Nimisha Final

A PROJECT TO ANALYSE THE EMPLOYEE SATISFACTION AND COMPENTENCY AT CHEEMA BOILERS,CHANDIGARH
INDUSTRY GUIDE: Mr.SS Cheema (H.R and Administration head)
FACULTY GUIDE:
Mrs. Dilpreet Kaur
SUBMITTED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OFPOST GRADUATE DIPLOMA IN MANAGEMENT OF JAGAN INSTITUTE OF MANAGEMENT STUDIES SUBMITTED BY : NIMISHA VERMA PGDM (HUMAN RESOURCE MANAGEMENT) 2012-2014 FA120033
CHEEMA BOILERS LIMITED
CERTIFICATE
2 Jagan Institute of Management Studies, New Delhi, Rohini
CERTIFICATE
This is to certify that the project work done on ANALYSIS OF EMPLOYEE SATISFACTION AND COMPENTENCY is an original work carried out by Ms. Nimisha Verma under my supervision and guidance. The project report is submitted towards the partial fulfillment of two year, full time Post Graduate Diploma in Management. This work has not been submitted anywhere else for any other degree/diploma. The work was carried out from 1ST May 2013to 30th June 2013 in Cheema Boilers Limited, Chandigarh.
Date
Name & Sign of Faculty
Students Name & Signature
Roll No. FA12033
ACKNOWLEDGEMENT
I acknowledge with high gratitude to all those who have been instrumental in completion of this project and helped me to make this project a big success. At the very outset, I would like to express my thanks to the Almighty who has bestowed upon me the required skill to pursue this course. I want to express my profound gratitude to Mr. A.D BRAR (CEO) for allowing me to do internship in their company. I would like to acknowledge with thanks for the resourceful support given by my company guide Mr. SS CHEEMA (H.R AND ADMINISTRATION HEAD) and his under managers during the tenure of my project. I am obliged to Prof.S.C Kapoor for their support and valuable guidance for framing the questionnaires. I am thankful to our Dean Mr. Madan Mohan, Jagan Institute of Management Studies, New Delhi, for his valuable suggestions and help extended to me throughout the course. It is indeed a great pleasure to express my profound and sincere gratitude to my college guide Ms. DILPREET KAUR, faculty, PGDM, Jagan Institute of Management Studies, New Delhi, for her valuable guidance and timely suggestions throughout my project.
NIMISHA VERMA FA12033
DECLARATION
I NIMISHA VERMA do hereby declare that this project is an original work done by me under the guidance of Ms. DILPREET KAUR, faculty, PGDM, Jagan Institute of Management Studies, New Delhi, and Mr. SS CHEEMA, H.R AND ADMINISTRATION HEAD, Chandigarhduring the period of 1st May 2013 to 30th June 2013. This project report has been submitted in partial fulfillment of the requirements for the award of the degree of Post Graduate Diploma in Management (PGDM) of Jagan Institute of Management Studies. I further declare that this project has never been published before nor has been submitted by any student of any university or college pursuing any course or diploma.
Thanking You
NIMISHA VERMA FA12033 BATCH 2012-14
PREFACE
AN OVERVIEW The PGDM program is well structured and integrated course of business studies. The main objective of practical training at PGDM level is to develop skill in student by supplement to the theoretical study of business management in general. Industrial training helps to gain real life knowledge about the industrial environment and business practices. The PGDM program provides student with a fundamental knowledge of business and organizational functions and activities, as well as an exposure to strategic thinking of management. In every professional course, training is an important factor. Professors give us theoretical knowledge of various subjects in the college but we are practically exposed of such subjects when we get the training in the organization. It is only the training through which I come to know that what an industry is and how it works. I can learn about various departmental operations being performed in the industry, which would, in return, help me in the future when I will enter the practical field. Training is an integral part of PGDM and each and every student has to undergo the training for 6 to 8 Weeks in a company and then prepare a project report on the same after the completion of training. During this whole training I got a lot of experience and came to know about the management practices in real that how it differs from those of theoretical knowledge and the practically in the real life. In todays globalize world, where cutthroat competition is prevailing in the market, theoretical knowledge is not sufficient. Beside this one need to have practical knowledge, which would help an individual in his/her carrier activities and it is true that Experience is the best teacher.

INDEX
Sr No.
CHAPTERS INTRODUCTION. OBJECTIVES LITERATURE REVIEW RESEARCH METHODOLOGY DESIGNING OF QUESTIONNAIRE TOOLS AND TECHNIQUES RESULTS FINDINGS CONCLUSION BIBLIOGRAPHY
PAGE NO.
1 2 3. 4. 5. 6. 7. 8. 9. 10
10-19 20 20-30 31-34 34-35 36-48 36-48 48-51 51-52 52
Sr. No.
CONCEPT Graph showing level of Employee satisfaction in Production department.
Page no.
Table-1.
37
Table-2
Graph showing level of Graph showing level of Employee satisfaction in Quality department.
38
Table-3.
Graph showing level of Employee satisfaction in Material Management.
38
Table-5.
Graph showing level of Employee satisfaction in External Department
39
Table-6.
Graph showing level of Employee satisfaction in Purchase 40 Department
Table-7.
Graph showing level of Employee satisfaction in Marketing 40 Department
Table-8. Table-9. Table-10. Table-11. Table-12. Table-13. Table-14. Table-15. Table-16.
Graph showing level of Employee satisfaction in Engineering Graph showing level of Employee satisfaction in Proposal Graph showing level of Employee Competency in Production department Graph showing level of Employee Competency in Quality Department Graph showing level of Employee Competency in Material Management Graph showing level of Employee Competency in External
41 41 43 43 44 44
Graph showing level of Employee Competency in Process 45 Boilers Division Graph showing level of Employee Competency in Project 45 Management Graph showing level of Employee Competency in 46 Engineering Department
Graph-17
Graph showing level of Employee Competency in Proposal 46 Jagan Institute of Management Studies, New Delhi, Rohini 8 Department

Graph-18 Graph-19 Graph-20
Graph showing level of Employee Competency in Marketing Graph showing level of Employee Competency in Finance
47 47
Graph showing level of Employee Competency in Hr and 48 Administration
LIST OF TABLES
Graph No.
Table 1.
Particulars
Table Showing The Level Of Employee Satisfaction In The Organization.
Page No.
36
Table 2.
Table Showing The Level Of Employee Competency Level in the Organization.
42

EXECUTIVE SUMMARY
The topic A PROJECT TO ANALYSE THE EMPLOYEE SATISFACTION AND COMPENTENCY MAPPING deals with the analysis of the level of employee satisfaction and the need for training and development to ensure better quality outputs. The study involves recognizing and assessing of the areas where the employees are dissatisfied and to mend the problem areas. This project also included the study to measure employee competencies and the problem areas pertaining to the lack of competencies possessed and indicate the level and type of competencies possessed by the employees in their respective departments
In this project a descriptive research methodology was adopted, Questionnaire method was adopted and the employees were given closed ended question and forced type choices were provided. The primary data was analyzed using MS-EXCEL. The analysis part is done through simple tabulation and graphical representation. Findings are done on the basis of collected information which showed that CHEEMA BOILERS, CHANDIGARH has a lot of scope to increase its level of employee satisfaction and the employees need to be more competent and trained in their respective areas of work.

CHAPTER 1 INTRODUCTION
Cheema Boilers Limited (CBL) is a leading name in the Boiler Industry in India. Established in 1991, the Company manufactures steam boilers for almost all industries, providing various services and solutions to power and process industries along with the production of a wide range of other related products. Headquartered in Chandigarh, Cheema Boilers has nationwide operations with regional offices in Delhi, Mohali, Indore, Kolkata, Mumbai, Hyderabad and Coimbatore. Now, the Company is fast strengthening global presence. Staying ahead in terms of quality and technology, our products are efficient and environment-friendly. With special focus on customercentric solutions and efficient after sales service, CBL today stands as the first choice of its customers. Staying ahead in terms of quality and technology, our products are efficient and environment-friendly.
MISSION

Improve our products and services constantly to meet our customers' needs. A strong focus on total system integration and optimization by understanding our customers' unique needs, by utilizing state-of-the-art automation tools, by applying technical and cost factors. Design a system best suited to each customer's steam generation needs by balancing capital and operation costs.
QUALITY POLICY
We are committed to achieve and exceed the customer satisfaction by meeting all requirements with highest standards since we want to be ranked as the best in the field. Quality is not just another goal; it is our basic strategy for survival and future growth through optimization of processes and continual improvement of our Quality Management System.
Maintaining a strong nation-wise reputation as a leader in the industry is no easy feat. With over a decade's experience of manufacturing, erection and commissioning of boilers and related products and a well-known development expertise CBL has created a proven formula that has resulted in its high quality products and services today. Established in 1999, CBL has grown from strength to strength by the sheer force of its own efforts. The Company's origin in the boiler industry goes back to the inception of its sister concern Cheema Engineering Services (P) Limited engaged in manufacturing of Steam Boilers, Pollution Control Equipment, and Fluidized Bed Conversion and Energy Saving devices since 1991. Incorporated 8 years later, CBL, from a nascent company, grew to establishing its

name in the Boiler Industry with its core competency in engineering, manufacturing and project commissioning. Its operation facilities, technology, manpower competency and customer base are evolving and expanding every year, which reflects in the steady growth of the Company's turnover. The Company is presently exporting to Asian and European countries. With a constant pursuit towards excellence and growth CBL is scaling newer heights every day.

PRODUCTS MANUFACTURED They are one of the national leaders in manufacturing of steam boilers. Following are their range of products that they hold expertise in manufacturing. They use green n latest technology in the manufacturing of the products so they enhance the productivity and also care for the environment.
AFBC BOILERS
GRATE FIRED BOILER
Travelling Grate
Dumping Grate
Pulsating Grate WASTE HEAT RECOVERY BOILERS
Waste Heat Recovery Boilers HOT AIR GENERATOR
Hot Air Generator Sponge Iron
Coke Oven Gas
Electric Steam Generator

ACCESSORIES SLOP FIRED BOILER Electrostatic Precipitator Slop / Venus Fired Boiler (Distillery Waste Incinerator) Fans
PROCESS BOILERS Compact Lift Conveyors Hypac Boiler
Distributed/Programmable Logical Controller System Energypac
Oil Pac

The Organization is divided into the following divisions:
QUALITY
The policy of CBL is to achieve total customer satisfaction by delivering products and providing services that meet or exceed their exact requirements and expectations and to do
so on time and at most competitive prices in domestic and export market for our entire product range. To achieve this, they have made perfection the buzzword and their emphasis on the quality is paramount.Superlative design technology, excellent verified material and experienced guidance at the helm combined under a stringent quality plan ensure exceptional quality on a consistent basis.The highly trained team of qualified personals carry out rigorous checking to meet the requirement of statutory regulations. Furthermore they were towards exceeding the stipulations of the customers in quality to build a relationship with clients that is long lasting.They have employed the industry's most trusted equipments and have an experienced and dedicated quality department to ensure production is of the highest quality and that total customer satisfaction is achieved. They are ISO 9001:2008 certified and also ASME certification. Their process-oriented approach and continued commitment to the needs of their customers are the driving forces behind their success.Quality Assurance ensures exceptional quality on a consistent basis with superlative design technology; excellent verified material and experienced guidance at the helm combined under a stringent quality plan assuring exceptional quality on a consistent basis. The highly trained team of quality personnel carries out rigorous checking to meet the requirement of statutory regulations. Furthermore they were towards exceeding the stipulations of the customers in quality to build a relationship with clients that is longlasting.
PRODUCTION
The production department is a functional area and is responsible for turning inputs into finished outputs through a series of production processes. The Production department includes the employees and employers that are involved in the manufacturing, planning, innovation, rework, rejection and the process of cost reduction to ensure best quality products to the customers. In thisindustry, once the design is realized, production engineering concepts regarding work-study, ergonomics, operation research, manufacturing management, materials management, production planning, etc., play important roles in efficient production processes.

ENGINEERING
It is backbone of the Company's technological advancement. This department is the most crucial department on which the quality and the production of the products depend. It consists of engineers, assistant engineers and draughtsman. People holding a valid engineering degree are recruited by the H.R personnel to ensure best quality work. The department houses talent that is amongst the best in the industry. Having evolved its own engineering strength, CBL understands the need for nurturing its talent which has flourished under its aegis and has grown to exceptional heights in the positive environment of growth and evolution. A team of qualified and experienced engineers and efficient draftsmen comprise the engineering department. They work under the best of conditions and guidance at the offices in Mohali (Chandigarh) and at Coimbatore (Tamilnadu). It also includes the department of external services: External Services It provides the fastest response to client needs. The huge and strong team comprises highly qualified and experienced engineers and supervisors who are focused to their job. The Department is divided into 'Low Pressure Process Boiler Wing' and 'High Pressure Power Boiler Wing'. The High Pressure Power Boiler division has separate teams for erection and commissioning for optimum utilization of expertise and skills. Housing experts from varied fields, the dept. is ably supported by Project Management from Head Office. The team ensures that all equipments are installed and function properly.
PURCHASE
It is a department which deals with the procurement of products for manufacturing purposes, Deals with the vendors as to how much is their requirement of the product and their personalized preference and need of the product. They also negotiate the cost of selling the product and for the tools required in the manufacturing of the same. They predict and provide the amount of inventory that has to be maintained by the firm. It consists of a group of highly efficient and qualified people to ensure best quality services to their customers.
MARKETING AND SALES

The Marketing and Sales department delivers customized material and offers expert advices in the best interest of the client to give the competitive edge. Fully understanding the clients' needs it offers the right product. Since CBL's business is conducted with complete transparency, the products are offered with complete specifications and techno-commercial clarity. Our team of highly skilled marketing professionals analyzes the target market and the needs of the clients, determining the corporate and product positioning and the marketing objectives and integrating these goals into serving the clients.

PROPOSAL
The Proposal team understands the commercial brief and clients' requirements, taking negotiations to superior levels. Adept at drafting and making proposals the team is responsible for making the proposal comprehensive, transparent and cost-effective. Comprising specialists from relevant fields the team is fully capable of providing not only what is required but add that something extra which will be of tremendous value to CBL's clients. That is superior, cost effective and performance enhancing alternatives.
MATERIAL MANAGEMENT
Material Management department consistently reviews each item with excellent coordination with Project Management and Engineering dept., superior negotiating skills and development of reputable vendors at national and international levels is the hallmark of the dept at CBL. Much emphasis is laid on quality procurence of raw material at competitive prices as we wish to offer our clients an optimum price. We treat our vendors as partners and the maintenance of this quality supply chain is due to the efforts of the team and the leaders of the dept.
PROJECT MANAGEMENT
Material Management department consistently reviews each item with excellent coordination with Project Management and Engineering dept., superior negotiating skills and development of reputable vendors at national and international levels is the hallmark of the dept at CBL. Much emphasis is laid on quality procurence of raw material at competitive prices as we wish to offer our clients an optimum price. We treat our vendors as partners and the maintenance of this quality supply chain is due to the efforts of the team and the leaders of the dept.
ERECTION AND COMISSIONING
CBL offers end-to-end services from erection to commissioning of main equipment of boilers including performance tests and other special services within the stipulated time

period and quality as per the set standards of CBL.
CBL undertakes design, supply, fabrication, erection and commissioning Complete boiler house internal works like ducting , piping, structural tanks, refractory, insulation, electrical instrumentation work with statutory clearance from IBR Chimney with PCB clearance Furnace oil storage tanks and its loading and distribution systems with statutory clearance from COCE Coal handling plant for the boiler (coal / baggase) with bunker designed according to boiler capacity and available storage and installation space Steam piping from boiler house to the utility with steam accessories, stress analysis and reliving including st clearance from IBR Ash handling plant both mechanical as well as pneumatic system with ash silo We provide chimney design calculations as per IS 6533 to meet the pollution control board norms
Sizing and designing ducting layout to suit your boiler house Sizing and designing piping layout to suit your feed water and furnace oil locations Refractory and Insulation design, and BOM as per boiler requirements Electrical and instrumentation work with indications of tank level in boiler panel
DESIGNING AND DRAWING PHASE OF PROJECT:

They provide chimney design calculations as per IS 6533 to meet the pollution control board norms Sizing and designing ducting layout to suit your boiler house Sizing and designing piping layout to suit your feed water and furnace oil locations Refractory and Insulation design, and BOM as per boiler requirements Electrical and instrumentation work with indications of tank level in boiler panel
PLANNING AND MONITORING PHASE:
Project schedules are prepared and managed using MS Project (Bar Charts). The designated Thermax Project Manager will be a single point of contact/communication from boiler dispat department /division till hand-over. Project manager will be responsible for the monitoring and schedule adherence of the Microsoft project with Periodic reporting to customers in our standard formats on project developments.
EXECUTING AND SUPERVISING:

CBL engineers will be available at site, round-the-clock Only CBL approved manufacturers are approached for procurement of all materials. This helps in maintaining and assuring quality of our products delivered at your site (accompanied with test certificates) To ensure the quality at site we seek approvals from customers on our FQP (Field quality plan) before o Starting the job. All documentation are drafted as per ISO 9001: 2000 standards Our project team at site ensures complete adherence to safety and statutory standards as outlined in the CBL Project Manual
COMMISSIONING AND HANDING OVER: Commissioning engineer for commissioning the unit Supply of skilled manpower for commissioning assistance Supply of utility required for commissioning Training personnel on operation of boiler provided
H.R AND ADMINISTERATION
The Human Resource and Administration department of the organization works towards enhancing the capacity of the organization to effectively deliver on its mandate. The department aims at acquiring, building and retaining human capacity to provide quality, efficient and effective services to the public. It provides strategic and day to day support to the various departments of the commission and ensures that the commission has the human capacity to deliver on its mandate. Their job is to carry out recruitments, act as a change agent, to
CHAPTER 2 OBJECTIVES OF STUDY EMPLOYEE SATISFACTION FORM

To find out the level of employee satisfaction in the company To identify the problems of the workers that effect their performance To find out the deficiencies in organizational policies affecting the employee who in turn affects the corporations profitability. To assess the overall level of employee satisfaction
EMPLOYEE COMPETENCY QUESTIONNAIRE To evaluate the competency level of the employees in their respective areas of work.

To identify areas where employees need improvement. To measure the extent of skills possessed by the employees. To give an individual assessment of employees in areas of work competencies.
CHAPTER 3 LITERATURE REVIEW
EMPLOYEE SATISFACTION SURVEY(Reference: Insight Oxford)
Organizations operate most successfully and profitably when their staff are fully engaged and motivated towards their business aims and objectives.

Well-designed employee surveys can provide an organization with insights into its dynamics, structure, culture, perceptions, career development paths and commercial realities. High quality employee satisfaction data can be used to build and shape successful commercial and retention strategies.
Organizational& Commercial Benefits
Measuring and monitoring employee satisfaction, especially at senior levels, provides the critical information needed to:
Clearly evaluate current levels of employee satisfaction and engagement Measure the effectiveness of people management strategies Pinpoint areas of the business that are most vulnerable to employee turnover Facilitate timely and strategic management decisions Safeguard key client relationships, as well as organizational knowledge Minimize the impact upon productivity & morale of disengaged employees Minimize talent loss and recruitment costs Maximize return on training investment
Fact or Fiction? A key challenge to achieving high quality and meaningful results from employee satisfaction research is providing neutral territory where staff is comfortable and confident to say what they really think and feel rather than what they think organizations want to hear.

Well lets face it; no one says what they really think in staff satisfaction surveys, we all know it goes straight back to senior management. Its not worth risking your job to say what you think the real problems are. organization) (Senior Manager, major global
What they do: Insight Oxford provides high quality, tailored employee satisfaction research to organizations focusing on their key talent and why employees choose to stay or leave. As professional researchers with full member of the Market Research Society, Insight Oxford objectively measure levels of job satisfaction and engagement which provide indicators of disengagement and potential resignations.
Insight Oxford works in partnership with organizations to design new surveys or implement an integrity and value audit of their existing surveys. We can:
Provide high quality robust survey design and implementation Design a survey tailored to your organizations needs Provide independent, unbiased data analysis, as well as statistical analysis, to produce high quality reporting and recommendations Facilitate year on year tracking of staff satisfaction identifying trends and shifts Uniquely harness competencies in professional market research, senior
management and executive coaching to provide pragmatic and strategically focused recommendations.
SOURCE: EMPLOYEE SATISFACTION SURVEY(Reference: Murray
consultancy limited) Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a detrimental to the companys goals if mediocre employees stay because they are satisfied with your work environment. Employee satisfaction is measured by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction in areas such as:
Management style Understanding of mission and vision Empowerment Teamwork Job satisfaction Communication Working environment
The Murray Consultancy Ltd won the prestigious BIG Market Research award in 2006 for a paper submitted into how to effectively measure employee satisfaction. They used two techniques:

Perceptual mapping establishing what is important to employees, how satisfied they are with those thinks they consider important and measuring and mapping the gap between importance and satisfaction. Regression analysis establishing what the key drivers of satisfaction and dissatisfaction are by correlating statistically which mix of aspects of employee satisfaction best explain why employees are satisfied and why some are dissatisfied. REFERENCE: (www.murrayconsultancy.co.uk)
RESEARCH EMPLOYEES.
WORK
ON
COMPETENCY
MAPPING
OF
Competency mapping, the buzz word in any industry is not complicated as it may appear. At the heart of any successful activity lies a competence or skill. In the recent years, various thought leaders in business strategy have emphasized the need to identify what competencies a business needs, in order to compete in a specific environment. Competency mapping is a strategic HR framework for monitoring the performance and development of human resource in organizations. Regardless of whatever happens to the future of software in India, the people who are outstanding in their performance will continue to be in demand and will keep rising and for this the human resource of each organization should develop the competencies which they have in order to compete with the highly competitive market. In this paper the researcher has collected data from 195 software employees. Where in 145 employees where from Cognizant Technology Solutions (CTS) and the rest 150 respondents were form Hindustan Technology Limited (HCL) and their competencies where studied in depth to bridge the gap of the lacking competency which would help the employees to outshine which would help the organization to lead its goal through its objective. 1. Introduction The current globalization of economy necessitates innovative approaches in managing the work force. The fast changes happening in the demography and social systems

thereof have given breathing space for various HR practices enhancing the employee productivity and growth. And one of the most commonly used HR practice is competency mapping for development of the employees. Identifying and development of the competencies in organization enable better performance management as well as reward and recognition systems leading to career and succession planning programmes. Also competency mapping is a strategic HR frame work for monitoring the performance. 2. Objective of the Study To identify the competency gap that exists between the employees current performance level and the expected level of the employees. 3. Conceptual Framework John Flanagan (1954) grounded Critical Incidents Technique as a precursor to the key methodology used in rigorous competency studies. The idea of testing the competencies, required for efficient performance at a position, was proposed by David McClelland in the early 1970s. The term competency has been interpreted by various authors/researchers with their unique way of giving meaning to it. Some of the definitions are given below. Boyatzis (1982) described competencies as underlying characteristic of an individual, which are causally (change in one variable cause change inanother) related to effective job performance. 4. Competency Mapping To assess the competency of the employees of two software companies researcher has identified 147 competencies which is relating to 20 broad categories and the dimensions are Drive for results, Process 2011 International Conference on Information Communication and Management IPCSIT vol.16 (2011)
(2011)IACSIT Press, Singapore 228 SOURCE: Mily Velayudhan T.K St. Marys School of Management Studies, Chennai. India. Affiliated to University of Madras, Chennai, India.
MORE RESEARCH WORK ON COMPETENCY MAPPING 26 Jagan Institute of Management Studies, New Delhi, Rohini

In this world of cut throat competition, companies are putting tremendous effort to hire competent employees and to develop relevant competencies in their existing employees. These are one of the few ways in which companies can gain competitive edge over each other. In this slowing economy where so many companies are fighting for limited resources and talent, it is very important for organizations to incessantly reassess their competencies, update it and have the courage to make the necessary changes. It is equally imperative for a firm to define a set of core competencies which corresponds with its key market differentiators. This is where competency mapping plays a key role.
Competency Mapping
It is the process of identification of the competencies and the level of proficiency required in it to perform a given job or role efficiently. Every job requires some set of attributes whether it is technical, managerial or behavioral to perform the same successfully; these attributes or skills are known as competencies.
Areas of Implementation The competency mapping can be applied to the areas depicted in the following diagram:
Some of these areas are explained below:
Recruitment and selection
Competencies can be used to construct a template for use in recruitment and selection. Information on the level of a competency required for effective performance would be used to determine the competence levels that new hires should possess. This results in hiring of an employee who is organizational as well as role fit.
This way we can reduce the cost of training of the new hired employees. Employees will be productive from Day 1 and no man-hours will be lost in the training of new hires.

A firm that knows how to assess competencies can effectively hire the best at a reasonable price, for example hiring under priced but highly entrepreneurial management graduates from lesser-known business schools.
Training and Development Requirements
It involves identifying the gap between competencies required for the position and those possessed by the employee. Any such gap is bridged by providing training to the incumbent for those particular competencies only.
Career and succession planning
It involves assessing employees capability to take on new challenges. In order to see if an employee is suitable for occupying position at the top management; his current competency level ought to be matched against those that required at higher level position.
Performance Management System
It is important to correlate performance result with competencies. Performance management system should be competency based and not just result based.

Competency based performance management would focus on HOW of performance and not on WHAT of performance i.e. not on results but how the results are achieved Effective PMS should provide link to the development of an individual and not just to rewards.
Rewards and Recognition
Competency linked benefits is a new concept after performance linked incentives. Competency linked benefits focus on the fact that employees should work hard towards developing their competencies as and when requirement arises for performing their job effectively. It rewards employees who not only work hard towards achieving their target but also who put effort in enhancing their competencies (keeping in mind the dynamic needs of the job at hand).
Advantages of Competency mapping

Competency mapping provides wholesome benefits to the company, supervisors and employees.
Company
The basic objective of an organization is to achieve its long term goals; competency mapping ensures that only competent employees work in the organization. The word

competent here refers to those employees whose skills set match with that of the one required in performing the job effectively.
Supervisors
Competency mapping provides ease to the managers in terms of setting the targets for the juniors as well as in evaluating their performance. It facilitates clear communication on part of the managers. HR managers are also clear while recruiting so as to what kind and level of competencies they are looking for in an individual for performing a particular job.
Employees
Employees are always under pressure to perform their best therefore it is imperative to define a set of core competencies which an individual should possess to do justice to his job at hand. Competency mapping helps employees in clearly understanding what is expected from their job at hand. It specifies the level of competencies required to perform their job effectively. This helps employees in honing the skills in which they lack. It also demystifies the performance appraisal process for them since they know what are the competencies (besides their performance) on which they will be appraised.

This Article has been authored by TulikaBhatnagar, XIMB References: The handbook of competencies by SeemaSanghi Competency Mapping for Superior Results by Sraban Mukherjee http://www.digneconsult.com/sg/blog/26/competency-mapping-an-importanttool?post=thttp://computer.financialexpress.com/20050131/technologylife01.shtm l

CHAPTER 4 RESEARCH METHODOLOGY
Research framework: This study is based on the level of employee satisfaction and an analysis of their competencies. Research Method: Descriptive research is chosen for this study because this study deals with the characteristics possessed by the group of employees unique to the organization. Survey technique was used in either of the two processes since all the employees were to be assessed on their levels of employee satisfaction as well as employee competencies. Sample Size: 450 employees ii) Sources of Data Primary data: It included the interpretation of the results obtained after the questionnaires were filled by the employees. Secondary data: It includes suggestions and reasoning given by the line managers and Head of departments.
DESIGNING OF QUESTIONNAIRE
The questionnaire was designed under the mentorship of my industry mentor. The data and the format were designed using MS EXCEL and the graphs were made on an EXCEL sheet. The questionnaires were framed according to the needs that were identified through observation and interviewing method, both in the Employee satisfaction form as well as in the Employee Competency Chart. The questions were closed ended with forced choice answers except for a little portion which was granted in the employee satisfaction form for any open ended suggestions or opinions. Several blue prints were formed before the final form was approved.

iii) Data Collection tools/instruments: The sources of collecting the primary data was through the questionnaire technique, where in a set of closed ended structured questions were used and some place for an open ended review was also left in the EMPLOYEEE SATISFACTION FORM. The Secondary data was collected by way of observation as well as interviewing of the line managers and the head of departments to analyze the reasons and suggestions for the kind of result obtained.
iv) Methods of data collection:
A) QUESTIONNAIRE TECHNIQUE . A questionnaire is a means of eliciting the feelings, beliefs, experiences, perceptions, or attitudes of some sample of individuals. As a data collecting instrument, it could be structured or unstructured. The questionnaire is most frequently a very concise, preplanned set of questions designed to yield specific information to meet a particular need for research information about a pertinent topic. The research information is attained from respondents normally from a related interest area. The dictionary definition gives a clearer definition: A questionnaire is a written or printed form used in gathering information on some subject or subjects consisting of a list of questions to be submitted to one or more persons.
Advantages Economy - Expense and time involved in training interviewers and sending
them to interview are reduced by using questionnaires. Uniformity of questions - Each respondent receives the same set of questions phrased in exactly the same way. Questionnaires may, therefore, yield data more comparable than information obtained through an interview. Standardization - If the questions are highly structured and the conditions under which they are answered are controlled, then the questionnaire could become standardized.

Disadvantages Respondents motivation is difficult to assess, affecting the validit y of response. Unless a random sampling of returns is obtained, those returned completed may represent biased samples.
Two types of questionnaires Closed or restricted form - calls for a "yes" or "no" answer, short response, or
item checking; is fairly easy to interpret, tabulate, and summarize. Open or unrestricted form - calls for free response from the respondent; allows for greater depth of response; is difficult to interpret, tabulate, and summarize. B) INTERVIEW METHOD An interview is a conversation between two or more people where questions are asked by the interviewer to elicit facts or statements from the interviewee. Interviews are a standard part of journalism and media reporting, but are also employed in many other situations, including qualitative research. Interviews are completed by the interviewer based on what the respondent says. Interviews Is a far more personal form of research than questionnaires.In the personal interview, the interviewer works directly with the respondent. Unlike with mail surveys, the interviewer has the opportunity to probe or ask follow up questions. Interviews are generally easier for respondent especially if what are sought are opinions or impressions. Interviews are time consuming and they are resource intensive. The interviewer is considered a part of the measurement instrument and interviewer has to be well trained in how to respond to any contingency.
TYPES OF INTERVIEWS: FORMAL INFORMAL STANDARDIZED,OPEN ENDED INTERVIEW CLOSED FIXED RESPONSE INTERVIEW TELEPHONE INTERVIEW

OBSERVATION TECHNIQUE Observation is way of gathering data by watchingbehavior, events, or noting physical characteristics intheir natural setting. Observations can be overt (everyone knows they are being observed) or covert(no one knows they are being observed and the observer is concealed). The benefit of covert observation is that people are more likely to behavenaturally if they do not know they are being observed. However, you will typically need toconduct overt observations because of ethicalproblems related to concealing your observation .Observations can also be either direct or indirect. Direct observation is when you watch interactions, processes, or behaviors as they occur; for exampleobserving a teacher teachinga lesson from a writtencurriculum to determine whether they are deliveringit with fidelity. Indirect observations are when youwatch the results of interactions, processes, orbehaviors; for example, measuring the amount ofplate waste left by students in a school cafeteria todetermine whether a new food is acceptable to them. v) Research Tools Used The primary data was analyzed using MS-EXCEL. The analysis part is done through simple tabulation and graphical representation. Research tools used were: Questionnaires Interview Observation
vi) LIMITATIONS OF THE STUDY .Questionnaires, like many evaluation methods occur after the event, so participants may forget important issues. Questionnaires are standardized so it is not possible to explain any points in the questions that participants might misinterpret. Although an open ended column is provided in the Employee satisfaction form.

Open-ended questions can generate large amounts of data that can take a long time to process and analyze. One way of limiting this would be to limit the space available to the employees to answer the questions
Respondents may answer superficially as they may interpret this as trivial. Employees may not elicit the true information. They might not wish to reveal the information or they might think that they will not benefit from responding perhaps even be penalized by giving their real opinion. Employees need be told why the information is being collected and how the results will be beneficial. They should be asked to reply honestly and told that if their response is negative this is just as useful as a more positive opinion.

Chapter 5 Tools and techniques of analysis of Data Introduction
Designing of the Employee satisfaction form was carried out with a lot of care and finesse and under the leadership of my industry mentor as well as the H.O.Ds of the various departments who gave their valuable inputs. They guided me in framing the competencies and Employee satisfaction areas I should cover in order to attain a clear picture of what I am trying to assess. There are a total number of 2000 employees working with the organization. Where majority of the employees are serving in blue collared jobs. About 500 employees are serving in White collared jobs, Majority of which includes Engineers and marketers. My task was to interpret the level of employee satisfaction amongst the white collared people in the job since the workers that formed the majority at the factory were not very proficient with the English language and the questionnaire system. They had a different set of problems than the ones working at the office. The questionnaire was then distributed and it took about a weeks time to get the questionnaires filled. Engineers and Marketers were a little obtuse when it came to filling the questionnaires since they were preoccupied with work. However, the response rate was about 95% and it was good enough to predict the scores for the entire organization.

Chapter 6 RESULTS
Results for the employee satisfaction form Table 1 showing the results of the Employee satisfaction Survey JE &AE Production Quality MM External PBD
PM Marketing HR Admin Engineering Proposal 44% 72% `69% 26% 59% 56% 73% 66% 86% 73% 30% 16% 29% 65% & 78% 72% 84% 63% 75% 91% 84% 86%
ENGR
S.ENGR AM
DM
MGR
TOTAL
64% 75% 88% 59%
43% 36% 81%
69% 100% 91%
19% 78% 95% 69% 91% 88%
59%
51% 75% 89% 64% 91%

79% 73% 84%
Abbrevations Used: MM Material Management PBD Process boilers division PM Project Management JE &AE Junior Engineer and Engineer ENGR- Engineer

S.ENGR- Senior Engineer AM- Assistant Manager DM- Deputy Manager MGR- Manager
Production
70% 60% 50% 40% 30% 20% 10% 0% JE & E ENGR S.ENGR AM DM MGR Production
Graph 1 showing the level of Employee satisfaction in the Production Department. Interpretation: The level of satisfaction amongst the senior engineers in this department is the highest and lowest amongst the assistant managers.
Quality
100% 80% 60% Quality 40% 20% 0% JE & E ENGR S.ENGR AM DM

Graph 2 showing the level of Employee Satisfaction in the Quality Department. Interpretation: The level of employee satisfaction amongst the junior engineers and assistant engineers is the highest. Overall level of satisfaction is more or less the same in this department.
Material Management
95% 90% 85% 80% 75% 70% JE & E ENGR S.ENGR AM MM
Graph 3 showing the level of Employee Satisfaction in the Material Management Department Interpretation: The level of employee satisfaction is the highest amongst the Assistant Managers and lowest amongst the engineers.
External
70% 68% 66% 64% 62% 60% 58% 56% 54% JE & E ENGR S.ENGR AM DM MGR External
Graph 4 showing the level of employee satisfaction amongst the employees of the external department.

Interpretation: The level of employee satisfaction amongst the Assistant managers is the highest in this department
Purchase
86% 84% 82% 80% 78% 76% 74% 72% 70% JE & E ENGR S.ENGR PM
Graph 5 showing the level of Employee satisfaction in the Purchase department Interpretation: The level of employee satisfaction amongst the engineers is the highest. And lowest amongst the junior engineers.

Marketing
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% JE & E ENGR S.ENGR AM DM MGR
Marketing
Graph 6 Showing the the level of satisfaction amongst the employees of the marketing department. Interpretation : The level of employee satisfaction is highest amongst the assistant managers and lowest amongst the engineers.
Engineering
60% 40% 20% 0% JE & E ENGR Engineering S.ENGR AM Engineering
Graph 7 Showing the level of employee satisfaction in the engineering department. Interpretation : The level of employee satisfaction is highest amongst the junior engineers and the assistant engineers in the engineering department.

Proposal
80% 70% 60% 50% 40% 30% 20% 10% 0% JE & E ENGR Proposal
Graph 8 Showing the level of employee satisfaction in the proposal department Interpretation : The level of satisfaction is the highest amongst the junior engineers.
Results(2) Table 2 ) Showing Results of the Employee Competency form
JE &E Production Quality MM External PBD PM Marketing
ENGR S.ENGR EXECUTIVE AM
DM
TOTAL
45% 25% 49% 34% 34% 30% 43% 31% 33% 44%
43% 23% 17% 38% 43% 35%
56% 65% 43% 36% 47% 22% 55%
21% 52% 41% 34% 25% 38% 23% 53% 33% 42% 23% 30% 12% 27% 32% 27% 27% 31% 44% 39% 46%

Finance HR Admin Engineering 32% 43% Proposal 24% 22% 42% 33% 38% 57% 37% 43% 26% 43% 36% 23% 22% 30% 29% 29% 34% & 32% 32% 37% 19% 29% 32% 11% 25%
Production
60% 50% 40% 30% 20% 10% 0% Production
Graph 1 Showing the results of the Production department on the Employee Competency Chart Interpretation : The need to acquire competencies is the highest in the executive category of workers.

Quality
70% 60% 50% 40% 30% 20% 10% 0% Quality
Graph 2 Showing the results of the Quality department on the employee competency chart. Interpretation : The need to acquire competencies is the highest in the executive category of workers.
Material Management
60% 50% 40% 30% 20% 10% 0% MM
Graph 3 Showing the results of the material management department on the Employee Competency Chart. Interpretation : The need to acquire competencies is the highest in the managerial level here.It is a cause of concern.

External
45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
External
Graph 4 Showing the results of the External department on the Employee Competency Chart Interpretation : The need to acquire competencies is the highest amongst the junior engineers.
Process Boilers Division

50% 40% 30% 20% 10% 0% PBD
Graph 5 Showing the results of the Process boilers division on the Employee Competency Chart Interpretation : The need to acquire competencies is the highest amongst the executives in this department.

Project Management
45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
PM
Graph 6 Showing the results of the Project Management department on the Employee Competency Chart. Interpretation : The need to acquire competencies is the highest amongst the Engineers.
Engineering
Engineering
43%
38%
43% 26%
Graph 7 Showing the results of the Engineering department on the Employee competency Chart. Interpretation : The need to acquire competencies is the highest amongst the assistant managers which is a cause of concern since they hold managerial positions in the organization.

Proposal
Proposal
24%
22%
57%
23%
22%
Graph 8 Showing the results of the Proposal Department on the employee competency chart Interpretation : There is a an overall low n similar need for acquiring competencies in this department.
Marketing
Marketing
55%
44%
39%
EXECUTIVE
AM
DM
Graph 9 Showing the results of the Marketing Department on the employee competency chart. Interpretation : The need for acquiring competencies was found to be maximum amongst the executives

Finance
Finance
32%
37% 19%
EXECUTIVE
AM
DM
Graph 10 Showing the results of the Finance department on the employee competency chart. Interpretation : The need for acquiring competencies was found to be the highest amongst the assistant managers which is a cause of concern since they hold managerial positions and any incompetency on their part would be a bane for the organization.
HR & Admin
HR & Admin
32%
32% 11%
EXECUTIVE
AM
DM
Graph 11 Showing Showing the results of the Hr and administration department on the employee Competency chart. Interpretation : The need to acquire competencies was found to be equal for both executive as well as for the assistant manager levels which is a cause for concern.

Chapter 7 FINDINGS
From the study conducted in CHEEMA BOILERS LIMITED to assess the level of Employee Satisfaction and Employee Competencies the following results were obtained: According to the Employee Satisfaction form, In the production department senior engineers showed the highest level of satisfaction at 69% and the assistant managers showed the lowest level of satisfaction at 19%.The average level of employee satisfaction in this department was 51%. In the Quality Department, Senior Engineers showed the highest level of satisfaction at 100% and engineers showed the lowest levels of satisfaction at 36%.The average level of employee satisfaction in this department was 75%. In the Material Management Department, the assistant managers showed the highest levels of satisfaction at 95% whereas the engineers showed the lowest levels of satisfaction at 81%.The average level of employee satisfaction in this department was 89%. In the External Department, the Assistant managers showed the highest levels of satisfaction at 69% whereas the junior engineers and assistant engineers showed lowest levels of satisfaction at 59%.The average level of employee satisfaction in this department was 64%. In the Project management department, the engineers showed the highest levels of satisfaction and the senior engineers showed the lowest levels of satisfaction.The average level of employee satisfaction in this department was 79%.
In the Marketing Department, the assistant managers showed the highest level of satisfaction and the engineers showed the lowest levels of satisfaction.The average level of employee satisfaction in this department was 73%

In the Engineering Department, the junior engineers and assistant engineers showed the highest level of satisfaction at 44% whereas the assistant managers showed the lowest levels of satisfaction at 16%. The average level of employee satisfaction in this department was 29%. The average level of employee satisfaction in the proposal department was 65%. The average level of employee satisfaction in the HR
DEPARTMENT was 84%. The overall level of satisfaction is highest among the Deputy managers followed by the senior managers and senior engineers. Hence,it is observed that people at higher posts are seemingly more satisfied as compare to their subordinates. The highest level of satisfaction is amongst the marketing management people.
FINDINGS OF THE EMPLOYEE COMPETENCY CHART The Employee competency chart was designed to assess the level of competency that the employees possess and should possess. The Executives in the production department require maximum level of training and skills to deliver their jobs efficiently as much as 56% are non proficient in their respective fields. The Executives in the Quality department require maximum level of training and skills to deliver their jobs efficiently as much as 65% are non proficient in their respective fields. The managers in the Material Management department

require maximum level of training and skills to deliver their jobs efficiently as much as 53% are non proficient in their respective fields The Junior Engineers and Assistant Engineers in the External department require maximum level of training and skills to deliver their jobs efficiently as much as 43% are non proficient in their respective fields The Executives in the Process boilers division department require maximum level of training and skills to deliver their jobs efficiently as much as 47% are non proficient in their respective fields. The Engineers in the project management department require maximum level of training and skills to deliver their jobs efficiently as much as 44% are non proficient in their respective fields The Executives in the marketing department require maximum level of training and skills to deliver their jobs efficiently as much as 55% are non proficient in their respective fields The Assistant managers in the Finance department require maximum level of training and skills to deliver their jobs efficiently as much as 37% are non proficient in their respective fields The Executives and Assistant manager in the H.R department require training to deliver their jobs efficiently as much as 32% are non proficient in their respective fields The Engineers in the Engineering department require training to deliver their jobs efficiently as much as 43% are non proficient in their respective fields The Senior Engineers in the Proposal departments require maximum level of training and skills to deliver their jobs efficiently as much as 57% are non proficient in their respective fields.

The overall level of need for competency development is amongst the junior engineers,and the executives.

Chapter 8 CONCLUSIONS
After assessing the results obtained on the employee satisfaction form, the conclusion can be driven that the organization enjoys an overall level of satisfaction equivalent to 70% which is decent. The overall level of satisfaction is highest in the Process boilers division at 91% closely followed by the marketing management department at 89%. The minimum level of satisfaction prevails in the Engineering department at 42% After assessing the Employee competency chart, it can be concluded that overall need to increase the competency amongst employees is 38%. The minimum level of competency requirement was seen in the HR and Administration department.
The Maximum level of competency requirement was seen in the marketing department.
Hence, The results helped in recognizing the areas in which employees need to be trained as well as the areas where employees need not be trained to ensure the best delivery of work.

Chapter 9
BIBLIOGRAPHY
BOOKS AND JOURNALS: Games people play Human resource champions http://jhr.uwpress.org/content/vol43/issue4/ INTERNET WEBSITES: http://www.hrprofessor.com/ http://www.citehr.com http://www.human-resources.org/ http://humanresources.about.com/ http://www.hradvice.com/links.html http://www.hrvillage.com/ http://www.hr.com/
OTHER SOURCES AND INFORMATION: Hindustan Times

APPENDIX List of Forms designed for the purpose of data collection are as following : Sr.No. 1 Department General Type Employee Satisfaction Form 2 3 4 5 6 7 Quality Production Engineering Purchase Marketing Erection and Commissioning 8 Process Boilers division 9 H.R and Administration 10 11 12 13 14 Project Management Managerial level Proposal Finance External Services Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart Competency Chart

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A PROJECT TO ANALYSE THE EMPLOYEE SATISFACTION AND COMPENTENCY AT CHEEMA BOILERS,CHANDIGARH

INDUSTRY GUIDE: Mr.SS Cheema (H.R and Administration head)

Mrs. Dilpreet Kaur

CHEEMA BOILERS LIMITED

2 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

Name & Sign of Faculty

Students Name & Signature

Roll No. FA12033

3 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

NIMISHA VERMA FA12033

4 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

NIMISHA VERMA FA12033 BATCH 2012-14

5 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

6 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

10-19 20 20-30 31-34 34-35 36-48 36-48 48-51 51-52 52

7 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

CONCEPT Graph showing level of Employee satisfaction in Production department.

Graph showing level of Employee satisfaction in Material Management.

Graph showing level of Employee satisfaction in External Department

Graph showing level of Employee satisfaction in Purchase 40 Department

Graph showing level of Employee satisfaction in Marketing 40 Department

Table-8. Table-9. Table-10. Table-11. Table-12. Table-13. Table-14. Table-15. Table-16.

CHEEMA BOILERS LIMITED

Graph showing level of Employee Competency in Hr and 48 Administration

Table Showing The Level Of Employee Competency Level in the Organization.

9 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

10 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

11 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

12 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

13 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

GRATE FIRED BOILER

Pulsating Grate WASTE HEAT RECOVERY BOILERS

Waste Heat Recovery Boilers HOT AIR GENERATOR

Hot Air Generator Sponge Iron

Coke Oven Gas

Electric Steam Generator

14 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

PROCESS BOILERS Compact Lift Conveyors Hypac Boiler

Distributed/Programmable Logical Controller System Energypac

15 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

16 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

MARKETING AND SALES

17 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

ERECTION AND COMISSIONING

18 Jagan Institute of Management Studies, New Delhi, Rohini

CHEEMA BOILERS LIMITED

DESIGNING AND DRAWING PHASE OF PROJECT:

PLANNING AND MONITORING PHASE: