Mapping 2608

A STUDY ON COMPETENCY MAPPING AS A TOOL FOR HUMAN RESOURCE EFFECTIVENESS
AT CANARA BANK KAGGADASAPURA
CHAPTER 1
INTRODUCTION
“Competency Mapping” refers to a process through which the competencies of the necessary
process are identified. It is done to determine the critical activities of the mandatory processes
of the organization. If Competency Mapping is done, then the organization can identify its
area of thrust and can take necessary actions for future implementation of the activities. In the
Competency Mapping, the process is break down into sub components named as activities
and the competency of all these activities are identified.
Organizations perform the task of Competency Mapping to determine the areas which are
crucial for its proper working and success. The competencies which are included in the
identification are Managerial, behavioural, Technical, Skill based, Attitude based and
Conceptual Knowledge based. All these aspects together lead to determine the actual status of
the activity completion and process functioning which is important for the organization.
Competency Mapping is made up of two terms – Competency + Mapping, Where,

Competency refers to clarify any underlying characteristic that is required to perform the
process or the activity and Mapping refers to the scheduling of the activities in a sequential
order. Together, Competency Mapping refers to the proper scheduling of the activities which
are required for the completion of the crucial processes.
Organization seeking to establish a highly effective and efficient work force must develop a
competency mapping technique, but research suggests that most organizations fail to recognize
the competencies of the employees and utilize them efficiently thus disabling the employees to
work at their best.
When organizations recognize that people are truly their most valuables resource
them one of the roles they accept is helping employees manage their careers.
Competency mapping process is designed to consistently measure and assess individual and group
performance as it relates to the expectations of the organizations and customers. It is used to
identify key attributes (knowledge, skills, and behavior attributes) that are required to perform
effectively in a job classification or an individual process.
SJES College of management studies, Medahalli, Bangalore Page 1

Competency mapping juxtaposes two sets of data. One set is based on organizational
work flow and processer. It starts with the clear articulation of work flow and process including all
quality and quantity requirements, input and outputs, decision criteria, and most important, internal
and external customer requirements. For each step in each process. Specific performance are
identify with all associated metrics and expectations. The other set of data is based on individual
and group performance.
Capabilities it is collected through the utilization of a variety of assessment tools and

procedures (which may include a lowest 360-degree feedback process) to assess the extent to
which individuals and group can consistency demonstrate over time the competencies required to
meet expectations. Where the output from the organizational maps meets the individual and group
performance capabilities, an overall trend line is created that identified where in the process
specific developmental opportunity exists, and with what specific population.
Competency mapping is a process through which one assesses and determines one’s
strengths as an individual worker and in some cases, as part of an organization. It generally
examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of
the individual in areas like team structure, leadership, and decision-making. Large
organizations frequently employ some form of competency mapping to understand how to
most effectively employ the competencies of strengths of workers. They may also use
competency mapping to analyse the combination of strengths in different workers to produce
the most effective teams and the highest quality work.
Competency mapping can also be done for contract or freelance workers, or for those
seeking employment to emphasize the specific skills which would make them valuable to a
potential employer. These kinds of skills can be determined, when one is ready to do the
work, by using numerous books on the subject. One of the most popular ones is Now;
Discover Your Strengths by Marcus Buckingham and Donald Clifton, initially published in
2001.
Buckingham and Clifton’s book, and others like it, practice competency mapping
through testing, having the person sift through past work experiences, and by analyzing
learning types. However, the disadvantage to using a book alone is that most people may
have a few blind spots when they analyze their own competency. Their perception of how
others react to them may not be accurate.

The value of competency mapping and identifying emotional strengths is that many
employers now purposefully screen employees to hire people with specific competencies.
They may need to hire someone who can be an effective time leader or who has demonstrated
great active listening skills. Alternately, they may need someone who enjoys taking initiative
or someone who is very good at taking direction. When individuals must seek new jobs,
knowing one’s competencies can give one a competitive edge in the job market.
Usually, a person will find themselves with strengths in about five to six areas.
Sometimes an area where strengths are not present is worth developing. In other cases,
competency mapping can indicate finding work that is suited to one’s strengths, or finding a
department at one’s current work where one's strengths or needs as a worker can be
exercised.
A problem with competency mapping, especially when conducted by an organization

is that there may be no room for an individual to work in a field that would best make use of
his or her competencies. If the company does not respond to competency mapping by
reorganizing its employees, then it can be of little short-term benefit and may actually result
in greater unhappiness on the part of individual employees. A person identified as needing to
learn new things in order to remain happy might find himself or herself in a position where
no new training is ever required.
However, competency mapping can ultimately serve the individual who decides to
seek employment in an environment where he or she perhaps can learn new things and be
more intellectually challenged. Being able to list competencies on resumes and address this
area with potential employers may help secure more satisfying work. This may not resolve
issues for the company that initially employed competency mapping, without making
suggested changes. It may find competency mapping has produced dissatisfied workers or led
to a high worker turnover rate.
Competency Mapping is a process of identifies key competencies for an organization

and/or a job and incorporating those competencies throughout the various processes (i.e. job
evaluation, training, recruitment) of the organization. To ensure we are both on the same
page, we would define a competency as a behavior (i.e. communication, leadership) rather
then a skill or ability.

The steps involved in competency mapping with an end result of job evaluation include
the following:-
1) Conduct a job analysis by asking incumbents to complete a position information

questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct
one-on-one interviews using the PIQ as a guide. The primary goal is to gather from
incumbents what they feel are the key behaviors necessary to perform their respective jobs.
2) Using the results of the job analysis, you are ready to develop a competency based job
description. A sample of a competency based job description generated from the PIQ may be
analyzed. This can be developed after carefully analyzing the input from the represented
group of incumbents and converting it to standard competencies.
3) With a competency based job description, you are on your way to begin mapping the
competencies throughout your human resources processes. The competencies of the
respective job description become your factors for assessment on the performance evaluation.
Using competencies will help guide you to perform more objective evaluations based on
displayed or not displayed behaviors.
4) Taking the competency mapping one step further, you can use the results of your
evaluation to identify in what competencies individuals need additional development or
training. This will help you focus your training needs on the goals of the position and
company and help your employees develop toward the ultimate success of the organization.
NEED FOR THE STUDY:
The study is focused on analyzing the competency skills of employees at CANARA

BANK .Through the competency mapping process. The level of competencies and skills of
the employees is analyzed through the various dimensions of competency live Emotional,
Intellectual, Motivational and social. The productivity of the company mainly depends on the

employees. Competent employees will be more productivity. So the employee competency

mapping should be the main concern for any HR department.
The HR department has to perform the competency mapping process effectively and
must also motivate the employees by providing them with career growth opportunity, training
programs, appropriate appraisals, identifying the work and implementation awards and other
monetary benefits.
Under the above scenario there is a need to study the competency mapping of
employees with regards to the above-mentioned factors.
USE OF COMPETENCY MAPPING:
Competency mapping can play a significant role in,
 Recruitment and selection.

 Performance management.
 Training and development.
 Succession planning.
 Job enrichment and job enlargement.
PURPOSE OF COMPETENCY MAPPING:
“Effectiveness of an organization is the summation of the required competencies in the

organization”
They are,
 Gap analysis,
 Role clarity,
 Selection, potential identification, growth plans.
 Succession planning,
 Restructuring,
 Inventory of competencies for future planning.
SCOPE OF COMPETENCY MAPPING:
Creating a competency based culture in the organization.
Identifying and building competencies of individuals as efficient and effective

managers.
To ensure that right people are identified and placed in the right jobs & employee
potential is identified, developed and utilized
Help uplift the competencies of critical groups of managers by providing them

insights into their competencies and developmental opportunities.

IMPORTANCE OF COMPETENCY MAPPING:
Competency mapping is excessively used in the organization to determine the crucial
elements and activities. The basic reason due to which the mapping of the competencies is
done is as follows,
 Once the competencies are determined, proper training can be provided to the
individuals to work more efficiently on the processes.
 Key performance areas can be improved by understanding the fields where there is a
gap between the actual and the desired result.
 If the competencies are determined for the given jobs, then the person whose career
planning phase is taking place can consider those competencies and can be ready for
the same.
 Through the competency mapping, the individual is preparing himself for the next set
of responsibilities.
 With the help of the competency mapping the individuals can alter the style of work
where the gap exists.
 By overcoming the differences in the desired level and the actual status of
performance the individual can feel the increase in the self confidence and the
motivational level.
 Competency based approach can lead the individual to derive much efficient results
(with more accuracy) as compared to work in a non-competency derived situation.
 Competency mapping plays a crucial role in career planning of the individual in the
organization.
 Competency mapping leads the individual to understand the actual position from the
desired status of work.

 Helps the individuals to determine the areas where the development is required and
thus leads the individual to develop a self develop.
 This is a competency era. It is beyond doubt that it is beneficial and
cost effective to have competent people occupy higher level positions.
 Competency refers to the intellectual, managerial, social and emotional competency.
 Many organizations in India and abroad are channelizing efforts to mapping
competencies and implementing and development centers.
 The need of the hour as indicated by many organizations is to design and implement
low cost assessment and development centers,
 Competency mapping specially designed to meet the requirements of developing

economies like ours.
CHAPTER 2
RESEARCH DESIGN
Chouhan, Vikram Singh, (2014), Competency Mapping for Professionals in IT

Industry, As the HR profession has increasingly earned its seat at the strategic table and
become a business partner, the need to develop the foundational competency has become
more pronounced. Every well-managed firm should have well defined roles and list of
competencies required to perform each role effectively for all HR jobs. IT Industry, being a
knowledge-based industry, a high intellectual capital lends competitive advantage to a firm.
With a global explosion in market-opportunities in the IT sector, the shortage of manpower
both in numbers and skills is a prime challenge for HR professionals. The related issues are
varied indeed: recruitment of world-class workforce and their retention, compensation and
career planning, technological obsolescence and employee turnover. Competency models are
a natural fit for human resources. They are position models at the heart of every competency-
based HR application. Thus, competencies and competency models are a viable tool that can
be utilized to prepare the current and future workforce and retain skilled incumbent workers
to meet the job requirements and other needs of employers. There is a strong and positive
relationship between possession of competencies and successful job performance. This can be
explained by the fact that HR jobs have different role to play and each role requires different
dimensions of behavior. Thus, competencies and competency models are a viable tool that
can be utilized to prepare the current and future workforce and retain skilled incumbent
workers to meet the job requirements and other needs of employers
Jain, V. K., (2015), Competency Mapping in Indian Industries - A Case Study,

HRD aims at constantly assessing competency requirements of different individuals to
perform the jobs assigned to them effectively and provide opportunities for developing theses
competencies to prepare them for future roles in the organization. RXY Laboratories keeps a
record of employees’ Job Roles and prepares the Job descriptions accordingly. The present
study was undertaken to analyze employee competencies including Attributes, Skills and
Knowledge parameters in detail and make a gap analysis in the actual and desired skills and
assess the training needs of the employees. It will help to improve the performance of the
employees in general and provide information to the company about the skills they possess
which will ensure development of promotion strategies within the company. The parameters
were derived from the Job roles, HR policies and Key Result Areas (KRAs). The competence
approach encourages employees to develop competencies, which can be used in diverse work

situations rather than being boxed into the job. Employee Development also focuses on
enhancing employee competencies, which help them to cope up with organizational change.
Competency may take the form of Knowledge, Attitude, Skill and Values. Besides these, it
may also include characteristics of an individual, motives and self-conception
Mustafa, M. Mustafa and Surbhi (2014), Competency Mapping in IT Industry -

A Case Study, Competency Models are considered as Best Fit for human resources. It has an
important place in the heart of every competency based HR applications. Thus, competencies
and competency models are taken as important tool that can be utilized to prepare the current
and future workforce and retain skilled employees to meet the job requirements and other
needs of employers. With the globalization in IT sector, the shortage of manpower both in
numbers and skills is a major challenge for HR Experts. The related issues are: recruitment of
high-class workforce and their retention, compensation and career planning, technological
advancements and employee turnover. Therefore, many IT Companies in India are interested
in knowing the present skill level of their employees so that training can be given to improve
their performance. Competency mapping model helps in identification of training needs for
HR Experts. This paper is an attempt to develop a competency mapping model for HR
Experts in IT Industry for the purpose of Training Need Assessment. Rapid and uncertain
technological changes and the increased emphasis on quality of services are compelling IT
businesses to recruit adaptable and competent employees. At the top of the competency
model are five roles, through which HR practitioners can view the model: Strategic partners,
Administrative experts, Employee champions, Change agents and HR experts
R, Bharthvajan, (2013), Competency Mapping, Organizations seeking to establish

a highly effective and efficient workforce must develop a competency mapping technique,
but research suggests that most organizations fail to recognize the competencies of the
employees and utilize them efficiently thus disabling the employees to work at their best.
When organizations recognize that people are truly their most valuable resource, then one of
the roles they accept is helping employees manage their careers. Competency mapping is an

important resource in this environment, and is an adjunct to knowledge management and

other organizational initiatives. Competency mapping process is designed to consistently
measure and assess individual and group performance as it relates to the expectations of the
organization and its customers. It is used to identify key attributes (knowledge, skills, and
attitudes) that are required to perform effectively in a job classification or an identified
process. Competency Mapping juxtaposes two sets of data. One set is based on organizational
workflow and processes. It starts with the clear articulation of workflow and processes,
including all quality and quantity requirements, inputs and outputs, decision criteria, and
most important, internal and external customer requirements. For each step in each process,
specific performance requirements are identified with all associated metrics and expectations.
The other set of data is based on individual and group performance. Competencies and
competency-based human resources management (CBHRM) are in common practice in many
organizations. To survive in a turbulent and dynamic business environment organizations
have to adopt competency based human resource management practices, which are vital to
productivity and performance excellence. Human Resource Management in the organization
has to give keen importance to this process since competency determines the organization
Balaji, S. BALAJI and Vimala, D. (2014), A Study On Competency Mapping in

Adecco Service Organizations, Chennai, This Study makes a lucid attempt to Study the
Competency Mapping in Adecco Service Organizations at Chennai. Competency may be
defined as an ability of an individual to do a job properly. Competency Mapping is a process
of identifying the gap of an individual’s performance or job related skills in order to fill those
gaps through effective training. The primary aim of this Study is to identify the difference
between the performance of Employee of Adecco Service Organization at Chennai and the
secondary aim is to identify the competency gap of employee based on the 11 dimensions
taken for Competency Mapping. To fulfill this Researcher has designed questionnaire (1-
SDA to 5-SA) comprising 11 dimensions and the same was distributed to 50 sample and 48
are found to be valid. The Nature of Study is Descriptive and Simple Random Sampling was
used to collect the data. T Test was used to identify the difference between the performance
of Employee and Radar Chart was used to identify the competency gap of employee in each
dimension of Competency Mapping. It is found that the competency levels of Adecco
Employees are found to be different among the employees. The Competency Gaps are found

to be higher in Job Related Skills, Performance and Meta Qualities of employees of Adecco
Organization. These could be developed by giving training specifically on Job Related Skills
and Meta Qualities to the employees in order to the improve the Performance better.
Nisha, N., (2015), Competency Mapping of the Employees, Human resource

management is a process of bringing people and organizations together so that the goals of
each other are met. Nowadays it is not possible to show a good financial or operating report
unless your personnel relations are in order. Over the years, highly skilled and knowledge
based jobs are increasing while low skilled jobs are decreasing. Competency Mapping is a
process of identifying key competencies for an organization, the jobs and functions within it.
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. In this article explains the
why competencies needed and how is measured competency of employees in the organization
Skill development by Competency mapping is one of the most accurate means in identifying
the job and behavioral competencies of an individual in an organization .Competency
mapping should not be seen as rewards. Competency is a set of knowledge, skills and
attitudes required to perform a job effectively and efficiently. A Competency is something
that describes how a job might be done excellently; a Competence only describes what has to
be done, not how. Core competency is something which cannot be copied and it is the pillar
upon which individual rest.
Velayudhan, Mily, (2014), Mapping Core Competencies of Employees for

Excellence with in HCL Technologies, In today’s competitive world it is becoming very
important to build on the competitive activities of the business, particularly regarding what
competencies a business needs to have in order to compete in a specific environment. In
performing or carrying out work, it is essential that the required job skills first be articulated.
This information not only helps to identify individuals who have the matching skills for doing
the work but also the skills that will enhance the successful performance of the work. Yet
often to perform well, it is not enough just to have these skills. It is also critical to

complement the skills with the necessary knowledge and attitudes. These skills, knowledge
and attitudes required for the work are usually collectively referred as competencies. This
article is a pilot study done in-depth for assessing the competencies possessed by the
employees in an unbiased manner, also to find out the gap between the present competencies
and expected competencies of the employees at HCL Technologies, Chennai. At the all
levels, competency management identifies and acquires or builds the competencies needed
immediately to manage the routine, dayto-day work of the organization. The study
conclusively reveals the positive relationship between male and female employees in all the
fifteen aspects also there is a positive relationship between the qualifications of the three
groups and all the fifteen aspects covered in the study. The ttest analysis also reveals that
there is significant difference between the two groups of employees on personal effectiveness
also Significance difference were found between married and unmarried group of employees
in HCL on Functional expertise, Innovation, Customer service, Analytical thinking,
Motivation .
Bhuvaneswary, S., (2013), Competency Mapping of Employees, 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 programs. Also competency mapping is a strategic HR frame work
for monitoring the performance. The aim of this study is to find out the competency mapping
of the organization and level of competencies of employees in this organization. For the data
collection, study used the questionnaire and survey. In this study sample size was 30
employees in the organization. For the analysis of data used percentage analysis, bar
diagrams,pie diagrams in this study. This study found out that majority of the employees has
competency skills. Competency Mapping is a process of identifies key competencies for an
organization and/or a job and incorporating those competencies throughout the various
processes (i.e. job evaluation, training, recruitment) of the organization.It has been a general
observation that hard work, sincerity, knowledge, intelligence alone does not make a person a
star performer in his/her profession.

Vijaya Mani, June,2013, Assessing The Competencies And Developing A

Competency Mapping System For Managing Talent, Competencies refer to those unique
set of skills and abilities (technical as well as behavioral) which are required for achieving the
desired level of performance. These competencies provide a framework for distinguishing
between poor performances and exceptional performance. Despite the growing level of
awareness, competency-based Human Resource still remains an unexplored process in many
organizations. The process of competency mapping is much more complex than it seems to
be, and most HR departments have been struggling to formulate the right framework for their
organizations. The research was undertaken with the primary objective of creating an
effective system for assessing the competencies of the employees. This system has also been
used in the research to assess the competency levels of the executives in one of the renowned
Auto Component manufacturing Organization in Tamil Nadu India. For this purpose, a list of
competencies was prepared for each department, consisting of Technical and Behavioral
competencies along with their desired levels titled as the Competency Dictionary. Based on
this, Assessment Sheets were prepared to assess the actual levels of competencies as against
the desired standards based on Self Assessment and functional head’s Assessment. With the
desired and actual levels, a Gap Analysis was done to identify the gaps in competencies and
training programs were suggested to bridge the gaps.
RESEARCH METHODOLOGY
The research methodology deals with various aspects of research, it talks about the type of
research to be used. The researcher plans how data can be collected. The researcher also
plans for the data collection tools. The researcher plans what type of questionnaire to be
followed &what ranking scales to be used.
The researcher decides about the sample size, research boundary & the various statistical
tools to be used in data analysis & interpretation.

MEANING OF RESEARCH:
• Research is composed of two syllables, a prefix re and a verb search.
• Re means again, anew, over again.
• Search means to examine closely and carefully, to test and try, to probe.
• The two words form a noun to describe a careful and systematic study in some field of
Knowledge, undertaken to establish facts or principles.
• Research is an organized and systematic way of finding answers to questions.
RESEARCH DESIGN:
“A research design is purely & simply the frame work or plan for study that guides the
collection data.”
Fundamental to the success of any formal research project is sound design. A good research
design has the following characteristics namely
 Problem definition.
 Specific methods of data collection & methods.
 Time required for project.
 Estimate of expenses to be incurred.
In this study, the searcher has adopted Descriptive Research Design.
RESEARCH PROCESS:
• Choosing the research problem
• Review of related literature
• Collection of data
• Interpretation of data
• Preparing the research report Methods of Research

• Historical method: to reconstruct the past objectively and accurately, often in relation to the
Tenability of a hypothesis.
• Descriptive method: to describe systematically a situation or area of interest factually and

accurately.
• Developmental method: to investigate patterns and sequences of growth and/or change as a

Function of time.
• Case and field method: to study intensively the background, current status, and
environmental interactions of a given social unit.
• Correlation method: to investigate the extent to which variations in one factor correlate with
variations in one or more other factors based on correlation coefficient.\
• Casual-comparative or “Ex post facto” method: to investigate possible cause-and-effect

Relationships by observing some existing consequence and looking back through the data for
plausible casual factors.
• True experimental method: to investigate possible cause-and-effect relationships by

exposing one or more experimental groups to one or more treatment conditions and
comparing the results to one or more control groups not receiving the treatment, random
assignment being essential.
• Quasi-experimental method: to investigate the conditions of the true experiment in a setting

which does not allow the control or manipulation of all relevant variables?
• Action research: to develop skills or new approaches and to solve problems with direct
application to the classroom or other applied setting.
DESCRIPTIVE RESEARCH DESIGN:
A descriptive research design is one of that simply describes something such as demographic
characteristics of certain people who use something.

The descriptive study we are typically concerned with determining frequently with which
something occurs or how two variables vary together. This study is typically guided by an
initial hypothesis.
A descriptive study requires a clear specification of who, what, when, where, why &how
aspects of the research.
DATA COLLECTION METHOD:
Most of the study is based on the primary data collection and secondary data leads to collect
the employee’s details of the company. The primary data refers to fresh data collected for the
study by the researcher with own personal effort. Data is collected through primary and
secondary data. The needed primary data is collected through survey method by the way of
questionnaire. The secondary data has been collected through the various records, journals,
documents and others.
SOURCES OF DATA:
The data are collected from two major sources:
 PRIMARY DATA
 SECONDARY DATA
PRIMARY DATA:
“Data which are collected a fresh & for the first time is called a primary data. It happens to be
original in character.” The researcher would have to decide which sort of data would be used
for the study & according to it the can be sorted & used for the study.
The collection of primary data is done by questionnaire method.
SECONDARY DATA:
Data which are collected from earlier research work is called secondary data. It is not original
in character. It is a second hand data.

This data are collected from profile, brochure, websites, manuals, and report & from
information bulletin maintained by Human resource development Department.
STATISTICAL TOOLS:
CHI-SQUARE TEST:
The test based on the chi-square distribution & it is a parametric test. It is used for
comparing a sample variance to a theoretical population variance. The test has become very
popular because, they can be applied in any type of situations. The symbol  is a Greek
letter “chi” & it was used by Karl Pearson in the year 1990.
The objective of chi-square is to determine whether areas of significant difference exist

among the various groups. Chi-square test involves comparison of expected frequency (Ei)
with observed frequency (Oi) to determine whether the difference between the two is greater,
SIMPLE WEIGHTED AVERAGE METHOD:
With simple weighted average method there are several ways to determine weighted
value. To construct an index number, this method weights.
PILOT STUDY / PRE TESTING THE QUESTIONNAIRE:
As soon as the topic was approved, the researcher has done an intensive study
The researcher has made a preliminary study among the top level executives. After having a
preliminary discussion with them, the researcher has proceeded further.
A questionnaire has been constructed by the researcher & tested with the executives.
Afterwards, the necessary changes have been made in the questionnaire.
Research design : Descriptive Research design
Sources of data : Primary data & Secondary data

Research instrument : Questionnaire, Websites, Manuals etc..,
Sampling area : Canara Bank
Sampling unit : Employees in Canara bank
Sampling technique : Random or Probability Sampling
Sample size : 100 Employees
CHAPTER 3
COMPANY PROFILE
CANARA BANK
The Canara Bank is one of the largest public sector banks owned by the Government of
India. It is headquartered in Bengaluru. It was established at Mangalore in 1906 by
Ammembal Subba Rao Pai. It is one of the oldest public sector banks in the country. The
government nationalized the bank in 1969. As of 30 October 2017, the bank had a network of
6639 branches and more than 10600 ATMs spread across all over India. The bank also has

offices abroad in London, Hong Kong, Moscow, Shanghai, Doha, Bahrain, South Africa,
Dubai, Tanzania and New York.
Widely known for customer centricity, Canara Bank was founded by Shri Ammembal Subba
Rao Pai, a great visionary and philanthropist, in July 1906, at Mangalore, then a small port
town in Karnataka. The Bank has gone through the various phases of its growth trajectory
over hundred years of its existence. Growth of Canara Bank was phenomenal, especially after
nationalization in the year 1969, attaining the status of a national level player in terms of
geographical reach and -Bank. In June 2006, the Bank completed a century of operation in
the Indian -banking industry. The eventful journey of the Bank has been characterized by
several memorable milestones.
Ammembal Subba Rao Pai, a philanthropist, established the Canara Hindu Permanent Fund
in Mangalore, India, on 1 July 1906. The bank changed its name to Canara Bank Limited in
1910 when it incorporated.
Canara Bank's first acquisition took place in 1961 when it acquired Bank of Kerala. This had
been founded in September 1944 and at the time of its acquisition on 20 May 1961 had three
branches. The second bank that Canara Bank acquired was Seasia Midland Bank (Alleppey),
which had been established on 26 July 1930 and had seven branches at the time of its
takeover.
In 1958, the Reserve Bank of India had ordered Canara Bank to acquire G. Raghumathmul
Bank, in Hyderabad. This bank had been established in 1870, and had converted to a limited
company in 1925. At the time of the acquisition G. Raghumathmul Bank had five branches.
The merger took effect in 1961. Later in 1961, Canara Bank acquired Trivandrum Permanent
Bank. This had been founded on 7 February 1899 and had 14 branches at the time of the
merger.

Next, Canara Bank acquired four banks in 1963: the Sree Poornathrayeesa Vilasam Bank,
Thrippunithura, Arnad Bank, Tiruchirapalli, Cochin Commercial Bank, Cochin, and Pandyan
Bank, Madurai. Sree Poornathrayeesa Vilasam Bank had been established on 21 February
1923 and at the time of its acquisition it had 14 branches. Arnad Bank had been established
on 23 December 1942 and at the time of its acquisition had only one branch. Cochin
Commercial Bank had been established on 3 January 1936, and at the time of its acquisition
had 13 branches.
The Government of India nationalised Canara Bank, along with 13 other major commercial
banks of India, on 19 July 1969. In 1976, Canara Bank inaugurated its 1000th branch. In
1985, Canara Bank acquired Lakshmi Commercial Bank in a rescue. This brought Canara
Bank some 230 branches in northern India.
In 1996, Canara Bank became the first Indian Bank to get ISO certification for "Total Branch
Banking" for its Seshadripuram branch in Bangalore. Canara Bank has now stopped opting
for ISO certification of branches.
Canara Bank established its international division in 1976. In 1983, Canara Bank opened its
first overseas office, a branch in London. Two years later, Canara Bank established a
subsidiary in Hong Kong, Indo Hong Kong International Finance. In 2008-9, Canara Bank
opened its third foreign operation, this one a branch in Shanghai. Later Canara Bank
established a branch each in Leicester and Bahrain, and converted its Hong Kong subsidiary
into a branch. It also has a representative office in Sharjah.

SWOT ANALYSIS
STRENGTHS
1. A public sector undertaking. Thus, has government backing

2. Increasing profits over the years

3. Pan India presence with over 3400 branches

4. Founder of SWIFT (Society for Worldwide Inter Bank Financial Telecommunications)
5. Large employee base
WEAKNESSES
1.Brand valued not as big as SBI or BoB
2.The branches are not modernized in many cities as compared to leading banks
OPPORTUNITIES
1.Venturing into rural areas
2.Installtion of more ATMs
3.Use of mobile banking, internet banking on a large scale
THREATS
1.New banking licenses
2.Foreign players
3. Disinvestments
CHAPTER 4
FACTORS RESPONTENTS

NUMBERS PERCENTAGE
MALE 78 78%
FEMALE 22 22%
TOTAL 100 100%

DATA ANALYSIS AND INTERPREATION
TABLE: 1
GENDER OF THE RESPONDENTS
INFERENCE:
From the above the table 1 it is clearly inferred that’s out of 100 respondents
78% of the employees are males and 22% of employee’s females.
FIGURE: 1
GENDER OF THE RESPONDENTS
It shows the respondent’s gender, gender state that both male and female.
In this study the majority of the respondents come under the male category.
Gender is used to know the number of respondents belongs to which category
by getting opinion from respondents.
GENDER
FEMALE
22%
MALE
78%
TABLE: 2
AGE LEVEL OF THE RESPONDENTS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
20-30 YERS 28 28%
30-40 YEARS 30 30%
40-50 YEARS 24 24%

50-60 YEARS 18 18%
TOTAL 100 100%
INFERENCE:
From the above statistical analysis it is being made clear that 30% of the
respondents are in the age group of 30-40 years and 28% of the respondents
are in the age group of 20-30 years and 24% of the respondents are in the age
group of 40-50 years and 18% of the respondents are in the age group of 50-
60 years .

FIGURE: 2
AGE LEVEL OF THE RESPONDENTS
The age is the length of time that one has existed. In this study, also this
gives the period of existence of the respondents, which is obtained in terms of
completed years. Age is used to know the number of respondents in each age
category.
AGE
35%
30%
25%
20%
15%
10%
5%
0%
20-30 YRS 30-40 YRS 40-50 YRS 50-60 YRS

TABLE: 3
MARITAL STATUS OF THE RESPONDENTS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
MARRIED 80 80%
SINGLE 20 20%
TOTAL 100 100%
INFERENCE:
From the above table it is clearly stated that out of 100 respondents in 80% of
the respondents are married and 20% of the respondents are single.

FIGURE: 3
MARITAL STATUS OF THE RESPONDENTS
MARITAL STATUS
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
MALE FEMALE

TABLE: 4
THIS TABLE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
UG 26 26%
PG 30 30%
DIPLOMA 22 22%
OTHERS 22 22%
TOTAL 100 100%
INFERENCE:
From the above table it is shows that 30% of the respondents are post
graduates and 26% of the respondents are under graduation and 22% of the
respondents are diploma and the excess 22% of the respondents are having an
other qualifications

FIGURE: 4
THIS FIGURE SHOWS EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Qualification shows the ability, skill or talent, which makes the person to
be identified as educated or not. Qualification is of different levels. Each
position requires a particular qualification. In this study, the respondent’s
education qualification is used to know the educational status of respondents.
BASIC QUALIFICATION
UG
OTHERS 26%
22%
DIPLOMA
22%
PG
30%

TABLE: 5
THIS TABLE SHOWS WORK EXPERIENCE OF THE RESPONDENTS IN REVL
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
0-5 YEARS 20 20%
5-10 YEARS 36 36%
10-20 YEARS 24 24%
20&ABOVE 20 20%
TOTAL 100 100%
INFERENCE:
From the above table clearly inferred that the work experience of the
respondents. Is that 36% of the employees having 5-10 years of work
experience, 24% of the employees having 10-20 years of work experience and
20% of the employees having 20 & above years of working experience and 0-5
years working respondents also having the 20% of experience.

FIGURE: 5
THIS FIGURE SHOWS EXPERIENCE OF THE RESPONDENTS
The accumulation of knowledge or skill that results from direct

participation in events or activities over a given number of years. In this study,
the experience of the respondents plays a role, as associates with experience
in the current organization and to know how many years of experience each
respondent worked in a particular organization.
EXPERIENCE
36%
24%
20% 20%
0-5 YRS 5-10 YRS 10-20 YRS 20&ABOVE

TABLE: 6
RESPONDENTS AWARENESS ABOUT COMPETENCY MAPPING
OPINION RESPONDENTS
NUMBERS PERCENTAGE
YES 80 80%
NO 20 20%
TOTAL 100 100%
INFERENCE:
From the above it is clearly represent that out of 100 respondents 80% of the
employees are having the awareness about the competency mapping and only
20% of the employees are weak in awareness.

FIGURE: 6
AWARENESS ABOUT COMPETENCY MAPPING
In this study to know the competency mapping is following in the respondents
company by getting opinion from respondents.
AWARENESS
80%
70%
60%
50%
40%
30%
20%
10%
0%
YES NO
A

TABLE: 7
ANALYSING THE RESPONDENTS PERFORMANCE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
HIGHLY SATISFIED 36 36%
SATISFIED 40 40%
DISSATISFIED 24 24%
TOTAL 100 100%
INFERENCE:
From the above table shows the satisfaction level of respondents. Nearly 40%
of the respondents are satisfied with their performance, 36% of the
respondents are highly satisfied with their performance only 24% of the
employees are satisfied with their performance.

FIGURE: 7
SATISFIED WITH THE RESPONDENTS PERFORMANCE, RIGHTLY RECOGNIZED

BY THEIR ORGANISATION
45%
40%
35%
30%
25%
20% 40%
36%
15%
24%
10%
5%
0%
HIGHLY SATISFIED SATISFIED DISSATISFIED
RESPONDENTS PERFORMANCE

TABLE: 8
ANALYSING THE LEVEL OF RESPONDENTS INDIVIDUAL PERFORMANCE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 80 80%
NO 20 20%
TOTAL 100 100%
INFERENCE:
From the above table it is clearly inferred that out of 100 respondent 80% of
the respondents are clearly understand about their level of performance, and
20% of the respondents are having insufficiency knowledge about their
performance.

FIGURE: 8
THE RESPONDENTS ARE CLEARLY UNDERSTOOD ABOUT THEIR INDIVIDUAL

PERFORMANCE IN THE ORGANISATION.
INDIVIDUAL PERFORMANCE OF RESPONDENTS

YES NO
20%
80%

TABLE: 9
THE RESPONDENTS THINK ABOUT THE COMPETENCY MAPPING IT’S A DE-

MOTIVATING FACTOR OR NOT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 66 66%
NO 34 34%
TOTAL 100 100%
INFERENCE
From the above table it is clearly represent that 66% of the respondents are
said self-competency mapping is are de-motivating factor and 34% of the
respondents are said it is not a de-motivating factor.

FIGURE: 9
COMPETENCY MAPPING IT’S A DE-MOTIVATING FACTOR OR NOT
DE-MOTIVATING FACTOR
NO 34%
YES
0% 10% 20% 30% 40% 50% 60% 70%

TABLE: 10
ANALYSIS OF RESPONDENTS WHO ACQUIRED ANY SKILLS, KNOWLEDGE AND

ABILITIES THROUGH THE ED PROGRAM
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
STRONGLY AGREE 34 34%
AGREE 46 46%
DISAGREE 4 4%
STRONGLY DISAGREE 16 16%
TOTAL 100 100%
INFERENCE
This table shows that 46% of the respondents are agree that they are acquiring
knowledge with ED programs 34% of the respondents are acquiring knowledge
with ED programs. 16% of the employees are strongly disagreeing that they are
not acquiring knowledge with ED programs. 4% of the employees are
disagreeing that they are not acquiring any new skills and knowledge through
the ED programs.
FIGURE: 10

RESPONDENTS WHO ACQUIRED NEW SKILLS, KNOWLEDGE AND ABILITIES

THROUGH THE ED PROGRAM
NEW SKILLS
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE

TABLE: 11
ANALYSIS OF THE RESPONDENTS ORGANISATION GIVEN ANY ADEQUATE

OPPORTUNITIES
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 82 82%
NO 18 18%
TOTAL 100 100%
INFERENCE:
From the above table, it shows the opportunities given to the respondents 82%
of the respondents said that organization is giving an adequate opportunity
and 18% of respondents said that organization is not giving an adequate
opportunity

FIGURE: 11
ORGANISATION WHICH GIVE ADEQUATE OPPORTUNITIES
18%
NO
82%
YES
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

TABLES: 12
ANALYSIS OF RESPONDENTS ABOUT THEIR EXISTING COMPETENCY

DEVELOPMENT INITIATIVES ARE ENOUGH OR NOT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 42 42%
NO 58 58%
TOTAL 100 100%
INFERENCE:
From above the table, it shows that 42% of the respondents are satisfied with
the existing competency development and initiative schemes but 58% of the
respondents are not satisfied with the existing competency development and
initiatives schemes.

FIGURE: 12
ABOUT THEIR EXISTING COMPETENCY DEVELOPMENT INITIATIVES ARE

ENOUGH OR NOT
60%
50%
40%
58%
30%
42%
20%
10%
0%
YES NO

TABLE: 13
COMPETENCY MAPPING IS A EXCELLENT TOOL FOR EMPLOYEES

DEVELOPMENT AND SUCCESSION PLANNING
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 68 68%
NO 32 32%
TOTAL 100 100%
INFERENCE:
From above the table it is clearly inferred that out of 100 respondents 68% of
the respondents are said that the competency mapping an excellent tool for
succession planning and 38% of the respondents said it’s not so

FIGURE: 13
COMPETENCY MAPPING IS A EXCELLENT TOOL FOR EMPLOYEES

DEVELOPMENT AND SUCCESSION PLANNING
EXCELLENT TOOL
68%
32%
YES NO

TABLE: 14
ANALYSIS OF THE RESPONDENTS WHO ARE AGREEING WITH THE NATURE OF

COMPETENCY MAPPING IS REQUIRED FOR THE POSITION THAT MAKES
IMMIDIETLY HIGHER OR NOT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
AGREE 50 50%
DISAGREE 6 6%
TOTAL 100 100%
INFERENCE:
From the above table, it shows that 50% of the respondents are agreeing with
this concept and 24% of the respondents are strongly disagree that
competency mapping not help for that and 20% of the respondents are
strongly agree that competency mapping is helping to go for higher post, but
the 6% of the respondents are disagree that competency mapping is not
helping them to go for higher post.
FIGURE: 14

THIS FIGURE SHOWS THE RESPONDENTS WHO ARE AGREEING WITH THE
NATURE OF COMPETENCY MAPPING IS REQUIRED FOR THE POSITION THAT
MAKES IMMIDIETLY HIGHER OR NOT
HIGHER POST
60%
50% 50%
40%
30%
24%
20% 20%
10%
6%
0%
0.5 1 1.5 2 2.5 3 3.5 4 4.5

TABLE: 15
ANALYSIS OF THE ALL RESPONDENTS WHO ARE HAVING A SELF UPDATED ON

THE INDUSTRY STATUS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
AGREE 48 48%
DISAGREE 6 6%
TOTAL 100 100%
INFERENCE:
From above the table, it is shows that, 48% of the respondents are agree that
they are self updated on the industrial status, 24% of the respondents are
strongly agree that they are self updated on industrial status, and 22% of the
respondents are strongly disagree that they are not self updated on the
industrial status, and 6% of the respondents are disagree that they are also not
self update on the industry level.
FIGURE: 15

THIS FIGURE SHOWS THE ALL RESPONDENTS WHO ARE HAVING A SELF
UPDATED ON THE INDUSTRY STATUS
SELF UPDATED
60%
50%
48%
40%
30%
24%
22%
20%
10%
6%
0%
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE

TABLE: 16
ANALYSIS OF THE RESPONDENTS WHO ARE HAVING A GOOD

UNDERSTANDING WITH MAJOR COMPETEITORS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 76 76%
NO 24 24%
TOTAL 100 100%
INFERENCE:
From the above table clearly represent that the 76% of the respondents are
said yes and they having the good understanding with major competitors and
24% of the respondents are said no and they don’t have the good
understanding with major competitors.
FIGURE: 16
THIS FIGURE SHOWS THE RESPONDENTS WHO ARE HAVING A GOOD

UNDERSTANDING WITH MAJOR COMPETEITORS
GOOD UNDERSTANDING
80%
100%
70%
60%
50%
40%
30%
100%
20%
10%
0%
0.8 1 1.2 1.4 1.6 1.8 2 2.2

TABLE: 17
ANALYSIS OF THE RESPONDENTS WHO LEARNED THE NEW CONCEPT AND

TECHNOLOGY AS SOON AS POSSIBLE
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
AGREE 40 40%
DISAGREE 10 10%
TOTAL 100 100%
INFERENCE:
From the above table, it shows that 40% of the respondents are agreeing that
new concept or technology learned by them as soon as possible, 38% of the
respondents are strongly agree that new concept or technology learned by
them as soon as possible, 12% of the respondents strongly disagree that new
concept and technology learned as not possible and 10% of the respondents
are disagree which this concept.
FIGURE: 17

THIS FIGURE SHOWS THE RESPONDENTS WHO LEARNED THE NEW CONCEPT
AND TECHNOLOGY AS SOON AS POSSILE
LEARNING CAPACITY
STRONGLY DISAGREE
12%
DISAGREE
10%
STRONGLY AGREE
38%
AGREE
40%

TABLE: 18
ANALYSIS OF THE RESPONDETS HAVE TIME TO ATTENED VARIOUS TRAINING

PROGRAMS
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
YES 42 42%
NO 58 58%
TOTAL 100 100%
INFERENCE:
From the above table clear represent that the 42% of the respondents have
time to attend training programs. But 58% of the respondents are not have
time to attend training programs.
FIGURE: 18

THIS TABLE SHOWS THE RESPONDETS HAVE TIME TO ATTENED VARIOUS

TRAINING PROGRAMS
TRAINING PROGRAMS
YES
42%
NO
58%

TABLE: 19
ANALYSIS OF THE RESPONDENTS WHO ARE WELL VERSED IN COMPETENCY

MAPPING
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
AGREE 48 48%
DISAGREE 14 14%
TOTAL 100 100%
INFERENCE:
From the above the table, It is inferred that 48% of the employees are agreeing
that they are well versed in this system. 20% of the employees are strongly
agree that they are well versed in this system and 18% of the respondents are
strongly disagree that they are not well versed in this system and 14% of the
respondents are disagree that they are not well versed in competency
mapping.

FIGURE: 19
THIS FIGURE SHOWS THE RESPONDENTS ARE WELL VERSED IN COMPETENCY

MAPPING
WELL VERSED
STRONGLY DISAGREE
18%
STRONGLY AGREE
20%
DISAGREE
14%
AGREE
48%

TABLE: 20
ANALYSIS OF COMPETENCY MAPPING AS AN IDEAL TOOLS FOR EMPLOYEE

DEVELOPMENT
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
AGREE 76 76%
DISAGREE 24 24%
TOTAL 100 100%
INFERENCE:
From the above table, it is represent that 76% of the respondents are agree
that competency mapping is an ideal tool for EMPLOYEE DEVELOPMENT and
24% of the respondents are disagree that competency mapping is not an ideal
tool for EMPLOYEE DEVELOPMENT.
FIGURE: 20
THIS FIGURE SHOWS COMPETENCY MAPPING AS AN IDEAL TOOLS FOR

EMPLOYEE DEVELOPMENT
100%
90%
80%
70%
76% 24%
60%
50%
40%
30%
20%
10%
0%
AGREE DISAGREE
IDEAL TOOL

STATISTICAL ANALYSIS:
In this chapter, the researcher analysed and interpreted

the data in terms of the objectives mentioned in methodology.
DATA COLLECTION, ANALYSIS & INTERPREATION:
DATA COLLECTION METHODS USED:
The method of data collection is a path of

achieve the target of the research. The steps are.
 The research problem was formulated.

 The place of study was chosen.
 Questionnaire was framed.
 Questionnaire was put to per- test.
 The final form of questionnaire was framed.
 Random sampling was done.
 The factors for limitation of the study ware also recognized
SELECTION OF STATISTICAL TOOL:
The data collected has been analyzed by using statistical tools such as;
1. Chi – square test.

2. . Weighted average method.
DATA ANALYSIS:
The researcher has proceeded to analyze at RANA ENGINE VALVE private

limited, Chennai on the basis of certain aspect such as sources, effects,
communication, etc. The opinions of the respondents ware obtained through
30 questions.

TEST NO.1
CHI – SQUARE TEST
AIM:
To test the significant relationship between age and experience factors of

employees.
NULL HYPOTHESIS :( HO)
There is no significant relationship between age and experience of employees.
ALTERNATIVE HYPOTHESIS :( H1)
There is significant relationship between age experiences of employees
CHI – SQUARE TEST:
TABLE: 1 AGE

FACTORS RESPONDENTS
NUMBER PERCENTAGE
A 28 28%
B 30 30%
C 24 24%
D 18 18%
TOTAL 100 100%
TABLE: 2 EXPERIENCES:
FACTORS RESPONDENTS
NUMBER PERCENTAGE
0–5 20 20%
5 – 10 36 36%
10 – 20 24 24%
20 And above 20 20%
TOTAL 100 100%
TABLE: 3 OBSERVED FREQUENCIES (OI)
AGE EXPERIENCE
0-5 5 - 10 10 - 20 20 &Above TOTAL
a 4 12 8 4 28
b 4 12 10 4 30
c 8 10 2 4 24
d 4 2 4 8 18
TOTAL 20 36 24 20 100/100

TABLE: 4 EXPECTED FREQUENCIES (EI)
AGE EXPERIENCIE
0-5 5 - 10 10 - 20 20 &Above TOTAL
a 5. 6 10. 08 6. 72 5. 6 28
b 6 10. 08 7. 2 6 30
c 4.8 8. 64 5.76 4. 8 24
d 3.6 6. 48 4. 32 3. 6 18
TOTAL 20 36 24 20 100/100
TABLE: 5
O E (O – E) (O – E)2 (O – E)2 / E
4 5. 6 - 1. 6 2. 56 0. 457
4 6 -2 4 0.666
8 4. 8 3. 2 10. 24 2. 133
4 3.6 0. 4 0. 16 0. 044
12 10. 08 1. 92 3. 6864 0.365
12 10. 8 1. 2 1. 44 0. 133
10 8. 64 1. 36 1. 8496 0.214
2 6. 48 -4. 48 20. 0704 3. 097
8 6. 72 1. 28 1. 6384 0. 243
10 7. 2 2. 8 7. 84 1. 088
2 5. 76 -3. 76 14. 1376 2.454
4 4.32 -0. 32 0. 1024 0. 023
4 5. 6 -1. 6 2. 56 0. 457
4 6 -2 4 0.666
4 4.8 -0. 8 0. 64 0. 133
8 3.6 4. 4 19. 36 5. 377
TOTAL 100 17. 547

FORMULA:
Chi -square (x^ 2) = £ (O-E) ^ 2

E
WHERE, O = Observed frequency.
E = Expected frequency.
E = Row total X Colum total
Grand total
DEGREE OF FREEDOM
= (R-1) X (C-1)
= (4-1) X (4-1)
= 3x3
DF = 9
Tabulated value at degree of freedom at 5% of significant level = 16. 9
Calculated value of chi- square = 17. 547
Here, Calculated value > tabulated value (i.e.) calculated value is higher than
tabulated value.
So H1 accepts and rejects HO
Hence there is a significant relationship between Age and experience of the

employees.
INFERENCE:

It is analyzed by applying chi-square test that age of respondents level has a

positive association with the level of respondents level has a positive
association with the level of respondents experience.
TEST. NO 2
WEIGHTED AVERAGE METHOD:
RESPONDENTS SUGGEST THE OTHER ED INITIATIVES:
FACTORS RESPONDENTS
NUMBERS PERCENTAGE
A 24 24%
B 28 28%
C 22 22%
D 16 16%
E 10 10%
TOTAL 100 100%

OTHER INITIATIVES
24%
10%
16%
A
B
C
D
E
22% 28%
The weighted average method for the expectations of the competency

mapping of the employees.
FACTOR CAPACTIY INDIVIDUAL VARIOUS MEASURE THE OTHER

S BUILDING MONITORIN TRAINING EE’S S
RANK PROGRAM G SYSTEM PROGRAM PERFORMANC
S S E LEVEL
1 24 28 22 16 10
2 10 10 12 26 42
3 18 6 24 24 28
4 30 14 26 20 10
5 18 42 16 14 10
TOTAL 100 100 100 100
TABLE: 2: CAPACITY BUILDING PROGRAMS
RANK W1 W1X
1 30 30
2 24 48
3.5 18 63
3.5 18 63

5 10 50
TOTAL 100 254
Weighted average =  W1X
W1
= 254
100
=2.54
TABLE: 3 Measure the employees performance.
RANK W1 W1X
1 26 26
2 24 48
3 20 60
4 16 64
5 14 70
TOTAL 100 268
WEIGHTED AVERAGE:
Weighted average = W1X
W1X
= 268
100
= 2.68
TABLE: 4 INDIVIDUAL MONITORING SYSTEMS.
RANK W1 W1X
1 42 42
2 28 56
3 14 42
4 10 40
5 6 30
TOTAL 100 210
WEIGHTED AVERAGE = W1X
W1
= 210
100
= 2.1
TABLE: 5 VARIOUS TRAINNING SYSTEMS.
RANK W1 W1X
1 26 26
2 24 48
3 22 66
4 16 64
5 12 60
TOTAL 100 264
W1X
= 264
100

= 2.64
TABLE: 6 OTHERS
RANK W1 W1X
1 42 42
2 28 56
4 10 40
4 10 40
4 10 40
TOTAL 100 218
W1
= 218
100
= 2.18
INFERENCE:
Based on the above table the factor which influences the expectation of the
competency mapping of the employees is ranked below.
TABLE: 7
FACTOR WEIGHTAGE RANK

CAPACITY 2.54 3
INDIVIDUAL 2.1 5
TRAINING 2.64 2
PERFORM 2.68 1

OTHERS 2.18 4
RESULT:
Measuring the employee’s performance level is the major factor which

influences the expectation of the competency mapping of the employees in

CHAPTER 5
FINDINGS, SUGGESTIONS & CONCLUSION
FINDINGS:
1. Most 78% at the respondent are of male in CANARA BANK.

2. The majority 38% of the respondent are in age group of (30-40) years in
the organization.
3. 30% of the employees in the organization are in post graduate in
CANARA BANK.
4. It is observed that 80% of the employees are married.
5. I have concluded that 36% of the employees have the 5-10 years
experience in that organization.
6. 80% of the employees are said that they are having the awareness about
the competency mapping system followed in the organization.
7. It so found that 40% of the employees are satisfied with their individual
performance in the CANARA BANK.
8. It is observed that 80% of the employees are clearly understood about
their individual performance in the organization.
9. It has been exhibited that 66% of the employees said that the self
competency mapping is not de-motivating factor for their imprudent.
10.It is observed that 34%of the employees are agreeing about their employee
development program by the organization.
11.The 82% of the employees surely satisfied with the organization for
providing adequate opportunity to developing the skill and abilities in
performing their jobs.
12.58% of the respondents are satisfied with their existing training schemes
and employee development initiatives.

13.The 28% of the respondents are suggesting that competency development

initiatives can be given by individual monitoring system.
14.It shows 68% of the respondents are saying that competency mapping is
an excellent tool for planning in their organization.
15.Nearly 50% of the respondents agreed that the competency mapping
required archiving the higher post in the organization.
16.48%of the employees are satisfied that they are self- updating the industry
statist.
17.76% of the respondents have the cordial relationship with the major
competitors.
18.40% of the employees shows interested learn new technology concept as
soon they possible.
19.58% of the respondents have time to attend the various training programs
and seminar conferences conducted in CANARA BANK.
20.Mostly 48% of the employees are well versed in the competency mapping
system.
21.It is observed that 76% of the employees care agreed the competency
mapping ideal tool for employee development.

SUGGESTIONS:
The company management should provide the knowledge of work to

every employee.
The training program activities should be improved.
Working environment should be improved in the company.
The organization should give adequate orientations and training to the
employees to cope-up with the changing work conditions in the
organization.
Respondents spend time to attend various training programs.
At the time of changes in technology the employees need adequate
training programs.
The management should understand what the employees want and render
them according to the needs.
The organization implements the promotion policy based on effective
performance of the employees.
Employees of the lower level in the sectors like manufacturing do have a
lot of concerns and thus the management should keep a wide eye
regarding the competency mapping process.
The supervisors should always maintain the proper relationship with the
employees.
Proper communication between the employee and employer increases the
performance of the employees as they get clarity of the state of affairs,
reality cheek, encouragement, etc.
CONCLUSION
Competency mapping is a new concept of every organization. So it is

followed by some of the organizations.
Competency mapping is an ideal tool for a succession planning. It’s

helpful for the employee’s performance measuring, skills and knowledge
.
Competency mapping is basic concept for performance appraisal as well
as training of employees.
If the organization conduct the competency mapping means they may get good
feedback from the employees otherwise they can test the performance of the
employees if they are lack in performance the organization should provide the
various training programs. So that in every organization they use the
competency mapping.
So every organization must follow this concept. Otherwise they face lot of
problems between the employees like conflict, obscene of work and no
involvement in work.
As we conclude this project, we expect all the organization should follow the
competency mapping to measure the employees and profit of the organization.

BIBLIOGRAPHY
BOOKS REFERED:
Milind kotwal (2008), model and method for competency mapping and
assessment.
R. Palan (2006) competency mapping – A practitioner’s guide
WEBSITE:
Www. Google .com
Http// www . tvrls. Com / competency mapping .html
Http// www. Workitect . com / competency mapping assessment. Html
Www. hrm. com
Www. R com .com
Www. Cite hr .com
QUESTIONNAIRE

NAME : INCOME :
AGE : SEX :
OCCUPATION : PHONE NO. :
Q1) ARE AWARE OF COMPETENCY MAPPING
a) Yes b) No
Q2) AWARE OF YOUR INDIVIDUAL PERFORMANCES IN COMPANY
a) Yes b) No
Q3) DO YOU THINK COMPETENCY IS A DEMOTIVATING FACTOR
a) Yes b) No
Q4) DO YOU THINK YOU HAVE ACQUIRED NEW SKILLS, KNOWLEDGE AND
ABILITIES THROUGH THE ED PROGRAM
a) STRONGLY AGREE b) AGREE
c) STRONGLY DISAGREE d) DISAGREE
Q5) DO YOU THINK ORGANISATION GIVE ADEQUATE OPPORTUNITIES

a) YES b) NO
Q6) EXISTING COMPETENCY DEVELOPMENT INITIATIVES ARE ENOUGH
a) YES b) NO
Q7) DO YOU THINK COMPETENCY MAPPING IS A EXCELLENT TOOL FOR

EMPLOYEES DEVELOPMENT AND SUCCESSION PLANNING
a) YES b) NO
Q8) NATURE OF COMPETENCY MAPPING IS REQUIRED FOR THE POSITION

THAT MAKES IMMIDIETLY HIGHER
Q9) DO YOU THINK THAT YOU ARE SELF-UPDATED ON THE INDUSTRIAL

STATUS,
Q10) DO YOU HAVE GOOD UNDERSTANDING WITH MAJOR COMPETITORS

a) yes b) no
Q11) LEARNED THE NEW CONCEPT AND TECHNOLOGY AS SOON AS POSSIBLE
Q12).DO YOU HAVE TIME TO ATTENED VARIOUS TRAINING PROGRAMS
A. Yes
B. No
Q13) ARE YOU WELL VERSED IN THE COMPETENCY MAPPING.
Q14). DO YOU THINK COMPETENCY MAPPING AS AN IDEAL TOOL FOR

EMPLOYEE DEVELOPMENT
a) AGREE b) DISAGREE

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A STUDY ON COMPETENCY MAPPING AS A TOOL FOR HUMAN RESOURCE EFFECTIVENESS

AT CANARA BANK KAGGADASAPURA

Competency Mapping is made up of two terms – Competency + Mapping, Where,

SJES College of management studies, Medahalli, Bangalore Page 1

Capabilities it is collected through the utilization of a variety of assessment tools and

SJES College of management studies, Medahalli, Bangalore Page 2

A problem with competency mapping, especially when conducted by an organization

Competency Mapping is a process of identifies key competencies for an organization

SJES College of management studies, Medahalli, Bangalore Page 3

1) Conduct a job analysis by asking incumbents to complete a position information

NEED FOR THE STUDY:

The study is focused on analyzing the competency skills of employees at CANARA

SJES College of management studies, Medahalli, Bangalore Page 4

employees. Competent employees will be more productivity. So the employee competency

USE OF COMPETENCY MAPPING:

Competency mapping can play a significant role in,

 Recruitment and selection.

PURPOSE OF COMPETENCY MAPPING:

“Effectiveness of an organization is the summation of the required competencies in the

SCOPE OF COMPETENCY MAPPING:

Creating a competency based culture in the organization.

Identifying and building competencies of individuals as efficient and effective

Help uplift the competencies of critical groups of managers by providing them

SJES College of management studies, Medahalli, Bangalore Page 6

IMPORTANCE OF COMPETENCY MAPPING:

Competency mapping is excessively used in the organization to determine the crucial

individuals to work more efficiently on the processes.

gap between the actual and the desired result.

where the gap exists.

(with more accuracy) as compared to work in a non-competency derived situation.

desired status of work.

SJES College of management studies, Medahalli, Bangalore Page 7

thus leads the individual to develop a self develop.

 This is a competency era. It is beyond doubt that it is beneficial and

cost effective to have competent people occupy higher level positions.

 Competency refers to the intellectual, managerial, social and emotional competency.

 Many organizations in India and abroad are channelizing efforts to mapping

competencies and implementing and development centers.

low cost assessment and development centers,

 Competency mapping specially designed to meet the requirements of developing

Chouhan, Vikram Singh, (2014), Competency Mapping for Professionals in IT

Jain, V. K., (2015), Competency Mapping in Indian Industries - A Case Study,

SJES College of management studies, Medahalli, Bangalore Page 9

Mustafa, M. Mustafa and Surbhi (2014), Competency Mapping in IT Industry -

R, Bharthvajan, (2013), Competency Mapping, Organizations seeking to establish

SJES College of management studies, Medahalli, Bangalore Page 10

important resource in this environment, and is an adjunct to knowledge management and

Balaji, S. BALAJI and Vimala, D. (2014), A Study On Competency Mapping in

SJES College of management studies, Medahalli, Bangalore Page 11

Nisha, N., (2015), Competency Mapping of the Employees, Human resource

Velayudhan, Mily, (2014), Mapping Core Competencies of Employees for

SJES College of management studies, Medahalli, Bangalore Page 12

Bhuvaneswary, S., (2013), Competency Mapping of Employees, The current

SJES College of management studies, Medahalli, Bangalore Page 13

Vijaya Mani, June,2013, Assessing The Competencies And Developing A

SJES College of management studies, Medahalli, Bangalore Page 14

• Research is composed of two syllables, a prefix re and a verb search.