CHAPTER 1

INTRODUCTION
 1.1 INTRODUCTION

The word competency is derived from Latin words “competere”. Which means to be
suitable. The competency concept was originally developed in psychology denoting
individuals ability to respond to demand placed on them by their environment. Ulrich
defined competency as knowledge, skill or ability of employees relevant for
organizational performance.
Competence management is becoming increasingly important in today’s
dynamic context since it is becoming the only competitive advantages the
organization actually has which cannot be complicated easily by the competitor.
Competence management will have various aspects under it like competence profiling
and finding what the company is good at, building that is building new competence to
match the market demands, recruitment based on competences etc.
Competency mapping is processes of identify key competencies for an
organization and a job and incorporating those competencies throughout the various
process (evaluation, training, recruitment) of the organization.
Competency mapping 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.
Competencies enable individuals to identify and articulate what they offer
regardless of the job they happen to have at the time so that the organization can see
value and utilize what capability is actually available.
Competence management is becoming increasingly important in today’s
dynamic context since it is becoming the only competitive advantages the
organization actually has which cannot be duplicated easily by the competitor.
Competence management will have various aspects under it like competence profiling
what the company is good at.
When we talk of competency it is imperative to know the levels of competency such
as:
1. Practical competency: An employee’s demonstrated ability to perform a set of
tasks.

2. Foundational competence: An employee’s demonstrated understanding of

what and why he/she is doing.

3. Reflexive competence: An employee’s ability to integrate actions with the

understanding of the action so he/she learns from those actions and adapts to the
changes as and when they are required.

4. Applied competence: An employee’s an employee’s demonstrated ability to

perform a set of tasks with understanding and reflexivity.

REASONS WHY COMPETENCY MAPPING IS USED:

• Effectively match individual competencies to position, project team and job

requirements

• Prioritize competencies by job, project, or position, and track individual’s

abilities to fulfill requirements

• Integrate training and administration applications to focus training efforts

• Run gap and match analysis between individuals , jobs , teams and positions

• Increase skill set to meet your organization scope and growth

• Increase their ability to attract, develop, retain and utilize co-workers

• Lengthen the time that staff stay with a company by allowing staff member to
discover individual career paths within the company

• Increase capacity by achieving a more holistic view of the accumulated

competence of the entire organization
• Achieve access to appropriate competence at the right time and place

• Establish an overview of the accumulated resources of the organization and

the demand for the resources.

• Find candidates with the right profile, from anywhere in the organization, to
fill an unexpected vacancy

• Identify key positions for which you have no candidates

• Reconcile the aspiration of your key people with the opportunities available

• Check how closely your development activities are aligned with the needs of
your business

• Ensure you are building the appropriate talent pool to support your future
needs

• Make hiring #1 terms of focus, priorities, and action

• Align corporate objectives and strategies to each person in the company.

ELEMENTS OF COMPETENCY MANAGEMENT:

Broadly the area of business and people competence management can
be divided into three main subdivisions:
• Resource and capacity tracking and planning:

This is more on the operational front. Various projects required different

skill sets depending on the criticality of the project, the client importance and so on.
Competence management has to consider the project modalities and accordingly
allocate the resource so that the overall optimization of the people competencies can
take place.

The various elements that competence management has to look into these aspects are:
1. Defining the competencies requires for particular jobs:

Until now, the HR department used to define only the skills required for a

Particular job. But as we now know, what we actually require goes beyond the just
technical or soft skills requirements. We need a combination of Intelligence,
education, Experience, Ethics, Interest. Hence a re-look is requires at the existing job
profiles to take into consideration the other parameters like interests and ethics, which
were so far ignored.

2. Rating the performance of individual employee skills:

A person might be comfortable with say java language but might not
be excellent at it. So the level of skill competence needs to be measured and recorded.
Prepare a skill profile containing the core skills for their job and add appropriate
historical and specialty skills. This is followed by a self – assessment against a skills
glossaries describing skills on a scale from 1(training or light experience) to 5
(industry expert; strategic skill leadership). Ability for the assigned manager,
supervisor or coach to assess the person’s skills separately also needs to be done.

3. Manage skills inventories as well as management and technical competencies:

Once the above steps are complete the system should have some way
of maintaining the database of this information. This will help in the having the
required information at the fingertips of the HR department.

4. Candidate searches to find the right people for the right assignment:
 A competence management system needs to be able map the right
people to the right job. For this above steps prove very useful. We need to know what
the job entails and what the capabilities of the people working for us are. The database
enables us to match the profile perfectly.

5. Organizational and unit skills Gap Analysis to determine recruitment needs:

The organization may be working on a project for which it does not

have the requisite skills within the company, so they may have to hire from outside or
maybe even recruit. A competence management system should be able to understand
this need and help plan how the interview should be carried out and what
competencies in a desired candidate.

Interactive career Development and Training

 This is looking the future, but at the individual level. Competence
management also has to look into the aspiration of each individual and asses him/her
to find out what competencies will he require to advance to the next set of hierarchies,
what additional train would he requires, is he fit promotion etc. the elements of this
division are:

1. Compare skills to other job titles to see what a person has to improve:

The database of job profile will help the individual to assess where he
needs to improve; what competencies are required for the next level. This will also
motivate him top learn newer skills by himself and nominate himself for additional
training needs. The competence management system needs to be open enough to be
able to allow the employees to understand what is expected of them for being
promoted.

2. Development plan summaries showing all of the skills people need to work on:

This provides a measurable rationale for training budgets and a mean

to identify people to attend course openings. Here we need to also provide individuals
with the ability to view and enroll in training and development activities, etc. this will
help individuals to be able to plan their work accordingly. The schedules for training
dates and prerequisites need to be displayed so as to allow the individual to take
cognizance of the same.

3. Predict Training Demand:

The above step will help the HR department to calculate the training
staff required based on the summation of individuals plans, which have come in.
4. Identify individuals who are eligible to be considered for promotion:

A good competence management system has to be able to determine

which competencies need to be promoted and who has them so that the overall
competence level of the organization can grow. Also on the other hand, we also need
to know potential replacements for an unexpected vacancy are so that planning can be
done accordingly.

5. Succession planning:

The competencies required for the top management should be

completed in the job profiling, but further who should be groomed; what
competencies will be needed and hoe to develop the same would require a good
system.

Strategic Competence Development:

This area is looking at the future, but at a more macro level.

Competence management also has to look beyond today and at the changing face of
tomorrow’s market to identify the skills required for tomorrow. It has a more strategic
outlook and is looking at the strategic position of the organization in the future.
The elements of this division are:

1. Providing an overview of the total competence in the organization.

2. Integrating competence development with business strategies.

3. Identifying shortfalls and surpluses in competence in addition to revealing

unexploited resources.

4. Assess trends and developments in competency levels overtime.

5. Giving support to strategic business and personnel planning.

6. Unleashing the company’s intellectual capital.

7. Helping the company to attract, develop and retain co-workers.

1.2 COMPANY PROFILE

Coromandel Engineering Company Ltd. belongs to the ‘Murugappa Group of

Companies’. Presently they are engaged in two distinct activities namely:

• Construction
• Property Development

Construction

They are providers of integrated turn-key construction services and have executed or
are executing projects across all states and union territories in India. The Co. provides
integrated turn-key construction services in the industrial, commercial, infrastructure
and residential sectors of the construction industry. Their integrated turn-key
construction services include a range of
(i) Construction services such as construction design, engineering, procurement,
construction and project management and
(ii) Construction allied services such as mechanical and electrical (“M&E”),
plumbing, fire-fighting, heating, ventilation and air conditioning, interior fit-out
services and glazing solutions.

They are a professionally managed company headed by civil engineers, and have
constructed significant industrial structures for leading industrial houses and
government organizations. Construction of power plants, pre-fabricated buildings,
turbo generator foundations and other mass foundations has been a fulfilling
experience.They specializes in construction of silos for cement plants and tall tapering
structures for T.V.Towers using imported slip form equipment.

As of March 31, 2008, the total value of their order book was Rs. 8250 Lacs. These
projects include industrial structures, commercial building & educational institution.
Our order book consists of
(i) Unbilled portions of our ongoing projects and
(ii) Projects for which we have received orders and are yet to commence construction.

Property Development

The Co. is also into the business of property development, with our significant
operations in the State of Tamil nadu. Its business focuses on Real Estate
Development of Residential and Commercial sector. They have an integrated in-house
development team which covers all aspects of property development from project
identification and inception through construction to completion and sale.

They commenced the property development activity in the year 1987-88. Since then
they have developed over 30 residential projects covering approximately 6.54 lacs
square feet of saleable area. Its commercial projects are a mix of office space. They
usually follow an “Undivided Land sale & Construction Contract” model for the
properties they develop.
The income from proceeds of contract jobs and merchant sales for the nine months
ended December 31, 2007 and for financial year ended March 31, 2007, were Rs.
4,438.15 lacs, Rs.4502.40 lacs, respectively.

COMPETITIVE STRENGTHS

The Co. believes that the following are their primary competitive strengths:

• Experienced Management and Employees

Headed by Civil Engineers, our management team has significant experience in the
construction & property development sector. Their management and professional
personnel have extensive experience in anticipating market trends, identifying new
markets and potential sites for development. Their experience includes relationships
with the suppliers from whom they source construction materials and the contractors
they engage for construction services, allowing them to better manage the quality,
schedule and cost of the materials and construction in their projects. They believe that
this experience and expertise
will enable them to replicate its business model in other geographic areas of India and
for other types of projects.

• Established Reputation for Quality Projects and Construction

Since their incorporation in 1947, they have successfully completed several projects.
They have never experienced any significant quality issues nor have they ever been
cited for any material deficiencies in construction of their projects. They believe
customers identify their projects with quality construction and, as a result, they enjoy
customer confidence, enhancing their ability to sell our projects.

• Their standardised and documented internal processes.

Under the guidance of their Management, they have documented their internal
processes and methodologies which ensure that each department and each employee
of our Company are aware of their respective roles and obligations, and each activity
of construction and development is as per the standards of quality that they have set
for themselves. This also ensures uniformity in all their processes.

MANPOWER

As of 31/03/2008, they have approximately 244 employees employed in their

Company. They do not count any manpower employed by their sub-contractors as
their employee. They expect that with the growth of their business, human resources
and employee recruitment activities will increase. Break-up of the present manpower
in the Company is as follows:

Sr. No. Name of the Department Number of Employees

1. Technical 37
2. Site 178
3. Accounts & Admin 29

Total 244

Recruitment Strategy

Manpower Planning is done as part of Business Plan and reviewed quarterly.

Depending upon the position/vacancies recruitment is done through campus
interviews, employee referrals and periodic recruitment advertisements. The selection
process consists of panel interview and merit rating as may be required.

Training

The Company provides an induction/onboard training programme to all its new

recruits.
Training for capability development includes:
• Training to potential staff to shoulder higher responsibilities
• Competency mapping middle and senior level executives and adequate training to
bridge the skill gap
• Planning to create competitive edge
The various training programmes held by the Company are as follows:

Programme title Programme for

Organisational Growth Strategies Senior Managerial Team

Performance Excellence Graduate Engineer Trainees – Future Managers
Management of Site Operations Project Heads, Engineers and Supervisors
Role Effectiveness Administrative and Support staff

Retention Strategy

• Periodic review of compensation package to match the industry median.

• Review of employee Performance, based on their achievement on the defined tasks,
at the end of the year, rating is awarded based on the normalization process.
• They offer family accommodations and suitable site allowances for staff posted at
site away from their family.
• Liberalized compensation package.
• Welfare measures, including defined policy on medical reimbursement, medical
insurance for self and family, personal accident cover.
• All employees are covered by the group gratuity scheme with risk cover managed by
Life Insurance Corporation of India.

Competition

The real estate development industry in India, while fragmented, is highly

competitive. They expect to face competition from large domestic as well as
international property development and construction companies as a consequence of,
among other things, the relaxation of the FDI policy for the real estate sector, rising
government expenditures on infrastructure and various other policy initiatives. Below
are some of their competitors with context to the similarity in business:
Civil Construction: Ganesan Builders, Consolidated Construction Consortium Ltd.,
URC Construction P. Ltd., Arunachalam & Co., Subramanian & Co., etc.

Property Development: Jain Housing & Constructions Ltd.,, Ceebros Ltd.,

Chaitanya, Akshaya Homes, True Valley Homes (I) Pvt. Ltd., Shrivari Constructions
Ltd., Spring Field Shelters Pvt. Ltd., May Flower Enterprises Pvt. Ltd., Royal
Shelters, etc.

HISTORY

The Company was formed in the year 1947 in the name of “The Coromandel
Engineering Company Limited“. The name of the Company was then changed to
“The Coromandel Engineering CompanyPrivate Limited" on 14/04/1956. The
Company was again converted into a public limited company and the name was
changed to “The Coromandel Engineering Company Limited" on 05/11/1975 and
subsequently to “Coromandel Engineering Company Limited” on 24/02/2006. They
belong to the Murugappa Group of Companies and are into the business of
Construction and Property development.The equity shares of their company listed on
the Madras Stock Exchange In the year 1989 Polutech Ltd. was amalgamated with the
Company. The share holders of Polutech Ltd. were issued the shares of our
company in the ratio of 1:4. Further in the year 1992, Coromandel Prodorite Private
Ltd. was
amalgamated with their Company. The share holders of Coromandel Prodorite Private
Ltd. were issued the shares of our company in the ratio of 5:2.
During the financial year 2006-2007, Coromandel Holdings and Minerals Limited
(‘CHML’), their subsidiary Company was merged with our Company w.e.f.
01/04/2006 pursuant to order of Hon’ble High Court of Judicature at Madras dated
09/03/2007

Major events in the History of the Company

Year Event
1947 Incorporation of the Company
1959 Built 14 storey, LIC Building on Anna Salai, Chennai which is one of the
tallest buildings in South India
1975 Converted into public limited
1987-88 Ventured into the business of property development
1989 Amalgamation of Polutech Ltd. with CECL
1989 Issue of 3,85,295 equity shares of Rs. 10/- each for cash at par on Rights
Year Event
1992 Amalgamation of Coromandel Prodorite Private Ltd. with CECL
2006 Coromandel Holdings and Minerals Limited (‘CHML’) was merged with their
Company.
MAIN OBJECTS OF THE COMPANY

The main objects of the company are as follows:

1. To carry on the businesses of Builders and Engineers in all their branches.

2. To carry on business as Engineers, Civil, Structural, Mining, Sanitary, Mechanical,

Waterworks, Electrical, Marine, Automobile, Salvage, Air- Conditioning,
Refrigerating, Ventilating, and other classes of Engineers; Architects, Designers,
Planners ; Builders and Contractors and as Consulting Engineers.

3. To carry on the business of iron founders, mechanical engineers and manufacturers

of agricultural implements and other machinery ; toolmakers, brass-founders, metal-
workers, boilermakers, millwrights, machinists, iron and steel converters, smiths,
wood-workers, builders, painters, metallurgists, electrical engineers, water supply
engineers, gasengineers, farmers, printers, carriers, and merchants and to buy, sell,
manufacture, repair, convert, alter, let on hire and deal in machinery, implements,
rolling-stock and hardware of all kinds.

4. To undertake and execute constructional and engineering and allied contracts and
works of all kinds.

5. To construct, execute, carry out, equip, improve, work, develop, administer,

manage, and control public works and conveniences of all kinds, which expression, in
this Memorandum, includes railways, tramways, docks, harbours, piers, wharves,
canals, reservoirs, embankments, irrigations, reclamation, improvement, sewage,
drainage, sanitary, water, gas, electric light and power supply works, telephonic and
telegraphic works, hotels ware-houses, markets and public buildings, and all other
works or conveniences of public utility

1.3 INDUSTRY PROFILE

Construction Industry

Construction is one of the most vital parts of a country’s infrastructure and industrial
development. It includes houses, offices, hospitals, schools, townships and other
buildings; urban infrastructure, highways, roads, railways, ports, airports; power
systems; irrigation and agriculture systems; telecommunications etc. Construction
industry is one of the basic drivers of socio-economic development of country. This
sector generates employment opportunities, and also helps other related industries
grow with rapid pace. The employment in this sector not only attracts semi skilled and
skilled people but also absorb unskilled workers from rural areas. Due to fiscal
constraints, Government is increasing emphasis on participation of private sector in
this field and projects are being carried out in public-private partnership as well as
BOT (Build – Operate –
Transfer) mechanism. Also some projects undertaken by Government like NHDP
(National Highway Development Programme) and PMGSY (Pradhan Mantri Gram
Sadak Yojana) are providing necessary momentum to rapid growth of this industry.

The construction sector accounts for upwards of 6 per cent of GDP (gross domestic
product) in any advanced economy. It accounts for about 8 per cent of the UK's GDP,
16 per cent of Ireland's and 11 per cent of Dubai's. In India Construction sector
contributes to 6 percent of GDP and this contribution is
going up every year. Recently Government of India has taken an important decision
liberalise norms of foreign direct investment in the construction sector. The
Government has permitted 100 per cent foreign direct investment in the construction
sector with the liberty to repatriate profits after a three-year period.
The minimum project size for foreign investors has also been reduced from the
present norms, based on feedback from prospective investors. These decisions open
up immense possibilities, not just for the real estate and construction sectors, but also
for the economy as a whole.
The construction industry has been assisting in overall economic development, as its
contribution to GDP has gone up from 5.7 per cent in FY00 to around 7.0 per cent
during FY07. In fact, during FY03-FY07, the sector grew by 16.5 per cent per annum.

Opportunities in real estate & construction industry

• Real Estate and Construction is a US$1600 crores (2006) industry in India.

• Over 200 lacs new housing units required in 5 years.
• There has been a rapid growth in the industry for past few years. High demand
growth has led to prices doubling over 3 years in many cities.
• Real Estate share in total FDI has been increased from 10% in 2004-05 to over 25%
in 2006-07 (estimated at over US$500 crores).
• 100% FDI is allowed in real estate development subject to minimum scale norms of
either:
- 25 acres in case of serviced plots or integrated townships; or.
- 50,000 sq. mtrs. of built-up area for construction development projects.
• Active participation of institutional finance in Real Estate

Coromandel Engineering Company Limited

- Real Estate venture funds permitted: Prominent Indian corporates like Tata, ICICI
Bank, SBI and HDFC have promoted real estate venture funds
- Real Estate Investment Trusts (REITs) expected to be set up shortly
- Several Private Equity firms have specific funds for Real Estate investments. Real
Estate fast
displacing IT/ITeS as the top private equity investment sector in India

Growth potential in real estate & construction industry

• Several factors are expected to contribute to the rapid growth in Real Estate.
- Large demand-supply gap in affordable housing, with demand being fuelled by tax
incentives and a growing middle class with higher savings.
- Increasing demand for commercial and office space especially from the rapidly
growing Retail, IT/ ITeS and Hospitality sectors.
- The recently announced JNNURM expected to provide further impetus.
• Investment opportunities exist in almost every segment of the business.
- Housing: About 200 lacs new units expected to be built in five years.
- Office space for IT/ITeS: Five-fold increase in office space requirement over the
next 3 years.
- Commercial space for organised retailing: 2000 lacs sq. ft. by 2010.
- Hotels & Hospitality: Over 40,000 new rooms in the next 5 years.
• Investment opportunity of over US$7500 crores in the next five years.
• Major foreign institutional investors including Morgan Stanley, Goldman Sachs,
Merrill Lynch, AIG,
Blackstone and Calpers have invested/are investing in Indian real estate.

Indian Construction Industry

SOME OF THE PRESTIGIOUS COMMERCIAL PROJECTS UNDERTAKEN
BY COROMANDEL ENGINEERING ARE

1. Pylon , Vijayawada Thermal Power Station

A 450 MT Steel crown girder supported on 4 RCC Pylons of 5 M X 5 M at a height

of 70 Mtrs. The boiler is hung from the crown girder. Each of the Pylon has
foundation using well sinking method upto a depth of 28 Mtrs below ground level in
hard and soft soil rock. The Pylon was constructed using Slip Form Technique and all
four Pylon were slipped simultaneously. At one stroke the 450 MT fabricated steel
was lifted to the height of 70 Mtrs without crane and using hydraulic jacks and pre-
stressed wires.

2. Forebay and Circulatory Pump House System, Tuticorin Thermal Power Station
On the seashore, doing excavation upto (-) 9 M from the ground level and making 144
nos. rock anchors of 100 MT each to support the base slab at (-) 9 Mtrs by drilling
holes upto (-) 31 Mtrs using Well Point Water System for De-watering to construct
Forebay & Pump House to bring in raw water from sea to pump house.

3. RCC TV Tower, Shimoga

Erection of 150 Mtr high tower with 106 Mtrs RCC tapered structure built using Slip
Form Technique 44 Mtrs above RCC – Galvanised structural steel tower.

4. Blending Silo, India Cements Ltd., Tirunelveli

Two large pre-stressed RCC silos of 28 Mtr. Dia and 32 Mtrs height and 22 Mtrs dia
with a height of 90Mtrs. using Slip Form Method.

5. Coal Storage Building, India Cements Ltd., Tirunelveli

88 Mtrs. Dia steel cover without any intermediate support.

6. Ford India Building, Chennai

First PEMBS (Pre -Engineered Metal Building System) building in India using butler
system. Spread across 10,000 Sq.Mtr.
 1.4 OBJECTIVES OF STUDY

The objectives of study are as follows:

• To study the knowledge, skill, talent, attitude of the employee.

• To study the feasibility to implement the competency mapping.

STATEMENT OF THE PROBLEM

Hence, the present study is framed to check the feasibility to implement the
competency mapping. It also emphasizes on identifying the significant measures to
increase the potential employee.
 1.5 SCOPE OF THE STUDY

Scope to the company

This is the exclusive study to check the feasibility to implement the competency
mapping in COROMANDEL ENGINEERING.

The need for the project is:

 • To create awareness of the competency mapping to the employees.

• To improve the competency of the companies.

• To find and retain the potential employees.

Scope to researcher:

The researcher acquires more information about the competency mapping which can
be used as core in every department of the company.

1.6 Limitation of study

The following are the various limitation of the study

 • Since the study is conducted in a particular company, the results of this study
cannot be generalized to other companies seniors or industries.

• Some employees are not interested in disclosing their true skills/qualifications,

so there is a chance of getting some false information’s.

• The study totally depends upon the information provided by the respondents,
subjective bias is not eliminated.

• Due to lack in time, sample size is very small and in depth analysis is not done.
CHAPTER 2
LITERATURE REVIEW

2.1 Literature review

Introduction to Competency mapping

Competency mapping is important and is an essential exercise. Every well managed

firm should have well defined roles and list of competencies required to perform each
role effectively. Such list should be used for recruitment, performance management,
promotions, placements and training needs identification.

Competency –explanations and definitions

Competency is the vital behavioral skills, knowledge and personal attributes that are
translations of organizational capabilities and are deemed essential for success. They
distinguish exemplary performers from adequate performers.

In that regard, competencies offer a highly descriptive means of discussing job

performance. They go beyond traditional job descriptions because they focus on how
employees perform their jobs, not simply on what they do. While job descriptions
detail specific tasks, competencies encompass the tangible and intangible abilities
employees possess. For instance, a necessary competency for a marketing
professional might be the ability to perform detailed market analysis while another
competency might be leadership qualities, as evidenced through the ability to build
consensus.

Components of Competency

There are four major components of competency:

 1. Skill: capabilities acquired through practice. It can be a financial skill such as
budgeting, or a verbal skill such as making a presentation.

2. Knowledge: understanding acquired through learning. This refers to a body of

information relevant to job performance. It is what people have to know to be
able to perform a job, such as knowledge of policies and procedures for a
recruitment process.

3. Personal attributes: inherent characteristics which are brought to the job,

representing the essential foundation upon which knowledge and skill can be
developed.

4. Behavior: The observable demonstration of some competency, skill,

knowledge and personal attributes. It is an essentially definitive expression of a
competency in that it is a set of action that, presumably, can be observed, taught,
learned, and measured.

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.

Albanese (1989) - Competencies are personal characteristics that contribute to

effective managerial performance.

Dubois (1993), - A leading expert in the applied competency field, defines

competence as "the employee's capacity to meet (or exceed) a job's requirements by
producing the job outputs at an expected level of quality within the constraints of the
organization's internal and external environments

The Concept of Competency: The Work of David McClelland.

 The movement was originally propelled by
dissatisfaction among researchers about the value of personality traits tests in
predicting job performance. For instance, Ghiselli (1966) and Mischel (1968) found
that testable personality traits have little correlations with job performance, and
consequently research on these variables was of questionable value.

Simultaneously, an increasing number of studies were published which showed that

traditional academic aptitude and knowledge content test, as well as school grades and
credentials did not predict job performance; and were often biased against women and
persons from lower socioeconomic strata.

These findings led McClelland (1973) to conduct research in order to identify

“competency” variables which did predict job performance and which were not
biased by sex or socioeconomic factors.

The most important of these principles were:

Use of criterion sample: compare people who are clearly successful in jobs with
less successful persons to identify those characteristics with success

Identification of operant thoughts (knowledge) and behaviors causally related to

these successful outcomes. That is, competency measures should involve open-
ended situations in which individual has to generate behavior.

Competency Components
Competencies:
Position a new product
Introduction so that it is
Clearly differentiated in
The market
Competency:
uses an understanding of
market pricing dynamics
to develop pricing models

Knowledge: Understand market

pricing dynamics

Skills Knowledge

Competencies

Skill: Set up new

Product
Introduction Personal
Motives
Project

Competency:
Meets all commitments
In a timely manner

Personal Motives: Achievement – wants to do an excellent job

Competency causal flow model:

 Personal Attributes/Motives
Knowledge
Skills

Competency

Observable Behaviors

Job PERFORMANCE

The steps involved in competency mapping

Professor M. Dileep kumar , symbiosis , pune.

1) Conduct a job analysis by asking incumbents to complete a position information
questionnaire (PIQ). This can be provided for incumbents to complete, or you can
conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather
from incumbents what they feel are the key behaviors necessary to perform their
respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency based
job description. A sample of a competency based job description generated from the
PIQ may be analyzed. This can be developed after carefully analyzing the input from
the represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin mapping
the competencies throughout your human resources processes. The competencies of
the respective job description become your factors for assessment on the performance
evaluation. Using competencies will help guide you to perform more objective
evaluations based on displayed or not displayed behaviors.

4) Taking the competency mapping one step further, you can use the results of your
evaluation to identify in what competencies individuals need additional development
or training. This will help you focus your training needs on the goals of the position
and company and help your employees develop toward the ultimate success of the
organization

Competency Mapping at Zensar & L&T Infotech

Zensar has a behavioral competency model which is based on various job roles in the
organization. The following is the process of implementation of competency mapping.

Having defined the various job roles, a focused study was initiated where job role
holders were interviewed on the critical incident method and the data of success-
critical factors collated.
The job roles and deliverables were finalized on the basis of the competencies derived
from the data. This data was further analyzed, and on the basis of this competencies
that had an impact on the job roles and deliverables were finalized.
After identifying the competencies, a job analysis exercise was carried out where the
importance level of every competency was ascertained before freezing the
competency model.

L&T Infotech a PCMM Level 5 company has a successful competency based HR

system. Recruitment, training, job rotation, succession planning and promotions all
are defined by competency mapping. Nearly all our HR interventions are linked to
competency. Competencies are enhanced through training and job rotation. He adds
that all people who have gone through job rotation undergo a transformation and get a
broader perspective of the company. For instance a person lacking in negotiation
skills might be put in the sales or purchase department for a year to hone his skills in
the area
CHAPTER 3
RESEARCH METHODOLOGY

3.1 Research methodology

The methodology of the study explains the systematic way of finding answers to the
pre determined objectives. Moreover this provides the clear path to accompl8ish and
ach8ieve the desired results. The following are the stages through research have to
pass for collecting analyzing and interpreting the various information.

Research design

In this study the researcher has adopted a descriptive research method. Descriptive
researches are those studies which are concerned with describing the characteristics of
a particular individual, or of a group.

Research tool

Two questionnaire are used as a research tool for this study.the questionnaire are
chosen as it provides a more comprehensive view than any other research tool. The
results are analyzed using SPSS.
A standardized model is prepared based on the opinions of the executives and this
standardized model is compared with the opinions of employees to determine the gap.

Design of questionnaire
Two questionnaire were designed

One - To study the feasibility to implement the competency mapping

Two – To study the knowledge, skill, talent, attitude of the employee

Questionnaire was framed in such a way to gather information, which favors the
objective. The question included where of rating questions

Questionnaire has four sections in it

Question related to personal details of the employee.
 Questions related to knowledge about their job.
Question related to job competencies.
Question related to behavior competencies.

Sample design

It is a definite method for obtaining a sample from a given population.

It is a technique the researcher usually adopts in selecting items for the sample.

Sampling technique

The researcher has adopted a Lottery method to solicit the opinions from the
respondents. Here the respondents are given equal chance of getting selected. It is a
probability sampling method.

Sample size

As there is time constraint, the number of samples chosen is 50 employees.

Statistical tool

Correlations
The joint variation of two or more variables for determining the amount of correlation
between two or more variables.

One way ANOVA

ANOVA split in consisting the variance for analytical purpose. If we take one factor
and investigate the difference amongst its various categories having numerous
possible values.

Frequency analysis
This analysis helps us to show the frequency of distribution of various items and the
valid percentage of distribution.

Chi-Square Test

Chi-square = (O-E)/ (E2)

Where O and E denote the observed and expected frequencies, respectively.
Inspection of this definition shows that Chi Square is a descriptive
measure of the magnitude of the discrepancies between the observed and expected
frequencies. The larger these discrepancies the larger Chi Square will tend to be. If no
discrepancies exist and observation and expected frequencies are the same Chi Square
will be Zero.
In this study, Chi-Square analysis was used to test the relationship
between demographic factors and variation in recruiting the staff for different
departments.

Percentage Analysis:

This is the earliest and best method to analyze the given data. The
percentage wise distribution of the data gives an idea of which factor is more or which
is less.
Percentage analysis = (No. of Respondents/ Sample size) *50

In this study, percentage analysis was used for many questions in the questionnaire to
analyze the effectiveness of competency mapping in Coromandel Company.
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

Table 4.1 Age of the respondent

 age
Frequency Percent
Valid 22-30 26 52.0
30-40 22 44.0
40-50 2 4.0
Total 50 100.0 Graph 4.1

Inference:

The above percentage analysis makes it clear that

• Majority of the respondent fall between the age group 22-40.
Table 4.2 Work experience

work experience

Frequency Percent

Valid 1-2yrs 14 28.0

2-3yrs 10 20.0

>3yrs 26 52.0

Total 50 100.0

Graph 4.2

Inference:

The above percentage analysis makes it clear that

• 52% of respondents are with more than 3yrs experience.
• 48% are with less than 3yrs of experience.
Table 4.3 Designation of respondent

designation

Frequency Percent

Valid Finance 14 28.0

HR 29 58.0

Marketing 7 14.0
Graph 4.3
Total 50 100.0

Inference:

The above percentage analysis makes it clear that

• 58% are from HR department
• 28% are from Finance department
• 14% are from marketing department
Table 4.4 Employee’s knowledge will be enhanced

Employees knowledge will be enhanced

Frequency Percent

Valid SA 18 36.0

A 23 46.0

N 9 18.0

Total 50 100.0

Graph 4.4

Inference:

The above percentage analysis makes it clear that

• 82% of respondents agree to it that if competency mapping is implemented
their knowledge will be enhanced.
• 18% of respondents neither agree nor disagree that if competency mapping is
implemented their knowledge will be enhanced.
Table 4.5 Employee’s skills will be sharpened

Employees skills will be sharpened

Frequency Percent

Valid SA 17 34.0

A 24 48.0

N 9 18.0

Total 50 100.0

Graph 4.5

Inference:

The above percentage analysis makes it clear that

• 82% agree that if competency mapping is implemented their skills will be
sharpened.
• 18% neither agree nor disagree that if competency mapping is implemented
their skills will be sharpened.
Table 4.6 Competitive advantage with in the team of the employees

Competitive advantage with in the team of

the employees

Frequency Percent

Valid SA 10 20.0

A 13 26.0

N 18 36.0

D 8 16.0

SD 1 2.0

Total 50 100.0

Graph 4.6

Inference:

The above percentage analysis makes it clear that

• 46% of respondents agree that if competency mapping is implemented the
Competitive advantage with in the team of the employees will increase
• 36% of respondents neither agree nor disagree to the statement.
• 18% of the respondents completely disagree with the statement.

Table 4.7 It helps in meeting target of the employees

 It helps in meeting target of the employees

Frequency Percent

Valid SA 7 14.0

A 28 56.0

N 11 22.0

D 3 6.0

SD 1 2.0

Total 50 100.0

Graph 4.7

Inference:

The above percentage analysis makes it clear that

• 70% of the respondents agree to that if competency mapping is implemented it
will help them meeting the targets.
• 22% of the respondents neither agree nor disagree to the statement.
• 08% of the respondents completely disagree with the statement.

Table 4.8 It can increase employee’s amount of initiative and self reliance
towards work
 It can increase employees amount of
initiative and self reliance towards work

Frequency Percent

Valid SA 15 30.0

A 18 36.0

N 9 18.0

D 8 16.0

Total 50 100.0

Graph 4.8

Inference:

The above percentage

analysis makes it clear
that
• 66% of the
respondents
agree to it that if
competency
mapping is implemented it will increase their amount of initiative and self
reliance towards work.
• 18% of the respondents neither agree nor disagree to the statement.
• 16% of the respondents do not agree to the statement.

Table 4.9 When a

When a project comes to me am project comes to me
completely aware of my role am completely
aware of my role
Frequency Percent

Valid SA 4 8.0

A 35 70.0

N 10 20.0

D 1 2.0

Total 50 100.0
Graph 4.9

Inference:

The above percentage analysis makes it clear that

• 78% of the respondents agree to it that when a project comes to them they are
completely aware of their role.
• 20% of the respondents neither agree nor disagree to the statement.
• 02% of the respondents do not agree to the statement.

Table 4.10 According to my role my competencies are clear to me

 According to my role my competencies are
clear to me

Frequency Percent

Valid SA 7 14.0

A 28 56.0

N 10 20.0

D 5 10.0

Total 50 100.0

Graph 4.10

Inference:

The above percentage analysis makes it clear that

• 70% of the respondents agree to it that according to their role their
competencies are clear to them.
• 20% of the respondents neither agree nor disagree to the statement.
• 10% of the respondents do not agree to the statement.

Table 4.11 My job makes best use of my abilities

 My job makes best use of my abilities

Frequency Percent

Valid SA 6 12.0

A 24 48.0

N 16 32.0

D 4 8.0

Total 50 100.0

Graph 4.11

Inference:

The above percentage analysis makes it clear that

• 60% of the respondents agree that their job makes best use of their abilities.
• 32% of the respondents neither agree nor disagree to the statement.
• 08% of the respondents do not agree with the statement.

Table 4.12 I am completely aware of my role in organization

 I am completely aware of my role in
organization

Frequency Percent

Valid SA 9 18.0

A 28 56.0

N 8 16.0 Graph 4.12

D 5 10.0

Total 50 100.0

Inference:

The above percentage analysis makes it clear that

• 74% of the respondents agree to the statement that they are completely aware
of their role in the organization.
• 16% of the respondent neither agree nor disagree to the statement.
• 10% of the respondents do not agree to the statement.
Table 4.13 I am able to apply the concepts learned by me

I am able to apply the concepts learned by

me

Frequency Percent

Valid SA 6 12.0

A 33 66.0

N 8 16.0

D 3 6.0

Total 50 100.0

Graph 4.13

Inference:

The above percentage analysis makes it clear that

• 78% of respondents agree to the statement that they are able to apply the
concepts learned by them.
• 16% of the respondents neither agree nor disagree with the statement.
• 06% of the respondents do not agree with the statement.
Table 4.14 Individual work rather than team work matters me allot

Individual work rather than team work

matters me allot

Frequency Percent

Valid SA 11 22.0

A 21 42.0

N 8 16.0

D 7 14.0

SD 3 6.0

Total 50 100.0
Graph 4.14

Inference:

The above percentage analysis makes it clear that

• 64% of respondents agree to the statement that Individual work rather than
team work matters them allot
• 16% of the respondents neither agree nor disagree with the statement.
• 20% of the respondents do not agree with the statement.
 CROSS TABS

4.15 Association between – initiative by organization towards personal

development and Policies & practices match each other

H0: There is no association between personal development and Policies &

practices
H1: There is association between personal development and Policies & practices

Table 4.15 In past 6 months some one has talked to you about your personal
development and Policies and practices match each other

Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 17.350a 9 .044

INFERENCE:

The Chi-square analysis shows a low significance value (typically below 0.05)
indicates that the Null Hypothesis is rejected which means there is association
between personal development and Policies & practices.
4.16 Association between awareness of organization goal and awareness of role
to be performed in project

H0: There is no association between awareness of organization goal and awareness

of role to be performed in project
H1: There is association between awareness of organization goal and awareness of
role to be performed in project

4.16 Am completely aware of my organization goal and

When a project comes to me am completely aware of my role

Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 18.624a 6 .005

INFERENCE:

The Chi-square analysis shows a low significance value (typically below 0.05)
indicates that the Null Hypothesis is rejected which means there is association
between awareness of organization goal and awareness of role to be performed in
project.
4.17 Association between competency mapping helps molding personality of the
employees and initiative by organization towards personal development

H0: There is no association between competency mapping helps molding

personality of the employees and initiative by organization towards personal
development
H1: There is association between competency mapping helps molding personality
of the employees and initiative by organization towards personal development

4.17 It helps in molding personality of the employees and In past 6 months some
one has talked to you about your personal development

Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 21.532a 12 .043

INFERENCE:

The Chi-square analysis shows a low significance value (typically below 0.05)
indicates that the Null Hypothesis is rejected which means there is association
between molding personality of the employees and personal development
.
 ANNOVA

4.18. Relationship between the awareness about the project and tenure in the
organization

H0: There is no significant relationship between the awareness about the project and
tenure in the organization

H1: There is significant relationship between the awareness about the project and
tenure in the organization

4.18 The awareness about the project and tenure in the organization

Criteria F Sig.
Tenure in the organization and
2.810 .050
awareness about the project

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is
rejected it means that there is a significant relationship between the awareness about
the project and tenure in the organization
4.19. Relationship between the age of the employees and change in their
performance

H0: There is no significant relationship between the age of the employees and change
in their performance.

H1: There is significant relationship between the age of the employees and change in
their performance.

4.19 The age of the employees and change in their performance

Criteria F Sig.
Change in employees
4.125 .006
performance

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is
rejected it means that there is a significant relationship between the age of the
employees and change in their performance.
4.20. Relationship between the gender of the respondent and the opinion that
appraisal should be based on tem work

H0: There is no significant relationship between the gender of the respondent and the
opinion that appraisal should be based on tem work.

H1: There is significant relationship between the gender of the respondent and the
opinion that appraisal should be based on tem work.

4.20 The gender of the respondent and the opinion that appraisal should be
based on tem work

Criteria F Sig.
Appraisal should be based on
2.128 .023
team work

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is
rejected it means that there is a significant relationship between the gender of the
respondent and the opinion that appraisal should be based on tem work.
 CORRELATION

4.21. Relationship between the designation of the respondents and completely

aware of the organizational role.

Correlation, (often measured as a correlation coefficient), indicates the

strength and direction of a linear relationship between two random variables.

Completely
Designation aware of the
of the organization
respondents al role
Designation of the Pearson
1.000 .269*
respondents Correlation
Sig. (2-tailed) .039
N 100.000 100
Completely aware of Pearson
.269* 1.000
the organizational role Correlation
Sig. (2-tailed) .039
N 100 100.000

INFERENCE:

Correlation exists, as the significance level is 0.039, but the strength of the
association between the variables is weak (0.269). Therefore there is a weak
association between the designation of the respondents and completely aware of the
organizational role.
4.22. Relationship between the training programs are conducted regularly and
the employees’ skill will be sharpened

Correlation, (often measured as a correlation coefficient), indicates the

strength and direction of a linear relationship between two random variables.

Training
programs
are Employees
conducted skills will be
regularly sharpened
Training programs Pearson
1.000 .898*
are conducted Correlation
regularly Sig. (2-tailed) .019
N 100.000 100
Employees skills will Pearson
.898* 1.000
be sharpened Correlation
Sig. (2-tailed) .019
N 100 100.000

INFERENCE:

Correlation exists, as the significance level is 0.019, but the strength of the
association between the variables is weak (0.898). Therefore there is a strong
association between the training programs are conducted regularly and the employees’
skill will be sharpened.
 INDEPENDENT T - TEST

4.23

H0: There is no significant difference in the perception of gender based respondents

about the competency mapping for their career development

H1: There is significant difference in the perception of gender based respondents

about the competency mapping for their career development.

Independent t - test

It pay way for the career

development of
employees t df Sig. (2-tailed)
Equal variances assumed -2.368 48 .022

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is
rejected it means that there is a significant difference in the perception of gender
based respondents about the competency mapping for their career development.
4.24

H0: There is no significant difference in gender on the employees’ perception that

competency mapping instills changes in employees’ performance.

H1: There is significant difference in gender on the employees’ perception that

competency mapping instills changes in employees’ performance.

Independent t – test

Instills changes in
employees’ performance t df Sig. (2-tailed)
Equal variances assumed -2.610 48 .012

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is
rejected it means that there is a significant difference in gender on the employees’
perception that competency mapping instills changes in employees’ performance.
4.25

H0: There is no significant difference in work tenure on the employees’ perception

that the job makes use of best of the abilities.

H1: There is significant difference in work tenure on the employees’ perception that
the job makes use of best of the abilities.

Independent t - test

Best use of employees

abilities t df Sig. (2-tailed)
Equal variances assumed -2.898 34 .007

INFERENCE:

It is clear that the significance value is below 0.05 thus the null hypothesis is
rejected it means that there is a significant difference in work tenure on the
employees’ perception that the job makes use of best of the abilities.
 CHAPTER 5
FINDINGS, SUGGESSTION & CONCLUSION
 FINDINGS OF THE STUDY

• Majority of the respondent i.e. 52% are with more than 3 years of experience.
where as 48% of respondent are less than 3 years of experience

• A high percentage of employees i.e. 82% feel that if competency mapping is

implemented their knowledge will be enhanced; where as 18% of employees
neither agree nor disagree to it.

• A high percentage of employees i.e. 82% feel that if competency mapping is

implemented their skills will be sharpened, where as 18% of employee neither
agree nor disagree to it.

• A 46% of employees agree to it that if competency mapping is implemented

the competitive advantage with in the team will increase, where as 36%
neither agree nor disagree to it and 18% of respondent completely disagree to
it. This shows majority of the employees are ready for implementation of
competency mapping.

• a high percentage of employees i.e. 70% agree to it that if competency

mapping is implemented it will help them in meeting targets, where as 22%
neither agree nor disagree with it and 8% very minimal percent of employee
disagree with it.

• A 66% of employees agree to it that if competency mapping is implemented it

will increase the initiative ness towards the work, where as 18% neither agree
nor disagree with it and 16% of the employee completely disagree with it.

• There is an association between initiative by organization towards personal

development of employee and polices & practices followed by them which
means if competency mapping is implemented as a policy of the company it
will lead to the development of the employee.
• There is a strong relationship between awareness of organizations goal and
awareness of role to be performed by an employee, which means competency
mapping can make the role played by an employee much clear and crisper.

• There is an strong association between molding personality of an employee

and personal development, which means competency mapping can identify the
traits in employee n develop its personality which will lead to personnel
development

• As the tenure of the employee increases he becomes more aware towards the
role to be played by him in a project.

• As the age increases there is change in an performance

• There is difference in opinion between genders wheatear the appraisal should

be based on team work or not

• There is not much relation between the designation of the employee and
awareness regarding the organizational role.

• Regular training programs will sharpen the skills of employee

• Opinion regarding implementing the competency mapping differs from male

to female.

• There is an difference in opinion between male to female that competency

mapping effects the individuals performance

• 78% of the respondents are aware of their role to be played in the project,
where as 20% neither agree nor disagree with it and only 2% of the respondent
do not agree to it.
• 70% of the employees are clear with their competencies, where as 30% of
employee are not aware of it.

• 60% of the employee agrees that their job makes best use of their abilities,
where as 32% of the employee neither agree nor disagree to it and 8% of the
employee feel that their abilities are not used.

• 74% of employees are aware of their organizational goals and 26% of the
employees are not aware of their organizational goals.

• 78% of the employees agree that they are able to apply the concepts learned by
them where as, 22% of respondent are not able to apply the concepts learned
by them.

• 64% of the employees feel that individual work matters them allot where as,
36% of employee say that team work matters them allot.
 SUGESSTIONS

(1) HR person should use the competency assessing to find out the employee present
competency and the future training needs. So, that proper training at right time can be
given to employee to keep them updated.

(2) Even if there is no competency gap while mapping, the Organization has to invest
to improve employee competency continuously.

(3) HR can follow the competency appraisal system to provide frequent incentives to
employees who perform well. This helps to motivate the employees.

(4) More Training programs have to be devised to improve the competencies,

particularly for the employees with minimum experience. The employee with the right
type of training will prove to be valuable.

(5) Organization can follow this competency based job description, rather than
following the traditional job description, as it helps the management to find and select
the right kind of person for the job.

(6) Manager can check the competency of employee and provide the most competent
people an opportunity to grow.

(7) HR and Department heads to gether should define roles and list of competencies
required to perform each role effectively. Such list should be used for recruitment,
performance management, promotions, placements and training needs identification.
 CONCLUSION

Based on the research conducted it is evident that the employee

ability and skills have the greatest potential to help the company to achieve its
business objectives.
The job description assigned for the employees do not match with
their competency and skills level, though most of the employees satisfied with their
work.
The training programs are conducted frequently by the company and these programs
helps in improving the competency of employees and the training programs are found
effective.

But company needs to work on designing a proper structure to measure each

individual’s competency and help them to grow individually with the organization;
this will not only motivate them but also retain them with in the organization as they
feel highly satisfied.

Using competency mapping as criteria for performance evaluation will also

make the organizations productivity to go high.
 CHAPTER 6
ANNEXURE AND BIBLOGRAPHY
 ANNEXURE

QUESTIONNAIRE

AGE : 22-30yrs 30-40yrs 40-50yrs 50-60yrs

SEX : Male Female
Designation : ____________________________
Work Experience : 1-2yrs 2-3yrs >3yrs

If the competency mapping is implemented?

S Particulars 1 2 3 4 5
NO:
1. Employees knowledge will be enhanced
2. Employees skills will be sharpened
3. It can develop employees attitude
4. It pay way for the career development of
employees
5. Will be a change in employees performance
6. Competitive advantage with in the team of the
employees
7. It helps in meeting target of the employees
8. It can improve tacit knowledge of employees to
meet the
need of company
9. It helps in molding personality of the
employees
10. Employees will be consistent to the area they
work
11. Will it be helpful in selecting the competitive
candidates
in recruitment process
12. Will it be a tool for performance appraisal
13. It can increase employees amount of initiative
and
self reliance towards work
14. Employees logical and analytical ability what
they
learned can be applied in their job
15. It will help in meeting the current demands of
the industry
 Tick the option which best suits your response to the above
questions:
1) STRONGLY AGREE 2) AGREE 3) NEUTRAL 4) DISAGREE
5) STRONGLY DISAGREE

SN Particulars 1 2 3 4 5
O:
1 I am completely aware of my organization goal

2 When a project comes to me am completely

aware of my role
3 When comes to numbers, I am the best

4 Training programs are regularly conducted

5 According to my role my competencies are clear

to me
6 At work, your opinion counts

7 I know what my boss expects from me

8 My job makes best use of my abilities

9 In past 6 months some one has talked to you

about your personal development
10 Policies and practices match each other

11 Training program helped me to increase my

performance
12 I am completely aware of my role in
organization
13 I am able to apply the concepts learned by me

14 Individual work rather than team work matters

me allot
15 Appraisal should be based on teamwork rather
than individuals work

Tick the option which best suits your response to the above
questions:

1) STRONGLY AGREE 2) AGREE 3) NEUTRAL 4) DISAGREE

5) STRONGLY DISAGREE
 Thank You

BIBLIOGRAPHY

Websites
• www.allexperts.com
• http://a2zmba.com
• www.citehr.com

Other Reference:
• Model and method for competency mapping and assessment
--- by milind kotwal