CHAPTER 1

INTRODUCTION

1.1 AN INSIGHT INTO COMPETENCY MAPPING

1.1.1 OVERVIEW

Today’s competitive and an uncertain business scenario has urged organizations to

change the way they have been creating value and conducting business. “Survival of the fittest”

is the theory that is defining the winners in business, today. The shifting business paradigm is

forcing organizations to reformulate their business strategies so as to include, issues of human

assets, as one of the key components. It has become essential for organizations to design a kind

of people management that would act as a key to business success. Thus, the new world of

work, is reinventing Human Resource Management (HRM) to capitalize on employees' talent

rather than force-fitting employees into a “job-box” and this has been facilitated by making ‘job

competency – a key element of human capital’, the foundation for all Human Resource (HR)

efforts. Today, the move is towards a measurable, objective and a competency-based HRM - a

new way of defining and assessing the hard-to-measure traits, or otherwise, the soft skills of

employees.

Since their introduction two decades ago, competency models and competency-based

Human Resource Management have become the best practice of business focused HR processes

for thousands of businesses. Competencies have stood the test of time and are now required for

organizations seeking to integrate their HR practices with the strategic and operational needs of

business.

1.1.2 WHAT ARE COMPETENCIES?

“Competencies are the characteristics of a manager that lead to the demonstration of

knowledge, skills and abilities, which result in effective performance within an occupational

area. Competency also embodies the capacity to transfer skills and abilities from one area to

another”. – Hogg B, 1989.

1

An analysis of the definition reveals:

Competencies are the characteristics of a manager. This goes along with our premise that

competency is a characteristic of a person.

Competencies lead to the demonstration of skills and abilities. Therefore, competency

must be demonstrated and hence must be observable. It must not be inferred or extrapolated.

Competencies must lead to effective performance. This means that the performance of a

person with competency must be significantly better than that of a person without it.

Competency thus refers to behavior, differentiating success from merely doing the job.

Competency also embodies the capacity to transfer skills and abilities from one area to

another. A sales person may be able to deliver his sales pitch flawlessly but may be tongue-

tied elsewhere. He lacks the competency of ‘communication’. Thus competencies cannot be

restricted to a single job alone but the person must be able to carry them along. This dispels

the need to differentiate between generic and functional competencies since this part of the

definition excludes functional competence, which is associated with a particular job.

Broadly defined, competencies are actions which are observable in the execution

of an individual’s work, characterizing effective performance in the work.

1.1.3 IS COMPETENCE AND COMPETENCY DIFFERENT?

Very often, competence and competency are used interchangeably. It is essential to

understand that competence and competency are two different terms.

Competences refer to abilities based on work tasks or job responsibilities; thus

they define what has to be done.

Competencies refer to abilities based on behavior; thus they define how a job has

to be done, excellently.

Thus, for a sales manager, competence and competencies could be differentiated as

follows:

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COMPETENCE COMPETENCIES

1. Prepare quotations and sales order processing.

2. Manage key accounts, the sales office and its staff.

3. Supervise and motivate the Field sales force.

1. Problem Solving and Judgment

2. Drive and Determination

3. Commercial Awareness

4. Inter-personal skills

5. Effective Communication

The above competencies can be described further by Behavioral Indicators which are

observable behaviors or actions, defining a particular competency, related to a specific role in an

organization.

1.1.4 COMPETENCY & KNOWLEDGE SKILL AND ATTITUDE(KSA)

FACTORS

It is essential to understand how competency is related to knowledge, skill and

attitude factors.

Competencies only include behaviors that demonstrate excellent performance.

Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral

application of knowledge that produces success. In addition, competencies do include skills, but

only the manifestation of skills that produce success. Finally, competencies are not work

attitudes, but do include observable behaviors related to attitudes.

E.g.:

Considering the position of a marketing manager in an organization, competencies

and KSAs for this position could be:

Skill: Sets up new project introduction.

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Competency: Positions a new project introduction so that it is clearly differentiated in the

market.

Knowledge: Understands market dynamics.

Competency: Uses understanding of market pricing dynamics to develop models.

Attitude: Wants to do an excellent job.

Competency: Meets all commitments in a timely manner.

Today organizations are all talking in terms of competence. Gone are the days when

people used to talk in terms of skill sets, which would make their organizations competitive.

There has been a shift in the focus of the organizations. Now they believe in excelling and not

competing. It is better to build a core competency that will see them through crisis. And what

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

organization has.

1.1.5 THE PROCESS OF COMPETENCY MAPPING

“Competency mapping is the process of identification of the competencies required

to perform successfully a given job or role or a set of tasks at a given point of time. It consists of

breaking a given role or a job into its constituent tasks or activities and identifying the

competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills,

etc.) needed to perform the same successfully”.

The product of competency mapping would be “a competency model which is a descriptive set

of predefined key competencies and proficiency levels required to perform successfully in a

specific job”.

Competency Mapping can be divided into four main categories:

1. Job Competency Mapping:

- Mapping based on the specific tasks of a particular job.

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2. Role Competency Mapping:

- Mapping based on the part an individual employee plays in the organization’s overall

success.

3. Functional Competency Mapping:

- Mapping based on the skills required of an employee in a

particular function of the business, e.g. marketing or finance.

4. Core Competency Mapping :

- Mapping based on the competencies that every employee should have in keeping with

the overall values and vision of the organization.

The process of competency mapping does not fit the one-size-fits all formula. It has

to be specific to the user organization. Hence, an organization needs to create a model that

reflects its own strategy, its own market, its own customers, and the competencies that bring

success in that specific context (including national culture).

Competencies could be initially mapped with small, discrete groups or teams,

ideally in two directions-a 'horizontal slice' across the business that takes in a multi-functional

or multi-site group, more or less at the same organizational level, and a 'vertical slice' taking in

one whole department or team from top to bottom. From that, the organization can learn about

the process of competency modeling, and how potential alternative formats for the models may

or may not fit the needs of the business.

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1.1.6. HOW ARE COMPETENCY-BASED PRACTICES USEFUL?

For a Company, competency-based practices:

Reinforce corporate strategy, culture, and vision.

Establish expectations for performance excellence, resulting in a systematic

approach to professional development, improved job satisfaction, and better employee

retention.

Increase the effectiveness of training and professional development programs

by linking them to the success criteria (i.e., behavioral standards of excellence).

Provide data on development needs that emerge from group and/or

organizational composites that are an outcome of multi-rater assessments.

Provide a common framework and language for discussing how to implement

and communicate key strategies.

Provide a common understanding of the scope and requirements of a specific

role.

Build competitive advantage by strengthening core operations by "raising the

bar" and reinforcing behaviors that lead to top performance.

For Managers, competency-based practices:

Identify performance criteria to improve the accuracy and ease of the hiring

and selection process.

Provide more objective performance standards.

Clarify standards of excellence for easier communication of performance

expectations to direct reports.

Provide a clear foundation for dialogue to occur between the manager and

employee about performance, development, and career-related issues.

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For Employees, competency-based practices:

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

excellence) required to be successful in their role.

Provide a more specific and objective assessment of their strengths and

specify targeted areas for professional development.

Provide development tools and methods for enhancing their skills.

Research indicates that competencies are more likely to be determinants of success

in complex jobs, than knowledge and skills (Spencer, 1993). To be truly effective, competency

models must have strong and irrevocable ties to the strategic issues of the organization The use

of competency based management systems affords companies the opportunity to concentrate on

their operations without sacrificing the need to have a well managed workforce. Any investment

an organization makes in competency profile development has benefits far beyond the

usefulness of the results for employee development purposes. Thus, competencies are here to

stay and create a win-win situation for both the organization and its employees.

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1.2. COMPETENCY ASSESSMENT

After indenting the job responsibilities & competency requirements,one should go for

assessing where do individuals stand in terms of the competencies required, which is known

as Competency Assessment

Competency based assessment is a system for assessing a person's knowledge and

skills.   Assessment is based on actual skills and knowledge a person can demonstrate in the

workplace or in other relevant contexts.  Competency based assessment is also a system for

providing portable qualifications against nationally recognized competency standards.

1.3.BACKGROUND OF THE PROBLEM

Suguna Poultry Farm Ltd lays emphasis on working with competent people to achieve

results efficiently and effectively. With this view from the inception, the company has

formulated its own competency matrix. Suguna Poultry Farm Ltd is interested to know the

current competency level of its departments with respect to the managers and to know the

importance of various competencies in performing their job.

1.4. STATEMENT OF THE PROBLEM

To determine the current competency level of its departments with respect to the

managers and to know the importance of various competencies in performing their job.

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1.5. OBJECTIVES

To identify the core competencies required to perform a job successfully.

To identify the existing competency level of the employees.

To find out the gap between required competency level(RCL) and

current competency level (CCL)

To identify the importance of various competencies in performing the

job at different departments.

1.6. SCOPE OF THE STUDY:

This research was carried out to identify the current competency level in all departments

and to know the importance of various competencies in performing their job. The study of

competency mapping and assessment covers all L5 level employees i.e. managers in all

departments. The study currently focuses on 31 managers present in Corporate Office. The

study serves a number of purposes. It is done for the following functions:

Gap Analysis

Role Clarity

Selection, Potential Identification, Growth Plans.

Succession Planning.

Restructuring

Inventory of competencies for future planning

1.7. TIME FRAME

The study with its specific objectives was carried out from 13th May 2009 to 13th July

2009.

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1.8. LIMITATIONS OF THE STUDY

Employees view may be biased.

The study was confined only to the managers and not all.

The primary data collected is from questionnaire and hence the result would bear all the

limitations of the primary data.

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CHAPTER-2

ORGANISATION PROFILE

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Started in the year 1984, Suguna Poultry Farm Limited is India’s largest poultry enterprise with a turnover of 2030 crores in 2007-08. Suguna’s pioneering efforts in contract Farming have helped thousands of farmers to grow along with the company.

Managing Director Mr. B.Soundararajan and Joint Managing Director Mr. G.B. Sundararajan head the group.

Suguna currently operates in 11 states working with 15,000 farmers, 25,000 channel partners and 4,800 employees. At the heart of Suguna’s success lies the vision of energizing rural India.

Energising Rural India

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Suguna Poultry Farm Limited has drafted a new success saga with a vision to strengthen the backbone of the Indian economy. The organization has focused on reaching out to rural India through its innovative and sustainable business model, reaching out to the rural segment of the poultry farming community. Reaching out to embrace new ideologies that will help Suguna set trends in our areas of expertise. At Suguna, we firmly believe that in reaching out, we will be able to nurture a more holistic growth.

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Suguna's Core business activities

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Suguna imports the grandparent birds from Ross in UK, best known for their tenderness and taste and from Lohmann in Germany, the best in layers. State-of-the-art hatcheries, quality feed and best farm management practices ensure the highest quality broiler chicken. Suguna

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is the first poultry company to implement end to end ERP\system for poultry business management.

Suguna in Broiler Production

Suguna has become the household name in the broiler chicken industry. Suguna stands first in broiler production in India (and 4th in the world by volume). Suguna Poultry Farm revolutionized the Indian poultry industry through contract farming. Suguna Chicken, is a highly trusted brand name offering high quality, nutritious, hygienic and affordable broiler chicken.

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Suguna in Layers industry

Suguna offers day old Layer chicks and pullets to Indian farmers who prefer more number of saleable eggs and layers that are highly efficient in gram feed per egg, and adaptable to different environmental conditions with high livability. The chick is a white-egg layer and as such highly suitable for cages, deep litter, aviary and free-range management.

Global Partners of Suguna

Suguna partnered with Ross of UK for importing broiler grandparent stock and Lohmann of Germany for Layer grandparents. Suguna imports day old grandparent and parent stock chicks from Ross, a subsidiary of Aviagen for broiler. Lohmann is today the world's Number one Primary Breeding Company for Layers under the umbrella of Erich Wesjohann Group of Companies eadquartered in Cuxhaven, German.

Suguna Anytime Frozen chicken

Suguna exports frozen chicken products, under the Suguna Anytime brand to Middle East, where they are well received and have a good presence. Sugie's products are processed in a modern processing plant near Udumalpet which is HACCP certified and abides the international standards based on Total Quality Management (TQM) system with strict compliance to hygiene and inspection requirements and and adopting the traditional halal technique. Suguna Anytime frozen chicken is also available domestically in all metros.

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Suguna Daily Fressh

Suguna Home Bites – Home Meal Replacement

Suguna Branded eggs

Suguna offers a range of value added eggs fortified with special natural nutrients, catering to the nutritional and health requirements of various groups of people. Suguna Heart enriched with Omega 3 fatty acids and Vitamin E has up to 50% lower cholesterol than ordinary table eggs and helps maintain a healthy heart. Suguna Active, enriched with DHA, Organic Selenium, and Vitamin E is particularly good for children and teens as DHA assists in brain development and improving eyesight. Vitamin E is a powerful antioxidant and is good for the skin and has anti ageing properties. Omega 3 fatty acids cannot be produced by the body and must be obtained from the diet. Organic Selenium is good for maintaining overall health and preventing certain types of diseases and is more efficiently absorbed by the body than inorganic sources. Suguna Pro is enriched with protein and vitamins (Lutein and Zeanxthinin). The high protein in Suguna Pro helps build and repair the cells in muscles and other body tissues. Vitamin A is

Suguna Daily Fressh is Suguna’s latest venture comprising a chain of high-quality retail stores which retail fresh hygienic ready to cook chicken and as well as speciality eggs, mutton and seafood. These stores provide a novel and hygienic buying experience for our discerning customers. One can get choice portions of fresh chicken and also ready-to-cook items at these outlets, which incorporate hygienic storage and packing. Plans are on to open 175 stores across India by the coming year

Suguna has recently launched a new category of Home Meal Replacement foods under the brand name Suguna Home Bites. Starting with a range of 8 heat n’ eat entrée and main meals, Suguna will soon introduce more in this range as well as a range of dried ready to eat he facts and figures of Suguna, as of today indicate its growth and its reach.

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helpful for healthy skin and good vision. Additionally Lutein an important pigment in Suguna pro prevents macular degeneration and cataract of eyes. Calcium & Phosphorus helps in formation of bones and teeth. Suguna Shakti shares similar nutrients as Suguna Pro and is of smaller size.

Suguna has enjoyed a strong business growth through its innovative business model and unstinted efforts at giving high quality products and ensuring value for the customer. The changing demographic profile of India, increasing urbanization and the empowerment of rural India will add millions of new families to the economic mainstream. The company is well positioned to service this ever growing demand for poultry products in India and the world.

Fact sheet

The facts and figures of Suguna, as of today indicate its growth and its reach.

1st in Indian broiler production 10th largest poultry enterprise in the world Rs. 2030 crore turnover 11 states 4,800 employees 15,000 + farmers 25,000 channel partners 500,000 people benefit from indirect employment 395 million chickens produced per annum 36 hatcheries 52 feed mills 1.56 million tons feed production per annum 10,000 tons of processed chicken meat per annum

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CHAPTER -3

REVIEW OF RELATED LITERATURE

3.1 WHAT IS COMPETENCY?

Any underlying characteristic required for performing a given task, activity or role

successfully can be considered as competency. Competency may take the following

forms:

Knowledge

Attitude

Skill

Other characteristics of an individual including

Motives

Values

Traits

Self Concept

DEFINITION:

First popularized by BOYATZIS (1982) with Research result on clusters of

competencies:

“A capacity that exists in a person that leads to behavior that meets the job demands

within parameters of organizational environment, and that, in turn brings about

desired results”

UNIDO (2002)-

A Competency is a set of skills, related knowledge and attributes that allow an

individual to successfully perform a task or an activity within a specific function or

job.

RANKIN (2002):

“Competencies are definition of skills and behaviors that organizations expect their

staff to practice in work.”

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MANSFIELD (1997):

“Underlying characteristics of a person that results in effective a superior

performance.”

WOODRUFFE (1991):

Competency: A person- related concept that refers to the dimensions of behavior

lying behind competent performer.

Competence: A work- related concept that refers to areas of work at which the person

is competent

Competencies: Often referred as the combination of the above two.

ALBANESE(1989) :

Competencies are personal characteristics that contribute to effective

managerial

performance.

HAYES(1979) :

Competencies are generic knowledge motive, trait, social role or a skill of

a person linkedto superior performance on the job .

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COMPETENCY – BROAD CATEGORIES

• Generic Competencies

Competencies which are considered essential for all employees regardless of their

function or level. - Communication, initiative, listening etc.These are basic

competencies required to do the job, which do not differentiate between high and low

performers

• Managerial Competencies

Competencies which are considered essential for employees with managerial or

supervisory responsibility in any functional area including directors and senior posts

Threshold or Performance:

Performance competencies are those that differentiate between high and low

performers.

3.2 THE ROOTS OF COMPETENCY APPROACH:

Michael Crozier shocked the management community by defining the

organization as imperfect social compromises .Far from being scientific constructs he

depicted a complex organization as a reflection of its actual degree of competency.

Despite a growing interest of competency among mangers and human resource

professionals in recent years, the modern competency movement in industrial-

organizational psychology actually dates from the mid1950’s and early 1970’s.

In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies

(1970) might be cited as two landmark efforts that originally invented the concept of

competency. Concept maps were invented by Joseph Novak in the 1960s for use as a

teaching tool. Later in 1986 William Trochim developed the concept map into a

strategic planning tool for use in the design of organizational components. Trochim's

technique differs significantly from Novak's original school of thought. While

Novak's maps are generated for an individual, Trochim's are generated by a group.

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3.3 HISTORY OF COMPETENCIES:

John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical

Incidents Technique as a precursor to the key methodology used in rigorous

competency studies. Based on studies of US Air Force pilot performance, Flanagan

concluded that “the principle objective of job analysis procedures should be the

determination of critical requirements. These requirements include those which have

been demonstrated to have made the difference between success and failure in

carrying out an important part of the job assigned in a significant number of

instances”. From here, critical incidents technique was originally discovered.

Critical incidents itself can be defined as a set of procedures for

systematically identifying behaviors that contribute to success or failure of individuals

or organizations in specific situations.

Flanagan’s work, while not strictly about competencies, was important

because it laid the foundation for a new approach to examining what people do. In a

later form, the critical incidents technique would resurface to focus around significant

behavioral events that distinguish between exemplary and fully-successful

performers.

It is Flanagan’s critical incidents technique that sixteen years later inspires

David McClelland to discover and develop the term of “competency”.

Benjamin Bloom (USA)

In mid fifties BENJAMIN laid the foundation for identifying educational objectives

by defining KSA, s needed to be developed in education. The educational objectives

developed by them were grouped under the cognitive domain.

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David McClelland (Harvard Psychologist)

He pioneered the Competency Movement across the world and made it a global

concept. His classic books on Talent and Society, Achievement motive, The

Achieving Society, Motivating economic achievement and power the inner experience

brought out several new dimensions of the competency. These competencies exposed

by Mc .Cleland dealt with effective domain in Bloom’s terminology.

Richard Boyatzis.

Richard Boyatzis wrote the first empirically-based and fully-researched book

on competency model developments. It was with Boyatzis that job competency came

to widely understood to mean an underlying characteristic of a person that leads or

causes superior or effective performance. Boyatzis was explicit in describing the

importance of clearly-defined competency as reflected in specific behavior and clearly

defined performance outcomes when he wrote that “the important points is that

specific actions cause, or lead to, the specified results. Certain characteristics or

abilities of the person enable him or her to demonstrate the appropriate specific

actions”(Boyatzis, 1982, p. 12).As founding developer of competency modeling in the

United States, Boyatzis grounded competency interventions on documented

behavioral indicators that caused or influenced effective job performance. Boyatzis,

like Flanagan, stressed the importance of systematic analysis in collecting and

analyzing examples of the actual performance of individuals doing the work. The

method for documenting the actual performance was collected through the behavioral

event interview (BEI), an intensive face-to-face interview that involves soliciting

critical incidents from performers and documenting what the performers thinking and

doing during the incidents.

The relationship management set competencies included essential social skills.

Developing others involved sensing people’s development needs and bolstering their

abilities a talent not just of excellent coaches and mentors but also of outstanding

leaders. Competence in developing others was found to be a hallmark of superior

managers; among sales managers for example, it typified those at the top of the field

( Spencer and Spencer, 1993). Although this ability was crucial for those managing

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front line works, it has also emerged as a vital skill for effective leadership at high

levels (Goleman, 2000).

The most effective people sense others reaction and find tune their own

responses to move interaction in the best direction. This emotional competence

emerged over and over again as a hallmark of star performance, particularly among

supervisors, managers and executives (Spencer and Spencer, 1993).

Creating an atmosphere of openness with clear lines of communication is a

key factor in organizational success. People who exhibit their communication

competence are effective in the give – and - take of emotional information, deal with

difficult issues straight forwardly, listen well and welcome sharing information fully

and foster open communication and stay receptive to bad news as well as good.

( Goleman, 2000)

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CHAPTER -4

RESEARCH METHODOLOGY

This chapter deals with the methodology in which the study is conducted to find out

the effectiveness of the competency mapping and competency assessment.

RESEARCH DESIGN

The type of the research study is a descriptive study .Descriptive study is a

description of a phenomenon or characteristics associated with the population i.e.

who,what,when,where and sometimes how.

POPULATION SIZE AND TYPE OF STUDY

The study is census study. The population consists of all managers in

different departments at Suguna Poultry Farm Ltd. There are 31 managers and they

all are the respondents of the study.

DATA COLLECTION METHOD

Primary data

Structured questionnaire was used to collect the required details for the

research .A pilot test was conducted on HR executives alone to test the validity of the

questionnaire and to check the feasibility of statistical tools. The questionnaire

consists of two parts . The first part deals with assessment of self and the second part

deals with the assessment of importance of each competency to perform their job

effectively.

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Secondary Data

The secondary data was collected using organization manuals, portal and

websites.

DATA ANALYSIS

The statistical tools used for analysis are

Percentage analysis Arithmetic Mean Weighted Arithmetic Mean Correlation Chi-square test

ANALYSIS AND INTERPRETATION

After collection of primary data the questionnaire were scrutinised and

transcribed before actual commencement of tabulation procedure.

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CHAPTER-5

DATA ANALYSIS AND INTERPRETATION

Steps Involved In Competency Mapping

Step 1- Study the organization wide competencies

The organization wide competencies were gathered from vision , mission

statements of the company and company documents

Step 2- Study the work group level competencies

The competencies of the managers of all the departments in corporate for which

the mapping was done were assimilated through the discussion with the project

guide in the organization (HR dept) and documents related to their existing

competency matrix.

Step 3 – Study of organization structure

To facilitate the study on the organization structure, the organization chart of

the organization was used. It explains the hierarchy of the management from the

executive director to the executive level.

Step 4. Identified roles for which competency mapping was carried out

The study of competency mapping and assessment covers all L5 level

employees ie managers in all departments. The study currently focuses on all 31

managers present in Corporate Office.

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Step 5 - Select the core competencies through competency books and from their

existing competency dictionary in the corporate.

Detailed analysis on the core competency was done through references with

competency books written by Robbin Kessler and R.Palan . Also conversation was

initiated to understand the working environment, practices followed regarding the

existing competency model ..The complete list of Identified core competencies is

1. ACHIVEMENT DRIVE

2. INITIATIVE AND CREATIVITY

3. DEVELOPING OTHERS

4. TECHNICAL SKILLS AND KNOWLEDGE

5. ANALYTICAL AND PROBLEM SOLVING SKILLS

6. TRUSTWORTHINESS

7. SERVICE ORIENTATION

8. LEADERSHIP

Presentation of tables

This chapter comprises of presentation of the data in tables , and their

interpretation .the purpose of the table is to simplify the presentation and to facilitate

the comparison.

The tables have been formulated to observe the competency level of managers

and their importance in performing their job.

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TABLE-1

AGE WISE DISTRIBUTION OF RESPONDENTS

INFERENCE

From the table it is observed that 39% respondents belong to age group of 30-35,

35% respondents belong to the age group of 35-40 and 16% of the respondents

belong to age group of above 40 and 10% of respondents belong to age group of 25-

30.

Age Number of

respondents

Percentage

25-30 3 10

30-35 12 39

35-40 11 35

ABOVE 40 5 16

Total 31 100.0

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TABLE-2

DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF EXPERIENCE

INFERENCE

From the above table it is clear that among the 31 respondents 13( 42%)of them have

got work experience for 5 -10 years ,7 (23% ) respondents have 10-15 years of

experience , 6 (19% ) respondents have 1-5 years of experience,3( 10%) respondents

have 15-20 years of experience and only 2 (6% ) respondents have experience of

above 20 years .

No. of years Number of

respondents

Percentage

1-5 6 19

5-10 13 42

10-15 7 23

15-20 3 10

ABOVE 20 2 6

Total 31 100.0

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TABLE-3

DEPARTMENT WISE DISTRIBUTION OF RESPONDENTS

Departments Frequency Percent

HUMAN RESOURCE 4 13

TECHNICAL 1 3

HEALTH AND QC 1 3

FINANCE AND

ACCOUNTS

7 23

SCM 4 13

IT 5 16

PROJECT 4 13

MARKETING 2 7

MIS 1 3

TAXATION 1 3

LEGAL 1 3

Total 31 100.0

INFERENCE

From the above table it is found that 23% (7) of respondents are from finance and

accounts departments ,16% (5) of respondents are from IT department,13% (4) of

respondents are equally from human resource ,SCM and projects departments. 7%

(2) of respondents are from marketing department and 3% (1) of respondents equally

from legal, taxation, MIS, Health and QC and technical department.

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TABLE- 4

ACHIEVEMENT DRIVE

INFERENCE

Achievement drive in individuals is found comparatively high in SCM and Projects.

Taxation department manager’s CCL of achievement is the lowest when compared with the other departments and RCL.

CHART-1

ACHIEVEMENT DRIVE

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LEG

AL

TE

CH

NIC

AL

HE

ALT

H A

ND

QC

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

SELF

TABLE- 5

DEPARTMENTS MEANFINANCE 4.238IT 4.133SCM 4.583PROJECTS 4.583MARKETING 4.316MIS 4LEGAL 4.333TECHNICAL 4.333HEALTH AND QC 4TAXATION 3.333HR 4.5

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INITIATIVE AND CREATIVITY

DEPARTMENTS MEANFINANCE 4.428IT 4.7SCM 4.25PROJECTS 4.375MARKETING 4.412MIS 4LEGAL 4.5TECHNICAL 4.5HEALTH AND QC 3.5TAXATION 4HR 4.125

INFERENCE

Initiative in individuals is found comparatively high in IT.

Health and QC department manager’s CCL of Initiative is the lowest when compared with the other departments and RCL.

CHART-2

00.5

11.5

22.5

33.5

44.5

5

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LEG

AL

TE

CH

NIC

AL

HE

ALT

H A

ND

QC

TA

XA

TIO

N

HR

DEPARTMENTS

INITIATIVE AND CREATIVITY

SELF

36

TABLE- 6

DEVELOPING OTHERS

DEPARTMENTS MEANFINANCE 4.5IT 4.1SCM 4PROJECTS 4.625MARKETING 4.425MIS 4LEGAL 4.5TECHNICAL 5HEALTH AND QC 4.5TAXATION 4HR 4.75

INFERENCE

Developing others competency in individuals is found comparatively high in technical department.

SCM, MIS and Taxation department manager’s CCL of developing others is the lowest when compared with the other departments and RCL.

CHART-3

DEVELOPING OTHERS

0

1

2

3

4

5

6

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LE

GA

L

TE

CH

NIC

AL

HE

AL

TH

AN

D Q

C

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

SELF

37

TABLE- 7

TECHNICAL SKILLS AND KNOWLEDGE

DEPARTMENTS MEANFINANCE 4.285IT 4.3SCM 3.875PROJECTS 4.5MARKETING 4.337MIS 4LEGAL 3.5TECHNICAL 4.5HEALTH AND QC 4.5TAXATION 3.5HR 4.375

INFERENCE

Technical skills and knowledge competency in individuals is found comparatively high in Project, Technical and Health and QC departments.

Legal and taxation department manager’s CCL of technical skill and knowledge is the lowest when compared with the other departments and RCL.

CHART-4

TECHNICAL SKILLS AND KNOWLEDGE

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LE

GA

L

TE

CH

NIC

AL

HE

AL

TH

AN

D Q

C

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

SELF

38

TABLE- 8

ANALYTICAL AND PROBLEM SOLVING

DEPARTMENTS MEANFINANCE 4.214IT 4.5SCM 4.125PROJECTS 4.375MARKETING 4.625MIS 4.5LEGAL 4TECHNICAL 4HEALTH AND QC 3.5TAXATION 4HR 4.75

INFERENCE

Analytical and problem solving competency in individuals is found comparatively high in human resource departments.

Health and QC department manager’s CCL of analytical and problem solving competency is the lowest when compared with the other departments and RCL.

CHART- 5

00.5

11.5

22.5

33.5

44.5

5

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LEG

AL

TE

CH

NIC

AL

HE

ALT

H A

ND

QC

TA

XA

TIO

N

HR

DEPARTMENTS

ANALYTICAL AND PROBLEM SOLVING SKILLS

SELF

TABLE- 9

39

TRUSTWORTHINESS

DEPARTMENTS MEANFINANCE 4.285IT 4.2SCM 4.5PROJECTS 4.75MARKETING 4.412MIS 4.5LEGAL 3.5TECHNICAL 5HEALTH AND QC 3TAXATION 4HR 4.625

INFERENCE

Trustworthiness competency in individuals is found comparatively high in technical department.

Health and QC department manager’s CCL of Trustworthy competency is the lowest when compared with the other departments and RCL.

CHART-6

TRUSTWORTHINESS

0

1

2

3

4

5

6

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LE

GA

L

TE

CH

NIC

AL

HE

AL

TH

AN

D Q

C

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

SELF

40

TABLE- 10

SERVICE ORIENTATION AND RESPONSIBILITY

DEPARTMENTS MEANFINANCE 4.785IT 4.3SCM 4.625PROJECTS 5MARKETING 4.4MIS 4.5LEGAL 3.5TECHNICAL 4.5HEALTH AND QC 4.5TAXATION 4.5HR 4.5

INFERENCE

Service orientation competency in individuals is found comparatively high in projects department.

Legal department manager’s CCL of Service orientation competency is the lowest when compared with the other departments and RCL. CHART-7

SERVICE ORIENTATION

0

1

2

3

4

5

6

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LE

GA

L

TE

CH

NIC

AL

HE

AL

TH

AN

D Q

C

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

SELF

41

TABLE- 11

LEADERSHIP

DEPARTMENTS MEANFINANCE 4.214IT 4.3SCM 4.25PROJECTS 4.125MARKETING 4.212MIS 4.5LEGAL 3.5TECHNICAL 4HEALTH AND QC 4TAXATION 4HR 4.125

INFERENCE

Leadership competency in individuals is found comparatively high in MIS department.

Legal department manager’s CCL of Leadership is the lowest when compared with the other departments and RCL.

CHART-8

LEADERSHIP

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LE

GA

L

TE

CH

NIC

AL

HE

AL

TH

AN

D Q

C

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

SELF

42

TABLE- 12

OVERALL COMPETENCY LEVEL OF SELF IN DEPARTMENT WISE

INFERENCE

Project department managers are highly competent when compared with other departments. Legal department and Taxation department manager’s CCL in overall is the lowest when compared to the other department managers and RCL.

CHART-9

OVERALL COMPETENCY LEVEL OF SELF IN EACH DEPARTMENT

3.6

3.7

3.8

3.9

4

4.1

4.2

4.3

4.4

4.5

4.6

FIN

AN

CE

IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LE

GA

L

TE

CH

NIC

AL

HE

AL

TH

AN

D Q

C

TA

XA

TIO

N

HR

COMPETENCIES

ME

AN

MEAN OF SELF

DEPARTMENTS MEAN OF SELFFINANCE 4.369IT 4.316SCM 4.276PROJECTS 4.541MARKETING 4.392MIS 4.25LEGAL 3.916TECHNICAL 4.479HEALTH AND QC 3.937TAXATION 3.916HR 4.468

43

TABLE- 13

OVERALL COMPETENCY LEVEL OF SELF AT CORPORATE

COMPETENCIES WAM OF SELFACHIVEMENT DRIVE 4.322INITIATIVE AND CREATIVITY 4.338DEVELOPING OTHERS 4.403TECHNICAL SKILLS AND KNOWLEDGE 4.241ANALYTICAL AND PROBLEM SOLVING SKILLS 4.322TRUSTWORTHINESS 4.370SERVICE ORIENTATION 4.564LEADERSHIP 4.161

INFERENCEService orientation among managers is very high when compared with

other competency. Leadership competency is found comparatively low among all

department managers.

CHART-10

OVERALL COMPETENCY LEVEL AT CORPORATE

3.9

4

4.1

4.2

4.3

4.4

4.5

4.6

AC

HIV

EM

EN

T D

RIV

E

INIT

IAT

IVE

AN

DC

RE

AT

IVIT

Y

DE

VE

LOP

ING

OT

HE

RS

TE

CH

NIC

AL

SK

ILLS

AN

D K

NO

WLE

DG

E

AN

ALY

TIC

AL

AN

DP

RO

BLE

M S

OLV

ING

SK

ILLS

TR

US

TW

OR

TH

INE

SS

SE

RV

ICE

OR

IEN

TA

TIO

N

LEA

DE

RS

HIP

COMPETENCIES

WA

M

SELF

TABLE-14

OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

44

DEPARTMENTS MEAN OF JOBFINANCE AND ACCOUNTS 4.053IT 4.116SCM 4.036PROJECTS 4.255MARKETING 4.416MIS 4.125LEGAL 4.020TECHNICAL 4.479HEALTH AND QC 4.354TAXATION 3.854HR 4.593

INFERENCE

It is found that Human resource department managers highly use these competencies to perform their jobs.

It is found that Taxation department managers use very less competencies to perform their job when compared with other departments

CHART-11

OVERALL USAGE OF COMPETENCIES IN EACH DEPATMENTS

0

1

2

3

4

5

FIN

AN

CE

AN

DA

CC

OU

NT

S IT

SC

M

PR

OJE

CT

S

MA

RK

ET

ING

MIS

LEG

AL

TE

CH

NIC

AL

HE

ALT

HA

ND

QC

TA

XA

TIO

N

HR

DEPARTMENTS

ME

AN

MEAN OF JOB

45

TABLE- 15

OVERALL USAGE OF EACH COMPETENCY

COMPETENCIES WAM OF JOBACHIVEMENT DRIVE 4.268INITIATIVE AND CREATIVITY 4.161DEVELOPING OTHERS 4.129TECHNICAL SKILLS AND KNOWLEDGE 4.064ANALYTICAL AND PROBLEM SOLVING SKILLS 4.241TRUSTWORTHINESS 4.225SERVICE ORIENTATION 4.467LEADERSHIP 4.064

INFERENCE

It is found that Service orientation competency is given comparatively high

importance and used more by the managers to perform their jobs and it is found

that Technical knowledge and leadership competency is given comparatively low

importance and used less by the managers to perform their jobs.

CHART-12

IMPORTANCE OF EACH COMPETENCIES TO PERFORM THE JOB

3.8

3.9

4

4.1

4.2

4.3

4.4

4.5

AC

HIV

EM

EN

T D

RIV

E

INIT

IAT

IVE

AN

DC

RE

AT

IVIT

Y

DE

VE

LOP

ING

OT

HE

RS

TE

CH

NIC

AL

SK

ILLS

AN

D K

NO

WLE

DG

E

AN

ALY

TIC

AL

AN

DP

RO

BLE

M S

OLV

ING

SK

ILLS

TR

US

TW

OR

TH

INE

SS

SE

RV

ICE

OR

IEN

TA

TIO

N

LEA

DE

RS

HIP

COMPETENCIES

WA

M

WEIGHTED AVERAGE MEAN OF JOB

46

CORRELATION ANALYSIS

The correlation analysis deals with the association of two or more variables.

The measure of correlation is called correlation coefficient.

Correlation analysis is done by taking mean of overall competency level of

self in department wise & overall usage of competencies in department wise, overall

competency level of self at corporate & overall usage of each competency as a

variable. Correlation analysis is done based on the following assumptions

Assumption:

Calculated coefficient of correlation is

1) >0.6 – strong relationship exists

2) 0.4 to 0.6 –moderate relationship exists

3) <0.4 –low relationship exists

47

CORRELATION ANALYSIS 1:

TABLE-16

VARIABLE-1 OVERALL COMPETENCY LEVEL OF SELF IN EACH

DEPARTMENT

TABLE- 17

VARIABLE-2 OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

Correlation= 0.5565

INFERENCE

The coefficient of correlation exists between 0.4-0.6 which denotes that there exist a

moderate relationship between the two variables i.e. between individual’s

competency level of each department and overall usage of competencies in each

department.

DEPARTMENTS MEAN OF SELFFINANCE 4.369IT 4.316SCM 4.276PROJECTS 4.541MARKETING 4.392MIS 4.25LEGAL 3.916TECHNICAL 4.479HEALTH AND QC 3.937TAXATION 3.916HR 4.468

DEPARTMENTS MEAN OF JOBFINANCE 4.053571IT 4.116625SCM 4.036458PROJECTS 4.255208MARKETING 4.416667MIS 4.125LEGAL 4.020833TECHNICAL 4.479167HEALTH AND QC 4.354167TAXATION 3.854167HR 4.59375

48

CORRELATION ANALYSIS 2:

TABLE-18

VARIABLE-1

EACH COMPETENCY LEVEL OF SELF AT WHOLE CORPORATE

COMPETENCIESWM OF SELF

ACHIVEMENT DRIVE 4.322INITIATIVE AND CREATIVITY 4.338DEVELOPING OTHERS 4.403TECHNICAL SKILLS AND KNOWLEDGE 4.241ANALYTICAL AND PROBLEM SOLVING SKILLS 4.322TRUSTWORTHINESS 4.370SERVICE ORIENTATION 4.564LEADERSHIP 4.161

TABLE-19

VARIABLE-2

USAGE OF EACH COMPETENCY AT WHOLE CORPORATE

COMPETENCIES WM OF JOBACHIVEMENT DRIVE 4.268INITIATIVE AND CREATIVITY 4.161DEVELOPING OTHERS 4.129TECHNICAL SKILLS AND KNOWLEDGE 4.064ANALYTICAL AND PROBLEM SOLVING SKILLS 4.241TRUSTWORTHINESS 4.225SERVICE ORIENTATION 4.467LEADERSHIP 4.064

Correlation= 0.843608865

INFERENCE

The coefficient of correlation is greater than 0.6 (>6) which denotes that there exist a strong

relationship between the two variables level of each competency of self and usage of each

competency in job.

49

CHI-SQUARE TEST

Hypothesis

Ho. There is no association between age and their level of achievement drive.

Ha: There is an association between age and their level of achievement drive

TABLE-20

CROSS TABULATION OF AGE AND ACHIEVEMENT DRIVE

AGE * 1.ACHIEVEMENT DRIVE Cross tabulation

1.ACHIEVEMENT DRIVE

neutral agree strongly agree Total

AGE 20-25 0 2 1 3

25-30 0 3 2 5

30-35 1 6 4 11

35-40 0 2 5 7

ABOVE 40 0 3 2 5

Total 1 16 14 31

TABLE-20(A)

Chi-Square Tests

Value df

Asymp. Sig. (2-

sided)

Pearson Chi-Square 4.234a 8 .835

Likelihood Ratio 4.473 8 .812

N of Valid Cases 31

50

TABLE-20 (B)

X^2 df Significance level

Table value Result Type of test

4.234 8 0.05 15.5 Accept Ho Two-tailed

INTERPRETATION

As the table value is grater than the calculated chi-square value, the null hypothesis is

accepted. (i.e.) There is no association between age and their level of achievement

drive

51

CHAPTER-6

FINDINGS OF THE STUDY

Majority (39%) of respondents belong to the age group of 30-35

Majority (42%) of respondents have got work experience for 5 -10

years

Majority (23%) of respondents belong to finance and accounts

department.

TABLE-21

SELF ASSESSMENT IN DEPARTMENTS

COMPETENCY HIGH CCL LOW CCL

Achievement drive SCM & Projects Taxation

Initiative and Creativity IT Health and quality control

Developing others Technical SCM, MIS and Taxation

Technical knowledgeProjects, Technical ,

Health and Q departmentsLegal and taxation

Analytical thinking and problem solving

HR Health and quality control

Trustworthiness Technical Health and quality control

Service orientation and Responsiveness

Projects Legal

Leadership MIS Legal

52

TABLE-22

ASSESSMENT OF COMPETENCY LEVEL AND IMPORTANCE TO JOB

COMPETENCY LEVEL USAGE OF COMPETENCY

DEPARTMENTS

DEPARTMENTS

COMPETENCY

COMPETENCY

Project department managers are highly competent when compared with other departments.

Legal department and Taxation department manager’s CCL in overall is the lowest when compared to the other department managers and RCL.

COMPETENCY LEVEL

Service orientation among managers is very high when compared with other competency.

Leadership competency is found comparatively low among all department managers.

Human resource department managers highly use these competencies in their jobs.

Taxation department managers use only fewer competencies to perform their job when compared with other departments.

USAGE OF EACH COMPETENCY

Service orientation is the competency which is highly used by the managers to perform the jobs.

Technical knowledge and leadership is found to be used low in their jobs

Moderate relation exists between the two variables i.e. between individual’s

competency level of each department and overall usage of competencies in

each department.

Strong relation between the two variables level of each competency of self

and usage of each competency in job.

There is no association between age and their level of achievement drive

53

CHAPTER-7

SUGGESTIONS

Make competencies relevant for each group of

Employees. Because competencies to work effectively in organizations, they

need to be made more relevant to each department or professional area in an

organization.

The employees can be given awareness about the core competencies of the

company so that they may be interested in developing it.

Training on developing each competency can be provided to the managers.

The basic concepts and process of the business must be known to all

managers, which will motivate them towards the development of the

organization.

Accounts ,IT, SCM, Projects and MIS department managers use their

competencies less when compared to their competency level so their jobs need

to be highly competent to get the best results.

Create a positive climate by which employees can increase the accuracy of

their awareness of their own strengths and limitations; provides coaching,

training and developmental resources to improve performance

54

CHAPTER-8

CONCLUSION

Many advanced companies are starting to adopt the use of competencies as an

essential management technology to enhance their competitiveness. However, infact,

it is extremely important to build the competency model up front, when competencies

are applied to human resource systems. Moreover while enterprises are intent on

developing a competency model, it is also very important to think about ways of

determining what methods should be used for developing competency models before

hand. Developing competency models requires a great deal of time, money and effort,

and if the model is poorly constructed, it may lead to wasted resources and less than

satisfactory results.

Choosing methods for developing competency models is a strategic issue,

which is usually restricted by resource needs, realistic support, time requirements, and

conformity with expected outcomes or business purposes. Solving these strategic

issues always involves a group decision - making process with multiple – criteria for

evaluating alternatives.

In Sauna Poultry Farm Ltd the existing competency matrix is used to

measure competency of employees at different levels, not considering their

department and their functions. Therefore it would be better if competency matrix is

constructed for employees in each department according to their function.

55

Bibliography

Books ROBIN KESSLER’s “competency based PERFORMANCE REVIEWS” .

Seema Sanghi “A handbook of competency mapping” Response books, A division of Sage

Publications. 2005 edition.

Gary Dessler, ‘Human Resource Management’: New Delhi, Pearson Education Inc.,

2003.

R.PALAN ‘s “ COMPETENCY MANAGEMENT”

Websites

www.ehresoureces.com

www.google.com

www.irisolutions.com

http://humanresource.about.com

www.tvrls.com

www.mindtools.com

www.citeman.com

56

A Study on Competency Mapping and Competency Assessment at Suguna Poultry Farm Ltd

Department: Designation:Gender: Experience:Age: ( ) 20-25; ( ) 25-30; ( ) 30-35; ( ) 35-40; ( ) above 40;

Column A- To assess the actual competency and skills 5 – Strongly agree ; 4 - Agree; 3- Neutral; 2- Disagree; 1-Strongly DisagreeColumn B – To assess the importance of each competency to perform your job5-Very Important; 4-Important; 3-Neutral; 2- Not Important; 1-Least Important

Kindly answer the following question so as to assess the competencies at Suguna Poultry Farm Ltd.

COMPETENCY A-self B-jobACHIEVEMENT DRIVE

1 I Formulate challenging tasks for myself and to my team    2 Consistency in results gives me satisfaction    3 Getting support and recognition is important to me

INITIATIVE AND CREATIVITY    4 Developing new proposal is given high importance    5 Sees new possibilities to take the organization to a higher position    

DEVELOPING OTHERS    6 I am able to Empower and train people    7 I encourage my team to come up with unique ideas

TECHNICAL SKILLS AND KNOWLEDGE    

8There is a clear understanding of the business and the basic facts of business    

9Knowledge sharing of the functions of other departments are important to me    ANALYTICAL AND PROBLEM SOLVING    

10 I Break down the issues into logical steps and solve problems    11 I Set priorities in my tasks and execute them accordingly    

TRUSTWORTHINESS    12 I Deliver the best results on my commitment    13 The Organisation trusts the employees widely and equally    

SERVICE ORIENTATION AND RESPONSIBILITY    14 Quality of work is given high importance    15 I take ownership of the all assigned responsibilities    

LEADERSHIP    

16 My team is able to complete job tasks within the schedule    

17Awareness of my team’s values play an important part in responding to them    

Thanks for your valuable inputs

57