By Dhiraz Srungaram HR-109524

In

1979, ITC entered the paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the company effective March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In November, 2002, this Division merged with the Companys Tribeni Tissues Division to form the Paperboards & Specialty Papers Division. ITCs paperboards technology, productivity, quality and manufacturing processes are comparable to the best in the world. It has also made an immense contribution to the development of Sarapaka, an economically backward area in the state of Andhra Pradesh.

 The Paperboards & Specialty Papers Division

came into existence in November 2002 with the Amalgamation of ITC Bhadrachalam Paperboards Ltd with ITC Ltd and incorporates Tribeni Tissues. ITC entered the field of paperboards in 1975 when it incorporated Bhadrachalam Paperboards Ltd. The new company was setup as a integrated paperboard manufacturing facility and commenced operations at Bhadrachalam in Andhra Pradesh.

 The mill is focused on producing Paperboards for

packaging and graphics segments and the product range includes Cyber XLPac (folding boxboards), Pearl/Saphire Graphik (solid bleached boards) high value boards apart from the Ecoviron range of recycled boards. The mill also makes liquid packaging boards for Tetrapak in India. The unit is ISO 14001 certified for Environment Management Systems.

 Competency Mapping is a process of identifying key competencies for an

organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization.

UN Secretary-General Kofi Annan has defined COMPETENCIES as the

combination of skills, attributes and behaviors that are directly related to successful performance on the job. Competency represents observable and measurable knowledge, skill, ability, behaviors and attitudes associated with excellent job performance, work results or outputs. It defines performance in terms of what work is done and how it is done.

Competency mapping identifies an individuals strengths and weakness in

order to help them better understands themselves and to show them where career development efforts need to be directed. Competencies are derived from specific job families within the organization and are often grouped around categories such as strategy, relationships, innovation, leadership, risk-taking, decision making, emotional Intelligence etc.

 In the early 1970s, Harvard psychologist David McClelland

first suggested the importance of testing for competence rather than intelligence. Subsequently, competency models have been used worldwide to establish the building blocks of superior performance in many professional and technical academic, organizational and manufacturing endeavors. This forms the backdrop of employee competency listing at ITC-PSPD. The endeavor of this project is to identify these competencies to fulfill the need for sustained superior performance needed for the company to become a global major in Paperboards & Specialty Papers.

 It is the process whereby, based on the organizations

structure each and every role is defined and the jobs performed by the role holder are clearly put down (Job Descriptions) and the competencies required for each and every job is identified. When such an exercise is undertaken, it gives a clear picture of the competency level of each role and its linkages with other roles. Based on the competency level data and individual performance, correlation also can be established between the required competency level and the individual performance.
actual performance, training needs are indentified and bridged through proper training programs.

Using this gap between the required performance and the

 Functional skills: The functional competencies are the

core on-job competencies/skills required for performing the job satisfactorily.

Cross Functional skills: Those skills which enable him to

perform an employees job satisfactorily but are not core to his/her job area are cross functional skills (safety, health, Industrial relations, HR, environment etc)
Behavioral skills: Since jobs are done in teams behavioral

skills play a crucial role in building trust, confidence and bonding among team members.

Total Productive Maintenance is a vehicle of change. Its primary objectives are Zero Break Downs Zero Quality Rejections Zero Accidents

 Even though competency mapping has a wider context and usage

the endeavor was to conduct it under the TPM umbrella. TPM has recently been launched at ITC-PSPD and competency mapping provides the basic ground work for conducting a companywide TPM initiative. According to TPM philosophy skills are the power to act rightly and reflexively based on learned knowledge in all phenomena and sustain it for a long time. TPM is an unique Japanese approach which was pioneered in the automobile industry by stalwarts like Toyota, Nissan and Mazda. Its popularity soon spread to process industries such as Food, Rubber, Oil, Refining, Chemicals, Pharmacy, Cement, Paper, Iron and Steel etc. TPM today has spread far and wide companies in USA, Belgium, France, Italy, Finland, Norway, Sweden, Brazil, China, Korea etc have taken to it.

In India it is being implemented in many companies such as TVS Group - Sundaram fasteners, Sundaram clayton. Birla Group Tanfaac, High Tech Carbon, Indo-Gulf, Orient Cements. Hindustan lever Mahindra & Mahindra Mukand Iron & steels JK papers

It is achieved by involving all the people in the organization. On an organization level it involves effective utilization of all resources Men, Material, Machine. And on an individual level it involves availability of platform for individuals contribution towards improvement. Pride in taking part in improvements Reduced workload Improved work environment. Improved Knowledge and skills Global competitiveness today requires TPM to make the organization more productive and efficient. It also improves overall prosperity of all stakeholders employees, shareholders, customers, suppliers and the society. The crucial component of TPM is constant skill up gradation and training to fulfill organizational needs in a fast changing business scenario. Hence education and training is an essential part of TPM.

 Identification

Standardization
Assessment Certification

Two other important processes that ensue from the development of competencies are: o Competence-based Training o Competence-based Human Resource Management

Experts Rating of Job Analysis 360 degree Multi-rater Feedback Organizational Surveys Assessment Centers Psychometric Testing

Creation of a competency Directory

Based on the organizations structure each and every role is defined

and the jobs are performed by the role holder are clearly put down (Job descriptions). Interview the role holder to find out what are the competencies required to perform the given jobs. Make a checklist of the competencies based on the interviews. Interview the supervisor/Manager if the role holder to elicit their expectations from the role holder and their views on the competencies required to perform the role effectively. Make a checklist of competencies based on supervisors/managers expectations. Identify a star performer in the same or similar role and find out the competencies in his/her enabling to give peak performance. Consolidate all the above four checklists and finalize the list of competencies for a role holder along with jobs performed.

Conducting a 180 degree assessment of the employee

Interview the role holder to access their competencies based on the

questionnaire prepared in the previous step Interview the supervisors/managers of the role holder to elicit their ratings about the role holder on the competencies. Interview the supervisors/managers of the role holder to elicit their response on the expected level of competency required to effectively perform the role/job in question. After this both the expected level and the actual competency level of the role holder is plotted. From this gap between expected performance and actual performance is identified in the various competencies. Using this gap training program is designed to bridge this gap and ensure that the employee performs to the expected level of performance or exceeds it.

Method of data collection used:

Data collection was primarily carried out by interview and questionnaire

method. A competency questionnaire was prepared from the competency directory and the managers (2 line managers) were asked to rate the workers on a likert scale to determine the existing skill levels of workers. In order to remove any bias in rating the worker was asked to rate himself on the skill set questionnaire. A composite score was taken to determine the existing skill level of employees. The required skill level was determined through interviews and discussions with managers only. A weightage of 35% was given to the rating of each manager and a weightage of 30% was given to the workers opinion. The earlier strategy involved a simple mean. But this was disregarded as it was found that some workers were over rating themselves. To prevent this error from creeping into the grades use of some simple questions was done regarding the topics in the question so that more valid responses come through and slightly reduce the weightage of the workers by around 5%.

Functional and Cross functional scale

Level 0: Do not know, not taught.

Lack of knowledge and understanding of principles and rules of work and equipment. Level 1: Know the theory. Knows the principles and rules of work and equipment but cannot do so when it comes to practice. Level 2: Can do to some degree. Can practice, but performance causes large dispersions and has no reproducibility. One more step is required, lack of training being the root cause. Level 3: Can do with confidence and learnt by doing. The body has perfectly learnt it. A good phase to accomplish jobs anytime and anywhere without mistakes. Level 4: Can do with confidence and can teach others. One who has perfectly mastered. The skill has been perfectly mastered. Can explain Know-Why and the method to transmit skill has been mastered.

For behavioral skills the levels are: Likert scale: Level 0: Poor Level 1: Unsatisfactory Level 2: Average Level 3: Good Level 4: Excellent

 Employee curiosity and at times mild hostility

Quantum of work
Lack of opportunity to implement a 360 degree

appraisal scheme Inability to implement a psychometric test Inconsistency in ratings

 If a companywide competency mapping is to be done then

the employees must be made aware of the meaning, need and advantages of competency mapping. Selling the concept to them is extremely important so that they are more accurate about the responses. Practical test and theory exams can be conducted to obtain a more objective manifestation of employee skill level Appraisal should use ratings from a number of managers to ensure lower bias. Company should set out official skill requirement in each skill set and a means to judge the skills. The competency mapping data can be used for appraisals, transfers and promotions as well as for recruitment.

The employees at ITC-PSPD had very rarely been exposed to any sort of interviews. They were very apprehensive and initially did not open up. A lot convincing talks had been made with the employees to make them believe that the survey for the project would in no way affect them and their jobs. Sometimes the employees tried to over rate themselves. Thus a manager was very much necessary while conducting interview to the employees in order to make sure they did not perform any such misinterpretations. Even though the employees were not free to express their views in the presence of a manager, a tradeoff has been made regarding this issue. Most of the employees in this organization have been working since the day of its inception, so they are due for retirement. While recruiting new employees the company should properly assess their skill level to find a proper fit. The practice of just promoting the E2s to the rank of E1s will result in decrease of overall skill level. Skill and knowledge should be the criteria for recruitment and promotion and not experience. The workforce is not educated. The employees have learnt their job by repeated performance. The culture of the company is such that the employees are not ready to work under pressure. Employees are ready to do their share of job , but if there is pressure on them the response is very negative.

Competency mapping by Seema Sanghi. Competency based HRM by Ganesh Shermon. HRD in real time M.G Jomon. www.citehr.com www.shrm.com

TPM handbook ( E& T)

Knowledge / skills/Attitude required by employee Starting,stopping and running of Lime Kiln Centrifugal pumps operation and trouble shooting Basic functions of Lime Kiln Knowledge on cold start up and shut down procedure Knowledge on procedures in oil firing Electorstatic Precipitator opearation principle Knowledge on functions of cooling towers Knowledge on types of pumps Knowledge on operation procedures of pumps Knowledge on mechanical parts of a pump Knowledge on use of equipments related to Lime Kiln Controlling,Stabilizing and effective running of Lime Kiln Identification of mechanical failures in a pump Knowledge on Safe work permit system Knowledge on Safety in Chemicals handling Knowledge on Sand hoist safety Awareness of Belt Conveyor safety Knowledge on Compressed air handling Awareness of Work at height Awareness of Electrical Safety Awareness of OHSAS & ISO 14001 First Aid awareness Emergency handling - fire/chlorine leak/etc., Awareness of Boiler emmission norms & status Awareness of EHS policy Role in EHS Incident Reporting Knowledge of SRP ooperations Quality policy awareness Should have a positive attitude Should have good interpersonal and communication skills Ability to train the subordinates Assitance to seniors Knowledge about House Keeping 5S procedures Should be able to work under pressure Willingness to work in other areas when demanded to work Knowledge about TPM Ability to give suggestions and avoid abnormalities in the work area

S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38

37 36 35 34 33

38

1
4 3.5 3 2.5

3 4 5 6 7

2 32 31 30 1.5 1 0.5 0 29 28 27 13 11 12 8 9 10

26
25 24 23 22 21 20 19 18 17 16 15

14

Required

Observed

4.5

3.5

2.5

REQ Max Avg Min

1.5

0.5

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38

Training needs for Lime kiln Operators at SRP Strenghts Starting,stopping and running of Lime Kiln Centrifugal pumps operation and trouble shooting Basic functions of Lime Kiln Knowledge on cold start up and shut down procedure Knowledge on procedures in oil firing Electorstatic Precipitator opearation principle Knowledge on functions of cooling towers Knowledge on operation procedures of pumps Knowledge on use of equipments related to Lime Kiln Controlling,Stabilizing and effective running of Lime Kiln Knowledge on Safe work permit system Knowledge on Safety in Chemicals handling Knowledge on Sand hoist safety Awareness of Belt Conveyor safety Awareness of Boiler emmission norms & status Role in EHS Incident Reporting Knowledge of SRP ooperations Quality policy awareness Should have a positive attitude Should have good interpersonal and communication skills Ability to train the subordinates Assitance to seniors Adequate performance Knowledge on types of pumps mechanical failures in a pump Awareness of Work at height Awareness of Electrical Safety OHSAS & ISO 14001 First Aid awareness Awareness of EHS policy Able to work under pressure Some developmental needs mechanical parts of a pump Compressed air handling Emergency handling - fire leak Boiler emmission norms & status

Knowledge about House Keeping 5S procedures

Willingness to work in other areas when demanded to work Knowledge about TPM Ability to give suggestions and avoid abnormalities in the work