF

THE ORGANIZATION

4.1-BACKGROUND AND HISTORY OF THE ORGANIZATION:

40

Company Profile:

Head Office: Narangs International Hotels Pvt..Ltd.The Ambassador, MumbaiVeer Nariman Road, Churchgate, Mumbai 400020Tel: 91-22-22041131. Fax: 91-22-22046106/22040004.e-mail: [email protected]

The Ambassador, Ajanta, AurangabadJalna Road, CIDCO, Aurangabad-431 003.Tel: 91-240 485211, 485212, 485451.Fax: 91-240 484367.e-mail: [email protected]

The Ambassador, Ajanta, AurangabadJalna Road, CIDCO, Aurangabad-431 003.Tel: 91-240 485211, 485212, 485451.Fax: 91-240 484367.e-mail: [email protected]

The Ambassador, Pallava, Chennai30, Montieth Road, Egmore, Chennai-600 008.Tel: 91-44-28554476/28554068.Fax: 91-44-28554492.e-mail: [email protected] / [email protected]

The Ambassador Sky Chef, MumbaiCSI.Airport, Approach Road Sahar, Mumbai-400099.Tel: 91-22-28202626/28259090.Fax: 91-22-28369035/28369034.e-mail: [email protected]

The Ambassador Sky Chef, DelhiIGI Airport Complex, New Delhi - 110 037.Tel: 91-11-25652691, 25652248/49.Fax: 91-11-25652142.e-mail: [email protected]

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mailto:[email protected]










Narangs International Hotels Private Limited and its subsidiaries is a family owned company having interests in hotels, flight catering units, fast food outlets and windmill power generation.

The shareholders of the company are family members, namely, Mr.

Rama Narang, along with his three sons Mr. Ramesh Narang, Mr. Rajesh

(Bobby) Narang and Mr. Rakesh (Rico) Narang. Mr. Ramesh Narang is

the single largest shareholder of the company, who along with his other

two brothers, Mr. Rajesh Narang and Mr. Rakesh Narang are the

majority shareholders.

The only Directors of the company as appointed on 4th May, 1999 are

as follows:

1. Mr. Rama Narang, Chairman and Managing Director for life

2. Mr. Ramesh Narang, Joint Managing Director for life

3. Mr. Rajesh Narang, Whole Time Director for life.

After Mr. Rama Narang, Mr. Ramesh Narang reverts back to being the

Chairman and Managing Director of the company as was the position

held by him prior to May 1999.

• The Company owns and operates hotels under the

‘Ambassador’ brand which are centrally located in the city of

Mumbai, Aurangabad and Chennai with sales offices in Delhi,

Bangalore, Mumbai, Aurangabad and Chennai.

• The Company is the pioneer in the field of in-flight catering

since 1942 and own and operates the largest catering units

42

at Mumbai and Delhi under the brand name ‘THE

AMBASSADOR'S SKY CHEF’. The Ambassador's Sky Chef

has won numerous awards / trophies and appreciations for

their innovative and catering expertise

• The Company is also in the fast food retail business under the

brand name ‘Croissants etc’ operating numerous outlets in and

around Mumbai.

• The Company directly and indirectly employees over 5000

employees in its various units across the country.

HACCP, ISO and HALAL Certified

Units in Delhi and Mumbai are HACCP, ISO 9001-2008 certified, as well

as HALAL certified.

Power Supply

Both units are with 100% backup power supply in case of any

emergency.

EMERGENCY TEAM

The key operation/production staff is easily contactable so as to meet

with any emergencies and delays.

EQUIPMENT STORAGE

All airline equipment is stored in a centrally air-conditioned area with

individual specified area allocated to each airline.

EXCLUSIVE TEAM & PRESETTING AREA FOR FLIGHT CATERING

OPERATIONS

Company provide a separate team of personnel, headed by a Key

Accounts Manager along with a coordinator, supervisors, attendants

etc., exclusively trained for the galley of the respective airline and they

are responsible solely for that airline. We also have an exclusive and

separate area for presetting and equipment storage.

FROZEN MEALS

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Company is providing Indian Vegetarian and Non Vegetarian frozen

meals to various airlines for their International network.

IN-HOUSE LAUNDRY

Company has a fully equipped, computerized laundry to handle all

airline laundry requirements.

MICRO LABORATORY

Company has a full fledged micro-laboratory in both our units, Delhi and

Mumbai, headed by our Microbiologist along with assistants operating

round the clock, to check the pre-flight samples of food and raw

materials at different stages of the production.

PEST CONTROL Pest control system in place during 24-hours.

MEDICAL FACILITIES In-house clinic headed by a doctor, making

quarterly, half yearly and yearly medical checkups of all the food

handling staff. These includes blood tests, stool tests, chest x-rays and

salmonella tests.

TRAINING CENTRE Company has a training centre conducting training

programs along with lectures to all our employees.

ENERGY SAVING SYSTEMS

To conserve Energy Company is making use of systems and devices

such as skylights, heat recovery systems from the AC plants and with

the latest, modern equipment using minimum energy with maximum

output and efficiency. Company also have 100% standby power supply

with the use of a 500 KVA generator and two 250 KVA generators 250

KVA and using CNG for our three boilers as well as CFL to conserve

energy.

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AWARDS

British Airways for Service excellance. (1990)

Saudia Arabian Airlines Gold Award for excellence (1994)

Swiss Air for Logistic Award (2000)

Japan Airlines Commandation for Ramp Incident Free (10 years)

Austrian Airlines for outstanding Performance (2007-2008)

Japan Airlines Commandation for Ramp Incident Free (2 years)

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4-2 ORGNAZATION CHART

46

4.3 - PRODUCTS AND SERVICES:

CROISSANTS / PUFFS(70 gms.)

PASTRIES (60 gms.)

CROISSANTS / PUFFS(70 gms.)

PASTRIES (60 gms.)

Veg Kolhapuri Croissant

Chocolate Truffle Chicken 'n' Cheese Croissant

Chocolate Truffle

Spicy Veg Croissant Dutch Truffle Chicken Tandoori Croissant

Dutch Truffle

Paneer Bhurji Croissant

Black Forest Barbeque Chicken Croissant

Black Forest

Garlic 'n' Cheese Ananas KrokantChicken Manchurian Croissant

Ananas Krokant

Veg Puff Nougat Vanilla Chicken Cafreal Croissant

Nougat Vanilla

Cheese 'n' Garlic Puff Chocolate FlakeBhuna Gosht Croissant Chocolate Flake

Mushroom 'n' Onion Puff

Kriss KrossThai Chicken Croissant Kriss Kross

Strawberry Chicken Puff Strawberry

Mutton Kheema Puff

SANDWICHES1/2 Round

SAVOURY ITEMS(50 gms.)

SANDWICHES1/2 Round

SAVOURY ITEMS(50 gms.)

Chef's Special Walnut Muffin Chicken Tikka Walnut Muffin

Tomato 'n' Cheese Ginger 'n' Honey Muffin

Chicken JungliGinger 'n' Honey Muffin

Corn 'n' Cheese Bran Roll

Choco 'o' Chip Muffin

Tuna JungliChoco 'o' Chip Muffin

SERVICES:-

Flieght catering to various Domestic & International Airlines

4.4 - INTERDEPARTMENTAL RELATIONSHIP

47

There are many departments in AMBASSADOR’S SKY CHEF, MUMBAI

and all these are departments work in coordination with each other,

working together to achieve the end objective of the organization.

In Ambassador’s Sky Chef., Supply chain department’s function is to

arrange the supply of materials by the organization froe right source, at

right price, in right quantity, with desired quality and at right time. Then

the purchased materials stored at store department in systematic way

using codification and classification techniques. Then the materials

requisitions are arranged in store department which in turns send to

production department on regular basis.

The Quality control department measures and controls the quality of the

product. Account and costing department arranges for funds and make

the payment to the suppliers of the materials, wages, salaries and other

expenses. The costing department arrives at the unit cost of the

production and takes step in reducing the cost in all areas of the

production. Human Resource department also plays an important role in

maintaining the good employee relation. There are many sub-

department which plays important role in achieving organization’s

objectives.

The HR & Admin Department has to play vital role in Coordination,

Coordinate with Internal & as well as External customers for smooth

functioning of organization & maintaining discipline, creating changes.

Main departments are as follows

1) Admin & Hr 2) Finance 3) Operation 4) Supply Chain 5) Audit 6)

Security 7) Engineering & Maintenance 8) Quality Assurance 9) Linen 10

)Production 11)Sales 12) Food & Beverages

5ANALYSIS & INTEPRETATION

48

OF INFORMATION/ DATA

49

5.1 TOPIC UNDER STUDY:

Aspects of competency mapping :

A study of workplace gives the picture of level of performance and

tremendous opportunity for improvement. The key for competitive

50

Competency Mapping

What affects competency Mapping?

Management Philosophy

Customer Requirement

Business needs

Business process

Why competency Mapping?

Right sizing

Quality manpower

Higher performance

Organizational core competence

What are the Applications of competency mapping?

Recruitment

Placement

Development

Performance

Management

Career planning

Reward

Job Redesign

What are the tools of competency mapping?Competency Identification

By superior

By HR specialist

Job expert

Psychologist

Industrial Engineers

Questionnaire

Interviews

Task force

Competency AssessmentSuperior Assessment

Psychometric Tests

Interviews

Management Games

Role Play

Case Study

360 degree feedback

advantage is better competence and competency management. In a

competence management workshops the participants offered the

following arguments in favor of effective competence management.

» Only competent people can deliver

» Performance improvement-individual and organization

»Objective assessment of competence

»Effective training and development of employees

»Can establish objective reward and recognition system

»Develops new/ sharpens existing competence

»Prevents job obsolescence in Info age

»Competence as competitive advantage

»Competence subject creation and recreation

These needs keep changing from organization to organization, market and strategies. Most of the concern is true for a vast majority of organizations. To perform and achieve acceptable results, improvements and required. High task performers invent competencies and reinvent them in no time (to suit the customer’s expectation) and use it as weapon.

The scarce resource is time. The compulsion is to reach the market with products and services with speed that exceeds the competition. The compulsion is to remain in a state of waking consciousness and stretch oneself. It is to stretch beyond the boundaries of structure and our own styles. There is no better tool than a well conceived and effectively managed competence system.

Definitions, need, and scope we have already discussed in Literature Review

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5.2 - DATA COLLECTION : Competency Mapping at Ambassador’s Sky Chef-Mumbai

Steps of a competency mapping process :

1) Examining the purpose and setting of Competency Mapping

2) Selecting a position and a group of employees

3) Development of Competency based Job Descriptions

4) Development of Competency Framework

5) Preparation of Competency Directory

6) Assessment of Individual competencies

7) Assessment of employees’ competencies using the 360 Degrees approach

8) Preparation of Competency Matrix

9) Preparation of Competency Assessment Charts

10) Training Need Identification for employees based on CM

1. Examining the Purpose and Setting for Competency Mapping

(CM)

The primary requirement for implementing the process of Competency

Mapping is to understand the business environment and the strategy of

the company.

AMBASSADOR’ SKY CHEF being the leading player in the Industry its

current challenge emerges from aiming to become the number one

player. After Seven decades of operation and rapid growth, ASC was

confronted with the need to consider available competencies in the light

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of the new goal, design a coherent strategy and align projects and

processes to this strategy.

One purpose of the study was to provide an input on what kind of

knowledge and skills are available with the managers and project

leaders and identify what is additionally required to be able to support

the strategy for the goal.

It aims to strengthen customer base by capturing new growth Strategies

and reduce manufacturing costs. This required that competencies

needed for the same be identified and developed much in advance.

CM can create a healthy organization culture by indicating the work

related expectations of the organization from its employees and

supporting them to grow along with the organization. It can provide

better transparency of the available expertise in the organization to

reach the number one position in the Industry the organization should

aim at having the best practices. CM can provide the basis for

development of needed expertise by forming the bedrock of all HR

functions like recruitment, performance management, compensation and

benefits, career planning, training and development and succession.

2. Selecting a position and a group of employees

A small group of employees were selected initially so that if the results

were positive it could be replicated for the entire organization.

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The CM process was carried out for the above mentioned positions from the

senior, Middle and Junior Management cadres which included Various Departments.

The range of experience was from 2 years to 26 years and covered all possible functional areas both technical and non-technical. Totally the sample covered about 30 employees in these positions, which is about 15% of the Executive workforce.

3. Development of Competency Based Job DescriptionJob description/ Specification is a very important document for the entire functioning of the HR system. It determines the purview and scope of a particular job. As a first step job analysis was conducted using the questionnaire method. Information was collected from the employees on various aspects of the job in a questionnaire called the Position Information Questionnaire (PIQ). Information on the individual jobs included: -1 Position summary2 Job Purpose3 Key Performance Areas4 Knowledge skills and abilities required (competencies)5 Principle responsibilities6 Authorities7 Relations – internal, external8 Working environment 9 Preferred qualification, experience

Job analysis & job description is finalised with the help of HOD & HR-SPECIALIST (GM-HR).

4. Development of Competency Framework

Department

Position

HR

FINANCE

OPERATIONS

ENGINEERING

SUPPLY CHAIN

SECURITY

PRODUCTION

F& B

LINEN

AUDIT

QUALTY ASSURANCE

SALES TOTAL

General Manager 1 1 1 1 4Senior Manager 1 1 1 1 4Manager 1 1 1 1 1 1 1 1 1 1 10Deputy Manager 1 1 1 1 1 5senior executive 1 1 1 1 4Executive 1 1 1 3TOTAL 6 6 6 2 2 1 1 1 1 2 1 1 30/30

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Based on the job description generated and secondary sources a list of competencies was developed. A simple three level competency framework was generated as given below:-The Three Levels Competency Model of AMBASSADOR’ SKY CHEF

1. Generic/ Meta Competencies

2. Functional Competencies

3. Technical Competencies’

Competency Level Sub categories of Competency

1. Generic/ Meta Competencies The Generic or Meta competencies are those, which are common to any industry, firm or job. They are the most vital competencies required by people to work effectively and efficiently for organization. They are basically conceptual and human relation skills to deal with people, ideas and symbols and complex problems

1) STRATEGIC ORIENTATION2) LEADERSHIP3) TEAM WORK4) INTERPERSONAL DECISION MAKING5) COMMUNICATION6) INFORMATION MANAGEMENT

2. MANAGERIAL COMPETENCIESManagerial Competencies- Function-related (Marketing/HumanResources/Finance/Productions/ quality etc) 7) INITIATIVE8) BUSINESS AWARENESS9) PLANNING & ORGANIZATION10) BUDJET MANAGEMENT11) COORIDINATION12) CONTROLING

3- TECHNICAL COMPENTENCIES (JOB KNOWLEDGE)

13) JOB REALATED SKILLS

5. Preparation of Competency Directory

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A Competency Directory is an exhaustive list of competencies along with

the description of each competency. The competencies vary in degree

with the level and cadre of employees.

COMPETENCY DICTIONARY

1 COMMUNICATION: (GENRAL-META)

Definition: Clearly conveying information and ideas through a variety of

media to individuals or groups in a manner that engages the audience

and helps them understand and retain the message.

LEVELS:

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5

Listening and Interpretation, establishing rapport, understanding needs.

Speak confidently, gives clear direct and specific message.

Is able to provide information in desired manner. Is able to communicate ideas.

Is able to read, write, speak and follow instructions in order to perform his role.

Understands the reasons behind other people’s thoughts and concerns. Uses this understanding to predict and prepare for others' reactions.

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2) COORDINATION:

Definition: The process of facilitating the flow of work for a purpose or procedure and the ability to monitor or regulate those procedures and activities.

LEVELS:


Builds effectively team within a function/ country.

Encourages and supports colleagues to achieve goals.

Develops information-sharing networks

Creates team effectiveness using people skills.

Able to facilitate the flow of work for a process.

3) DECISION MAKING (GENRAL-META)

Definition: The capacity to make sound and practical decisions which deal effectively with the issues and are based on thorough analysis and diagnosis.

LEVELS:


Knowledge of and ability to use effective approaches for choosing a course of action or developing appropriate solutions.

Is capable of understanding of various scenarios for effective decision making.

Takes proactive decisions and calculate risk involved. Is committed to decisions.

Is able to give opinions when collective decisions are required.

Takes decisions mutually based on the facts. Accepts delegated authority and acts with span of control.

4) INITIATIVE (GENRAL-META)

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Definition: The capacity to take action independently and to assume responsibility for one’s action.

LEVELS:

LEVELS 1 LEVELS 2 LEVEL 3 LEVEL 4 LEVEL 5

Takes initiative to try out new ideas at his work place to improve process.

Challenges the status quo and suggest new ways to improve the current system.

Voice ideas on business issues without prompting, adopts changes in work place.

Able to take prompt action to accomplish objectives.

Continuously suggests innovative changes and can translate the innovative ideas into concrete changes.

5) INTERPERSONAL SKILLS : (GENRAL- META)

Definition: Develop effective relationships with others. LEVELS:


Ability to develop and maintain effective relationships with others in order to encourage and support communication and teamwork.

Open and honest in his communication.

Can establish a rapport wide range .Coaches and support team.

Shares expertise in achieving team goals. Can bring people in achieving team and resolving conflict arising within.

Cooperates with the team, get along with the people.

6) INFORMATION MANAGEMENT :(GENRAL-META)

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Definition: It is the collection and management of information from one or more sources and the distribution of that information to one or more audiences.

LEVELS;


Knows what information is needed and whom to approach.

Uses a wide variety of networks to collect information on key issues.

Use existing information and resources to its maximum advantage.

Develop systems to organize and improve the quality of information and data collection.

Collect the right information for the right time.

7) LEADERSHIP: (GENRAL-META) Definition: Leadership is an interpersonal influence directed towards the achievement of a goal or goals.

LEVELS:


Recognizes conflicts and acts accordingly. Senses the need to assign duties to people and delegating.

Clear about who should be given which tasks?Coaches people when required and open to give advice when asked.

Assigns responsibility to different people according to their capability and sets deadlines for the same.

Takes advantage of most opportunities, could do more to leverage them through others.

Foresee the conflicts and tries to minimize the same before it arises, thus takes necessary steps.

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

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LEVELS:


Takes a long term and visionary view of the direction to be followed in the future.

Identifies gaps and seeks to overcome them.

Sets targets, monitors efficiency and effectiveness.

Decides on optimum work approach.

Takes on challenging but achievable goals.

9.) TEAM MANAGEMENT :(GENERAL-META )

Definition: Actively participating as a member of a team to move the team toward the completion of goals. LEVELS:


Participates willingly with the team by doing his/her share of the teams' work. Works well within the team environment to establish constructive ideas or solutions that meet organizational objective.

Takes in charge of managing the whole business and completing it at the right time.

Takes action outside daily work routine to build commitment to the team as a focus. Models teamwork in own behavior.

Uses strategies to promote team effectiveness across the business such as providing information to other areas of the organization to help make decisions collaboratively and sharing resources to solve mutual problems.

Communicates information about the business to management and employees. Actively organizes activities aimed at building team spirit

MANAGERIAL COMPETENCIES

10.) BUSINESS AWARENESS: (FUNCTIONAL)

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Definition: Understanding and utilizing economic, financial, and industry data to accurately diagnose business strengths and weaknesses, identifying key issues, and developing strategies and plans. LEVELS:

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4

LEVEL 5

Able to continually identify and explore business opportunities and needs.

Financial acumen.(accurate knowledge about the financial resources.)

Knowledge of company products.

Overview of business.

Understanding the Industry

11) BUDGET MANAGEMENT: (FUNCTIONAL)

Definition: Understanding of the available resources and utilizing them in the best possible manner by remaining within the amount allotted to do a particular task.

LEVELS:


Has the basic understanding of expenditures and revenues of the department.

Ability to assess the necessary expenditures.

Capable of framing budgets.

Ability to utilize the amount allotted to the department as planned.

Ability of utilize the limited resources in an optimum manner.

12 ) CHANGE ORIENTATION :(FUNCTIONAL)

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Definition: The ability to manage and accept changes. LEVELS:


Demonstrates capacity to identify changes.

Involves employee in initiating and implementing changes.

Reshapes the team to deal with challenges created by changes.

Generates innovations and creative ideas which assist in progressing. The change process.

Ability to support innovation and creativity by encouraging staff to accept and resolve changes.

13) CONTROLLING (FUNCTIONAL)

Definition: Control is the process through which standards for performance of people and processes are set and applied.

LEVELS:


Ability to exercise powers.

Keep a check on the working system.

Ability to allocate decision making authority or task responsibility to others

Ability to exercise control without compelling employees thus avoiding employee dissent.

Ability to convince others on a particular course of action.

14.) DEVELOPING OTHERS :(FUNCTIONAL)

62

Definition: To plan and support the development of others through a competency based system.

LEVELS:


The desire and capacity to foster and development of members of his or her team.

Is able to make an objective assessment of individual’s performance

Assess employee training needs against set goals.

Implement development programs to support staffs in achieving performance goals.

Has the knowledge of development procedures.

15) MOTIVATION (FUNCTIONAL)

Definition: Motivation is a desire to achieve a goal, combined with the energy to work towards that goal.

LEVELS:


Encourages the employees whenever required.

Creates and maintains a positive environment.

Finds out what motivates employees and tries to provide it.

To guide. Keeps employee well informed.

16)PLANNING AND ORGANIZING: (FUNCTIOAL)

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Definition: Establishing courses of action for self and others to ensure that work is completed efficiently.

LEVELS:


Diaries appointments and keeps to them on time. Can prioritize tasks and recognize the difference between urgent and important tasks.

Meets deadlines, delivers work on time without sacrificing quality.Is a positive influence on the use of time in-group meetings - helps maintain focus.

Able to assist other team members where necessary to formulate objectives.Accountable for preparation and delivery of plans for an activity or project undertaken by a work group or team.

Is effective in planning the best balance of resources including human, financial and technological to meet goals.

Ability of arrange and assign work to use resources efficiently.

17) PROBLEM SOLVING:( FUNCTIONAL)

64

Definition: Processes problems into solutions and new opportunities.LEVELS:


Ability to identify problems.

Determine possible solutions.

Work actively to resolve the issues.

Ability to handle outcomes arising out of the solutions suggested and implemented

Identifies and educates others to focus on causes, not symptoms, of problems and works co operatively to seek solutions.

18) RETENTION: (FUNCTIONAL –HR)

Definition: Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time or until the completion of the project.

LEVELS:


Has a basic understanding of employee turnover.

Able to understand reasons for employee turnover.

Ability to develop plans to reduce attrition.

Takes actions and implements plans to check attritions

Create a feeling of recognition among the employees.

19) RECORD KEEPING ( FUNCTIONAL)

65

Definition: Ability to handle documentsLEVELS:


Has a basic understanding of various kinds of records.

Ability to make entries.

Can interact with various departments and prepare records accordingly.

Ability to interpret the records and take decisions accordingly

Capable of keeping up to date records.

20) TECHNICAL SKILLS: (JOB KNOWLEDGE)

Definition: These are the skills that are action specific and require training.

LEVELS:


Performing office task.

Working with and data and numbers. working with the computer

Demonstrating technical or professional expertise to at as a professional and technical resource to he organization.

Working with Modern technology, to use technology to ensure a high level of efficiency in accomplishing work.

Possession of knowledge, understanding and expertise to carry out the work effectively.

21 ) SELECTION: (FUNCTIONAL)

66

Definition: selection is a process to choosing the best among st available alternatives. It is finding right person for the right job.

LEVELS:


Has a basic knowledge of selection procedures

Ability to recognize skills and talents around.

Ability to screen candidates and conduct interview.

Ability to select the right candidate for the organization.

Can interact with various universities and suggest recruitment trips.

NOTE- LEVEL1=Executive (Beginners)

LEVEL 2=Senior Executive (seniors)

LEVEL3=Deputy Manager & Manager (Experienced)

LEVEL 4=Senior Manager (Expert)

LEVEL 5= GENRAL Manager (excellent)

6. Assessment of Individual Competencies.

The Competency assessment questionnaire consisted of the Likert 5-

point scale and data was obtained from the employees under two series.

The two series of data represented the level of Competency present and

the level of Competency required for the job. Employees were asked to

self assess their competencies and choose a level which correctly

represents their competency levels present and required for the job. The

first series of data can be used to assess the competency present in the

employees as per his self-assessment.

The second series of data will help understand requirement of such

competency in the present job according the employee and the

difference will help analyze the training need of the employees.

7. Assessment of Competencies using 360 Degree approach

After the employee has assessed himself the same questionnaires were

sent to

67

His / her boss,

Peers (two)

Subordinate (One)

They gave the rating using the following Rating Scale.

(Below avrage-1;/ Avarage-2; / Good-3; / Very good4; / Excellent 5,)

=1-Beginners; 2=Seniors; 3=Experienced; 4= Expert; 5= Excellent

An average of the scores of all the ratters was taken to give a final

score on the employee’s competency. This constituted the complete

360-degree assessment of the competencies present in the employees.

8. Preparation of Competency Matrix

DATA ANALYSIS:

SCALE: The scale is used for rating competencies.

The scale used is 1-5 rating scale, where 1 is the lowest and 5 is the

highest score.

TOOLS USED FOR ANALYSIS:- Simple percentage analysis

It is simple analysis tool. In this method, based on the opinions of the

respondents, percentage and bar chart is calculated for the respective

scales of each factor.

Formula:

Simple percentage = No of Respondents (for particular answer) /

Total No of Sample Size

Competency Matrix

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ABBREVIATIONS HR HUMAN RESORCE

FIN FINANANCE

OP OPERATION S

ENG ENGINEERING

SUP SUPPLY CHAIN

LIN LINEN

AU AUDIT

PRO PRODUCTION

QA QUALITY ASSURANCE

SEC SECURITY

SA SALES

F&B FOOD &BEVARGES

GM1

GM-PRAMOD PEDNEKAR HR

POSITION

PERSON

GAP

SRNO Cc LEVEL LEVEL

1 RE 5 5 02 LE 5 5 03 TW 5 5 04 IP 5 5 05 COM 5 5 06 IM 5 5 07 IN 5 5 08 BA 4 3 19 PO 4 3 1

10 BD 4 4 011 COR 4 4 012 CON 4 4 0

13 JR 4 4 0

GM2 GM POOJA MISHRAFINANCE

POSITION

PERSON GAP

SRNO CC LEVEL LEVEL

1 RE 5 5 02 LE 5 5 03 TW 5 5 04 IP 5 5 0

5COM 5 5 0

6 IM 5 5 07 IN 5 5 08 BA 4 4 09 PO 4 4 0

10 BD 4 4 0

11COR 4 4 0

12CON 4 4 0

13 JR 4 4 0

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GM3 GM VINCENT BRAGENZA OPR

POSITION

PERSON GAP

SRNO CC LEVEL LEVEL

1 RE 5 5 02 LE 5 4 13 TW 5 5 04 IP 5 4 1

5COM 5 5 0

6 IM 5 5 07 IN 5 5 08 BA 4 4 09 PO 4 4 0

10 BD 4 4 011 COR 4 4 012 CON 4 4 0

13 JR 4 4 0

GM4 GM RAJESH DHABANEENG

POSITION

PERSON GAP

SRNO CC LEVEL LEVEL

1 RE 5 5 02 LE 5 4 13 TW 5 5 04 IP 5 4 1

5COM 5 5 0

6 IM 5 5 07 IN 5 5 08 BA 4 4 09 PO 4 4 0

10 BD 4 4 0

11COR 4 4 0

12CON 4 4 0

13 JR 4 4 0

SM5

DONDU JAITAPKAR HR

POSITION

PERSON

SRNO CC LEVEL LEVEL GAP


10 BD 4 3 1

11 COR 4 4 012 CON 4 4 0

13 JR 4 4 0

SM6

KARUNAKAR KOTIAN

FINA

POSITION

PERSON


1 RE 4 4 02 LE 4 3 13 TW 4 4 04 IP 4 4 0

5COM 4 4 0

6 IM 4 4 07 IN 4 3 18 BA 4 2 29 PO 4 4 0

10 BD 4 4 011 COR 4 4 012 CON 4 4 0

13 JR 4 4 0

70

SM7

MOHAN PARDESHI OP

POSITION

PERSON



10 BD 4 3 111 COR 4 4 012 CON 4 4 0

13 JR 4 4 0

SM8

PRASAD JAMSANDEKAR

SUP

POSITION

PERSON


1 RE 4 4 02 LE 4 2 23 TW 4 4 04 IP 4 4 0

5COM 4 4 0

6 IM 4 4 07 IN 4 4 08 BA 4 4 09 PO 4 4 0

10 BD 4 4 011 COR 4 4 012 CON 4 3 1

13 JR 4 4 0

M9

DEVENDRA DAS HR

POSITION PERSON


1 RE 3 3 0

2 LE 3 3 0

3 TW 3 2 1

4 IP 3 3 0

5 COM 3 3 0

6 IM 3 2 1

7 IN 3 3 0

8 BA 4 4 0

9 PO 4 4 0

10 BD 4 4 0

11 COR 4 4 0

12 CON 4 4 0

13 JR 5 4 1

M10 YOGESH KULKARNI FIN

POSITION

PERSON


1 RE 3 3 02 LE 3 3 03 TW 3 2 14 IP 3 3 0

5COM 3 3 0

6 IM 3 2 17 IN 3 3 08 BA 4 4 09 PO 4 4 0

10 BD 4 4 0

11COR 4 4 0

12CON 4 4 0

13 JR 5 4 1

71

M11

TAMBE PRABHAKAR OP

POSITION

PERSON


1 RE 3 2 12 LE 3 3 03 TW 3 3 04 IP 3 3 0

5COM 3 3 0

6 IM 3 3 07 IN 3 3 08 BA 4 3 19 PO 4 4 0

10 BD 4 4 011 COR 4 3 1

12CON 4 3 1

13 JR 5 5 0

M12

RAYMOND GONSALVIS

ENG

POSITION

PERSON


1 RE 3 3 02 LE 3 3 03 TW 3 3 04 IP 3 2 1

5COM 3 2 1

6 IM 3 3 07 IN 3 3 08 BA 4 4 09 PO 4 4 0

10 BD 4 2 2

11COR 4 4 0

12CON 4 4 0

13 JR 5 4 1

72

M13

LAURENCE MICHEL

AUDIT

POSITION

PERSON


1 RE 3 3 02 LE 3 3 03 TW 3 3 04 IP 3 3 0

5COM 3 2 1

6 IM 3 3 07 IN 3 2 18 BA 4 4 09 PO 4 2 2

10 BD 4 4 0

11COR 4 4 0

12CON 4 2 2

13 JR 5 5 0

M115

SATISHKUMAR GUPTA QA

POSITION

PERSON

SRNO CC LEVEL LEVEL

GAP

1 RE 3 2 12 LE 3 3 03 TW 3 3 04 IP 3 3 0

5COM 3 3 0

6 IM 3 3 07 IN 3 3 08 BA 4 3 19 PO 4 4 0

10 BD 4 3 111 COR 4 4 012 CON 4 4 0

13 JR 5 4 1

M14

CHETAN JOGADIA

SALES

POSITION

PERSON


1 RE 3 2 12 LE 3 3 03 TW 3 3 04 IP 3 3 0

5COM 3 2 1

6 IM 3 3 07 IN 3 3 08 BA 4 4 09 PO 4 2 2

10 BD 4 4 0

11COR 4 4 0

12CON 4 4 0

13 JR 5 5 0

M16

BHUPENDRA ANDYAL

F& B

POSITION

PERSON

SRNO CC LEVEL LEVEL

GAP

1 RE 3 3 02 LE 3 3 03 TW 3 3 04 IP 3 2 1

5COM 3 2 1

6 IM 3 2 17 IN 3 3 08 BA 4 4 09 PO 4 4 0

10 BD 4 4 0

11COR 4 3 1

12CON 4 4 0

13 JR 5 5 0

73

M117

PRADEEP NAIK SECURITY

POSITION PERSON


1 RE 3 3 0

2 LE 3 1 2

3 TW 3 3 0

4 IP 3 2 1

5 COM 3 3 0

6 IM 3 3 0

7 IN 3 2 1

8 BA 4 2 2

9 PO 4 4 0

10 BD 4 4 0

11 COR 4 4 0

12 CON 4 4 0

13 JR 5 5 0

DM19

NARESH SHAH HR

POSITION PERSON


1 RE 3 2 1

2 LE 3 2 1

3 TW 3 2 1

4 IP 3 1 2

5 COM 3 2 1

6 IM 3 3 0

7 IN 3 2 1

8 BA 3 2 1

9 PO 3 2 1

10 BD 3 2 1

11 COR 3 2 1

12 CON 3 2 1

13 JR 4 4 0

M18

ASHISH SARKAR PRO

POSITION PERSON


1 RE 3 3 0

2 LE 3 3 0

3 TW 3 3 0

4 IP 3 2 1

5 COM 3 2 1

6 IM 3 3 0

7 IN 3 3 0

8 BA 4 4 0

9 PO 4 4 0

10 BD 4 3 1

11 COR 4 4 0

12 CON 4 3 1

13 JR 5 4 1

DM20

AJIT JADHAV FIN

POSITION PERSON


1 RE 3 3 0

2 LE 3 2 1

3 TW 3 2 1

4 IP 3 2 1

5 COM 3 2 1

6 IM 3 2 1

7 IN 3 2 1

8 BA 3 3 0

9 PO 3 3 0

10 BD 3 3 0

11 COR 3 3 0

12 CON 3 3 0

13 JR 4 4 0

74

DM21

SACHIN PATIL OP

POSITION PERSON


1 RE 3 2 1

2 LE 3 2 1

3 TW 3 2 1

4 IP 3 1 2

5 COM 3 3 0

6 IM 3 2 1

7 IN 3 2 1

8 BA 3 2 1

9 PO 3 2 1

10 BD 3 3 0

11 COR 3 2 1

12 CON 3 3 0

13 JR 4 3 1

DM22

FATEH BAHADUR SINGH LIN

POSITION PERSON

SRNO CC LEVEL LEVELGAP

1 RE 3 2 1

2 LE 3 2 1

3 TW 3 2 1

4 IP 3 2 1

5 COM 3 3 0

6 IM 3 2 1

7 IN 3 2 1

8 BA 3 2 1

9 PO 3 2 1

10 BD 3 2 1

11 COR 3 3 0

12 CON 3 2 1

13 JR 4 3 1

DM23

SANJAY KUNTE AUDIT

POSITION PERSON


1 RE 3 2 1

2 LE 3 3 0

3 TW 3 3 0

4 IP 3 2 1

5 COM 3 3 0

6 IM 3 3 0

7 IN 3 2 1

8 BA 3 2 1

9 PO 3 2 1

10 BD 3 2 1

11 COR 3 2 1

12 CON 3 3 0

13 JR 4 3 1

SE24

BHAGVAN INGALE HR

POSITION PERSON


1 RE 2 2 0

2 LE 2 2 0

3 TW 2 2 0

4 IP 2 2 0

5 COM 2 2 0

6 IM 2 2 0

7 IN 2 2 0

8 BA 2 1 1

9 PO 2 2 0

10 BD 2 1 1

11 COR 2 2 0

12 CON 2 2 0

13 JR 2 2 0

75

SE25

ASHOK PATEL FIN

POSITION PERSON


1 RE 2 2 0

2 LE 2 1 1

3 TW 2 2 0

4 IP 2 1 1

5 COM 2 2 0

6 IM 2 2 0

7 IN 2 1 1

8 BA 2 2 0

9 PO 2 2 0

10 BD 2 2 0

11 COR 2 2 0

12 CON 2 2 0

13 JR 2 2 0

SE26

JERRY RODRIX OP

POSITION PERSON

SRNO CC LEVEL LEVELGAP

1 RE 2 2 0

2 LE 2 1 1

3 TW 2 1 1

4 IP 2 2 0

5 COM 2 1 1

6 IM 2 2 0

7 IN 2 2 0

8 BA 2 2 0

9 PO 2 2 0

10 BD 2 1 1

11 COR 2 2 0

12 CON 2 2 0

13 JR 2 2 0

SE27

VAISHALI SANE SUPP

POSITION PERSON


1 RE 2 2 0

2 LE 2 2 0

3 TW 2 2 0

4 IP 2 2 0

5 COM 2 2 0

6 IM 2 2 0

7 IN 2 2 0

8 BA 2 2 0

9 PO 2 2 0

10 BD 2 1 1

11 COR 2 2 0

12 CON 2 2 0

13 JR 2 2 0

EX28

SUPRIYA DALVI HR

POSITION PERSON


1 RE 1 1 0

2 LE 1 1 0

3 TW 1 1 0

4 IP 1 1 0

5 COM 1 1 0

6 IM 1 1 0

7 IN 1 1 0

8 BA 2 2 0

9 PO 2 2 0

10 BD 2 1 1

11 COR 2 1 1

12 CON 2 1 1

13 JR 2 1 1

76

EX29

SMITA DESHMUKH FIN

POSITION PERSON


1 RE 1 1 0

2 LE 1 1 0

3 TW 1 1 0

4 IP 1 1 0

5 COM 1 1 0

6 IM 1 1 0

7 IN 1 1 0

8 BA 2 2 0

9 PO 2 1 1

10 BD 2 2 0

11 COR 2 1 1

12 CON 2 2 0

13 JR 2 1 1

EX30

MILIND CHAWAN OP

POSITION PERSON


1 RE 1 1 0

2 LE 1 1 0

3 TW 1 1 0

4 IP 1 1 0

5 COM 1 10

6 IM 1 1 0

7 IN 1 1 0

8 BA 2 2 0

9 PO 2 2 0

10 BD 2 2 0

11 COR 2 2 0

12 CON 2 1 1

13 JR 2 1 1

5.3 DATA PRESENTATION ( DATA ANALYSIS & INTERPRETATION):

(GM-General Manager, SM-senior Manager, M-Manager, SE-Senior Executive, EX- Executive)

0123456

GM1 GM2 GM3 GM4 SM5 SM6 SM7 SM8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 DM…

DM…

DM…

DM…

DM…

SE24 SE25 SE26 SE27 EX28 EX29 EX30

leve

l

EMPLYOEE

Result Orientation POSITIONPERSONGAP

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

77

GM SM M DM SE EX0 1 3 4 0 0

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

0123456

GM1 GM2 GM3 GM4 SM5 SM6 SM7 SM8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 DM19 DM20 DM21 DM22 DM23 SE24 SE25 SE26 SE27 EX28 EX29 EX30

LeadershipPOSITION

PERSON

GAP

This chart shows that 14 employees does not meet desired level of competency in Leadership that comes to 47 %(14 /30) which includes,


This chart shows that 07 employees do not meet desired level of competency in Teamwork that comes to 23% (07/30) which includes,


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

78

0

1

2

3

4

5

6Team Work

0

1

2

3

4

5

6


Interpersonal POSITION

PERSON

GAP

This chart shows that 12 employees do not meet desired level of competency in Interpersonal that comes to 40% (12/30) which includes


0123456


Communication POSITIONPERSONGAP

This chart shows that 08 employees does not meet desired level of competency in Communication, that comes to 27% (08/30) which includes,


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

79

0

1

2

3

4

5

6GM1 GM2 GM3 GM4 SM5 SM6 SM7 SM8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 DM19 DM20 DM21 DM22 DM23 SE24 SE25 SE26 SE27 EX28 EX29 EX30

Information Management POSITIONPERSON

This chart shows that 05 employees does not meet desired level of competency in Information Management, that comes to 17% (05/30) which includes,


0

1

2

3

4

5

6


Initiative POSITIONPERSONGAP

This chart shows that 10 employees does not meet desired level of competency in Imitativeness, that comes to 33% (10/30) which includes,


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

80

00.5

11.5

22.5

33.5

44.5


Business Awareness POSITION

This chart shows that 12 employees does not meet desired level of competency in Business Awareness, that comes to 40% (12/30) which includes,


00.5

11.5

22.5

33.5

44.5


Planing & Organizing POSITIONPERSONGAP

This chart shows that 08 employees does not meet desired level of competency in Planning & Organizing, that comes to 27% (08/30) which includes,


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

81

00.5

11.5

22.5

33.5

44.5


Budget Management POSITION

This chart shows that 12 employees does not meet desired level of competency in Budget Management comes to 40% (12/30) which includes,

GM- SM M DM SE EX0 2 3 3 3 1

00.5

11.5

22.5

33.5

44.5

Coordination POSITION

This chart shows that 07 employees does not meet desired level of competency in Coordination, that comes to 23% (07/30) which includes,


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

82

00.5

11.5

22.5

33.5

44.5

GM1 GM2 GM3 GM4 SM5 SM6 SM7 SM8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18D… D… D… D… D…

SE24 SE25 SE26 SE27 EX28 EX29 EX30

Controlling POSITION

This chart shows that 08 employees does not meet desired level of competency in Controlling, that comes to 27% (08/30) which includes,


0123456


Job Knowledge POSITION

This chart shows that 10 employees does not meet desired level of competency in Job Knowledge, that comes to 33 % (10/30) which includes,


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

83

TRAINING NEED ASSESSMENT

SR.NO

Competency

Employee needed to be trained (employee code)

Total

1 STRATEGIC ORIENTATION

SM7;M11;M14;M15;DM19;DM21;DM22;DM23 9

2 LEADERSHIP

GM4;SM5;SM6;SM7;SM8;SM10;M17;DM19;DM20;DM21;DM22;SE25;SE26

13

3 TEAM WORK

M9;M10;DM19;DM20;DM21;DM22;SE26 7

4 INTERPERSONAL DESION MAKING

GM3;GM4;M12;M16;M17;M18;DM19;DM20;DM21;DM22;DM23;SE25 12

5 COMMUNICATION

M12;M13;M14;M16;DM19;DM20;SE26 7

6 INFORMATION MANAGEMENT

M9;M16;DM20;DM21;DM22 5

7INITIATIVE

SM6;SM7;M13;M17;DM19;DM20;DM21;DM22;DM23;SE25

10

8 BUSINESS AWARENESS

GM1;SM5;SM6;SM7;M11;M15;M17;DM19;DM21;DM22;DM23;DM24

12

9 PLANNING GM1;M13;M14;DM19;DM21;DM22;DM23;EX29 8

84

& ORGANISING

10 BUDJET MANAGEMENT

SM5;SM7;M12;M15;M18;DM19;DM22;DM23;SE24;SE26;SE27;EX28

12

11 COORDINATION

M11;M16;DM19;DM21;DM23;EX28;EX29 7

12 CONTROLING

SM8;M11;M13;M18;DM19;DM22;EX28;EX30 8

13 JOB KNOWLEDGE

M9;M12;M15;M18;DM21;DM22;DM23;EX28;EX29;EX30

10

Group showing age of respondents:-

AGE 20-25

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

NO.OF EMPLOYEES

1 5 6 4 7 4 3

NO OF EMPLYOEE 20-2526-3031-3536-4041-4546-5051-58

Inferences: From the above table and chart we can say that most of employees are age of 30 to 45 .

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

Graph showing the years of experience of the respondents:

EXPERIENCE 1-3 4-10 11-15

16-20

21-25

26-30

NO.OF EMPLOYEES 2 7 9 7 4 1

85

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

QUESTIONS

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

ANSWER YES NO CAN’T SAYNO OF EMPLYOEE

27 03 0

0

20

40

YES NO CAN'T SAY

NO OF EMPLYOEE NO OF EMPLYOEE

Inferences: From the above table and chart we can say that 90% of the respondents agree that, they are doing the job according to their job profile while the 10% disagree.

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

2 Do you finish every work assigned to you within the time limit?


23 05 0

86

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

3. Do you require the guidance from your superior?


25 05 0

0

20

40

YES NO CAN'T SAY

NO OF EMPLYOEE NO OF …

Inferences: From the above table and chart it is clear that 83% of respondents sometimes need guidance from their superiors while 17% never need any guidance from their superior.

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


9 16 05

87

05

101520

YES NO CAN'T SAY


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

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


28 2 0

0

10

20

30

YES NO CAN'T SAY


Inferences: From above we can say that 93% of respondents admit that competency mapping helps them to do manpower planning and only 7% disagreed.

---------------------------------------- 6. Does an environment in organization helps in competency mapping & development?


26 2 2

88

0

10

20

30

YES NO CAN'T SAY


Inferences: From above we can say that 86% of respondents admit that an environment in organization helps in competency mapping & development process and only 7% disagreed while 7% didn’t answered.

7. Does competency mapping helps you in identifying gaps?


29 0 1

010

20

3040

YES NO CAN'T SAY


Inferences: From above we can say that 97% of respondents admit that competency mapping helps them in identifying gaps and only 3% didn’t answered

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

8. Do you think training programs suggested after competency mapping process are relevant & useful to you?


27 0 3

89

0

10

20

30

YES NO CAN'T SAY


Inferences: From above we can say that 90% of respondents admit that training programs suggested after competency mapping are relevant & useful and only 10 % didn’t answered

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


27 3

0

10

20

30

YES NO CAN'T SAY

NO OF EMPLYOEE

NO OF EMPLYOEE

Inferences: From above we can say that 90% of respondents admit that competency mapping helps in career development & company growth and only 10 % didn’t answered

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

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


4 16 10

90

0

5

10

15

20

YES NO CAN'T SAY


Inferences: From above we can say that only 13% of respondents admit that competency mapping is done regularly where as 53 % disagreed and 34% didn’t answered.11. Does 360 degree feedback method used in competency mapping process motivate you to identify self gaps & overcome them?


30 0 0

Inferences: From above we can say that100 % of respondents admit that 360 degree feedback method motivate them to identify self gaps & overcome them.

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

12. Does feedback- form provided to you competency mapping help you to understand competency level ?


28 1 1

91

Inferences: From above we can say that 94 % of respondents admit that feedback form provided to them is understandable &self- explanatory, while 3% disagreed & 3% didn’t answered

13. Are you Satisfied and Agree with received feedback from360 degree feedback?


29 1 0

0

20

40

YES NO CAN'T SAY

NO OF EMPLYOEE

NO OF EMPLYOEE

Inferences: From above we can say that 97 % of respondents admit that feedback received from 360 degree feedback process is fair & acceptable to them. Only 3 % disagreed.

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

14 Are you now (after competency mapping) aware of what is expected from you?ANSWER YES NO CAN’T SAYNO OF EMPLYOEE

26 1 3

92

0

10

20

30

YES NO CAN'T SAY


Inferences: From above we can say that 87 % of respondents admit that competency mapping process helps them in role clarification, while 3 % disagreed & 10 % didn’t answered.

6FINDING &CONCLUSION

&

93

6.1 RESEARCH FINDINGS :

1)70 % employees are competent while 30 % are not enough

competent & required to be trained.

2)360 degree feedback method is self-motivating & highly

acceptable in organization.

3) Employee in AMBASSADOR’SKY CHEF believes that Competency

mapping process help them in role clarification & they are doing

the job according to their job profile.

4) They finish every work assigned to them within the time limit,

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

94

guidance from their superiors sometimes, also few believe that

they need training to perform their job .

5) Almost all employees believe that competency mapping is helpful

in individual’s career development as well as company growth.

6) Many believe that though environment in organization is good for

competency mapping & development competency mapping is not

carried out regularly.

7)The important findings of this study are

a) Identification of competency levels of employees.

b) Discovery of competency gaps.

c) Identification of training needs.

6.2 CONCLUSION:

Hence, with the given research study conducted in this

organization, it can be concluded that the concept of competency

mapping is in between the introduction and growth stage that is it

is ahead of introduction stage and has not reached yet to growth

stage .

95

From the above study it can be concluded that Competency

Mapping is useful in economical use of the most important

resource, Human Capital by ensuring the best suitable job to the

person. It also ensures Individuals growth and development.

In a nutshell it can be concluded that Competency mapping

process helps organizations not only in identify gaps but also

bridge the gap.

360 degree method is most appropriate & accepted method .It

helps in creating healthy organization culture.

It has been also concluded that there is certainly a quest for

Competency mapping in the employees and combining this factor

with highly established HR Department and Information

Technology in the organization, competency mapping is need to

be regularly carried out here.

7

RECOMMENDATION AND SUGGESTIONS

96

7.1 RECOMMENDATION AND SUGGESTIONS :

97

1. In this organization regular training programs should be

conducted on various competency clusters in order to meet new

standards & update knowledge.

2. In this organization competency mapping must be done regularly.

3. Various monetary and non monetary benefits should be given by

the management in order to motivate them.

4. Employees those found at expert & excellent level can be

developed as Trainer & used as in house Trainer. This would cut

the trainer cost of company.

5. In order to check the competency level of the employees a person

can be develop his competency only after understanding his own

perception about his abilities, knowledge level and his goals in life.

7.2 Recommended Direction For Future Research In Competency Mapping:

98

It would be useful to direct future research on the following lines:

1) Objectively assigning priorities (or weights) to various impacting

behaviors of a competency based organization finger -print.

2) Attempt to create more comprehensive, futuristic & cost-effective

competency model

3) Attempt to overcome the limitations based on a Job-Organization-

Environment.

a. To take a comprehensive view the role of job

characteristics, organizational finger prints and impact of

environment on the organization.

b. Consider elements of future roles of the organization.

8

99

BIBLIOGRAPHY

100

BIBLIOGRAPH Y:

BOOKS

Competency Mapping Education Kit module 3 and 4-T V Rao

Handbook of Competency Mapping - Seema Sangi

Competency management practitioner guide – . Palan Ph.D.

The power of 360 Degree Feedback -Rao

Websites

www.citehr.com

www.hrvillage.com

hrmba.blogspot.com

www. ambassador india.com

9APPENDICES:

101

http://www.hrvillage.com/

http://www.citehr.com/

AMBASSADOR’S SKY CHEFJOB ANALYSIS & JOB DESCRIPTION

JOB TITLE

DEPARTMENT

REPORTING TO

SUPPORTED BY

JOB PURPOSE(WHY JOB EXISTS)KEY PERFORMANCE AREAKEY COMPETENCIES REQUIRED

AUTHORITY

RELATIONS INTERNALEXTERNAL

WORK CONDITIONPREFERED QUALIFICATIONEXPERIENCE

AMBASSADORS SKYCHEF, MUMBAICOMPETENCY FEEDBACK FORM

103

Name of Person :Age : Date of Joining:-Designation :Department :Date :

Feedback Given BY (Respondent):-

RATING: 1=BELOW AVERAGE, 2= AVRAGE, 3=GOOD, 4=VERY GOOD, 5= EXCELLENT

Key Skill Question

feedback question Rating

1Strategic Orientation(Result oriented)

1 Takes a long term and visionary view of the direction to be followed in the future

2 Identifies gaps and seeks to overcome them 3 Sets targets, monitors efficiency and effectiveness. 4 Decides on optimum work approach. 5 Takes on challenging but achievable goals

2Leadership

6 Recognizes conflicts and acts accordingly. Senses the need to assign duties to people and delegating.

7 Coaches people when required and open to give advice when asked

8 Assigns responsibility to different people according to their capability and sets deadlines for the same.

9 Takes advantage of most opportunities, could do more to leverage them through others.

10

Foresee the conflicts and tries to minimize the same before it arises, thus takes necessary steps.

3Team work

11

Participates willingly with the team by doing his/her share of the teams' work.

12

Takes in charge of managing the whole business and completing it at the right time.

13

Takes action outside daily work routine to build commitment to the team as a focus. Models teamwork in own behavior.

14

Uses strategies to promote team effectiveness across the business such as providing information to other areas of the organization

15 Communicates information about the business to

management and employees. Actively organizes activities aimed at building team spirit

4InterpersonalDecision Making

16

Has ability to develop and maintain effective relationships with others in order to encourage and support communication and teamwork

17

Open and honest in his communication

104

18

Can establish a rapport wide range .

19

Shares expertise in achieving team goals. Can bring people in achieving team and resolving conflict arising within.

20

Cooperates with the team, get along with the people.

5Communication

21

Listening and Interpretation, establishing rapport, understanding needs.

22

Speak confidently, gives clear direct and specific message.

23

Is able to provide information in desired manner. Is able to communicate ideas.

24

Is able to read, write, speak and follow instructions in order to perform his role.

25

Understands the reasons behind other people’s thoughts and concerns. Uses this understanding to predict and prepare for others' reactions.

6Information Management

26

Knows what information is needed and whom to approach.

27

Uses a wide variety of networks to collect information on key issues.

28

Use existing information and resources to its maximum advantage

29

Develop systems to organize and improve the quality of information and data collection

30

Collect the right information for the right time

7Initiative

31

Takes initiative to try out new ideas at his work place to improve process.

32

Challenges the status quo and suggest new ways to improve the current system

33

Voice ideas on business issues without prompting, adopts changes in work place

34

Able to take prompt action to accomplish objectives.

35

Continuously suggests innovative changes and can translate the innovative ideas into concrete changes.

8Business Awareness

36

Able to continually identify and explore business opportunities and needs.

37

Financial acumen.(accurate knowledge about the financial resources.)

38

Understands the company's key strategies,markets, customers, and products

39

Overview of business.

40

Has a clear view of the economicenvironment of this industry

9Planning & Organizing

41

Recognize the difference between urgent and important tasks.

42

Meets deadlines, delivers work on time without sacrificing quality.

4 Able to assist other team members where necessary to

105

3 formulate objectives.44

Is effective in planning the best balance of resources including human, financial and technological to meet goals.

45

Ability of arrange and assign work to use resources efficiently.

10

Budget Management

46

Has the basic understanding of expenditures and revenues of the department

47

Ability to assess the necessary expenditures

48

Capable of framing budgets.

49

Ability to utilize the amount allotted to the department as planned.

50

Ability of utilize the limited resources in an optimum manner.

11

Coordination

51

Builds effectively team within a function/ country

52

Encourages and supports colleagues to achieve goals.

53

Develops information-sharing networks

54

Creates team effectiveness using people skills.

55

Able to facilitate the flow of work for a process.

12

Controlling

56

Ability to exercise powers.

57

Keep a check on the working system

58

Ability to allocate decision making authority or task responsibility to others

59

Ability to exercise control without compelling employees thus avoiding employee dissent.

60

Ability to convince others on a particular course of action.

13

(WorkRelated Skills)

61

Regularly update knowledge ,learns new skills, technique

62

Listens to customers' problems and strivesto meet the level of quality they need

63

Maintains accurate documentationSchedules projects realistically

64

Strives to maximize value-added processesand minimize non value-added processes

65

Sets goals and monitors productivity

Optional section: additional feedback – please be constructive

QUESIONNAIRE ON PROCESS OF COMPETENCY MAPPING AT AMBASSADOR’S SKY CHEF-MUMBAI

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PERSONAL INFORMATION

Department

Designation

Age

Experience

Please tick right answer

SR QUESTIONS YES NO CAN’TSAY1 Do you feel you are doing the job

according to your job profile?

2 Do you finish every work assigned to you within the time limit?

3 Do you require the guidance from your superior?

4 Do you feel you need training to perform your work

5 Does competency mapping help you to do manpower planning?

6 Does an environment in organization helps in competency mapping & development?

7 Does competency mapping helps you in identifying gaps?

8 Do you think training programs suggested after competency mapping process are relevant & useful to you?

9 Does competency mapping helpful in individual’s career development & company growth?

10 Do you perform competency mapping regularly in your company?

11 Does 360 degree feedback method used in competency mapping process motivate you to identify self gaps & overcome them?

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12 Does feedback- form provided to you competency mapping help you to understand competency level ?

13 Are you Satisfied and Agree with received feedback from360 degree feedback?

14 Are you now (after competency mapping) aware of what is expected from you?

Thanks for your valuable inputs.

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84459029 Competency Mapping Project 360 Degree Method

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