A STUDY ON THE EFFECTIVENESS OF COMPETENCY MAPPING WITH REFERENCE TO TITAN INDUSTRIES, HOSUR

Organization Profile

T IT A N IN D U S T R IE S LT D , H O SWAT CH D IV I S I O N UR
KEY PEOPLE :
DEBENDRANATH SARANGI ( CHAIRMAN ) BHASKAR BHATT ( CEO & MD) RAMADOSS .S ( HEAD HR) SUBBU SUBRAMANIAM ( CFO)

Financial Results of 4QFY2011: Top-line growth of 35.6% to 1,778cr, Robust revenue performance Jewellery 39% & watches 17%

H IS T O R Y

The Company was Incorporated on 26th July, at Chennai.

The company was promoted jointly by Questar Investments, Ltd., a Tata Company with its associates Tata Sons, Ltd., and Tata Press, Ltd., and Tamil Nadu Industrial Development Corporation, Ltd. (TIDCO).

The Company undertook to set up a plant for the manufacture of quartz analog electronic watches in the State Industries Promotion Corporation of Tamil Nadu, Ltd. Industrial area at Hosur.

A joint venture Company along with Economic Development Council of Goa, Daman & Diu Ltd., in the name of Titan Time Products, Ltd., was set up at Goa, for the manufacture of Electronic Circuit Blocks. - The company undertook to set up a jewellery business at Hosur. The jewellery repertoire was to include both daily-wear jewellery and luxury products.

The name of the Company was changed with effect from 21st Sept 1993. from Titan Watches, Ltd. to Titan Industries Ltd., in view of the fact that the Company's products consisted of not only watches but also jewellery.

DEPARTMENT DETAILS

Recruitment of GETs Contract Employees Induction & Orientation Competency assessment Training Activities Thomas Profiling Processes Gallup survey Counseling to Employees

REVIEW OF LITERATURE

Wallace, Angelo., Competency Evaluation and Expectations of the Public Comprehensive Community College Librarian Ph.d. Thesis, University of Toledo.1977 June. Pp 250. Pepermans, Roland, Cindy., Measuring community nurses job satisfaction, Journal of advanced nursing, 2008, PP 521- 529.

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Richard Boyatzis.,The-competent-manager, Journal of business and psychology 2007, Pp 45-53.

INTRODUCTION TO COMPETENCY MAPPING

Concepts of competency:

q 1970s: Testing for competence rather than intelligence( Mclleland 1973) q q Definition: Competency is defined as a behavior or a set of behaviors that describes excellent performance in a particular work context. A competency is an underline characteristic of a person which enables him to deliver superior performance in a given job.

q Not biased q q Can be learned and developed over time q q Implications: If competencies are made visible and training accessible, individuals can understand and develop the required level of performance

q 41 years after the first competency mapping more than half of the fortune 500 companies use them.

q Competency Mapping: Competency mapping is the process of identifying key competencies for a particular position in an organization and then using it for job evaluation, recruitment, training, development, etc.

STATEMENT OF THE PROBLEM

Competency mapping consists of breaking down any role / job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, attitudes, skills, etc.) needed to perform the same effectively. The research study considers the evaluation of competency mapping conducted and the problem is to find whether the competency mapping followed in the organization is effective or not.

NEED FOR STUDY

With the changing business scenario and new challenges emerging in the competitive world, successful performance 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 organization for keeping people development strategies in sync with organizational strategy. Creating competency based culture and system is the need for the hour.

OBJECTIVE
To analyze the competency mapping process practiced at TITAN Industries Ltd, Hosur To study the effectiveness of competency mapping at TITAN Industries Ltd To examine factors influencing effectiveness of competency mapping To make recommendations

LIMITATIONS OF THE STUDY

1) Limited access to sensitive data in the company. 2) Time Factor. 3) There might be a bias in providing information from some percentage of employees.

METHODOLOGY

Sampling Design Sample size: A sample size of 80 L LEVEL EXECUTIVES were taken to conduct the study

Response Scale: The opinion was assessed through 5 degree Likert Scale. [Strongly Agree, Agree, Neutral, Disagree, Strongly Disagree]

Research Design:

Descriptive Research design has been used for the purpose of the study.

Sampling Techniques: Convenience Sampling & Non Probability Sampling

Research Tools: Simple statistical tools is used for this study of effectiveness of competency mapping. The data is analyzed and expressed in terms of percentage and weighted average.

Data Collection:

Primary Data: Questionnaire

Secondary Data: Books Internet Articles

Pilot Study: 10percent of the sample size was taken

Period of Study: The study was conducted from 2nd May to 2nd July 2011

CHAPTER SUMMARY
1) Introduction about organization 2) Review of literature 3) Organizational profile 4) Analysis 5) Findings 6) Recommendation 7) Conclusion

1) 2) 3) 4)

Data Analysis:

PERCENTAGE ANALYSIS

To analyze the objectives framed on Effectiveness of Competency Mapping, data were collected from the respondents. Respondents gave their full co-operation and extended their opinions on various aspects of Effectiveness of competency mapping. To have a general idea on the opinion given by the respondents, a simple percentage analysis was carried out.

TABLE SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON AGE

AGE 22 30 31 - 38 39- 46 46 - 55 TOTAL

Age Group Frequency 26 32 14 8 80 Percentage 32.0% 40.0% 18.0% 10.0% 100%

INTERPRETATION: From the above table it is observed that 32% fall within the age group of 22-30, 40% fall within 31-38, 18% fall within 39-45, and 10% are within the age group of 46-55 years. Thus from the analysis it can be concluded that the majority of the sample respondents are in age group of 31-38 years.

CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON AGE GROUP

TABLE SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON GENDER

Gender Percentage Frequency Male Female Total 58 22 80 72.5% 27.5% 100.0%

INTERPRETATION: From the chart it is observed that 72.5% of the respondents are male and 27.5% are female

CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON GENDER

TABLE SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON EDUCATIONAL QUALIFICATION

QUALIFICATION Highest Qualification

Frequency Diploma Bachelor degree 4 36

Percentage 5% 45%

PG Diploma PG Degree Others Total

7 33 0 80

8.75% 41% 0% 100.0%

INTERPRETATION: From the table it is observed that 5%of the respondents have completed a Diploma, 45% of the employees have completed Bachelor Degree, 8.75% have completed a PG Diploma, and 41% have completed PG Degree. Thus the analysed data reveals that the majority of the sample respondents have completed a Bachelors Degree.

CHART SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON Educational Qualification

TABLE SHOWING THE CLASSIFICATION OF RESPONDENTS BASED ON WORK EXPERIENCE

YEARS Years of Experience

Percentage Frequency

0-5

12

15.0%

6 - 10

18

22.5%

11 - 15

26

32.5%

16- 20

20

25.0%

20+

5.0%

Total

80

100.0%

INTERPRETATION: From the above table it is observed that 15% of respondents have 0-5 years of experience, 22.5% of respondents have 6-10 years of experience, 32.5% of respondents have 11-15 years of experience, 25.0% of the respondents have 16-20 years of experience and 5.0% of the respondents have above 20 years of experience in the organization. From the analysis it can be concluded that the majority of the respondents have an experience of 11-15 years of service

Effectiveness of competency mapping in recruitment and selection

Category Strongly Agree Agree Neutral Disagree Strongly Disagree TOTAL No. of Employees 29 24 13 8 6 80 Percentage 36.25% 30% 16.25% 10% 7.5% 100%

Interpretation As seen in table no.5 among the 80 sample respondents identified, as high as 36.25% of the respondents Strongly Agree that competency mapping is an effective tool for recruitment and selection, while 7.5% Strongly Disagree with the same stated fact.

Effectiveness of competency mapping during a performance appraisal.

Category Strongly Agree Agree Neutral Disagree Strongly Disagree TOTAL

No. of Employees 13 17 34 11 5 80

Percentage 16.25% 21.25% 42.5% 13.75% 6.25% 100%

Interpretation : The above table shows that 42.5% of the respondents are Neutral with the above stated verity and 6.25% of the respondents Strongly Disagree

Effectiveness of competency mapping during the assessment of a promotion policy

Category Strongly Agree Agree Neutral Disagree Strongly Disagree TOTAL No. of Employees 12 23 37 6 2 80 Percentage 15.0% 28.75% 46.25% 7.5% 2.5% 100%

Interpretation From the above table 46.25% of the respondents voted Neutral on the statement promotion policy is based on competency mapping and 2.5% of the respondents Strongly Disagreed .

Effectiveness of competency mapping tools such as multi rater system or 360 degree feedback and interview method

Category Strongly Agree Agree Neutral Disagree Strongly Disagree TOTAL

No. of Employees 32 26 16 5 1 80

Percentage 40.0% 32.5% 20.0% 6.25% 1.25% 100%

Interpretation :
The data interpreted from the table displays that 40.0% of the executives Strongly Agree that the multi rater system or 360 degree feedback are effective tools of competency mapping and 6.25% disagree to the point

Effectiveness of competency mapping in identifying the assessors capability of performing their integrating roles well

Category Strongly Agree Agree Neutral Disagree Strongly Disagree TOTAL

No. of Employees 27 23 19 11 0 80

Percentage 33.75% 28.75% 23.75% 13.75% 0 100%

Interpretation:

The table above denotes that 33.75% of the executives Strongly Agree to the above mentioned statement and 13.75% disagree.

FINDINGS
With the help of the ratings provided by the employees, the effectiveness of competency mapping in the organization was achieved and the areas that need improvement were identified.

It helped gather information on how each employee perceived competency mapping from their point of view and how they want it to be implied and the importance that should be given to it when a tough decision is to be made during the period of a promotion of an executive.

LEARNING'S
This project helped me: Understand the meaning of Competencies & how Competency mapping is conducted in Organizations. Comprehend the importance of Competency Mapping & the reasons for Organizations to follow it. Work in an Organization and learn the various activities that take place in an organization. Learn to adjust to the work culture and deal with different kinds of people. Understand the nuances of writing a project report thereby enhancing my knowledge to a great extent.