CHAPTER 1

INTRODUCTION

1.1 AN INSIGHT INTO COMPETENCY MAPPING

1.1.1 OVERVIEW

Today’s competitive and an uncertain business scenario has urged organizations to

change the way they have been creating value and conducting business. “Survival of the fittest”
is the theory that is defining the winners in business, today. The shifting business paradigm is
forcing organizations to reformulate their business strategies so as to include, issues of human
assets, as one of the key components. It has become essential for organizations to design a kind
of people management that would act as a key to business success. Thus, the new world of
work, is reinventing Human Resource Management (HRM) to capitalize on employees' talent
rather than force-fitting employees into a “job-box” and this has been facilitated by making ‘job
competency – a key element of human capital’, the foundation for all Human Resource (HR)
efforts. Today, the move is towards a measurable, objective and a competency-based HRM - a
new way of defining and assessing the hard-to-measure traits, or otherwise, the soft skills of
employees.

Since their introduction two decades ago, competency models and competency-based
Human Resource Management have become the best practice of business focused HR processes
for thousands of businesses. Competencies have stood the test of time and are now required for
organizations seeking to integrate their HR practices with the strategic and operational needs of
business.

1.1.2 WHAT ARE COMPETENCIES?

“Competencies are the characteristics of a manager that lead to the demonstration of

knowledge, skills and abilities, which result in effective performance within an occupational
area. Competency also embodies the capacity to transfer skills and abilities from one area to
another”. – Hogg B, 1989.

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An analysis of the definition reveals:
 Competencies are the characteristics of a manager. This goes along with our premise that
competency is a characteristic of a person.
 Competencies lead to the demonstration of skills and abilities. Therefore, competency
must be demonstrated and hence must be observable. It must not be inferred or extrapolated.
 Competencies must lead to effective performance. This means that the performance of a
person with competency must be significantly better than that of a person without it.
Competency thus refers to behavior, differentiating success from merely doing the job.
 Competency also embodies the capacity to transfer skills and abilities from one area to
another. A sales person may be able to deliver his sales pitch flawlessly but may be tongue-
tied elsewhere. He lacks the competency of ‘communication’. Thus competencies cannot be
restricted to a single job alone but the person must be able to carry them along. This dispels
the need to differentiate between generic and functional competencies since this part of the
definition excludes functional competence, which is associated with a particular job.

Broadly defined, competencies are actions which are observable in the execution
of an individual’s work, characterizing effective performance in the work.

1.1.3 IS COMPETENCE AND COMPETENCY DIFFERENT?

Very often, competence and competency are used interchangeably. It is essential to

understand that competence and competency are two different terms.

 Competences refer to abilities based on work tasks or job responsibilities; thus

they define what has to be done.
 Competencies refer to abilities based on behavior; thus they define how a job has
to be done, excellently.

Thus, for a sales manager, competence and competencies could be differentiated as

follows:

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 COMPETENCE COMPETENCIES

1. Prepare quotations and sales 1. Problem Solving and Judgment

order processing. 2. Drive and Determination
2. Manage key accounts, the 3. Commercial Awareness
sales office and its staff.
4. Inter-personal skills
3. Supervise and motivate the
Field sales force. 5. Effective Communication

The above competencies can be described further by Behavioral Indicators which are
observable behaviors or actions, defining a particular competency, related to a specific role in an
organization.

1.1.4 COMPETENCY & KNOWLEDGE SKILL AND ATTITUDE(KSA)

FACTORS

It is essential to understand how competency is related to knowledge, skill and

attitude factors.

Competencies only include behaviors that demonstrate excellent performance.

Therefore, they do not include knowledge, but do include "applied" knowledge or the behavioral
application of knowledge that produces success. In addition, competencies do include skills, but
only the manifestation of skills that produce success. Finally, competencies are not work
attitudes, but do include observable behaviors related to attitudes.
E.g.:
Considering the position of a marketing manager in an organization, competencies
and KSAs for this position could be:
 Skill: Sets up new project introduction.

3
 Competency: Positions a new project introduction so that it is clearly differentiated in the
market.

 Knowledge: Understands market dynamics.

Competency: Uses understanding of market pricing dynamics to develop models.

 Attitude: Wants to do an excellent job.

Competency: Meets all commitments in a timely manner.

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.

1.1.5 THE PROCESS OF COMPETENCY MAPPING

“Competency mapping is the process of identification of the competencies required

to perform successfully a given job or role or a set of tasks at a given point of time. It consists of
breaking a given role or a job into its constituent tasks or activities and identifying the
competencies (technical, managerial, behavioral, conceptual knowledge, an attitudes, skills,
etc.) needed to perform the same successfully”.

The product of competency mapping would be “a competency model which is a descriptive set
of predefined key competencies and proficiency levels required to perform successfully in a
specific job”.

Competency Mapping can be divided into four main categories:

1. Job Competency Mapping:

- Mapping based on the specific tasks of a particular job.

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2. Role Competency Mapping:
- Mapping based on the part an individual employee plays in the organization’s overall
success.

3. Functional Competency Mapping:

- Mapping based on the skills required of an employee in a
particular function of the business, e.g. marketing or finance.

4. Core Competency Mapping :

- Mapping based on the competencies that every employee should have in keeping with
the overall values and vision of the organization.

The process of competency mapping does not fit the one-size-fits all formula. It has
to be specific to the user organization. Hence, an organization needs to create a model that
reflects its own strategy, its own market, its own customers, and the competencies that bring
success in that specific context (including national culture).

Competencies could be initially mapped with small, discrete groups or teams,

ideally in two directions-a 'horizontal slice' across the business that takes in a multi-functional
or multi-site group, more or less at the same organizational level, and a 'vertical slice' taking in
one whole department or team from top to bottom. From that, the organization can learn about
the process of competency modeling, and how potential alternative formats for the models may
or may not fit the needs of the business.

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1.1.6. HOW ARE COMPETENCY-BASED PRACTICES USEFUL?

For a Company, competency-based practices:

 Reinforce corporate strategy, culture, and vision.

 Establish expectations for performance excellence, resulting in a systematic
approach to professional development, improved job satisfaction, and better employee
retention.
 Increase the effectiveness of training and professional development programs
by linking them to the success criteria (i.e., behavioral standards of excellence).
 Provide data on development needs that emerge from group and/or
organizational composites that are an outcome of multi-rater assessments.
 Provide a common framework and language for discussing how to implement
and communicate key strategies.
 Provide a common understanding of the scope and requirements of a specific
role.
 Build competitive advantage by strengthening core operations by "raising the
bar" and reinforcing behaviors that lead to top performance.

For Managers, competency-based practices:

 Identify performance criteria to improve the accuracy and ease of the hiring
and selection process.
 Provide more objective performance standards.
 Clarify standards of excellence for easier communication of performance
expectations to direct reports.
 Provide a clear foundation for dialogue to occur between the manager and
employee about performance, development, and career-related issues.

6
 For Employees, competency-based practices:

 Identify the success criteria (i.e., behavioral standards of performance

excellence) required to be successful in their role.
 Provide a more specific and objective assessment of their strengths and
specify targeted areas for professional development.
 Provide development tools and methods for enhancing their skills.

Research indicates that competencies are more likely to be determinants of success

in complex jobs, than knowledge and skills (Spencer, 1993). To be truly effective, competency
models must have strong and irrevocable ties to the strategic issues of the organization The use
of competency based management systems affords companies the opportunity to concentrate on
their operations without sacrificing the need to have a well managed workforce. Any investment
an organization makes in competency profile development has benefits far beyond the
usefulness of the results for employee development purposes. Thus, competencies are here to
stay and create a win-win situation for both the organization and its employees.

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1.2. COMPETENCY ASSESSMENT

After indenting the job responsibilities & competency requirements,one should go for
assessing where do individuals stand in terms of the competencies required, which is known
as Competency Assessment

Competency based assessment is a system for assessing a person's knowledge and

skills. Assessment is based on actual skills and knowledge a person can demonstrate in the
workplace or in other relevant contexts. Competency based assessment is also a system for
providing portable qualifications against nationally recognized competency standards.

1.3.BACKGROUND OF THE PROBLEM

Heritage lays emphasis on working with competent people to achieve results efficiently
and effectively. With this view from the inception, the company has formulated its own
competency matrix. Heritage is interested to know the current competency level of its
departments with respect to the managers and to know the importance of various competencies
in performing their job.

1.4. STATEMENT OF THE PROBLEM

To determine the current competency level of its departments with respect to the
managers and to know the importance of various competencies in performing their job.

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 1.5. OBJECTIVES

▪ To identify the core competencies required to perform a job successfully.

▪ To identify the existing competency level of the employees.
▪ To find out the gap between required competency level(RCL) and
current competency level (CCL)
▪ To identify the importance of various competencies in performing the
job at different departments.

1.6. SCOPE OF THE STUDY:

This research was carried out to identify the current competency level in all departments
and to know the importance of various competencies in performing their job. The study of
competency mapping and assessment covers all L5 level employees i.e. managers in all
departments. The study currently focuses on 31 managers present in Corporate Office. The
study serves a number of purposes. It is done for the following functions:
 Gap Analysis
 Role Clarity
 Selection, Potential Identification, Growth Plans.
 Succession Planning.
 Restructuring
 Inventory of competencies for future planning

TIME FRAME

The study with its specific objectives was carried out from 24 Feb 2024 to 20th April
2024.

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LIMITATIONS OF THE STUDY

 Employees view may be biased.

 The study was confined only to the managers and not all.
 The primary data collected is from questionnaire and hence the result would bear all the
limitations of the primary data.

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 CHAPTER-2

ORGANISATION PROFILE

Started in the year 1984, Suguna Poultry Farm Limited is India’s largest poultry
enterprise with a turnover of 2030 crores in 2007-08. Suguna’s pioneering efforts in
contract Farming have helped thousands of farmers to grow along with the company.
Managing Director Mr. B.Soundararajan and Joint Managing Director
Mr. G.B. Sundararajan head the group.

Suguna currently operates in 11 states working with 15,000 farmers, 25,000

channel partners and 4,800 employees. At the heart of Suguna’s success lies the vision
of energizing rural India.

Energising Rural India

Suguna Poultry Farm Limited has drafted a new success

saga with a vision to strengthen the backbone of the Indian
economy. The organization has focused on reaching out to
rural India through its innovative and sustainable business
model, reaching out to the rural segment of the poultry
farming community. Reaching out to embrace new
ideologies that will help Suguna set trends in our areas of
expertise. At Suguna, we firmly believe that in reaching
out, we will be able to nurture a more holistic growth.

Suguna's Core business activities

Suguna imports the grandparent birds from Ross in UK,
best known for their tenderness and taste and from
Lohmann in Germany, the best in layers. State-of-the-art
hatcheries, quality feed and best farm management
practices ensure the highest quality broiler chicken. Suguna
is the first poultry company to implement end to end ERP\
system for poultry business management.

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Suguna in Broiler Production
Suguna has become the household name in the broiler
chicken industry. Suguna stands first in broiler
production in India (and 4th in the world by volume).
Suguna Poultry Farm revolutionized the Indian
poultry industry through contract farming. Suguna
Chicken, is a highly trusted brand name offering high
quality, nutritious, hygienic and affordable broiler
chicken.

Suguna in Layers industry

Suguna offers day old Layer chicks and pullets to Indian

farmers who prefer more number of saleable eggs and
layers that are highly efficient in gram feed per egg, and
adaptable to different environmental conditions with high
livability. The chick is a white-egg layer and as such
highly suitable for cages, deep litter, aviary and free-
range management.

Global Partners of Suguna

Suguna partnered with Ross of UK for importing broiler

grandparent stock and Lohmann of Germany for Layer
grandparents. Suguna imports day old grandparent and
parent stock chicks from Ross, a subsidiary of Aviagen
for broiler. Lohmann is today the world's Number one
Primary Breeding Company for Layers under the
umbrella of Erich Wesjohann Group of Companies
eadquartered in Cuxhaven, German.

Suguna Anytime Frozen chicken

Suguna exports frozen chicken products, under the

Suguna Anytime brand to Middle East, where they are
well received and have a good presence. Sugie's
products are processed in a modern processing plant
near Udumalpet which is HACCP certified and abides
the international standards based on Total Quality
Management (TQM) system with strict compliance to
hygiene and inspection requirements and and adopting
the traditional halal technique. Suguna Anytime frozen
chicken is also available domestically in all metros.
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Suguna Daily Fressh

Suguna Daily Fressh is Suguna’s latest venture

comprising a chain of high-quality retail stores which
retail fresh hygienic ready to cook chicken and as well
as speciality eggs, mutton and seafood. These stores
provide a novel and hygienic buying experience for
our discerning customers. One can get choice portions
of fresh chicken and also ready-to-cook items at these
outlets, which incorporate hygienic storage and
packing. Plans are on to open 175 stores across India
by the coming year

Suguna Home Bites – Home Meal Replacement

Suguna has recently launched a new category of Home

Meal Replacement foods under the brand name
Suguna Home Bites. Starting with a range of 8
heat n’ eat entrée and main meals, Suguna will
soon introduce more in this range as well as a
range of dried ready to eat he facts and figures of
Suguna, as of today indicate its growth and its
reach.
Suguna Branded eggs

Suguna offers a range of value added eggs fortified

with special natural nutrients, catering to the
nutritional and health requirements of various
groups of people. Suguna Heart enriched with
Omega 3 fatty acids and Vitamin E has up to 50%
lower cholesterol than ordinary table eggs and helps
maintain a healthy heart. Suguna Active, enriched
with DHA, Organic Selenium, and Vitamin E is
particularly good for children and teens as DHA
assists in brain development and improving
eyesight. Vitamin E is a powerful antioxidant and is
good for the skin and has anti ageing properties.
Omega 3 fatty acids cannot be produced by the body
and must be obtained from the diet. Organic
Selenium is good for maintaining overall health and
preventing certain types of diseases and is more
efficiently absorbed by the body than inorganic
sources. Suguna Pro is enriched with protein and
vitamins (Lutein and Zeanxthinin). The high protein
in Suguna Pro helps build and repair the cells in
muscles and other body tissues. Vitamin A is
 helpful for healthy skin and good vision.
Additionally Lutein an important pigment in Suguna
pro prevents macular degeneration and cataract of
eyes. Calcium & Phosphorus helps in formation of
bones and teeth. Suguna Shakti shares similar
nutrients as Suguna Pro and is of smaller size.

Suguna has enjoyed a strong business growth

through its innovative business model and
unstinted efforts at giving high quality products
and ensuring value for the customer. The changing
demographic profile of India, increasing
urbanization and the empowerment of rural India
will add millions of new families to the economic
mainstream. The company is well positioned to
service this ever growing demand for poultry
products in India and the world.

Fact sheet

The facts and figures of Suguna, as of today indicate its growth and its reach.

 1st in Indian broiler production

▪ 10th largest poultry enterprise in the world
▪ Rs. 2030 crore turnover
▪ 11 states
▪ 4,800 employees
▪ 15,000 + farmers
▪ 25,000 channel partners
▪ 500,000 people benefit from indirect employment
▪ 395 million chickens produced per annum
▪ 36 hatcheries
▪ 52 feed mills
▪ 1.56 million tons feed production per annum
▪ 10,000 tons of processed chicken meat per annum
 CHAPTER -3

REVIEW OF RELATED LITERATURE

3.1 WHAT IS COMPETENCY?

Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following
forms:
Knowledge
Attitude
Skill
Other characteristics of an individual including
Motives
Values
Traits
Self Concept

DEFINITION:

First popularized by BOYATZIS (1982) with Research result on clusters of

competencies:
“A capacity that exists in a person that leads to behavior that meets the job demands
within parameters of organizational environment, and that, in turn brings about
desired results”

 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.

 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):

Competency: A person- related concept that refers to the dimensions of behavior

lying behind competent performer.
Competence: A work- related concept that refers to areas of work at which the person
is competent
Competencies: Often referred as the combination of the above two.

 ALBANESE(1989) :
Competencies are personal characteristics that contribute to effective
managerial
performance.

 HAYES(1979) :

Competencies are generic knowledge motive, trait, social role or a skill of

a person linkedto superior performance on the job .
 COMPETENCY – BROAD CATEGORIES

• 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.

3.2 THE ROOTS OF COMPETENCY APPROACH:

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.

Despite a growing interest of competency among mangers and human resource

professionals in recent years, the modern competency movement in industrial-
organizational psychology actually dates from the mid1950’s and early 1970’s.

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.
3.3 HISTORY OF COMPETENCIES:

John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical

Incidents Technique as a precursor to the key methodology used in rigorous
competency studies. Based on studies of US Air Force pilot performance, Flanagan
concluded that “the principle objective of job analysis procedures should be the
determination of critical requirements. These requirements include those which have
been demonstrated to have made the difference between success and failure in
carrying out an important part of the job assigned in a significant number of
instances”. From here, critical incidents technique was originally discovered.

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.

Flanagan’s work, while not strictly about competencies, was important

because it laid the foundation for a new approach to examining what people do. In a
later form, the critical incidents technique would resurface to focus around significant
behavioral events that distinguish between exemplary and fully-successful
performers.

It is Flanagan’s critical incidents technique that sixteen years later inspires

David McClelland to discover and develop the term of “competency”.

Benjamin Bloom (USA)

In mid fifties BENJAMIN laid the foundation for identifying educational objectives
by defining KSA, s needed to be developed in education. The educational objectives
developed by them were grouped under the cognitive domain.
David McClelland (Harvard Psychologist)

He pioneered the Competency Movement across the world and made it a global
concept. His classic books on Talent and Society, Achievement motive, The
Achieving Society, Motivating economic achievement and power the inner experience
brought out several new dimensions of the competency. These competencies exposed
by Mc .Cleland dealt with effective domain in Bloom’s terminology.

Richard Boyatzis.

Richard Boyatzis wrote the first empirically-based and fully-researched book

on competency model developments. It was with Boyatzis that job competency came
to widely understood to mean an underlying characteristic of a person that leads or
causes superior or effective 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).As founding developer of competency modeling in the
United States, Boyatzis grounded competency interventions on documented
behavioral indicators that caused or influenced effective job performance. Boyatzis,
like Flanagan, stressed the importance of systematic analysis in collecting and
analyzing examples of the actual performance of individuals doing the work. The
method for documenting the actual performance was collected through the behavioral
event interview (BEI), an intensive face-to-face interview that involves soliciting
critical incidents from performers and documenting what the performers thinking and
doing during the incidents.

The relationship management set competencies included essential social skills.

Developing others involved sensing people’s development needs and bolstering their
abilities a talent not just of excellent coaches and mentors but also of outstanding
leaders. Competence in developing others was found to be a hallmark of superior
managers; among sales managers for example, it typified those at the top of the field
( Spencer and Spencer, 1993). Although this ability was crucial for those managing
front line works, it has also emerged as a vital skill for effective leadership at high
levels (Goleman, 2000).

The most effective people sense others reaction and find tune their own
responses to move interaction in the best direction. This emotional competence
emerged over and over again as a hallmark of star performance, particularly among
supervisors, managers and executives (Spencer and Spencer, 1993).

Creating an atmosphere of openness with clear lines of communication is a

key factor in organizational success. People who exhibit their communication
competence are effective in the give – and - take of emotional information, deal with
difficult issues straight forwardly, listen well and welcome sharing information fully
and foster open communication and stay receptive to bad news as well as good.
( Goleman, 2000)
 CHAPTER -4

RESEARCH METHODOLOGY
This chapter deals with the methodology in which the study is conducted to find out
the effectiveness of the competency mapping and competency assessment.

RESEARCH DESIGN

The type of the research study is a descriptive study .Descriptive study is a

description of a phenomenon or characteristics associated with the population i.e.
who,what,when,where and sometimes how.

POPULATION SIZE AND TYPE OF STUDY

The study is census study. The population consists of all managers in

different departments at Heritage. There are 31 managers and they all are the
respondents of the study.

DATA COLLECTION METHOD

Primary data

Structured questionnaire was used to collect the required details for the
research .A pilot test was conducted on HR executives alone to test the validity of the
questionnaire and to check the feasibility of statistical tools. The questionnaire
consists of two parts . The first part deals with assessment of self and the second part
deals with the assessment of importance of each competency to perform their job
effectively.
Secondary Data

The secondary data was collected using organization manuals, portal and
websites.

DATA ANALYSIS

The statistical tools used for analysis are

 Percentage analysis
 Arithmetic Mean
 Weighted Arithmetic Mean
 Correlation
 Chi-square test

ANALYSIS AND INTERPRETATION

After collection of primary data the questionnaire were scrutinised and

transcribed before actual commencement of tabulation procedure.
 CHAPTER-5

DATA ANALYSIS AND INTERPRETATION

Steps Involved In Competency Mapping

Step 1- Study the organization wide competencies

The organization wide competencies were gathered from vision , mission

statements of the company and company documents

Step 2- Study the work group level competencies

The competencies of the managers of all the departments in corporate for which

the mapping was done were assimilated through the discussion with the project

guide in the organization (HR dept) and documents related to their existing

competency matrix.

Step 3 – Study of organization structure

To facilitate the study on the organization structure, the organization chart of

the organization was used. It explains the hierarchy of the management from the

executive director to the executive level.

Step 4. Identified roles for which competency mapping was carried out

The study of competency mapping and assessment covers all L5 level

employees ie managers in all departments. The study currently focuses on all 31

managers present in Corporate Office.

Step 5 - Select the core competencies through competency books and from their

existing competency dictionary in the corporate.

Detailed analysis on the core competency was done through references with

competency books written by Robbin Kessler and R.Palan . Also conversation was

initiated to understand the working environment, practices followed regarding the

existing competency model ..The complete list of Identified core competencies is

1. ACHIVEMENT DRIVE
2. INITIATIVE AND CREATIVITY
3. DEVELOPING OTHERS
4. TECHNICAL SKILLS AND KNOWLEDGE
5. ANALYTICAL AND PROBLEM SOLVING SKILLS
6. TRUSTWORTHINESS
7. SERVICE ORIENTATION
8. LEADERSHIP

Presentation of tables

This chapter comprises of presentation of the data in tables , and their

interpretation .the purpose of the table is to simplify the presentation and to facilitate
the comparison.

The tables have been formulated to observe the competency level of managers
and their importance in performing their job.
TABLE-1

AGE WISE DISTRIBUTION OF RESPONDENTS

Age Number of Percentage
respondents
25-30 3 10
30-35 12 39
35-40 11 35
ABOVE 40 5 16
Total 31 100.0

INFERENCE

From the table it is observed that 39% respondents belong to age group of 30-35,
35% respondents belong to the age group of 35-40 and 16% of the respondents
belong to age group of above 40 and 10% of respondents belong to age group of 25-
30.
 TABLE-2

DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF EXPERIENCE

No. of years Number of Percentage

respondents

1-5 6 19
5-10 13 42
10-15 7 23
15-20 3 10
ABOVE 20 2 6
Total 31 100.0

INFERENCE

From the above table it is clear that among the 31 respondents 13( 42%)of them have
got work experience for 5 -10 years ,7 (23% ) respondents have 10-15 years of
experience , 6 (19% ) respondents have 1-5 years of experience,3( 10%) respondents
have 15-20 years of experience and only 2 (6% ) respondents have experience of above
20 years .
 TABLE-3

DEPARTMENT WISE DISTRIBUTION OF RESPONDENTS

Departments Frequency Percent

HUMAN RESOURCE 4 13
TECHNICAL 1 3
HEALTH AND QC 1 3
FINANCE AND 7 23
ACCOUNTS
SCM 4 13
IT 5 16
PROJECT 4 13
MARKETING 2 7
MIS 1 3
TAXATION 1 3
LEGAL 1 3
Total 31 100.0

INFERENCE

From the above table it is found that 23% (7) of respondents are from finance and
accounts departments, 16% (5) of respondents are from IT department,13% (4) of
respondents are equally from human resource ,SCM and projects departments. 7%
(2) of respondents are from marketing department and 3% (1) of respondents equally
from legal, taxation, MIS, Health and QC and technical department.
TABLE- 4 ACHIEVEMENT

DRIVE
DEPARTMENTS MEAN
FINANCE 4.238
IT 4.133
SCM 4.583
PROJECTS 4.583
MARKETING 4.316
MIS 4
LEGAL 4.333
TECHNICAL 4.333
HEALTH AND QC 4
TAXATION 3.333
HR 4.5

INFERENCE

Achievement drive in individuals is found comparatively high in SCM and Projects.

Taxation department manager’s CCL of achievement is the lowest when compared

with the other departments and RCL. CHART-1

ACHIEVEMENT DRIVE

SELF

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
MIS
IT

LEGAL
FINANCE

SCM
MEAN

HR
PROJECTS

TAXATIO

0
N

DEPARTMENTS
TABLE- 5

INITIATIVE AND CREATIVITY

DEPARTMENTS MEAN
FINANCE 4.428
 IT 4.7
SCM 4.25
PROJECTS 4.375
MARKETING 4.412
MIS 4
LEGAL 4.5
TECHNICAL 4.5
HEALTH AND QC 3.5
TAXATION 4
HR 4.125

INFERENCE

Initiative in individuals is found comparatively high in IT.

Health and QC department manager’s CCL of Initiative is the lowest when compared
with the other departments and RCL.

CHART-2

INITIATIVE AND CREATIVITY

SELF

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
MARKETING

HEALTH AND QC

TAXATION
TECHNICAL
MIS
IT

LEGAL
FINANCE

HR
SCM

PROJECTS

DEPARTMENTS
TABLE- 6

DEVELOPING OTHERS

DEPARTMENTS MEAN
FINANCE 4.5
IT 4.1
SCM 4
PROJECTS 4.625
MARKETING 4.425
MIS 4
LEGAL 4.5
TECHNICAL 5
HEALTH AND
QC 4.5
TAXATION 4
HR 4.75

INFERENCE

Developing others competency in individuals is found comparatively high in

technical department.

SCM, MIS and Taxation department manager’s CCL of developing others is the
lowest when compared with the other departments and RCL.

CHART-3
DEVELOPING OTHERS

SELF

4
MEAN

1
MARKETING

LEGAL
IT

MIS

TECHNICAL
SCM

HEALTH
AND QC

HR
FINANCE

TAXATIO
PROJECTS

0
N

DEPARTMENTS
TABLE- 7

TECHNICAL SKILLS AND KNOWLEDGE

DEPARTMENTS MEAN
FINANCE 4.285
IT 4.3
SCM 3.875
PROJECTS 4.5
MARKETING 4.337
MIS 4
LEGAL 3.5
TECHNICAL 4.5
HEALTH AND
QC 4.5
TAXATION 3.5
HR 4.375

INFERENCE

Technical skills and knowledge competency in individuals is found comparatively

high in Project, Technical and Health and QC departments.

Legal and taxation department manager’s CCL of technical skill and knowledge is the
lowest when compared with the other departments and RCL.

CHART-4

TECHNICAL SKILLS AND KNOWLEDGE

SELF

5
4.5
4
3.5
3
2.5
2
1.5
1
MEAN

0.5
0
MARKETING

LEGAL
IT

MIS

TECHNICAL
SCM

HEALTH
AND QC

HR
FINANCE

TAXATIO
PROJECTS

DEPARTMENTS
N
TABLE- 8

ANALYTICAL AND PROBLEM SOLVING

DEPARTMENTS MEAN
FINANCE 4.214
IT 4.5
SCM 4.125
PROJECTS 4.375
MARKETING 4.625
MIS 4.5
LEGAL 4
TECHNICAL 4
HEALTH AND
QC 3.5
TAXATION 4
HR 4.75

INFERENCE

Analytical and problem solving competency in individuals is found comparatively

high in human resource departments.

Health and QC department manager’s CCL of analytical and problem solving

competency is the lowest when compared with the other departments and RCL.

CHART- 5

ANALYTICAL AND PROBLEM SOLVING SKILLS

SELF

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
MARKETING

TAXATION
TECHNICAL
MIS
IT

LEGAL

HR
FINANCE

SCM

PROJECTS

DEPARTMENTS
TABLE- 9
TRUSTWORTHINESS

DEPARTMENTS MEAN
FINANCE 4.285
IT 4.2
SCM 4.5
PROJECTS 4.75
MARKETING 4.412
MIS 4.5
LEGAL 3.5
TECHNICAL 5
HEALTH AND
QC 3
TAXATION 4
HR 4.625

INFERENCE

Trustworthiness competency in individuals is found comparatively high in technical

department.

Health and QC department manager’s CCL of Trustworthy competency is the lowest

when compared with the other departments and RCL.

CHART-6

TRUSTWORTHINESS

SELF

4
MEAN

2
MARKETING

LEGAL
MIS
IT

TECHNICAL
SCM

HEALTH
AND QC

HR
FINANCE

TAXATIO
PROJECTS

1
N

DEPARTMENTS
TABLE- 10
SERVICE ORIENTATION AND RESPONSIBILITY

DEPARTMENTS MEAN
FINANCE 4.785
IT 4.3
SCM 4.625
PROJECTS 5
MARKETING 4.4
MIS 4.5
LEGAL 3.5
TECHNICAL 4.5
HEALTH AND
QC 4.5
TAXATION 4.5
HR 4.5

INFERENCE

Service orientation competency in individuals is found comparatively high in projects

department.

Legal department manager’s CCL of Service orientation competency is the lowest

when compared with the other departments and RCL
.
CHART-7

SERVICE ORIENTATION

SELF

3
MEAN

1
MARKETING

LEGAL
MIS
IT

TECHNICAL
SCM

HEALTH
AND QC

HR
FINANCE

TAXATIO
PROJECTS

0
N

DEPARTMENTS
TABLE- 11

LEADERSHIP

DEPARTMENTS MEAN
FINANCE 4.214
IT 4.3
SCM 4.25
PROJECTS 4.125
MARKETING 4.212
MIS 4.5
LEGAL 3.5
TECHNICAL 4
HEALTH AND
QC 4
TAXATION 4
HR 4.125

INFERENCE

Leadership competency in individuals is found comparatively high in MIS

department.

Legal department manager’s CCL of Leadership is the lowest when compared with
the other departments and RCL.

CHART-8
LEADERSHIP

SELF

5
4.5
4
3.5
3
2.5
2
1.5
1
MEAN

0.5
0
MARKETING

LEGAL
MIS
IT

TECHNICAL
SCM

HEALTH
AND QC

HR
FINANCE

TAXATIO
PROJECTS

DEPARTMENTS
N
 TABLE- 12

OVERALL COMPETENCY LEVEL OF SELF IN DEPARTMENT WISE

DEPARTMENTS MEAN OF SELF

FINANCE 4.369
IT 4.316 INFERENCE
SCM 4.276
PROJECTS 4.541
MARKETING 4.392 Project department managers are highly
MIS 4.25 competent when compared with other
LEGAL 3.916 departments.
TECHNICAL 4.479
HEALTH AND QC 3.937 Legal department and Taxation
TAXATION 3.916 department manager’s CCL in overall is
HR 4.468 the lowest when compared to the other
department managers and RCL.

CHART-9

OVERALL COMPETENCY LEVEL OF SELF IN EACH DEPARTMENT

MEAN OF SELF

4.6
4.5
4.4
4.3
4.2
4.1
4
MEAN

3.9
3.8
3.7
3.6
MARKETING

LEGAL
MIS
IT

HEALTH
TECHNICAL
SCM

AND QC

HR
FINANCE

TAXATIO
PROJECTS

COMPETENCIES

TABLE- 13

OVERALL COMPETENCY LEVEL OF SELF AT CORPORATE

 COMPETENCIES WAM OF SELF
ACHIVEMENT DRIVE 4.322
INITIATIVE AND CREATIVITY 4.338
DEVELOPING OTHERS 4.403
TECHNICAL SKILLS AND KNOWLEDGE 4.241
ANALYTICAL AND PROBLEM SOLVING SKILLS 4.322
TRUSTWORTHINESS 4.370
SERVICE ORIENTATION 4.564
LEADERSHIP 4.161

INFERENCE
Service orientation among managers is very high when compared with
other competency. Leadership competency is found comparatively low among all
department managers.

CHART-10
OVERALL COMPETENCY LEVEL AT CORPORATE

SELF
4.6

4.5

4.4
WAM

4.3

4.2

4.1

4
ACHIVEMENT DRIVE

ORIENTATION
TECHNICAL SKILLS

TRUSTWORTHINESS

LEADERSHIP
AND KNOWLEDGE
DEVELOPING

ANALYTICAL AND
PROBLEM SOLVING
CREATIVITY

SERVICE
OTHERS
INITIATIVE

3.9
SKILLS
AND

COM PETENCIES

TABLE-14

OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

DEPARTMENTS MEAN OF JOB

FINANCE AND ACCOUNTS 4.053
IT 4.116
SCM 4.036
PROJECTS 4.255
 MARKETING 4.416
MIS 4.125
LEGAL 4.020
TECHNICAL 4.479
HEALTH AND QC 4.354
TAXATION 3.854
HR 4.593

INFERENCE

It is found that Human resource department managers highly use these competencies
to perform their jobs.

It is found that Taxation department managers use very less competencies to perform
their job when compared with other departments

CHART-11

OVERALL USAGE OF COMPETENCIES IN EACH DEPATMENTS

MEAN OF
5 JOB

3
MEAN

0
TAXATION
IT

MARKETING

HEALTH
LEGAL
MIS

HR
AND QC
ACCOUNTS

TECHNICAL
SCM

PROJECTS
FINANCE
AND

DEPARTMENTS
TABLE- 15

OVERALL USAGE OF EACH COMPETENCY

COMPETENCIES WAM OF JOB

ACHIVEMENT DRIVE 4.268
INITIATIVE AND CREATIVITY 4.161
DEVELOPING OTHERS 4.129
TECHNICAL SKILLS AND KNOWLEDGE 4.064
ANALYTICAL AND PROBLEM SOLVING SKILLS 4.241
TRUSTWORTHINESS 4.225
SERVICE ORIENTATION 4.467
LEADERSHIP 4.064

INFERENCE

It is found that Service orientation competency is given comparatively high

importance and used more by the managers to perform their jobs and it is found
that Technical knowledge and leadership competency is given comparatively low
importance and used less by the managers to perform their jobs.

CHART-12

IMPORTANCE OF EACH COMPETENCIES TO PERFORM THE JOB

WEIGHTED AVERAGE MEAN OF JOB

4.5
4.4
4.3
4.2
4.1
4
3.9
WAM

3.8
ACHIVEMENT DRIVE

TRUSTWORTHINESS
AND KNOWLEDGE

ORIENTATION

LEADERSHIP
TECHNICAL SKILLS
DEVELOPING

ANALYTICAL AND
PROBLEM SOLVING
CREATIVITY

SERVICE
OTHERS
INITIATIVE

SKILLS
AND

COMPETENCIES
CORRELATION ANALYSIS

The correlation analysis deals with the association of two or more variables.
The measure of correlation is called correlation coefficient.

Correlation analysis is done by taking mean of overall competency level of

self in department wise & overall usage of competencies in department wise, overall
competency level of self at corporate & overall usage of each competency as a
variable. Correlation analysis is done based on the following assumptions

Assumption:

Calculated coefficient of correlation is

1) >0.6 – strong relationship exists
2) 0.4 to 0.6 –moderate relationship exists
3) <0.4 –low relationship exists
 CORRELATION ANALYSIS 1:
TABLE-16
VARIABLE-1 OVERALL COMPETENCY LEVEL OF SELF IN EACH
DEPARTMENT
DEPARTMENTS MEAN OF SELF
FINANCE 4.369
IT 4.316
SCM 4.276
PROJECTS 4.541
MARKETING 4.392
MIS 4.25
LEGAL 3.916
TECHNICAL 4.479
HEALTH AND QC 3.937
TAXATION 3.916
HR 4.468

TABLE- 17

VARIABLE-2 OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

DEPARTMENTS MEAN OF JOB

FINANCE 4.053571
IT 4.116625
SCM 4.036458
PROJECTS 4.255208
MARKETING 4.416667
MIS 4.125
LEGAL 4.020833
TECHNICAL 4.479167
HEALTH AND QC 4.354167
TAXATION 3.854167
HR 4.59375

Correlation= 0.5565

INFERENCE

The coefficient of correlation exists between 0.4-0.6 which denotes that there exist a
moderate relationship between the two variables i.e. between individual’s
competency level of each department and overall usage of competencies in each
department.
CORRELATION ANALYSIS 2:
TABLE-18

VARIABLE-1

EACH COMPETENCY LEVEL OF SELF AT WHOLE CORPORATE

WM OF
COMPETENCIES SELF
ACHIVEMENT DRIVE 4.322
INITIATIVE AND CREATIVITY 4.338
DEVELOPING OTHERS 4.403
TECHNICAL SKILLS AND KNOWLEDGE 4.241
ANALYTICAL AND PROBLEM SOLVING SKILLS 4.322
TRUSTWORTHINESS 4.370
SERVICE ORIENTATION 4.564
LEADERSHIP 4.161

TABLE-19

VARIABLE-2

USAGE OF EACH COMPETENCY AT WHOLE CORPORATE

COMPETENCIES WM OF JOB
ACHIVEMENT DRIVE 4.268
INITIATIVE AND CREATIVITY 4.161
DEVELOPING OTHERS 4.129
TECHNICAL SKILLS AND KNOWLEDGE 4.064
ANALYTICAL AND PROBLEM SOLVING SKILLS 4.241
TRUSTWORTHINESS 4.225
SERVICE ORIENTATION 4.467
LEADERSHIP 4.064

Correlation= 0.843608865

INFERENCE

The coefficient of correlation is greater than 0.6 (>6) which denotes that there exist a strong
relationship between the two variables level of each competency of self and usage of each
competency in job.
CHI-SQUARE TEST

Hypothesis

Ho. There is no association between age and their level of achievement drive. Ha:

There is an association between age and their level of achievement drive TABLE-20

CROSS TABULATION OF AGE AND ACHIEVEMENT DRIVE

AGE * 1.ACHIEVEMENT DRIVE Cross tabulation

1.ACHIEVEMENT DRIVE

neutral agree strongly agree Total

AGE 20-25 0 2 1 3

25-30 0 3 2 5

30-35 1 6 4 11

35-40 0 2 5 7

ABOVE 40 0 3 2 5

Total 1 16 14 31

TABLE-20(A)

Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 4.234a 8 .835

Likelihood Ratio 4.473 8 .812

N of Valid Cases 31
TABLE-20 (B)

X^2 df Significance Table value Result Type of test

level
4.234 8 0.05 15.5 Accept Ho Two-tailed

INTERPRETATION

As the table value is greater than the calculated chi-square value, the null hypothesis
is accepted. (i.e.) There is no association between age and their level of achievement drive
 CHAPTER-6

FINDINGS OF THE STUDY

▪ Majority (39%) of respondents belong to the age group of 30-

35
▪ Majority (42%) of respondents have got work experience for 5
-10 years
▪ Majority (23%) of respondents belong to finance and accounts
department.

TABLE-21

SELF ASSESSMENT IN DEPARTMENTS

COMPETENCY HIGH CCL LOW CCL

Achievement drive SCM & Projects Taxation

Initiative and Creativity IT Health and quality control

Developing others Technical SCM, MIS and Taxation

Projects, Technical ,
Technical knowledge Legal and taxation
Health and Q departments

Analytical thinking and

HR Health and quality control
problem solving

Trustworthiness Technical Health and quality control

Service orientation and

Projects Legal
Responsiveness

Leadership MIS Legal

 TABLE-22

ASSESSMENT OF COMPETENCY LEVEL AND IMPORTANCE TO JOB

COMPETENCY LEVEL USAGE OF COMPETENCY

DEPARTMENTS Project department managers Human resource department managers
are highly competent when highly use these competencies in their
compared with other jobs.
departments.
Taxation department managers use
Legal department and Taxation only fewer competencies to perform
DEPARTMENTS department manager’s CCL in their job when compared with other
overall is the lowest when departments.
compared to the other
department managers and RCL.

COMPETENCY LEVEL USAGE OF EACH COMPETENCY

COMPETENCY
Service orientation among Service orientation is the competency
managers is very high when which is highly used by the managers
COMPETENCY compared with other to perform the jobs.
competency.

Leadership competency is found Technical knowledge and leadership

comparatively low among all is found to be used low in their jobs
department managers.

 Moderate relation exists between the two variables i.e. between individual’s
competency level of each department and overall usage of competencies in
each department.
 Strong relation between the two variables level of each competency of self
and usage of each competency in job.
 There is no association between age and their level of achievement drive
 CHAPTER-7

SUGGESTIONS

 Make competencies relevant for each group of

 Employees. Because competencies to work effectively in organizations, they
need to be made more relevant to each department or professional area in an
organization.
 The employees can be given awareness about the core competencies of the
company so that they may be interested in developing it.
 Training on developing each competency can be provided to the managers.
 The basic concepts and process of the business must be known to all
managers, which will motivate them towards the development of the
organization.
 Accounts ,IT, SCM, Projects and MIS department managers use their
competencies less when compared to their competency level so their jobs need
to be highly competent to get the best results.
 Create a positive climate by which employees can increase the accuracy of
their awareness of their own strengths and limitations; provides coaching,
training and developmental resources to improve performance
 CHAPTER-8

CONCLUSION

Many advanced companies are starting to adopt the use of competencies as an

essential management technology to enhance their competitiveness. However, infact,
it is extremely important to build the competency model up front, when competencies
are applied to human resource systems. Moreover while enterprises are intent on
developing a competency model, it is also very important to think about ways of
determining what methods should be used for developing competency models before
hand. Developing competency models requires a great deal of time, money and effort,
and if the model is poorly constructed, it may lead to wasted resources and less than
satisfactory results.

Choosing methods for developing competency models is a strategic issue,

which is usually restricted by resource needs, realistic support, time requirements, and
conformity with expected outcomes or business purposes. Solving these strategic
issues always involves a group decision - making process with multiple – criteria for
evaluating alternatives.

In Sauna Poultry Farm Ltd the existing competency matrix is used to

measure competency of employees at different levels, not considering their
department and their functions. Therefore it would be better if competency matrix is
constructed for employees in each department according to their function.
 Bibliography

Books

ROBIN KESSLER’s “competency based PERFORMANCE REVIEWS” .

Seema Sanghi “A handbook of competency mapping” Response books, A division of Sage

Publications. 2005 edition.

Gary Dessler, ‘Human Resource Management’: New Delhi, Pearson Education Inc., 2003.
R.PALAN ‘s “ COMPETENCY MANAGEMENT”

Websites

 www.ehresoureces.com

 www.google.com

 www.irisolutions.com

 http://humanresource.about.com

 www.tvrls.com

 www.mindtools.com

 www.citeman.com
 A Study on Competency Mapping and Competency Assessment at

Department: Designation:
Gender: Experience:
Age: ( ) 20-25; ( ) 25-30; ( ) 30-35; ( ) 35-40; ( ) above 40;
Heritage

Column A- To assess the actual competency and skills

5 – Strongly agree ; 4 - Agree; 3- Neutral; 2- Disagree; 1-Strongly Disagree
Column B – To assess the importance of each competency to perform your job
5-Very Important; 4-Important; 3-Neutral; 2- Not Important; 1-Least Important

Kindly answer the following question so as to assess the competencies at Heritage.

COMPETENCY A-self B-job

ACHIEVEMENT DRIVE
1 I Formulate challenging tasks for myself and to my team
2 Consistency in results gives me satisfaction
3 Getting support and recognition is important to me
INITIATIVE AND CREATIVITY
4 Developing new proposal is given high importance
5 Sees new possibilities to take the organization to a higher position
DEVELOPING OTHERS
6 I am able to Empower and train people
7 I encourage my team to come up with unique ideas
TECHNICAL SKILLS AND KNOWLEDGE
There is a clear understanding of the business and the basic facts of
8 business
Knowledge sharing of the functions of other departments are important to
9 me
ANALYTICAL AND PROBLEM SOLVING
10 I Break down the issues into logical steps and solve problems
11 I Set priorities in my tasks and execute them accordingly
TRUSTWORTHINESS
12 I Deliver the best results on my commitment
13 The Organisation trusts the employees widely and equally
SERVICE ORIENTATION AND RESPONSIBILITY
14 Quality of work is given high importance
15 I take ownership of the all assigned responsibilities
LEADERSHIP
16 My team is able to complete job tasks within the schedule
Awareness of my team’s values play an important part in responding to
17 them

Thanks for your valuable inputs