CHAPTER-1

INTRODUCTION OF THE TOPIC

COMPETENCY MAPPING

INRODUCTION
Today organizations are all talking in terms of competence. Gone are the days
when people used to talk in terms of skill sets, which would make their
organizations competitive. There has been a shift in the focus of the organizations.
Organizations of the future will have to rely more on their competent employees
than any other resource. It is a major factor that determines the success of an
organization. Competencies provide a common language and method that can
integrate all the major HR functions and services like Recruitment, Training,
performance management, Remuneration, Performance appraisal, Career and
succession planning and integrated Human resource management system.
Over the past 10 years, human resource and organizational development
professionals have generated a lot of interest in the notion of competencies as a key
element and measure of human performance. Competencies are becoming a
frequently-used and written-about vehicle for organizational applications such as:
Defining the factors for success in jobs (i.e., work) and work roles within the
organization
Assessing the current performance and future development needs of persons
holding
jobs
and
roles
Mapping succession possibilities for employees within the organization
Assigning compensation grades and levels to particular jobs and roles
Selecting applicants for open positions, using competency-based interviewing
techniques
Competencies include the collection of success factors necessary for achieving
important results in a specific job or work role in a particular organization. Success
factors are combinations of knowledge, skills, and attributes (more historically
called KSAs) that are described in terms of specific behaviors, and are
demonstrated by superior performers in those jobs or work roles.
People and their competencies have become the most significant factors that give a
competitive edge to any corporation. The future is going to be that of competent
people and competency based organizations. HR professionals and HR practices
can contribute a great deal to develop competency based organizations.

MEANING OF COMPETENCY MAPPING

COMPETENCE:

Competency refers to word competence. Its a work related concept that refers to
areas of work at which person is competent.
COMPETENCY:

A competency is an underlying characteristic of a person, which enables him to

deliver superior performance in a given job, role or a situation. Competency may
take the following forms:
Knowledge
Attitude
Skill

Other characteristics of an individual including:

Motives
Values
Traits
Self Concept
Competency includes observable behavior as well as aptitudes, skill and
knowledge. It can be compared with an iceberg as shown in the figure:

Observable
Behavior
Aptitudes
Attitudes / Traits
Skills

Knowledge

Competency Mapping is the process of identifying, measuring and developing

human performance in organizations and tries to:

Give feedback to employees to improve subsequent performance.

Identify employee training needs.
Document criteria used to allocate organizational rewards.
Form a basis for personnel decisions-salary (merit) increases, disciplinary actions,
etc.
Provide the opportunity for organizational diagnosis and development
Facilitate communication between employee and administrator.

DEFINITION OF COMPETYENCY MAPPING

WOODRUFFE (1991):
A person- related concept that refers to the dimensions of behavior lying behind
competent performer.
MANSFIELD (1997):
Underlying characteristics of a person that results in effective a superior
performance.
RANKIN (2002):
Competencies are definition of skills and behaviors that organizations expect their
staff to practice in work.
MY DEFINITION:
Competency Mapping is a process to identify key competencies for an
organization and/or a job and incorporating those competencies throughout the
various processes to ensure that exact training needs to be given to the employee
which he requires to perform his roles and responsibilities effectively.

SIGNIFICANCE OF COMPETENCY MAPPING

When it comes to successful & optimum performance of the job, identifying the
competencies for the job position and allocation of the scales with its definition
gives us a clear idea as to what exactly is the requirement. This benefits the
Human Resources Dept & ultimately the organization to fetch competent
candidates for respective jobs resulting in cost reduction vis--vis manpower
planning.
Mapping of competency helps in formation of design & development of standards
in terms of ideal competencies for the specific positions. These standards are also
referred as competency matrices which acts as a basis for

Performance Management/Appraisal Systems

Learning & Development
New Projects
Job Rotation
Promotion, transfers
Compensation Management
Career growth & individual development
Recruitment & selection
Competency mapping totally aims at the improvement of performances of
individuals and ultimately the organization which is a continuous process. The
desired or ideal competencies are decided but obviously by particular organization
through its business strategy.
To give away an example; competency mapping plays a vital role in selecting,
recruiting and retaining the right people. When a competency matrix for a
particular position has been designed, there is well defined job profile which
smoothens the entire recruitment process. This apparently increases the chances of
employees retention because candidates and the company know what exactly to
expect from each other. When the candidate turns into an employee and wishes to
progress, a clear requirement of skills & qualities help them in doing so since they
know what is expected out of them & where they lack if so. This enables the
employees to align their efforts in the direction of company requirement bringing
out clarity and transparency which acts as a motivation tool.

THE MAJOR STEPS OF COMPETENCY MAPPING

The Steps involved in competency mapping with an end result of job

evaluation include the following:
Step 1: Identify departments for competency profiling
Here we have to decide and select the departments within the organization which
we would like to include into our study. It is to be noted that departments should be
chosen based on their criticality and importance to the organization. At JHI
LIMITED there are number departments. For this project all departments have
been considered namely being human resource department, Production , Research
and Development, Quality, Tool Room, Maintenance department.

Step 2: Identifying hierarchy within the organization and selection

of levels
Study the organization hierarchy across each of the selected departments.

Step 3: Obtain the job descriptions

For the different levels at every department we obtained each roles job description
and in cases where they were not available we conducted a detailed interview to
derive a job description.

Step 4: Preparation of semi structured interview

As one of the tools for collecting information we prepared a list of questions that
would make up a semi structured interview.

Step 5: Recording of interview details

The candidates answers and opinions were recorded in as much detail as possible
for further reference during the project.

Step 6: Preparation of a list of Skills

As per the interview and the details that were generated from the candidate, were
used to generate a list of skills observed for the job. Thereon a list of identified
competencies was drawn for each interviewed candidate.

Step 7: Indicate proficiency levels

Taking one competency level at a time different proficiency levels were indicated .
Each proficiency level was defined in term of technical and behavioral indicators

Step 8: Validate identified competencies and proficiency levels with

immediate superiors and other heads of the concerned department
Competency definitions were confirmed with respective Head of Departments and
the required proficiency levels of each competency that is ideal for each role was
obtained from them. Missing competencies were located.

Step9: Preparation of competency dictionary

A competency dictionary defining competencies and corresponding proficiency
levels for each level across all departments was prepared.

Step 10: Mapping of competencies COMPETENCY MODEL

Mapping of competencies of selected employees against the competency dictionary
as per their employee level and department was done. Here an employees actual
proficiency level of a particular competency was mapped against the target
proficiency level

Step 11: Identifying the training needs

Based on the outcome of competency model, training needs will be identified for
each employee.

JOB ANALYSIS
It is primary tool in personnel management. In this method, a personnel manager
tries to gather, synthesize and implement the information available regarding the
workforce in the concern. A personnel manager has to undertake job analysis so as
to put right man on right job.

There are two outcomes of job analysis:

1. Job description
2. Job specification

Advantages of Job Analysis

Job analysis helps the personnel manager at the time of recruitment and
selection of right man on right job.
It helps him to understand extent and scope of training required in that field.
It helps in evaluating the job in which the worth of the job has to be evaluated.
In those instances where smooth work force is required in concern.
It also helps to chalk out the compensation plans for the employees.
It also helps the personnel manager to undertake performance appraisal
effectively in a concern.

Purpose of Job Analysis

One of the main purposes of conducting competency mapping is to prepare job
descriptions and job specifications which in turn help to hire the right quality of
workforce into an organization.
The general purpose of job analysis is to document the requirements of a job
and the work performed. Job and task analysis is performed as a basis for later
improvements, including: definition of a job domain; description of a job;
development of performance appraisals, personnel selection, selection systems,
promotion criteria, training needs assessment, legal defense of selection
processes, and compensation plans.
In the field of human resources (HR) and industrial psychology, job analysis is
often used to gather information for use in personnel selection, training,
classification, and/or compensation.
The field of vocational rehabilitation uses job analysis to determine the physical
requirements of a job to determine whether an individual who has suffered
some diminished capacity is capable of performing the job with, or without,
some accommodation.
Job analysis aims to answer questions such as:

Why does the job exist?

What physical and mental activities does the worker undertake?
When is the job to be performed?
Where is the job to be performed?
How does the worker do the job?
What qualifications are needed to perform the job?
What machinery or equipment is used in the job?
What constitutes successful performance?

JOB DESCRIPTION: It is an organized factual statement of job contents

in the form of duties and responsibilities of a specific job. The preparation of
job description is very important before a vacancy is advertised. It tells in brief
the nature and type of job. This type of document is descriptive in nature and it
constitutes all those facts which are related to a job such as :
Title/ Designation of job and location in the concern.
The nature of duties and operations to be performed in that job.
The nature of authority- responsibility relationships.
Necessary qualifications that are required for job.
Relationship of that job with other jobs in a concern.
The provision of physical and working condition or the work environment
required in performance of that job.

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Different types of job descriptions for different positions are:

Managerial Job Description

Supervisory Job Description
Clerical Job Description
Operators Job Description

Importance of Job Description

Provides bases for performance appraisal.
Establishes data for comparison and classification purpose.
Helps to ensure Equal pay to equal work.
Creating a job description often results in a thought process that helps
determine how critical the job is, how this particular job relates to others and
identify the characteristics needed by a new employee filling the role.
Written documents of a job duties and responsibilities.
Provide information needed for the recruitment and selection
A job description typically outlines the necessary skills, training and education
needed by a potential employee.
Sets guidelines and expectations of the job
Once a job description is prepared, it can serve a basis for interviewing
candidates, orienting a new employee and finally in the evaluation of job
performance
Using job descriptions is part of good management.
Clarifies employer expectations for employee.
It provides important training reference points for training development.
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JOB SPECIFICATION: It is a statement which tells us minimum

acceptable human qualities which helps to perform a job. Job specification
translates the job description into human qualifications so that a job can be
performed in a better manner. Job specification helps in hiring an appropriate
person for an appropriate position. The contents are:
Job title and designation
Educational qualifications for that title
Physical and other related attributes
Physique and mental health
Special attributes and abilities
Maturity and dependability
Relationship of that job with other jobs in a concern.

Importance of Job Specification

It is helpful in preliminary screening in the selection procedure.
It helps in giving due justification to each job.
It also helps in designing training and development programmes.
It helps the supervisors for counseling and monitoring performance of
employees.
It helps in job evaluation.
It helps the management to take decisions regarding promotion, transfers and
giving extra benefits to the employees.

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FORMAT OF JOB DESCRIPTION AND SPECIFICATION

JOB DESCRIPTION
Date:
Position/Short form:
Job holder:
Reports to:
Receives reports from:
Job holder substitutes:
Job holder substituted by:
Authority:

Duties and Responsibilities

JOB SPECIFICATION
Qualification:
Experience:
Knowledge required:
Skills required:
Attitude Required:
Prepared by: __________________

Checked by: ___________

Accepted by: ______________

Emp. Code__________

Name: ___________________________
I understand and accept the responsibilities
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Signature: ______________

FORMAT OF COMPETENCY DICTIONARY

Competency Dictionary
A competency Dictionary Consists of list of competency titles, definition of those
titles & Key Behavior Indicators.

Competency = Knowledge + Skills + Attitude

Technical

Behavioral

Department:

Professional Levels:
Competency Level

Description

0 Poor

Does not possess the required skill

1 Basic

Understands and if required, performs a limited range of tasks with

supervision

2 Proficient

Applies and delivers results through application

3 Masters

Teaches the competency and continuously adds to the body of

knowledge

NR

Not Required

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Technical Competencies

1. Knowledge of MS Office (Computer Proficiency

Definition: The set of skills required to use the suite of MS Office tools
effectively
Proficiency
Indicators
Level
Has the knowledge of advance tools & effectively coaches
Masters
others to use the same

Training
Required

Has the knowledge of advance tools & effectively applies

the same to day to day working
Proficient
Uses the formulas, shortcuts and PPTs effectively
Basic

Has the basic understanding of MS Office suite

Behavioral Competencies

1. Communication
Definition: Clearly conveying information and ideas through a variety of
media to individuals or groups in a manner that engages the audience and
helps them understand and retain the message.
Proficiency
Indicators
Level
Listening and Interpretation, establishing rapport,
understanding needs.
Masters
Speak confidently, gives clear direct and specific message.
Is able to provide information in desired manner.
Speak confidently, gives clear direct and specific message.
Proficient
Is able to provide information in desired manner.
Speak confidently, gives clear direct and specific message.
Basic
Is able to provide information in desired manner.

Training
Required

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16

COMPETENCY MODEL:
The roots of competency modeling date as far back as the early 1900s but these
models have become widely popular these days. A competency model is a
framework that lists the competencies required for effective performance in a
specific job, organization, function, or process. Individual competencies are
organized into competency models to enable people in an organization or
profession to understand, discuss, and apply the competencies to workforce
performance.
The competencies in a model may be organized in a variety of formats. No one
approach is inherently best; organizational needs will determine the optimal
framework. A common approach is to identify several competencies that are
essential for all employees and then identify several additional categories of
competencies that apply only to specific subgroups. Some competency models are
organized according to the type of competency, such as leadership, personal
effectiveness, or technical capacity. Other models may employ a framework based
on job level, with a basic set of competencies for a given job family and additional
competencies added cumulatively for each higher job level within the job family

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FORMAT OF COMPETENCY MODEL

Department:

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LITERATURE REVIEW

THE ROOTS OF COMPETENCY APPROACH

Michael Crozier shocked the management community by defining the organization
as imperfect social compromises. Far from being scientific constructs he depicted a
complex organization as a reflection of its actual degree of competency.

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Despite a growing interest of competency among mangers and human resource

professionals in recent years, the modern competency movement in industrialorganizational psychology actually dates from the mid1950s and early 1970s.In
that regard, John Flanagans work (1954) and Dave McClellands studies (1970)
might be cited as two landmark efforts that originally invented the concept of
competency. Concept maps were invented by Joseph Novak in the 1960s for use as
a teaching tool. Later in 1986 William Trochim developed the concept map into a
strategic planning toolfor use in the design of organizational components.

HISTORY OF COMPETENCIES: John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical Incidents
Technique as a precursor to the key methodology used in rigorous competency
studies. Based on studies of US Air Force pilot performance, Flanagan concluded
that the principle objective of job analysis procedures should be the determination
of critical requirements. These requirements include those which have been
demonstrated to have made the difference between success and failure in carrying
out an important part of the job assigned in a significant number of instances.
From here, critical incidents technique was originally discovered. Critical incidents
itself can be defined as a set of procedures for systematically identifying behaviors
that contribute to success or failure of individuals or organizations in specific
situations.
Flanagans work, while not strictly about competencies, was important because it
laid the foundation for a new approach to examining what people do. In a later
form, the critical incidents technique would resurface to focus around significant
behavioral events that distinguish between exemplary and fully-successful
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performers. It is Flanagans critical incidents technique that sixteen years later

inspires David Mc Clell and to discover and develop the term of competency.
Benjamin Bloom (USA).
In mid fifties BENJAMIN laid the foundation for identifying educational
objectives by defining KSA, s needed to be developed in education. The
educational objectives developed by them were grouped under the cognitive
domain.

David McClelland (Harvard Psychologist)

He pioneered the Competency Movement across the world and made it a global
concept. His classic books on Talent and Society, Achievement motive, The
Achieving Society, Motivating economic achievement and power the inner
experience brought out several new dimensions of the competency. These
competencies exposed by Mc .Cleland dealt with effective domain in Blooms
terminology.
Richard Boyatzis Richard Boyatzis wrote the first empirically-based and fullyresearched book on competency model developments. It was with Boyatzis that job
competency came to widely understood to mean an underlying characteristic of a
person that leads or causes superior or effective performance. Boyatzis was explicit
in describing the importance of clearly-defined competency as reflected in specific
behavior and clearly defined performance outcomes when he wrote that the
important points is that specific actions cause, or lead to, the specified results.
Certain characteristics or abilities of the person enable him or her to demonstrate
the appropriate specific actions(Boyatzis, 1982, p. 12).As founding developer of
competency modeling in the United States, Boyatzis grounded competency
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interventions on documented behavioral indicators that caused or influenced

effective job performance. Boyatzis, like Flanagan, stressed the importance of
systematic analysis in collecting and analyzing examples of the actual performance
of individuals doing the work. The method for documenting the actual performance
was collected through the behavioral event interview (BEI), an intensive face-toface interview that involves soliciting critical incidents from performers and
documenting what the performers thinking and doing during the incidents (BEI
technique will be explained further in Appendix section).

OBJECTIVE OF THE STUDY

Competency mapping has been done by many organizations. The process becomes
challenging in the absence of job descriptions. As JHI doesnt have job
descriptions so the major emphasis was to frame the job descriptions and then map
competencies accordingly. Hence following objectives were takenUnderstand the concept of competency mapping in todays business environment
and its relevance at JHI.
To develop job descriptions for the various functions (designation wise) to gain
deeper understanding of the requirements at different position.
Establish proficiency levels required for each competency identified for a
particular position.
Develop a competency dictionary.
To develop a competency model as applicable for the various positions at JHI.
To provide conceptual knowledge and; more importantly practical skills on
competency mapping.

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 To develop professional competence (knowledge and skills) to map the

competencies for ones own role.
To design and conduct competency mapping exercise for a set of roles in ones

own organization.
To learn to design competency model for ones organization.
To hire right kind of people for right job by establishing standards.
To identify the training and development needs of individual or organization.
To do job evaluation & formulation of appropriate incentive plans.

NEED OF THE STUDY

With global economy and the world becoming a global village, firms have become
more aware of the need for having competent employees and developing
distinguished competencies for every organization.

This need arose due to the following reasons

Increased cost of manpower

Need for ensuring that competent people are available for performing various
critical roles

Downsizing adds to the consequent need to get a lot of thing done with fewer
people and thus reduce manpower costs and pass on the advantage to the
customer
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 Recognition that technology, finances, customers and markets, systems and

processes can all be set right or managed effectively if we have the right kind of
human resources
The need for focus in performing roles-need for time management, nurturing of
competence, increased emphasis on performance management systems

And recognition of the strategic advantage given by employee competencies in

building the core competencies of the organization.

Several organizations have realized the importance of this in the last one decade
and hence the rush for competency mapping

In good organizations with competent HR managers, competency mapping

should already be inexistence

Traditionally HR directors and their top management have always paid attention
to competencies and incorporated them in their appraisal system.

PROBLEMS WITH COMPETENCY MAPPING

Competency mapping is a valuable tool for performing human resources
management functions. Nevertheless, several problems are frequently associated
with competencies. It includes the following problems:
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 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.
If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a
risk that it will favor employees who are good in theory but not in practice and
will fail to achieve the results that make a business successful.
They can become out of date very quickly due to the fast pace of change in
organizations and it can therefore be expensive and time consuming to keep
them up-to-date.

SCOPE OF THE STUDY

Jaya Hind Industries has two plants within Pune region. This particular project
was carried out at both of the plants i.e. in Akurdi plant and Urse.
The scope is to identify the training needs through competency mapping. Scope
was further narrowed down for a production department named PDC i.e.
Pressure Die Casting for the sake of sampling in the research.
The scope of the study covers employees of various departments in order to

Understand their designations.

25

CHAPTER-2

PROFILE OF THE COMPANY

26

JAYA HIND INDUSTRIES

Our founder,

Late Shri Navalmal Kundanmal Firodia, Freedom Fighter and dedicated a

Gandhian. He participated in the Freedom Struggle joining the Non-cooperation
Movement in 1932 and Quit India Movement in 1942.

27

His vision of an independent and industrially strong nation inspired his many
achievements. He pioneered the industry in India, first founding M/s Jaya Hind
Industries Ltd. in 1947.

HISTORY OF JAYA HIND INDUSTRIES LTD

1948- Initiated Auto-rickshaw and scooter projects in collaboration with

Piaggio, Italy.

1964- Opened a new plant for Pressure Die Casting at Akurdi, Pune.

1969- Revolutionized the market with the first moped, Luna.

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1989- Collaborated with Toyo Denso, Japan, for the manufacture of Ignition
Coils, and Mitsube, Japan for the manufacture of AC generators.

1997- Installed the country's largest pressure die casting machine at Urse, Pune.

1998- Collaborated with Handtmann, Germany, VAW Mandl & Berger, Austria.

1999- Implemented SAP R/3 - ERP System.

2001 - Received ISO 9002:1994 certification

2003-Received the ISO 9001:2000 certification, Tool Room capacity expansion.

2004 - Partnership with Heck & Becker for large high pressure die casting dies
TQM started under the guidance of Mr. Masatoshi Iwasaki of JUCE, Japan
Machining set up for supplying fully machined casting from Urse Plant.

2005- Partnership with Bridge Aluminum. Aluminum Die Casting capacity

increased to 25,000 tons per annum Awarded the TS 16949:2002

2006- Machining set up for supplying fully machined castings from Akurdi
plant. Technical cooperation with MEISSNER for Tool design, development
and production of gravity die cast tooling.

2007- Aluminum High Pressure Die casting capacity increased to 25,000 tons
per annum. Added five new casting cells in the range of 850 to 3200 ton locking
force.

2008 - Best Foundry - 2008 (Large Scale Sector) Award from ALUCAST.
Technical License Agreement signed with Kolben Schmidt Aluminium
Technologie Ag (KSAT Ag) for manufacture of Aluminium Engine blocks, Bed
Plates and Cylinder Blocks

2009 - April - "Best Development Partner Award from Mahindra and

Mahindra.
August - Productionization of Cylinder Block through High Pressure Die Cast
Process.

2010 - Received the ISO 14001 & OHSAS 18001 Certification

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Jaya Hind Industries is a leader in providing end to end casting solutions to its
domestic and international customers.

End-to-end solution provider

JAYA HIND INDUSTRIES

VISION
COMPANY OF USD 120 MILLION BY 2012 WITH 50 % OF ITS TURNOVER COMING
THROUGH EXPORTS

30

JAYA HIND INDUSTRIES PRODUCTS

Jaya Hind offers end to end casting solutions as well as fine auto components
having domestic as well as international clients

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 Cylinder Blocks In line with Company's strategy to move up the value

chain, Jaya Hind focused its efforts on manufacturing critical Engine and
Transmission Parts like Cylinder Blocks, Cylinder Heads and Bed Plates.

Cylinder Block Assembly

Single source for Cylinder Block, Cylinder Head & Bed Plate for
Ford India DV4 Program.

Cylinder Head Jaya Hind started manufacturing Aluminium

Cylinder heads more than 10 years ago. Today Jaya Hind has
consolidated its position as a World-Class Manufacturer of Cylinder
Heads by absorbing this critical technology from its European
Partners and successfully deploying in the Indian Market.
Transmission Housings Jaya Hind has made a name for
itself in Transmission segment by manufacturing close to 1 million
transmission parts per year. This includes Gear Box Housings,
Clutch Housings for manual and auto-transmission.
Oil Pans Apart from extremely critical Engine Parts like Blocks,
Bed Plates and Cylinder Heads, Jaya Hind manufactures Oil Pans /
Sumps for critical engine applications.
Cam Carriers / Covers In line with Company's strategy to
move up the value chain, Jaya Hind focused its efforts on
manufacturing critical engine and transmission parts like Cylinder
Blocks, Cylinder Heads and Bed Plates.
Cylinder Head Cover Cylinder Head Covers is another
critical engine part, where fitment, leak proofing are critical
requirements.
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 Crank Cases These are nothing but engine covers / blocks for
smaller engines.

JAYA HIND MANAGEMENT

Jaya Hind Industries Limited is part of US$ 350 million (Rs. 3000
Crores) strong Firodia Group of Industries. This Group is primarily
engaged in manufacturing of Small, Medium and Heavy commercial
vehicles, Agricultural Tractors and special passenger transportation
vehicles. Dr. Abhay Firodia is Chairman of the group, ably supported
by his son, Mr. Prasan Firodia as Managing Director.
Jaya Hind Industries is a closely held, non listed Private company in
which Firodia Family holds majority shares.

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JAYA HIND DIVISIONS

Tool Room
Jaya Hind started manufacturing Aluminum Cylinder heads more than 10
years ago. Today Jaya Hind has consolidated its position as a World-Class
Manufacturer of Cylinder Heads by absorbing this critical technology from
its European Partners and successfully deploying in the Indian Market.

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CNC programs are generated on leading CAM software like TEBIS CAM,
DELCAM etc., networked with CNC machines with the help of DNC
software.

High Pressure Die Casting

This is the most modern and state-of-the-art manufacturing facility in India,
with the most comprehensive range of casting machines ranging from 160 to
3200 tonnes. This comprehensive range of machines is capable of producing
15000 tonnes of castings per annum.

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Gravity Die Casting

This is another special process at Jaya Hind Industries to manufacture
Cylinder Heads, Compressor Housings for Turbo Chargers, Manifolds,
Flywheel Housings and Clutch Housings. This facility was set-up with
technology tie-up with Hydro-Aluminium, Austria primarily for cylinder
head manufacturing.

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Machining
Value-added machines and assembled components ensuring capability as
Tier 1 supplier, for ready-to-use assemblies on engine and powertrain
aggregates, battery of CNC machines, Hydraulic fixtures are used for
ensuring accuracy and flatness.

37

Pa

Auto components
Jaya Hind Industries started manufacturing auto components primarily to
support its vehicle manufacturing venture. However, within a short time, it
established itself in the market to supply ignition coils and ACGs to
independent OEMs.

38

39

JAYA HIND CERTIFICATION

40

41

CHAPTER-3

RESEARCH DESIGN AND

METHODOLOGY

RESEARCH METHODOLOGY OF THE STUDY

Research Methodology is a way to systematically solve the
research problem. It may be understood as a science of studying how
research is scientifically carried out. Research methodology helps us
42

to study the various steps of the research problem along with the logic
behind them
The study has covered the following steps.

DATA COLLECTION: It has been collected from the two main

sources are as follows:
Primary source
Secondary source
PRIMARY SOURCE:
The task of collection of data begins after the research problem has
been defined & research plan chalked out. Primary data collection is
those which are afresh and for the first time, and thus happen to be
original in character. The primary data is collected through several
methods like:
Interview
Observation
Mailing
Questionnaire

INTERVIEW:
Interviewing is one of the major methods of data collection. It may be
defined as two-way systematic conversation between an investigator
and an informant, initiated for obtaining information relevant to as a
43

specific study. Interviewing requires face-to-face contact or contact

over telephone and calls for interviewing skills. It is done by using a
structured schedule or an unstructured guide. Interviewing involves
face to face interaction between investigator and respondent.
Interview is the primary source of collection of data. When I was
doing a project on job description my first preference of Data
collection was doing interview in various departments regarding the
information related to the particular job holders roles and
responsibilities.
OBSERVATION:
Observation is another method which I use for collection of data in the
company. observation means viewing and seeing how the work is
done in an organization. What are the roles and responsibilities of the
job holder by keeping your eye on them? Observation as a method of
data collection is different from such casual viewing.
MAILING:
The mail survey is another method of collecting primary data. This
method involves sending questionnaires to the respondents with a
request to complete them and return them by post. This can be used in
the case of educated respondents only. The mail questionnaire should
be simple so that the respondents can easily understand the questions
and answer them. It should preferably contain mostly closed-end and
multiple-choice questions so that it could be completed within a few
Minutes.
QUESTIONNAIRE:
Having employees fill out questionnaire to describe their job related
duties and responsibilities, to know the competencies from their
supervisors is another popular way to do competency mapping.
Here we have to decide how structured the questionnaire should be
and what questions to include. Some questions are structured
checklists.
44

It can be open ended to describe their roles and responsibilities in the

organization, or close ended.
In this study different methods used for collecting primary data
required for completion of Job description, understanding of
competencies, knowing the processes etc, Identifying training needs.
SECONDARY SOURCE:
Secondary data are those which have collected by someone else and
which have already been passed through the statistical process.
Secondary data are either published data or unpublished data. All the
records regarding competency mapping, reports, OHSAS & ISO
manuals, reference books on competency mapping were used as
secondary data. Some of the sources of secondary data are:

Internet
Library
Company records

INTERNET:
Internet is another important source of data collection. Through
internet we have to collect data from different websites which are
available on the net and collect information related to job description.
LIBRARY:
Library is the secondary source of collection of data for job
description project. Library of the company helps lots in collection of
data with the help of various books based on Competency Mapping
available in library.

45

COMPANY RECORDS:
Through company records we can collect data on job description
these records are present in a company and kept for future reference
these are like
Some are the other documents which indirectly help me in data
collections like performance appraisal, Previous training records etc.
As for the secondary data, I went through many books, magazines,
files and folder provided by company and my college library. And
quite deliberately, I have tried to present it more easily understandable
to readers.

SUMMARY OF RESEARCH DESIGN

Data source

: Primary & Secondary

Research approach

: Conceptual method

Research instrument
: Observation, interview, Questionnaire,
Mailing,
Library,
Companys Documents, Internet,
Sampling plan

Sample unit (office)

Sample size

More than 50 candidates

Contact method

Personal contact , appointment

46

CHAPTER-4

DATA ANALYSIS, PRESENTATION AND

INTERPRETATION

47

1. Have you been aware of your Job Description?

Remarks

Proportion

Percentage

YES

31

62

NO

19

38

TOTAL

50

100

38%
62%

YES
NO

INTERPRETATION

Out of 50 employees 66% of population i.e. 33 employees are

aware about their Job Description and they know that what are
their roles and responsibilities in the organization whereas; about
44% of population i.e.22 employees are not aware of their job
Description clearly.

48

2. Whether all departments employees are aware about

the job Description of their Supervisors, Peers and
Colleagues?
Remarks

Proportion

Percentage

YES

11

22

NO

26

52

CANT SAY

13

26

TOTAL

50

100

22%

26%

YES

NO

CAN'T SAY
52%

INTERPRETATION

Out of the population of 50 about 11 employees i.e. 22% of

employees are completely aware about the Job Description of their
Supervisors, Peers and colleagues completely, about 26 employees
i.e. 52% are not aware and about 13 employees i.e. 26% are not
49

completely aware that can be because of change of position or

change of employees.

3. Do you think that Job Descriptions are necessary for

each and every employee?

Remarks

Proportion

Percentage

YES

44

88

NO

12

TOTAL

50

100

12%

YES
NO

88%

INTERPRETATION
Out of the population of 50 about 44 employees i.e. 88% of
employees feel that each and every employee should have its Job
Description for giving effective and efficient performance in the
organization and rest feel that Job Descriptions are not essential to
50

be prepared for each and every position in the organization and for
the employees at the production level it is not required.

4. Does the Job Description play a vital role for deciding

the competencies?
Remarks

Proportion

Percentage

YES

21

42

NO

16

32

NOT ALWAYS

13

26

TOTAL

50

100

26%
42%
YES
NO
32%

NOT ALWAYS

INTERPRETATION

51

Out of 50 employees 21 employees i.e. 42% employees feel that

job description is required for deciding the competencies for each
level whereas 16 employees i.e. 32% employees feel that no it is
not required but about 13 employees i.e. 26% employees say that
yes it required but not always.

5. Whether the employees are aware of the concept of

competency mapping?
Remarks

Proportion

Percentage

YES

30

60

NO

20

40

TOTAL

50

100

52

40%
60%

YES
NO

INTERPRETATION
Out of the population of 50 employees about 30 employees i.e. 60
employees respond that yes, they are aware of the concept of
competency mapping and about 40% population says that this
concept is completely new to them.

6. Is the concept of competency mapping easy to

understand?
Remarks

Proportion

Percentage

YES

24

48

NO

26

52

TOTAL

50

100

53

48%

52%
YES

NO

INTERPRETATION

Out of 50 employees 24 i.e. 48% respond that yes, it is easy to

understand the concept of competency mapping whereas, 26 i.e.
52% respond that it is not so easy to understand the concept of
competency mapping as it involve so many steps to finally reach to
the step of Training need identification.

7. Do you feel that competency based appraisal process

leads to effective identification of training needs?
Remarks

Proportion

Percentage

AGREE

21

42

DISAGREE

16

NOT ALWAYS

21

42

TOTAL

50

100

54

42%

42%

AGREE

DIS AGREE

NOT ALWAYS

16%

INTERPRETATION

Out of the sample population of 50 about 21 employees respond

that they agree that competency mapping leads to real training
need identification in an organization whereas, 16% employee
disagree for the statement and 42% respond that competency
mapping helps in identifying the training needs but not always.

8. a. Do you think your job should be reviewed?

Yes [ ]

No [ ]

a.

Remarks

Proportion

Percentage

YES

41

82

NO

18

TOTAL

50

100

55

18%
YES
NO

82%

INTERPRETATION

As per this question majority of i.e. 82% population feel that their
job should be reviewed whereas, employee i.e. 18% respond that
there is no requirement to review the job of an employee.

b. If yes, then how frequently?

Monthly [ ]
Half Yearly [ ]

Quarterly [ ]
Annually [ ]

Remarks

Proportion

Percentage

WEEKLY
MONTHLY
QUARTERLY
ANNUALLY
TOTAL

3
18
13
7
41

7
44
32
17
100

56

17%

7%
WEEKLY
44%

32%

MONTHLY
QUARTERLY
ANNUALLY

INTERPRETATION
Out of 41 employees who say that yes, performance should be
reviewed, 3 employee i.e. 7% feel that performance should be
reviewed weekly, whereas 18 i.e. 44% employee believe that it
should be reviewed monthly also 13% employee believe that it
should be reviewed Quarterly and according to remaining
employee it should be reviewed annually.

9. Developing technical and behavioral competency in

employees leads to effective achievement of
organizational goals?
Remarks

Proportion

Percentage

STRONGLY AGREE

16
23
11
50

32
46
22
100

AGREE
DISAGREE
TOTAL

57

22%

St. Agree

32%
Agree

Disagree

46%

INTERPRETATION
Out of 50 sample employees 16 employee strongly agree that
technical and behavioral competency leads to effective
achievement of organization goals whereas 46% believe that they
agree, also 22% employee disagree for it.

10. Is competency mapping providing an opportunity

for employees to grow and enhance their capabilities?
Remarks

Proportion

Percentage

YES

37

74

NO

13

26

TOTAL

50

100

58

26%

YES
74%

NO

INTERPRETATION

Majority of employee i.e. 74% of employee believe that

competency mapping leads employees to grow and enhance their
capabilities whereas, 13 employee i.e. 26% employee believe that
no it is not able to enhance the capabilities of the employee and
grow in future.

CHAPTER-5
59

FINDING, RECOMMENDATIONAND
CONCLUSION

FINDINGS
Competency Mapping was formed for the unique positions against
which the employees are rated for their Performance Improvement.
It is a lengthy process which requires time and effort as it has to
undergo through various stages so that exact training need of an
employee can be identified.
Competency mapping not only groomed employees in the respective
competencies but it has created a sense of awareness related to their
60

job description, strengths as well as weaknesses where they have to

work upon.
Many a times duties which are performed by the employees are
somehow not related to their Job Description. They have to perform
different task more or less as per the need arises.
A step towards succession planning by identifying their KPAs and
rating their performance.

RECOMMENDATION
Consider elements of future roles.
Adequate knowledge and training should be provided to the employees
from so that their efficiency and effectiveness can be enhanced.
Objectively assigning priorities to various impacting behaviors of a
competency based organization.
Competency mapping process should be easy to understand.
Company should work for improving the competencies of its employees by
putting true efforts in training.

CONCLUSION
Competency Mapping is a process of identifying 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.
61

 Increased manpower costs, need for ensuring that competent people

man critical positions, and the need to be competitive and recognition
of the strategic advantages of having good human resources have
compelled firms to be more competency driven.
In the report we have discussed how competent employees have
become need of the hour in every organization and it is now essential
that they undertake competency mapping, identify models, gaps and
imbibe this as an everyday practice in an organization.
Often competency mapping runs the risk of being just another newfangled process that happens to be the flavor of the season.
Such a powerful organizational tool is often resorted just because
rival organizations have implemented it and not because there is
genuine appreciation of its benefits.
Competency mapping should not be seen as just another means to
apportion and dispense rewards.
All the stakeholders must see in the exercise an opportunity for longterm growth.
The key is to look at competency mapping as going beyond mere
processes.
And to see in it an exercise that has a significant and lasting value to
project managers as well as to the organization.

ABBREVIATIONS

62

 OHSAS= Occupational Health & Safety Assessment Series

JHI = Jaya Hind Industries
PDC= Pressure Die Casting
GDC= Gravity Die Casting

BIBLOGRAPHY

BOOKS:

Research Methodology- C R Kothari

The Handbook of Competency Mapping Seema Sanghi
M.Verma, V.Sinha
WEBSITES:

http://www.askme.com/pune/akurdi-automobile-accessories-jaya-hindindustries-limited
http://dts.search +www.wikipedia.com
http://www.google.co.in/search?
hl=en&newwindow=1&site=&source=hp&q=Jaya+hind+industries&btnK=
Google+Search
http://www.search-results.com/ www.monsterindia.com.
http://www.businessknowhow.com/manage/jobdesc.html
http://dts.search-results.com/ www.careertrainer+.com5
http://dts.search-results.com/+www.indianmba.com
http://dts.search-results.com/www.citehr+.com
www.hrworkbench.in
http://www.search-results.com/ www.business+balls.com

QUESTIONNAIRE

Name
Ticket No. ....
Designation
Department .

1. Have you been aware of your Job Description?

Yes [ ]

No [ ]

2. Whether all departments employees are aware about the job Description
of their Supervisors, Peers and Colleagues?
Yes [ ]

No [ ]

Cant Say [ ]

3. Do you think that Job Descriptions are necessary for each and every
employees?
Yes [ ]

No [ ]

4. Does the Job Description play a vital role for deciding the competencies?

Yes [ ]

No [ ]

Not Always [ ]

5. Whether the employees aware of the concept of competency mapping?

Yes [ ]

No [ ]

6. Is the concept of competency mapping easy to understand?

Yes [ ]

No [ ]

7. Do you agree that competency based appraisal process leads to effective

identification of training needs?
Agree [ ]

Disagree [ ]

Not Always [ ]

8. Do you think your job should be reviewed?

Yes [ ]

No [ ]

If yes, then how frequently?

Monthly [ ]
Half Yearly [ ]

Quarterly [ ]
Annually [ ]

9. Developing technical and behavioral competency in employees leads to

effective achievement of organizational goals?
Strongly Agree [ ]

Agree [ ]

Disagree [ ]

10.Is competency mapping providing an opportunity for employees to grow

and enhance their capabilities?
Yes [ ]

No [ ]

11.Do you have any suggestions to make?

--------------------------------------------------------------------------------------------(Signature of Respondent)