Final Report

` GTU’s Enrollment No: 097690592103
A
PROJECT REPORT ON
COMPETENCY MAPPING
AT
Sanofi Aventis
Ankleshwar
Submitted By:
Prexa Tushar Mistry (Roll no: B-43)
MBA PROGRAMME 2009-2011 (SEMESTER II)
In partial fulfillment of the requirements for Summer Internship Programme for

the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

SHRI JAIRAMBHAI PATEL INSTITUTE OF BUSINESS MANAGEMENT
AND COMPUTER APPLICATIONS (NICM-MBA)
Submitted to
GUJARAT TECHNOLOGICAL UNIVERSITY,
AHMEDABAD
1
Declaration
This project report entitled “COMPETENCY MAPPING” has been submitted

to Gujarat Technological University, Ahmedabad in partial fulfillment for
the award of degree of Master of Business Administration. I, the
undersigned hereby declare that this report has been completed by me
under the guidance of Mr. Tushar Upadhyay and Mr. Hiren Patel and Prof.
Bansi Patel (Faculty Member, Shri Jairambhai Patel Institute of Business
Management & Computer Applications, Gandhinagar.)
The report is entirely the result of my own efforts and has not been
submitted either in part or whole to any other institute or university for
any degree.
Name of the Student with Signature/s:

GTU’s Enrollment No:- 097690592103
Date:
Place:
2
Shri Jairambhai Patel Institute of Business
Management and Computer
Applications
(Formerly known as National Institute of Cooperative
Management),
Approved by AICTE, New Delhi and Affiliated with Gujarat University
Opposite Amusement Park, Indroda Circle, Gandhinagar - 382 007
Phone: 079 – 23213043, 37 - 38 - 39 Fax : 079 – 23213036
Web: www.nicm.org.in E mail: director_mbanicm@yahoo.com
CERTIFICATE
This is to certify that PREXA TUSHAR MISTRY , student of MBA

(2009-2011 batch) at Post Graduate Centre of Gujarat Technological
University – MBA, SJPI has prepared a Summer Internship Project Report
on “ Competency Mapping” in partial fulfillment of two years full-time
MBA Programme of Gujarat Technological University, Ahmedabad. This
project work has been undertaken under my supervision and found
satisfactory.
Date : ----------------- Mrs.

Bansi Patel
Place: Gandhinagar Core Faculty
– MBA Deptt &
Project Guide
3
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the successful completion
of any task would be incomplete without the mention of people, who
made it possible, whose constant guidance and encouragement crown all
efforts with success.
My respectful thanks to Mr. Tushar Upadhyay Manager HR; Mr. Hiren Patel
Asst. manager HR; for allowing me to do the study in their company and
sparing their valuable time, knowledge and technical know-how, including
keen interest and guiding me at every stage of this project. Without their
support this report would not have reached this stage. I am also grateful
to the help extended by Mr. C. N. Desai, Mr. Srivastava, Mr. C. V. Mehta,
Mr. K. P. Shahi, and Mr. Keyur Desai.
I am highly obliged to Prof. Bansi Patel (Faculty Member, Shri Jairambhai
Patel Institute of Business Management & Computer Applications,
Gandhinagar.)For encouragement, valuable guidance and innovative
ideas, without which the project may not have taken a professional look.
My respectful thanks to Dr. S. O. Junare, Director Shri Jairambhai Patel
Institute of Business Management & Computer Applications, Gandhinagar;
the other faculties of the department and friends for their constant
encouragement.
Prexa Mistry
4
EXECUTIVE SUMMARY
When organizations recognize that people are truly their most valuable
resource, then one of the roles they accept is helping employees manage
their careers. Competency mapping is an important resource in this
environment, & is an accessory to knowledge management. It provides a
very powerful administrative tool to define, assemble, develop and
manage human capital in very effective ways to facilitate the
development of organizational competencies.
Competency involves assessment of the extent to which various skills

required to perform a role are possessed by the role occupant and his/her
role. Competency mapping is about identifying ideal behaviors and
personal skills which distinguish exceptional and stupendous performance
from the average. This aids in setting standards of behavior and thereby
performances for the average work force to follow. The competency map
represents the basic competencies required for the job, the competencies
that are important and the competencies that are critical to the job. It
identifies the key attributes (knowledge, skills, & attributes) that are
required to perform effectively in a job. It provides employers with
concrete and objective information usable in all employment decisions.
Competency mapping is a process through which one assesses and
determines one’s strengths as an individual worker and in some cases, as
part of an organization. It generally examines two areas: emotional
intelligence or emotional quotient (EQ), and strengths of the individual in
areas like team structure, leadership, and decision-making. Large
organizations frequently employ some form of competency mapping to
understand how to most effectively employ the competencies of strengths
of workers. They may also use competency mapping to analyze the
combination of strengths in different workers to produce the most
effective teams and the highest quality work.
5
Competency mapping can also be done for contract or freelance workers,
or for those seeking employment to emphasize the specific skills which
would make them valuable to a potential employer. These kinds of skills
can be determined, when one is ready to do the work, by using numerous
books on the subject Competency mapping also requires some thought,
time, and analysis, and some people simply may not want to do the work
involved to sufficiently map competencies. Thus a book like the above is
often used with a human resources team, or with a job coach or talented
headhunter. Competency mapping alone may not produce accurate
results unless one is able to detach from the results in analyzing past
successes and failures. Many studies find that people often overestimate
their abilities, making self-competency mapping results dubious.
The value of competency mapping and identifying emotional strengths is

that many employers now purposefully screen employees to hire people
with specific competencies. They may need to hire someone who can be
an effective time leader or who has demonstrated great active listening
skills. Alternately, they may need someone who enjoys taking initiative or
someone who is very good at taking direction. When individuals must seek
new jobs, knowing one’s competencies can give one a competitive edge in
the job market.
A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a
field that would best make use of his or her competencies. If the company
does not respond to competency mapping by reorganizing its employees,
then it can be of little short-term benefit and may actually result in
greater unhappiness on the part of individual employees. A person
identified as needing to learn new things in order to remain happy might
find himself or herself in a position where no new training is ever required.
If the employer cannot provide a position for an employee that fits him or
her better, competency mapping may be of little use.
6
However, competency mapping can ultimately serve the individual who
decides to seek employment in an environment where he or she perhaps
can learn new things and be more intellectually challenged. Being able to
list competencies on resumes and address this area with potential
employers may help secure more satisfying work. This may not resolve
issues for the company that initially employed competency mapping,
without making suggested changes. It may find competency mapping has
produced dissatisfied workers or led to a high worker turnover rate.
7
TABLE OF CONTENTS
Title Page no
DECLARATION I
CERTIFICATE FROM THE ORGANISTION II
PREFACE III
ACKNOWLEDGEMENT IV
EXECUTIVE SUMMARY IV
CHAPTER 1 Concept Of Competency Mapping 1
1.1 Introduction 11
1.2 What is Competency? 16
1.3 Meaning and concept of competency mapping 24
CHAPTER 2 Review of Related Literature 24

2.1 Roots of Competency Approach 24
2.2 History of Competencies 24
CHAPTER 3 About the Company 28

CHAPTER 4 Rationale and Objective of the project 48
CHAPTER 5 Competency mapping at APL 49
5.1 Concept 49
5.2 Job Description and Job Specification 49
5.3 Job Analysis at APL 53
5.4 Steps for conducting competency mapping at APL 53
5.5 Competency Dictionary 55
CHAPTER 6 Research Methodology 64
CHAPTER 7 Findings And Surveys 70
CHAPTER 8 Summary and Conclusion 71
BIBILIOGRAPHY/ REFERENCES 75
ANNEXURES 76
8
List of Figures
Figure no Figure name Page no

1 Behavior indicator 12
2 Concept of 14
Competency
3 Competency Based 18
Development
4 Areas Of 21
Implementation
9
CHAPTER 1
1. INTRODUCTION:
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. Now they believe in excelling and not competing. It is
better to build a core competency that will see them through crisis. And
what other way than to develop the people, for human resource is the
most valuable resource any organization has.
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 are the inner tools for
motivating employees, directing systems and processes and guiding the
business towards common goals that allow the organizations to increase
its value. 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
10
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 “KSA’s”) that are described in terms of
specific behaviors, and are demonstrated by superior performers in those
jobs or work roles. Attributes include: personal characteristics, traits,
motives, values or ways of thinking that impact an individual’s behavior.
1.1 WHAT IS COMPETENCY?
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
Skill
Other characteristics of an individual including
Motives
Values
Traits
Self Concept
11
Competency includes observable behavior as well as aptitudes,
skill and knowledge. It can be compared with an iceberg as shown
in the figure below:
DEFINITION:
First popularized by BOYATZIS (1982) with Research result on clusters of

competencies:
“A capacity that exists in a person that leads to behavior that meets the
job demands within parameters of organizational environment, and that,
in turn brings about desired results”
• UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that
allow an individual to successfully perform a task or an activity within a
specific function or job.
The Behavioral Iceberg
Observable
Behavior
Aptitudes
mpetenci
Attitudes / Traits 12
es
Skills
The Behavioral Iceberg
Observable
Behavior
Aptitudes
Competenci
Attitudes / Traits
es
Skills
Knowledge
FIGURE: A
• RANKIN (2002):
“Competencies are definition of skills and behaviors that
organizations expect their staff to practice in work.”
• MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a
superior performance.”
• WOODRUFFE (1991):
Competency: A person- related concept that refers to the dimensions

of behavior lying behind competent performer.
Competence: A work- related concept that refers to areas of work at
which the person is competent
Competencies: Often referred as the combination of the above two.
13
•ALBANESE(1989) :
Competencies are personal characteristics that contribute to
effective manage
performance.
• HAYES(1979) :
Competencies are generic knowledge motive, trait, social role or a

skill of a person linked to superior performance on the job.
BEHAVIOUR INDICATOR:
A Competency is described in terms of key behaviors that enable

recognition of that competency at the work place.
These behaviors are demonstrated by excellent performers on-the-job
much more consistently than average or poor performers. These
characteristics generally follow the 80-20 rule in that they include the key
behaviors that primarily drive excellent performance.
FIGURE B:
14
KNOWLEDGE
Relates to information
Cognitive Domain
Set of Attribute
Relates to
SKILLS
qualitative
Relates to the
aspects
ability to do,
personal
Physical
Characteristi
domain
cs or traits
COMPETENCY
Outstanding
Performance of
tasks or
activities
COMPETENCY – BROAD CATRGORIES
• Generic Competencies
Competencies which are considered essential for all employees
regardless of their function or level. - Communication, initiative,
listening etc. These are basic competencies required to do the job,
which do not differentiate between high and low performers
• Managerial Competencies
Competencies which are considered essential for employees with
managerial or supervisory responsibility in any functional area
including directors and senior posts
• Threshold or Performance:
Performance competencies are those that differentiate between
high and low performers.
15
Components of Competency:
• The competencies are observable or measurable knowledge, skills
and abilities(KSA)
• These KSA’s must distinguish between superior and other
performers.
Competencies in organization tend to fall in two categories
• General 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).
• Functional/Technical Competencies.
These competencies include specific success factors within a given
work.
1.2 MEANING AND CONCEPT OF COMPETENCY MAPPING
It is a process of identification of the competencies required to perform

successfully a give job or role or a set tasks at a given point of time. It
consists of breaking a given role or job into its constituent’s task or
activities and identifying the competencies (Technical, managerial,
Behavioral, conceptual knowledge and Attitude and skills etc) needed to
perform the same successfully.
• Competency Map. A competency map is a list of an individual’s

competencies that represent the factors most critical to success in
given jobs, departments, organizations, or industries that are part of
the individual’s current career plan.
16
• Competency Mapping. 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
• Competency profiling It is the process of identifying the
knowledge, skills, abilities, attitudes, and judgment required for
effective performance in a particular occupation or profession.
Competency profiling is business/company specific.
STEPS IN 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:

Step 2: Identifying hierarchy within the organization and
selection of levels:
Step 3: Obtain the job descriptions:
Step 4: Preparation of semi structured interview:
Step 5: Recording of interview details:
Step 6: Preparation of a list of Skills:
Step 7: Indicate proficiency levels:
17
Step 8: Validate identified competencies and proficiency levels
with immediate superiors and other heads of the concerned
department:
Step9: Preparation of competency dictionary:
Step 10: Mapping of competencies
COMPETENCY MODEL:
.
The roots of competency modeling date as far back as the early 1900’s
but these models have become widely popular these days. A competency
model is an organizing framework that lists the competencies required for
effective performance in a specific job, job family (e.g., group of related
jobs), 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
Skills + Knowledge + Ability
18
=
Competency
=
Observable Behavior
=
Effective Outcomes [Performance on Job]
=
Strategic Success Modeling – A Competency Model
FIGURE C:
TRADITIONAL JOB ANALYSIS VS. COMPETENCY APPROACH
Job Analysis leads to

• Long lists of tasks and the skills / knowledge required to perform each of
those tasks.
• Data generation from subject matter experts; job incumbents
• .Effective Performance
Competency model leads to

• A distilled set of underlying personal characteristics.
• Data generation from outstanding performers in addition
to subject matter experts and other job incumbents.
• Outstanding Performance
19
The approach allows executives and managers to make a distinction
between a person's ability to do specific tasks at the minimum
acceptable level and the ability to do the whole job in an outstanding
fashion
USE OF COMPETENCY MAPPING

Competency mapping serves a number of purposes. It is done for
the following functions:
• Gap Analysis
• Role Clarity
• Selection, Potential Identification, Growth Plans.
• Succession Planning.
• Restructuring
• Inventory of competencies for future planning
•
• Competency based recruitment
Competency based interviews reduce the risk of making a costly hiring
mistake and increase the likelihood of identifying and selecting the
right person for the right job
• Competency based Performance Appraisal
Competencies Enable
1. Establishment of clear high performance standards.

2. Collection and proper analysis of factual data against the set
standards.
3. Conduct of objective feedback meetings.
4. Direction with regard to specific areas of improvement
Competency based training
20
1. Competency based appraisal process leading to effective
identification of training needs.
2. Opportunity to identify/ develop specific training
programmes - Focused training investment.
3. Focused Training enabling improvement in specific technical
and managerial competencies.
• Competency based Development

1.) Contribute to the understanding of what development really
mean, giving the individual the tools to take responsibility for their
own development.
2.) Give the line managers a tool to empower them to develop
people.
• Competency based succession planning

Assessing employees’ readiness or potential to take on new
challenges.
Determining the person job fit can be based on matching the
competency profile
Of an individual to the set of competencies required for excellence
within a
profession. Individuals would know the competencies required for a
particular position and therefore would have an opportunity to decide
if they
Have the potential to pursue that position.
FIGURE D: AREA OF IMPLEMENTATION
TRAINING &
21
DEVELOPMENT
RECRUITMENT &
SELECTIONS
SUCCESSION
PLANNING
COMPETENCY
MODEL CAREER
PLANNING
RECOGNITION
REPLACEMENT
PLANNING PERFORMANCE
MANAGEMENT
1.3 ROLE OF COMPETENCY IN IDENTIFYING TRAINING NEEDS AND
SUCCESSION PLANNING.
The effectiveness of the training function is heavily dependent upon

effectiveness of processes used to identifying training needs. This is the
first critical step on the road to competence development and
performance enhancement.
An inadequacy at this stage cascades to all the subsequent training

processes.
22
TRANINING LEADING TO SUCCESSION PLANNING:
DEFINITION:
As a general definition, “Succession Planning” is the process of

preparing to hand over control. Specifically, business succession planning
is the process of preparing to hand over control of the business to others
in a way that is the least disruptive to the business’s operations and
value.
• Succession planning is traditionally defined as “a means of

identifying critical management positions, starting at the level of
manager and supervisor and extending up to the highest position in
the organization.
• Succession planning and management is a deliberate and
systematic effort by an organization to ensure the continued long-
term effective performance of an organization, division, department
or work group by:
Identifying, developing, retaining and replacing talented

individuals in positions over time.
Retaining and developing intellectual and knowledge
capital for the future
Encouraging individual learning, growth and
advancement
Source: Roth well, William J., Effective
WHY IS IT IMPORTANT?
 Ensure business continuity
23
 Replace future vacancies and meet future skill and talent needs
 Have the right people in the right places at the right times to do the
right things
 Address skill shortages ahead of time
 Maximize competitiveness as an employer and ability to attract and
retain talented staff
 Enhance ability to promote from within
 Provide a supportive “growth” environment
 Focus learning and development efforts
SUCCESSION PLANNING is a process whereby an organization ensures that

employees are recruited and developed to fill each key role within the
company. The succession planning process, develop the knowledge,
skills, and abilities of superior employees and prepare them for
advancement or promotion into ever more challenging roles.
CHAPTER 2
REVIEW OF RELATED LITERATURE:
2.1 THE ROOTS OF COMPETENCY APPROACH:
24
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.
Despite a growing interest of competency among mangers and human

resource professionals in recent years, the modern competency
movement in industrial-organizational psychology actually dates from the
mid1950’s and early 1970’s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s 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 tool for use in the
design of organizational components. Trochim's technique differs
significantly from Novak's original school of thought. While Novak's maps
are generated for an individual, Trochim's are generated by a group.
2.2 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.
25
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.
Flanagan’s 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 performers.
It is Flanagan’s critical incidents technique that sixteen years later inspires

David McClelland 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 Bloom’s terminology.
Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched

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
26
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 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-to-face
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).
27
Chapter 3
About
Sanofi Aventis
In India, Hoechst was incorporated in May 1956 and the Ankleshwar site
was started in1987 in the name of Hoechst India ltd. In 1989
pharmaceuticals plan was set up. Aventis Pharma, based in Frankfurt-
Germany was established in 1995 through the merger of Hoechst’s
pharmaceutical division, U.S. based Marion Merrell Dowand Rousse Uclaf
of Romainville of France. Subsequently Aventis Pharma ltd. (APL) was
established in 2001 through the merger of Aventis Pharma ltd. and Rhone
Paulanc. In 2005 again it was taken over by Sanofi group of France. But
still it is known as AVENTIS PHARMA LIMITED (APL) because of some legal
compliance. Sanofi Aventis has its plant at Goa. Sanofi Aventis is the
world’s largest pharmaceutical company, ranking No.3 in world and No.1
in Europe, backed by a world class R&D
Aventis Pharma is dedicated to extending and enhancing human life

through discovery, development, manufacture and sale of pharmaceutical
products.
The Ankleshwar site complex also encompasses two other companies viz.
Bayer crop-science India ltd. - in the manufacturing and selling business of
agro chemicals & pesticides and Chiron Behring Vaccines pvt, ltd. - in the
manufacturing business of vaccines. The latter is a joint venture of Aventis
Pharma and Chiron of U.S. and the vaccines so manufactured are
marketed by APL.
Values
 Respect for people
28
 Integrity
 Sense of urgency
 Networking
 Courage
 Strategy
Vision
Aventis Pharma aspires to be an industries leader valued by patients
&healthcare provides for its commitment to path breaking therapies; by
employees for its commitment to fairness & openness; by the science
community for its support to research & development; and its peer group
for seeing fair competition as best serving interest of patients.
Present profile
Sanofi Aventis is a global Pharma company that discovers, develops and
markets branded prescription drugs and vaccines to protect and improve
the quality of life of people around the world. In India it operates through
its registered office in Mumbai. It also has its manufacturing units in
Ankleshwar, Gujarat & in Goa.
In the year ended on 31st December the company had net sales of
Rs.8078 million as against Rs.7350 million during the previous year. This
represents growth of 9.9%
As per ORG IMS stockist Audit Report total pharmaceutical market is
having a growth of 5.3%. As per the report this company is the 7 th largest
domestic player in India with market share of 2.8%.
Types of communication channel

In APL communication is done in following ways.
1. Upward communication:
Upward communication is done bottom to top i.e. lower level people
reports to higher level
29
2. Downward communication:
Downward communication is done top to bottom i.e. higher level people
supply
Information to bottom.
3. Horizontal communication
Horizontal communication is done between different departments.
Product portfolio
Below products are manufactured by APL
Formulation Products
Anvil range Anvil 25/50 mg
Allegra Allegra 30/120/180mg
Lasik range Lasik 40mg
Nova gin Novalgin,baralgan
Combiflam comb flam
Rifampicine range Rifater ,Refadin ,
Tarivid range Tarivid200/400mg
Tavanic Tariisd 200/400 mg
Trental range Taranic 500mg
Pheniramine maleate Trental 100/400
Artican
Lasamide
Ramipril
Company also manufactures on loan licence. Some products are as

follow.
 Soframycin
 Lasix 2ml
 Avil 2/10ml etc.
30
Organisational structure
SITE HEAD
GM
HOD OF HOD OF HOD OF HOD OF HOD OF HOD OF

PROD. HR FINANCE PUR. Q.A. STORES
ASST.
MANAGER MANAGER EXECUTIVE ASST.MGR ASST.MGR
MGR
EXECUTIVE EXECUTIVE
EXECUTIVE EXECUTIVE ASS. MGR.
OPERATOR
WORKERS
31
DEPARTMENTAL STRUCTURE:-HR DEPARTMENT
HOD
ASST.
MANAGER
EXECUTIVE EXECUTIVE EXECUTIVE
OBJECTIVE:-
Main activity of the HR department is to maintain cordial relationship

between departments and to provide skilled, knowledgeable and
competent manpower.
ACTIVITIES:-
To achieve the above objective HR department of APL carries out

following activities
 Preparing good HR policy for company.

 Analyzing different jobs and provides job description of each
and every job.
 Recruiting and selecting right people for right job at right
time.
 Fulfilling the training need of new employees as well as
existing employees.
 Providing welfare facility to employees.
 Appraising the performance of existing employees.
32
 Maintain good working environment with the help of positive
employee-employers relationship in the organization.
 To solve dispute, if any in organization.
 Carry out administrative activities like transport, security, etc.
 Defining roles and responsibility of each and every employee
to avoid ambiguity in employees.
FUNCTION OF TIME OFFICE:-
The major and sole function of time office is to record attendance of

each and every of the company either it be staff or workmen trainees.
As name reveals, time office keeps record of timing of ENTRY and EXIT
of employees working in organization. Time keeping function is a very
important function of HR department,
APL uses STAR software, which is based on ELETRONIC CARD

PUNCHING SYSTEM for daily attendance of permanent employees. The
system works in following steps:
 An employee picks up card from the board at main gate while

entering in the campus of company
 Inserts card into the machine at main gate
 After that, he keeps card at another board.
 At the end of shift again he performs same step.
Three machines are put at main gate, one is for APL, and one is
for BAYER,
One is for Chiron. Machine of APL is directly connected with

computer,
That notes timing. If any employee leaves campus during working

hours
Then also he has to punch the card
For trainees and apprentices manually records are maintained.
33
Another board is there for putting their cards. They have to follow
following steps:
 A trainee has to pick up card from the board and put it in another
box at security office.
 Security people write in-time and put back on board.
 While going also same procedure is followed
In APL four shift running in a day

- General shift 9:30 am to 5:30 pm
- 1st shift 7:30 am to 3:30 pm
- 2nd shift 3:30 pm to 11:30 pm
- 3rd shift 11:30 pm to 7: 30am
Over time:-
APL gives double basic over time to operators and in case of Staff
Company does not give over time. The minimum overtime for an
Operator is 1 hr. Maximum 75 hours can be given.
Paid holiday: -
APL gives paid holidays that are decided by the authorized person. If an
employee has weekly off and PH on the same day APL gives over time
for the duty hours and salary for weekly off. List of PH are as under:-
- Republic day
- Dhuleti
- Independence day
- Rakshabandhan
34
- Janmashtmi
- Gandhi Jayanti
- Dashera
- New year
- Diwali
Type of leaves: -
Types of leave Staff Operatives
Casual leave (CL) 09 09
Privilege leave (PL) 23 16
Sick leave (SL) 12 12
PERSONAL DETAILS IN EMPLOYEES FILE:-
Following detail are usually found in employee’s personal file.
⇒ Bio data
⇒ Application form
⇒ Photograph
⇒ Interview assessment sheet
⇒ Pre-employment medial report
⇒ Offer letter
⇒ Appointment letter
⇒ Proof of birth (school L.C./ Birth certificate)
⇒ Educational qualification certificate
⇒ Experience certificate of previous employment, if

any.
⇒ Weekly absenteeism report
35
⇒ Joining report
⇒ Status of attendance.
⇒ Performance assessment report
⇒ Loan details & certificate
⇒ Leave report
⇒ Training completion letter
⇒ Existing salary details
⇒ Report of disciplinary.
HUMAN RESOURCE PLANNING, RECRUITMENT AND

SELECTION:-
 HUMAN RESOURCE PLANNING (HRP) :-
APL, being in an operation since last 16-17 years, already having required
man power in commensurate with product value, workload and quality
requirement. However, there is a well-established procedure and system
for recruitments of additional manpower required for current volume as
well as expansion plan.
 RECRUITMENT AND SELECTION:-
There is a well-defined and robust system as far as recruitment and

selection is concern. This process is based on certain principal like
discrimination on basis of cost, creed, religion, all the selection are based
on purely merit of an individual also is best fitting to the required job
profile position. The organization has all the option open for recruitment
and selection process.
In APL recruitment is done only in the following condition:
36
 When they want to expand their capacity of plant.
 When employee leaves organization.
 When employee retires.
Sources of recruitment
(i) Internal source

Promotion
Transfer
(ii) External source
Advertisement
Educational institutes
Training institutes
Procedure:-
APL undertakes following step as its recruitment and selection
procedure for external source, in order to get right person for the right
job:
1) As and when they receive application they scrutinize application and

call them who are fall in the criteria.
2) They take preliminary interview of the candidate & if interviewee

gives correct answers and suitable for job then he is recommend for
selection.
3) Then that recommended person goes for final interview. Final

interview taken by both personal department& respective
departmental head
4) And finally sight head approves it.
PERFORMANCE APPRAISAL
APL has well defined and laid down system for gazing the performance of
individual on quarterly basis, half yearly &annual basis. As per the system
37
an individual is require to set his annual goal which are in line with
organization requirement and some are periodically revised and discussed
time to time with employees. Normally, performance appraisal is done by
HOD.
Target setting is made effective using the SMART principles. Target has to
be:
Specific
Measurable
Inspirational & stretching
Realistic
Time bound
Training and Development

The company being in Pharma business is putting lot of stress as far as
quality, skill, & knowledge are concern. Company is giving a lot of
importance to HSE related issues. In addition to that company also
believes that equal opportunities should be given, as far as personal
growth of individuals is concern. For this GAP analysis of skill,
knowledge & competence is done on regular basis & training activity is
done to meet that.
To achieve this goal there is a system of identifying needs of individual on

yearly basis is done. Based on this, training calendar is prepared which is
periodically monitored.
The different types of training programmes are:
 In house training: it includes training programmes by
internal faulty or may be conducted within plant by an external
faculty.
 EHS training: this kind of training is given normally to
production people
 Supervisory training: such kind of training is given to
supervisors to improve their performance
38
 Management training: this kind of training is given to
managers to improve their productivity.
Average Training Man days

To count average man-days special software is developed by company
on its own. Average training man-hours were 35 hours in 2005.
PROMOTION AND TRANSFER POLICY:-
 PROMOTION :-
In APL promotion is based on performance of employees. Potential

appraisal of employee is conduct by personnel department and identifying
his capability. HOD checks the performance of the employees and gives
report to the personnel department. In APL promotion is given within 3 to
4 year. But if employee do very hard work and his performance are very
good, found additional efficiency then APL gives performance within 1
year. Sometime VNG give double promotion also.
 TRANSFER: -
In APL transfer based on requirement. APL has 2 types of transfer that is
Intra and Inter department transfer. Sometime APL gives intra and inter
transfer because of requirement of manpower, depends upon capability
and interest.
 WELFARE ACTIVITIES :-
 Housing colony facility
 Canteen facility
 Helmet, shoes in production areas are given
 Medicine facility
 Traveling facility
39
 Uniform facility
 Refreshment facility
 Sports facilities
 Corporative credit facility
 Free medical checkup for small injuries
 Winter ware and rain coat is given once in 3 year
 Celebration of family day once in a year
Wage and salary structure
APL believes that wage & salary structure should be just & fair with the
scientific approach on deciding the compensation based on region cum
industrial basis, market demand, skills, knowledge and educational
requirement of job.
As per the provision of income tax act ,co. has the compensation structure
of the component like basic ,DA, HRA, educational allowance, service
allowance, shift allowance (for production people only), LTA, medical etc.
Method of wage payment
Two types of wage payment system are used.
 Time wage system is used for permanent employees
 Piece wage system is used for contract labors.
Industrial Relations Environment
In a span of 20 years of operation company has good co-cordial industrial

relation environment which is attributed to the philosophy ,culture
&approval of company reflected to the bilateral negotiation ,well defined
& established grievance handling procedure & revision of pay scale from
time to time in line with the rate of inflation ,market value etc.
40
Employees of APL are not attached with any national union, Employees
have formed their own union & whine the problem arises they resolve that
by mutual understanding.
Computer application on HR
 As mentioned before , company uses STAR software for time

keeping
 Company also uses MS-Office, E-mail facility
 Company is planning for having PEOPLE SOFT or SAP
ADMINISTRATIVE ACTIVITIES- TRANSPORT, SECURITY, Etc.:-
Transport facility is provided for employees working in the organization.

Security in APL is very strict. Securities check each and every employee
while they enter in the company and existing from the company.
Departmental structure
Site Head
HOD
Manager
Executives (3)
Workers &
Apprentice (105)
41
Departmental activities
Following activities are performed in production department
 Prepare validation master plan.
 Optimum utilization of resource.
 Manpower planning.
 Co-ordination with purchase department for purchase.
 Planning production activity daily, daily and monthly.
 Maintain product quality.
 To control rework and waste.
 To plan for preventive and breakdown maintenance in
coordination with engineering department.
 Maintain the appropriate labeling as per the stages of operation.
Types of products
Two types of products are produced in APL
Bulk Drugs Formulations
 Pheniramine  Avil 25
maleates  Avil 50
 Raipril  Lasix
 Lasamide  Novalgin
 Articain e
 Glibenclaide  Tarivid
200mg
 Tarivid
400mg
 Lasilaton
42
e
 Allegra
120
 Allegra
180
 Rifatave
 Rifadin
 Comblifla
m
 Trental
100mg
 Baragin
RAW MATERIAL
In APL, mainly two types of pharmaceutical raw materials are used
Active pharmaceutical  Expedient
ingredients pharmaceutical
ingredients
  Starch
Paracetamol  Lactose
  Magnesiu stearate
Pheniramine maleate  Aerosole

Frucemide

Ibuprofen

Analygin

Al decton

Fexofenadine
43
UTILITIES USED
 Water
 Steam
 Power
 Compressed air
 Nitro gent
 Chill water
 Brime
 D.M. water
Co-ordination between production & other department

APL exercises proper as well as barrier free communication among all
departments.
 Stores and production
Intimation for dispensing material is sent to stores department. Before
that, an inquiry for availability of material is done and a requisition note
is sent.
 Purchase and production

Relationship between production and purchase are like two sides of a
coin. The entire requirement as per the different products and their
specification for the purchase of materials and machine parts are sent
by production department. In APL it is done through SAP.
 Production and dispatch

Production department transfer goods to store and from there the
activity of dispatch is done. So production department has to inform
dispatch department well in advance about finished goods so that
dispatch department can make arrangement.
 Production and engineering
44
Production department cannot function smoothly unless and until
engineering department provides its service.
45
Flow of raw material to finished goods
WARE HOUSE
MANUFACTURING
DISPENSING
GRANUTATION
DRY GRANUTATION WET GRANUTATION
COMPRESSION
COATING
PACKING
WAREHOUSE
46
DEPARTMENTAL STRUCTURE:-Purchase
SITE HEAD
HOD
EXECUTIVE EXECUTIVE
Objective
Main objective of this department is to purchase goods at reasonable
price with standard quality.
Purchase procedure
For raw material, packing material& engineering items

Company has standard sop to purchase raw material and packing material
which is as follows.
 A list of all items are made
 Specification of all these items are done
 This specification copies are send to suppliers
 Suppliers are asked to send samples with questionnaire send by
company
 QA department checks these samples
47
 If samples are approved, vendor shall be included in the list of
approved vendors.
 After that purchasing order is send
Vendor rating shall be done on a quarterly basis. It shall not be done for
monopoly suppliers. It shall be done for the vendors, which offers scope
for vendor development and cost competent authority.
Black list of vendors

Rejection percentage Steps taken
0-20% nothing is done
20-40 education notice is sent
40< warning letter is sent
After 3 warnings vendor is black listed.
For auxiliary items
 AED is prepared which is sanctioned by Finance department

 No vendor list is prepared
 Purchase order is directly given to nearer vendor.
 DEPARTMENT STRUCTURE: -Stores
GM
ASST.
MANAGER
EXECUTIVES
OPERATORS
48
TYPES OF STORES
There are three types of stores in APL
 Raw material
 Packing material
 Finished goods
MATERIAL HANDLING IN STORES

Following equipments are used to handle the materials in stores
Fork lift machine
Pallet truck
Hydraulic trolley
STORE PROCEDURE: -
Receipt of raw material
 Store department first arrange the copy of purchase order.
 On the receiving time of the materials, the security checks
the P.O issued by the company.
 Security made the gate pass for the truck or any other
transportation through materials come and gives entry in to the
company.
 Then it would arrive at store department.
 After arrive at store department, the materials check by
the QA department. They check the quality as well as quantity of
the materials as per order.
 Then store department would accept the materials and
issue the goods return note (GRN).
 If any defect found in the materials, these defective
materials send back to the supplier.
 Storage of materials
49
 Acceptable material is stored in the stores. They arrange
all the materials as per location of materials.
 And also the entries are made in the computer system to
update the stock in the store.
Issuing Of Materials:-
 If any departments require materials, those departments

issue the material from the store.
 The user department prepare material issue voucher (MIV),
on this voucher user department take sign of head of the
department. This voucher gives to the store department. In this
voucher all the information written like name of the materials,
materials code no, require quantity, etc.
 Now store department check the voucher and see in the
computer system the availability of particular materials. If
particular materials are not available in the store, store
department inform to the user department.
 Require materials available in the store, they issue they
require materials. And prepare issue voucher.
 After issue the materials, store department update the
entries in the computer.
Material coding system
In APL ten digit coding system is used. For raw material it starts with digit
4 and for packing material it starts with digit 5
INVENTORY MANAGEMENT SYSTEM

APL uses ABC system to manage its inventory.
STOCK VERIFICATION: -
In APL, internal verification is done daily and external verification is

done quarterly.
50
Chapter 4
RATIONALE AND OBJECTIVE OF THE PROJECT
RATIONALE OF THE PROJECT
Competency mapping has been done by many organizations. APL has also
done competency mapping for its employees. So conducting this project
was quite simpler.
With the prompt guidance of Human Resource Department, I was
assigned to carry out competency mapping of the technicians of various
departments.
After preliminary presentation before HR Manager and Asst. Manager, I
was provided the job description of all the technicians.
Apart from it, I also got the opportunity to meet the Head of Departments
of all the respective technicians.
This gave me the chance to have practical overview of how the department
works and with their cordial guidance and sanction I composed respective
questionnaire for all assigned departments.
OBJECTIVE:
1.) Understand the concept of competency mapping in today’s business

environment and its relevance at Sanofi Aventis Pharma Ltd.
2.) To gain deeper understanding of the requirements at different
position.
3.) Establish proficiency levels required for each competency identified for
a
particular position.
4.) Develop a competency dictionary.
5.) To develop a competency model as applicable for the technician of
various departments at Sanofi Aventis.
51
CHAPTER 5
COMPETENCY MAPPING AT AVENTIS PHARMA LIMITED
5.1 CONCEPT OF COMPETENCY IN AVENTIS PHARMA LIMITED
Competency is a not a new concept at Aventis Pharma Ltd . The company

has already carried out competency mapping for its operative staff.
Hence, the execution of the project sailed smoothly. With the apt
guidance and supervision of HR department, all the necessary inputs viz.
job details and job analysis were obtained for the project.
5.2JOB DESCRIPTIONS AND JOB SPECIFICATIONS
What is a job?
A job is a collection of tasks and responsibilities that an employee is
responsible to conduct.
What is a job description?

Job descriptions are lists of the general tasks, or functions, and
responsibilities of a position. Typically, they also include to whom the
position reports, specifications such as the qualifications needed by the
person in the job, salary range for the position, etc. Job descriptions are
usually developed by conducting a job analysis.
 Components of job description:

• Job
• Job title
• Job summary
• Duties and responsonsibilities
52
• Working hours
• Work orientation
• Job specifications
 Why job descriptions?

Job descriptions are used especially for advertising to fill an open
position, determining compensation and as a basis for performance
reviews.
 How to frame job descriptions?

Job descriptions are framed by conducting job analysis.
 Job analysis:
Job Analysis is a process to identify and determine in detail the particular
job duties and requirements and the relative importance of
these duties for a given job. Job Analysis is a process where judgments are
made about data collected on a job.
The Job; not the person An important concept of Job Analysis is that the
analysis is conducted of the Job, not the person. While Job Analysis data
may be collected from incumbents through interviews or questionnaires,
the product of the analysis is a description or specifications of the job, not
a description of the person.
Purpose of Job Analysis
The purpose of Job Analysis is to establish and document the 'job

relatedness' of employment procedures such as training, selection,
compensation, and performance appraisal.
Determining training needs
Job Analysis can be used in training/"needs assessment" to identify or

develop:
53
• training content
• assessment tests to measure effectiveness of training
• Equipment to be used in delivering the training.
• Methods of training (i.e., small group, computer-based, video,
classroom...)
Compensation
Job Analysis can be used in compensation to identify or determine:
• skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)
Selection’
Job Analysis can be used in selection procedures to identify or develop:
• job duties that should be included in advertisements of vacant

positions;
• appropriate salary level for the position to help determine what
salary should be offered to a candidate;
• minimum requirements (education and/or experience) for screening
applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job
simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires
Performance review
Job Analysis can be used in performance review to identify or develop:
• goals and objectives

• performance standards
54
• evaluation criteria
• length of probationary periods
• duties to be evaluated
A typical method of Job Analysis would be to give the incumbent a simple

questionnaire to identify job duties, responsibilities, equipment used, work
relationships, and work environment. The completed questionnaire would
then be used to assist the Job Analyst who would then conduct an
interview of the incumbent(s). A draft of the identified job duties,
responsibilities, equipment, relationships, and work environment would be
reviewed with the supervisor for accuracy. The Job Analyst would then
prepare a job description and/or job specifications.
The method that you may use in Job Analysis will depend on practical
concerns such as type of job, number of jobs, number of incumbents, and
location of jobs.
What Aspects of a Job Are Analyzed?
Job Analysis should collect information on the following areas:
• Duties and Tasks The basic unit of a job is the performance of

specific tasks and duties. Information to be collected about these
items may include: frequency, duration, effort, skill, complexity,
equipment, standards, etc.
• Environment This may have a significant impact on the physical
requirements to be able to perform a job. The work environment
may include unpleasant conditions such as offensive odors and
temperature extremes. There may also be definite risks to the
incumbent such as noxious fumes, radioactive substances, hostile
and aggressive people, and dangerous explosives.
• Tools and Equipment Some duties and tasks are performed using
specific equipment and tools. Equipment may include protective
clothing. These items need to be specified in a Job Analysis.
55
• Relationships Supervision given and received. Relationships with
internal or external people.
• Requirements The knowledge, skills, and abilities (KSA’s) required
to perform the job. While an incumbent may have higher KSA’s than
those required for the job, a Job Analysis typically only states the
minimum requirements to perform the job.
5.3 JOB ANALYSIS AT AVENTIS PHARMA LTD.:
The company has extensive information about their jobs analysis.

The records of job descriptions and job specifications are well maintained
and updated as per the variation.
The detailed job description of the technicians of all the departments was
provided by the HR department on request.
Hence, there was no much need of re-defining the jobs.
5.4 STEPS FOR CONDUCTING COMPETENCY MAPPING AT AVENTIS

PHARMA LIMITED.
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 AVENTIS PHARMA LIMITED, as per the
instructions of HR Manager, competency mapping of foreman i.e.
56
technicians of all the departments was carried out by me.
Step 2: Obtain the job descriptions:
As mentioned earlier, job descriptions of the desired designations were

provided by the HR department after the preliminary presentation on
competency to HR Manager and Asst. Manager.
Step 3: Analyzing Job Descriptions:
The job descriptions provided by HR Department were thoroughly studied

and to analyze jobs, Te Associate Director, The Head Engineering and
Head of All the supervisors were met with to get detailed and practical
knowledge of job functions of the respective foreman
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. These questions were put
forth
employees to record their response regarding their job duties.
Step 5: Recording of interview details:

The candidate’s 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
57
candidate.
Step 7: Indicate proficiency levels:

Taking one competency level at a time different proficiency levels were
indicated. For the project five levels of proficiency were defined for every
competency. Each proficiency level was defined in term of 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:

Mapping of competencies of selected employees against the competency
dictionary as per their employee level and department was done. Here an
employee’s actual proficiency level of a particular competency was
mapped against the target proficiency level.
5.5 COMPETENCY DICTIONARY
1.) BUSINESS AWARENESS:
Definition: Understanding and utilizing economic, financial, and industry

data to accurately diagnose business strengths and weaknesses,
identifying key issues, and developing strategies and plans.
58
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
Able to Financial Knowledge Overview of Understandi

continually acumen. of company business. ng the
identify and (Accurate products. Industry
explore knowledge
business about the
opportunitie financial
s and needs. resources.)
2.)CHANGE ORIENTATION:
Definition: The ability to manage and accept changes.
Demonstrat Involves Reshapes Generates Ability to

es capacity employee in the team to innovations support
to identify initiating deal with and creative innovation
changes. and challenges ideas which and
implementin created by assist in creativity by
g changes. changes. progressing. encouraging
The change staff to
process. accept and
resolve
changes.
3) COMMUNICATION:
59
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.
LEVELS:
Listening Speak Is able to Is able to Understands

and confidently, provide read, write, the reasons
Interpretatio gives clear information speak and behind other
n, direct and in desired follow people’s
establishing specific manner. Is instructions thoughts
rapport, message. able to in order to and
understandi communicat perform his concerns.
ng needs. e ideas. role. Uses this
understandi
ng to predict
and prepare
for others'
reactions.
4.) COORDINATION:
Definition: The process of facilitating the flow of work for a purpose

or procedure and the ability to monitor or regulate those procedures
and activities.
LEVELS:
Builds Encourages Develops Creates Able to

effectively and information- team facilitate the
team within supports sharing effectivenes flow of work
a function/ colleagues networks s using for a
country. to achieve people process.
goals. skills.
60
5.) CONTROLLING:
Definition: Control is the process through which standards for

performance of people and processes are set and applied.
LEVELS:
Ability to Keep a Ability to Ability to Ability to

exercise check on the allocate exercise convince
powers. working decision control others on a
system. making without particular
authority or compelling course of
task employees action.
responsibilit thus
y to others avoiding
employee
dissent.
6.) DECISION MAKING:
Definition: The capacity to make sound and practical decisions which

deal effectively with the issues and are based on thorough analysis
and diagnosis.
LEVELS:
Knowledge Is capable of Takes Is able to Takes

of and understandi proactive give decisions
ability to ng of decisions opinions mutually
use various and when based on
effective scenarios for calculate collective the facts.
approaches effective risk decisions Accepts
for decision involved. Is are delegated
choosing a making. committed required. authority
course of to decisions. and acts
action or with span of
developing control.
appropriate
61
solutions.
7.) INITIATIVE:
Definition: The capacity to take action independently and to

assume responsibility for one’s action.
LEVELS:
LEVELS 1 LEVELS 2 LEVEL 3 LEVEL 4 LEVEL 5
Takes Challenges Voice ideas Able to take Continuously

initiative to the status on business prompt suggests
try out new quo and issues action to innovative
ideas at his suggest new without accomplish changes and
work place ways to prompting, objectives. can
to improve improve the adopts translate the
process. current changes in innovative
system. work place. ideas into
concrete
changes.
8.) INTERPERSONAL SKILLS:
Definition: Develop effective relationships with others.
LEVELS:
Ability to Open and Can Shares Cooperates

develop and honest in his establish a expertise in with the
maintain communicati rapport wide achieving team, get
effective on. range team goals. along with
relationships .Coaches Can bring the people.
with others and support people in
in order to team. achieving
encourage team and
and support resolving
communicati conflict
62
on and arising
teamwork. within.
9.) LEADERSHIP:
Definition: Leadership is an interpersonal influence directed

towards the achievement of a goal or goals.
LEVELS:
Recognizes Clear about Assigns Takes Foresee the

conflicts and who should responsibilit advantage conflicts and
acts be given y to of most tries to
accordingly. which tasks? different opportunitie minimize the
Senses the Coaches people s, could do same before
need to people when according to more to it arises,
assign required and their leverage thus takes
duties to open to give capability them necessary
people and advice when and sets through steps.
delegating. asked. deadlines others.
for the
same.
10.) MOTIVATION:
Definition: Motivation is a desire to achieve a goal, combined with

the energy to work towards that goal.
LEVELS:
Encourages Creates and Finds out To guide. Keeps

the maintains a what employee
employees positive motivates well
whenever environment employees informed.
required. . and tries to
provide it.
63
11.) PLANNING AND ORGANIZING:
Definition: Establishing courses of action for self and others to ensure

that work is completed efficiently.
LEVELS:
Diaries Meets Able to Is effective Ability of

appointment deadlines, assist other in planning arrange and
s and keeps delivers team the best assign work
to them on work on members balance of to use
time. Can time without where resources resources
prioritize sacrificing necessary to including efficiently.
tasks and quality. formulate human,
recognize Is a positive objectives. financial and
the influence on Accountable technologica
difference the use of for l to meet
between time in- preparation goals.
urgent and group and delivery
important meetings - of plans for
tasks. helps an activity
maintain or project
focus. undertaken
by a work
group or
team.
12.) PROBLEM SOLVING:
Definition: Processes problems into solutions and new opportunities.
LEVELS:
Ability to Determine Work Ability to Identifies

identify possible actively to handle and
problems. solutions. resolve the outcomes educates
issues. arising out others to
of the focus on
solutions causes, not
suggested symptoms,
64
and of problems
implemente and works
d co
operatively
to seek
solutions.
13.) RECORD KEEPING:
Definition: Ability to handle documents

LEVELS:
Has a basic Ability to Can interact Ability to Capable of

understandi make with various interpret the keeping up
ng of entries. departments records and to date
various and prepare take records.
kinds of records decisions
records. accordingly. accordingly
14.) STRATEGIC ORIENTATION:
Definition: It is an inclination to formulate strategies with long

term objectives.
LEVELS:
Takes a long Identifies Sets targets, Decides on Takes on

term and gaps and monitors optimum challenging
visionary seeks to efficiency work but
view of the overcome and approach. achievable
direction to them. effectivenes goals.
be followed s.
in the
future.
65
15.) SELECTION:
Definition: selection is a process to choosing the best amongst

available alternatives.
LEVELS:
Has a basic Ability to Ability to Ability to Can interact

knowledge recognize screen select the with various
of selection skills and candidates right universities
procedures talents and conduct candidate and suggest
around. interview. for the recruitment
organization trips.
.
16). TEAM MANAGEMENT:
Definition: Actively participating as a member of a team to move

the team toward the completion of goals.
LEVELS:
Participates Takes in Takes action Uses Communicat

willingly charge of outside daily strategies to es
with the managing work routine promote information
team by the whole to build team about the
doing business commitment effectivenes business to
his/her and to the team s across the managemen
share of the completing as a focus. business t and
teams' work. it at the Models such as employees.
Works well right time. teamwork in providing Actively
within the own information organizes
66
team behavior. to other activities
environment areas of the aimed at
to establish organization building
constructive to help team spirit
ideas or make
solutions decisions
that meet collaborative
organization ly and
al objective. sharing
resources to
solve mutual
problems.
17.) TECHNICAL SKILLS:
Definition: These are the skills that are action specific and require
training.
LEVELS:
Performing Working Demonstrati Working Possession

office task. with and ng technical with of
data and or computer knowledge,
numbers. professional technology, understandi
working with expertise to to use ng and
the act as a computer expertise to
computer professional technology carry out the
and to ensure a work
technical high level of effectively.
resource to efficiency in
the accomplishi
organization ng work.
.
CHAPTER 6
RESEARCH METHODOLOGY:
RESEARCH DESIGN : “Descriptive Research”
SAMPLE SIZE: 16
Department Designation Total

interviewed
67
Instrumentation Foreman 3
Electrical Senior Foreman 3
Energies(Utility Foreman 4
Operations)
Energies(Maintenance) Foreman 2
Maintenance(DG Set) Senior Foreman 1
Maintenance(Plant) Senior Foreman 2
Maintenance(Refrigerat Senior Foreman 1
ion)
RESEARCH TOOL AND QUESTIONNAIRE
Forms were prepared after consultation with the guide. Several forms
were studied on internet. The questionnaire was prepared after gaining a
clear understanding of the competency concepts.
The forms were checked by all the respective HODs and HR HEAD also
ACTION PLAN FOR DATA COLLECTION
Steps to be followed:
1. Job evaluation
2. Job analysis.
3. Identifying the competencies and framing competency level.
4. Forming a competency dictionary
5. Mapping of competencies of departments.
6. Finding competencies gap.
7. Identifying training needs
8. Acting as a channel for business development.
DATA ANALYSIS
The Analysis was done with 360 degree approach.
The questionnaire was filled by interviewing the respective technicians.
68
And competency dictionary was filled with the help of Head of the Department of
respective technicians.
The Competency Gap of every department was concluded and tabulated as
below.
The rating is done at 5 point rating
Department: Instrumentation
Required Curre Require Gap
competencies nt d level
level
Business Awareness 3 5 2
Change orientation 2 5 3
Communication 4 5 1
Coordination 4 5 1
Controlling 3 5 2
Decision making 2 5 3
Initiative 2 5 3
Interpersonal Skills 2 5 3
Leadership 2 5 3
Motivation 3 5 2
Planning & 3 5 2
Organizing
Problem Solving 3 5 2
Record Keeping 4 5 1
Strategic 3 5 2
Orientation
Selection 1 5 4
Team Management 3 5 2
Technical Skills 4 5 1
Department: ELECTRICAL
level
Communication 3 5 1
Coordination 2 5 3
Controlling 3 5 2
69
Initiative 2 5 3
Leadership 3 5 2
Motivation 3 5 2
Planning & 2 5 3
Organizing
Strategic 3 5 2
Orientation
Selection 1 5 4
DEPARTMENT: Energies (Boiler)

level
Communication 3 5 2
Coordination 3 5 2
Controlling 3 5 2
Initiative 2 5 3
Leadership 3 5 2
Motivation 2 5 3
Planning & 1 5 4
Organizing
Strategic 3 5 2
Orientation
70
Selection 1 5 4
DEPARTMENT: - Maintenance (fitter)

level
Communication 2 5 3
Coordination 2 5 3
Controlling 4 5 1
Initiative 3 5 2
Leadership 2 5 3
Motivation 2 5 3
Planning & 2 5 3
Organizing
Strategic 4 5 1
Orientation
Selection 0 5 5
DEPARTMENT: Energies (REFRIGERATION)

level
Communication 3 5 2
Coordination 1 5 4
Controlling 4 5 1
Initiative 2 5 3
Leadership 2 5 3
Motivation 3 5 2
71
Planning & 4 5 1
Organizing
Strategic 4 5 1
Orientation
Selection 0 5 5
DEPARTMENT: Maintenance (Plant Fitter)

level
Communication 2 5 3
Coordination 3 5 2
Controlling 4 5 1
Initiative 2 5 3
Leadership 2 5 3
Motivation 3 5 2
Planning & 4 5 1
Organizing
Strategic 4 5 1
Orientation
Selection 0 5 5
Chapter 7 Findings and Suggestions
72
From the gap analysis done for every department, following can be
suggested in general:
1. Technical Skills need no improvement as timely training is given

to the technicians and SOPs and EHS regulation are thoroughly
followed.
2. Employees are even interested in enhancing their soft skills. So

owing to this interest, more self development training should be
arranged.
3. Most of the employees are quite experienced and working with

the company since long time which indicates that ownership
association of employees with company is quite appreciable.
4. Training for English Should is imparted to enhance the business

documentation and speaking ability of employees.
73
CHAPTER 8
SUMMARY AND CONCLUSION
In the present chapter investigator would like to give a summary and

conclusions of the obtained results.
After a thorough study of the topic following objectives were framed:
1.) To study the job descriptions and carry out job analysis.
2.) To identify the KPA’S (Key Performance Areas) of the desired levels
In four departments
3.) Develop a competency dictionary
4.) To develop a competency model as applicable for Technical foremen

at Aventis Pharma Ltd.
From job descriptions a competency framework was developed for each

job position under study .There were competencies for each job position.
Out of competencies list 10 were the general competencies that was
common to all the five departments and the functional competencies
which was department specific. A five point scale was developed to rate
the competencies and determine the levels.
It was found that training is required in all the four departments at every
level.
74
DEPARTMENT COMPETENCY COMPETENCY
TYPE NAME
General  Interpersonal
INSTRUMENTATION
 Strategic
Orientation
 Leadership
ELECTRICAL General
 Initiative
 Interpersonal
 Strategic
Orientation
General  Team Work
ENERGY  Communicati
(BOILER) on
 Team
Management
ENERGY( REFRIGERAT General

ION)  Initiative
 Leadership
 Team
Management
 Interpersonal
 Strategic
Orientation
ENERGY (DG set) General  Initiative

 Team
Management
 Interpersonal
75
MAINTENANCE (Plant General  Initiative
Fitter)  Interpersonal
 Strategic
Orientation
PEOPLE WHO REQUIRE TRAINING IN FUNCTIONAL SKIILS:
DEPARTMENT COMPETENC COMPETENCY

Y TYPE NAME
INSTRUMENTATION Functional  Planning
And
Organizing
Motivation
 Change
Orientation
ELECTRICAL Functional  Planning
and
Organizing
 Communica
tion
 Business
Awareness
 Motivation
 Change
Orientation
Functional  Planning
ENERGIES(BOILER) and
Organizing
 Controlling
Functional  Coordinatio
ENERGY(REFRIGER n
ATION)  Planning
And
76
Organizing
Motivation
 Change
Orientation
ENERGY (DG set) Functional  Business
Awareness
 Motivation
 Change
Orientation
Maintenance (Plant Functional  Planning
Fitter) and
Organizing
 Controlling
77
BIBLIOGRAPHY
REFERENCES
INTERNET
http://competency mapping\Competency based HR, Competency

mapping.mht
http:/competency%20mapping/Job%20Competencies%20-
%20Competency%20Models%20-%20Workitect.htm
Human Resources Sites like Citehr.com

Managementheavans.com
Scribd.com
BOOKS
 Unit 8- distant learning MBA HR (IGNOU)

 Model, method and competency mapping and assessment – Milind
Kotwal
 Competency Management- A Practitioner’s Guide- R. Palan
 Handbook Of Competency Mapping - Seema Sanghi
78
Annexure
QUESTIONNAIRE
PERSONAL INFORMATION
NAME……………………………..
DESIGNATION…………………….
DIVISION/DEPARTMENT…………………….
REPORTING TO……………………………..
DURATION IN DESIGNATION…………………………
EDUCATIONAL QUALIFICATION…………………
1.) BUSINESS AWARENESS:
Definition: Understanding and utilizing economic, financial, and industry data to accurately
diagnose business strengths and weaknesses, identifying key issues, and developing strategies
and plans.
Able to Financial Knowledge of Overview of Understanding

continually acumen. company business. the Industry
identify and (Accurate products.
explore knowledge
business about the
opportunities financial
and needs. resources.)
3.) CHANGE ORIENTATION:
Definition: The ability to manage and accept changes.
79
Demonstrates Involves Reshapes the Generates Ability to
capacity to employee in team to deal innovations and support
identify initiating and with challenges creative ideas innovation and
changes. implementing created by which assist in creativity by
changes. changes. progressing. encouraging
The change staff to accept
process. and resolve
changes.
3) 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.
LEVELS:
Listening and Speak Is able to Is able to read, Understands the

Interpretation, confidently, provide write, speak reasons behind
establishing gives clear information in and follow other people’s
rapport, direct and desired manner. instructions in thoughts and
understanding specific Is able to order to concerns. Uses
needs. message. communicate perform his this
ideas. role. understanding
to predict and
prepare for
others'
reactions.
5.) COORDINATION:
Definition: The process of facilitating the flow of work for a purpose or procedure and
the ability to monitor or regulate those procedures and activities.
LEVELS:
Builds Encourages and Develops Creates team Able to

effectively team supports information- effectiveness facilitate the
within a colleagues to sharing using people flow of work
function/ achieve goals. networks skills. for a process.
80
country.
5.) CONTROLLING:
Definition: Control is the process through which standards for performance of people
and processes are set and applied.
LEVELS:
Ability to Keep a check Ability to Ability to Ability to

exercise on the working allocate exercise control convince others
powers. system. decision without on a particular
making compelling course of
authority or employees thus action.
task avoiding
responsibility to employee
others dissent.
6.) DECISION MAKING:
Definition: The capacity to make sound and practical decisions which deal effectively
with the issues and are based on thorough analysis and diagnosis.
LEVELS:
Knowledge of Is capable of Takes proactive Is able to give Takes decisions

and ability to understanding decisions and opinions when mutually based
use effective of various calculate risk collective on the facts.
approaches for scenarios for involved. Is decisions are Accepts
choosing a effective committed to required. delegated
course of decision decisions. authority and
action or making. acts with
developing span of control.
appropriate
solutions.
81
7.) INITIATIVE:
Definition: The capacity to take action independently and to assume responsibility for
one’s action.
LEVELS:
LEVELS 1 LEVELS 2 LEVEL 3 LEVEL 4 LEVEL 5
Takes initiative Challenges the Voice ideas on Able to take Continuously

to try out new status quo and business issues prompt action suggests
ideas at his suggest new without to accomplish innovative
work place to ways to prompting, objectives. changes and
improve improve the adopts changes can translate the
process. current system. in work place. innovative
ideas into
concrete
changes.
8.) INTERPERSONAL SKILLS:
Definition: Develop effective relationships with others.
LEVELS:
Ability to Open and Can establish a Shares Cooperates

develop and honest in his rapport wide expertise in with the team,
maintain communication. range .Coaches achieving team get along with
effective and support goals. Can the people.
relationships team. bring people in
with others in achieving team
order to and resolving
encourage and conflict arising
support within.
communication
and teamwork.
82
9.) LEADERSHIP:
Definition: Leadership is an interpersonal influence directed towards the achievement

of a goal or goals.
LEVELS:
Recognizes Clear about Assigns Takes Foresee the

conflicts and who should be responsibility to advantage of conflicts and
acts given which different people most tries to
accordingly. tasks? according to opportunities, minimize the
Senses the need Coaches people their capability could do more same before it
to assign duties when required and sets to leverage arises, thus
to people and and open to deadlines for them through takes necessary
delegating. give advice the same. others. steps.
when asked.
11.) MOTIVATION:
Definition: Motivation is a desire to achieve a goal, combined with the energy to work
towards that goal.
LEVELS:
Encourages the Creates and Finds out what To guide. Keeps

employees maintains a motivates employee well
whenever positive employees and informed.
required. environment. tries to provide
it.
83
11.) PLANNING AND ORGANIZING:
Definition: Establishing courses of action for self and others to ensure that work is
completed efficiently.
LEVELS:
Diaries Meets Able to assist Is effective in Ability of

appointments deadlines, other team planning the arrange and
and keeps to delivers work members where best balance of assign work to
them on time. on time without necessary to resources use resources
Can prioritize sacrificing formulate including efficiently.
tasks and quality. objectives. human,
recognize the Is a positive Accountable for financial and
difference influence on the preparation and technological to
between urgent use of time in- delivery of meet goals.
and important group meetings plans for an
tasks. - helps maintain activity or
focus. project
undertaken by a
work group or
team.
13.) PROBLEM SOLVING:
Definition: Processes problems into solutions and new opportunities.
LEVELS:
Ability to Determine Work actively Ability to Identifies and

identify possible to resolve the handle educates others
problems. solutions. issues. outcomes to focus on
arising out of causes, not
the solutions symptoms, of
suggested and problems and
implemented works co
operatively to
seek solutions.
84
13.) RECORD KEEPING:
Definition: Ability to handle documents

LEVELS:
Has a basic Ability to make Can interact Ability to Capable of

understanding entries. with various interpret the keeping up to
of various kinds departments records and date records.
of records. and prepare take decisions
records accordingly
accordingly.
16.) STRATEGIC ORIENTATION:
Definition: It is an inclination to formulate strategies with long term objectives...
LEVELS:
Takes a long Identifies gaps Sets targets, Decides on Takes on

term and and seeks to monitors optimum work challenging but
visionary view overcome them. efficiency and approach. achievable
of the direction effectiveness. goals.
to be followed
in the future.
17.) SELECTION:
Definition: selection is a process to choosing the best amongst available alternatives.
LEVELS:
Has a basic Ability to Ability to Ability to select Can interact

knowledge of recognize skills screen the right with various
selection and talents candidates and candidate for universities and
procedures around. conduct the suggest
interview. organization. recruitment
trips.
85
16). TEAM MANAGEMENT:
Definition: Actively participating as a member of a team to move the team toward the
completion of goals.
LEVELS:
Participates Takes in charge Takes action Uses strategies Communicates

willingly with of managing outside daily to promote information
the team by the whole work routine to team about the
doing his/her business and build effectiveness business to
share of the completing it at commitment to across the management
teams' work. the right time. the team as a business such and employees.
Works well focus. Models as providing Actively
within the team teamwork in information to organizes
environment to own behavior. other areas of activities aimed
establish the organization at building team
constructive to help make spirit
ideas or decisions
solutions that collaboratively
meet and sharing
organizational resources to
objective. solve mutual
problems.
17.) TECHNICAL SKILLS:
Definition: These are the skills that are action specific and requires training.
LEVELS:
Performing Working with Demonstrating Working with Possession of

office task. and data and technical or computer knowledge,
numbers. professional technology, to understanding
working with expertise to at use computer and expertise to
the computer as a technology to carry out the
professional ensure a high work
and technical level of effectively.
resource to he efficiency in
organization. accomplishing
work.
86
Maintenance(fitter)
Technical competencies
1. Knowledge of Preventive maintenance of
energies equipments.
( ) Fully aware as I do it regularly.
( ) As I perform other tasks too, I am partially
aware. But I can manage it fairly.
( ) Not fully aware. But can perform it.
2. Knowledge of process, plant and operations

in detail.
( ) No ( ) As per
requirement
( ) General overview ( ) Full knowledge
3. Knowledge of mechanical
maintenance(pipeline work , welding,
cutting)
( ) No ( ) As per requirement
4.Carry out job as per Instruction / SOP / EHS.

( ) Not necessarily in regular daily work.
87
( ) Yes it is mandatory to follow SOP / EHS.
5. Knowledge of Utilities – Steam, Nitrogen,

Cooling water, their quantity, source and
use.
6. Reporting Abilities
7. Knowledge to tools and measuring instruments.

8. Knowledge of requirements while Working on height / on
chilling units
9. Do you take some steps to innovate new things in procedure

and notify it to supervisor?
( ) My duty is to perform the given task and I don’t find time for
innovation.
( ) I like to perform the task in different ways. So if there is any good
change I refer it to supervisor.
( ) I tried to do it twice or thrice but was not much entertained by
supervisor.
( ) We have to perform the job according to standard format so there
is no question of innovation at all.
10. How do you welcome new changes and innovations in working
procedures?
88
( ) Working in same way for long time makes the work boring so
changes are inevitable.
( ) Changes brings along unnecessary load of training and then errors
with it. So I am happy with what work I do regularly.
( ) Why to change the procedures if we are experts in doing it?
( ) It gives knowledge and we are updated with new technologies so
changes are heartily welcomed.
11. Do you believe in keeping the track of what new technologies
are arriving in market and other companies?
( ) I don’t find much time from routine work to do all such work?
( ) I read journals and magazines for knowledge but find nothing
new.
( ) Generally company provide training if something new is to be
installed so there is no need of doing this.
( ) I come to know about it from interaction with peers, supervisor,
etc.
Maintenance/ DG set
Diesel Generator Sets as per Schedules.
2. Knowledge of attending breakdown as per

the work order received.
89
in detail.
( ) No ( ) As per
requirement
4. Knowledge of safety requirements like using

ear plugs while working.
( ) No
( ) Yes. I know and I follow it.
( )Yes I know but I know the work so avoid it
sometimes.

use.
90

8.Knowledge of requirements while Working on height / on

chilling units

innovation.
supervisor.
procedures?
91
new.
etc.
ELECTRICAL
1. Knowledge of preventive maintenance and
calibration
(a) Preventive maintenance of all electrical
installations.
(b) Knowledge of Earthing and Testing of

equipment at plant level.
92
(c) Preventive maintenance of installations
as per requirement of plant in vessel entry
and motor burnout.
Knowledge of bursting cable/Shot Circuit/

Flash breaker.
Knowledge of plyer, test lamps, crimping and
all the tools.

in detail.
( ) No ( ) As per
requirement
93
3. Knowledge of change over and its schedules.


use.

8. Knowledge of lock out/ Tag out

chilling units
94
10. Do you take some steps to innovate new things in

procedure and notify it to supervisor?
innovation.
supervisor.
procedures?
new.
etc.
INSTRUMENTATION
95
calibration
(a)Calibration/ Maintenance/ Preventive
maintenance of weighing balances.
(b) Calibration of digital pH/conductivity / O2

instrument.
(c) Calibration of non contact type of

indicator.
Calibration of indicating/ recording/ weighing

and control Instrumentation.
96
 (1)Temperature, pressure, flow and weight.
 (2)Electronic pressure/ Differential pressure/

Vacuum transmitter.

in detail.
( ) No ( ) As per
requirement
9. Knowledge of Incident Notification/ Batch

Deviation/ Failure Investigation.
( ) It does not come under my job work.
( ) I am not fully aware but report the doubt to
supervisor. My work ends there.
97
( ) Have knowledge about it but do not encounter
it in daily activities.
( ) There is no such work given to us so have no
knowledge about it.
10. Carry out job as per Instruction / SOP /

EHS.

use.

8. Do you prefer to get training and information for new
equipment and MIC.?
( ) Always ( ) Sometimes ( ) Never
9. Is the discussion carried out within your team before buying
new equipment / machine?
( ) Always ( ) Sometimes ( ) Never
98
innovation.
supervisor.
procedures?
new.
etc.
MAINTENANCE (PLANT FITTER)
calibration
(a) Preventive maintenance of equipments
99
(b) Knowledge of cleaning of SVC water tanks

.
(c) Knowledge of cartridge filters.

Knowledge about inspection and cleaning of

flying insects control system.
2.Knowledge of process, plant and operations
in detail.
100
( ) No ( ) As per
requirement
3. Knowledge of Dust Collectors


5.Knowledge of Utilities – Steam, Nitrogen,
use.


procedures?
101
new.
etc.
10. Knowledge of documents of preventive maintenance of
consumables.
procedures?
Refrigeration / Maintenance
102
refrigeration and air conditioning equipments
as per schedule.
2. Knowledge of maintaining hydrant system

of the site.

in detail.
( ) No ( ) As per
requirement
4. Knowledge of keeping records of

consumption of CFCs gases.
103

use.

8. Ability to making efforts to minimize use of CFC substances
by applying various techniques.

chilling units

innovation.
104
supervisor.
procedures?
new.
etc.
Utility Operations
1.Knowledge of operating and maintaining
steam boilers and IBR fittings
105
2. Knowledge of monitoring quality and
quantity of all energies generated and
supplied to all the three companies
3. Knowledge of operating and maintaining

fire hydrant system of site.
4. Knowledge of metering daily consumption

of various energies within pharmaceuticals /
chemistry and other twp companies.
5. Knowledge of supervising receipt of fuel at
site including furnace oil , natural gas and
water.
106
6. Knowledge of process, plant and

operations in detail.
( ) No ( ) As per
requirement
7. Carry out job as per Instruction / SOP /

EHS.


chilling units
107
innovation.
supervisor.
procedures?
new.
etc.
108

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` GTU’s Enrollment No: 097690592103

In partial fulfillment of the requirements for Summer Internship Programme for

MASTER OF BUSINESS ADMINISTRATION

This project report entitled “COMPETENCY MAPPING” has been submitted

Name of the Student with Signature/s:

This is to certify that PREXA TUSHAR MISTRY , student of MBA

Date : ----------------- Mrs.

Competency involves assessment of the extent to which various skills

The value of competency mapping and identifying emotional strengths is

A problem with competency mapping, especially when conducted by an

CHAPTER 2 Review of Related Literature 24

CHAPTER 3 About the Company 28

Figure no Figure name Page no

Organizations of the future will have to rely more on their competent

Over the past 10 years, human resource and organizational development

Competencies include the collection of success factors necessary for

1.1 WHAT IS COMPETENCY?

Any underlying characteristic required for performing a given task, activity

First popularized by BOYATZIS (1982) with Research result on clusters of

The Behavioral Iceberg

Competency: A person- related concept that refers to the dimensions

Competencies are generic knowledge motive, trait, social role or a

A Competency is described in terms of key behaviors that enable

COMPETENCY – BROAD CATRGORIES

1.2 MEANING AND CONCEPT OF COMPETENCY MAPPING

It is a process of identification of the competencies required to perform

• Competency Map. A competency map is a list of an individual’s

STEPS IN COMPETENCY MAPPING:

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

Step 1: Identify departments for competency profiling:

The competencies in a model may be organized in a variety of formats. No

Skills + Knowledge + Ability

TRADITIONAL JOB ANALYSIS VS. COMPETENCY APPROACH

Job Analysis leads to

Competency model leads to

USE OF COMPETENCY MAPPING

1. Establishment of clear high performance standards.

• Competency based Development

• Competency based succession planning

FIGURE D: AREA OF IMPLEMENTATION

The effectiveness of the training function is heavily dependent upon

An inadequacy at this stage cascades to all the subsequent training

As a general definition, “Succession Planning” is the process of

• Succession planning is traditionally defined as “a means of

Identifying, developing, retaining and replacing talented

Source: Roth well, William J., Effective

 Ensure business continuity

SUCCESSION PLANNING is a process whereby an organization ensures that

REVIEW OF RELATED LITERATURE:

2.1 THE ROOTS OF COMPETENCY APPROACH:

Despite a growing interest of competency among mangers and human

2.2 HISTORY OF COMPETENCIES:

John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical

Flanagan’s work, while not strictly about competencies, was important

It is Flanagan’s critical incidents technique that sixteen years later inspires

Benjamin Bloom (USA)

In mid fifties BENJAMIN laid the foundation for identifying educational

David McClelland (Harvard Psychologist)

He pioneered the Competency Movement across the world and made it a

Richard Boyatzis wrote the first empirically-based and fully-researched

As founding developer of competency modeling in the United States,

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