“COMPETENCY MAPPING”

DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF THE DEGREE OF

UNDER THE GUIDANCE

OF

DEPARTMENT OF_PROFESSIONAL STUDIES

[1]
I, DEVI PRASAD MISHRA bearing Roll No-PMR0123K005, Regd. No – 07718/23
do hereby declare that the project entitled “COMPETENCY MAPPING”
submitted in partial fulfillment of the requirements for the degree of Master’s
program at DHARANIDHAR UNIVERSITY, Keonjhar. I affirm that this project
has been duly carried by me and is based on my original research work.I also
confirm that this work has not been submitted for any other degree or
examination of this or anyother university. All sources of data used have been
duly acknowledged andI have obtained all necessary permissions for any other
third-party material included.I understand the importance of academic
integrity and ethical research practices. Therefore, I confirm that I have
adhered to the principles of honesty, transparency and integrity throughout
the research process, including data collection, analysis, interpretation and
reporting. The similarity report with similarity index below 20% adhering to
the plagiarism policy – 2024 of Dharanidhar University duly signed by me and
by my supervisor is enclosed.This declaration is made in good faith, and I am
aware that any false claim in this regard may result in disciplinary action by
the university.

[2]
This is to certify that the dissertation entitled “COMPETENCY MAPPING ”
submitted by DEVI PRASAD MISHRA for the award of Master’sDegree in
M-PMIR under Dharanidhar University is his Bonafide work. This work has
been carried out by him under my supervision. This work is a record of his
own research and is consistent with the approved practices of research to
the best of my knowledge. This has also not been submitted by him in part
or full for any other degree or diploma of this University or any other
Institution. I recommend that this dissertation be placed before the
examiners for evaluation.

[3]
In our day-to-day life we get two types of knowledge. One is theoretical
knowledge. We get theoretical knowledge from our class room teaching.
Theoretical knowledge never help us if don’t use it as pratical. Pratical
knowledge help us to utilize our theoretical knowledge in effectively achieving
our goal. It is important for our study that how effectively they are utilizing
their knowledge.
SIP for each and every student of M-PMIR is on essential part
of completion of the course. Hence every student undergoes the same training.
The main objectives of SIP is to expose the student to the actual environment
that prevails in todays organisation. In this SIP a student watches how theories
of books are put into the practices and how much they are suitable and useful in
the future phenomena.

I undertook my SIP report by using primary and secondary

data. This based on ‘COMPETENCY MAPPING OF TATA STEEL LONG
PRODUCT LTD.

[4]
It is a great pleasure to have the oppurtunity to describe the feeling of gratitude
imprisoned in the care of my heart. I am really happy and excited in
representing this report before you.

It is my privilage to thank all those people whose whole

hearted support made it possible for me to come out with my project on
“COMPETENCY MAPPING”.

I am thankful to Mr. SANJEEB SAHOO [ASSISTANT

GENERAL MANAGER] for them valuable guidelines to fullfill my project.

I extremely thankful and pay my gratitude to my faculty

Miss.GUNDICHARANI BEHERA [PROF. IN M-PMIR] for her valuable
guidance and support on completion of this project.

I also extend my sincere gratitude to my all faculties of the

department of Professionals Studies, DHRANIDHAR UNIVERSITY,
KEONJHAR who guide me in every steps for this project.

Last but not te least I give my standing oviation to all te

employees of TSPL without there support and guidance project would not have
been seen the light of the day.

[5]
We are in an era of cut throat competition, where companies and multinationals
sweat out to hire competent employees and to develop relevant competencies in
their existing employees. Hence it is important for organizations to evaluate
workforce competency and develop them on an ongoing basis to meet the global
competition. Organizations rely on their competent employees as a main
resource. Such concept has led to the success of an organization. Human
Resource Development aims at constantly assessing competency
requirements of different individuals to perform the jobs assigned to them
effectively and provide opportunities for developing theses competencies to
prepare them for future roles in the organization. It is equally imperative for a
firm to define a set of core competencies which corresponds with its key market
differentiators while conducting recruitment and selection process this is where
competency mapping plays a key role. This research paper is a review of
Competency Mapping, types, methods and procedure of mapping competencies
in an organization. This study based upon the on secondary sources like Text
books, Journal, e-resources.

Keywords: Competence, Competency, Competency Mapping, Competency

Development, Managerial Competency, Knowledge, Skills, Attitude/Ability,
Communication skills.

[6]
CHAPTER PARTICULAR PAGE NO.
NO.
ABSTRACT 06

01 1.1 INTRODUCTION 10
1.2 BACKGROUNG OF STUDY 11

1.3 OBJECTIVES 12

1.4 SCOPE 12

1.5 REVIEW OF LITERATURE 13

1.6 EVOLUTION OF COMPETENCY 14

MAPPING
1.7 HISTORY OF COMPETENCY 15
MAPPING
1.8 METHODS OF COMPETENCY 16 TO 18
MAPPING
02 2.1 DEFINATION OF COMPETENCY 20
MAPPING
2.2 MEANING OF COMPETENCY 21
MAPPING
2.3 OVERVIEW OF COMPETENCY 23
MAPPING
2.4 STEPS OF COMPETENCY MAPPING 24

2.5 NEEDS OF COMPETEMCY 24

MAPPING
2.6 ROLE OF COMPETENCY MAPPING 25

2.7 COMPONENTS OF COMPETENCY 26

MAPPING

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 2.8 TYPES OF COMPETENCY MAPPING 27

2.9 ADVANTAGES & DISADVANTAGES 27 & 28

2.10 OUTCOME OF COMPETENCY 29

MAPPING
2.11 BENEFITS OF COMPETENCY 30
MAPPING
2.12 PROBLEMS OF COMPETENCY 30
MAPPINF
2.13 MODELS OF COMPETENCY 30 TO 32
MAPPING
03 3.1 COMPANY PROFILE 34
3.2 ENVIRONMENTAL 35
SUSTAINABILITY INITIATIVES
3.3 WASTE HANDLING SYSTEM 35 &36
3.4 VISION, MISSION & QUALITY 37
3.5 AWARDS & ACHIEVEMENT 38

3.6 PRODUCTS 39

3.7 MACHINARIES & TECHNOLOGY 40

04 4.1 DATA ANALYSIS 42 TO 47

05 5.1 FINDINGS 49

5.2 SUGGESTIONS & 50

RECOMENDATION
5.3 CONCLUSION 51

5.4 BIBILOGRAPHY 52 & 53

[8]
CHAPTER-1

[9]
INTRODUCTION:

Competency mapping is a process through which one assesses and

determinesone s strengths as an individual worker and in some cases, as part of
an organization.It generally examines two areas: emotional intelligence or
emotional quotient (EQ),and strengths of the individual in areas like
teamstructure, leadership, and decision-making. Large organizations
frequentlyemploy some form of competency mapping tounderstand how to
mosteffectively employ the competencies of strengths of workers.They may
also usecompetency mapping to analyze the combination of strengths
indifferentworkers to produce the most effective teams and the highest quality

work.Competency-based HR is considered the best HR. In India

however competency development and mapping still remains an unexplored
process inmost IT organisations despite the growing level of awareness. After
all, Level 3of PCMM is focused on the competency framework in an
organisation.

Is the underlying principle of competency mapping just about finding

theright people for the right job? The issue is much more complex than it
appears,and most HR departments have been struggling to formulate the right
framework for their organisation.

Competency mapping is a process of identifying key competencies

for a particular position in an organisation, and then using it for job-
evaluation,recruitment, training and development, performance management,
succession planning, etc. The competency framework serves as the bedrock for
all HR applications. As a result of competency mapping, all the HR processes
liketalent induction, management development, appraisals and training yield
much better results, states well -known HR expert Ullhas Pagey.

[10]
BACKGROUND OF THE STUDY:
Effective selling of the products and services is critical to the success of
organisations in the hyper turbulent environment. Today’s complex and
cutthroat selling environment combined with rapid technological changes and
globalization has raised a concern: what distincts the superior performers from
the average or poor performers? Sales managers have always tried to understand
the determinants of good sales performance. Researchers have examined many
possible determinants of sales performance. HR managers, top management and
top sales performers have found the answer in one word: Competencies.
Competencies are a combination of observable and applied knowledge, skills,
attitudes, motives and traits required to perform a specific job in an effective
manner. The article in The Economic Times on Aug, 2012 suggested that Indian
Pharmaceutical Industry is projected to grow 18% by 2016-17. The research
defines sales competencies, as well as key actions and outputs required for all
sales professionals, it can benefit sales managers, sales people, sales trainers,
sales coaches, sales operation team members, Introduction 2 academics and
sales recruiters. Later on, the research focuses on mapping the competencies of
sales staff in the pharmaceutic

SKILL

KNOWLADGE

SELF-IMAGE

TRAIT

MOTIVATION

[11]
OBJECTIVES:
1. Aligning Individual Capabilities with Organizational Goals
2. Improving Employee Performance
3. Enhancing Training and Development Programs
4. Facilitating Recruitment and Selection
5. Supporting Succession Planning
6. Enhancing Employee Engagement and Retention
7. Improving HR Processes

SCOPES OF COMPETENCY MAPPING:

1. HR Functions:
 Recruitment and Selection
 Training and Development
 Performance Management
 Succession Planning

2. Organizational Goals:
 Improving Employee Performance
 Enhancing Employee Engagement
 Achieving a Competitive Edge
 Supporting Strategic Objectives

[12]
REVIEW OF LITERATURE:

According to Subbu Rao, competencies are common or general objectives

of an organization. It is the basic knowledge with skills involved. It can also
be described as a social role of an employee towards the organization
linked with the guidance of the superior which reflects his performance on
the job. Competencies are considered to be individual’s characteristics that help
in the contribution towards the efficient performance in the management. A
competency can be defined as ability to do something in which the employee
has enough knowledge about his job and can function accordingly to achieve
effective results. Gaspar (2012) found that Competency based selection method
is healthy, structured and comprehensive. Candidates are evaluated on the
competencies they need to demonstrate, when inducted into the organisation.
Performance management competency system diagnoses the future training
and development needs of the employees and it helps the HR executives to
assist employees in decisions like promotions and transfers. Md.Ishtiak Uddin,
et. al. [2012]in his study “Competency Mapping: A Tool for HR Excellence”
has explained various tools for implementing Competency Model including
Job Analysis, Job Description, Job Specification, competency Matrix, 360
degree Feedback etc. He is of the view that Competency mapping can also be
used for coaching and succession planning, (Farah 2009) has discussed about
the performance of companies depends mostly on the quality of their human
resource. For obvious economic and business reasons, organizations have
always been concerned about the competence of its people. This paper seeks to
deliver deeper insights into the concept of competency, tracing its history and
its
International Journal of Research Available at role in the present context. It
explains how the concept has constantly evolved over the years, its applications
in human resource management, and development in the present scenario. It
also aims to study its future prospects in the light of other emerging areas like
talent management.

[13]
EVOLUATION OF COMPETENCY MAPPING:
 Beginning of the twentieth century - work brought complex skills to the
job. Business process required specific competencies for the task at hand.

 World War II (mid century) enforced management centric views

whereofficers gave orders to subordinates who obeyed without questions.

 The turning point for competency movement Article published

inAmerican Psychologist in 1973 by McClelland.

 Article presented data supporting that traditional achievement

andintelligence score may not be able to predict job success. need of the
hour was to profile the exact competencies required to perform the given
job effectively.

 Equally noteworthy is the pioneering work by Douglas Brey and

hisassociates at AT&T which gave evidence that the competencies can
beaccessed through assessment centers and on the job success can be
predicted to certain extent. Behaviour Event Interviewing (BEI) was
developed by McBer to map thecompetencies.

 Increased recognition of the limitations of performance appraisal in

predicting future performance shifted focus to potential appraisal
andassessment centers in seventies.

[14]
HISTORY OF COMPETENCY MAPPING:
A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid
knowledge attitudes and skills needed to be developed in education. The task
force lead by Bloom took several years to make an exhaustive classification of
the educational objectives that were grouped under the cognitive domain. David
McClelland the famous Harvard Psychologist has pioneered the competency
movement across the world. 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 competencies. These competencies exposed by McClelland
dealt with the affective domain in Bloom’s terminology. The turning point for
competency movement is the article published in American Psychologist in
1973 by McClelland titled where in he presented data that traditional
achievement and intelligence scores may not be able to predict job success and
what is required is to profile the exact competencies required to perform a given
job effectively and measure them using a variety of tests. This article combined
with the work done by Douglas Brey and his associates at AT&T in the US
where in they presented evidence that competencies can be assessed through
assessment centers an on the job success can be predicted to some extent by the
same has laid foundation for popularization of the competency movement.
Latter McBer a Consulting Firm founded by David McClelland and his
associate Berlew have specialized in mapping the competencies of
entrepreneurs and managers across the world. They even developed a new and
yet simple methodology called the Behaviour Event Interviewing (BEI) to map
the competencies. With increased recognition of the limitations performance
appraisal in predicting future performance potential appraisal got focused and
Assessment centers became popular in seventies. The setting up an Assessment
center was in integral part of the HRD plan given to L&T by the IIMA
professors as early as in 1975. L&T did competency mapping and could not
start assessment centers until much latter as it was not perceived as a priority
area.
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 job into its constituent tasks or activities and
identifying the competencies (technical, managerial, behavioural, conceptual
knowledge, an attitudes, skills, etc.) needed to perform the same successfully.
Competency assessment
is the assessment of the extent to which a given individual or a set of individuals
possess these competencies required by a given role or set of roles or levels of
roles.
Assessment centres

[15]
 use multiple methods and multiple assessors to assess the competencies of a
given individual or a group of individuals. In order to enhance objectivity they
use trained assessors and multiple methods including psychometric tests,
simulation exercise, presentations, in-basket exercises, interviews, role-plays,
group discussions etc. The methods to be used depend on the nature of
competencies.

METHODS OF COMPETENCY MAPPING:

METHODS

FORMAL
METHODOLOG RESEARCH
Y METHEDOLOG
Y

COMMON
INTERVIEW QUESTIONNAIRES METRIC
QUESTIONNAIRE
S [CMQ]

CRITICAL
HIS ADAPTIVENESSTOWARD INCIDENT
THE CHANGE IN THE ASSESSMENT TECHINIQUES
WORKING ENVIRONMENT CENTERS
FUNCTIONAL JOB ANALYSIS
[FJA] PSYCHOMETRIC
ASSESSMENT

There are two methodologies in competency mapping .They are

a) Research methodology
b) Formal methodology

a) RESEARCH METHODOLOGY:
This is technique which takes places internally that is
within the organization. In this process a detail study is done on how well
the organization has been performing and in which area they need an
improvement. They conduct a census study on employees and
evaluate them based on their performance. They even make use of
[16]
 the data that is existing in the company. Employees suggest through
discussions what are the best competencies and which will help them
perform. Through this method the organizations get clear cut ideas about
whom to appoint and how to train the employees which will help in
effective outcome.

b) FORMAL METHODOLOGY:
This method involves following techniques:
I. Interview:
This process involves questioning and evaluating the
employees based on their answers. It should be carried out in a
systematic manner which tests the skills and ability of the
employee. It should provide us general information about the
individual. Questions should be prepared in such a manner which
helps us possess the knowledge about the individual, his skills, his
behavior towards certain situations and how resourceful he can be to the
organization. It provides us with precise information about the
individual. There are various way through which interviews are being
conducted a few of them include direct interview, indirect interview,
group discussion and so on. Organizations can adopt to recent trends
and can even conduct online
interviews of an individual. The possible interview question includes:
introduce yourself, why did you choose our company and so on .

II. Questionnaires:
Competency Mapping questionnaires consists a series of
questions which are consistent and set only for this purpose. Individuals
are expected to answer all the questions. Through this process the
organization understands the employee’s perspective towards the
question and his capability to work in the organization. It helps in
choosing efficient employee according to the answer he has written.
There are different forms if questionnaire for competency mapping
few are listed below:

III. Common Metric Questionnaire (CMQ) -

This type of questionnaire covers five important
areas of competency mapping which is:

[17]
  His past experience
 His communication skills
 His managerial skills
 His capability towards working

IV. His adaptiveness towards the change in the working

environmentFunctional Job Analysis (FJA)
Under this type of questionnaire it describes what the
responsibilities of an employee in an organization are. It focuses on
seven main scales they are: things, data, people, worker instruction,
reasoning, math, and language. It is a process under which all the data
related to competency mapping is collected and analyzed.

V. Assessment Centers-
This process involves assigning job to the employee on the basis
of his ability. Appropriate employees are appointed to a particular type of job
role. Competitive tests are conducted among the candidates and they are
expected to complete the test, which tests their competency level. The results
would determine the ability of the candidate, his attitude and other
behaviors. The main aim of this is to study the employee and assign him the
right job.

VI. Critical Incidents Techiniques

This involves a keen study on how an employee reacts when
he is put under certain situation. At the beginning he is trained under a
supervisor and he is expected to abide by whatever is told. Once the
employee starts to perform his job he is observed and noted by the
supervisor. The supervisor notes all the good as well as bad
performances of the employee and suggests him for the betterment.
Through this process the organization achieves a favorable outcome.
To motivate the employees to perform better, the organization creates
a report in which the best employee is certified and given promotion.

VII. Psychometric Assessment-

It is a test which help the organization know the mental stability
of an individual. These tests are conducted to know different behavioral styles
of an employee. Most commonly, aptitude tests are conducted in which the
inclination is being examined and the capability is determined.

[18]
CHAPTER-2

[19]
 DEFINATION:
A competency mapping model is an organizing framework that lists
thecompetencies required for effective performance in a specific job, job
family(eg, group of related jobs), organization, function, or process.

Individual competencies are organized into competency models

toenable people in an organization or profession to understand, discuss, and
applythe competencies to workforce performance.

Competency Mapping is a process of identifies key competencies for

anorganization and/or a job and incorporating those competencies throughout
thevarious processes (i.e. job evaluation, training, recruitment) of the
organization.

Competency Mapping can be defined as a process through which

oneassesses and determines one's strengths as an individual worker and in some
cases, as part of an organisation. The individual s level of competency in each
skill is measured against a performance standard established by theorganization.

It has been a general observation that hard work, sincerity,

knowledge,intelligence alone does not make a person a star performer in his/her
profession.There are other factors that help an individual excel in his job. Good
managersare generally aware about different qualities a person must possess to
do a jobeffectively, and they make use of their knowledge to select and train
their subordinates. Organisational psychologists have refined this understanding
andconverted it into a structural and formal process called Competency
Mapping. Ithas emerged as one of the most powerful tools aiding the
improvement for theHR professionals in finding the right employee for a job
and development of theemployed person in doing the assigned job effectively.
Thus, CompetencyMapping can be defined as a process through which one
assesses anddetermines one's strengths as an individual worker and in some
cases, as part of an organisation.

[20]
MEANING & CONCEPT OF COMPETENCY
MAPPING:
It is a process of identification of the competencies required to
perform successfully a give job or role or a set tasks at a given point of time.It
consists of breaking a given role or job into its constituent s task or activities
and identifying the competencies (Technical, managerial, Behavioral,conceptual
knowledge and Attitude and skills etc) needed to perform thesame successfully.

 Competency
It is the combinations of knowledge, skills, aptitude and job
relatedattitude (behavior). These job related behaviors would bring greater
amount of difference in fulfilling the responsibilities, but jobrelated behavior
only cannot bring the results. Skills andknowledge along with job related
behavior makes the difference.

 Competency Map
A competency map is a list of an individual s competencies that
represent the factors most critical to success ingiven jobs, departments,
organizations, or industries that are part of the individual s current care er plan.6

 Competency Mapping
Competency mapping is a process an individual uses to
identifyand describe competencies that are the most critical to success in awork
situation or work role

 Competency profiling
It is the process of identifying the knowledge, skills,
abilities,attitudes, and judgment required for effective performance in a
particular occupation or profession. Competency profiling is business/company
specific

[21]
What is competency mapping?
Generally speaking, competency mapping examines two areas:
emotionalintelligence and strengths of the individual in areas like team
structure,leadership and decision-making. Large organisations frequently
employ someform of competency mapping to understand how to most
effectively employ thecompetencies of strengths of workers.
Competency mapping tailored to an organisation is necessary to
train, defineand retain talent in a company. As a result of competency mapping,
all the HR processes like talent induction, appraisals and training yield much
better results.

Why is it important?
 Ensure business continuity.
 Replace future vacancies and meet future skill and talent needs.
 Have the right people in the right places at the right times to do the right
things .
 Address skill shortages ahead of time.
 Maximize competitiveness as an employer and ability to attract and
retaintalented staff.
 Enhance ability to promote from within.
 Provide a supportive growth environment.
 Focus learning and development efforts.

The benefits of Competency Approach:

 Increased Productivity
 Improved work performance.
 Training that is focused on organizational objectives.
 Employee know up front what is expected of them.
 Employees are empowered to become partners in their own
performancedevelopment.

[22]
OVERVIEW OF COMPETENCY MAPPING:
The candidate who applies for a particular position in a company is aware of his
ability and the organization recruits the candidate based on that. This way both
the employee and the organization are aware of what they are expecting
from each other. Such a process is an expensive one, because it involves
investment in time, money and effort. In competency mapping the top
management that is the superiors of the organization should have clarity in
their ideas, strategies, and methodologies of recruiting the employee
keeping in mind the goals of the organization. It is considered to be the best HR
policy. Most of the activities of an HR are made effective and meaningful when
they are based on competency mapping.

Once the employee is recruited, and has entered the organization it is

natural phenomena that he expects to ascend the corporate ladder. Through
his skills, abilities and the qualities required for a specific position he is
entitled to it. In this process the employee’s growth is seen which makes him
aware of his abilities and helps him perform better in the organization
which in turn helps the organization achieve its necessary goals. It also
brings in a degree of transparency to the whole process and motivates the
employees.

HR PLANNING

PERFORMANCE
JOB ANALYSIS
MANAGEMENT

COMPETEN
CY
MAPPING

RECRUITMENT &
PLACEMENT
SELECTION

TRAINNING &
DEVELOPMENT

[23]
 STEPS OF COMPETENCY MAPPING:

The following steps may be followed in competency Mapping:

i. Decide the positions for which the competencies need to be mapped.
ii. Identify the location of the positions in the organizational structure. This
needs the clarity of organizational structure, defining the position
relationships (reporting authority, subordinates, peers etc.).
iii. Identify the objectives of the function or the department or the unit or
section where the position is located.
iv. Identify the objectives of the role. Why does the position exist? What are
the main purposes of the role etc. details.
v. Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the position
holder for the last two to three years from the performance appraisal
records. Alternate collect the job descriptions of any of the position to
make a list of all tasks and activities to be performed by that position
holderly,

NEEDS FOR COMPETENCY MAPPING:

I. As there is an increase in the competency level among the
organizations it is necessary to hire the best employee.
II. It is an important HR function which helps in the growth of the
organization.
III. Employees are the asset to the company as their performance brings in
reputation as well as income to the organization.
IV. Through the process of competency mapping the functions in the
organization are carried out in a systematic manner.
V. To adapt to the recent trends and discover more innovative ideas as to
how an organization can function better.
VI. It creates a good relationship between the employee and managers through
which employees get to know what the managers are expecting from their
role.
VII. By competency mapping employees get feedback from the supervisors
which help them improve their skills and ability to perform.
VIII. 8. It increases the effectiveness of the organization through efficient
utilization of labour.

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IX. It gives a platform for the employees to showcase their talent,
skills, and capability to perform for which they are rewarded.
X. It supports the managerial activities of the organization by choosing
efficient candidates among a bunch of candidates.

ROLE OF COMPETENCY MAPPING:

Competency Mapping can be used to construct a template for use of recruitment
and selection. Through the recruitment process it helps the organization choose
a efficient employee who fits in the role and can reduce the cost of
training of the other employees. Efficiency of the employees is seen from
day one and the output is productive in nature. Hence there will be no man
hours lost in training the new hires. By this process the company hires the
best candidate at a reasonable pay scale. For example: hiring the best
entrepreneurial graduate from lesser known colleges at underprice. It also
involves recognizing the differences between the capability of the employee for
the position and the standardized requirement from the organization. All the
differences are taken note by the superior of the company and to meet
the standardized requirement training is provided to the employees so that
they can perform well in the given tasks. One of the roles in competency
mapping is determining or evaluating the capability of the employee to take
new challenges. The organization identifies his skills and talent in a course of
time by the performance in the assigned job. Therefore it paves way for the
employee to acquire top positions in the company. It helps in comparing or
evaluating his performance results with competencies. The employee should
perform according to his capability and should not always rely on the results.
He should concentrate on his performance rather than results. It leads to the
development of an individual and not just to rewards. The best part about
competencies is benefits provided to the employees.

[25]
COMPONENTS OF COMPETENCY:

KNOWLADGE

SKILL

ATTITUDE

Competency has three main elements they are as follows:

1. KNOWLEDGE: It can be defined as a person’s ability to learn and
understand any information. It also comprises of many factors which
include memory, numerical ability, and linguistic ability and hence it is
complex in competency. Knowledge possessed can be in any field
but should benefit the organization. It can either be scientifically
related, technically or job related knowledge. For example:
 Knowledge of records administration and maintenance techniques
and procedures.
 Knowledge of budget control methods, policies and procedures.
 Knowledge of generally accepted accounting principles and procedures

2. SKILLS: It is ability or talent to do something. It highlights the unique

quality of the employee in a specific field through which the
organization’s effectiveness is seen. The best way to utilize one’s
knowledge is known as skill. It helps an individual stand out among
the rest if he has a unique skill to perform the task. For example;
 Skill in analyzing and collecting complex data.
 Skill in using logic and reasoning to identifying the strengths and
weaknesses of alternative solutions, conclusions or approaches to
problems.
 Skill in time management.

3. ATTITUDE: It is a settled way of thinking or feeling about something.

In simple terms attitude is a person’s behavior towards something.
It can be positive or negative depending on an individual. An

[26]
 employee should carry his attitude in a manner which doesn’t affect
other individuals in the organization. For Example:
 Attitude of an employee towards his superior managers in the
organization.
 Attitude of an individual when there is a conflict between employees.
 Attitude towards performing the job.

TYPES OF COMPETENCY MAPPING:

TYPES

INTELLECTUAL MOTIVATIONAL SOCIAL EMOTIONAL

ADVANTAGES OF COMPETENCY MAPPING:

1. FOR THE COMPANY :
 It helps in achieving the long term goals of the organization.
 It makes sure that efficient employees are given chance to perform the
job.
 It increases the output and helps in earning profits.
 There is a level of improvement in the performance of the business.

[27]
  It sets high standards and creates a level of competency to other
organizations.
 It leads to professional development of programs because of their link to
success criteria.

2. FOR THE MANAGERS:

 It provides ease for the managers to set the targets for the juniors in the
organization.
 Competency mapping also helps the managers in evaluating their
performances.
 It helps in clear communication between the employees and managers.
 During the recruitment process the managers set a level of
competency and are clear about whom to select that particular job.
 It provides more objective performance standards.

3. FOR THE EMPLOYEES:

 It helps in setting core competencies which an individual should
possess to do justice to his job at hand.
 It helps the employee understand the expectancy from the organization.
 It lists out the criteria required to perform their job effectively.
 It helps the employee improvise the skills that they lack in.
 It helps in performance appraisal of the employee.
 Identifies their strengths and weaknesses.

DISADVANTAGES OF COMPETENCY
MAPPING:
 Complexity and Time
 Subjectivity and Bias
 Challenge in Measuring Behavioral Competencies
 Discouragement of Innovation
 Pressure and Burnout
 Difficulty in Ensuring Consistency
 Lack of Adaptability
 Cost and Time for Updates
 Potential for Ineffective Application
 Focus on Shortcomings
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  Rigidity and Lack of Individualization
 Potential for Team Dissension

OUTCOMES OF COMPETENCY MAPPING:

 Improved Employee Performance:
By understanding the competencies required for
each role, organizations can better align employee skills with job
demands. This can lead to increased productivity and better
overall performance.
 Targeted Training and Development:
Competency mapping helps identify skill gaps and
allows organizations to create targeted training programs to
address these deficiencies. This ensures that employees receive
the specific training they need to improve their performance.
 Enhanced Recruitment and Selection:
Competency mapping provides a clear framework
for defining job requirements and selecting candidates with the
necessary skills. This can lead to better hiring decisions and a
more skilled workforce.
 Proactive Talent Management:
Competency mapping helps identify high-
potential employees, facilitates succession planning, and enables
organizations to anticipate and address future talent needs.
 Improved Performance Evaluation:
Competency mapping provides a clear
framework for evaluating employee performance against defined
competency benchmarks. This can help organizations identify
areas for improvement and provide employees with feedback on
their progress.
 Enhanced Employee Engagement and Retention:
By providing opportunities for growth and
development, competency mapping can increase employee
engagement and retention. Employees feel more valued and
motivated when their skills are recognized and developed.
 Strategic Workforce Planning:
Competency mapping helps organizations identify
their current and future talent needs, allowing them to make
informed decisions about workforce planning, training, and
recruitment.

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BENEFITS OF COMPETENCY MAPPING:
 Improved Recruitment and Selection
 Targeted Training and Development
 Enhanced Performance Management
 Facilitated Succession Planning
 Aligned Workforce

PROBLEMS OF COMPETENCY MAPPING:

 Outdated and Inconsistent Models
 Difficulty Measuring Broad Statements
 Lack of Data and Disparities
 Fluctuating Skill Demands
 Underutilization of Skills
 Time and Cost
 Complexity of Identifying and Mapping
 Overlapping Competencies
 Focus on Similarity vs. Individuality
 High-Pressure Moments
 Alignment with Business Goals

MODELS OF COMPETENCY MAPPING:

A competency mapping model is an organizing framework that lists the
competencies required for effective performance in a specific job, job family
(eg. Group of related jobs), organisation, function, or process. Individual
competencies are organized into competency models to enable people in an
organisation or profession to understand, discuss, and apply the competencies to
workforce performance. The competencies in a model may be organized in a
variety of formats. No one approach is inherently best; organisational needs will
determine the optimal framework. A common approach is to identify several
additional categories of competencies that apply only to specific subgroups.
Some competency models are organized according to the type of competency,
such as leadership, personal effectiveness, or technical capacity. Other models
may employ a framework based on job level, with a basic set of competencies
for a given job family and additional competencies added cumulatively for each
higher level within the job family. The key to gaining a competitive edge is the
ability of the workforce of an organisation to maximize the advantages of state-
of-the-art technology, superior products, and steady source of capital to enter
into market place (McLagan 1989). Determining whether workforce possesses
the abilities critical for organisational success is indeed difficult. Behaviors

[30]
necessary for effective performance vary from business to business and role to
role. Thus, many organisations have developed their own competencymodels to
help employees identify the essential knowledge, skills and attributes needed for
successful performance in a job aligned with the strategy and integrating it to
HR strategy. While designing a competency model, following points should be
kept in mind so that competency modeling can serve as useful HR tool. 
Competencies must be defined along with examples to illustrate when a
particular competency is being demonstrated.  Although the innate
characteristics are fixed in a person for the most part, behaviors can be modified
or taught. The specific approach that is used to identify and structure
competencies within a particular organisation should be developed on the basis
of the actual modeling purpose and the setting within the organisation (Wols et
al. 2003). Crawford (2004) put forth a model of competencies that integrates
knowledge, skills, demonstrable performance and core personality
characteristic. In Prahalad and Hamel (1990), a model for competency
management in organisations called ‘Core competency notion’ is proposed in
order to support strategic planning and provide means for achieving better
synergies among the various organisation’s business units. Another contribution
to this issue was provided by Javidan (1998) proposing an extension of the core
competency notion, where the concepts of resource and capabilities are included
in the core competency model. He also proposed a method based on the
discussion of eight- structured questions that will help managers to identify the
company’s core competencies and capabilities in a systematic and methodical
way. In recent years, the collaborative networks community developed some
work related to competency management in a collaborative context. Molina and
Flores (1999) proposed a core competency model for the manufacturing
clusters, an earlier form of Virtual Organisation (VO) breeding environments.
The basic idea of this model is to match the tasks defined for a new VO against
the constituent skills provided by the cluster of organisations. Another model
for competency analysis in collaborative context, called S-A-R-C model, was
introduced by Boucher and Leburean (2005). This model supports the idea that
competencies usually increase in networked organisations as a consequence of
the interaction between tasks, human resources and material capabilities.
Odenthal and Peters (2006) further developed the concept of competency
profiles in collaborative environments, proposing a method to generate target
competency profiles in a Virtual Enterprise. These target profiles are based on
the allocation of competencies to activities and where each set of activities
correspond to a specific task. More recently, Ermilova and Afsarmanesh (2008)
developed a competency model specific to competencies management in Virtual
Organisations Breeding Environments (VBEs). This model is called the ‘4C-

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model’ and it considers four fundamental components of competency:
‘Capability’, ‘Capacity’, ‘Cost’ and ‘Conspicuity’.

MODELS

UNIVERSAL FUNCTIONAL
MODEL MODEL

JOB SPECIFIC
MODEL

[32]
CHAPTER-3

[33]
TATA STEEL LONG PRODUCT LIMITED
COMPANY PROFILE:

Tata sponge is the first indigenous sponge iron technology. Established in the
keonjhar district in 1986 , Tata sponge has its manufacturing facility in
beleipada [ in joda block of keonjhar in odisha ] and was initially set up as the
joint venture company between Tata sponge and the Industrial Promotion and
Investment Corporation of Odisha Limited [IPICOL]. It has move on since
becoming an associate company of Tata steel following the former acquisition
of IPICOL’s stake in 1991.

The origin of Tata sponge can be traced to ground breaking effort by tata
sponge to industrialize a backward area of odisha. The Tata steel proposed to do
this by introducing an innovative technology for making Sponge Iron – Tisco
Direct Reduction [TDR] developed by its research and developed division. The
current capacity of the plant is 4lakh TPA of sponge iron and 26MW of co-
generation power. The process for implementing 2MTPA steel plant is under
power.

[34]
ENVIRONMENT SUSTAINABILITY INITIATIVES:

The ‘precautionary Approach’ to environment protection and balance at Tata

Sponge Iron Limited is subject to its own environmental policy and its
environmental management system. The company is among the greenest sponge
iron company in the world and was the first to receive ISO 9001 Quality and
ISO 14001 Environment certifications. At the plant best industry practices with
proactive approach are deployed for protection of environment. Initiative is
specific directions includes:

WASTE HANDLING SYSTEM:

Clear water pump ensures continuous clearing of contaminated water for its
reuse in operations.
 A large waste dumping yard has been developed for disposal of waste
material generated during sponge iron production.
 Continuous water spraying cleans the floors and help the dust to flow into
nearby drains from where the sludge is collected and disposed of in the
waste yard.
 Separate disposal yard have been earmarked for dumping biodegradable
and non-biodegradable rejects.

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  Bricks plant have been commissioned to convert the waste fly ash
generated in the power plant into bricks by adding sand, lime and
gypsum.
 Used oil and batteries are sold to parties authorized by the central
pollution control board.

WATER CONSERVATION:

 Regular maintainance of water distribution network.

 The quality of water is regularly checked and monitored.
 Consumption of water has been optimized and surveys conducted
regularly to check for leakage and other form of wastage.
 A water re-circulation system is in plant to make the treated water from
the plant available for other use.

TREE PLANTATION:

At Tata sponge works, environmental consciousness is all pervasive. A numbers

of lawns, garden, and park add beauty to the otherwise stark factory
surrounding. After the initial ‘green belt’ with fast growing species like
sandalwood, rosewood, mahogany, teak & bamboo.

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VISION & MISSION & QUALITY:

VISION
Tata sponge shall endeavor to be a sustainable and learning to be a
sustainable and learning organization for setting a benchmark in creating value
in sponge iron business so as to meet the aspiration of stakeholders. It shall do
so through pursuit of operational excellence and by adopting opportunity of new
investments in its value chain. While doing so, Tata sponge shall continue to
remain a responsible corporate citizen.

MISSION
Tata sponge shall always contribute towards progress of the nation through
economic value creation. In doing so, and consistent with the Tata sponge
purpose, it will also try to improve the quality of life in its sphere of influence,
by contributing to society, from what it earns.

QUALITY
Tata Sponge Iron Limited is committed to continual improvement and
innovation in its operation for the quality production and marketing of sponge
iron and power.
To this end, the company shall strive to set and achieve its quality
objectives through adoption of quality system, annual business plans, up
gradation of knowledge and maintainance of a high level of employee
engagement. It shall adopt the TPM practices of achieving operational
excellence through zero defect and zero loss.

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AWARD & ACHIEVEMENT:

It is a matter of great pride for Tata Sponge family that the company have been
recognized by BSE limited (one for leading Stock Exchange of India). The
equity shares of the company has been moved to ‘Group A’ category with effect
from July 17 2017.

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PRODUCTS:
Sponge Iron is an iron source uniform in composition, and virtually free from
tramp elements. It is used increasingly in electronics Arc and induction furnaces
to dilute to the contaminants present in the scrap used in this processes it has an
associated energy value in the form of combined carbon, which has a tendency
to increase furnance efficiency. For captive DRI production facilities, there is an
added advantages that the delivery of hot DRI to the furnance can reduce energy
consumption to 16% - 20%
Tata Sponge produces high grade sponge iron that is consistent in quality. The
company has an annual manufacturing capacity of 4,15,000 tons of sponge iron
from its 3Klins. The production process followed at Tata Sponge makes it
unique and superior than its competitors. Various properties of sponge iron
typically produced at Tata Sponge.

[39]
MACHINARIES TECHNOLOGY:
Steel production through the conventional blast furnance route required cooking
coal in abundance, which is a limited resources in our country and is also
becoming scarce world over.
Hence a new technology Tisco Direct Reduction [TDA] technology was
evolved that helped in the reduction of iron ore by using abundantly available
non-cooking coal are the prime raw materials for the production Tata sponge
iron. These are change into a rotary kiln in requisite proportion along with some
dolomite. Coal plays a dual role in the process by acting as a reluctant as well as
a fuel for providing heat to maintain the requisite temperature inside the kiln at
950-1050 degree c
The reduction process occurs in solid state. The crucial factors in this
reduction process are controlled combustion of coal and its conversion to
carbon monoxide to remove oxygen from this iron ore.

CONSTITUENT PERCENTAGE %

A.CHEMICAL

Fe, METALIC 90-92

Fe, METALIC 81-84

SULPHUR 0.03 max

PHOSPHOROUS 0.005 max

CARBON 0.10 (approx.)

GANGUE CONTENT 5 (approx.)

[40]
CHAPTER-4

[41]
Following practice is/are carried in our organization related to
competency
SL.NO OPTION RESPONDENT PERCENTAGE
1 COMPETENCY MAPPING 11 20
2 COMPETENCY 14 26
DEVELOPMENT
3 BOTH 22 41
4 NOT CARIED 7 13
54 100

PRACTICE CARRIED IN THE ORGANISATION

13%
20%

41% 26%

COMPETENCY MAPPING COMPETENCY DEVELOPMENT BOTH NOT CARIED

41% respondents said that both Competency Mapping and

Competency Development practices are carried in their organization.
Only Competency Development is carried in 26% organizations and
Competency Mapping in 20% organization. Where in 13%
organizations not a single practice is carried.

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Do you think the present recruitment policy is helping in achieving
company goal?

SL NO. OPINION RESPONDENT

01 YES 15
02 NO 16
03 SOME EXTENT 9

Here we can find that 50% employee are agree the

present recruitment policy is helping in achieving the
company goal.

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Competency mapping practices is done for last.
SL.NO OPTION RESPONDENT PERCENTAGE
1 10 YEAR 17 37
2 9 TO 5 YEAR 4 9
3 5 TO 3 YEAR 7 15
4 3 TO 1 YEAR 12 26
5 BELOW 1 YEAR 6 13
46 100

 EIGHT (8) RESPONDENT ARE NOT GIVEN THEIR OPINION

The organizations having 10 years Competency Mapping practice are of 37%,

between 9 to 5 years are 9%, between 5 to 3 years are 15%, between 3 to 1
years are 26% and below 1 year are 13%.

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Competency development practices is done for last
SL .NO OPTION RESPONDENT PERCENTAGE
1 10 YEAR 17 37
2 9 TO 5 YEAR 5 11
3 5 TO 3 YEAR 8 17
4 3 TO 1 YEAR 13 28
5 BELOW 1 YEAR 3 7
46 100

The organizations having 10 years of Competency Development practice are of

37%, between 9 to 5 years are 11%, between 5 to 3 years are 17%, between 3 to
1 years are 28% and below 1 year are 7%.

[45]
Competency is done through various training methods
SL.NO OPTION RESPONDENT PERCENTAGE
1 STRONGLY AGREE 27 50
2 AGREE 23 43
3 NEUTRAL 4 7
4 DISAGREE 0 0
5 STRONGLY 0 0
DISAGREE
54 100

50% Respondents said that they strongly agree that the competency
Development is done through various training methods, where 43% agreed
upon it and 7% are Neutral.

[46]
Which types of techniques is used for competency mapping
SL.NO OPINION RESPONDENT
1 STRUCTURED 29
2 UNSTRUCTURED 13
3 BOTH 10

Here we find that mostly there are used structured techniques of competency
mapping.

[47]
CHAPTER-5

[48]
FINDINGS:
 Majority (38%) of respondents are age between20-25
 Majority (57.5%) of the respondents are Unmarried
 Majority (28.5%) of the respondents are Team Lead
 Majority (30.5%) of respondents are get an income of 20,000-30,000
 Majority (43%) of respondents are working for less than 5 years.
 Majority (44%) of respondents are working in PG
 Majority 48% choose strongly agree the assemble Strong team
 Majority 68% choose strongly agree the empower and train people.
 Majority 56% choose strongly agree the provide feedback, rewards and
recognition.
 Majority 43% choose strongly agree new possibilities to take the
organization to a higher realm.
 Majority 36% choose strongly agree Personal Effectiveness & ability to
influence.
 Majority 45% choose strongly agree optimistic and see everything with a
positive outlook.
 Majority 75% choose strongly agree aware of Customer‟sExpectations
 Majority 47% choose strongly agree customer‟s expectations and deliver
greater Impact
 Majority 38% choose Neutral transparency with my customers.
 Majority 49% choose strongly agree think and reason abstractly, effectively,
solve problems and think strategically
 Majority 39% choose strongly agree learn from past experiences and apply
the learning to work related situations.

[49]
 SUGGESTIONS & RECOMMENDATIONS:
The competency mapping is of origin and has a long way to go. Individual as
well as organized efforts are required to improve work life of workers. Some of
the following suggestions will be helpful for competency mapping in the
organization:
 The organization should create awareness about the Competency mapping
and their uses among the employees through various programs.
 The organization should enhance the employee‟s competencies through
various training and development programs.
 The HR manager can take the initial steps to teach about the range of
methods for assessing the employee‟s competencies. After finding their
skills, they can provide the initiatives to the employees to excel as a potential
employee with specific skill. And also they can enhance the multiple skills
among the employees.
 The organization should provide a separate cabin for each employee to excel
their talents so that the employee also feels independence in their work.
 By giving a proper communication, the organization can avoid the problems
while implementing the competency mapping.
I. IMPACT ON KNOWLEDGE ON LONG AND SHORT TERM
PLANS: Awareness must be created among the HCL employees about the
long and short term plans to get effective results in future. As majority of the
respondents are not aware of long and short term plans
II. UTILISATION OF FAVOURABLE ORGANISATIONAL CLIMATE:-
Majority of the respondents are ready to develop the ideas for efficiency and
ready to give honest feedback to their peers. All the respondents are agreed
to AIM for perfection. This shows that the employees are motivated and/or
ready to accept changes. This ideal climate is best suited to bring-in correct
the employees who lack required competencies.
III. DEVELOPING ABILITY TO HANDLE CONFIDENTIAL
INFORMATION: Majority of respondents felt that the tasks require
sensitive and confidential information most of the time. So, competencies
like interpersonal skills, Teamwork skills, leadership skills etc, need to be
found.
IV. INCORPORATION OF COMPETENCIES REQUIRED IN
RECUITMENT It is found that, by order of importance skills, Teamwork,
Interpersonal Skills, Leadership and creativity

[50]
CONCLUSION:
Competency mapping and assessment provides clear indication of employee
developmental needs. Candidate weakness with respect to the required
competencies discovered in the assessments shows opportunity for
development for the candidate.
Indo Shell Mould Limited also benefited out of the Competency mapping.
For that, the HR manager Mr.M.Ramakrishnan has also taken many
initiatives for the welfare of both the employees and the organization. This
organization has used the competency mapping for various purposes like
selection process, performance appraisal, succession planning & promotion
etc. There is no doubt that if the organization has used the competency
mapping, they will definitely get the success.
At present scenario, Competency mapping is essential for every
organization. Only thing that if the organization used it effectively means,
they will definitely get benefit. The employee‟s competencies can be
enhanced through conducting various training and development program,
assigning projects, to involve all employees in decision-making process etc.
This will help to focus the training needs on the goals of the position and
company and help the IT employees to develop towards the ultimate success
of 54 the Organization. The present study has been attempted to identify
gaps in the competency levels of IT professionals working. The competency
performance can be noticed in the following areas like cross training,
evaluation process on consequences of customer‟s decision and value
attained by the individual is linked with competency and it increases the
quality of work. These could be developed by giving training and personality
development classes for the employees.
Competency mapping is therefore a combination of both hard skills and soft
skills of an individual which helps the organization meet its objectives. By
incorporating competencies like job evaluation, training, recruitment, it
increases the efficiency of the employee and leads to effective results. In the
report we have discussed about the role of competency mapping with respect
to human resource management, the need of competency mapping and also
how it is beneficial to the organization with some examples. Competency
mapping plays a major role in the performance of the company and hence it
should not be neglected and taken easily. It is important for a organization to
undertake competency mapping and implement it in the daily practice of the
organization. It is considered to be a powerful organizational tool.

[51]
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[52]
WEBS-
https://www.citehr.com/
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https://www.chrmglobal.com/
https://www.en.m.wikipedia.org/
https://www.addedv.com/

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[54]