INTRODUCTION

In the modern world, the business managers are required to improve the efficiency and effectiveness of the business operations. As there are several factors that affect efficiency and effectiveness of operations, the improvement is required to be carried out in every factor. Man power, technical and managerial skills are very important resources for any organization. These important resources are very difficult to manage as no two persons are similar. Every person has different qualities, attitudes, motives, personality traits, skills, knowledge etc. which has effect on their performance at work. Organization, in order to facilitate excellence in the performance of people in the organization, they are required to identify the right person to the right job. This matching between jobs and people is an important avenue for organization efforts. Currently most of the organizations are using personal interview, written tests and group discussion for the purpose of assessment. These approaches were mostly based on personality tests/ psychometric tests. These tests have improved assessment of candidates but still the reliability of the test results is not adequate to forecast effectiveness of the selected candidate for the job. The effectiveness of a person to carry out a job depends not only on single or isolated factors but on a set of different factors. Such set of factors that help a person to be effective in a particular job is termed as competency for a particular job. The process of identifying key competencies for a particular position in an organization is called competency mapping.

COMPANY PROFILE
2.1 PROFILE OF TVS GROUP 2.2 PROFILE OF SUNDARAM CLAYTON LIMITED 2.3MISSION AND VISION STATEMENTS 2.4 ORGANISATIONAL CHART 2.5 QUALITY POLICY 2.6 PRODUCT PROFILE

PROFILE OF TVS GROUP The TVS Group, which was a transport company during 1911, now includes a group of 33 companies like Sundaram Clayton, Lucas TVS, Brakes India, Wheels India, Sundaram Brake Linings, TVS Motor Company and TVS Electronics with a workforce of 25000 and grossing an annual aggregate sale in excess of US $2.7 billion. These companies, with their ability to deliver products of right quality, at right price and right time, have made a mark in the Indian and Global Markets. Underlying the success of the group is its philosophy of Trust, Value and Service. TVS believes that the success of any enterprise is built on the solid foundation of customer satisfaction. Continuous innovation and close customer interaction have enabled the TVS companies to stay ahead of competition. Commitment to its people is the fundamental principle of the TVS management philosophy. The group's concern for the development and welfare of its employees is deep rooted. From providing drinking water to villages to setting up schools and hospitals, TVS contributes actively to the development of local communities. It is the first Indian company to receive the ISO certification and also the first to win Deming awards. It won 5 Deming awards and 8 TPM excellence awards.

COMPANY PROFILE Sundaram Clayton Limited was established in 1962 in a joint venture with WABCO Vehicle Control Systems. The division's three plants, one at Chennai, Hosur and the other at Mahindra world city, are equipped with the latest technology in Gravity, Low pressure and High Pressure Die Casting processes, with Vacuum and Squeeze casting capability for a capacity of 24,000 Metric Tons per annum. The company is certified for QS 9000, TS 16949, OHSAS 18001 and ISO 14001. The Company is awarded the Deming Prize for excellence in Total Quality Control. It is the fourth company in the world (outside Japan) and the first company in India to achieve this award. Other significant awards include Best cooperation vendor (2006) from Hyundai and Most improved supplier award. The companys exports cover over 15 countries across Australia, Asia, Europe, Africa and America. SCL is the only Indian company to provide full service support to Indian commercial vehicle manufacturers for airbrake systems. The Company has a strong track record of earnings, industrial relations and quality systems. The company has an excellent infrastructure with about 2000 employees and is divided into various departments like Marketing, Business Planning, TQM, GDC/PDC, Metal management, Online PE, Operations, Purchase, Quality Assurance, Production Engineering, Die Design, Finance, Information systems, and Personnel. The major customers are Volvo, TATA Holset, Ford, Hyundai.

The range of products include Aluminum Castings for Intake manifold, Transmission case and Clutch housing, Brackets for Cars and High commercial vehicles; Crank case, Cylinder head, Cylinder barrel and Wheel hub castings for powered two wheelers; Flywheel housings, Gear housings, Clutch housings, Brackets, Turbocharger compressor covers, Fuel system components for Commercial vehicle engines. The manufacturing setup works in cellular system where machines required to produce one or more products and are arranged in a way as to reduce the leadtime of the product, allowing for a better utilization of man, machine & material and hence higher productivity.

MISSION AND VISION STATEMENTS

MISSION STATEMENTS We will be the preferred provider of complete solutions to our customers of light alloy

machined castings.

We will be among the top 5 suppliers of machined light alloy castings in the world. We

will achieve this position through excellence in NPD and manufacturing; process versatility and cost leadership.

We will be a profitable, socially responsible and environmentfriendly organization.

VISION STATEMENTS To be the first choice.

OBJECTIVES OF THE STUDY PRIMARY OBJECTIVE:

To do competency mapping for the Quality Assurance department.

SECONDARY OBJECTIVES:
QAD. To identify the core competencies and supporting competencies for the employee in

To define various levels for each competency that is identified.

To direct the training mechanism within the organization so that the training program will

better suited to meet the employees and organizational needs. them.

To enable the employee to assess their inherent strengths and weaknesses and strengthen

To make employee effective in his job.

CURRENT SCENARIO
The employees of the Quality Assurance department of SCL are given function specific training. The process of function specific training is: 1. The need of the function specific training has to be identified. 2. The training material and the training plan have to be prepared. 3. According to the functions, people of various departments who require training have to be identified. 4. The training has to be conducted. 5. Their performance has to be evaluated by checking their performance in the training program. 6. Accordingly either they have to be retrained or certified.

Advantages: It will be easy to identify employee who require training. It is very specific. It gives a clear understanding of the functions for the employee. It makes employee efficient in the areas where they are lagging.

1. Understand the mission and vision of the organization. Sundaram Clayton Limited vision is to be first in choice for any customer. It mainly concentrates on the customer satisfaction, continual improvement and quality. It believes customer satisfaction can be achieved by providing goods at right price, at right time at right quality. It is also trying to be one among the top 5 suppliers of the machined light alloy castings in the world and it believes that this position can be achieved through excellence in NPD and manufacturing; process versatility and cost leadership. It is also a profitable, socially responsible and environmentfriendly organization.

2. Understand the process flow. The raw material is either sent to suppliers are to the in house for processing. The supplier supplies either casts by doing casting with the raw material given by the company, or child parts or machined parts by machining to the casts sent from the company. The casting and machining is not always done by the same supplier. Sometimes they vary. The in house process: The raw material is sent to the foundry for melting and then the chemical composition of the material is checked. Then it is made in to casts by doing either pressure die casting or gravity die casting. If it is GDC, heat treatment is done and then fettling is done to the casts, if not directly after PDC, fettling process is done. Then the quality of the casts is checked, i.e., dimensions of the casts are checked whether they are according to the customer drawings or not.
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Then the casts are either sent to supplier or in house for machining. If it is supplier, machining is done and the finished goods are sent to the in house. The child parts supplied by the supplier are sent to the machine shop where they are used for assembling. Before assembling them, there quality is checked and then they are used. If the casts are sent to the in house, machining is done to the casts and the quality of the finished goods is checked. Finally the goods are packed and again few goods are selected randomly and are checked for quality and then dispatched to the customer. At every stage of quality check, if the quality of the goods is not up to the standard, it is rejected and the goods are sent back to the previous step either for re work or for to the melting department. 3. Understand the functions of the department Customer complaint handling: It is the process of handling the complaints of the customer by using various methods, QC tools.

Product conformance: It is the process of maintain the quality of the product by various inspections and audits.

Process conformance: It is the process of maintain the quality of process by various inspections and audits,

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Quality planning during new product development: It is the process of planning for the maintenance of the quality of the new product requested by the customer.

IMTE (Inspection, measurement and testing equipment) management: This involves the calibration of measuring tools and equipment, its storage and maintenance

Proactive process quality improvements including failsafcs : It the process of taking proactive actions in order to avoid problems in the product, process, service and also to improve them.

Measurement system analysis: This involves R&R operation i.e., repeatability and reproducibility. Repeatability involves the testing of measuring instruments and tools for the accuracy of results by measuring the same product may times with them. Similarly reproducibility involves testing of the inspectors for the accuracy of their results by making them to test the same product many times.

4. Identification of the employee in the department and also understand their roles, responsibilities, the tools, instruments, they handle. The employees of the quality assurance department are : Senior Manager (Foundry)

Managers (Machine Shop)

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Customer quality engineers

Conformance engineers

New product development engineers

Supplier quality engineer

Engineers (QA Services)

Operators, trainees

Planner

The employee are interviewed and observed to understand their work, roles, responsibilities, tools and instruments they use. Now either prepare the job descriptions or collect the job descriptions of the employee from the department for better analysis about them. 5. Defining the competencies and identifying the activities of the employee involved in each competency Quality Maintenance: It is the control on quality in products, process and services to assure customers that the quality of the goods and services will remain at the industry's or manufacturer's and customer standard for quality throughout all areas of production. This includes: Ensuring conformance of product to the specifications and standards through periodic

inspections, audits of products and processes.

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Maintenance of quality management system in conformance with the technical as specified by the quality system documents in the company.

specifications

Customer Focus: It is a series of activities designed to enhance the level of customer satisfaction that is, the feeling that a product or service has met the customer expectations and the responds to the inquiries or complaints from him to that organization. This includes: Customer complaint handling Communication with the customers regarding specifications and standards in process,

product and also regarding quality maintenance during new product development. Interaction with the customers regarding the work status and get the feedback. Customer end representation. Coordination with customer during customer audits. Directing the staff in maintenance of the customer standards and specifications in

products, process, records and documents. Building and maintaining effective relationships with customers, and gaining their trust

and respect.

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Continual Improvement: It is an ongoing effort to improve products, services or processes and decisions about the implementation of the delivery process and the design of the delivery process itself. This includes: Changes/ modifications in products, process, service. Design new gauges and usage of new instruments that can accurately measure the dimensions.

Interaction with the customers regarding the work status and get the feedback and do necessary changes/ modifications in customer drawings, product or process.

Regular audits and inspections for maintaining product and process quality. Participation in new product development activities. Generation of new ideas for quality maintenance. Maintenance of quality management system and customer standards to improve the

quality in product, process, service by inspections, audits. Provide opportunities for others to learn technical skills and concepts. Taking proactive actions in order to avoid problems in the product, process, service and

also to improve them.

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Manufacturing Knowledge: It is the knowledge of understanding, planning and controlling the process, product and their specifications and standards. This includes: Product knowledge Process knowledge Knowledge on 4M conditions

Communication: It is the art and technique of using words, thoughts, messages, or information, as by speech, signals, writing, or behavior effectively to impart information or ideas. This includes: Interaction with customers regarding the standards of products, process, process flow,

new product development, complaints, documents and reports. Deal with employee regarding job assignment, training, problems and their solutions,

information sharing.

issues. both.

Communication about quality maintenance during new product development.

Discussion regarding changes and developments in the department, process and any other

Communication of work status to the customers and superiors either by oral or written or

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Leadership: It is the process through which an individual tries to influence another individual or a group of individuals to accomplish a goal. This includes: Help others to work together, to cooperate and collaborate by developing shared goals

and building trust Help to make others stronger by encouraging, training, motivating and supervising them

to develop their skills and talents. ability. Allocation of work to the subordinates Problem solving Inspecting, auditing and controlling the work., people Emotional stability, selfconfidence, and creativity Recognize of each individual's contributions to the success of a project. Intellectual abilities like judgmental ability, knowledge, and verbal communication

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Problem solving: It is the process involved in finding a solution to a problem and an art to understand the kind of question that is posed and the kind of answer that is demanded. This includes: Identification and rectification of problems in machines, tools, process, product, reports, documents and also the problems among the employee.

Exhibit foresight to identify and defuse conflicts before they occur

Team Management: It is the process of controlling, managing and performing with a group of people towards a common goal. This is required during: issues. Handling customer complaints

Quality maintenance during new product development

Solving internal and external problems

Planning, organizing and controlling the quality of product and process

Implementation of Quality system

Discussion regarding changes and developments in the department, process and any other

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Maintenance of system requirements: It is maintained by implementing TS16949. This Technical Specification is in conjunction with ISO 9001:2000, defines the quality management system requirements for the design and development, production and, when relevant, installation and service of automotiverelated products. This includes: Customer complaint handling

Nonconformance material handling

Identification & traceability

Document control

Record control

7. Map the competencies with the functions of the department and identify the core and supporting competencies. 1. This is done by identifying the competencies of each person by understanding their each responsibility in the job description. 2. Then the number of people involved in doing each function is identified. 3. Then the total number of times each competency is required by the total number of people for doing each function is identified. This is done by using frequency distribution method.

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4. Then the competency that focuses on the mission and vision of the organization and that has highest weight age is identified as the core competency and the rest are supporting competencies.

The core competencies are: 1. Quality Maintenance 2. Manufacturing Knowledge 3. Continual Improvement 4. Customer Focus

The supporting competencies are: 1. Maintenance of system 2. Communication 3. Problem Solving 4. Team Management 5. Leadership

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8. Define a competency model as per the management requirement A competency model is a model that shows the list of competencies required by the employee to gain expertise in their field. Usually the number of competencies will be 5 9. Competency models can include behavioral competencies or technical competencies or both. 9. Define the levels of competencies This is done in the following way: 1. Identify in what way the competency levels are to be defined. Ex. operators, engineers, managers, executives or as beginner, doer, expert, master 2. Identify the number of levels to be defined i.e., 3 or 4 or 5 3. Define each competency level based on the roles and responsibilities of the employee and the particular level of competency.

COMPETENCY LEVELS
Competencies are categorized into 4 levels:Beginner person who joins the company and under goes training and understands the roles and responsibilities.

Doer person who implements the instructions given by the superiors.

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Expert person who understands the current scenario very well and give suggestions for improvement.

Master person who understands the current scenario very well and improves the quality of performance of others through training.

CORE COMPETENCIES
A core competency is a specific factor that a business sees as being central to the way it, or its employees, works. It fulfills three key criteria: It provides consumer benefits It is not easy for competitors to imitate It can be leveraged widely to many products and markets.

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Core competencies are particular strengths relative to other organizations in the industry which provide the fundamental basis for the provision of added value. The core competencies required by the QAD employee are: C1.Quality Maintenance: It is the control on quality in products, process and services to assure customers that the quality of the goods and services will remain at the industry's or manufacturer's and customer standard for quality throughout all areas of production. L1: Able to read drawings, understand and examine the specifications of the products, process, different failure modes and defects, usage of gauges and various testing instruments, restore them in case of any deviation and update the reports. L2: Able to inspect and maintain the process and product quality, take corrective actions in case of any deviations/ defects found and maintain documents and records. L3: Able to audit the process and product, suggest changes in their parameters if required, design gauges, maintain QMS standards and bring improvements. L4: Able to train others on Quality system, new techniques, methods, gauges, instruments for quality maintenance and implement changes in it to attain effectiveness. C2.Manufacturing Knowledge: It is the knowledge of understanding, planning and controlling the process, product and their specifications and standards. L1: Able to understand and maintain operation standards, operation instructions, process standards and process instructions.

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L2: Able to have knowledge on various inspections, audits, documents and quality standards & specifications. L3: Able to have knowledge on various planning and controlling activities for quality maintenance. L4: Able to train others on various quality maintenance techniques, tools and ensure zero defects to maintain quality effectively. C3.Continual Improvement: It is an ongoing effort to improve products, services or processes and decisions about the implementation of the delivery process and the design of the delivery process itself. L1: Able to use measurement tools & instruments effectively, update and maintain records and ensure smooth and continuous flow of process. L2: Able to interact with customers regularly about the work status, get the feedback, do necessary changes/ modifications in the drawings, process, product, give suggestions, design gauges, maintain documents, PPAP. L3: Able to maintain & improve the product, process quality through audits, inspections and also generate new ideas for quality improvement. L4: Able to train and lead team about latest technologies, breakthrough & cost effective improvements in the process, instruments, gauges for quality maintenance.

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C4.Customer Focus: It is a series of activities designed to enhance the level of customer satisfaction that is, the feeling that a product or service has met the customer expectations and the responds to the inquiries or complaints from him to that organization. L1:Able to interact with the customers, give prompt reply, communicate to the concerned if there is any problem, and update the reports. L2: Able to inspect the process and product quality and communicate to the customers and superiors regularly about the work status through reports. L3:Able to do root cause analysis regarding customer complaints and suggest corrective actions, coordinate with him during audit, check the feasibility of the maintenance of the quality of new product requested by him and give suggestions if required. L4: Able to take decisions regarding the implementation of corrective actions for customer complaints and his requests in order to achieve customer satisfaction.

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SUPPORTING COMPETENCIES
Apart from the core competencies, supporting competencies are also the competencies that are required by the employees to do their work effectively. Maintenance of system: It is maintained by implementing TS16949. This Technical Specification is in conjunction with ISO 9001:2000, defines the quality management system requirements for the customer satisfaction, continual improvement, prevention of

nonconformity, design and development, production and, when relevant, installation and service of automotiverelated products. L1: Able to understand the companys quality policy, objectives and quality management system requirements. L2: Able to ensure that the documents, records, process/ activities for quality maintenance are monitored, measured and analyzed periodically and also ensure nonconformance materials are handled properly. L3: Able to take actions to obtain expected results of processes, continual improvement of these processes through audits, inspections and also able to take corrective actions for customer complaints. L4: Able to train people on Quality management system as well as set targets in implementing it to attain better quality and improvements.

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Communication: It is the art and technique of using words, thoughts, messages, or

information, as by speech, signals, writing, or behavior effectively to impart information or ideas. L1: Able to read, understand and maintain reports, listen effectively and understand what others say, make clear, convincing presentations to achieve their purpose. L2: Able to communicate about work status, problems, suggestions to the concerned either in oral, written or both, also prepare, maintain records & documents. L3: Able to coordinate with individuals and teams effectively during meets, discussions, audits and give suggestions, opinions and solutions if required. L4: Able to convince, encourage, motivate people to share their views and thoughts, also identify the gap between the people and resolve the misunderstandings if any in a positive way.

Problem solving: It is the process involved in finding a solution to a problem and an art to
understand the kind of question that is posed and the kind of answer that is demanded. L1: Able to identify, understand and analyze minor issues/ defects happening in the line, gauges, instruments, work area and solve them L2: Able to do root cause analysis for chronic issues/ problems with the help of relevant tools & techniques and provide solutions. L3: Able to suggest alternate solutions and also select best solution among various alternatives to provide best solution.
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Leadership: It is the process through which an individual tries to influence another individual
or a group of individuals to accomplish a goal. L1: Able to address organizational goals, priorities to the people and inspect their work in order to increase their commitment and deliver good results. L2: Able to estimate and allocate work to the subordinates by assessing their potential and roles and also identify, analyze, solve problems if any faced by them. L3: Able to set targets and demand work and also should have high emotional stability, morals, foresight for planning, decision making and problem solving. L4: Able to identify the contribution of individuals for the success of projects, appreciate them and also influence the people by guiding, motivating them through effective communication. Team Management: It is the process of controlling, managing and performing with a group of people towards a common goal. L1: Able to work in teams i.e., listen effectively, understand the discussions and implement the goals accurately. L2: Able to organize teams for problem solving, planning, organizing, controlling various quality maintenance techniques, tools, standards and give suggestions, opinions. L3: Able to set targets/ goals for the teams and inspect the groups work to deliver good results. L4: Able to control and also motivate the team members to share their views, thoughts and also able to identify the gap between them and resolve the misunderstandings/ conflicts in a positive way.
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ABOUT THE STUDY

3.1 What is competency? 3.2 What is competency mapping? 3.3 What is competency model? 3.4 Advantages of competency mapping 3.5 Competency mapping process 3.6 Methods of competency mapping

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WHAT IS COMPETENCY?
Competencies are identified behaviors, knowledge and skills that directly and positively impact the success of employees and the organization. Competencies can be objectively measured, enhanced and improved through coaching and learning opportunities. Competencies emphasize the attributes and activities that are required for an organization to be successful. There are two types of competencies. They are Behavioral and technical competencies. Depending on the purpose of the competency model, one or a combination of these competency types may be used. Behavioral competencies are a set of behaviors, described in observable and measurable terms that make employees particularly effective in their work when applied in appropriate situations. Behavioral competency model may be designed to describe common or core behaviors that are applicable to employees throughout an agency or may be more narrowly defined to reflect behaviors unique to an organizational family or career group. Technical competencies are underlying knowledge and skills described in observable and measurable terms that are necessary in order for employees to perform a particular type or level of work activity. Technical competencies typically reflect a careerlong experience in an agency.

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WHAT IS COMPETENCY MAPPING?

Competency mapping is a process of identifying key competencies for a particular position in an organization, and then using it for jobevaluation, recruitment, training and development, performance management, succession planning. Competency mapping plays a vital role in selecting, recruiting and retaining the right person to the right job. When the competency required for a particular position is mapped, an accurate job profile is created. With the job profile well defined, the entire recruitment process becomes easier. The candidate who applies for the position is aware of what the position demands. The interviewers who interview the candidate are sure of what to look foe in him. This increases the chances the chances of retention as the new employee and the company know what to expect from each other. Once the employee has entered the organization, it is natural for the employee to want to ascend the corporate ladder. As the skills and qualities for each position in the hierarchy is clearly defined, employee who seek growth are aware of what is expected of them. This enables to align his effort in the direction of the companys requirement. It also brings a degree of transparency to whole process and motivates the employee. Apart from recruiting and promotion, competency mapping is a great development tool for the employee. It assesses the inherent strengths and weakness of the individual and helps him develop himself. It also gives the direction to the training machinery with the organization as the training programs will be better suited to meet the employees needs.

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WHAT IS A COMPETENCY MODEL?

A competency model is a list of competencies that apply to a particular type of work. Competency model can include behavioral competencies or technical competencies or both.

WHAT IS THE USE OF COMPETENCY MODEL?

Competency model can serve as a way to integrate human resource practices under the compensation management system. Agencies that elect to use competency models need to consider exactly how they will be used to support the agencys mission and desired strategic outcomes and determine the extent to which competency models will impact and affect the agencys human resources into practices. The roots of competency modeling date as far back as the early 1900sbut 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, 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 andadditional

competencies added cumulatively for each higher job level within the job family Skills + Knowledge + Ability = Competency = Observable Behavior = Effective Outcomes [Performance on Job] = Strategic Success Modeling A Competency Model

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LITERATURE REVIEW
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 where in 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. 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,

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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 anew 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 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

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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, 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 Gilberts definition of competence is the state of being competent refers to having the ability to consistently produce the results (the worthy outcomes of behavior ) that are required for the most efficient and effective achievement of the larger organizational goals.

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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, InternalCustomers, Subordinates of the role holders and Other role setmembers 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 individuals competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individuals current career plan.

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Competency Mapping . Competency mapping is a process an 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 individuals 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 success) 2. Job Family or Business Unit Competency Sets 3. Position- Specific Competency Sets 4. Competency Sets Defined Relative to the Level of EmployeeContribution Contributor, Manager, etc.) (i.e. Individual required for organization

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FIVE TYPES OF COMPETENCY CHARACTERISTIC MOTIVESThe thing a person consistently thinks about or wants

thatcause 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 dont 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. 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.

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SELF-CONCEPT- A persons attitude, values or self image. E.g: Self confidence (a persons belief that he or she can be effective in almost any situation)Peoples 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 other sat the motive level often attain management position but then fail.

KNOWLEDGE- Information a person has in specific content area.

E.g.: A surgeons 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 then important knowing

isthe ability to find the information. Memory of specific facts is lessimportant

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 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 abilityto stand up in a conflict situation and argue persuasively. Finallyknowledge at best predicts what someone can do, not what he or she will do.

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SKILL-

The ability to perform a certain physical or mental task.

E.g. A dentists physical skill to fill a tooth without damaging the nerves, a computer programmers 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

complexdata)Surface knowledge and skills competencies are relatively easy todevelop, training i s the cost effective way to secure the employeeabilities. Core motive and trait competencies are most difficult to assess and develop; it is most cost effective to select these characteristics.

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ADVANTAGES OF COMPETENCY MAPPING

VALUE ADDITION FOR EMPLOYEES:
It brings a degree of transparency to whole process and motivates the employee. It enables to align the employee effort in the direction of the companys requirement. It assess their current capabilities and determine behavior they need to develop to become

effective. It asses the inherent strength and weakness of an individual and strengthen it.

VALUE ADDITION FOR ORGANISATION:

It helps in selecting right people for the right job. It helps in dropping of unnecessary developing and training activities. It integrates employee needs with organization needs. It helps in enhancing organizations performance & competitive position.

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COMPETENCY MAPPING PROCESS:First stage of mapping requires understanding the vision and mission of the organization. Second stage requires understanding from the superior performers The need and functions of the department

The behavioral as well as the functional aspects required by the employee in order to perform job effectively i.e., their roles and responsibilities, material, equipment, tools handled, number of subordinates etc.

Tool for the first and second stage: Interview of employee and through observation.

Third stage involves thorough study of data collected in 1st and 2nd steps and preparation of job descriptions based on that. Fourth stage involves segregation of employee according to the functions of the department. Fifth stage involves identification of the competencies required by the employee in the department to which competency model has to be developed by through studying of the data collected. Sixth stage involves define the competencies required for doing each responsibility in the job description of the people for doing every function. Seventh stage involves the identification of the core competencies and supporting competencies by mapping the competencies with the functions of the department. The core competencies are the competencies that focus on the mission and vision of the organization and that are having maximum weight age. The rest are supporting competencies.
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Eighth stage involves the development of competency model according to the requirement of the management. Ninth stage involves defining of competencies in to various levels based on the activities of the employee. Tenth stage involves the assessment and training need identification of the employee. This is the implementation phase.

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METHODS OF COMPETENCY MAPPING

Assessment Center Critical Incidents Technique Interview Techniques Questionnaires Psychometric Test

A. ASSESSMENT CENTER
Assessment centre is a mechanism to identify the potential for growth. It is a procedure (not location) that uses a variety of techniques to evaluate employees for manpower purpose and decisions. Since it is with reference to a job, elements related to the job are simulated through a variety of tests. The assessors observe the behaviour and make independent evaluation of what they have observed, which results in identifying strengths and weaknesses of the attributes being studied. Assessment center comprises a number of exercises or simulation which has been designed to replicate the task and demands of the jobs and to assess the strength and weakness & potential of the employees.

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1.

Group Discussion: In this candidates are brought together as a committee or Project

team with one or a number of items to make a recommendation on. Candidates may be assigned a specific role to play in the group or it may be structured in such a way that all the candidates have the same basic information. Group discussions allow them to exchange information and ideas and give them the experience of working in a team. In the work place, discussions enable management to draw on the ideas and expertise of staff, and to acknowledge the staff as valued members of a team.

2.

In Tray: This type of exercise are normally undertaken by the candidates individually.

The materials comprise of a bundle of correspondence and the candidate is placed in the role of somebody, generally, which assumed a new position or replaced their predecessor at short notice and has been asked to deal with their accumulated correspondence

3.

Interview Simulation / Role Plays: In these exercise candidates meet individually

with a role player or resource person. Their brief is either to gather information to form a view and make a decision, or alternatively to engage in a discussion with the resource person to come to a resolution on an aspect or issue of dispute. Typically our HR team allow the candidate a 1530 minutes time to prepare for such a meeting and will be given a short, general brief on the conduct of the meeting itself, consideration are also be given to preparatory notes.

4.

Case Studies / Analysis Exercises: In this type of exercise the candidate is

presented with the task of making about a decision about a particular business case. They are provided with a large amount of factual information which is generally ambiguous and , in some cases contradictory. Candidates generally work independently on such an exercise and their
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recommendation or decision is usually to be communicated in the form of brief written report and / or a presentation made to our assessors.

B. CRITICAL INCIDENTS TECHNIQUE

It is difficult to define critical incident except to say that it can contribute to growth and decay of a system. Perhaps one way to understand the concept would be to examine what is does. Despite numerous variations in procedures for gathering and analysing critical incidents, researchers and practitioners agree that critical incidents techniques can be described as a set of procedures for systematically identifying the behaviour that contribute success or failure of individual or organization in specific situation. First of all, a list of good and bad on the job behaviour is prepared for each job. A few judges are asked to rate how good and how bad is good and bad behaviour, respectively. Based on these rating a checklist of good and bad behaviour is prepared. The objective of immediately recording the critical incidents is to

improve the supervisors ability as an observer and also to reduce the common tendency to rely on recall and hence attendant distortions in the incidents. Thus a balance sheet for each employee is generated which can be used at the end of the year to see how well the employee has performed. Besides being objective a definite objective of this technique is that it identifies areas where counselling may be useful.

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C. INTERVIEW TECHNIQUES
This technique uses interview in some shape or form as a part of competency mapping. The interview consists of interaction between interviewer and applicant. This is handled carefully to make it a powerful technique in achieving accurate information and getting access to material otherwise unavailable. Biasness and restriction or distortion of flow of information avoided to our best while interviewing. Followings steps are to be taken during and after the interview: a) Before the actual interview begins, the critical areas in which the questions will be asked first identified for judging ability and skills. It is advisable to write down these critical areas, define them with examples and form a scale to rate the responses. If there is more than one interviewer, some practice and mock interviews will help calibrate variation in individuals interviewers rating. b) The second step taken is to scrutinize the information provided to identify skills, incidents and experiences in the career of the candidate, which may answer questions raised around the critical areas. This procedure will make interview less removed from reality and the applicant will be more comfortable because the discussion will focus on his experiences. c) An interview is a facetoface situation. The applicant is on guard and careful to present the best face possible. At the same time he is tense, nervous and possibly frightened. Therefore during the interview tact and sensitivity can be very useful. The interviewer can get a better response if he creates a sense of ease and informality and hence uncover clues to interviewees motivation, attitudes, feeling, temperament, etc., which are otherwise difficult to comprehend.

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d) The fundamental step taken is establishing rapport, putting the interviewee at ease conveying the impression that the interview is the conversation between two friends, and not a confrontation between employer and employee. One way to achieve this is by initially asking questions not directly related to job, that is, chatting casually about the weather, journey and so on. e) Once the interviewee is put at ease the interviewer starts asking questions or seeking information related to job. Here again it is extremely important to lead up to complex questions gradually. f) Showing surprise or disapproval of speech, clothes or answer to question can also inhibit the candidate. The interviewee is oversensitive to such reactions. Hence, an effort to try and understand interview point of view and orientation can go a long way in getting to know the applicant. g) Leading questions should be avoided they give the impression that the interviewer is seeking certain kinds of answers. This may create a conflict in the interviewee, if he has strong view on the subject. h) The interviewers are prepared with precise questions, and not take too much time in framing them.

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D. QUESTIONNAIRES
Questionnaires are written list of questions that users fill out questionnaires and return. We begin by formulating questions about our services based on the type of information we want to know. The questionnaire should provide more information on how we design questions. The techniques are used at various stages of development, depending on the questions that are asked in the questionnaires.

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BENEFITS OF USING COMPETENCY MAPPING FOR THE COMPANY

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.

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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 tohave specialized skills and have a continuous upgradation 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 candidates capability, of the difference between the two, and the development and training needs to bridge the gaps.

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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

Sundaram

Clayton

limited development

is in

more an

participative, effective & identifies training need for individual organization.

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SCOPE OF THE 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. 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 employees capability to succeed in next/ higher levels of responsibility within a time frame, based on the performance rating.

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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

itwill support successful performance of the employees within theorganization. This is a competency era. It is beyond doubt that it isbeneficial and cost effective, to have competent people to occupyhigherlevel 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 centres. 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. Normally, the purpose of analyzing

training needs is to uncover the gap that exists between the present competence of the enterprise and thecompetency needed to reach the strategic goals in the future. Adetermining factor for what problems may arise is the choice of level of precision or how complex a concept of competency one uses.

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RESEARCH METHODOLOGY

4.1 RESEARCH DESIGN 4.2 DESCRIPTIVE RESEARCH 4.3 DATA COLLECTION METHOD 4.4 TYPE OF DATA 4.5 STATISTICAL TOOL

54

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. Thus it is the various steps that are generally adopted by a researcher in studying his research problem with the logic behind them. It has many dimensions and methods which constitute a part of the research and widens the scope of the research.

4.1 RESEARCH DESIGN

According to Green & Toll a research design is the specification of methods and procedures for acquiring the information needs. It is the overall operational pattern of frame work of the project the t stipulated what information is to be collected from which sources by what procedures. It is evident that, research design is more or less a blue print of research. Thus, it lays down the method and procedures for the collection of required information and its measurement and analysis with a view of assuring a certain meaningful conclusion at the end of the proposed study. The research design is a plan of action that guides the entire research. There are four type of research design available. They are: Exploratory research design. Descriptive research design. Diagnostic research design.

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Experimental research design.

4.2 DESCRIPTIVE RESEARCH:

Descriptive studies are undertaken in many circumstances. When the researcher is interested in knowing the characteristics of certain groups such as age, occupation, experience etc., a descriptive study is necessary. Descriptive studies as well structured. In this project, descriptive research is used to collect information about the company, the department to which competency mapping is done, about the employees and their job, roles, responsibilities, work etc

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DATA COLLECTION METHOD:

Data collection is a term used to describe a process of preparing and collecting data for example as part of a process improvement or similar project. The purpose of data collection is to obtain information to keep on record, to make decisions about important issues, to pass information on to others. Primarily, data is collected to provide information regarding a specific topic. The data and information is collected through following methods:-

TYPE OF DATA:
Primary data: Primary data consist of original information collected for specific purpose. The
primary data for this study was collected through a face to face interview with the respondents about their roles, responsibilities, knowledge, skills they require and the tools, instruments they handle. Methods for collecting primary data: Interview Observation Survey

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Interview: It is a formal interaction and communication in order to know about skills, knowledge, behaviors, organization culture, and Job analysisa. Telephone b. Personal Personal interview: The relevant details were collected throughpersonal 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 formcontaining a set of questions, especially one addressed to astatistically 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:
Secondary data consist of information that already exists somewhere, which has been collected for specific purpose in this study. The secondary data for this study is collected from various books, websites and job descriptions of the employee given by the company. Data is collected by face to face interview with the employee about their job, roles , responsibilities, tools, instruments, relationships, knowledge, skills, superiors, subordinates, 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

withthe help of reference books on organizational behavior, Human Resource management. Internet: The advance details, current trends are collected byreferring various websites.

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SAMPLING:
Sampling refers to the selection of some parts of an aggregate ortotality on the basis of which a judgment or inference about aggregate or totality is made. There are different types of samples based on two

factors viz; the representation basis and the element selectiontechnique. On the basis of represent ation, the samples are furtherclassified as probability and non probability samples. Probabilitysampling is also known as Random sampling. Under this samplin g design every item of the population in totality has an equal chance of inclusion in the sample.

SAMPLE SIZE:- 150 EMPLOYEES

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.

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DATA INTERPRETATION QUESTIONS

1. Do you know the concept of competency mapping practiced in your organization?

No. of employees
140 120 100 80 60 40 20 20 0 YES NO NO. OF EMPLOYEES 130

Inferences:
From the above table and chart we can say that 80% of the respondents are aware about the concept of competency mapping and only 20% are not aware of it.

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2. Do you finish every work assigned to you within the time limit?
ANSWER NO.OF EMPLOYEES YES 140 NO 10

NO. OF EMPLOYEE
160 140 140 120 100 80 60 40 20 20 0 YES NO NO. OF EMPLOYEE

Inferences:
From the above table and chart we can say that 90% of respondents always finish every work assigned to them within the time limit, while 10% are sometimes not able to complete their work in time.

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3. Do you require the guidance from your superior?

ANSWER NO. OF EMPLOYEES

YES 145

NO 05

NO. OF EMPLOYEE
160 140 120 100 80 60 40 20 0 YES NO 5 NO. OF EMPLOYEE 145

Inferences:
From the above table and chart it is clear that 95% of respondents sometimes need guidance from their superiors while 5%never need any guidance from their superior.

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4. Do you feel that full training is provided to you to perform your work?
ANSWER NO. OF EMPLOYEE YES 140 NO 10

No. Of Employee
160 140 140 120 100 80 60 40 20 0 YES NO 10 No. Of Employee

Inferences:
From the above table and chart its clear that 90% of respondents feel they need training to perform their work, 10% do not need training to perform their work.

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

ANSWER NO. OF EMPLOYEES YES 130 NO 20

No.Of Employee
140 120 100 80 60 40 20 20 0 YES NO No.Of Employee 130

Inferences:
From above chart and table we can say that 80% of respondents admit that competency mapping helps them to do manpower planning and rest others disagree.

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6. Does the existing environment in organization helps in competency mapping & development?
ANSWER NO. OF EMPLOYEES YES 120 NO 30

No.of Employee
140 120 120 100 80 60 40 20 0 YES NO 30 No.of Employee

Inferences:
From above we can say that 70% of respondents admit that an environment in organization helps in competency mapping & development process and only 30% disagreed.

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7. Does competency mapping helps you in identifying gaps?

ANSWER NO. OF EMPLOYEES

YES 90

NO 60

No. Of Employee
100 90 80 70 60 50 40 30 20 10 0 YES NO No. Of Employee 60 90

Inferences:
From the above table and chart we can say that 60% of respondents admit that competency mapping helps them in identifying gaps and only 40% think that it doesnt put any effect on it.

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8. Do you think training programs suggested after competency mapping process are relevant & useful to you?
ANSWER NO. OF EMPLOYEES YES 120 NO 30

No. Of Employee
140 120 120 100 80 60 40 20 0 YES NO 30 No. Of Employee

Inferences:
From above we can say that 70% of respondents admit that training programs suggested after competency mapping are relevant & useful and only 30 % dont think so.

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9. Is competency mapping helpful in your career development & company growth?

ANSWER NO. OF EMPLOYEES YES 120 NO 30

No. Of Employee
140 120 120 100 80 60 40 20 0 YES NO 30 No. Of Employee

Inferences:
From above we can say that 70% of respondents admit that competency mapping helps in career development & company growth and only 30 % didnt answered

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10. Does competency mapping is practiced regularly in your company?

ANSWER NO. OF EMPLOYEES YES 80 NO 70

No.Of EMPLOYEE
82 80 80 78 76 74 72 70 70 68 66 64 YES NO No.Of EMPLOYEE

Inferences:
From above we can say that only 55% of respondents admit that competency mapping is done regularly where as 45% disagreed.

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11. Does competency mapping process motivate you to identify self gaps & overcome them?
ANSWER NO. OF EMPLOYEES YES 140 NO 10

No. Of Employee
160 140 140 120 100 80 60 40 20 0 YES NO 10 No. Of Employee

Inferences:
From above we can say that 95% of respondents admit that 360 degree feedback method motivate them to identify self gaps & overcome them.

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12. Are you now (after competency mapping) aware of what is expected from you?
ANSWER NO. OF EMPLOYEES YES 110 NO 40

No. Of Employee
120 100 80 60 40 40 20 0 YES NO 110

No. Of Employee

Inferences:
From above we can say that 70 % of respondents admit that competency mapping process helps them in role clarification, while 30 % disagreed.

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FINDING
The core competencies required for the employee of the QAD are quality maintenance,

manufacturing knowledge, continual improvement and customer focus.

The supporting competencies required for the employee of the QAD are maintenance of

system requirements, communication, and problem solving, leadership and team management. The competency levels are 4 and they are L1 beginner, L2 Doer, L3 Expert, L4

Master.

For each competency, the four levels are defined according to the functions of the QAD.

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LIMITATIONS OF THE STUDY

The study is having limited results because it is associated with only one company. The sample size taken for the study is restricted to only 150 employees. Thus the study is not fully verified and authenticated.

Information

and responses given by

the respondents

may

be biased

due

to

several reasons. Employees were busy in their work and thus did not spare much time to respond openly to the questions asked. Limited time span for carrying out study also restricted the research work.

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SUGGESTIONS
The roles and responsibilities of the employees must be communicated clearly on time well in advance.

There should be a blue print of job descriptions of the entire employees to make them understand their duties clearly.

Proper training and development programs should be organized for the employees.

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CONCLUSION
The success of any company lies mainly in the hands of the employee. They are like the back bone to any company / industry. Though the company is very sound, has good infrastructure, excellent rules and regulations, and if the employee are not satisfied or not aware of the organizational needs and goals, it will be very difficult for any industry to be successful. There will be a huge gap between the both. Competency mapping integrates the organizational needs with the employee needs and creates a transparency among them. It helps the employee to identify their inherent strengths and weaknesses and helps them to be expertise in their fields. This project of Competency mapping for the Quality Assurance department may help the employee to understand the process and requirements of the organization, department more effectively and direct the training mechanism in the organisation, so that the training program that is being followed will better suited to meet the employees and organisational needs.

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BIBLOGRAPHY
1. C. R. Kothari. Research Methodology (Second Edition) 1988 Published by Wishwa Prakashan, Page No, 310 311,403. 2. Gupta. Practical Statistics (First Edition) 1992 Published by Himalaya Publications, Page No, 954998. 3. Donald R Cooper & Pamela S Schindler. Business research methods (Ninth edition)2006 Published by Tata McGrawHill publishing company limited, Page No,671,672. 4. Dessler Gray. Human Resource Management, PrenticeHall of India Pvt Limited, Tenth edition (2005), pp. 159163.

5. Pattanayak Biswajeet. Human Resource Management, PrenticeHall of India Pvt Limited, Third edition (2005), pp. 5466. Ganesh Shermon ,Competency based HRM, ,1st edition.2004 6. Seema Sangvi ,A Hand book of Competency Mapping ,.2004

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WEB SITES
o www. Scribd.com o www.slideshare.com o www.answers.com o www.careervarsity.com o www.citehr.com o www.altavista.com

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ANNEXURE

QUESTIONNAIRE ON COMPETENCY MAPPING DISCLAMER:

Dear participants, I have undertaken a project report which is a part of my course .i.e. MBA . I assure you that the data will keep confidential and will be used for research purpose only.

Q1. Do you know the concept of competency mapping practiced in your organization? a. Yes [ ] b. No [ ]

Q2. Do you finish every work assigned to you within the time limit ? a. Yes [ ] b. No [ ]

Q3. Do you require the guidance from your superior? a. Yes [ ] b. No [ ]

Q4. Do you feel that full training is provided to you to perform your work? a. Yes [ ] b. No [ ]

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Q5. Does competency mapping helps you to do manpower planning? a. Yes [ ] b. No [ ]

Q6. Does the existing environment in organization helps in competency mapping & development? a. Yes [ ] b. No [ ]

Q7. Does competency mapping helps you in identifying gaps? a. Yes [ ] b. No [ ]

Q8. Do you think training programs suggested after competency mapping process are relevant & useful to you? a. Yes [ ] b. No [ ]

Q9. Is competency mapping helpful in your career development & company growth? a. Yes [ ] b. No [ ]

Q10. Does competency mapping is practiced regularly in your company? a. Yes [ ] b. No [ ]

Q11. Does competency mapping process motivate you to identify self gaps & overcome them? a. Yes [ ] b. No [ ]
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Q12.Are you now (after competency mapping) aware of what is expected from you? a. Yes [ ] b. No [ ]

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