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A PROJECT REPORT ON

INDOWORTH PVT LTD, NAGPUR


Submitted to

COMPETENCY MAPPING IN

IN PARTIAL &UL&ILLMENT O& THE RE'UIREMENT &OR THE DEGREE O& MA(TER O& )U(INE(( ADMINI(TRATION

Yashwantrao Cha an Maharashtra O!"n Un# "rs#t$, Nash#%

Submitted by Mr* M*)*A* &#na+ Y"ar ,IN HUMAN RE(OURCE MANAGEMENTGuide Pro.*

Centre

INTRODUCTION
&UNCTION( O& HUMAN RE(OURCE DEVELOPMENT R"/r0#t1"nt Pro1ot#on Trans."r P"r.or1an/" A!!ra#sa+ P"rsona+ r"/or2s

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D#s/#!+#nar$ a/t#on Gr#" an/" han2+#n3 Recruitment The recruitment at HIL is done through data banks or from external sources like Employment Exchange, manpower consultancies, campus and walk-interviews, advertisement in newspaper Promotion !romotion is a scientific procedure to be employees " person to whom the promotion is given must be sufficiently tested in all respect His efficiency, his record of #ob performance, his decision making capacity, leadership, initiative, all the $ualities should be proper the tested and then given him an opportunity of promotion Transfer "t HIL the transfer policy for the employees and standardi%ed rules regarding transfer are as follows&
a) Mo2" o. tra "+ .ro1 or#3#na+ +o/at#on to n"w

adopted by the

management to avoid any misunderstanding among the

+o/at#on45'ode of travel with family from original location to new location as per grade entitlement specified in the travel policy

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b) (ta$ arran3"1"nts at n"w +o/at#on .or !r" #"w

tr#!4

(ompany

will

make

stay

arrangements

for

employee)s family for a maximum of fourteen days


c) ("tt#n3 a++owan/"4 55 To facilitate employee setting

down at new location " one time allowance will be payable to her*him
d) Trans."r

a2 an/"4 55 "n employee can take an

allowance from the original allowance to ad#ust against transfer reimbursement Performance Appraisal !erformance appraisal system is developed by company for achieving continual development of strength and identifying the once re$uiring improvement of employees !erformance "ppraisal process steps& +etting of performance plan* targets +elf-appraisal performance ,eview by the supervisory management boss "ssessment of the approval of all individual Personal records !roper record keeping is essential for the working of any establishment In personal record include the entire information positive or negative if it is achievement, promotion, training etc or negative such as -isciplinary action .arning letter or suspended for the given time by the employees of his own

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Disciplinary action It refers to action taken by the management authority against the worker for the offence committed by him -isciplinary action is taken by the management to improve the behavior of the workers -isciplinary action may include one or more of the following& 6* V"r7a+ warn#n3 8* wr#tt"n warn#n3 9* (0s!"ns#on .or a !art#/0+ar !"r#o2 :* D"1ot#on ;* D#s1#ssa+ <* C0t5o.. wa3"s Grievance handling " grievance as per HIL specification means communication from an employees or group of employees expressing dissatisfaction with any matter or decision-failing and a certain areas defined by a company connected with their employment This may include grievance in regarding pay on compensation, training, #ob security, career development, promotion, working condition, transfer welfare activity communication, discipline, attendance, leave records etc TIM !""IC

This is the most important department of the company It is responsible for proper coordination between the employees and the administration It performs various which are as follow&-

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ATT #DA#C $ /or attendance HIL follow electronics punching system .hen employees are come to duty he has to record his attendance as I0-!10(H, in the punching machine, when the green lights are glowing Half an hour after the shift is started all the recorded punches are collected in a specific format "n "TTE0-"0(E ,E(2,- +HEET 3",+4 is generated for respective department)s This ",+ consist of employee name, his code, designation and the time of punch This report is send to the respective departments The H2confirms the presence of the employees and after the shifts ends, this reports is send back to time office 5efore leaving the employee has to again record the punch as 21T-!10(H The attendance is confirmed when both I0 and 21T punch are recorded A%S #T ISM$

"bsenteeism is considered as an in disciplinary conduct "t HIL, when an employee remain absent from his duty without information for more than 6-7 days, he is issued a warning letter 0ormally after 8 warning letters the employee is expected to resume the duty, in spite of the notice the employee doesn)t come back, charge sheet is issued against him & A' ADMI#ISTRATI!#$

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The employee is entitling to the leave administration policy This policy covers 9 types of leave via, +ick leave, !rivileged leave, and (asual leave The !L is of 9: days for the staff and 8: days for the workers (L is of ; days +L is earned on the basis of number of days worked "part of this every employee en#oys < paid holidays AD'A#C S A#D &!A#S$ The (ompany facilitates personal loans, furniture loans, car loans etc to its employees The loans amount is deducted from the salary in the form of installment 0ormally, no new loan is sanction in case of ma#or amount of previous loan is not return The (ompany also facilitates salary advance of ;7= of the total salary dates as an advance ( &"AR SC) M S$

/or welfare of the employee, the company provides company $uarters, free check-up at the Health (are 1nit in company premises, schools started by HIL near to the $uarters etc 5s facility and conveyance charges are given to who)s who has to travel long distances to reach the company (AG DIS%*RS M #T$ The time office also performs the important

The wages are distributed to the worker on the ;th day of the month function of the salary calculation "nd the preparation of the salary slips of all employees PR!M!TI!# P!&IC+ "!R (!R, RS4
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The promotion of the worker depends upon the assessment of his appraisal report send to the time office The promotion can be done with the transfer of the worker to the different workers The worker is the tested for his new responsibility for 9 months If this is found satisfactory then his promotion is confirmed

C!MP #SATI!# !""$ "ccording to the compensation off policy if an employee works for more than 6 hours in addition to his routine duty then he entitled to get a half day off If the employee works extra for more than 6 hours he entitled to get > full day off &TA P!&IC+$ This policy is available only for the officers and above level 1nder this policy an employee receive traveling allowance along with lodging and boarding charges This is only for travel within Indian Territory with the minimum of 7 days leave M DICA& P!&IC+$ "ccording to these policy employee gets medical expenses reimbursement from the company The rates of reimbursement are for different level of employees

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Cha!t"r58

COMPETENCY MAPPING
Co1!"t"n/$ Co1!"t"n/$ Ma!!#n3 Co1!"t"n/$ an2 P"r.or1an/" Co1!"t"n/$ Ma!!#n3 an2 D" "+o!1"nt Co1!"t"n/$ I2"nt#.#/at#on M"tho2s o. Co1!"t"n/$ Ma!!#n3 )"n".#ts o. Co1!"t"n/$ Ma!!#n3 Mo2"+ o. Co1!"t"n/$ Ma!!#n3

C!MP T #C+ (ompetency is an underlying skill, personal characteristics, or motive demonstrated by various observable behaviors that contributes to outstanding performance in a #ob (ompetencies exist at different level of personality The various levels are&

,no-ledge4 -- Information that an individual has in a particular area S.ills$//an individual)s ability to do something well

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%ehavior$ // "ction of a person in a given situation

Personal characteristics45

Traits$ -- " typical way of behaving such as taking initiative Motive$//" fundamental and often unconscious driver of thoughts and behavior for example concerns for excellence !ersonal characteristics are hard to develop and it is more cost-effective to select people having the desired personality trait ?nowledge and kills are easy to develop so training is cost-effective

C!MP T #C+ MAPPI#G (ompetency mapping involves the determination of the extent to which the various competencies related to a #ob a possessed by persons The extent to which a person is ad#ustable, resourceful, capable of anticipating threats, finding solutions and contributing in innovations from which is then compared to the extent to which the competencies are re$uired for the #ob@ C!MP T #C+ A#D P R"!RMA#C 2ne of the ma#or ob#ectives of the companies to improve its performance every year and set new standards and norms

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/or every machine there is a human being and it is the $uality of the man behind the machine or the process which determines the performance of the company In view of this, the company depends not on the human assets but the human assets having rights match of competencies and their levels foe performance re$uirements If the right match of competencies is available with the employees, then it is their motivation, their work environment and incentives which help them to give best performance C!MP T #C+ MAPPI#G A#D D ' &!PM #T # DS This model tries to find out many things It is actually a model, from which finds out the relationship between competencies re$uired for a #ob and competencies being displayed by the person performing the #ob This helps to find out the missing link between the two "n employee rates himself on a particular competency training ()! ID #TI"I S0 The competencies re$uired for the #ob are identified by the head of that functional department or the team and the function heads of the department tries to identify the skills, attitude, and behaviors re$uired for that #ob M T)!DS !" C!MP T #C+ MAPPI#G

If the difference

between is more, it is considered that the employee needs

123/degree multi/rating$/It is a type of performance appraisal for assessing the employees more ob#ectively

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This appraisal method takes care of many thins like what kind of behavior a person has with superiors, subordinates, peers etc

!rgani4ational surveys$/In the organi%ational survey the $uestionnaire are filled by the employee, who rates himself

Assessment competencies

centre$/It

measure

four

basic

Aadministrative,

communications,

supervisors are #udged which help them to develop and expand the needed competencies as identified

5pert6s rating of 7ob analysis$/Bob analysis tools help companies extract knowledge of core competency re$uired from internal experts and allow the company to have any number of expert raters contribute rating on standard competency scale for any #ob title or position The accumulated ratings are transformed into a composite template defining the ideal competency set for that position Employee or #ob applicants then complete a self-report version and there are mapped against the template +kills or competency gaps are thus identified and informed to the training decisions

% #"ITS !" C!MP T #+ MAPPI#G (ompetency 'apping determines the competencies of the employee and hence which can be used for !erformance "ppraisal and for providing ade$uate training "lso a skilled workforce, at the heart of a competent organi%ation, is re$uired today to compete in a fast, global market place 2nly

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companies that engage the hearts, encourage the souls and educate the minds winds will stand a chance in the race towards the future

A Model for Competency Mapping

H"a2s o. &0n/t#ona+ D"!art1"nts

&#nan/"= Mar%"t#n3 =HR=T"/hn#/a+=Oth"rs

H"a2s o. th" &0n/t#ona+ D"!art1"nts ">!+a#n #n 2"ta#+ what a++ /o1!"t"n/#"s sho0+2 an "1!+o$"" !oss"ss an2 to what degree HR D"!art1"nt HR D"!art1"nt 2"s#3ns s0/h a !"r.or1an/" a!!ra#sa+ 1"tho2, wh#/h /h"/%s th" /o1!"t"n/#"s !oss"ss"2 7$ th" "1!+o$"" an2 to what 2"3r""* - 12 -

Co1!ar#sons Co1!"t"n/#"s? r"@0#r"1"nts 3# "n 7$ ar#o0s h"a2s ("+. rat#n3 7$ "1!+o$"" on "a/h /o1!"t"n/$

M#ss#n3 L#n%s

Tra#n#n3

&0n/t#ona+ h"a2s a+so 2".#n" th" ">t"nt to wh#/h an "1!+o$"" !oss"ss"s a /o1!"t"n/$ as !"r

Cha!t"r59 Research Methodology R"s"ar/h D"s#3n (a1!+#n3 R"s"ar/h Instr01"nt

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HYPOTHE(I(
This study is related to the 1. To study competence mapping at H#n2a+/o In20str#"s L#1#t"2 8 To study the factors affecting to the performance of employees So the hypothesis o the study is !hether the co"pete#ce "appi#$ help to i"pro%e per or"a#ce o e"ployees.

RE(EARCH METHODOLOGY
RESEARCH DESIGN The design chosen for this project was DESCRIPTIVE RESEARCH DESIGN !hich is "sed when the p"rpose of the research is to# Descri$e the characteristics of the certain gro"ps Esti%ate the proportion of the peop&e in a specified pop"&ation who $eha'e in a certain wa( )a*e specific predictions

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RESEACRH INSTRUMENT The research instr"%ents "sed for the project are Questionnaires Personal Interview SAMPLING METHODS The sa%p&ing %ethod "sed was Pro$a$i&it( Sa%p&ing+ "nder Si%p&e Rando% )ethod was "sed SAMPLE SIZE: 100

SAMPLE UNIT: e%p&o(ee of IND,!,RTH PVT -TD+ NAGP.R SAMPLE AREA: A&& Depart%ent where the( wor*

Cha!t"r5:

Data Ana+$s#s an2 &#n2#n3s

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A#A&+SIS '6- Do $o0 ha #n3 /o1!+"t" Ao7 %now+"23"B Bob ?nowledge 0o of Employee = of Employee Ces >:; D;= 0o 9 9=

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51/0 5//0 % of Employee 4/0 3/0 2/0 1/0 /0 6es Job Knowledge No

'8- Do $o0 ha " !ro!"r /o110n#/at#on 7"tw""n $o0 an2 $o0r /o++"a30"B

(ommunication 0o of Employee = of Employee

Ces >:7 D7=

0o 7 7=

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5//0 :/0 % of Employee 4/0 9/0 3/0 8/0 2/0 7/0 1/0 5/0 /0 6es Communication No

'9-

2o"s $o0r s0!"r #sor 30#2" $o0 w"++B

+enior Euidance 0o of Employee = of Employee

Ces D8 <9=

0o >< >;=

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:/0 4/0 % "f Employee 9/0 3/0 8/0 2/0 7/0 1/0 5/0 /0 6es enior !uidance No

':- Is Yo0r Wor%#n3 At1os!h"r" P+"asantB

0o of Employee = of Employee

Ces F: 76=

0o 7: 6F=

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830 820 % of Employee 810 8/0 240 230 220 210 6es #or$ing atmosp%ere No

';- Do $o0 "nt"r #nto an$ ar301"nt w#th $o0r s0!"r #sorB

0o of Employee = of Employee

Ces 7F FD=

0o 76 7>=

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4/0 9/0 % of employee 3/0 8/0 2/0 7/0 1/0 5/0 /0 6es &rguments No

'<- Do $o0 wor% w#th .0++ /on/"ntrat#onB

(oncentration 0o of Employee = of Employee

Ces >:6 D6=

0o F F=

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5//0 :/0 % of employee 4/0 9/0 3/0 8/0 2/0 7/0 1/0 5/0 /0 6es Concentration No

'C- Do $o0 h"+! $o0r /o++"a30" wh"n" "r n"/"ssar$B

0o of Employee = of Employee

Ces >:< D<=

0o 8 8=

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51/0 5//0 % of Employee 4/0 3/0 2/0 1/0 /0 6es No

'D- Do $o0 .#n2 th" n""2 o. /han3" #n $o0r wor%B

0o of Employee = of Employee

Ces 7D 76=

0o 7> 6F=

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830 820 % of employee 810 8/0 240 230 220 210 6es C%ange in wor$ No

'E- Ar" $o0 sat#s.#"2 w#th $o0r sa+ar$B

!ayment 0o of Employee = of Employee

Ces 67 6>=

0o F7 7D=

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9/0 3/0 % of Employee 8/0 2/0 7/0 1/0 5/0 /0 6es Payment No

'6F- Ar" $o0 /oo+ !"rsonsB

0o of Employee = of Employee

Ces <; ;D=

0o 9 : :9

'edium 8: 8: D;=

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:/0 4/0 9/0 % of Employee 3/0 8/0 2/0 7/0 1/0 5/0 /0 6es No )edi"%

'66- #s th" /o1!an$ "1!+o$"" or#"nt"2= "1!+o$"r or#"nt"2=7othB Employe 0o of Employee = of Employee e 8D 8F 9F= Employ er 5oth F8 >D 7F 9;= >; 8;=

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3/ //0 8/ //0 % of Employee 2/ //0 7/ //0 1/ //0 5/ //0 / //0 E%p&o(ee E%p&o(er ;oth

'68- Ar" $o0 sat#s.#"2 w#th $o0r Ao7B Ces D: <> <= 0o 8: >< 8=

0o of Employee = of Employee

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:/ //0 4/ //0 9/ //0 % of Employee 3/ //0 8/ //0 2/ //0 7/ //0 1/ //0 5/ //0 / //0 6es No

'69- what a7o0t $o0?r" wor%#n3 t#1"B E>/"++"nt= Goo2 =A "ra3" = Poor

Excelle Eood 0o nt of 8 89
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"verage ;D

!oor F

Employee = of Employee

> <=

8:=

;8 ;=

7 7=

4/ //0 9/ //0 % of Employee 3/ //0 8/ //0 2/ //0 7/ //0 1/ //0 5/ //0 / //0 E<ce&&ent Good A'erage Poor #or$ing 'ime

'6:- what a7o0t $o0r wor%+oa2B #* O*G= n""2 to 7" In/r"as"2=N""2 to 7" 2"/r"as"2

2?

0eed

to

be 0eed

to

be

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Increased 0o Employee = Employee of 6F of 68=

decreased F6 7<=

9/0 3/0 % of Employee 8/0 2/0 7/0 1/0 5/0 /0 ,= Need to $e Increased Need to $e decreased

'6;- what t$!" o. /o110n#/at#on $o0 !r"."rB a* D#r"/t = In2#r"/t

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0o of Employee = of Employee

-irect D> <7=

Indirect >F >7=

:/0 4/0 9/0 % of Employee 3/0 8/0 2/0 7/0 1/0 5/0 /0 Direct Indirect

&INDING(
/rom the -ata it is found that in there scope of development in the below following areas&

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/o5o!"rat#on Jo7 Gnow+"23" Wor%"r D" "+o!1"nt (tr"ss Mana3"1"nt* Int"r!"rsona+ R"+at#ons Att#t02" Jo7 (at#s.a/t#on Mot# at#on

(EQ)I(E*

co>operation 570 1/0 120 :0 :0 510 5/0 70 ?o$ =now&edge !or*er De'e&op%ent stress )gnt Interpersona& Re&ations Attit"de ?o$ Satisfaction )oti'ation

Cha!t"r5;

Conclusion

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CONCLU(ION

"fter analy%ing the data it can be the employees feel the need of worker development

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The workers undergo lot of stress where further development is re$uired It can be inferred that maximum of the employees is not satisfied with their #obs and hence maximum scope of development is there in this area

"lso most of the worker feel the need of change in the work due to boredom and also want to learn new things

The working atmosphere of the workers is unpleasant which create hindrance for them to perform their efficiently and effectively The worker motivation level is low which can be increased "lso the workload is more putting pressure on their work

Cha!t"r5<

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Suggestion

(UGGE(TION

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2n the basis of the information gathered and analy%ed the following suggestion came up all by itself These factors need to be closely looked into and depending upon the feasibility of the management can be implementing according in order to walk hand in hand with its work force "s most of the employees are not satisfied with their #ob the management should take necessary steps in order to increase their #ob satisfaction level (ertain changes must be brought in the working environment efficiently Garious (ounseling programs must be conducted in order to reduce the stress on the workers (hanges must be brought in the work 3#ob rotation4 so as to reduce boredom and enrich enthusiasm in them Garious monetary and non monetary benefits should be given by the management in order to motivate them Training should be given to increase the skills and knowledge in the new techni$ues and machinery The communication between supervisor and the worker are to be made better of the working environment of the employee, so that it can be boost them to work

Cha!t"r5C
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&imitation

LIMITATION(

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.hile filling up the $uestionnaire availability of the worker were not ade$uately arrange because of their delin$uent #ob .orkers were reluctant to fill the $uestionnaire

Cha!t"r5D

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%ibliography

)I)LIOGRAPHY

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Industrial ,elations and !ersonnel 'anagement -r ' G !ylee " +imon Eeorge ,esearch 'ethodology ( , ?othari H,' ,eview A !erformance 'anagement +eptember 8::9, Buly 8::F .ebsite& www google com www humancapital com

Cha!t"r5E

Appendi5

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TECHNICAL SKILL MAPPING

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Sr.#o

'"p code

'"ployee #a"e

'"ployee desi$#atio#

(ate o )oi#i#$

*+,-.+/

(011-.+/

23T-.+/

4e"ar5

QUESTIONNAIRE
Name& Designation: Date: Department:

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Emp. code no: Family Background: Marital status: ources of earning: Basically from:

Years of service: No. of members: Married/unmarried: !lace of residence:

Questions
3re you cool perso#s6 (o you ha%i#$ co"plete )ob 5#o7led$e6 (o you ha%e proper co""u#icatio# bet7ee# you a#d your collea$ue6 (oes or$a#i8atio# pay atte#tio# to your de"a#d6 (oes your super%isor $uide you 7ell6 +s your 7or5i#$ at"osphere pleasa#t6 (o you eel the #eed o trai#i#$6 (o you e#ter i#to a#y ar$u"e#t 7ith your super%isor6 (o you $et reco$#itio# or )ob 7ell do#e6 (o you 7or5 7ith ull co#ce#tratio#6 (o you help your collea$ue 7he#e%er #ecessary6 3re you satis ied 7ith your 7a$es6 (o you i#d the #eed o cha#$e i# your 7or56 (o you $reet your se#ior 7he# you "eet6 (o you recei%e your salary-7a$es o# ti"e6 (o you accept your "ista5es6 3re you re$ular o# your )ob6 +s the co"pa#y e"ployee orie#ted6 3re you satis ied 7ith your )ob6

Yes

No

Remark

What about youre working time? '9celle#t- 2ood -3%era$e - *oor What type of communication you prefer? (irect - +#direct

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What about your workload? 0.:- #eed to be +#creased-/eed to be decreased What types of training you prefer? What more facilities you want from the organization? Suggestions (if any):

Thank ou

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