Competency Mapping

White Pearl Suites Goa, Stay Well Hospitality
A STUDY OF COMPETENCY MAPPING IN WHITE PEARL SUITES GOA
SUMMER TRAINING PROJECT REPORT
Submitted in partial fulfillment of
MASTERS OF BUSINESS ADMINISTRATION

In the
UNIVERSITY SCHOOL OF BUSINESS
CHANDIGARH UNIVERSITY, GHARUAN

2017
Supervised by: Submitted by:

Dr. Miss.
Chandigarh University Page 1

DECLARATION
I undersigned hereby declare that the summer training report submitted to CHANDIGARH UNIVERSITY . In
partial fulfillment the degree of MASTERS OF BUSINESS ADMINISTRATION ON
“A STUDY OF COMPETENCY MAPPING IN WHITE PEARL SUITES GOA” is the result of my own
work under continuous guidance and kind co-operation of our university faculty member Dr. Surat Singh. I
have not submitted this training report to any other university for the award of degree.
Signature of Student
Place: Chandigarh, Punjab
Date

CERTIFICATE
This is certifying that Miss. HEMLATA UID NO. 16 MBA 1109 student in program MBA, under university
school of business, Chandigarh University, Gharuan, Punjab has completed the internship with WHITE
PEARL SUITES, GOA between 1ST JUNE 2017 to 31st JULY 2017 and her report is titled
“A STUDY OF COMPETENCY MAPPING IN WHITE PEARL SUITES GOA” Student has carried out
work successfully under my supervision.
I wish her success in life.
Sign of Faculty supervisor

PREFACE
For management careers, it is very important to develop managerial skills. In order to achieve positive results
along with theoretical concepts the exposure of real life situation existing in corporate world is very much
needed.
Therefore, it becomes necessary to undergo any project work. It exposes a student invaluable treasure of
experience.
I underwent training in White Pearl Suites, Goa. It was my fortune to get training in a very healthy group that
has spread its roots in India and various other countries. I got the opportunity to view the overall working of the
organization. In the forth of coming pages, I have attempted to present a report covering different aspects of my
training.
ACKNOWLEDGEMENT
I would like to thank the HR and the General Manager of White Pearl Suites, Goa for providing this wonderful
opportunity to work.
I wish to acknowledge my sincere gratitude and indebtedness to my project guide DR.SURAT SINGH from
Chandigarh University for his valuable guidance and constructive suggestions in the preparation of project
report.
Index

Contents Page Number
Declaration 01
Certificate 02
Preface 03
Acknowledgement 04
Chapter- 1 Company profile 09-14
Chapter- 2 Introduction of Employee Engagement 16-25
Chapter- 3 Review of literature 27-30
Chapter- 4 Objectives of the study 32
Chapter- 5 Research Methodology 34-35
Chapter- 6 Data Analysis & Major Findings, Suggestions 37-47
Chapter- 7 Conclusion 49
Bibliography 50
Annexure 51-53

Chapter-1
Company profile

HOSPTITALITY AND TOURISM INDUSTRY
The Indian hospitality industry has emerged as one of the key industries driving growth of the services sector in
India. It has evolved into an industry that is sensitive to the needs and desires of people. The fortunes of the
hospitality industry have always been linked to the prospects of the tourism industry and tourism is the foremost
demand driver of the industry. The Indian well as increased tourist movement within the country and it has
become one of the leading players in the global industry. Foreign tourist arrivals (FTAs) into the country
increased steadily from 2002 to 2008. FTAs dipped in 2009, due to the global economic slowdown; however,
the impact on the Indian industry was much lower than on the global counterparts. FTAs are expected to
increase in 2010. On the other hand, domestic tourist movement within the country was the highest in 2009.
Industry characteristics
Major characteristics of the Indian hospitality industry are;
 High seasonality
The Indian hotel industry normally experience high demand during October-April, followed which the
monsoon months entail low demand. Usually the December and March quarters brings in 60% of the
year’s turnover for India’s hotelier. However, this trend is seeing a change over the recent few years.
Hotels have introduced various offerings to improve performance (occupancy) during the lean months.
These include targeting the conferencing segment and offering lucrative packages during the lean period.
 Labor intensive
Quality of manpower is important in the hospitality industry. The industry provides employment to skilled,
semi-skilled, and unskilled labor directly and indirectly. In India, the average employee to room ratio at 1.6
(2008-2009), is much higher than that for higher than that for hotels across the world. The ratio stands at 1.7
for five-star hotels and at 1.9 and 1.6 for the four-star and three-star respectively. Hotel owners in India tend
to “over-spec” their hotels, leading to higher manpower requirement. With the entry of branded international
hotels in the Indian Industry across different categories, Indian hotel companies need to become more
manpower efficient and reconsider their staffing requirements.
 Classification of hotels

Hotels are classified based on the number of facilities and services provided by them. Hotels classified
under the Ministry of Tourism enjoy different kinds of benefits such as tax incentives, interest subsidies, and
import benefits. Due to lengthy and complex processes for such classification, a significant portion of the
hotels in India still remain unclassified. The Ministry of Tourism classifies hotels as follows:
 Star category hotels
 Heritage hotels
 Licensed units
 Star category hotels
Within this category, hotels are classified as five-star deluxe, five star, four-star, three-star, two-star and
one-star.
 Heritage hotels
These hotels operate from forts, palaces, castles, jungles, river lodges and heritage buildings. The categories
within heritage classification include heritage grand, heritage classic and heritage basic.
 Licensed Units
Hotels/ establishments, which have acquired approval/license from the Ministry of Tourism to provide
boarding and lodging facilities and are not classified as heritage or star hotels, fall in this category. These
include government-approved service apartments, timesharing resorts, and bed and breakfast
establishments.
 Branded players
This segment mainly represents the branded budget hotels in the country, which bridges the gap between
expensive luxury hotels and inexpensive lodges across the country. Budget hotels are reasonably priced and
offer limited luxury and decent services. Increased demand and healthy occupancy have fuelled growth of
budget hotels. These hotels use various cost control measured to maintain lower average room rated without
compromising on service quality. Ginger Hotels, ITC Fortune, Hometel, and Ibis are some of the popular
budget hotels.
 Other smaller players

These are small hotels, motels and lodges that are spread across the country. This segment is highly
unorganized and low prices are their unique selling
 Growth drivers
The fortunes of the hospitality industry are closely linked to the tourism industry and hence tourism is one
of the most important growth drivers. In addition, all factors that aid growth in the tourism industry also
apply to the hospitality industry.
 Development of other markets

A major trend in recent times is the development of the hotel industry in cities other than major metros. As
real estate prices have been soaring, setting up and maintaining businesses and hotels in major metros is
becoming more expensive, leading to search for other cities entailing lesser costs. Consequently, hotel
markets have emerged in cities such as Hyderabad, Pune and Jaipur, Bangalore. This has led to increase in
hotel development activity and expansion of hotel brands within the country.
The industry has also seen development of micro markets, especially in primary cities. As cities grow larger
and more office spaces come up across the city, travellers prefer to stay at hotel closer to the place to visit to
save on time. This has led to the same hotel company setting up hotels across different location within a
city.

 Marketing strategies
Marketing strategies in the hospitality industry have changed drastically over the past decade. A decade back,
the brand name of the hotel was a major driver. However, with the arrival of well-educated and experienced
travellers, hotel companies have had to change/realign their marketing strategies. Today, hotel companies
marketing strategies are differentiation, consistency, customer satisfaction, delivery of brand promises, and
customer retention. Development and use of technology have also changed the way hotel companies operate,
creating the need for online marketing. Travellers increasingly conduct basic research on the Internet. Blogs,
networking sites, and travel sites are therefore being used for making choices and the information provided
tends to influence opinions and choices. Several travel portals have emerged in recent times and travellers are
increasingly using these portals to make hotel reservations.
 Opportunities

The prospects for the hotel industry in India are bright. With revival in the global economy, international tourist
inflow into the country is expected to rise. Additionally, hosting of international sports events and trade fairs
and exhibitions in the country are expected to aid both in flow of international tourists and domestic tourist
movement. The upcoming industrial parks, manufacturing facilities and ports across the country provide a good
opportunity for budget and mid-market hotels. Although around 89,500 additional rooms are expected to come
up in India in the next five years, the supply of branded/quality rooms in India is much lower compared to other
countries across the globe. Hence, there exists
huge potential for investors and operators across all the segments of hotel industry in India. Theincrease in room
inventories is expected to make the hotel industry more competitive and hotels would be under pressure to
maintain quality and service levels at competitive prices. Competitive pricing amongst the branded hotels along
with the addition of more budget and mid-market hotels would make the hotel industry cost competitive with
other destinations. This would aid the growth of segments such as MICE, amongst others. While there is
immense potential, concerns for growth of the industry remain. These include high real estate prices in the
country, security threats, shortage of manpower, high tax structure, and non-uniformity in taxes.

STAY WELL HOSPITALITY GROUP (SWHG)
Based in Sydney, Stay Well Hospitality Group (SWHG) is one of the largest independently owned hotel
management groups in the Asia Pacific region. Stay Well Hospitality Group together with strategic partners has
a *combined network of 71 properties worldwide across 14 countries with a managed turnover close to AUD
300 million.
These strategic partnerships provide Stay Well with the opportunity to further cement its global footprint
and grow the Park Regis and Leisure Inn brands internationally.
*including Australia, The United Kingdom, Singapore, Indonesia, Thailand, India, China and countries within
the Middle East and Africa Regions.
Together with a group of investors and shareholders, Stay Well has equity and/or ownership interests in 16 of
the group’s properties, committing large investment resources to build a truly global portfolio of hotels
throughout the tourism industry. Stay Well currently operates two high profile hotel and apartment style brands
– Leisure Inn and Park Regis, offering guests a quality experience within their distinctive sectors of the
accommodation market.
Stay well has set a clear objective to build a network of more than 100 properties within the next two to three
years, including at least 30 hotels in Australia and New Zealand. The company’s rapid expansion plan is well
underway across the Asia Pacific region, European and Middle Eastern markets.
WHITE PEARL SUITES
White Pearl Suites is Stay Well Hospitality Group’s upscale brand, offering quality accommodation while
aiming to deliver up-to-date features; innovative technologies and first-rate service to make every guest’s stay a
memorable one. Park Regis hotels are centrally located in prime positions offering accessibility and
convenience to business or act as an ideal base for sightseeing and leisure activities.
White pearl suites Goa is a special property owned by Stay Well Hospitality Group ,it is a boutique-style hotel
offering 96 luxuriously appointed rooms and suites set to impress even the most discerning traveller. Guests

will enjoy complimentary high-speed Wi-Fi access, lavish bathroom amenities, private in room mini-bar and
first class service guests of White Pearl Suites have come to love.
Located in a prime location, within close proximity to Goa’s iconic attractions Baga, calangute and Anjuna
Beach where you’ll find an abundance of restaurants and bars to enjoy. A short walk from the hotel leads to the
famous Ingos Saturday Night Bazar, known to the locals as Saturday Night Markets is the largest shopping and
entertainment area in the city, a must visit for guests of White Pearl Suites Goa
The hotel boasts a large outdoor alfresco Pool bar, perfect for an evening’s drink or relax after a day of
adventure. Onsite you’ll find Spiced restaurants, Piano bar and the coffee shop for breakfast.
STAY WELL HOTELS COLLECTIONS INDIA

Leisure Inn Grand Jaipur India 52
Chanakya
Leisure Inn West Gurgaon India 60

Gurgaon
Park Regis Jaipur Jaipur India 72
Park Regis Goa North Goa India 110
White Pearl Suites North Goa India 96
Leisure Inn Shrey Jodhpur India 50
Park Regis Sanpra Vishakhapatnam India 72

Beach
Park Regis Everland Ahmedabad India 138

Chapter-2
Competency Mapping

Evolution of Competency Mapping
In this world of cut throat competition, companies are putting tremendous effort to hire competent employees
and to develop relevant competencies in their existing employees. These are one of the few ways in which
companies can gain competitive edge over each other. In this slowing economy where so many companies are
fighting for limited resources and talent, it is very important for organizations to incessantly reassess their
competencies, update it and have the courage to make the necessary changes. It is equally imperative for a firm
to define a set of core competencies which corresponds with its key market differentiators. This is where
competency mapping plays a key role.
Competency Mapping
It is the process of identification of the competencies and the level of proficiency required in it to perform a
given job or role efficiently.
Every job requires some set of attributes whether it is technical, managerial or behavioural to perform the same
successfully; these attributes or skills are known as competencies.
Areas of Implementation
The competency mapping can be applied to the areas depicted in the following diagram:

Some of these areas are explained below:
Recruitment and selection
Competencies can be used to construct a template for use in recruitment and selection. Information on the level
of a competency required for effective performance would be used to determine the competence levels that new
hires should possess. This results in hiring of an employee who is organizational as well as role fit.
This way we can reduce the cost of training of the new hired employees. Employees will be productive from
Day 1 and no man-hours will be lost in the training of new hires.
A firm that knows how to assess competencies can effectively hire the best at a reasonable price, for example
hiring under-priced but highly entrepreneurial management graduates from lesser-known business schools
Training and Development Requirements
It involves identifying the gap between competencies required for the position and those possessed by the
employee. Any such gap is bridged by providing training to the incumbent for those particular competencies
only.
Career and succession planning

It involves assessing employees’ capability to take on new challenges. In order to see if an employee is suitable
for occupying position at the top management; his current competency level ought to be matched against those
that required at higher level position.
Performance Management System
It is important to correlate performance result with competencies.
Performance management system should be competency based and not just result based.
Competency based performance management would focus on “HOW” of performance and not on “WHAT” of
performance i.e. not on results but how the results are achieved
Effective PMS should provide link to the development of an individual and not just to rewards.
Rewards and Recognition
Competency linked benefits is a new concept after performance linked incentives. Competency linked benefits
focus on the fact that employees should work hard towards developing their competencies as and when
requirement arises for performing their job effectively. It rewards employees who not only work hard towards
achieving their target but also who put effort in enhancing their competencies (keeping in mind the dynamic
needs of the job at hand).
Advantages of Competency mapping
Competency mapping provides wholesome benefits to the company, supervisors and employees.
Company
The basic objective of an organization is to achieve its long term goals; competency mapping ensures that only
competent employees work in the organization. The word ‘competent’ here refers to those employees whose
skills set match with that of the one required in performing the job effectively.
Supervisors
Competency mapping provides ease to the managers in terms of setting the targets for the juniors as well as in
evaluating their performance.
It facilitates clear communication on part of the managers.
HR managers are also clear while recruiting so as to what kind and level of competencies they are looking for in
an individual for performing a particular job.

Employees
Employees are always under pressure to perform their best therefore it is imperative to define a set of core
competencies which an individual should possess to do justice to his job at hand.
Competency mapping helps employees in clearly understanding what is expected from their job at hand.
It specifies the level of competencies required to perform their job effectively. This helps employees in honing
the skills in which they lack.
It also demystifies the performance appraisal process for them since they know what are the competencies
(besides their performance) on which they will be appraised.
Concept of competency mapping
Creating competency based culture and systems in organizations are the need of the hour. This creates a demand
for HR professionals to have specialized skills and have a continuous up-gradation of knowledge.
In this project an attempt has been made to evaluate the self-competency and the required competencies for the
different roles of the employees of White Pearl Suites with the help of 360- degree approach of competency
mapping.
In White Pearl suites, Goa, there are total number of employees are 70. They all belong to different job/task.
There are 6 major roles performed by the employees. The total number of responses (sample size) is 50. First
analysis is done for Self-Competency and second is done for the others roles.
After the analysis we came to know that employees of White Pearl Suites have awareness about competency.
They have specific skills, abilities, and knowledge etc. to perform their job efficiently and effectively. They
faced challenges and accept changes but in as resistant manner so there should be well structured training
schedule for their and company’s development.
On the other side all the roles (rooms division, food and beverages division, sales and marketing, maintenance
department, Human resources, revenue centers) should have different competencies according to their specific
role/task. Each of the specified roles should know his responsibilities and role to enhance the credibility and
profitability of the company.
Hence, Competency mapping plays a vital role for the development of the employees as well as company.

CONCEPT AND DEFINITION OF COMPETENCY
“SUPERFLUITY COMES SOONER BY WHITE HAIRS, BUT COMPETENCY LIVES

LONGER”. - WILLIAM SHAKESPEARE
This is competency era and a significant shift towards competency based organization has been observed.
People and their competencies have become the most significant factors that give a competitive edge to any
corporation. HR professionals and line managers can contribute a great deal to develop competency based
organizations.
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
 skills
 other characteristics of an individual including-
 Motives
 Values
 Traits
 Self-concept etc.
DEFINITION OF COMPETENCY;- “A competency is the capability to apply or use a set of related

knowledge, skills and abilities required to successfully perform “critical work functions” or tasks in a defined
work setting. Competencies often serve as the basis for skills standards that specify the level of knowledge,
skills and ability required for success in the workplace as well as potential measurement criteria for assessing
competency attainment.”
“Competencies include the collection of success factors necessary for achieving important results in a specific
job or work role in a particular organization.”

In every job, some people perform more effectively than others. Superior performers do their jobs differently
and possess different characteristics, or “competencies”, than average performers do. And the best way to
identify the characteristics that predict superior performance is to study the top performers.
Competencies may be grouped in to various areas. In a classic article published a few decades ago in Harvard
Business Review, Daniel Katz grouped those under three areas, which were later expanded by Indian
Management professors in to the following four;
 Technical; dealing with the technology or know how associated with the function, role, task (also now
referred by some Functional).
 Managerial/Organizational; dealing with the managerial aspects, organization, planning, mobilizing

resources, monitoring, systems use etc.
 Human/ Behavioral; including personal, Interpersonal, team related and
 Conceptual/Theoretical; including visualization, model building etc.
This is a convenience classification and a given competency may fall into one or more areas and may include
more than one form. A competency dictionary of a firm gives detailed descriptions of the competency language
used by that firm. It contains detailed explanations of the combinations of competencies ( technical, managerial,
human and conceptual knowledge, attitudes and skills) using their own language. For example Teamwork or
Team Management competency can be defined in terms of organization specific and level specific behaviors for
a given organization. At top levels it might mean in the case of one organization ability identify utilize and
synergize the contribution of a project team and at another level it might mean ability to inspire and carry along
the top management team including diversity management. It is put here in much more simplistic way while in
competency mapping all details of the behaviors (observable, specific, measurable etc.) to the shown by the
person occupying that role are specified.
TYPES OF COMPETENCIES-
1. Personal functioning competencies- these competencies include broad success factors not tied to a specific
work function or industry (often focusing on leadership or emotional intelligence behaviors).
2. Functional/ technical competencies- these competencies include specific success factors within a given
work function or industry.

LEVELS OF COMPETENCIES
There are three levels of competencies-
 Core competencies- these apply to the organization as whole. They refer to what the organization has to be
good at doing I it is to succeed. This includes such as customer satisfaction, production and delivering high
quality goods, innovation, managing costs etc.
 Generic competencies; these are shared by group of similar jobs- financial accountants, systems analysts,
team leaders etc. They cover the aspects of the work that they have in common and define the shared
capabilities required to deliver the results they are expected to achieve.
 Role specific competencies: these are unique to a particular role. They define special task that they have to
do, in addition to any generic competencies they may share with other people carrying out broadly similar
roles.
IDENTIFICATION OF ROLE COMPETENCIES

1. Structure and list of roles:
 Organizational structure study and examination
 List all the roles in the structure
 Identify redundant and overlapping roles
 Final list of roles
2. Definition of roles;
 Identify KPAs of the role
 Link the KPAs with Dept. and organizational goals
 State the content of the above in one or two sentences
 Position the role in perspective with that of others
3. Job description-
 List down all the activities/tasks
*small and big

*routine and creative
 Categorize activities under major heads.
4. Competency requirement-
 Identify against each activity the following;

*role holder interview and listing

*internal/external customer interview and listing
*star performer interview and listing
*role holder critical incident analysis
 Consolidate the above and make a checklist of competencies
 Rank-order and finalize on 5/6 competencies critical to the role
IMPORTANCE OF COMPETENCIES FOR THE INDIVIDUAL EMPLOYEES
A list of compelling reasons includes, at a minimum, the following. An individual;

1. Gains a clearer sense of true marketability in today’s job market, once the individual knows how his/her
competencies compare to those that are asked for by the job market in key positions of interest.
2. Projects appearance as a “cutting edge” and well prepared candidate, who has taken the time to learn
about competencies, investigate those in demand, and his/her own competencies prior to interviewing.
3. Demonstrates self-confidence that comes from knowing one’s competitive advantages more
convincingly, and from being able to articulate in specific area.
4. Secures essential input to resume development-a set of important terms to use in describing expertise
derived from prior career experience.
5. Gains advanced preparation for interviews, many of which may be delivered using a competency-based
approach called ”structured behavioral interviewing” or “behavioral event-interviewing.”
6. Develops the capability to compare one’s actual competencies to an organization or position’s
required/preferred competencies, in order to create an individual development plan.
Creating competency based culture and systems in organizations are the need of the hour. This creates a demand
for HR professionals to have specialized skills and have a continuous up-graduation of knowledge.
Competency-based performance management processes are becoming more prevalent in many organizations
where there are;
 Uncertain environments.
 Qualitative/process service jobs
 Self-managed teams
 Development jobs

 Changing organizations
If the HR person does not have competencies to competency mapping, then get him or her to acquire on an
emergency basis and build a competency-based organization. The future success of organizations and people
depends on how competent they are obvious. There is no alternative to competency mapping.
Competency mapping can play a significant role in recruiting and retaining people as it gives a more accurate
analysis of the job requirements, the candidate’s capability, of the difference between the two, and the
development and training needs to bridge the gaps.
Required competencies for competency mapping
Competency mapping is a task, which can be done by many people. Now a day, all management schools, and
definitely those specializing in HR, train students on competency mapping. Recently, when the author taught a
course on Management of Talent at the Indian school of Business, with two hours of introduction to the process
of competency mapping, the students (all with experience of more than two years) have done a great job of
competency mapping for a set of roles.
The person who facilitates competency mapping should have the following competencies-
 Should have some familiarity with competencies and the nature of competencies. This includes
knowledge of the terms used commonly in competency identifications (sociability, activity level,
monitoring ability, resource mobilization, vision, communication skills, analytical skills, planning,
organizing, team building, initiative, strategic thinker etc.) and meaning of most common terms.
 Should know the meaning of knowledge (awareness, information), attitude (predisposition) and skill
(demonstrable ability to perform a particular task or activity with a predestinated level of proficiency-
speed, accuracy, quality etc.)
 Should be able to differentiate knowledge, attitude, and skills. Ability to differentiate motives, values,
self-concept and traits is an additional competence.
 Should be able to differentiate a task from an activity.
 Should be able to list a set of activities and tasks for a given role with the help of a role holder(a person
who is currently doing the given job).
 Should be able to classify a given competence (knowledge, attitude and skill) into technological arena,
behavioral arena and conceptual arena.
 Should have interviewing and probing skills.

 Should be able to document and communicate to others documentation ( ability to communicate using
precise language, and provide explanations wherever necessary)
 Should be familiar with the nature of business done by the firm, its products, market, processes etc. or at
least would be able to understand and grasp the basics of technology and processes used by the firm.
This can be developed through a quick induction program by the firm.
Any masters in management or social sciences or an employee with equivalent experience and training can
develop these competencies. Conceptual background and understanding of the business is important. Familiarity
with business, organizations, management and behavioral sciences is useful. HR managers, management
graduates, applied psychologists are quite qualified to do this.
These are following methods to assess competencies-
 Assessment/development center
 360 Degree Feedback
 Role-plays
 Case study
 Structured Experiences
 Simulations
 Business Games

Chapter-3
literature review
COMPETENCY MAPPING

DEFINITION;
“Competency mapping is a process an individual uses to identify and describe competencies that are the most
critical to success in a work situation or work role.”
With changing business scenario and new challenges emerging in the competitive world, successful
performance in any job/task has taken a critical place, for organizational success. Competency mapping is one
such process that helps in identifying and mapping competencies required for successful performance in a
particular role. Competency mapping and assessment has gained paramount importance in organizations, for
keeping people development strategies and processes in sync with organizational growth and objectives and
maximizing the utilization of human potential.
 Conceptual clarity
“Competency refers to a potential ability and/or a capability to function in a given situation. Competency
focuses on one’s actual performance in a situation. This means that competency is required before one can
expect to achieve competency.”
 Definitions
The term competency is often used to describe the knowledge to be able to perform at a particular task.
According to Norman (1985) competency is more than knowledge. It includes the understanding of knowledge,
technical and communication skills, and the ability to problem solve through the use of intellectual judgment.
Competency is the ability to perform a specific task, action or function successfully. Competencies are used to
create unique standards within disciplines and specialties. This encompasses educators, learners and
practitioners. According to Verma (2006), “Competencies in education create an environment that fosters
empowerment, accountability, and performance evaluation, which is consistent and equitable. The acquisition
of competencies can be through talent, experience, or training.” Barr (2005) offers the following examples of
collaborative competencies:
 Describe one’s roles and responsibilities clearly to other professions.
 Recognize and observe the constraints of one’s role, responsibility and competence, yet perceive needs in
a wider framework.

 Recognize and respect the roles, responsibilities and competence of other professions in relation to one’s
own.
 Facilitate inter professional case conferences, team, meetings etc.
 Descriptions
Miller, et.al. (1988) suggest there are two sensed in which competence can be defined. The first is competence
equating to performance, which is the ability to perform assigned tasks, and the second is competence as a
“psychological construct”. That is, the ability to effectively integrate cognitive, affective skills while delivering
services.
The concept of “competency” was first brought about by Philip Selznick (1957), Robert White (1959), and
subsequently David McClelland (1973) remarkably developed the concept of “competency” as significant
predictors of employee performance and success. Competencies emerged in the 1980s as a response to
organizational changes and to wider changes in society [CIPD (2007)]. David McClelland has pioneered the
competency movement across the world. His classic books on “Talent and Society”, “Achievement Motive”,
“The Achieving Society”, “Motivating Economic Achievement” and “Power the Inner Experience” brought out
several new dimensions of the competencies. In 1973, David McClelland, Professor of Psychology at Harvard
University and founder of McBer and Company (now part of the Hay Group), wrote a seminal paper: “Testing
for competence rather than intelligence”, which created a stir in the field of industrial psychology. McClelland’s
research indicated that although traditional academic aptitude and knowledge content tests were good predictors
of academic performance, they seldom predicted on-the-job performance. It raised questions about the
reliability of intelligence tests as a predictor of job success and stated that ‘the correlation between intelligence
test scores and job success often may be an artifact, the product of their joint association with class status’.
McClelland went on to argue that the best predictors of outstanding on-the-job performance were underlying,
enduring personal characteristics that he called “competencies”. Since then, McClelland’s findings have been
cross-culturally validated by 30 years of global competency research carried out by McBer and later by the Hay
Group. Hence, the history of competency can be traced to the early 1970s, when industrial psychologists and
human resource managers were seeking ways to predict job performance. McClelland launched the competency
movement in the USA by outlining an alternative to the accepted intelligence tests as an approach to predicting
‘competence’. While McClelland’s 24 (1973, 1998) work was focused on applications in the educational sector,
greater interest was shown in business and industry. McClelland’s thinking provided a cogent argument against

assuming that intelligence tests alone are sufficient to evaluate individual performance. It was the elements of
accountability and performance inherent in his thinking that stimulated attention outside educational
institutions. Since his study, the competence approach also has been widely utilized and applied in various
areas, such as primary and secondary education, higher education, and organization studies. One of the first
academics to take a keen interest in competencies was Richard Boyatzis, who was born and based in the USA
[Boyatzis (1982)]. The use of the term “competency” and its meteoric rise to ‘business speaks’ is credited to
Richard Boyatzis. His book, written in 1982, and entitled ‘The Competent Manager: A Model for Effective
Performance’, proved to have considerable influence on the profession and, over the following two decades,
competency frameworks, became an increasingly accepted part of modern HR practice. In 1991, Gerald
Bareeett and Robert Depinet [Bareeett and Depinet (1991)] came out with their paper “A reconsideration for
testing for competence rather than for intelligence”, in which, they argued that though McClelland and his
associates believed that intelligence testing should be replaced by competency based training, since 18 years
they haven’t been able to produce any professionally acceptable empirical evidence for the same. Patricia
McLagan (1989), Signe Spencer (1993) and David Ulrich (1995) further developed the concept of
“competency” for the organization’s survival and sustained competitive advantage. Measures of competence
were initially developed in the US to aid recruitment because traditional tests of cognitive intelligence were held
to be poor predictors of job performance [White (1959)]. Rather than testing for intelligence, competence-based
selection aimed to identify individuals having a psycho-social attributes associated with superior performance
[McClelland (1973)]. This approach was brought to Europe by American companies having transnational
operations and especially by the consulting firm Hay McBer because one of the founding members was David
McClelland, the main advocate of “competency” [McClelland (1976, 1998)]. It is worth noting that McClelland,
like White, originally used the term “competence” and only later adopted the term “competency”, without any
change in meaning. During the 1980s, European competence-based approaches to education and training started
to appear that were quite distinct from and independent of the US model, first in the UK, then in 25 France and
later in Germany. In all three countries the focus has been more on occupations than individuals, but with quite
different approaches to competence. They have become the three dominant European models, strongly
influencing how competence is perceived in other Member States. The UK adopted a competence-based
training system centered on a unified national framework of vocational qualifications based on occupational
standards of competence, grounded in functional analysis of occupations in a variety of contexts [Mansfield and
Mitchell (1996)]. From a starting point that viewed competence as “the ability to perform activities in the jobs
within an occupation, to the standards expected in employment” [IiP UK (1995)], the definition became

expanded, following a government review of vocational qualifications in 1996, to “the ability to apply
knowledge, understanding and skills in performing to the standards required in employment. This includes
solving problems and meeting changing demand” [Beaumont (1996)]. It is interesting that government
definitions made no reference to social or behavioural issues, despite the importance these had been accorded
by employers. In practice, however, employers increasingly adopted hybrid systems that included behavioural
as well as functional competences [Winterton and Winterton (2002)]. In the case of the occupational standards
for managers developed by the Management Charter Initiative (MCI), a parallel set of behavioural
“competencies” was developed to supplement the original functional standards. The adoption of competence-
based qualifications in the UK polarized the education and training community. The leading advocates of
competence-based approaches mostly came from vocational training, and were often involved in developing,
implementing or evaluating occupational standards in practice [Mansfield (1993); Mansfield and Mitchell
(1996); Winterton and Winterton (1995, 1996)]. Critics largely came from education, and especially higher
education, and viewed competence-based approaches as being inherently reductionist [Ashworth and Saxton
(1990); Bates (1995); Burgoyne (1993); Hyland (1997); Stewart and Hamlin (1992a, b)]. The UK approach to
competence-based qualifications influenced Commonwealth countries like Australia and New Zealand [Young
(2003)] as well as other European countries, including Finland and Ireland, but France and Germany
independently adopted quite different competence models, which in turn influenced other European member
states.

Chapter-4
Objectives of the study

OBJECTIVES OF THE STUDY
On the basis of the literature review cited above, the objectives of the present study are;
1. Proper understanding and analysis of the concept of competency mapping.

2. Conducting an employee’s survey and understanding their competencies in White Peal Suites.
3. Understanding the importance of competencies for employees.
4. Applying 360-degree approach of competency for self and the different roles in the company.
5. Understanding the benefits of 360-degree approach.

Chapter-5
Research methodology

RESEARCH METHODOLOGY
Methodology obtained for this project is through fulfilling of questionnaires by different employees of an
organization. Research methodology is a way to systematically solve the research problem. It is the specific
method of acquiring the information needed to structure or solve the problem at hand.
Research Design
The research design is the conceptual structure within which the research is conducted; it consists of the
blueprint for the collection, measurement and analysis of data. The design for the research conducted was
exploratory in nature.
Selection of Population
Due to time constraint, the study has been conducted only in GOA. The population of this study comprises if
employees belonging to the White Pearl Suites Goa only one property of the Great Stay Well Hospitality Group.
Selection of Sample
A sample of respondents belongs to different age groups. Satisfied sampling technique has been used to
selection of unit. The following strata of different age groups were-:
 18-25
 25-35
 35-45
 45-above
CONSTRUCTION OF RESEARCH INSTRUMENT

The important factors to be studied were enlisted in the research after examining the related areas. After having
the background knowledge, a questionnaire was developed to obtain responses relevant to objectives of
research. While designing the questionnaire, every attempt was made to make it precise, so that the process of
filling up the response does not consume too much time. The questionnaire consists some of the questions in the
form of-: yes or no, multiple choice question and ranking questions.
 COLLECTION OF DATA
Project is based on certain data which are collected from data source. The sources or data are-:
1. Primary data
2. Secondary data
Primary data-: The questionnaire method was used for the data relating to the study. The objectives of the
research were explained to the respondents, before getting the questionnaire filled.
Secondary data-: secondary data was selected from magazines, newspapers, related books.
 Data Analysis and Interpretation Technique

For data analysis and interpretation, the data was processed with various tools such as frequencies of responses
and percentages. For interpretation, various tools such as tables and graphs have been used.

Chapter-6
Data Analysis, Major Findings &

Suggestions
DATA ANALYSIS & INTERPRETATION

The data, after collection, has to be processed and analyzed in accordance with the outline laid down for the
purpose at the time of developing the research plan. This is essential for the scientific study and for ensuring
that we have all relevant data for making contemplated data analysis. Technically speaking, processing implies
editing, Coding, classification and tabulation of collected data so that they are amenable to analysis.
The term analysis refers to the computation of certain measures along with searching for the pattern of
relationship that exist among data-groups. Thus, “in the process of any analysis, relationships or differences
supporting or conflicting with original new hypothesis should be subjected to statistical test of significance to
determine with what validity data can be said to indicate any conclusion”.
Further, this is done for the purpose of drawing inferences from the collected facts after an analytical and
experimental study. The number of respondents, sample size determination, methods of data collection and the
appropriate techniques used has already been discussed in detail in the previous chapter.
1. Awareness about competency mapping in White Pearl Suites?

A) Yes-50 b) No-0
Awareness
60
50
50
40
Awareness
30
20
10
0
0
YES NO
Interpretation- Above graph depicts that 100% employees have awareness about Competency. It is
good sign for company and its profitability.
2. Any exclusively specific skills, which have benefited the company?

a) Strongly yes- 15 c) Moderately Yes-25
b) Strongly No-10 d) Moderately No-0

Specific Skills
30
25
25
20
Specific Skills
15
15
10
10
0
0
Strongly Yes Moderately Yes Strongly No Strongly Yes
Interpretation- The above graph depicts that 40% employees were strongly agree that their specific skills
have benefited the company, 0% of the employees moderately Agree and rest 10% employees were disagreeing
with the statement.
3. The attitude/qualities highlighted by the work of the employees- (open-ended)
Interpretation- It was an open-ended question so the common response, which I have got, was all
the employees have positive attitude towards their work. This type of attitude help them to build good
relations among them and customers, sound knowledge of market, managerial skills, dedication towards
their work, decision making power etc.
4. Initiatives, which can help to enhance the knowledge of work of the employees-
a) Study the work related task
b) Taking help of peers and supervisors

c) Taking information through newspapers and journals

d) Do not take any initiative
i) Only a – 15
ii) Only b - 5
iii) Only c - 5
iv) All 3 – 25
Initiatives
15
Only A
25 Only B
Only c
All 3
5
5
Interpretation- The above pie chart depicts that 50% employees take all the initiatives, 30% employees only
study the work related task, 10% employees take only one initiative of the help of peers an supervisors and rest
10% employees do not take any initiatives
5) Do employees easily accept the changes in their work-?

a) Strongly yes- 20 b) Moderately yes-30
c) Strongly no- 0 d) Moderately No-0
Change Acceptance
70
60
60
50
40
40 Change Acceptance
30
20
10
0 0
0
Strongly Yes Moderately yes Strongly No Moderately No
Interpretation- Above bar graph depicts that 40% employees were strongly agree and rest 60% employees
were moderately agree that they easily accept the changes. It means employees are resistant in accept the
changes
6) Some specific changes faced by the employees of White Pearl Suites?

(Open-ended)
Interpretation- this was an open- ended question so the common response I have got was that each
employee have faced one or another changes-like coordination with new employees, frequently changes in
work profile, process initiatives, multitasking.
7) Different competencies, which can help the employees?

a) Knowledge of basic accounting principles and procedures.

b) Ability to read understands and follows written directions.

c) Facilitation skills- ability to focus and direct group discussion.
d) Decision making skills- ability to weight options foresees consequences of decisions.
i) Only b- 10 iii) Only c- 5
ii) Only d- 15 iv) all 4- 20
competencies
10
20
only b
5 only c
only d
all four
15
Interpretation- The above pie chart depicts that 20 employees have all the four competencies, 15
employees have decision making power, 10 employees have the ability to follow written directions and
rest 5 employees have only facilitation skills.
8) Importance of critical incidence in success/failure of employees?

a) Strongly Yes- 15 b) Moderately Yes- 10

c) Strongly No- 15 d) Moderately No-10
critical Incidence
16
14
12 10
10 critical Incidence
8
0
Strongly Yes Moderatly Yes Strongly No moderatly No
Interpretation- The above graph depicts that 15 employees were strongly agree that critical
incidence helps in success/failure, 10 moderately agreed, 10 employees strongly disagreed and again 10
said no moderately.
9) Density of challenges faced their job-by the employees in their jobs?

i) High- 30
ii) Moderately- 10
iii) Slightly-10
iv) None-0
DENSITY OF CHALLENGES
10
HIGH
MODERATE
SLIGHTLY
NONE
10 30
Interpretation- the above graph depicts that 30 employees have faced high challenges in their jobs ,
10 employees have experienced moderate level of challenges in their jobs and 10 have slight challenges
related to their role.
10) Reporting relationship of the employees-? (Open-ended)

Interpretation- all the employees report to their Area Manager. So there is no communication gap
and flow of information in smooth.
FINDINGS FOR SELF-COMPETENCY

1. Almost all the employees of White Pearl Suites are aware of competency
2. Almost all the employees have specific skills, which benefited the company in one or the other manner
3. The employees of White Pearl Suites have positive attitude towards their work, they possess decision
making power, relationship building capacity, and sound knowledge of the services etc. which help the
company for the progress in present and future as well.
4. Most of the employees take some initiatives to enhance the knowledge of their work. For this purpose they
study the work related task, take help of their peers and supervisors, read newspaper and journals. Hence it
is a good sign for the growth of the company.
5. Some of the employees easily accept the changes, which occur during their work but most of them are
resistant to accept the changes.
6. Some of the employees have faced some problem regarding the frequency change in their work profile,
and other implementations of new technology.
7. Most of the employees have different competencies in them for the better performance of job. They have
sound knowledge, facilitation skills, decision-making power etc.
8. Some of the employees have got success during to some critical incidence during their job. The no. of such
employees is less so each employee should be aware of such incidence.
9. It is a good sign that most of the employees have faced some challenges in their job that is the learning
path for them to get success.
10. All the employees report their manager. So there is no communication gap and flow of information is
smooth.
LIMITATIONS OF THE STUDY

No study is complete in itself, however good it may be and every study has some limitations. Some of the
limitations which I had confronted are as follows:-
1. The study was restricted to the city of Goa only.

2. This is not an inclusive survey due to time and resource constraint.
3. There was limitation on part of the respondents as they sometimes shirked to give the related information
due to their busy schedules.
4. The convenient sampling technique adopted in the study may not be the representative of the universe.
5. Since the sampling size was 50, so the findings and conclusions of the study are only suggestive and not
conclusive.
6. The respondents were likely to give wrong information regarding their personal issues in an organization.
SUGGESTIONS
1. Company should analyze all the important roles and required competencies to perform those roles.
2. Company should recruit the candidates according to the required competencies of the particular role.
3. For the development of the existing employees there should be well structures training program. The
program should consist of importance of competencies i.e., knowledge, skills, ability etc.
4. Apart from the above training there should be periodic training about the changes occurring in market.
5. The employees should be aware of the critical incidence which have been benefited them. So they can
set those incidences as examples for the success/ failure in front of the new employees.

Chapter-7
Conclusion

As been analyzed employees of White Pearl Suites have awareness about Competency. They have specific
skills, abilities, and knowledge etc. to perform their job efficiently and effectively. They possess decision
making power, relationship building making power, relationship building capacity, sound knowledge of
services etc. which help the company for the progress in present and future also. To enhance the knowledge of
their work they study the work related task, take help of their peers and supervisors, read newspaper and
journals. The employees have different competencies in them for the better performance of job. They have
sound knowledge, facilitation skills, decision-making power etc. some of the employees have got success due to
some critical incidence during their job. They faced challenges and accept changes but in a resistant manner so
there should be well structured training schedule for their and company’s development.
On the other side all the specific roles must have different competencies according to their specific role/task. All
the above-specified roles should have some skills like- decision-making skills, facilitation skills, expertise in
relationship building, grievance handling power, motivational skills, each of the specified roles should know his
responsibilities and roles to enhance the credibility and profitability of the company. Hence, Competency
mapping plays a vital role for the development of the employees as well as company.

BIBLIOGRAPHY
Books:-
Stephen P. Robbins, “Organizational Behavior”, Prentice Hall, U .K. 1999.
Kapur S.K, Punia B.K.-“Organizational Behavior and Management”, S.K.Publishers, New Delhi.
Magazine Articles:-
Business World (2011, March 28)-“The Lead The Outlook”, “The World’s A Stage”
Dr.Satish Chandra Pandy, “Indian ways of job satisfaction”, The Journal of Indian Management and Strategy,
1997.
Websites:
1. www.staywellhospitality.com
2. www.google.com
3. www.economicstimes.com
4. www.whitepearlsuites.com
5. http://eurofound.europa.eu/eiro/2004/03/inbrief/de0403102n.html

QUESTIONAIRE ON “COMPETENCY MAPPING”
DATE: ------------------
S. NO. ------------------
Dear Sir,
I am a student of Chandigarh University. I have come to your organization to undertake a study on the topic
“Competency Mapping’ ’for the purpose we have to require to fill up the questionnaire You are requested to
answer the questionnaire, Sir/Mam so that my study could be in good shape.
Miss. Hemlata
RESPONDENT IDENTIFICATION:-
1. NAME: -----------------------------------
2. AGE: -----------------------------------
3. SEX: -----------------------------------
4. MARITAL STATUS: Married/Unmarried
5. CATEGORIES: Executives/Supervisor
6. GROUPS: Management/F&B/Services/House Keeping/others
7. QUALIFICATION: Metrics/Higher Secondary/Graduate/Post-Graduate/Others
5. Awareness about competency mapping in White Pearl Suites?
B) Yes b) No
6. Any exclusively specific skills, which have benefited the company?

c) Strongly yes c) Moderately Yes
d) Strongly No d) Moderately No
7. The attitude/qualities highlighted by the work of the employees- (open-ended)

8. Initiatives, which can help to enhance the knowledge of work of the employees-
a) Study the work related task
b) Taking help of peers and supervisors
c) Taking information through newspapers and journals

d) Do not take any initiative
9. Do employees easily accept the changes in their work-?

a) Strongly yes b) Moderately yes
c) Strongly no d) Moderately No
10. Some specific changes faced by the employees of White Pearl Suites?
11. Different competencies, which can help the employees?

a) Knowledge of basic accounting principles and procedures.
b) Ability to read understands and follows written directions.
c) Facilitation skills- ability to focus and direct group discussion.
d) Decision making skills- ability to weight options foresees consequences of decisions.
12. Importance of critical incidence in success/failure of employees?
a) Strongly Yes b) Moderately Yes

c) Strongly No d) Moderately No
13. Density of challenges faced their job-by the employees in their jobs?
i) High
ii) Moderately
v) Slightly
vi) None
14. Reporting relationship of the employees-? (Open-ended)

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White Pearl Suites Goa, Stay Well Hospitality

A STUDY OF COMPETENCY MAPPING IN WHITE PEARL SUITES GOA

SUMMER TRAINING PROJECT REPORT

Submitted in partial fulfillment of

MASTERS OF BUSINESS ADMINISTRATION

CHANDIGARH UNIVERSITY, GHARUAN

Supervised by: Submitted by:

Chandigarh University Page 1

Chandigarh University Page 2

Sign of Faculty supervisor

Chandigarh University Page 3

Chandigarh University Page 5

Contents Page Number

Chapter- 1 Company profile 09-14

Chapter- 2 Introduction of Employee Engagement 16-25

Chapter- 3 Review of literature 27-30

Chapter- 4 Objectives of the study 32

Chapter- 5 Research Methodology 34-35

Chapter- 6 Data Analysis & Major Findings, Suggestions 37-47

Chandigarh University Page 6

Chandigarh University Page 7

HOSPTITALITY AND TOURISM INDUSTRY

Chandigarh University Page 8

 Other smaller players

Chandigarh University Page 9

 Development of other markets

Chandigarh University Page 10

Chandigarh University Page 11

STAY WELL HOSPITALITY GROUP (SWHG)

WHITE PEARL SUITES

Chandigarh University Page 12

STAY WELL HOTELS COLLECTIONS INDIA

Leisure Inn West Gurgaon India 60

Park Regis Jaipur Jaipur India 72

Park Regis Goa North Goa India 110

White Pearl Suites North Goa India 96

Leisure Inn Shrey Jodhpur India 50

Park Regis Sanpra Vishakhapatnam India 72

Park Regis Everland Ahmedabad India 138

Chandigarh University Page 13

Chandigarh University Page 14

Evolution of Competency Mapping

Chandigarh University Page 15

Some of these areas are explained below:

Recruitment and selection

Training and Development Requirements

Career and succession planning

Chandigarh University Page 16

Performance Management System

It is important to correlate performance result with competencies.

Rewards and Recognition

Advantages of Competency mapping

It facilitates clear communication on part of the managers.

Chandigarh University Page 17

Concept of competency mapping

Chandigarh University Page 18

CONCEPT AND DEFINITION OF COMPETENCY

“SUPERFLUITY COMES SOONER BY WHITE HAIRS, BUT COMPETENCY LIVES