INTRODUCTION

Human Resources Management is a process of bringing people and organizations

together so that the goals of each are met. It tries to secure the best from people by winning
their wholehearted cooperation. In short, it may be defined as the art of procuring,
developing and maintaining component workforce to achieve the goals of an organization in
an effective and efficient manner.
According to Leon C. Megginson, the term human resource can be thought of as,
the total knowledge, skills, creative abilities, talents and aptitudes of an organizations
workforce, as well as the value, attitudes and beliefs of the individuals involved . The
term human resource can also explained in the sense that it is resource like any natural
resource. It does mean that the management can get and use the skill, knowledge, ability
etc., through the development of skills. Tapping and utilizing them again and again. Thus it
is a long-term perspective where as personnel is a short-term perspective. Human resources
are also regarded as human factor, human asset, human capital and the like.
The definition of Human Resource Management emphasizes the sphere of
influence to encompass the strategic approach to manpower management in an
organization. The process calls for a coherent objective to retain and increase employee
head-count, any organizations most valued asset. This specialized study and application has
come in the wake of realization that the employees of an organization, individually and
collectively, are the main contributors to the achievement of business activities. The
management of people hired by an organization involves employing people, designing and
developing related resources and most importantly, utilizing and compensating their services
to optimize business profitability via employee performance.

COMPETENCY MAPPING
Human Resources function entrusted with responsibility to find right person for every
job and development of the employed person to do the assigned job effectively, have found
Competency Mapping for assessing competencies.
David McClelland the famous Harvard psychologist has pioneered 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 new several dimensions of the competencies. These
competencies exposed by McClelland dealt with the affective domain in Blooms
terminology. The turning point for competency movement is the article published in
American psychologist in 1973 by McClelland titled wherein he presented data that
traditional Achievement and intelligence scores may not be able to predict job success an
what is required is to profile the exact competencies required to perform a given job
effectively and measure them using a variety of tests.
In fact major basics of all Marketing Management ,Human Resource Management
,Basics of Management Models, are been directly lifted with some modification from
Chanakyas

Arthasastra . It was his one of the greatest contributions to the world.

Arthasastra, book on Political science and Administration, is a classical book where on may
find the roots of Competency Mapping.
Definition by McClelland
Competency is an underlying characteristic of an individual that is casually related to
criterion referenced effective and/or superior performance in a job or a situation.

NEED FOR THE STUDY

Competency Mapping is a tool that identifies the skill and knowledge needed to
effectively perform a role in the organization and to help the business meet its strategic
objectives .It lists the relevant skills or competencies for each level of learning. The skills
build on one another and are intended to be horizontally cumulative. They are also intended
to convey developmental progression. The Competency Mapping process recognizes that
these skills cannot be absolute, but will vary greatly from organization to organization
depending on its size and the sophistication of the business function .It will find out the
relationship between competencies required for a job and competencies being displayed by
the person performing that job. Competency Mapping helps in finding missing links between
the two. This is used to identify the true potential of employees. which can be harnessed for
organizational growth?
To achieve higher performance standards, the companies need to identify
competencies required for a job and compare these competencies with the extent the
employee possess. The differences of these two competencies determine the training needs.
Based on the needs, competency building maps (COMPETENCY MAPPING) or in the other
words personal training plans are developed by the superiors and required training is
implemented systematically.
Visakhapatnam Steel Plant (VSP) has been one of the organizations
which is adopting, the industry best HR practices. It has recently implemented competency
mapping in the organization.This helps organizations to place right candidate in the right job
based on their competencies. So there is zeal to know the competency mapping at VSP.

OBJECTIVES OF THE STUDY

To study the concept of Competency Mapping.

To examine the various methods of Competency Mapping adopted by Visakhapatnam
Steel Plant.
To elicit the opinion of employees of Visakhapatnam Steel Plant regarding the present
practice of Competency Mapping.

To suggest measures to improve effectiveness of Competency Mapping in

Visakhapatnam Steel Plant.

METHODLOGY
There are two types of data to collect information relating to the concerned topic
PRIMARY DATA
SECONDARY DATA

PRIMARY DATA
For this project, primary data was collected from the questionnaire. The questionnaire was
personally administrated with respondent in Visakhapatnam Steel Plant it took two weeks for
most of the respondent to fill the questionnaire. The respondents was given by the
respondents were tabulated and a score sheet is prepared.
In the total population of 344 of managerial cadre i.e. E6 and E7 levels, a
sample size of 70 was drawn by using random sampling method.

SECONDARY DATA
Secondary data is such data, which is already published, collected for some purpose other
than one confronting the researcher at a given point of time. This data is collected from
reports, company journals, websites and library.

LIMITATIONS
The study is however subjected to certain limitations:
The time is a major limitation. The whole study was conducted within a period of 2
months.
The study does not cover non-executive cadre. The study conifers itself only to
assistant general managers and deputy general managers.
As the Competency Mapping is partially implemented, it was not possible to gather
much information.

The information provided by some of the employees might not reveal the actual facts,
because they might feel that they are under vigilance of management.

CHAPTERISATION

Chapter-1
The first chapter deals with the introduction to the study about Competency Mapping,
methodology and limitations of the study are also discussed.
Chapter-2
The second chapter portrays the Steel industry with a special reference to Visakhapatnam
Steel Plant.
Chapter-3
The third chapter examines the theoretical concepts of Competency Mapping at
Visakhapatnam Steel Plant.
Chapter-4
The fourth chapter elicits the opinion and views of respondents on the Competency Mapping
at Visakhapatnam Steel Plant.
Chapter-5
The fifth chapter evaluates the whole report in summary, findings and suggestions.

PROFILE OF STEEL INDUSTRY

Steel is an alloy of iron usually containing less than 1% carbon is a versatile material
with multitude of useful properties used most frequently in the automotive and construction
industries. Steel can be cast into bars, strips, sheets, nails, spikes, wire, rods or pipes as
needed by the intended user. The consumption of steel is regarded as the index of
industrialization and the economic maturity any country has attained.
Though the production of steel in significant quantity started only after 1900, the
growth of steel industry can be conveniently studied by dividing the time in to pre and post
independence period.
The major steel and related companies in India are:
1. Bharat Refactories Limited.
2. Hindustan Steel Works Construction Limited.
3. Jindal Steel and Power Limited
4. Kudremukh Iron Ore Company Limited
5. Manganese Ore (India) limited.
6. Metal Scrap Trade Corporation Limited.
7. Metallurgical and Engineering Consultants India Limited.
8. National Mineral Development Corporation (NMDC)
9. Rashtriya Ispat Nigam Limited.
10. Sponge Iron India Limited.
11. Steel Authority India Limited (SAIL).
12. Tate Iron And steel Company.

Present Scenario of Indian Steel Industry:

India is uniquely placed to become a very large producer and consumer of finished
steel products in the world. Substantial reserves of high grade iron ore, low wage rates;
technical and managerial skills of a high order have all enabled India to gain this stature, by
becoming 10th largest producer of steel in the world. Unfortunately for the Indian steel
industry, the price and distribution controls to which it was subjected till about economic
liberalization process began in the early 1990's did not permit the large integrated steel plants
to modernize their steel manufacturing facilities or to upgrade their technologies to the state
of art levels from time to time.
With the economic liberalization that was initiated in 1992, Indian steel Industry has
to accept the inevitable i.e. to appreciate the implications of low import duty rated, face
foreign competition and some how improve its strengths and competitive edge to produce
good quality products at lower prices and learn to survive in the market place. Following
liberalization, the steel Industry is well set on the path of globalization. The dynamics of the
world steel industry has a close relation with Indian steel Industry. Presently in India, Steel
products are being produced from four different sources viz.
Integrated Steel Plants
Mini Steel Plants
Re-rolling Mills
Alloy & Special Steel Plants.
Integrated Steel Plants have larger capacity and produce Steel from basic raw
materials and the other three categories mentioned are characterized by low investment and
low break-even point.

Characteristics of Integrated Steel Plants:

They have large capacities.
Highly capital intensive.
They have long gestation period.
Labor intensive.
They would have all facilities including raw materials resources, water supply, power
supply, testing and inspection facilities, township facilities, medical, educational and
recreational etc.
Inter dependency of all the processing units on the proceeding and succeeding units in
the path of materials flow.
A potential source for earning foreign exchange through exports.
They serve as centers for the development of ancillary industries.
They are major consumer of refractory materials.

The integrated Steel Plants in India are:

Rourkela Steel Plant
Bhilai Steel Plant
Bokaro Steel Plant
Durgapur Steel Plant
Indian Iron and Steel Company (IISCO)
Tata Iron and Steel Company (TISCO)
Visakhapatnam Steel Plant (VSP)
Jindal Steel
Essar Steel

10

Industry Scenario:
The Indian economy grew at 9.4% in 2006-2007 on the back of a high growth
base of 9% in 2005-2006 and achieved the fastest growth rate in 18 years, next only to the
10.5% clocked in 1988-1989.Aided by the high growth along with a strengthening rupee in
the forex market, the economy has graduated to a trillion dollar one, the 12 th such nation
globally to reach this milestone.
Indias rapid economic growth is being built on a frame of steel. Soaring
demands by sectors like infrastructure, real estate and automobiles, at home and abroad, has
put Indias steel industry on the world map. Mergers and takeovers like TATA-CORUS and
Arcelor-Mittal led by the Indian steel companies or Indians have been dominating the global
steel happenings. In India, finished steel production at 49 million tons, showed a remarkable
growth of 10.8% in 2006-2007.
The International Iron and Steel Institute (IISI) ranked India as the seventh
largest steel producer in the world with an overall production of about 40 million tons in
2006.During 2006, the global steel production stood at 1240 million tons, showing a robust
growth of 8.8% over 2005.Steel use during the year grew by 8.5% to reach 111.3 million
tons.
As per IISI forecast, there will be a growth of 5.9% in the global steel use in
2007 taking the total to 1,179 million tons followed by 6.1% in 2008 to reach 1250 million
tons. The global steel demand projections indicate that India will be one of the engines of the
world steel industry in the future. The National Steel Policy, published by the Ministry of
steel in 2005, envisages production of 110 million tons in India by 2020.

11

Production:
Steel industry was de-licensed and decontrolled in 1991 and 1992 respectively.
India is the 8th largest producer of steel in the world.
In 2012-13, finished steel production was 36.193 million tones.
Pig iron production in 2012-13 was 5.221 million tones.
Sponge iron production was 80.85 million tones during 2012-13.
The annual growth rate of crude steel production in 2011-12 was 8% and in 2012-13
was 6%. Last 4 years production performance is as under:

12

PROFILE OF VISAKHAPATNAM STEEL PLANT

Steel is such a versatile commodity that every object we seen in our day to day life
have used steels either directly or indirectly in its products. To mention a few it is used
for such a small items as nails, pins, needles etc. Steel comprises one of the most
important inputs in all sectors of economy. Steel industry is both a basic and a core
industry. The economy of any nation depends on a strong base of iron and steel industry
in that nation. Today Steel occupies the foremost place amongst the materials in use
today and pervades all walks of life. All the key discoveries the human genius for
instance, steam engine, railway, means of communication and connection, automobile,
aero place and computers are in one way or other, fastened together with steel and with
its sagacious and multifarious application.
Steel is versatile material with multitude of useful properties making it
indispensable for furthering and achieving the continual growth of the economy Be it
construction, manufacturing, infrastructure or consumables. The level of steel consumption
has been regarded as an index industrialization and economic maturity attained by a country.
Keeping in view the importance of steel, the following integrated steel plants with foreign
collaborations were set up in the public sector in the post independence era:
Table no 2.1: Collaboration of Steel Plant
S. NO.
1.

STEEL PLANT
DURGAPUR STEEL PLANT

COLLABORATED BY
BRITAIN

2.

BHILAI STEEL PLANT

ERSTWHILE USSR

3.
4.

BOKARO STEEL PLANT

ROURKELA STEEL PLANT

ERSTWHILE USSR
GERMANY

13

History of VSP at a glance

1951-56 - First Five Year Plan.
No new steel plant came up .The Hindustan steel Ltd. was born on 19 th
January, 1954 with the decision of setting up three steel plants each
with one million tone input steel per year in at Rourkela, Bhilai and
Durgapur; TISCO stated its expansion program.

1956.61

- Second Five Year Plan

A bold decision was taken up to increase the ingot steel output India to
6 Million tons per year & production at Rourkela, Bhilai and Durgapur
steel plant started.

1961.66 - Third Five Year Plan

During the third five year plan the three steel plants under HSL; TISCO
& HSCO were expanded as show. In January 1964 Bokaro steel plant
came into existence.

1966.69 - Recession Period

The entire expansion program was actively executed during this period.

1969-74

-Fourth Five Year Plan

Licenses were given for setting up of many mini steel plants and rerolling mills.
Govt. Of. India accepted setting up two more steel plants in south. One
each at Visakhapatnam and Hospet (Karnataka).
14

 SAIL was formed during this period on 24 th January, 1973. The total
installed capacity from 6 integrated plants was 106 Mt.

1979 - Annual Plan

The erstwhile Soviet Union agreed to help in setting up the
Visakhapatnam steel plant.

1980.85

- Sixth Five Year Plan

Work on Visakhapatnam steel plant was started with a big bang and top
priority was accorded to start the plant.
Scheme for modernization of Bhilai steel plant, Rourkela, Durgapur,
TISCO were initiated.

1985-91

- Seventh Five Year Plan

Expansion work of Bhilai and Bokaro steel plants

completed.

Progress on Visakhapatnam steel plant picked up and

rationalized concept has been introduced to commission the plant with
3.0Mt liquid steel capacity by 1990.

1991-96

- Eight Five Year plan

Visakhapatnam steel plant started its production modernization of other
steel plants is also duly envisaged.

1997-2002 - Ninth Five Year Plan

15

 Visakhapatnam steel plant had foreseen a 7% growth during the entire

plan period.

2002-2007 - Tenth Five Year Plan

Steel industry registers the growth of 9.9 % Visakhapatnam steel plant
high regime targets achieved the best of them.
2007-2012 - Eleventh Five Year Plan
Cost of schemes/project original approved by Government of India is
Rs.9, 569.18 crores
To meet the growing domestic needs of steel government of India decided to set up an
integrated steel plant at Visakhapatnam. An agreement was signed with ERSTWHILE USSR
in 1979 for cooperation in setting up 3.4 mT integrated steel plant at Visakhapatnam. The
foundation stone for the plant was laid by the Prime Minister Smt. Indira Gandhi on 20 th
January 1971.unlike other integrated steel plants in India; Visakhapatnam Steel Plant is one
of the most modern steel plants in the country. The plant was dedicated to the nation on 1 st
august 1992 by then Prime Minister, Shri PV Narasimha Rao.
Vsp technology: State-of-the-Art
7 meter tall Coke Oven Batteries with coke dry quenching.
Biggest Blast Furnaces in the country.
Bell-less top charging system in Blast furnace
100% slag granulation at the BF Cast House.
Suppressed combustion- LD gas recovery system
100% continuous casting of liquid steel.

16

 Tempcore and Stelmor cooling process in LMMM& WRM respectively.

Extensive waste heat recovery systems.
Comprehensive pollution control measures.
Table no2.2: MAJOR SOURCES OF RAW MATERIALS

RAW MATERIAL
Iron Ore Lumps & Fines
BF Lime Stone
SMS Lime Stone
BF Dolomite
SMS Dolomite
Manganese Ore
Boiler Coal
Coking Coal
Medium
Coking
Coal

SOURCE
Bailadilla, MP
Jaggayapeta, AP
UAE
Madharam, AP
Madharam, AP
Chipurapalli, AP
Talcher, Orissa
Australia
Gidi/Swang/Rajarappa/Kargali

(MCC)

Water supply
Operational water requirement of 36 mgd is being met from the Yeleru Water Supply
scheme.
Power supply
Operational power requirement of 180 to 200 MW is being met through Captive Power
Plant. The capacity of the power plant is 286.5 MW. VSP is now exporting around 60 MW of
power to APSEB.

Table no 2.3: MAJOR UNITS

17

Department
Coke Ovens

Annual Capacity(000 T)
2,261

Units (3.0 MT Stage)

4 Batteries of 67 Ovens & 7

Sinter Plant

5,256

Mtrs. Heights.
2 Sinter machines of 312 Sq.

3,400

Mtr. Grate area each

2 Furnaces of 3200 Cu. Mtr.

3,000

volume each
3 LD Converters each of 133

Blast Furnace
Steel Metal Shop

Cu. Mtr. Volume and six 4

LMMM
WRM
MMSM

strand bloom casters

4 Stand finishing Mill
2 x 10 stand finishing Mill
6 stand finishing Mill

710
850
850

Table no 2.4: MAIN PRODUCTS OF VSP

STEEL PRODUCTS
BY-PRODUCTS
Angles
Nut Coke
Billets
Coke Dust
Channels
Coal Tar
Beams
Anthracene Oil
Squares
HP Napthalene
Flats
Benzene
Rounds
Toulene
Re-bars
Zylene
Wire Rods
Wash Oil
VISION, MISSION&OBJECTIVES:

Granulated Slag
Lime Fines
Ammonium Sulphate

VISION
To be a continuously growing world-class company by

Harnessing the growth potential and sustain profitable growth.

Delivering high quality and cost competitive products.
Creating an inspiring work ambience to unleash the creative energy of people.
Achieving excellence in enterprise management.

MISSION
18

To attain 16 million ton liquid steel capacity through technological up-gradation,

operational efficiency and expansion; augmentation of assured supply of raw materials to
produce steel at international standards of cost and quality; and to meet the aspirations of the
stake holders.
OBJECTIVES
Expand plant capacity to 6.3 million ton. By 2011-12 with the mission to expand
further in subsequent phases corporate plan.
Revamp exiting blast furnaces to make them energy efficient to contemporary levels

and in the process increase their capacity by 1.0Mt, thus hot metal capacity to 7.5Mt.
Be amongst top five lowest cost steel producers in the world
Achieve higher levels of customer satisfaction.
Vibrant work culture in the organization.
Be proactive in conserving environment, maintaining high levels of safety and
addressing social concerns.

CORE VALUES

Commitment
Customer
Continuous Improvement
Concern for Environment
Creativity & Innovation

VSP POLICIES
VSP takes all necessary actions for the fulfillment of regulatory requirements. It has
dedicated departments for this purpose. Energy conservation, environmental preservation,
safety in work place and occupational health gets highest priority in the company. Some of
the policies in this regard are reproduced below.
19

Quality, Environment and Occupational Health & Safety Policy

VSP are committed to meet the needs and expectations of our customers and other interested
parties, the occupational health and safety of our work force and to preserve the environment.
To accomplish this, we will
Supply quality goods and services to customers delight.
Document, implement, maintain & periodically review the management systems
including the policy, objectives and targets.
Use resources efficiently and reduce waste & prevent pollution.
Comply with all relevant legal, regulatory and other requirements applicable to
products, activities and processes in respect of quality, environment, Occupational
health & safety and also ensure the same by contractors.
Continually improve quality, environment, occupational health and safety
performance with respect to products, activities, premises and services.
Encourage development and involvement of employees.
Maintain high level of quality, environment, occupational health and safety
consciousness amongst employees and contract workers by imparting education and
training
ENERGY POLICY
VSP is committed to optimally utilize various forms of energy in a cost effective to
optimally utilize various forms of energy in a cost-effective manner to effect conservation of
energy resources. To accomplish this, we will Monitor closely and control consumption of various forms of energy through an
effective Energy Management System.

20

 Adopt appropriate energy conservation technologies.

Maximize the use of cheaper and easily available forms of energy.
HIV/AIDS POLICY
VSP is committed to prevent and control the spread of HIV/AIDS among our
employees and their family members.
To accomplish this,
We shall educate our employees and their family members on prevention, care and
counseling of HIV/AIDS and on safe blood donation and transfusion.
If any employee has been infected, we shall endeavor to keep information about the
illness confidential.
A HIV positive employee shall be encouraged to continue to work in his or her job
unless medical conditions interfere with the specific job he or she is doing.
We shall ensure that co-employees do not shun their HIV positive peer or refuse to
work alongside them.
We shall not discriminate against any employee infected with HIV/AIDS with regard
to promotions, training and any other privileges applicable to all employees of the
organization.

We shall ensure that the general medical tests conducted before the issue of
appointment letter will not cover HIV/AIDS without the informed consent and pretest counseling of the candidate.

We shall encourage our employees to participate in voluntary counseling and testing.

However, HIV/AIDS test will not be a part of any annual or time-to-time health
check-ups without the employees consent and retest counseling.

21

 We shall provide all AIDS patients Anti Retroviral Therapy, as and when necessary.
We shall ensure that all Health care personnel follow Universal Precautions to
prevent the spread of the disease.
HR POLICY
VSP believes that the employees are the most important resources. To realize the full
potential of employees, the company is committed to:
Provide work environment that makes the employees committed and
motivated for maximizing productivity.
Establish systems for maintaining transparency, fairness and equality in
dealing with employees.
Empower

employees

for

enhancing

commitment,

responsibility

and

accountability.
Encourage teamwork, creativity, innovativeness and high achievement
orientation.
Provide growth and opportunities for developing skill and knowledge.
Ensure functioning of effective communication channels with employees.
IT POLICY
RINL/VSP is committed to leverage Information Technology as the vital
enabler in improving the customer satisfaction, organizational efficiency, productivity,
decision-making, transparency and cost-effectiveness and thus adding value to the business
of steel making. Towards this, RINL shall:
Follow best practices in Process Automation & Business Processes through IT by inhouse efforts/outsourcing and collaborative efforts with other organizations/expert
22

groups/institutions of higher learning, etc, thus ensuring the quality of product and
services at least cost.
Follow scientific and structured methodology in the software development processes
with total user-involvement and thus delivering integrated and quality products to the
satisfaction of internal and external customers.
Make the most out of the state-of-the art technologies in the IT field while going for
the suitable cost effective IT infrastructure and software.
Ensure high level of data and information security across the organization.
Strive to spread IT-culture amongst employees based on organizational need, role and
responsibilities of the personnel and facilitate the objective of becoming a world-class
business organization.
Enrich the skill set and knowledge based of all related personnel at regular intervals to
make employees knowledge-employees.
Periodically monitor the IT investments made and achievements accrued to review
their cost effectiveness.
CUSTOMER POLICY
VSP will endeavor to adopt a Customer-focused approach at all times with
transparency.
VSP will strive to meet more than the customer needs and expectations pertaining to
products, quality, value for money and satisfaction.
VSP greatly values its relationship with Customers and would make efforts at
strengthening these relations for mutual benefit.
HR MANAGEMENT

23

Human resource initiatives at VSP are closely linked to the corporate strategy of the
organization. VSP has harmonious industrial relations where the entire work force works as a
well-knit team for the progress of the company. The productive environment prevailing in the
company fosters an atmosphere of growth both for the employees and for the company.
VSP has introduced multi-skilling concept since inception and the employees are trained to
imbibe this. VSP has adopted a system of overlapping shifts the first of its kind in the
industry. This system ensures smooth change over of the shifts and uninterrupted pace of
operation of the plant during the shift change over. The labour productivity is 358
tonnes/man/year for (2012-13).

MANAGEMENT OF INDUSTRIAL RELATIONS

Presently, 20 registered Trade Unions are functioning at VSP. There are 17 unions
operating for espousing the cause of contract labour .In addition, two unions each are also
separately registered at our captive mines located at Jaggayyapeta and Madharam. By and
large, a smooth and cordial IR climate prevails at VSP.
The Man days Lost were brought to NIL since 2003 which indicates the peaceful
and harmonious industrial relations scenario in Visakhapatnam Steel Plant. The code of
discipline adopted in the state of Andhra Pradesh has envisaged determination of Majority
union by way of secret ballot elections at an interval of every 2 years. So far 9 elections have
been held at VSP since November, 1985. In the 9 th elections held in the year 2008, Visakha
Steel workers Union (Steel Progressive Front consisting of 9 registered Unions) has emerged
as the majority union and was coferrthe status of recognition for a period of 2 years. Despite
intense electioneering, labour productivity was still kept at a high peak.
Till date around 75 nos. of Memorandum of Settlements (MOS) were arrived at by
duly following proper collective bargaining process. These notable features are getting
union(s) commitment for realization of mission & objectives, increase of Production &
Productivity, improving discipline etc. Unique informal and formal Grievance Redressal
Systems have been successfully implemented in the organization providing for an active
24

employee participation/involvement. A separate section Central Employees Relations

coordinates with respect to all IR related issues including holding discussions, coordinating
with meetings and negotiations etc.,
HUMAN RESOURCE DEVELOPMENT
RINL believes that the employees are its assets and strives to realize their potential in
full of mutual advantage.
KEY INITIATIVES OF HRD GROUP
In-house training programs
Nominations to external training programs
Organization Research , Employees satisfaction surveys and Voice of Employees

Index
Organization Development
Corporate Presentations
Lectures by eminent personalities
Human resource Information system
Knowledge management
Initiatives on Six Sigma
Emancipation of women through WIPS, Women Development Programs(Spring

Board)
Pursuit of Business Excellence Model(BEM)
Dil Ki baat
Chairman tho maata
Employees are sent to other steel plants on short duration tours to find solutions to the
various issues facing the company. Employees are also sent to suppliers manufacturing
units/training institutes to get specific training in identified areas.

TABLE NO 2.5: MAN POWER AT A GLANCE AS ON 31-03-2013

25

WORKS

PROJECTS

MINES

OTHERS

TOTAL

EXECUTIVE

3262

344

109

1492

5207

S
NON

11358

51

257

956

12622

EXECUTIVE
S
Total Employees

17829

Production scenarios: Steel industry was de-licensed and decontrolled in 1991&1992 respectively.
India is the 8th largest producer of steel in the world.
In 2012-13 finished steel production was 36.193Mt.
Pig iron production in 2012-13 was 5.221Mt.
Sponge iron production was 80.85 Mt during the year 2012-13
The annual growth rate of crude steel production in 2012-13was 8% and in 2011-12 was 6%.

DEMAND-AVAILABILITY PROJECTION: Demand-Availability of iron and steel in the country is projected by ministry of steel
annually.
Gaps in availability are met mostly through imports.
Interface with consumers by way of Steel Consumer Council exists, which is conducted
on regular basis.
Interface helps in redressing availability problems, complaints related to quality.

TABLE NO 2.6: AWARDS WON BY VSP

26

Award
Gold

Purpose
Award

for

outstanding VSP

Year

has establish World 2010

achievement in training excellence class training infrastructure

by Green Tech foundation, New since
delhi.

inception

continuously

and

improved

training facilities
Strategic

leadership

award

for For

his

well

known 2010

CMD of RINL by Asia Pacific leadership and contribution

Human

Resource

Management to HRD and for being a role

congress, New delhi.

model as a thinker, a does

and a believer in change
and for his strategic and
iconic stature

Global

human

resource In

recognition

of 2010

development award of federation outstanding performance in

of

training

and

development setting up of his standards

organization, London.

in HRD and focus on

initiatives
motivate

that
and

would
empower

employees to do their best

Won the "GRAND FINALE" of VSP

won

this

Quiz 2009

Almas 10th National Management successively for 3 years in a

Quiz 2009 in December 2009.

row (2007, 2008 & 2009)

achieving

HAT-TRICK

which is a National Record.

27

Bagged third prize in Public In the Event Management 2009

Relations National Awards-2009

category at the 31st All

India

Public

conference

Relations
held

in

Chandigarh

Bagged the First Steel Ministers For

Trophy for the year 2006-07

being

the

best 2009

integrated steel plant in the

country (Runner Up)

Adjudged Energy Efficient Unit For excellence in energy 2009

award by Confederation of Indian Management
Industry Godrej Green Business
Centre at the 10th National award.

Won the TATA-Crucible Corporate For the best performance in 2009

Quiz.

the inter corporate business

quiz,

TATA-Crucible

Corporate Quiz

28

QC teams won Gold & Bronze For Quality Circles

medals

at

the

2009

International

Convention on Quality Control

Circles (ICQCC) convention at
Cuba, Philippines in October 2009.

Vishwakarma Rashtriya Puraskar For the best suggestions

2009

Awards for the performance year

2007 5TH Time in a row.

The India Gandhi Rajabhasha For the best performance in 2009

Award

Hindi

implementation

during the year 2007-08 in

September.
ISPAT

RAJYA

TROPHY.

BHASHA

For popularizing the usage 2009

of Hindi.

RINL ranked No.2 globally for the Global survey by Steel guru 2009
popularity of website among the for
global steel makers.

the

most

popular

website among steel makers

all over the world

29

The Best Place to work for- 2009

Award

given

Economic

by

The 2009

Times-Great

Place to Work Institute

was won by VSP in June.

ISPAT

RAJYA

BHASHA For popularizing the usage 2009

TROPHY

of Hindi.

VSP bags top assessed award

For 2007-08 for paying 2009

highest central excise.

Ukkuvani, the bi-monthly In-house For

Employee

journal was adjudged the Best in National

welfare 2009

Awards

for

House Journal Devoted to Welfare House Journals.

of Employees

QCFI-NMDC Trophy.

For the Best Quality Circle 2008

Implementing
Organization

given

by

QCFI
CII Award for 5-S to WRM Dept. For Workplace
of VSP in November.

2008

Management.
VSP is the 1st organization
in

Steel

implementing

Industry
5-S

workplace management.

30

at

Two QC teams, Harmony from Quality Circles

2008

WRM and Vices from RMHP

won

EXCELLENT

International

awards

Convention

at
on

Quality Control Circles (ICQCC)

at Dhaka, Bangladesh

Spat Suresh Pulaski Award

For No fatal accident in 2007

2006 & 2007 given by
JCSSI (Joint Committee on
Safety,

Health

Environment

in

&
Steel

industry)
Enterprise

Excellence

Award Excellence

2007 conferred by Indian Institute performance

of Industrial Engineering (IIIE) in
May 2008.

31

in

overall 2008

Sri PK Bishop, CMD was awarded

For

his

significant 2008

a Gold medal by the Honble Prime achievement

for

Minister, Dr.Manmmohan Singh at

Sustainable Development,

the 95th Indian Science Congress

Improving the quality of

at Andhra University,

life

Visakhapatnam

Supporting the cause of

in

society

and

Science& Technology.

Second Prize for Organizational Efficient suggestion scheme 2008

Excellence.

operation

given

by

INSSAN
Best Organization Award conferred For promoting QCs in the 2008
by QCFI, Visakhapatnam Chapter

organization

VSP is one of the most modern steel plants in India incorporating State-of-the-Art
technology. Following are some of the modern technologies adopted:
7 meter tall Coke Oven Batteries with coke dry quenching.
Biggest Blast Furnaces in the country
Bell-less top charging system in Blast Furnace
100% slag granulation at the BF Cast House
Suppressed combustion- LD gas recovery system
100% continuous casting of liquid steel
Temporal and steamer cooling process in LMMM &WRM respectively
Extensive waste heat recovery systems and pollution control method

32

HALLMARK OF VIZAG STEEL AS AN ORGANIZATION

Today, VSP is moving forward with an aura confidence and with pride amongst its
employees who are determined to give their best for the company to enable it to reach new
heights in organizational excellence.
At the same time, no single advantage accruing from a knowledge society is found wanting
by the neighborhood community with the growth &development of a phenomenon called
VIZAG STEEL existing so close to its proximity. Futuristic enterprises, academic activity,
planned & progressive residential localities are but few of the plentiful ripple effects of this
transformation and each one of us take

immense pride to uphold the philosophy of

mutual(i.e,,individual and societal)progress.

The remarkable performance on production front coupled with prudent financial
management has not only resulted in achieving significant net profits but also helped RINL
emerge as a NET POSITIVE COMPANY in January, 2006 by wiping out all its
accumulated losses during 2005-2006.

TABLE NO 2.7: STATISTICAL INFORMATION OF PRODUCTION PERFORMANCE

(000 Tonnes) AT VSP

YEAR

HOT METAL

LIQUID STEEL
33

SALEABLE

LABOUR

STEEL

PRODUCTIVITY(ton
nes/man/year)

2000-01

3,165

2,909

2,507

211

2001-02

3,485

3,083

2,757

228

2002-03

3,941

3,356

3,056

253

2003-04

4,055

3,508

3,169

262

2004-05

3,920

3,560

3,173

398

2005-06

4,153

3,603

3,237

414

2006-07

4,046

3,606

3,290

413

2007-08

3,913

3,322

3,074

389

2008-09

3,546

3,145

2,701

359

2009-10

3,900

3,399

3,167

382

2010-11

3,830

3,424

3,077

358

2011-12

3,920

3,520

3,084

362

2012-13

3,860

3,480

3,022

359

CONCEPT OF COMPETENCY MAPPING

Definition of competency:
There are many different definitions for the competency, as simplest one among them is:
Competency for a job can be defined as a set of human attributes that enable an employee to
meet and exceed expectations of his internal as well as external customers and stakeholders.
Competency has two relevant meanings34

 Addresses the ability of an individual to perform effectively.

Tells what is required of an individual, for effective performance.
Definition by McClelland
Competency is an underlying characteristic of an individual that is casually related to
criterion referenced effective and/or superior performance in a job or a situation.
EXPLANATION:
It has been a general observation that hard work, sincerity, Knowledge, intelligence alone
does not make person star performer in his profession. There are other factors that help an
individual to excel in his job/profession. All of us have noticed during our school days, that
the top scorer of a class is not always the most intelligent or the most hardworking student of
the class. We have also observed that top scorers from objective type of tests are not able to
hold their rank in descriptive type of tests .Similarly a good runner is not always a good
hockey player, as every game or sport needs different set of physical and mental qualities to
excel. Thus set of human qualities and/or attributes that make a person a star performer for a
particular activity defines the competency for that particular activity.
The overall competency requirement for a job needs to be understood in terms of elemental
competencies which depend upon education, knowledge, training, experience, technical and
non technical skills, attitude, personal image etc. and some of these attributes are difficult to
objectively assess and measure. However persons with high competency for a particular task
demonstrate certain logically associated behavior which can be used to identify the factors
that make the person highly competent for the task.
Examples of elemental competencies are communication skills, business skills, achievement
orientation or drive, decision making, analytical skills etc.
In organizational and business context, competency required for a particular job
depends on many factors. The factors include social culture, nature of business, business
environment, organizational culture, work environment, organizational structure, duties and
responsibilities, nature of process and assigned activities, attitude and motives of colleagues,
35

superiors &subordinates. Some of these factors may change with time, and thus changing
competency requirements for the same job position in the organization.
There are five types of competency characteristics:
Motives-The things a person consistently thinks about or Wants and that which
causes action. Motives drive, direct, or select behavior towards certain actions or
goals and away from others.
Traits-Physical characteristics and consistent responses to situation or information.
Self-Concept-A persons attitudes, values or self-image.
Knowledge-Information a person has in specific content areas.
Skill-The ability to perform a certain physical or mental task.
As illustrated,

knowledge and skill competencies tend to be visible and relatively on the

surface characteristics of people. Self-concept, trait and motive competencies are more
hidden, deeper and central to personality.
Surface knowledge and skill competencies are relatively easy to develop; training is
the most effective way to secure these employee abilities. Core motive and trait
competencies are more difficult to assess and develop; it is most cost effective to select these
characteristics.

COMPETENCY MAPPING
Competency Mapping is a process through which one assesses and determines ones
strengths as an individual worker and in some cases, as a part of an organization. It generally
examines two areas :emotional intelligence or emotional quotient(EQ),and strengths of the
individual in areas like team structure ,leadership and decision-making .Large organizations
frequently employ the competencies of strengths of workers .They may also use competency
mapping to analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.
36

Thus, it is a tool that identifies the skills and knowledge needed to effectively perform
a role in the organization and to help the business meet its strategic objectives.

ORIGIN OF COMPETENCY MAPPING

David McClelland the famous Harvard psychologist has pioneered 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 new several dimensions of the competencies. These
competencies exposed by McClelland dealt with the affective domain in Blooms
terminology. The turning point for competency movement is the article published in
American psychologist in 1973 by McClelland titled wherein he presented data that
traditional Achievement and intelligence scores may not be able to predict job success an
what is required is to profile the exact competencies required to perform a given job
effectively and measure them using a variety of tests.
This article combined with the work done by Douglas Brey and his associates at AT
&T in US, where in they presented evidence that competencies a can be accessed through
assessment centres and, on the job success can be predicted to some extent.
Later McBer a consulting Firm founded by David McClelland and his associates
Berlew have specialized in mapping the competencies of entrepreneurs and managers across
the world. They even developed a new and yet simple methodology called Behavior Event
Interviewing (BEI) to map the competencies .With increased recognition of the limitations
Performance appraisal in predicting future

Performance potential appraisal got

focused. And assessment centres became popular in seventies. The setting up an assessment
centre was in integral part of the HRD plan given to L&T by the IIMA professors as early as
in 1975.L&T did competency mapping and could not start assessment centres until much
later as it was not perceived as a priority area.

37

In fact major basics of all Marketing Management ,Human Resource Management

,Basics of Management Models, are been directly lifted with some modification from
Chanakyas

Arthasastra .It was his one of the greatest contributions to the world.

Arthasastra, book on Political science and Administration, is a classical book where on may
find the roots of Competency Mapping.
Why competency mapping is used in various organizations?
Large organizations frequently employ some form of competency mapping to
understand how to most effectively employ the competencies of strengths of workers .It
helps to analyze the combination of strengths in different workers to produce the most
effective teams and the highest quality work.
The value of competency mapping and identifying emotional strengths is that many
employees now purposefully screen employees to hire people with specific competencies.
They may need to hire someone who can be an effective team leader or who has taking
initiative or someone who is very good at taking direction.

OBJECTIVES OF COMPETENCY MAPPING:

To create a competency based system and culture in the organization.
To identify and build competencies of individuals for making them more efficient
and effective at their jobs.
To ensure that right people are identified and placed in the right jobs.
To ensure that employee potential is identified, developed and utilized to the fullest
extent.

38

Help uplift the competencies of key managers by providing them insights into their
competencies and developmental opportunities.
FACTORS TO BE CONSIDERED:
Before carrying out competency mapping the following factors are to be considered and
addressed.
1. Fear and Anxiety: Employees may perceive a threat of being segregated as unfit .It is
important to take the people into confidence before undertaking this exercise.
2 .Lack of objectivity and clarity of purpose: Focus of facilitators and key personnel involved
in this exercise should be clear at all stages .There is some element of subjectivity in
competency mapping ;hence it needs to be done objectively and with utmost sincerity.
3. Resistance from Employees: General view of rejection may be there for this initiative
.change creates uneasiness and is viewed skeptic.
4. Lack of suitable Training Models: Those gaps may not be brought out for which
organization is not unable to find the training module. Training modules are to be designed to
suit the actual requirement of the employees. External training provides may be located.
Difficulty in getting people for training: Due to work exigencies, mangers may prevent
release of employees training. It is to be ensured that the employees are released for training.

STAGES INVOLVED IN COMPETENCY MAPPING:

The steps involved in competency mapping with an end result of job evaluation include the
following:
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 PIO as a guide .The primary goal is to gather from
incumbents what they feel are the key behaviors necessary to perform their respective jobs.
39

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
displaying or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the result 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.

PROCESS OF COMPETENCY MAPPING:

1. Introduction
In the first session of the workshop, the facilitator shall discuss objective of the workshop
and explain the concept and practice of competency mapping and assessment.
2. Overview of the organization, organizational processes and jobs
In the second session of the workshop, the facilitator shall briefly present and discuss:
40

 Business ,Market ,Customers and customers requirements

Organizational structure
Technical processes
Business and management processes
This is done to enable the participants to focus on the requirements of different job
positions.
3. Overview of competency Model:
In the

third session of the workshop, the facilitator shall briefly discuss the competency

model .He should explain different competencies and their behavioral indicators. Behavioral
indicators need not be discussed in detail at this stage.
Facilitator should provide examples of between competencies and business process
requirements like elemental competency of influencing ability and sales process,
Competency of team working & interpersonal effectiveness and production process, etc.
After the first three sessions, facilitator shall answer the queries that participants may have ,
to clear their doubts .This will complete the orientation part of workshop .These three
sessions are useful to present the participants for the task of competency mapping.

4. Identification of core competencies:

For preliminary identification of core competencies, facilitators shall discuss job positions in
the organization, one by one. Facilitators shall every job its duties and responsibilities,
processes participated, critical factors for performance, and criticality of the job etc .and shall
facilitate the discussion among the participants with respect to the job factors.

41

After the participants develop adequate clarity about the job activities and responsibilities,
every participant should be asked to identify the eight most important competencies from the
list of twenty one elemental competencies in the sequence of their importance and criticality.
The facilitator should initiate a discussion among the participants on the relative importance
of elemental competencies for the job and should finalize the list of core elemental
competencies, The objective is to identify up to ten most important elemental competencies
for each job from the list of twenty one elemental competencies and divide them into two
groups core competencies and supporting competencies.
5. Minimum acceptable level of competency:
To decide minimum acceptable level of each of the competency following rules are helpful.
Table no 3.1: Minimum acceptable level of competency
Minimum required Competency level
Critical Competencies

Supporting Competencies

Executive

Managerial

Leader

6. Base competency map:

Prepare a table of competency and their minimum acceptable levels for each of the job
position in the organization .This may be called as base competency map for the organization
.A sample is attached earlier in this book.
7. Further development of the competency model:
42

The base competency map based on the model provides broad requirements for each of the
job. This map helps to establish basic requirements for a competency based performance and
potential appraisal system.
For performance diagnostic applications the model needs to be further refined with in-depth
job studies for each of the job .For the details of this process see the chapter on refinement.
Refinement of base competency map:
The base competency map needs to be refined for advanced applications like performance
diagnostics and performance excellence training etc. There are two methods for carrying out
the refinements; these are study of

behavior of an effective employee or study of process

map.
We recommend a combination of both the methods for refinement. The recommended
method

initially

process

map

is

studied

with

respect

to

critical

process/operation/interaction/event or achievement, which is later compared with the actual

handling of the same situation by an effective employee.
METHODOLOGY OF COMPETENCY MAPPING
The following methods are used in combination for competency profiling:
Literature review: A preliminary approach to defining job content and identifying
required competencies is to conduct a review of the literature to learn about previous
studies of the job or similar jobs. Quite often, no previous studies have been
conducted. However, if they do exist, they can be extremely helpful in providing an
introduction to the job and the preliminary list of competencies to consider. The
literature review supplements, but does not replace, other data collection methods. It
similarly provides a quick overview. Sources of published literature include books,
professional journals, association magazines, thesis and dissertations. Unpublished
studies may be available from professional associations magazines, thesis, and
dissertations. Unpublished studies may be available from professional associations,
consulting firms, colleges and universities that offer training programs for your target
43

job, and through the internet. The quality of these studies will vary widely and they
need to be critically evaluated before use.
Focus groups: In focus groups, a facilitator works with a small group of job
incumbents, their managers, supervisors, clients, or others to define the job content or
to identify the competencies they believe are essential for performance .A series of
focus groups is often conducted to allow many people in the organization to provide
input. There are different approaches to conducting focus groups. Typically, the
facilitator will use a prepared protocol of questions to guide a structured discussion.
Expert panels are a special type of focus group in which persons who is considered
Highly knowledgeable about the job and its requirements meet to develop a list of the
competencies required for success. The members of expert panels are typically
persons who write about or do research in the relevant discipline, such published
academics.
Structured Interviews: In structured interviews, carefully planned questions asked
individually of job incumbents, their managers or other familiar with the job.
Benchmarking interviews with other organizations are especially useful in achieving a
broader view of the job or determining which competencies are more universally
deemed necessary for a particular job. However, it is important to be cautious in
applying the information collected from other organizations. There are many variables
such as work environment, culture, differences in job responsibilities that may limit
the relevance of the information.
Behavioral Event Interview: In behavioral event interviews (BEI), top performers
are interviewed individually about what they did, thought, said, felt in challenging or
difficult situations. The competencies that were instrumental in their success are
explorated from their stories. Often, average and low performers are also interviewed
to provide a comparison. The interviewer will ask questions such as Tell me about a
time when you had extremely challenging client or Give me an example a situation
at work in which you had to make a difficult decision.
44

 Surveys: In surveys job incumbents, their supervisors, and perhaps senior managers
complete a questionnaire administrated either in print or electronically. The survey
content is based on previous data collection efforts such as interviews, focus groups,
or literature reviews. The respondents are typically asked to assign ratings to each
listed job element or competency .For example, respondents may be asked how
critical a competency is to effective job performance, how frequently the competency
is used on the job, the degree to which the competency differentiates superior from
average performers, and if the competency is needed on entry on the job or can be
developed overtime. Survey respondents are usually asked to provide in writing any
additional information that they feel is important.
Observation: In this data collection method, the research team visits high performing
incumbents and observes them at work. The more complex the job and the grater the
variety in the job tasks, the more time is required for an observation. For a very
routine job in which the same task is repeated over and over throughout the day, an
observation of a couple hours might sufficient. For very complex jobs, observation of
a week or more may be required. If the job changes based on work cycles, seasons, or
other factors, the observations may have to be conducted over a period of weeks or
months. The observation process may include asking employees to explain what they
are doing and why. Sometimes observations of average and low performers are also
conducted to establish a basis for comparison. The competencies required for
effective performance are then inferred from the observations by persons who are
experts in competency identification.
Job Description: Job descriptions are a basic human resource management tool that
can help to increase individual and organizational effectiveness. For each employee, a
good, up-to-date job description helps the incumbent to understand, how their
position contributes to the mission, goals, and objectives of the organization. For
organization, good job descriptions contribute to organizational effectiveness by
ensuring that the work carried out by staff is aligned with the organizations mission;
and, helping management clearly identifies the most appropriate employee for new
duties and realigning workloads.
45

 Work Logs: In the work log method of data collection, job incumbents enter into logs
or diaries their daily work activities with stop and start times for each activity.
Depending on the complexity and variety of the job, incumbents may be asked to
make log entries for several days, weeks, or months.
360 degree Based competency mapping:
Many organizations today are using the process of 360 degree feedback to compare an
individuals self assessment of his/her own performance against key position and
organization competencies to the assessment of key stakeholders that the individual
interacts regularly with. The 360 feedback received is then used as input to the Individual
Development plan.
David McClelland takes the position that definitions for various competencies, which
contain real-life examples of more competent behavior, provide specific guideposts as to how
to develop the competency. The feedback information also provides a basis for career
counseling or explaining why a person should or should not be promoted.

APPLICATION OF COMPETENCY MAPPING AND ASSESSMENT

TECHNIQUES:
Competency mapping and assessment is a very important development for HR
function. It provides much needed objectivity to HR activities. With the help of tool like
competency mapping assessment role of HR has changed from support function to core
function .With competency based HR systems and programs HR function can be directly

46

contribute to organization effectiveness .Business process focus and objectivity are the main
advantages of the competency based HR management systems.
Employee competency map is a very useful document and can be used for the following
applications.
Candidate appraisal for recruitment
Employee potential appraisal for promotion or functional shift
Employee training need identification
Employee performance diagnostics
Employee self development initiatives
These applications are explained:
1. Candidate appraisal for recruitment
Selection of candidates for employment is very important decisions for any organization
a wrong selection costs the organization in terms of recruitment costs, efforts, time and
opportunity. Whereas landing into unsustainable job is very painful and unsettling experience
for the candidate. Job position competency map provides clear guidelines and reliable
process for Selection.
Competency map for the job positions and Assessment of candidates for the required
competencies gives comparatively reliable indication about suitability of the candidate if
selected for the position .Normally only core competencies are assessed for selection.

2. Employee potential appraisal for promotion or functional shift

Every job position requires different set of competency and hence an
excellent performer in junior position may not necessarily perform to the expectations
when promoted to a senior position. Also an average performer in a junior position may
turn into a star performer when promoted to senior position .Similarly a successful person

47

in one department may turn out to be unsatisfactory in another department and also a not
so competent person in one department may give excellent results in other department.
Hence department shifts and promotions need careful assessment of the competencies of
the person with respect to the required competencies of the new position. It is
recommended to assess core competencies for the promotion or functional shifts.
3. Employee training need identification
Competency mapping and assessment provides clear indication of employees
developmental needs. Candidate weakness with respect to the required competencies
discovered in the assessment shows opportunity for development of the candidate.
Employee competency assessment can be conducted periodically, preferably along with
Performance appraisal, to identify developmental needs of every employee. As
competency based training need identification has directly be gauged through the
assessment of performance and competencies. Generally core competencies are used for
training need identification.
4. Employee performance diagnostics
Competency based assessment provides excellent understanding of Performance
problems Observed non Performance of an employee can be due to factors that are out of
the control of the employee or due to lack of required competencies.
Employee those are not able perform to the expectations should be assessed for core as
well as support competencies and any observed inadequacy should be carefully studied
to understand its effect before taking any remedial measures.

5. Employee self development initiatives

The competency map and behavioral indicators help individual to understand
direction for their own development .They can very easily identify the gaps and work on the
inadequacies.
48

Performance appraisal with traditional method can assess the performance with respect to
set targets, but these appraisals do not guide for improving the performance. Competency
map very clearly and reliably guides the employees for self development.
The competency map indicates the competencies that are required for improved
Performance and behavioral indicators shows the factors that build up the competency
.Organizations should develop a competency map document and make it available to all
employees for reference and study.
AREAS OF IMPLEMENTATION
Choosing the right kin people to join and progress in an organization.
Competencies can be used to construct a template for using in recruitment and
selection.
By knowing the competency profile, gaps can be identified for a position and allows
the individual to compare their own competencies to those required by the position or
the career path.
Training or development plans could focus on these competencies needing
improvement .Additionally education and development curricula would be linked to
improving competency levels to the needed levels needed for effective performance.
Individuals would know the competencies required for a particular position and
therefore would have an opportunity to decide if they have the potential to pursue that
position. Thus helps in Career and Succession planning.
Assessing employees readiness or potential to take on new challenges.
Rewards and Recognition.
Competency based pay is compensation for individual characteristics for skills and
competencies over and above the pay a job or organizational role itself commands.
Individual characteristics that merit higher pay may come in the form of
competencies (experience, initiative, loyality and memory portability).

49

One old fashioned way of improving employee performance is by recognizing and

rewarding effort. Competency pay is the best way to do so. Rewarding employees for
their ability to make the best use of their skills and competencies in accordance with
the organizations needs was the logic behind this once popular HR tool. Source: The
Hindu,Are you being paid for your competencies?January 29, 2003.
Performance management system
Competencies are critical behaviors demonstrated on the job and, as such, are often
included as part of performance management. Performance management is about
achieving results in a manner that is consistent with organizational expectations and
desired behaviors. Competencies provide expectations for how the job is
performed, not just what gets done. Assessing competencies as a part of
performance management is an important means of assisting employees in
understanding performance expectations and enhancing competencies on the-job.

BENEFITS OF COMPETENCY MAPPING:

1. Enhancing the capabilities of the individuals.
2. Flexibility to deploy people in different jobs.
3. Identification of persons who can work in different areas of the department.
4. Systematically identifying the potential of the qualified employees and provide them
with opportunities for their development and growth.
5. It provides scope of multi-skilling to the employees through job enrichment and takes
away the monotony of doing the same job.
6. Employees have a set of objectives to work towards and are clear about how they are
expected to perform their jobs.
7. The appraisal and recruitment systems are fairer and more open.

50

8. There is a link between organizational and personal objectives.

9. Processes are measurable and standardized across organizational and geographical
boundaries.
10. It gives a clear insight in the necessary qualification for a job and therefore; provides
a common language for discussing job requirements and/or individuals capabilities.
11. Increase identifying the best resources to fill a given role.
12. Provides a tool to help an employee, manager or an organization assess its
competencies and identify its future needs.
13. Ensures the link between business strategy and Human Resource functions.
14. Allows strategic level tracking of the collective strengths and areas of expertise
within an organization.
CRITICISM OF COMPETENCY MAPPING:
1. It can be over-elaborative and bureaucratic.
2. It is difficult to strike the right balance between reviewing the competencies often
enough for them to remain relevant but not so often to become confusing.
3.If too much emphasis is placed on inputs at the expense of outputs, there is a risk
that will favor employees who are good in theory but not in practice and will fail to
achieve the results that make a business successful
4. They can become out of date very quickly due to the fast pace of change in
organization and it can therefore be expensive and time consuming to keep them upto-date.
5. Some behavioral competencies are basically personality traits which an individual
may be unable (or unwilling) to change and it is not reasonable to judge someone on
these rather than what he or she actually achieves.
51

IMPLEMENTATION OF COMPETENCY MAPPING IN

VARIOUS COMPANIES
STEEL AUTHORITY OF INDIA:
INTRODUCTION:

Steel Authority of India Limited (SAIL), a navaratna PSU is the largest steel making
company in India. With thousands of skills required for jobs from mining to marketing
encompassing the complex steel making process, lot of training and for skills development
was being conducted. To effectively implement the corporate plan 2012 it was an imperative
that SAIL evolved and adopted the practice of competency mapping which requires a
systematic analysis across the organization with regard to the current level of competence of
the employees in various positions vis--vis the required skills for higher performance and
fulfilling the identified competency gaps. Standardized methodology of competency mapping
was adopted in different plans of SAIL on 2004-05.
Durgapur steel plant was the pioneer and initiating competency mapping system. A
committee after elaborate discussion and study of practices in different SAIL plants and
units. The broad steps in the standardized methodology are as follows.
1.

Select the departments identify key functions/areas/job cluster/quality

positions/work platform.
2. List the competencies required in each area of the above
3. Identify employee occupying the positions.
4. Designing the appropriate formats for documenting the present level of
competence against the desired skills.
5. Evaluate the skill through on the job performance.
6. Evaluate knowledge through tests.
7. Collate results and prepare the capability matrix.
8. Send the list of employees identified for training.
9. Imparting training.
10. Reassess the competency level of the employee during post-training period.
11. Re-training for employees who still lack competence after training.
12. Maintain record of individual employees.
52

13. Reassesses their competence at least once in two years keeping in view the
situation which is dynamic and is bound to change with normal separation of
employees, Introduction of new technologies and equipments etc.

STATUS OF COMPETENCY MAPPING EXERCISE IN SAIL:

After the adoption of standardized methodology of competency mapping across SAIL, the
process has become more integrated and facilitates better management of training need
assessment process. At Durgapur Steel Plant more than 35 departments have been covered
and about 4500 employees have been covered. Training of assess employees is been
completed in a planned manner. At other plants also the exercise is being carried on Selected
executives are been developed as competency mapping facilitators to make process of
competency mapping more effective. Competency mapping is maintained as a regular
exercise in SAIL.
BENEFITS OF COMPETENCY MAPPING: SAIL EXPERIENCE
Competency mapping has provided many benefits and advantages to SAIL plant, as follows:
1.
2.
3.
4.

Enhancing the capabilities of the individuals.

Flexibility to deploy people in different jobs.
Identification of persons who can work in different areas of the department.
Systematically identifying the potentials of the qualified employees and provide them

with opportunities for their development and growth.

5. It provides the scope of multi-skilling to the employees through job enrichment and
takes away the monotony of doing the same job.
6. Maintaining the required number of competent man power which results in skill
preservation a facilitates succession planning.
7. Helps in man power rationalization
8. Facilitates in managing exigencies of work.

L&T INFOTECH:
53

L&T InfoTech, a PCMM level 5 company, has a successful competency based HR systems.
Recruitment, training, job rotation, succession planning and promotions all are defined by
competency mapping. Says Dr Devendra Nath, executive vice president of the company, who
had initiated the PCMM process in the parent company (L&T) in 1997.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 negotiations skills might be put in the sales or purchase department for a year to hone his
skills in the area.
No two organizations can have same competency framework; it will vary over time even in
one organization .It is not timeless, it is contextual. Thus competency mapping can be called
as the DNA of successit is what makes star performers work in a particular way.When
the company started competency mapping the whole process took 8 months for six roles and
two variations. Eventually, 16-18 profiles were worked out. The company uses soft people
for competency mapping.Behavioral competencies do not change every month .Two
appraisals are done subsequently every project end for skills, and annual for behavioral
competencies .Initially there was resistance from the line people, but when the numbers
started flowing they set up.
Every quarter, an SBU-based skills portfolio is published. As far as training and development
is concerned, instead of asking people to attend classes, they themselves get pulled to the
classes. Introduction of competency mapping has also involved introducing skill appraisals
in performance appraisals. This has also led to training people on how to assess subordinates
on competencies.
ZENSER
Similarly, Zensar has identified the competencies and the job analysis exercise was carried
out where the importance level of every competency was ascertained before freezing the
competency model. For team leaders and project managers, the company also runs
development centres in house; here, individuals are profiled on behavioral competencies
54

required for the position .This process creates awareness in the individual development plan.
Development centres help map an individuals potential, which is useful to both the
individual and the organization. All management development programs are also fine-turned
to address the specific competency needs at different levels.360 degrees feedback from their
teams. This feedback is based on the rating of the competencies which are an integral part of
their managerial skill-set.
LIST OF OTHER COMPANIES IMPLEMENTING COMPETENCY MAPPING

Hutch Orange
GE capital
Pricol
DS Group
TCS
Novell HCL Technologies
Help Age India
Cognizant Technologies
Cairn Energy India pvt.Lupin Ltd;
GAIL
L.G.Electronics India Ltd
Bharti cellular
Thermax group
Sandvik Asia
Mercuri Goldmann Pvt.Ltd
Exide Industries
Kochi Refineries
Infosys
Royal Enfield
Patni computer Systems
Visteon India
Tata Tea
NIIT
IPCL
NALCO
Cadlia Pharmaceuticals
Welspun India Ltd.
Wockhardt ltd.
Edutach Middle-east LLC(Dubai)
55

Birla Cellulosic
TATA AIG Insurance company
HDFC Standard Insurance Co.TATA Cumminus
ONGC
India Rayon
Wyeth
BPL Mobile cellular
MICO
Phillips
Power Grid Corporation
TATA Motors
Siemens Ltd
Bharat Electonics
IFFCO
Gati
HPCL
Idea Cellular
SBI staff college
TNT
Action AID India
Indo German Social Service etc;

56

COMPETENCY MAPPING AT VISAKHAPATNAM STEEL PLANT

In VSP Competency Mapping was started in September 2008 with an objective as
follows
Right people in the right job, thus enabling better output or motivation
Overall performance of organization

by improved efficiency and better

decision and in all activities

Enhancing organization stature and competitive position.
The competencies required for a job are identified by a team in the department i.e.
with help of Polar Management Services, Visakhapatnam, who has core knowledge
and experience in relevant areas. The competencies are classified into four different
areas behavioral, technical, emotional and conceptual competencies.
METHODOLOGY OF COMPETENCY MAPPING
There are 3 main methodologies generally followed
Mapping Technical competencies
Mapping Behavioral competencies
Mapping through Psychometric tests
Out of the above, HRD group has implemented Behavioral methodology for selected
Executives of different departments. They have identified 27 competencies to carry
out the competency mapping. Through Survey selected 6 competencies required to
carry out internal training process. The next stage is to implement the action plans. In
VSP at present, it is partially implemented.
57

In VSP, the HRD department conducts the competency mapping exercise

only to the managerial level cadre employees. they conduct this confidentially ,the
Assistant

General Manager of HRD department will assign this work to two

accessors under him that they have to observe the employees secretly and should
compare the standard competencies of their job to the their competencies and should
report it to the AGM .Both accessors will be doing this task individually to all the
employees .Later, the AGM will check the report given by the accessors , he will take
the average of two accessors reports and check for the main competencies that are
missing in the employees and further the employees will be given training and
counseling on that missing competencies required for their job to fill the gap between
the their competencies and the standard competencies.
COMPETENCY CLUSTERS IDENTIFIED:
Depending upon the depth of knowledge, behavior and skill requirements different
competency clusters are created as indicated below:
1. Cluster 1:Operator level for technicians and charge man
They need basic level of skill/knowledge to perform tasks effectively .Most of the
roles will be performed with supportive roles.
2. Cluster 2:Manage and control for JO to E-4
They need moderate depth of knowledge and skills needed to perform the assigned
tasks without any supervision. They perform the assigned tasks with minimal
reference to his superior.
3. Cluster 3:Concerned with systems and procedures for E-5 to E-6
They require possessing a level of competency of knowledge and skill with more
specialization and need to perform with more command and authority in specific
areas. The job holder should manage situations of complex and should handle
sensitive issues. He should also be able to prioritize the activities and plan different
work related activities.
58

4. Cluster 4: Dealing with strategic and policy issued for E-7 to E-8
a. Should be able to plan, make strategies to achieve the set targets, manage different
multi discipline areas.
b. Should be able to negotiate with both internal and external agencies.
c. Should be able to take strategic and policy decisions.
d. Should be able to implement best practices to achieve strategic out comes and so
on.
The controlling officer identifies the gaps after evaluating the individual against each
identified competencies by using prescribed formats. Separate formats are designed for
cluster.

SOME OF THE IDENTIFIED COMPETENCIES:

Evaluation:
Competency evaluate is done on 5-point scale for each employee in prescribed formats
designed by the shop floor core committee. If the competency level is less than 3 or 5-point
scale, then it is treated as a gap and this gap is filled through sustainable training or
counseling at management level.
Table no 3.2: In VSP, competencies identified for E6 &E7 levels
DGMS

AGMS

Empowering Abilities

Cost effectiveness

Strategic Thinking

Planning

Decision making

Team building

Leadership

Leadership
59

Business Attitude

Initiative &Drive

Communication

Communication

ANALYSIS AND INTERPRETATION

Competency Mapping is a tool that identifies the skill and knowledge needed to
effectively perform a role in the organization and to help the business meet its strategic
objectives .It lists the relevant skills or competencies for each level of learning. Human
Resources function entrusted with responsibility to find right person for every job and
development of the employed person to do the assigned job effectively, have found
Competency Mapping for assessing competencies.
Visakhapatnam Steel Plant is one of the most modern steel plants in the
country among all the steel plants.VSP is moving forward with a confidence and with pride
amongst its employees who are determined to give their best for the company to enable it to
reach new heights in organizational excellence.
An attempt has been made in the present study to draw the perception of the
employees towards competency mapping exercise, as Competency Mapping is a tool that
identifies the skill and knowledge needed to effectively perform a role in the organization
and to help the business meet its strategic objectives.
The present survey has been conducted among 70 respondents by way of a
questionnaire adopting random sampling. Samples are drawn from the managerial cadre i.e
assistant general managers and deputy general managers that have been analyzed,
interpreted, and are presented in this chapter.

60

TABLE: 4.1 EMPLOYEES ARE AWARE ABOUT COMPETENCY MAPPING

EXERCISE IMPLEMENTED IN VSP
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

11

2.

Agree

46

66

3.

Disagree

13

19

4.

Strongly Disagree

Total

70

100

61

Analysis: The above table shows that nearly 66% of the employees agree that they are
aware of competency mapping exercise , where as 11% of them are partly strongly agree,
while only 19% of them are a bit disagree and the rest of them are strongly disagree.
Interpretation: From the above analysis we can interpret that the most of the employees are
aware of competency mapping exercise in their organization because they are conducting
training programs about competency mapping.
TABLE: 4.2: COMPETENCY MAPPING IS REQUIRED AT VSP
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

18

26

2.

Agree

46

66

3.

Disagree

4.

Strongly Disagree

Total

70

100

Analysis: The above table exhibits that 66% of the employees agree that competency
mapping is required for an organization, where as 26% of them

are strongly agree, while

only 7% them disagree for this and 1% of them only strongly disagree.
62

Interpretation: Therefore we can interpret that most of the employees agree that
competency mapping is required for an organization because it helps them to increase their
competencies required for their job.
TABLE:

4.3:

COMPETENCY

OF

THE

EMPLOYEES

EFFECT

THE

ORGANISATIONAL PERFORMANCE
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

16

23

2.

Agree

46

66

3.

Disagree

4.

Strongly Disagree

Total

70

100

Analysis: It is evident from the above analysis that,66% of the employees agree that
competency of the employees effect the organization ,23% of them are strongly agree, where
as only 8% of them are disagree and the rest of them are strongly disagree.

63

Interpretation: therefore we can say that most of the employees agree that competency of
the employees effect the organization because based on their competencies only they do their
job properly at right time.
TABLE: 4.4: COMPETENCY MAPPING HELPS IN RECRUITMENT AND
SELECTION PROCESS IN VSP
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

13

18

2.

Agree

48

69

3.

Disagree

10

4.

Strongly Disagree

Total

70

100

Analysis: The above chart shows that 69% of the employees agrees that competency
mapping helps in recruitment and selection process in their organization ,whereas 18% of
them are strongly agrees for this,10% of them disagrees And only 3% of them are strongly
disagrees .

64

Interpretation: therefore we can interpret that most of the employees agrees that
competency mapping helps in recruitment and selection process because their selection is
based on their competencies.
TABLE:

4.5:

COMPETENCY

MAPPING

HELPS

IN

TRAINING

AND

DEVELOPMENT ACTIVITY IN VSP

Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

11

16

2.

Agree

52

74

3.

Disagree

4.

Strongly Disagree

Total

70

100

Analysis: As per the above data,74% of the employees agree that competency mapping
helps in training and development activity in their organization , while 16% of them strongly
agree, whereas 9% of them are disagree for this and only 1% of them

are strongly

disagrees.
Interpretation: From the above analysis we can interpret that most of the employees agree
that competency mapping helps in training and development activity in their organization
because it helps in identifying the weakness of candidates and helps in developing them.
65

TABLE:

4.6:

COMPETENCY

MAPPING

HELPS

IN

PERFORMANCE

MANAGEMENT SYSTEM IN VSP

Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

16

23

2.

Agree

46

66

3.

Disagree

10

4.

Strongly Disagree

Total

70

100

Analysis: As per the above data, 66% of the employees agree that competency mapping
helps in performance management system of their organization, while 23% of them are
strongly agree ,while 10% are disagree and the rest of them strongly disagrees.
Interpretation: therefore we can interpret that most of the employees agree that competency
mapping helps in performance management system because it provides excellent
understanding of performance problems in the employees.

TABLE: 4.7: COMPETENCY MAPPING HELPS IN SUCCESSION PLANNING

66

Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

13

19

2.

Agree

45

64

3.

Disagree

13

4.

Strongly Disagree

Total

70

100

Analysis: The above chart shows that 64% of the employees agree that competency
mapping helps in succession planning, while 19% of them strongly agree for this, where as
13% of them disagree and only 4% of them strongly disagree .
Interpretation: Therefore we can interpret that most of the employees felt that competency
mapping helps in succession planning because the management can plan immediately to
develop their competencies.
TABLE: 4.8:

COMPETENCY MAPPING EXERCISE HELP IN ACHIEVING

CULTURAL INTEGRATION IN VSP

Sl. No

Opinion

No. of respondents
67

% of respondents

Strongly Agree

2.

Agree

36

52

3.

Disagree

29

41

4.

Strongly Disagree

Total

70

100

Analysis: We can say from the above chart that 52% of the employees agree that
competency mapping exercise help in achieving cultural integration in their organisation, 4%
of them strongly agree for this, while 41% of them disagree and only 3% of them strongly
disagree.
Interpretation: Therefore we can interpret that most of the employees thinks that
competency mapping helps in achieving cultural integration because different people works
in VSP they can know their weaknesses and can help each other in improving it.
TABLE: 4.9: COMPETENCY MAPPING HELPS IN ACHIEVING
ORGANISATIONAL ALIGNMENT OF GOALS
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

13

19
68

2.

Agree

44

63

3.

Disagree

12

17

4.

Strongly Disagree

Total

70

100

Analysis: We can say from the above chart that 63% of the employees agree that
competency mapping helps in achieving organizational alignment of goals in their
organization, where19% of them strongly agree for this, while 17% of them disagree and
only 1% of them strongly disagree.
Interpretation: Therefore we can interpret that most of the employees thinks that
competency mapping helps in achieving organizational alignment of goals because when the
employees can use their competencies well than they can achieve their organizational goals.
TABLE: 4.10: COMPETENCY MAPPING EXERCISE IS USEFUL IN OVERALL HR
PLANNING IN VSP
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

12

17

2.

Agree

44

63

3.

Disagree

13

19

69

4.

Strongly Disagree

Total

70

100

Analysis: We can say from the above chart that 63% of the employees agree that
competency mapping exercise is useful in overall HR planning of their organisation,where as
17% of them strongly agree for this, while 19% of them disagree and only1% of them
strongly disagree.
Interpretation: Based on the above analysis we can say that most of the employees agree
that competency mapping exercise is useful in overall HR planning of their organization
because this is applicable in all the HR related functions.
TABLE: 4.11: EMPLOYEE COMPETENCIES INFLUENCE PAY DECISIONS IN
VSP
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

2.

Agree

20

28

3.

Disagree

37

53

4.

Strongly Disagree

10
70

Total

70

100

Analysis: We can say from the above chart that 28% of the employees agree that employee
competencies influence pay decisions in their organisation, where 9% of them strongly agree
for this, while 53% of them disagree and only 10% of them strongly disagrees.
Interpretation: Based on the above analysis we can say that most of the employees felt
disagree that employee competencies influence pay decisions in their organization because in
VSP pay decisions are not related to their performance.
TABLE: 4.12: ENHANCING COMPETENCIES WILL HELP IN BUILDING
LEADERSHIP QUALITIES OF AN EMPLOYEE
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

15

21

2.

Agree

46

66

3.

Disagree

12

4.

Strongly Disagree

Total

70

100

71

Analysis: The above chart elicits that 66% of the employees agree that enhancing
competencies will help in building leadership qualities of an employee, while 21% of them
strongly agree for this, where as12% of them disagree and only 1% of them strongly
disagree.
Interpretation: Based on analysis

we can say that most of the employees thinks that

enhancing competencies will help in building leadership qualities of an employee because

leadership is also one of the competencies they requires can be developed by this tool.
TABLE: 4.13: COMPETENCY MAPPING EXERCISE MAKES THE WORK
ENVIRONMENT EFFECTIVE
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

14

20

2.

Agree

41

59

3.

Disagree

14

20

4.

Strongly Disagree

Total

70

100

72

Analysis: The above chart elicits that 59% of the employees agree that competency
mapping exercise makes the work environment effective. While 20% of them strongly agree
for this, where as 20% of them disagree and only 1% of them disagree.
Interpretation: therefore we can interpret that most of the employees agree

that

competency mapping exercise makes the work environment effective because the employees
can develop their competencies which will be helpful for their development.
TABLE: 4.14: ATTITUDE OF THE EMPLOYEE TOWARDS WORK WILL
CHANGE

AFTER

PROVIDING

TRAINING

ON

THEIR

REQUIRED

COMPETENCIES
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

12

17

2.

Agree

50

71

3.

Disagree

12

4.

Strongly Disagree

Total

70

100

73

Analysis: The above chart elicits that 71% of the employees agree that attitude of the
employee towards work will change after providing training on their competencies, while
17% of them strongly agree for this, where as 12% of them disagree and none of them
strongly disagree.
Interpretation: from the above analysis we can interpret that most of the employees feels
that attitude of the employee towards work will change after providing training on their
competencies because they feel confident after training and their performance increases.
TABLE: 4.15: AWARENESS PROGRAMS REGARDING COMPETENCY MAPPING
SHOULD BE CONDUCTED ONCE IN EVERY 6 MONTHS
Sl. No

Opinion

No. of respondents

% of respondents

Strongly Agree

10

14

2.

Agree

45

64

3.

Disagree

11

16

4.

Strongly Disagree

Total

70

100

74

Analysis: The above chart states that 64 % of the employees agree that awareness programs
regarding competency mapping should be conducted once in every 6 months, while 14% of
them strongly agree, where as 16% of them disagrees and rest of them strongly disagree.
Interpretation: Therefore we can interpret that most of the employees feels that awareness
programs regarding competency mapping should be conducted once in every 6 month.
Because it is not conducted frequently.

SUMMARY
The competency framework serves as the bedrock for all HR applications. As a result
of competency mapping, all the HR processes like talent induction, management
development, appraisal and training yield much better results. Experts agree that the
competency mapping process does not fit he one size-fits all formula. It has to be specific to
the user organization .It is also important to focus on one or two key areas of implementation
rather than the whole HRD agenda in one scoop.
Unless managements and HR heads have holistic expectations from
their HR departments, the competency movement is unlikely to succeed as it requires lot of
time, dedication and money. But before an organization embarks on this journey it has to be
very clear about the business goals, capability-building imperatives and core competencies of
the organization.
75

To meet the growing domestic needs of steel government of India

decided to set up an integrated steel plant at Visakhapatnam. An agreement was signed with
ERSTWHILE USSR in 1979 for cooperation in setting up 3.4 mT integrated steel plant at
Visakhapatnam. The foundation stone for the plant was laid by the Prime Minister Smt.
Indira Gandhi on 20th January 1971.unlike other integrated steel plants in India;
Visakhapatnam Steel Plant is one of the most modern steel plants in the country. The plant
was dedicated to the nation on 1st august 1992 by then Prime Minister, Shri PV Narasimha
Rao.
The main objective for implementing competency mapping in
Visakhapatnam steel plant are: Assigning right people for right job, enabling

output by

proper motivation ,filling the gaps between policies and work process, to improve overall

Performance of the organization efficiently, better decision making in all activities,

enhancing organization stature and competitive position.
The graphical analysis of data collected in Visakhapatnam steel plant from 70
respondents by using random sampling method, tells that most of the respondents believe
that competency mapping is required for an organization and lack of which effects ones
performance .Thus, if effective training is implemented in Visakhapatnam steel plant after
identification of the necessary competencies, it will not only benefit the organization but also
the employees of various units in attaining the above objectives
In this way each and every area under which the employee is satisfied or dissatisfied
regarding his profile, is analyzed and the reasons are nearly summarized and based on these
suggestions and recommendations are given to the management.

76

FINDINGS
The following are the major findings of my study
66% of employees felt that they are aware of competency mapping exercise
66% of employees agree that competency mapping is required for an organization.
66% of the employees think that competency of the employees effect the organization
69% of the employees agree that competency mapping helps in recruitment and
selection process at VSP.
74% of the employees agree that competency mapping helps in training and
development activity in their organization.
66% of the employees agree that competency mapping helps in performance
management system of their organization.
64% of the employees agree that competency mapping helps in succession planning
52% of the employees agree that competency mapping exercise help in achieving
cultural integration in their organization.
63% of the employees agree that competency mapping helps in achieving
organizational alignment of goals in their organization.
77

 63% of the employees agree that competency mapping exercise is useful in overall
HR planning of their organization.
53% of the employees disagrees that employee competencies influence pay decisions
in their organization.
66% of the employees agree that enhancing competencies will help in building
leadership qualities of an employee.
Nearly 59% of the employees agree that competency mapping exercise makes the
work environment effective.
71% of the employees agree that attitude of the employee towards work will change
after providing training on their competencies.
64 % of the employees agree that awareness programs regarding competency
mapping should be conducted once in every 6 months.

SUGGESTIONS
According to the above survey on COMPETENCY MAPPING and after analyzing
and interpreting the data, I take the opportunity of suggesting few points which the
organization is requested to look into Some of the employees are not even aware of competency mapping in the
organization. Now a days competency mapping has became an important tool so it is
necessary to provide more information about this tool at VSP.
Some of the employees doesnt feels that competency mapping helps in achieving
organizational alignment of goals in their organisation.so,the employees need to be
clearly explained regarding the benefits of the competency mapping which helps
them in achieving their goals.
Most of the employees felt that competencies dont influence the pay decisions in
their organization, but it influences their pay, So they need to be motivated so that
they can develop their competencies.
The employees agreed that attitude of the employee towards work will change after
providing training on their competencies, so they should be provided with training
and development activities to enhance the competencies in them.
Most of the employees felt that awareness programs regarding competency mapping
should be conducted once in every 6 months, so it should be properly implemented.
78

79