CHAPTER 1 INTRODUCTION 1.1 AN INSIGHT INTO COMPETENCY MAPPING 1.1.

1 OVERVIEW
Todays 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.

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 tonguetied 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 of an individuals work, characterizing effective performance in the work. the execution

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:

COMPETENCE
1. Prepare quotations and sales order processing. 2. Manage key accounts, the sales office and its staff. 3. Supervise and motivate the Field sales force.

COMPETENCIES
1. Problem Solving and Judgment 2. Drive and Determination 3. Commercial Awareness 4. Inter-personal skills 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.

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.

2. success. 3.

Role Competency Mapping: - Mapping based on the part an individual employee plays in the organizations overall

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.

1.1.6. HOW ARE COMPETENCY-BASED PRACTICES USEFUL?

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

For Managers, competency-based practices: Identify performance criteria to improve the accuracy and ease of the hiring Provide more objective performance standards. Clarify standards of excellence for easier communication of performance Provide a clear foundation for dialogue to occur between the manager and

and selection process.

expectations to direct reports. employee about performance, development, and career-related issues.

For Employees, competency-based practices: Identify the success criteria (i.e., behavioral standards of performance Provide a more specific and objective assessment of their strengths and Provide development tools and methods for enhancing their skills.

excellence) required to be successful in their role. specify targeted areas for professional development.

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.

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 Suguna Poultry Farm Ltd 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. Suguna Poultry Farm Ltd 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.

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

1.7. TIME FRAME The study with its specific objectives was carried out from 13th May 2009 to 13th July 2009. 9

1.8. 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.

10

CHAPTER-2 ORGANISATION PROFILE

Started in the year 1984, Suguna Poultry Farm Limited is Indias largest poultry enterprise with a turnover of 2030 crores in 2007-08. Sugunas 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 Sugunas 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.

11

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 freerange 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. 12

Suguna Daily Fressh

Suguna Daily Fressh is Sugunas 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 entre 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 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

Suguna Branded eggs

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 performers. Threshold or Performance: Performance competencies are those that differentiate between high and low

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 industrialorganizational psychology actually dates from the mid1950s and early 1970s. In that regard, John Flanagans work (1954) and Dave McClellands 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. Flanagans 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 Flanagans 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 Blooms 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 peoples 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 Suguna Poultry Farm Ltd. 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. 2. 3. 4. 5. 6. 7. 8. ACHIVEMENT DRIVE INITIATIVE AND CREATIVITY DEVELOPING OTHERS TECHNICAL SKILLS AND KNOWLEDGE ANALYTICAL AND PROBLEM SOLVING SKILLS TRUSTWORTHINESS SERVICE ORIENTATION 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 respondents
3 12 11 5 31

Percentage
10 39 35 16 100.0

25-30 30-35 35-40 ABOVE 40 Total

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 2530.

TABLE-2 DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF EXPERIENCE No. of years

Number of respondents

Percentage

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

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

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

Frequency 4 1 1 7

Percent 13 3 3 23

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

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

Taxation department managers 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 MEAN 2 1.5 1 0.5 PROJECTS MARKETING HEALTH AND QC TECHNICAL 0 FINANCE SCM IT TAXATION MIS LEGAL HR

DEPARTMENTS

TABLE- 5 INITIATIVE AND CREATIVITY

DEPARTMENTS FINANCE

MEAN 4.428

IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR

4.7 4.25 4.375 4.412 4 4.5 4.5 3.5 4 4.125

INFERENCE Initiative in individuals is found comparatively high in IT. Health and QC department managers CCL of Initiative is the lowest when compared with the other departments and RCL. CHART-2
INITIATIVE AND CREATIVITY
SELF

PROJECTS

HEALTH AND QC

MARKETING

TECHNICAL

TAXATION

FINANCE

SCM

MIS

DEPARTMENTS

LEGAL

HR

IT

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

TABLE- 6
DEVELOPING OTHERS DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN 4.5 4.1 4 4.625 4.425 4 4.5 5 4.5 4 4.75

INFERENCE Developing others competency in individuals is found comparatively high in technical department. SCM, MIS and Taxation department managers CCL of developing others is the lowest when compared with the other departments and RCL.

CHART-3
DEVELOPING OTHERS
SELF 6 5 4 3 2 1 0 MARKETING TECHNICAL PROJECTS TAXATION SCM MIS LEGAL HEALTH AND QC IT FINANCE HR

MEAN

DEPARTMENTS

TABLE- 7 TECHNICAL SKILLS AND KNOWLEDGE

DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN 4.285 4.3 3.875 4.5 4.337 4 3.5 4.5 4.5 3.5 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 managers 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 MEAN 2.5 2 1.5 1 0.5 0 MARKETING TECHNICAL PROJECTS TAXATION SCM MIS LEGAL HEALTH AND QC IT FINANCE HR

DEPARTMENTS

TABLE- 8
ANALYTICAL AND PROBLEM SOLVING DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN 4.214 4.5 4.125 4.375 4.625 4.5 4 4 3.5 4 4.75

INFERENCE Analytical and problem solving competency in individuals is found comparatively high in human resource departments. Health and QC department managers 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

PROJECTS

HEALTH AND QC

MARKETING

TECHNICAL

TAXATION

FINANCE

SCM

MIS

DEPARTMENTS

TABLE- 9

LEGAL

HR

IT

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

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

INFERENCE Trustworthiness competency in individuals is found comparatively high in technical department. Health and QC department managers CCL of Trustworthy competency is the lowest when compared with the other departments and RCL. CHART-6
TRUSTWORTHINESS
SELF 6 5 4 3 2 1 0 MARKETING TECHNICAL PROJECTS TAXATION SCM MIS LEGAL HEALTH AND QC IT FINANCE HR

MEAN

DEPARTMENTS

TABLE- 10
SERVICE ORIENTATION AND RESPONSIBILITY DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN 4.785 4.3 4.625 5 4.4 4.5 3.5 4.5 4.5 4.5 4.5

INFERENCE Service orientation competency in individuals is found comparatively high in projects department. Legal department managers CCL of Service orientation competency is the lowest when compared with the other departments and RCL . CHART-7

SERVICE ORIENTATION
SELF 6 5 4 3 2 1 0 MARKETING TECHNICAL PROJECTS TAXATION SCM MIS LEGAL HEALTH AND QC IT FINANCE HR

MEAN

DEPARTMENTS

TABLE- 11
LEADERSHIP DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN 4.214 4.3 4.25 4.125 4.212 4.5 3.5 4 4 4 4.125

INFERENCE Leadership competency in individuals is found comparatively high in MIS department. Legal department managers 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 MEAN 2.5 2 1.5 1 0.5 0 MARKETING TECHNICAL PROJECTS TAXATION SCM MIS LEGAL HEALTH AND QC IT FINANCE HR

DEPARTMENTS

TABLE- 12 OVERALL COMPETENCY LEVEL OF SELF IN DEPARTMENT WISE

DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN OF SELF 4.369 4.316 4.276 4.541 4.392 4.25 3.916 4.479 3.937 3.916 4.468

INFERENCE Project department managers are highly competent when compared with other departments. Legal department and Taxation department managers CCL in overall is 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
MEAN

4.1 4 3.9 3.8 3.7 3.6 MARKETING TECHNICAL PROJECTS TAXATION SCM MIS HEALTH AND QC LEGAL IT FINANCE HR

COMPETENCIES

TABLE- 13

OVERALL COMPETENCY LEVEL OF SELF AT CORPORATE

COMPETENCIES ACHIVEMENT DRIVE INITIATIVE AND CREATIVITY DEVELOPING OTHERS TECHNICAL SKILLS AND KNOWLEDGE ANALYTICAL AND PROBLEM SOLVING SKILLS TRUSTWORTHINESS SERVICE ORIENTATION LEADERSHIP

WAM OF SELF 4.322 4.338 4.403 4.241 4.322 4.370 4.564 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 3.9
TRUSTWORTHINESS ACHIVEMENT DRIVE ANALYTICAL AND PROBLEM SOLVING SKILLS TECHNICAL SKILLS AND KNOWLEDGE INITIATIVE AND CREATIVITY SERVICE ORIENTATION DEVELOPING OTHERS LEADERSHIP

COMPETENCIES

TABLE-14 OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

DEPARTMENTS FINANCE AND ACCOUNTS IT SCM PROJECTS MEAN OF JOB 4.053 4.116 4.036 4.255

MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR

4.416 4.125 4.020 4.479 4.354 3.854 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 JOB 5 4 MEAN 3 2 1 TAXATION 0 MARKETING IT PROJECTS FINANCE AND ACCOUNTS HEALTH AND QC MIS LEGAL SCM TECHNICAL

DEPARTMENTS

HR

TABLE- 15 OVERALL USAGE OF EACH COMPETENCY

COMPETENCIES ACHIVEMENT DRIVE INITIATIVE AND CREATIVITY DEVELOPING OTHERS TECHNICAL SKILLS AND KNOWLEDGE ANALYTICAL AND PROBLEM SOLVING SKILLS TRUSTWORTHINESS SERVICE ORIENTATION LEADERSHIP WAM OF JOB 4.268 4.161 4.129 4.064 4.241 4.225 4.467 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 WAM 4.2 4.1 4 3.9 TRUSTWORTHINESS ACHIVEMENT DRIVE ANALYTICAL AND PROBLEM SOLVING SKILLS TECHNICAL SKILLS AND KNOWLEDGE INITIATIVE AND CREATIVITY SERVICE ORIENTATION 3.8 DEVELOPING OTHERS LEADERSHIP

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

DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR

COMPETENCY

LEVEL

OF

SELF

IN

EACH

DEPARTMENT
MEAN OF SELF 4.369 4.316 4.276 4.541 4.392 4.25 3.916 4.479 3.937 3.916 4.468

TABLE- 17

VARIABLE-2 OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

DEPARTMENTS FINANCE IT SCM PROJECTS MARKETING MIS LEGAL TECHNICAL HEALTH AND QC TAXATION HR MEAN OF JOB 4.053571 4.116625 4.036458 4.255208 4.416667 4.125 4.020833 4.479167 4.354167 3.854167 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 individuals 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

COMPETENCIES ACHIVEMENT DRIVE INITIATIVE AND CREATIVITY DEVELOPING OTHERS TECHNICAL SKILLS AND KNOWLEDGE ANALYTICAL AND PROBLEM SOLVING SKILLS TRUSTWORTHINESS SERVICE ORIENTATION LEADERSHIP

WM OF SELF 4.322 4.338 4.403 4.241 4.322 4.370 4.564 4.161

TABLE-19
VARIABLE-2

USAGE OF EACH COMPETENCY AT WHOLE CORPORATE

COMPETENCIES ACHIVEMENT DRIVE INITIATIVE AND CREATIVITY DEVELOPING OTHERS TECHNICAL SKILLS AND KNOWLEDGE ANALYTICAL AND PROBLEM SOLVING SKILLS TRUSTWORTHINESS SERVICE ORIENTATION LEADERSHIP WM OF JOB 4.268 4.161 4.129 4.064 4.241 4.225 4.467 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 AGE 20-25 25-30 30-35 35-40 ABOVE 40 Total 0 0 1 0 0 1 agree 2 3 6 2 3 16 strongly agree 1 2 4 5 2 14 Total 3 5 11 7 5 31

TABLE-20(A)
Chi-Square Tests Asymp. Sig. (2Value Pearson Chi-Square Likelihood Ratio N of Valid Cases 4.234a 4.473 31 df 8 8 sided) .835 .812

TABLE-20 (B)

X^2
4.234

df 8

Significance Table value level 0.05 15.5

Result Accept Ho

Type of test Two-tailed

INTERPRETATION As the table value is grater 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

35

Majority (39%) of respondents belong to the age group of 30Majority (42%) of respondents have got work experience for 5 Majority (23%) of respondents belong to finance and accounts

-10 years department.

TABLE-21 SELF ASSESSMENT IN DEPARTMENTS

COMPETENCY Achievement drive Initiative and Creativity

HIGH CCL SCM & Projects IT

LOW CCL Taxation Health and quality control

Developing others

Technical Projects, Technical , Health and Q departments HR

SCM, MIS and Taxation

Technical knowledge Analytical thinking and problem solving Trustworthiness Service orientation and Responsiveness Leadership

Legal and taxation

Health and quality control

Technical

Health and quality control

Projects MIS

Legal Legal

TABLE-22 ASSESSMENT OF COMPETENCY LEVEL AND IMPORTANCE TO JOB

COMPETENCY LEVEL DEPARTMENTS Project department managers are highly competent when compared with other departments. Legal department and Taxation department managers CCL in overall is the lowest when compared to the other department managers and RCL. COMPETENCY LEVEL COMPETENCY COMPETENCY Service orientation among managers is very high when compared with other competency. Leadership competency is found comparatively low among all department managers.

USAGE OF COMPETENCY Human resource department managers highly use these competencies in their jobs. Taxation department managers use only fewer competencies to perform their job when compared with other departments.

DEPARTMENTS

USAGE OF EACH COMPETENCY Service orientation is the competency which is highly used by the managers to perform the jobs. Technical knowledge and leadership is found to be used low in their jobs

Moderate relation exists between the two variables i.e. between individuals 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 KESSLERs 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: Gender: Age: ( ) 20-25; Designation: Experience:
( ) 25-30; ( ) 30-35; ( ) 35-40; ( ) above 40;

Suguna Poultry Farm Ltd

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 Suguna Poultry Farm Ltd.

1 2 3 4 5 6 7

8 9 10 11 12 13 14 15 16 17

COMPETENCY ACHIEVEMENT DRIVE I Formulate challenging tasks for myself and to my team Consistency in results gives me satisfaction Getting support and recognition is important to me INITIATIVE AND CREATIVITY Developing new proposal is given high importance Sees new possibilities to take the organization to a higher position DEVELOPING OTHERS I am able to Empower and train people 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 business Knowledge sharing of the functions of other departments are important to me ANALYTICAL AND PROBLEM SOLVING I Break down the issues into logical steps and solve problems I Set priorities in my tasks and execute them accordingly TRUSTWORTHINESS I Deliver the best results on my commitment The Organisation trusts the employees widely and equally SERVICE ORIENTATION AND RESPONSIBILITY Quality of work is given high importance I take ownership of the all assigned responsibilities LEADERSHIP My team is able to complete job tasks within the schedule Awareness of my teams values play an important part in responding to them

A-self

B-job

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