CHAPTER 1

1.1 INTRODUCTION

AN INSIGHT INTO COMPETENCY MAPPING

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

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

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

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

An analysis of the definition reveals:

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

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

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

understand that competence and competency are two different terms.

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

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

COMPETENCE COMPETENCIES

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

order processing.
2. Drive and Determination
2. Manage key accounts, the
sales office and its staff. 3. Commercial Awareness

3. Supervise and motivate the 4. Inter-personal skills

Field sales force. 5. Effective Communication
 1.4. OBJECTIVES OF THE STUDY

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

 To identify the existing competency level of the employees.
 To find out the gap between required competency level(RCL) and current competency level (CCL)
 To identify the importance of various competencies in performing the job at different departments.
 1.5. SCOPE OF THE STUDY:

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

 Employees view may be biased.

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

WHAT IS COMPETENCY?

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

DEFINITION:

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

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

 UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an individual to
successfully perform a task or an activity within a specific function or job.

 RANKIN (2002):
“Competencies are definition of skills and behaviours that organizations expect their staff to practice
in work.”

 MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior performance.”
 WOODRUFFE (1991):

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

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

 HAYES(1979) :

Competencies are generic knowledge motive, trait, social role or a skill of a person linked
to superior performance on the job.
COMPETENCY – BROAD CATEGORIES

• Generic Competencies
Competencies which are considered essential for all employees regardless of their function or level. -
Communication, initiative, listening etc. These are basic competencies required to do the job, which
do not differentiate between high and low performers

• Managerial Competencies
Competencies which are considered essential for employees with managerial or supervisory
responsibility in any functional area including directors and senior posts

 Threshold or Performance:
Performance competencies are those that differentiate between high and low performers.
THE ROOTS OF COMPETENCY APPROACH:

Michael Crozier shocked the management community by defining the organization as

imperfect social compromises .Far from being scientific constructs he depicted a complex organization
as a reflection of its actual degree of competency.

Despite a growing interest of competency among mangers and human resource professionals
in recent years, the modern competency movement in industrial-organizational psychology actually
dates from the mid1950’s and early 1970’s.

In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might be
cited as two landmark efforts that originally invented the concept of competency. Concept maps were
invented by Joseph Novak in the 1960s for use as a teaching tool. Later in 1986 William Trochim
developed the concept map into a strategic planning tool for use in the design of organizational
components. Trochim's technique differs significantly from Novak's original school of thought. While
Novak's maps are generated for an individual, Trochim's are generated by a group.

HISTORY OF COMPETENCIES:

John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical Incidents

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

Critical incidents itself can be defined as a set of procedures for systematically identifying
behaviors that contribute to success or failure of individuals or organizations in specific situations.

Flanagan’s work, while not strictly about competencies, was important because it laid the
foundation for a new approach to examining what people do. In a later form, the critical incidents
technique would resurface to focus around significant behavioral events that distinguish between
exemplary and fully-successful performers.

It is Flanagan’s critical incidents technique that sixteen years later inspires David McClelland
to discover and develop the term of “competency”.

Benjamin Bloom (USA)

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

David McClelland (Harvard Psychologist)

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

Richard Boyatzis.

Richard Boyatzis wrote the first empirically-based and fully-researched book on competency
model developments. It was with Boyatzis that job competency came to widely understood to mean
an underlying characteristic of a person that leads or causes superior or effective performance.
Boyatzis was explicit in describing the importance of clearly-defined competency as reflected in
specific behaviour and clearly defined performance outcomes when he wrote that “the important
points is that specific actions cause, or lead to, the specified results. Certain characteristics or
abilities of the person enable him or her to demonstrate the appropriate specific actions”(Boyatzis,
1982, p. 12).As founding developer of competency modelling in the United States, Boyatzis
grounded competency interventions on documented behavioural indicators that caused or influenced
effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic analysis in
collecting and analysing examples of the actual performance of individuals doing the work. The
method for documenting the actual performance was collected through the behavioural event
interview (BEI), an intensive face-to-face interview that involves soliciting critical incidents from
performers and documenting what the performers thinking and doing during the incidents.
 The relationship management set competencies included essential social skills. Developing
others involved sensing people’s development needs and bolstering their abilities a talent not just of
excellent coaches and mentors but also of outstanding leaders. Competence in developing others was
found to be a hallmark of superior managers; among sales managers for example, it typified those at
the top of the field ( Spencer and Spencer, 1993). Although this ability was crucial for those
managing front line works, it has also emerged as a vital skill for effective leadership at high levels
(Goleman, 2000).

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

Creating an atmosphere of openness with clear lines of communication is a key factor in

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

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

RESEARCH DESIGN

The type of the research study is a descriptive study .Descriptive study is a description of a
phenomenon or characteristics associated with the population i.e. who,what,when,where and
sometimes how.

POPULATION SIZE AND TYPE OF STUDY

The study is census study. The population consists of all managers in different
departments at Comfort Shoes Pvt Ltd. There are 31 managers and they all are the respondents of the
study.

DATA COLLECTION METHOD

Primary data

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

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

DATA ANALYSIS

The statistical tools used for analysis are

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

ANALYSIS AND INTERPRETATION

After collection of primary data the questionnaire were scrutinised and transcribed before
actual commencement of tabulation procedure.

DATA ANALYSIS AND INTERPRETATION

Steps Involved In Competency Mapping

Step 1- Study the organization wide competencies

The organization wide competencies were gathered from vision , mission statements of the

company and company documents

Step 2- Study the work group level competencies

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

done were assimilated through the discussion with the project guide in the organization (HR dept)

and documents related to their existing competency matrix.

Step 3 – Study of organization structure

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

was used. It explains the hierarchy of the management from the executive director to the executive

level.

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

The study of competency mapping and assessment covers all L5 level employees ie

managers in all departments. The study currently focuses on all 31 managers present in Corporate

Office.

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

competency dictionary in the corporate.

 Detailed analysis on the core competency was done through references with competency books

written by Robbin Kessler and R.Palan . Also conversation was initiated to understand the working

environment, practices followed regarding the existing competency model ..The complete list of

Identified core competencies is

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

Presentation of tables

This chapter comprises of presentation of the data in tables , and their interpretation .the purpose
of the table is to simplify the presentation and to facilitate the comparison.

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

AGE WISE DISTRIBUTION OF RESPONDENTS

Age Number of respondents Percentage

25-30 3 10
30-35 12 39
35-40 11 35
ABOVE 40 5 16
Total 31 100.0
INFERENCE :

From the table it is observed that 39% respondents belong to age group of 30-35, 35% respondents
belong to the age group of 35-40 and 16% of the respondents belong to age group of above 40 and
10% of respondents belong to age group of 25-30.
CHART - 1

AGE WISE DISTRIBUTION OF RESPONDENTS

AGE WISE DISTRIBUTION OF RESPONDENTS

45
40
35
30
25
20
15
10
5
0
25-30 30-35 35-40 ABOVE 40

Number of respondents Percentage

TABLE-2

DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF EXPERIENCE

No. of years Number of respondents Percentage

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

INFERENCE:

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

CHART-2

DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF EXPERIENCE

 DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF
EXPERIENCE
45
40
35
30
25
20
15
10
5
0
1-5 Oct-15 10-1 15-20

Number of respondents Percentage

TABLE-3

DEPARTMENT WISE DISTRIBUTION OF RESPONDENTS

Departments Frequency Percent

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

INFERENCE:

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

CHART-3

DEPARTMENT WISE DISTRIBUTION OF RESPONDENTS

 DISTRIBUTION ACCORDING TO THE NUMBER OF YEARS OF
EXPERIENCE

120

100

80

60

40

20

Frequency Percent

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

INFERENCE:

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

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

TABLE- 4

ACHIEVEMENT DRIVE
 ACHIEVEMENT DRIVE

35

30

25

20

15

10

MEAN #REF!
TABLE- 5

INITIATIVE AND CREATIVITY

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

INFERENCE

Initiative in individuals is found comparatively high in IT.

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

CHART-5
INITIATIVE AND CREATIVITY

ACHIEVEMENT DRIVE

35.00

30.00

25.00

20.00

15.00

10.00

5.00

0.00

MEAN #REF!
TABLE- 6

DEVELOPING OTHERS

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

INFERENCE

Developing others competency in individuals is found comparatively high in technical

department.

SCM, MIS and Taxation department manager’s CCL of developing others is the lowest when
compared with the other departments and RCL.
CHART-6

DEVELOPING OTHERS

MEAN #REF!
TABLE- 7

TECHNICAL SKILLS AND KNOWLEDGE

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

INFERENCE

Technical skills and knowledge competency in individuals is found comparatively high in Project,
Technical and Health and QC departments.

Legal and taxation department manager’s CCL of technical skill and knowledge is the lowest when
compared with the other departments and RCL.
CHART-7

TECHNICAL SKILLS AND KNOWLEDGE

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

MEAN #REF!
TABLE- 8

ANALYTICAL AND PROBLEM SOLVING

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

INFERENCE

Analytical and problem solving competency in individuals is found comparatively high in human
resource departments.

Health and QC department manager’s CCL of analytical and problem solving competency is the
lowest when compared with the other departments and RCL.
CHART- 8

ANALYTICAL AND PROBLEM SOLVING

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

MEAN #REF!
TABLE- 9

TRUSTWORTHINESS

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

INFERENCE

Trustworthiness competency in individuals is found comparatively high in technical department.

Health and QC department manager’s CCL of Trustworthy competency is the lowest when compared
with the other departments and RCL.
CHART-9

TRUSTWORTHINESS

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

MEAN #REF!
TABLE- 10

SERVICE ORIENTATION AND RESPONSIBILITY

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

INFERENCE

Service orientation competency in individuals is found comparatively high in projects department.

Legal department manager’s CCL of Service orientation competency is the lowest when compared
with the other departments and RCL
.
CHART-10

SERVICE ORIENTATION AND RESPONSIBILITY

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

MEAN #REF!
TABLE- 11

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

INFERENCE

Leadership competency in individuals is found comparatively high in MIS department.

Legal department manager’s CCL of Leadership is the lowest when compared with the other
departments and RCL.
CHART-11

LEADERSHIP

5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0

MEAN #REF!
TABLE- 12

OVERALL COMPETENCY LEVEL OF SELF IN DEPARTMENT WISE

DEPARTMENTS MEAN OF SELF

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

INFERENCE

Project department managers are highly competent when compared with other departments.

Legal department and Taxation department manager’s CCL in overall is the lowest when compared
to the other department managers and RCL.
CHART-12

OVERALL COMPETENCY LEVEL OF SELF IN DEPARTMENT

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

MEAN OF SELF #REF!

TABLE- 13
OVERALL COMPETENCY LEVEL OF SELF AT CORPORATE

COMPETENCIES WAM OF SELF

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

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

CHART-10

OVERALL COMPETENCY LEVEL AT CORPORATE

SELF
4.6

4.5

4.4

4.3
WAM

4.2

4.1

3.9
TRUSTWORTHINESS
ACHIVEMENT DRIVE

ORIENTATION
PROBLEM SOLVING
TECHNICAL SKILLS
INITIATIVE AND

DEVELOPING

LEADERSHIP
AND KNOWLEDGE

ANALYTICAL AND
CREATIVITY

OTHERS

SERVICE
SKILLS

COMPETENCIES

TABLE-14

OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

DEPARTMENTS MEAN OF JOB

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

INFERENCE

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

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

CHART-11

OVERALL USAGE OF COMPETENCIES IN EACH DEPATMENTS

MEAN OF JOB
5

3
MEAN

0
TAXATION
IT

MARKETING
PROJECTS

HEALTH
MIS
ACCOUNTS

HR
AND QC
LEGAL
SCM

TECHNICAL
FINANCE
AND

DEPARTMENTS
TABLE- 15

OVERALL USAGE OF EACH COMPETENCY

COMPETENCIES WAM OF JOB

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

INFERENCE

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

CHART-12

IMPORTANCE OF EACH COMPETENCIES TO PERFORM THE JOB

WEIGHTED AVERAGE MEAN OF JOB

4.5
4.4
4.3
4.2
WAM

4.1

4
3.9
3.8
TRUSTWORTHINESS
ACHIVEMENT DRIVE

ORIENTATION
PROBLEM SOLVING
TECHNICAL SKILLS
INITIATIVE AND

DEVELOPING

LEADERSHIP
AND KNOWLEDGE

ANALYTICAL AND
CREATIVITY

OTHERS

SERVICE
SKILLS

COMPETENCIES
CORRELATION ANALYSIS

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

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

Assumption:

Calculated coefficient of correlation is

1) >0.6 – strong relationship exists
2) 0.4 to 0.6 –moderate relationship exists
3) <0.4 –low relationship exists
CORRELATION ANALYSIS 1:
TABLE-16
VARIABLE-1 OVERALL COMPETENCY LEVEL OF SELF IN EACH DEPARTMENT

DEPARTMENTS MEAN OF SELF

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

TABLE- 17

VARIABLE-2 OVERALL USAGE OF COMPETENCIES IN DEPARTMENT WISE

DEPARTMENTS MEAN OF JOB

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

Correlation= 0.5565

INFERENCE

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

VARIABLE-1

EACH COMPETENCY LEVEL OF SELF AT WHOLE CORPORATE

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

TABLE-19

VARIABLE-2

USAGE OF EACH COMPETENCY AT WHOLE CORPORATE

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

Correlation= 0.843608865

INFERENCE

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

Hypothesis

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

Ha: There is an association between age and their level of achievement drive

TABLE-20

CROSS TABULATION OF AGE AND ACHIEVEMENT DRIVE

AGE * 1.ACHIEVEMENT DRIVE Cross tabulation

1.ACHIEVEMENT DRIVE

neutral agree strongly agree Total

AGE 20-25 0 2 1 3

25-30 0 3 2 5

30-35 1 6 4 11

35-40 0 2 5 7

ABOVE 40 0 3 2 5

Total 1 16 14 31

TABLE-20(A)

Chi-Square Tests

Asymp. Sig. (2-

Value df sided)

Pearson Chi-Square 4.234a 8 .835

Likelihood Ratio 4.473 8 .812

N of Valid Cases 31
TABLE-20 (B)

X^2 df Significance Table value Result Type of test

level
4.234 8 0.05 15.5 Accept Ho Two-tailed

INTERPRETATION

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

FINDINGS OF THE STUDY

 Majority (39%) of respondents belong to the age group of 30-35

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

TABLE-21

SELF ASSESSMENT IN DEPARTMENTS

COMPETENCY HIGH CCL LOW CCL

Achievement drive SCM & Projects Taxation

Initiative and Creativity IT Health and quality control

Developing others Technical SCM, MIS and Taxation

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

Analytical thinking and

HR Health and quality control
problem solving

Trustworthiness Technical Health and quality control

Service orientation and

Projects Legal
Responsiveness

Leadership MIS Legal

 TABLE-22

ASSESSMENT OF COMPETENCY LEVEL AND IMPORTANCE TO JOB

COMPETENCY LEVEL USAGE OF COMPETENCY

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

COMPETENCY LEVEL USAGE OF EACH COMPETENCY

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

Leadership competency is found Technical knowledge and leadership

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

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

CHAPTER-7
 SUGGESTIONS

 Make competencies relevant for each group of

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

CONCLUSION

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

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

In Sauna Poultry Farm Ltd the existing competency matrix is used to measure
competency of employees at different levels, not considering their department and their functions.
Therefore it would be better if competency matrix is constructed for employees in each department
according to their function.

Bibliography
 Books
Department: Designation:
Gender: Experience: ROBIN
Age: ( ) 20-25; ( ) 25-30; ( ) 30-35; ( ) 35-40; ( ) above 40;
KESSLER’s “competency based PERFORMANCE REVIEWS” .

Seema Sanghi “A handbook of competency mapping” Response books, A division of Sage Publications. 2005

edition.

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

Websites

 www.ehresoureces.com

 www.google.com

 www.irisolutions.com

 http://humanresource.about.com

 www.tvrls.com

 www.mindtools.com

 www.citeman.com

A Study on Competency Mapping and Competency Assessment at Suguna

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

Kindly answer the following question so as to assess the competencies at Suguna Poultry Farm Ltd.

COMPETENCY A-self B-job

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

Thanks for your valuable inputs