Professional Documents
Culture Documents
A
PROJECT REPORT ON
COMPETENCY MAPPING
AT
Sanofi Aventis
Ankleshwar
Submitted By:
Prexa Tushar Mistry (Roll no: B-43)
MBA PROGRAMME 2009-2011 (SEMESTER II)
Submitted to
GUJARAT TECHNOLOGICAL UNIVERSITY,
AHMEDABAD
1
Declaration
The report is entirely the result of my own efforts and has not been
submitted either in part or whole to any other institute or university for
any degree.
2
Shri Jairambhai Patel Institute of Business
Management and Computer
Applications
(Formerly known as National Institute of Cooperative
Management),
Approved by AICTE, New Delhi and Affiliated with Gujarat University
Opposite Amusement Park, Indroda Circle, Gandhinagar - 382 007
Phone: 079 – 23213043, 37 - 38 - 39 Fax : 079 – 23213036
Web: www.nicm.org.in E mail: director_mbanicm@yahoo.com
CERTIFICATE
Project Guide
3
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the successful completion
of any task would be incomplete without the mention of people, who
made it possible, whose constant guidance and encouragement crown all
efforts with success.
My respectful thanks to Mr. Tushar Upadhyay Manager HR; Mr. Hiren Patel
Asst. manager HR; for allowing me to do the study in their company and
sparing their valuable time, knowledge and technical know-how, including
keen interest and guiding me at every stage of this project. Without their
support this report would not have reached this stage. I am also grateful
to the help extended by Mr. C. N. Desai, Mr. Srivastava, Mr. C. V. Mehta,
Mr. K. P. Shahi, and Mr. Keyur Desai.
I am highly obliged to Prof. Bansi Patel (Faculty Member, Shri Jairambhai
Patel Institute of Business Management & Computer Applications,
Gandhinagar.)For encouragement, valuable guidance and innovative
ideas, without which the project may not have taken a professional look.
My respectful thanks to Dr. S. O. Junare, Director Shri Jairambhai Patel
Institute of Business Management & Computer Applications, Gandhinagar;
the other faculties of the department and friends for their constant
encouragement.
Prexa Mistry
4
EXECUTIVE SUMMARY
When organizations recognize that people are truly their most valuable
resource, then one of the roles they accept is helping employees manage
their careers. Competency mapping is an important resource in this
environment, & is an accessory to knowledge management. It provides a
very powerful administrative tool to define, assemble, develop and
manage human capital in very effective ways to facilitate the
development of organizational competencies.
5
Competency mapping can also be done for contract or freelance workers,
or for those seeking employment to emphasize the specific skills which
would make them valuable to a potential employer. These kinds of skills
can be determined, when one is ready to do the work, by using numerous
books on the subject Competency mapping also requires some thought,
time, and analysis, and some people simply may not want to do the work
involved to sufficiently map competencies. Thus a book like the above is
often used with a human resources team, or with a job coach or talented
headhunter. Competency mapping alone may not produce accurate
results unless one is able to detach from the results in analyzing past
successes and failures. Many studies find that people often overestimate
their abilities, making self-competency mapping results dubious.
6
However, competency mapping can ultimately serve the individual who
decides to seek employment in an environment where he or she perhaps
can learn new things and be more intellectually challenged. Being able to
list competencies on resumes and address this area with potential
employers may help secure more satisfying work. This may not resolve
issues for the company that initially employed competency mapping,
without making suggested changes. It may find competency mapping has
produced dissatisfied workers or led to a high worker turnover rate.
7
TABLE OF CONTENTS
Title Page no
DECLARATION I
CERTIFICATE FROM THE ORGANISTION II
PREFACE III
ACKNOWLEDGEMENT IV
EXECUTIVE SUMMARY IV
CHAPTER 1 Concept Of Competency Mapping 1
1.1 Introduction 11
1.2 What is Competency? 16
1.3 Meaning and concept of competency mapping 24
8
List of Figures
9
CHAPTER 1
1. INTRODUCTION:
Today organizations are all talking in terms of competence. Gone are the
days when people used to talk in terms of skill sets, which would make
their organizations competitive. There has been a shift in the focus of the
organizations. Now they believe in excelling and not competing. It is
better to build a core competency that will see them through crisis. And
what other way than to develop the people, for human resource is the
most valuable resource any organization has.
• Defining the factors for success in jobs (i.e., work) and work roles
within the organization
• Assessing the current performance and future development needs
10
of persons holding jobs and roles
• Mapping succession possibilities for employees within the
organization
• Assigning compensation grades and levels to particular jobs and
roles
• Selecting applicants for open positions, using competency-based
interviewing techniques
11
Competency includes observable behavior as well as aptitudes,
skill and knowledge. It can be compared with an iceberg as shown
in the figure below:
DEFINITION:
• UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that
allow an individual to successfully perform a task or an activity within a
specific function or job.
Observable
Behavior
Aptitudes
mpetenci
Attitudes / Traits 12
es
Skills
The Behavioral Iceberg
Observable
Behavior
Aptitudes
Competenci
Attitudes / Traits
es
Skills
Knowledge
FIGURE: A
• RANKIN (2002):
“Competencies are definition of skills and behaviors that
organizations expect their staff to practice in work.”
• MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a
superior performance.”
• WOODRUFFE (1991):
13
•ALBANESE(1989) :
Competencies are personal characteristics that contribute to
effective manage
performance.
• HAYES(1979) :
BEHAVIOUR INDICATOR:
FIGURE B:
14
KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
Relates to
SKILLS
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristi
domain
cs or traits
COMPETENCY
Outstanding
Performance of
tasks or
activities
• Generic Competencies
Competencies which are considered essential for all employees
regardless of their function or level. - Communication, initiative,
listening etc. These are basic competencies required to do the job,
which do not differentiate between high and low performers
• Managerial Competencies
Competencies which are considered essential for employees with
managerial or supervisory responsibility in any functional area
including directors and senior posts
• Threshold or Performance:
Performance competencies are those that differentiate between
high and low performers.
15
Components of Competency:
• The competencies are observable or measurable knowledge, skills
and abilities(KSA)
• These KSA’s must distinguish between superior and other
performers.
Competencies in organization tend to fall in two categories
• General Functioning Competencies.
These competencies include broad success factors not tied to a
specific work function or industry (often focusing on leadership or
emotional intelligence behaviors).
• Functional/Technical Competencies.
These competencies include specific success factors within a given
work.
16
• Competency Mapping. Competency mapping is a process an
individual uses to identify and describe competencies that are the
most critical to success in a work situation or work role
• Competency profiling It is the process of identifying the
knowledge, skills, abilities, attitudes, and judgment required for
effective performance in a particular occupation or profession.
Competency profiling is business/company specific.
17
Step 8: Validate identified competencies and proficiency levels
with immediate superiors and other heads of the concerned
department:
Step9: Preparation of competency dictionary:
Step 10: Mapping of competencies
COMPETENCY MODEL:
.
The roots of competency modeling date as far back as the early 1900’s
but these models have become widely popular these days. A competency
model is an organizing framework that lists the competencies required for
effective performance in a specific job, job family (e.g., group of related
jobs), organization, function, or process. Individual competencies are
organized into competency models to enable people in an organization or
profession to understand, discuss, and apply the competencies to
workforce performance.
18
=
Competency
=
Observable Behavior
=
Effective Outcomes [Performance on Job]
=
Strategic Success Modeling – A Competency Model
FIGURE C:
19
The approach allows executives and managers to make a distinction
between a person's ability to do specific tasks at the minimum
acceptable level and the ability to do the whole job in an outstanding
fashion
20
1. Competency based appraisal process leading to effective
identification of training needs.
2. Opportunity to identify/ develop specific training
programmes - Focused training investment.
3. Focused Training enabling improvement in specific technical
and managerial competencies.
TRAINING &
21
DEVELOPMENT
RECRUITMENT &
SELECTIONS
SUCCESSION
PLANNING
COMPETENCY
MODEL CAREER
PLANNING
RECOGNITION
REPLACEMENT
PLANNING PERFORMANCE
MANAGEMENT
1.3 ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS AND
SUCCESSION PLANNING.
22
TRANINING LEADING TO SUCCESSION PLANNING:
DEFINITION:
WHY IS IT IMPORTANT?
23
Replace future vacancies and meet future skill and talent needs
Have the right people in the right places at the right times to do the
right things
Address skill shortages ahead of time
Maximize competitiveness as an employer and ability to attract and
retain talented staff
Enhance ability to promote from within
Provide a supportive “growth” environment
Focus learning and development efforts
CHAPTER 2
24
Michael Crozier shocked the management community by defining the
organization as imperfect social compromises .Far from being scientific
constructs he depicted a complex organization as a reflection of its actual
degree of competency.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies
(1970) might be cited as two landmark efforts that originally invented the
concept of competency. Concept maps were invented by Joseph Novak in
the 1960s for use as a teaching tool. Later in 1986 William Trochim
developed the concept map into a strategic planning tool for use in the
design of organizational components. Trochim's technique differs
significantly from Novak's original school of thought. While Novak's maps
are generated for an individual, Trochim's are generated by a group.
25
Critical incidents itself can be defined as a set of procedures for
systematically identifying behaviors that contribute to success or failure
of individuals or organizations in specific situations.
Richard Boyatzis.
26
performance. Boyatzis was explicit in describing the importance of clearly-
defined competency as reflected in specific behavior and clearly defined
performance outcomes when he wrote that “the important points is that
specific actions cause, or lead to, the specified results. Certain
characteristics or abilities of the person enable him or her to demonstrate
the appropriate specific actions” (Boyatzis, 1982, p. 12).
27
Chapter 3
About
Sanofi Aventis
In India, Hoechst was incorporated in May 1956 and the Ankleshwar site
was started in1987 in the name of Hoechst India ltd. In 1989
pharmaceuticals plan was set up. Aventis Pharma, based in Frankfurt-
Germany was established in 1995 through the merger of Hoechst’s
pharmaceutical division, U.S. based Marion Merrell Dowand Rousse Uclaf
of Romainville of France. Subsequently Aventis Pharma ltd. (APL) was
established in 2001 through the merger of Aventis Pharma ltd. and Rhone
Paulanc. In 2005 again it was taken over by Sanofi group of France. But
still it is known as AVENTIS PHARMA LIMITED (APL) because of some legal
compliance. Sanofi Aventis has its plant at Goa. Sanofi Aventis is the
world’s largest pharmaceutical company, ranking No.3 in world and No.1
in Europe, backed by a world class R&D
The Ankleshwar site complex also encompasses two other companies viz.
Bayer crop-science India ltd. - in the manufacturing and selling business of
agro chemicals & pesticides and Chiron Behring Vaccines pvt, ltd. - in the
manufacturing business of vaccines. The latter is a joint venture of Aventis
Pharma and Chiron of U.S. and the vaccines so manufactured are
marketed by APL.
Values
Respect for people
28
Integrity
Sense of urgency
Networking
Courage
Strategy
Vision
Aventis Pharma aspires to be an industries leader valued by patients
&healthcare provides for its commitment to path breaking therapies; by
employees for its commitment to fairness & openness; by the science
community for its support to research & development; and its peer group
for seeing fair competition as best serving interest of patients.
Present profile
Sanofi Aventis is a global Pharma company that discovers, develops and
markets branded prescription drugs and vaccines to protect and improve
the quality of life of people around the world. In India it operates through
its registered office in Mumbai. It also has its manufacturing units in
Ankleshwar, Gujarat & in Goa.
In the year ended on 31st December the company had net sales of
Rs.8078 million as against Rs.7350 million during the previous year. This
represents growth of 9.9%
As per ORG IMS stockist Audit Report total pharmaceutical market is
having a growth of 5.3%. As per the report this company is the 7 th largest
domestic player in India with market share of 2.8%.
29
2. Downward communication:
Downward communication is done top to bottom i.e. higher level people
supply
Information to bottom.
3. Horizontal communication
Horizontal communication is done between different departments.
Product portfolio
Below products are manufactured by APL
Formulation Products
Anvil range Anvil 25/50 mg
Allegra Allegra 30/120/180mg
Lasik range Lasik 40mg
Nova gin Novalgin,baralgan
Combiflam comb flam
Rifampicine range Rifater ,Refadin ,
Tarivid range Tarivid200/400mg
Tavanic Tariisd 200/400 mg
Trental range Taranic 500mg
Pheniramine maleate Trental 100/400
Artican
Lasamide
Ramipril
30
Organisational structure
SITE HEAD
GM
ASST.
MANAGER MANAGER EXECUTIVE ASST.MGR ASST.MGR
MGR
EXECUTIVE EXECUTIVE
EXECUTIVE EXECUTIVE ASS. MGR.
OPERATOR
WORKERS
31
DEPARTMENTAL STRUCTURE:-HR DEPARTMENT
HOD
ASST.
MANAGER
OBJECTIVE:-
ACTIVITIES:-
32
Maintain good working environment with the help of positive
employee-employers relationship in the organization.
To solve dispute, if any in organization.
Carry out administrative activities like transport, security, etc.
Defining roles and responsibility of each and every employee
to avoid ambiguity in employees.
33
Another board is there for putting their cards. They have to follow
following steps:
A trainee has to pick up card from the board and put it in another
box at security office.
Security people write in-time and put back on board.
While going also same procedure is followed
Over time:-
APL gives double basic over time to operators and in case of Staff
Company does not give over time. The minimum overtime for an
Paid holiday: -
APL gives paid holidays that are decided by the authorized person. If an
employee has weekly off and PH on the same day APL gives over time
for the duty hours and salary for weekly off. List of PH are as under:-
- Republic day
- Dhuleti
- Independence day
- Rakshabandhan
34
- Janmashtmi
- Gandhi Jayanti
- Dashera
- New year
- Diwali
Type of leaves: -
⇒ Bio data
⇒ Application form
⇒ Photograph
⇒ Offer letter
⇒ Appointment letter
35
⇒ Joining report
⇒ Status of attendance.
⇒ Leave report
⇒ Report of disciplinary.
APL, being in an operation since last 16-17 years, already having required
man power in commensurate with product value, workload and quality
requirement. However, there is a well-established procedure and system
for recruitments of additional manpower required for current volume as
well as expansion plan.
36
When they want to expand their capacity of plant.
When employee leaves organization.
When employee retires.
Sources of recruitment
Procedure:-
APL undertakes following step as its recruitment and selection
procedure for external source, in order to get right person for the right
job:
PERFORMANCE APPRAISAL
APL has well defined and laid down system for gazing the performance of
individual on quarterly basis, half yearly &annual basis. As per the system
37
an individual is require to set his annual goal which are in line with
organization requirement and some are periodically revised and discussed
time to time with employees. Normally, performance appraisal is done by
HOD.
Target setting is made effective using the SMART principles. Target has to
be:
Specific
Measurable
Inspirational & stretching
Realistic
Time bound
38
Management training: this kind of training is given to
managers to improve their productivity.
PROMOTION :-
TRANSFER: -
In APL transfer based on requirement. APL has 2 types of transfer that is
Intra and Inter department transfer. Sometime APL gives intra and inter
transfer because of requirement of manpower, depends upon capability
and interest.
WELFARE ACTIVITIES :-
Canteen facility
Medicine facility
Traveling facility
39
Uniform facility
Refreshment facility
Sports facilities
APL believes that wage & salary structure should be just & fair with the
scientific approach on deciding the compensation based on region cum
industrial basis, market demand, skills, knowledge and educational
requirement of job.
As per the provision of income tax act ,co. has the compensation structure
of the component like basic ,DA, HRA, educational allowance, service
allowance, shift allowance (for production people only), LTA, medical etc.
40
Employees of APL are not attached with any national union, Employees
have formed their own union & whine the problem arises they resolve that
by mutual understanding.
Computer application on HR
Site Head
HOD
Manager
Executives (3)
Workers &
Apprentice (105)
41
Departmental activities
Following activities are performed in production department
Prepare validation master plan.
Optimum utilization of resource.
Manpower planning.
Co-ordination with purchase department for purchase.
Planning production activity daily, daily and monthly.
Maintain product quality.
To control rework and waste.
To plan for preventive and breakdown maintenance in
coordination with engineering department.
Maintain the appropriate labeling as per the stages of operation.
Types of products
Two types of products are produced in APL
Bulk Drugs Formulations
Pheniramine Avil 25
maleates Avil 50
Raipril Lasix
Lasamide Novalgin
Articain e
Glibenclaide Tarivid
200mg
Tarivid
400mg
Lasilaton
42
e
Allegra
120
Allegra
180
Rifatave
Rifadin
Comblifla
m
Trental
100mg
Baragin
RAW MATERIAL
In APL, mainly two types of pharmaceutical raw materials are used
Active pharmaceutical Expedient
ingredients pharmaceutical
ingredients
Starch
Paracetamol Lactose
Magnesiu stearate
Pheniramine maleate Aerosole
Frucemide
Ibuprofen
Analygin
Al decton
Fexofenadine
43
UTILITIES USED
Water
Steam
Power
Compressed air
Nitro gent
Chill water
Brime
D.M. water
44
Production department cannot function smoothly unless and until
engineering department provides its service.
45
Flow of raw material to finished goods
WARE HOUSE
MANUFACTURING
DISPENSING
GRANUTATION
COMPRESSION
COATING
PACKING
WAREHOUSE
46
DEPARTMENTAL STRUCTURE:-Purchase
SITE HEAD
HOD
EXECUTIVE EXECUTIVE
Objective
Main objective of this department is to purchase goods at reasonable
price with standard quality.
Purchase procedure
47
If samples are approved, vendor shall be included in the list of
approved vendors.
After that purchasing order is send
Vendor rating shall be done on a quarterly basis. It shall not be done for
monopoly suppliers. It shall be done for the vendors, which offers scope
for vendor development and cost competent authority.
GM
ASST.
MANAGER
EXECUTIVES
OPERATORS
48
TYPES OF STORES
There are three types of stores in APL
Raw material
Packing material
Finished goods
STORE PROCEDURE: -
Receipt of raw material
Store department first arrange the copy of purchase order.
On the receiving time of the materials, the security checks
the P.O issued by the company.
Security made the gate pass for the truck or any other
transportation through materials come and gives entry in to the
company.
Then it would arrive at store department.
After arrive at store department, the materials check by
the QA department. They check the quality as well as quantity of
the materials as per order.
Then store department would accept the materials and
issue the goods return note (GRN).
If any defect found in the materials, these defective
materials send back to the supplier.
Storage of materials
49
Acceptable material is stored in the stores. They arrange
all the materials as per location of materials.
And also the entries are made in the computer system to
update the stock in the store.
Issuing Of Materials:-
50
Chapter 4
RATIONALE AND OBJECTIVE OF THE PROJECT
Competency mapping has been done by many organizations. APL has also
done competency mapping for its employees. So conducting this project
was quite simpler.
With the prompt guidance of Human Resource Department, I was
assigned to carry out competency mapping of the technicians of various
departments.
After preliminary presentation before HR Manager and Asst. Manager, I
was provided the job description of all the technicians.
Apart from it, I also got the opportunity to meet the Head of Departments
of all the respective technicians.
This gave me the chance to have practical overview of how the department
works and with their cordial guidance and sanction I composed respective
questionnaire for all assigned departments.
OBJECTIVE:
51
CHAPTER 5
What is a job?
A job is a collection of tasks and responsibilities that an employee is
responsible to conduct.
52
• Working hours
• Work orientation
• Job specifications
Job analysis:
Job Analysis is a process to identify and determine in detail the particular
job duties and requirements and the relative importance of
these duties for a given job. Job Analysis is a process where judgments are
made about data collected on a job.
The Job; not the person An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person. While Job Analysis data
may be collected from incumbents through interviews or questionnaires,
the product of the analysis is a description or specifications of the job, not
a description of the person.
53
• training content
• assessment tests to measure effectiveness of training
• Equipment to be used in delivering the training.
• Methods of training (i.e., small group, computer-based, video,
classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)
Selection’
Job Analysis can be used in selection procedures to identify or develop:
Performance review
Job Analysis can be used in performance review to identify or develop:
54
• evaluation criteria
• length of probationary periods
• duties to be evaluated
The method that you may use in Job Analysis will depend on practical
concerns such as type of job, number of jobs, number of incumbents, and
location of jobs.
55
• Relationships Supervision given and received. Relationships with
internal or external people.
• Requirements The knowledge, skills, and abilities (KSA’s) required
to perform the job. While an incumbent may have higher KSA’s than
those required for the job, a Job Analysis typically only states the
minimum requirements to perform the job.
56
technicians of all the departments was carried out by me.
57
candidate.
58
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
2.)CHANGE ORIENTATION:
3) COMMUNICATION:
59
Definition: Clearly conveying information and ideas through a variety of
media to individuals or groups in a manner that engages the audience and
helps them understand and retain the message.
LEVELS:
4.) COORDINATION:
LEVELS:
60
5.) CONTROLLING:
LEVELS:
LEVELS:
61
solutions.
7.) INITIATIVE:
LEVELS:
LEVELS:
62
on and arising
teamwork. within.
9.) LEADERSHIP:
LEVELS:
10.) MOTIVATION:
LEVELS:
63
11.) PLANNING AND ORGANIZING:
LEVELS:
64
and of problems
implemente and works
d co
operatively
to seek
solutions.
LEVELS:
65
15.) SELECTION:
LEVELS:
LEVELS:
66
team behavior. to other activities
environment areas of the aimed at
to establish organization building
constructive to help team spirit
ideas or make
solutions decisions
that meet collaborative
organization ly and
al objective. sharing
resources to
solve mutual
problems.
Definition: These are the skills that are action specific and require
training.
LEVELS:
CHAPTER 6
RESEARCH METHODOLOGY:
SAMPLE SIZE: 16
67
Instrumentation Foreman 3
Electrical Senior Foreman 3
Energies(Utility Foreman 4
Operations)
Energies(Maintenance) Foreman 2
Maintenance(DG Set) Senior Foreman 1
Maintenance(Plant) Senior Foreman 2
Maintenance(Refrigerat Senior Foreman 1
ion)
Forms were prepared after consultation with the guide. Several forms
were studied on internet. The questionnaire was prepared after gaining a
clear understanding of the competency concepts.
The forms were checked by all the respective HODs and HR HEAD also
Steps to be followed:
1. Job evaluation
2. Job analysis.
3. Identifying the competencies and framing competency level.
4. Forming a competency dictionary
5. Mapping of competencies of departments.
6. Finding competencies gap.
7. Identifying training needs
8. Acting as a channel for business development.
DATA ANALYSIS
The Analysis was done with 360 degree approach.
The questionnaire was filled by interviewing the respective technicians.
68
And competency dictionary was filled with the help of Head of the Department of
respective technicians.
The Competency Gap of every department was concluded and tabulated as
below.
The rating is done at 5 point rating
Department: Instrumentation
Required Curre Require Gap
competencies nt d level
level
Business Awareness 3 5 2
Change orientation 2 5 3
Communication 4 5 1
Coordination 4 5 1
Controlling 3 5 2
Decision making 2 5 3
Initiative 2 5 3
Interpersonal Skills 2 5 3
Leadership 2 5 3
Motivation 3 5 2
Planning & 3 5 2
Organizing
Problem Solving 3 5 2
Record Keeping 4 5 1
Strategic 3 5 2
Orientation
Selection 1 5 4
Team Management 3 5 2
Technical Skills 4 5 1
Department: ELECTRICAL
Required Curre Require Gap
competencies nt d level
level
Business Awareness 3 5 2
Change orientation 3 5 2
Communication 3 5 1
Coordination 2 5 3
Controlling 3 5 2
69
Decision making 2 5 3
Initiative 2 5 3
Interpersonal Skills 2 5 3
Leadership 3 5 2
Motivation 3 5 2
Planning & 2 5 3
Organizing
Problem Solving 2 5 3
Record Keeping 3 5 2
Strategic 3 5 2
Orientation
Selection 1 5 4
Team Management 3 5 2
Technical Skills 4 5 1
70
Selection 1 5 4
Team Management 3 5 2
Technical Skills 4 5 1
71
Planning & 4 5 1
Organizing
Problem Solving 4 5 1
Record Keeping 4 5 1
Strategic 4 5 1
Orientation
Selection 0 5 5
Team Management 2 5 3
Technical Skills 4 5 1
DEPARTMENT: Maintenance (Plant Fitter)
72
From the gap analysis done for every department, following can be
suggested in general:
73
CHAPTER 8
1.) To study the job descriptions and carry out job analysis.
2.) To identify the KPA’S (Key Performance Areas) of the desired levels
In four departments
It was found that training is required in all the four departments at every
level.
74
DEPARTMENT COMPETENCY COMPETENCY
TYPE NAME
General Interpersonal
INSTRUMENTATION
Strategic
Orientation
Leadership
ELECTRICAL General
Initiative
Interpersonal
Strategic
Orientation
General Team Work
ENERGY Communicati
(BOILER) on
Team
Management
75
MAINTENANCE (Plant General Initiative
Fitter) Interpersonal
Strategic
Orientation
Controlling
Functional Coordinatio
ENERGY(REFRIGER n
ATION) Planning
And
76
Organizing
Motivation
Change
Orientation
ENERGY (DG set) Functional Business
Awareness
Motivation
Change
Orientation
Maintenance (Plant Functional Planning
Fitter) and
Organizing
Controlling
77
BIBLIOGRAPHY
REFERENCES
INTERNET
78
Annexure
QUESTIONNAIRE
PERSONAL INFORMATION
NAME……………………………..
DESIGNATION…………………….
DIVISION/DEPARTMENT…………………….
REPORTING TO……………………………..
DURATION IN DESIGNATION…………………………
EDUCATIONAL QUALIFICATION…………………
Definition: Understanding and utilizing economic, financial, and industry data to accurately
diagnose business strengths and weaknesses, identifying key issues, and developing strategies
and plans.
79
Demonstrates Involves Reshapes the Generates Ability to
capacity to employee in team to deal innovations and support
identify initiating and with challenges creative ideas innovation and
changes. implementing created by which assist in creativity by
changes. changes. progressing. encouraging
The change staff to accept
process. and resolve
changes.
3) COMMUNICATION:
LEVELS:
5.) COORDINATION:
Definition: The process of facilitating the flow of work for a purpose or procedure and
the ability to monitor or regulate those procedures and activities.
LEVELS:
80
country.
5.) CONTROLLING:
Definition: Control is the process through which standards for performance of people
and processes are set and applied.
LEVELS:
Definition: The capacity to make sound and practical decisions which deal effectively
with the issues and are based on thorough analysis and diagnosis.
LEVELS:
81
7.) INITIATIVE:
Definition: The capacity to take action independently and to assume responsibility for
one’s action.
LEVELS:
LEVELS:
82
9.) LEADERSHIP:
LEVELS:
11.) MOTIVATION:
Definition: Motivation is a desire to achieve a goal, combined with the energy to work
towards that goal.
LEVELS:
83
11.) PLANNING AND ORGANIZING:
Definition: Establishing courses of action for self and others to ensure that work is
completed efficiently.
LEVELS:
LEVELS:
84
13.) RECORD KEEPING:
LEVELS:
17.) SELECTION:
LEVELS:
85
16). TEAM MANAGEMENT:
Definition: Actively participating as a member of a team to move the team toward the
completion of goals.
LEVELS:
Definition: These are the skills that are action specific and requires training.
LEVELS:
86
Maintenance(fitter)
Technical competencies
1. Knowledge of Preventive maintenance of
energies equipments.
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
3. Knowledge of mechanical
maintenance(pipeline work , welding,
cutting)
( ) No ( ) As per requirement
( ) General overview ( ) Full knowledge
87
( ) Yes it is mandatory to follow SOP / EHS.
89
3. Knowledge of process, plant and operations
in detail.
( ) No ( ) As per
requirement
( ) General overview ( ) Full knowledge
90
( ) General overview ( ) Full knowledge
91
( ) I read journals and magazines for knowledge but find nothing
new.
( ) Generally company provide training if something new is to be
installed so there is no need of doing this.
( ) I come to know about it from interaction with peers, supervisor,
etc.
ELECTRICAL
Technical competencies
1. Knowledge of preventive maintenance and
calibration
(a) Preventive maintenance of all electrical
installations.
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
92
(c) Preventive maintenance of installations
as per requirement of plant in vessel entry
and motor burnout.
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
INSTRUMENTATION
Technical competencies
95
7. Knowledge of preventive maintenance and
calibration
(a)Calibration/ Maintenance/ Preventive
maintenance of weighing balances.
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
97
( ) Have knowledge about it but do not encounter
it in daily activities.
( ) There is no such work given to us so have no
knowledge about it.
98
10. Do you take some steps to innovate new things in procedure
and notify it to supervisor?
( ) My duty is to perform the given task and I don’t find time for
innovation.
( ) I like to perform the task in different ways. So if there is any good
change I refer it to supervisor.
( ) I tried to do it twice or thrice but was not much entertained by
supervisor.
( ) We have to perform the job according to standard format so there
is no question of innovation at all.
11. How do you welcome new changes and innovations in working
procedures?
( ) Working in same way for long time makes the work boring so
changes are inevitable.
( ) Changes brings along unnecessary load of training and then errors
with it. So I am happy with what work I do regularly.
( ) Why to change the procedures if we are experts in doing it?
( ) It gives knowledge and we are updated with new technologies so
changes are heartily welcomed.
12. Do you believe in keeping the track of what new technologies
are arriving in market and other companies?
( ) I don’t find much time from routine work to do all such work?
( ) I read journals and magazines for knowledge but find nothing
new.
( ) Generally company provide training if something new is to be
installed so there is no need of doing this.
( ) I come to know about it from interaction with peers, supervisor,
etc.
Technical competencies
1. Knowledge of preventive maintenance and
calibration
(a) Preventive maintenance of equipments
( ) Fully aware as I do it regularly.
99
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
100
( ) No ( ) As per
requirement
( ) General overview ( ) Full knowledge
101
( ) Working in same way for long time makes the work boring so
changes are inevitable.
( ) Changes brings along unnecessary load of training and then errors
with it. So I am happy with what work I do regularly.
( ) Why to change the procedures if we are experts in doing it?
( ) It gives knowledge and we are updated with new technologies so
changes are heartily welcomed.
9. Do you believe in keeping the track of what new technologies
are arriving in market and other companies?
( ) I don’t find much time from routine work to do all such work?
( ) I read journals and magazines for knowledge but find nothing
new.
( ) Generally company provide training if something new is to be
installed so there is no need of doing this.
( ) I come to know about it from interaction with peers, supervisor,
etc.
10. Knowledge of documents of preventive maintenance of
consumables.
( ) No ( ) As per requirement
( ) General overview ( ) Full knowledge
11. How do you welcome new changes and innovations in working
procedures?
( ) Working in same way for long time makes the work boring so
changes are inevitable.
( ) Changes brings along unnecessary load of training and then errors
with it. So I am happy with what work I do regularly.
( ) Why to change the procedures if we are experts in doing it?
( ) It gives knowledge and we are updated with new technologies so
changes are heartily welcomed.
Refrigeration / Maintenance
Technical competencies
102
12. Knowledge of Preventive maintenance of
refrigeration and air conditioning equipments
as per schedule.
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
103
( ) Not necessarily in regular daily work.
( ) Yes it is mandatory to follow SOP / EHS.
Utility Operations
Technical competencies
1.Knowledge of operating and maintaining
steam boilers and IBR fittings
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
105
2. Knowledge of monitoring quality and
quantity of all energies generated and
supplied to all the three companies
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
106
( ) No ( ) As per requirement
( ) General overview ( ) Full knowledge
8. Reporting Abilities
( ) No ( ) As per requirement
( ) General overview ( ) Full knowledge
107
10. Do you take some steps to innovate new things in
procedure and notify it to supervisor?
( ) My duty is to perform the given task and I don’t find time for
innovation.
( ) I like to perform the task in different ways. So if there is any good
change I refer it to supervisor.
( ) I tried to do it twice or thrice but was not much entertained by
supervisor.
( ) We have to perform the job according to standard format so there
is no question of innovation at all.
11. How do you welcome new changes and innovations in working
procedures?
( ) Working in same way for long time makes the work boring so
changes are inevitable.
( ) Changes brings along unnecessary load of training and then errors
with it. So I am happy with what work I do regularly.
( ) Why to change the procedures if we are experts in doing it?
( ) It gives knowledge and we are updated with new technologies so
changes are heartily welcomed.
12. Do you believe in keeping the track of what new technologies
are arriving in market and other companies?
( ) I don’t find much time from routine work to do all such work?
( ) I read journals and magazines for knowledge but find nothing
new.
( ) Generally company provide training if something new is to be
installed so there is no need of doing this.
( ) I come to know about it from interaction with peers, supervisor,
etc.
108