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fulfilling them
COMPANY DETAILS
COMPANY NAME: Universal Valves
TURNOVER: 75 crores (approx)
VISION STATEMENT: Combining integrity with excellence to ensure
prosperity to all stakeholders on a continuous basis
MISSION STATEMENT: Sustained market leadership position in India for
GGC (Gate, Globe and Check valves) not just in terms of market share but
also excellence in quality and service, cost, profitability and growth
Universal Valves is a manufacturer of various types of valves with a major focus
on gate valves, globe valves and check valves.
COMPETENCY MAPPING
The first step is the competency mapping process. Competency mapping
is done for all the departments. A competency committee which consists
of HR professionals and all the department heads is responsible for the
competency mapping process.
This process involves interviewing the current employees and their
supervisors in the firm, studying the job descriptions across a few firms in
the industry who are of the same level or of a higher performance level.
This is then compared with the industry benchmarks/ requirements and
then a final list of competencies for each job are developed.
The next step involves the classification of competencies. At this stage we
have a number of competencies that have been identified for every job.
Now, these competencies are classified into three types namely,
Critical competencies
Essential competencies
Differentiating competencies
Critical competencies:
These competencies relate to theoretical concepts and the technical
know-hows involved with a job. These competencies form the foundation
on which an employee does his/her work. These competencies also define
the boundaries within which a person should work. For example, a critical
skill for an engineer would be knowledge about a valve and its design
this is something an engineer would require to base his work on. Another
example for an engineering department head, a critical competency
would be knowledge of standards and codes which serves as a check and
also as a boundary which the department has to adhere to.
Essential competencies:
These are more practical competencies and relate to the hands-on job
that an employee would be carrying out. For example, for an engineer,
hands on assembly would be an essential skill.
Differentiating competencies:
These may be considered as additional competencies or add-ons that
bring extra benefits. An example would be excel skills, auditing skills,
etc.
Something to be understood is that a competency can be present for more
than one job and also a competency that is critical for one role may be
essential or even differentiating for another role. For example, consider
the quality department. For the head of quality who has to read and
prepare many reports, excel skills may be a critical competency whereas
for someone who is at the bottom level of quality department may have it
as a differentiating skill.
The second step is to quantify each competency. This is done so that for
every job, we have a measurable level of each competency that is
required. This is again done by the committee for competency. It is done
with the help of industry benchmarks and also through reviewing similar
successful organizations.
The key to what each number represent is given in the below table.
Leve
l
1
2
3
4
This process is done across the organization and then the gap / shortfalls
in various competencies are identified for every job and employee. The
below table and chart give an example of how it is reported in the
organization.
Competency
Classification
Critical
Critical
Critical
Critical
Essential
Essential
Essential
Essential
Essential
Differentiatin
g
Differentiatin
g
Differentiatin
g
5
4
3
2
1
0
Knowledge/Skill
classification
RCL
CCL
x1
x2
x3
x4
y1
y2
y3
y4
y5
z1
3
3
2
3
z2
z3
TRAINING PLAN
Once the gap is analysed, the next step is to formulate the training plans
for each job. Critical and essential competencies are given priority over
the differentiating competencies. The Human Resource professional
analyses what all training needs can be satisfied within the company
through supervisor imparted training or peer imparted training.
Competencies that cannot be trained internally fall into two categories,
1. Competencies that can be trained by hiring a professional to train
employees in the company
2. Competencies that require special training
Contract trainers:
It involves a professional in a certain field who can impart training to the
employees. This training would take place in the organization itself. The
training is done on a contractual basis and the contract is renewed based
on the effectiveness of the training.
Special training:
These would require sending employees to joint venture partner in USA.
As per our company contact, this type of training is rare and is of very less
percentage compared to internal and contract based trainings.
Special trainings are typically required for,
Training required
Mode
Source
No.of.Days
Preparation of
technical quotes
Internal
Joseph
EVALUATION OF TRAINING
Training evaluations are usually carried out mid-year. For shorter trainings
evaluations are done by the supervisor once the training is complete.
Evaluations are done for the trained employee as well as the trainer.
For employees, evaluations are done through a two-step process.
1. The employee is asked to perform the task and the deliverable is
checked for effectiveness
2. The employee is interviewed and the knowledge/understanding is
examined
If the training is seen to be not effective, an analysis is done by the
committee for competency as to whether the trainer is ineffective or the
employee is lagging behind.
As far as assessing the trainer goes, the feedbacks of the trainees and the
training effectiveness as measured for the employee is considered. The
feedbacks given by the trainees about the trainers exhibit a positive
rating bias most of the times. To overcome this challenge is why the
training effectiveness on the employee is also considered to evaluate a
trainer. Evaluation of trainer leads to a decision on whether to renew the
contract or to find a new trainer.
APPENDIX
1. Gap analysis for various roles in Engineering department
Engineering Head Executive Cadre
Required & Current Competency Level - Head Engineering
Competency
Classificatio
n
Critical
Critical
Essential
Critical
Essential
Essential
Critical
Essential
Essential
Differentiating
Differentiating
Employee
name
Knowledge/Skill
classification
Knowledge of Stds and
Codes ( ASME, Material &
Testing standards.
GGC
Valves
and
its
applications
Knowledge on Geometric
Tolerencing & Dimensioning
(GTD)
Preparation of Technical
Quotes
Maintenance
of
Tech
Transfer Records
ERP - MM Module
Contract Review
Hands
on
Assembly
Experience
ISO , PED,& IBR
Required
Competency
Level
4
Current Competency
Level (Guru)
3
4
1
2
3
3
1
2
Critical
Training
required
Mode
Source
No.of.Days
Evaluatio
n Cycle &
Method
Preparation of
technical
quotes
ERP MM
Module
Guru
Guru
Internal
MN
Internal
1 day training
Employee
name
Donald
Donald
Knowledge/Skill classification
Required
Competency
Level
3
Current
Competency
Level ( Donald)
1
3
4
2
2
Basic Design
Automation
Requirements
Valve
3
3
2
1
Mode
Internal
Sourc
e
No.of.Day
s
Evaluatio
n Cycle &
Method
Internal
Knowledge/Skill classification
Required
Competenc
y Level
Current
Competenc
y Level
(Peter)
Essential
Essential
Critical
Critical
Essential
Critical
3
3
1
2
4
4
3
2
2
3
3
3
3
1
2
2
&
Knowledge on Geometric
Dimensioning (GTD)
&
Essential
Essential
Differentiating
Differentiating
Employe
e name
Peter
Peter
Tolerencing
Mode
Source
No.of.Day
s
Evaluation
Cycle &
Method
Internal
Internal
Knowledge/Skill classification
Essential
Essential
Essential
Essential
Essential
Differentiating
Differentiating
Employee
name
Mode
Required
Competency
Level
3
4
3
3
4
Current
Competency
Level ( Robert)
2
2
1
2
3
4
3
4
4
2
1
2
1
3
3
1
2
Source
No.of.Days
Robert
NDT Qualification
Hands on Valve Assembly &
Testing
Robert
Current
Competency
Level
( Joseph)
1
NDT Qualifications(RT,PT,LPT)
Quality
Plans
Products
&
Essential
Execution Skills
Essential
MS office Applications
Essential
Essential
Differentiating
Differentiating
Joseph
Joseph
Joseph
Joseph
Joseph
Required
Competency
Level
Preparation of
Components
Essential
Employe
e name
Knowledge/Skill classification
Auditing Skills
Documentation Management
Mode
Source
No.of.Day
s
Evaluatio
n Cycle &
Method
S No
1
2
3
4
Resource
Duration