Program & Batch:

PDGM 2015-17

Term:

Third Term

Course Name:

Human Resource Management

Name of the faculty:

Topic/ Title :

Dr. Uday Bhaskar

Analysing
training
fulfilling them

Original or Revised Write-up:

Original

Group Number:

Group 4

Contact No. and email of Group

Coordinator:

Group Members:

needs

and

9940125008, ft15karthikkumarp@imt.ac.in

Sl.

Roll No.

Name

150101027

Anurag Singh

150102049

Karthik Kumar P

150103078

Khushboo Somani

150101113

Siddharth Burman

150103096

Mridul Kalra

150103191

Tanmay Swarup

150103021

Akash Gupta

150101063

Krittika Mehrotra

Analysing training needs and

fulfilling them
COMPANY DETAILS
COMPANY NAME: Universal Valves
TURNOVER: 75 crores (approx)
VISION STATEMENT: Combining integrity with excellence to ensure
prosperity to all stakeholders on a continuous basis
MISSION STATEMENT: Sustained market leadership position in India for
GGC (Gate, Globe and Check valves) not just in terms of market share but
also excellence in quality and service, cost, profitability and growth
Universal Valves is a manufacturer of various types of valves with a major focus
on gate valves, globe valves and check valves.

COMPETENCY MAPPING
The first step is the competency mapping process. Competency mapping
is done for all the departments. A competency committee which consists
of HR professionals and all the department heads is responsible for the
competency mapping process.
This process involves interviewing the current employees and their
supervisors in the firm, studying the job descriptions across a few firms in
the industry who are of the same level or of a higher performance level.
This is then compared with the industry benchmarks/ requirements and
then a final list of competencies for each job are developed.
The next step involves the classification of competencies. At this stage we
have a number of competencies that have been identified for every job.
Now, these competencies are classified into three types namely,

Critical competencies
Essential competencies
Differentiating competencies

Critical competencies:
These competencies relate to theoretical concepts and the technical
know-hows involved with a job. These competencies form the foundation
on which an employee does his/her work. These competencies also define
the boundaries within which a person should work. For example, a critical

skill for an engineer would be knowledge about a valve and its design
this is something an engineer would require to base his work on. Another
example for an engineering department head, a critical competency
would be knowledge of standards and codes which serves as a check and
also as a boundary which the department has to adhere to.
Essential competencies:
These are more practical competencies and relate to the hands-on job
that an employee would be carrying out. For example, for an engineer,
hands on assembly would be an essential skill.
Differentiating competencies:
These may be considered as additional competencies or add-ons that
bring extra benefits. An example would be excel skills, auditing skills,
etc.
Something to be understood is that a competency can be present for more
than one job and also a competency that is critical for one role may be
essential or even differentiating for another role. For example, consider
the quality department. For the head of quality who has to read and
prepare many reports, excel skills may be a critical competency whereas
for someone who is at the bottom level of quality department may have it
as a differentiating skill.
The second step is to quantify each competency. This is done so that for
every job, we have a measurable level of each competency that is
required. This is again done by the committee for competency. It is done
with the help of industry benchmarks and also through reviewing similar
successful organizations.

RCL, CCL and Gap Analysis

After the first step of competency mapping and classification, a job
specification with all competencies for every job is created. And after the
second step of quantifying the competencies, a Required competency
level is arrived at for each competency under every job. This is a number
between 1 and 4 and signifies how much a particular competency is
required.
After this in order to identify training needs, the competency level of the
employees have to be measured. Again this is a number on a scale of 1 to
4. The professionals who work on quantifying the competencies would
formulate a document that outline how the quantification was done and
also how to measure and quantify each competency. This serves as a key
sheet for the measurement of the competency level of employees and
hence each competency of every employee is measured as applicable.
The quantified competency thus arrived at is the Current competency
level of the employee.

The key to what each number represent is given in the below table.
Leve
l
1
2
3
4

Competency level - Representations

Needs training
Can do with little support
Can do without support
Can do , teach and train others

This process is done across the organization and then the gap / shortfalls
in various competencies are identified for every job and employee. The
below table and chart give an example of how it is reported in the
organization.

Competency
Classification

Critical
Critical
Critical
Critical
Essential
Essential
Essential
Essential
Essential
Differentiatin
g
Differentiatin
g
Differentiatin
g
5
4
3
2
1
0

Knowledge/Skill
classification

RCL

CCL

x1

x2

x3

x4

y1

y2

y3

y4

y5
z1

3
3

2
3

z2

z3

TRAINING PLAN
Once the gap is analysed, the next step is to formulate the training plans
for each job. Critical and essential competencies are given priority over
the differentiating competencies. The Human Resource professional
analyses what all training needs can be satisfied within the company
through supervisor imparted training or peer imparted training.
Competencies that cannot be trained internally fall into two categories,
1. Competencies that can be trained by hiring a professional to train
employees in the company
2. Competencies that require special training
Contract trainers:
It involves a professional in a certain field who can impart training to the
employees. This training would take place in the organization itself. The
training is done on a contractual basis and the contract is renewed based
on the effectiveness of the training.
Special training:
These would require sending employees to joint venture partner in USA.
As per our company contact, this type of training is rare and is of very less
percentage compared to internal and contract based trainings.
Special trainings are typically required for,

skills / competencies that are in shortage in the country

training for handling multiple departments
succession planning trainings

Now that there is an idea of how to train shortages in each competency,

the competency shortfalls of every employee can be addressed through
the appropriate training.
A half-yearly training calendar is created for the financial year and the
training is imparted. The training calendar would specify the number of
hours/days required for training and also the split up of the training.
An example of how training needs are reported is shown below. These are
then complied for various jobs to produce the training calendar.
Employe
e
Guru

Training required

Mode

Source

No.of.Days

Preparation of
technical quotes

Internal

Joseph

Two days - Half day in a month. Hence

totally 4 classes.

EVALUATION OF TRAINING
Training evaluations are usually carried out mid-year. For shorter trainings
evaluations are done by the supervisor once the training is complete.
Evaluations are done for the trained employee as well as the trainer.
For employees, evaluations are done through a two-step process.
1. The employee is asked to perform the task and the deliverable is
checked for effectiveness
2. The employee is interviewed and the knowledge/understanding is
examined
If the training is seen to be not effective, an analysis is done by the
committee for competency as to whether the trainer is ineffective or the
employee is lagging behind.
As far as assessing the trainer goes, the feedbacks of the trainees and the
training effectiveness as measured for the employee is considered. The
feedbacks given by the trainees about the trainers exhibit a positive
rating bias most of the times. To overcome this challenge is why the
training effectiveness on the employee is also considered to evaluate a
trainer. Evaluation of trainer leads to a decision on whether to renew the
contract or to find a new trainer.

APPENDIX
1. Gap analysis for various roles in Engineering department
Engineering Head Executive Cadre
Required & Current Competency Level - Head Engineering
Competency
Classificatio
n
Critical
Critical
Essential
Critical
Essential
Essential
Critical
Essential
Essential
Differentiating
Differentiating

Employee
name

Knowledge/Skill
classification
Knowledge of Stds and
Codes ( ASME, Material &
Testing standards.
GGC
Valves
and
its
applications
Knowledge on Geometric
Tolerencing & Dimensioning
(GTD)
Preparation of Technical
Quotes
Maintenance
of
Tech
Transfer Records
ERP - MM Module
Contract Review
Hands
on
Assembly
Experience
ISO , PED,& IBR

Required
Competency
Level
4

Current Competency
Level (Guru)

3
4

1
2

3
3

1
2

5s & Excel Skills

Competition
Product
Knowledge
Execution & Prioritization
skills

Critical
Training
required

Mode

Source

No.of.Days

Evaluatio
n Cycle &
Method

Preparation of
technical
quotes
ERP MM
Module

Guru
Guru

Internal

Two days - Half day in a

month.Hence totally 4
classess.

MN

Internal

1 day training

Engineer Executive Cadre

Required & Current Competency Level- Engineer- Engineering
Competency
Classification
Essential
Critical
Essential
Critical
Critical
Essential
Essential
Essential
Differentiating
Differentiating

Employee
name
Donald
Donald

Knowledge/Skill classification

Required
Competency
Level
3

Current
Competency
Level ( Donald)
1

GGC Valves and its applications

Ability to read Drgs

Exposure to ERP- MM/BOM Creation

3
4

2
2

Knowledge of Stds and Codes

Basic Design
Automation

Requirements

Valve

Hands on Assembly Experience

2D & 3D drg preparation in AutoCAD &

SolidWorks
Knowledge on Material Selection

5s & Excel Skills

Knowledge on Machining

3
3

2
1

Critical Training required

Knowledge of stds & codes
Knowledge on material
selection

Mode
Internal

Sourc
e

No.of.Day
s

Evaluatio
n Cycle &
Method

Internal

Engineer Executive Management Cadre

Required & Current Competency Level- Engineering Assistant- Engineering
Competency
Classificatio
n

Knowledge/Skill classification

Required
Competenc
y Level

Current
Competenc
y Level

(Peter)
Essential
Essential
Critical
Critical
Essential
Critical

Knowledge of Stds and Codes

GGC Valves and its applications

3
3

1
2

Ability to read Drgs

Drawing Office management
Exposure to ERP- MM/BOM Creation

4
4
3

2
2
3

3
3
3

1
2
2

2D & 3D drg preparation in AutoCAD

SolidWorks
Hands on Assembly Experience

&

Knowledge on Geometric
Dimensioning (GTD)

&

Essential
Essential
Differentiating
Differentiating

Employe
e name
Peter
Peter

Tolerencing

5s & Excel Skills

Execution Skills

Critical Training required

Knowledge of Stds and
Codes
Knowledge on Geometric
Tolerencing & Dimensioning
(GTD)

Mode

Source

No.of.Day
s

Evaluation
Cycle &
Method

Internal
Internal

2. Gap Analysis for Quality department

Head quality Executive cadre
Required & Current Competency Level- Head Quality
Competency
Classificatio
n
Critical
Critical
Essential
Critical

Knowledge/Skill classification

Essential
Essential
Essential
Essential
Essential

Knowledge of ISO Standards

ASME Standards on Valves and Welding
Knowledge on NDT Qualification
Excel Skills
Knowledge on Metrology and Geometrical
Tolerancing
Knowledge of QC Tools & Lean Methods
Hands on Valve Assembly & Testing
Documentation Skills
Product Knowledge

Differentiating
Differentiating

Foundry Processes and Pattern Inspection

Execution Skills & Prioritization Skills

Employee
name

Critical Training required

Mode

Required
Competency
Level
3
4
3
3
4

Current
Competency
Level ( Robert)
2
2
1
2
3

4
3
4
4

2
1
2
1

3
3

1
2

Source

No.of.Days

Robert

NDT Qualification
Hands on Valve Assembly &
Testing

Robert

Quality Executive cadre

Required & Current Competency Level- Engineer -Quality
Competency
Classificatio
n
Critical
Critical
Essential
Critical

Knowledge of Codes, Standards and IBR regulations

Current
Competency
Level
( Joseph)
1

NDT Qualifications(RT,PT,LPT)

Communication Skills (Verbal & Written)

Hands on use of Metrology Equipments

Quality

Plans

Products

&

ISO & PED Standards

Essential

Execution Skills

Essential

MS office Applications

Essential

Basics of Machining Technology

Essential
Differentiating
Differentiating

Joseph
Joseph
Joseph
Joseph
Joseph

Required
Competency
Level

Preparation of
Components

Essential

Employe
e name

Knowledge/Skill classification

Auditing Skills
Documentation Management

Critical Training required

Knowledge of Codes, Standards and IBR
regulations
NDT Qualifications(RT,PT,LPT)
Hands on use of Metrology Equipments
Basics of Machining Technology
Auditing Skills

Mode

Source

No.of.Day
s

Evaluatio
n Cycle &
Method

S No
1
2
3
4

Training requirements for all

Product Updates
Knowledge on specific Industry Application
SAP
Training on commerical aspects

Resource

Duration