Competency Mapping

Executive Summary

The term 'development' conjures up images of vibrant towns, contemporary buildings and

well-connected roadways. Modern India is teeming with all these and Telco Construction

Equipment Company (Telcon) has had a sizeable role to play in creating them. The company has

been at the forefront of construction solutions and India has been using the company's hydraulic

excavators, cranes, backhoe loaders, wheel loaders, vibratory compactors and other equipment in

its rapidly growing construction, earthmoving and mining industries.

Telcon has been at the forefront of providing Constructive Solutions to the Indian

Construction, Earthmoving and Mining Industry. Started in 1961 as a division of Telco (now

Tata Motors), Telcon is an independent subsidiary of Tata Motors and a Joint Venture between

Tata Motors & Hitachi Construction Machinery Co. Ltd. of Japan -world leaders in Hydraulic

Excavator Technology. Telcon has the widest range of construction equipment catering to the

needs of various end use sectors and holds a dominating presence in the construction equipment

market in India.

Title of the Project:

“Competency Mapping”

Importance of the study :

In Telcon Study of competency mapping was needed because to increase the effectiveness of

training and professional development programs by linking them to the success criteria (i.e.,

behavioral standards of excellence) & establish expectations for performance excellence,

resulting in a systematic approach to professional development, improved job satisfaction &

Provide common, organization-wide standards for career levels that enable employees to move

across business boundaries

SDMCET Dept of Management Studies, Dharwad Page 1

Objectives of the study:

1) To build a competency model with generally adopted standards2) To map the competencies of operators3) To build the gap analysis between required and present competencies of operators4) To identify needs for training

Data collection method:

This project is based on both primary and secondary sources of data. Primary data was collected

personal interviews of operators of TELCON in Dharwad plant. Tool used for personal interview

is questionnaire. This report utilizes company’s manuals, and magazines for secondary data.

Sampling Technique:

Sampling technique used for the project was Judgmental non probability random sampling.

Sample size:

Sample size selected for the project was 60 out of the total population of 182.

Method of data analysis:

Data collected by the questionnaire was put into a competency model and next analysis

has been made based on the results suggestions are given.

Suggestions:

The company should provide promotion, monitory and non monitory benefits to the

employees who exceeds the company requirements

The company should make employees aware about the importance of TPM activities and ensure

participation of its employees


INDUSTRY PROFILE:

Prior to 1960’s domestic requirements of construction equipment were entirely met by

imports. Domestic production began in 1964 with manufacturing of bulldozers, dumpers,

graders, scrapers etc by Bharat Earth Movers Ltd.,(BEML) a PSU unit under ministry of defense.

In the private sector, the Hindustan motors established its earthmoving equipment division in

1969 at Tiruvallur, near Chennai, in 1974, L&T began to manufacture hydraulic excavators

under license from proclaim, France. In 1980 Telcon began production of hydraulic excavators

under license from Hitachi, Japan and in 1981. Escorts JCB started production of backhoe

loaders under license from JCB,UB, Escorts JCB was taken over by JC excavators ltd. U.K in

2003 and is now called JCB India ltd. Volvo and Terex vectra are the newest entrants to the

market. Volvo has set up their manufacturing unit in Bangalore.

India’s construction equipment consists of the following key categories;

o Earth moving equipment; it’s the largest segment and includes products like excavators,

backhoe, and loaders bulldozers.

o Construction equipment; includes key equipment like concrete mixer, hot mix plant, road

making machine concrete bracers, stone crushers etc.,

o Materials handling equipment; it include mobile cranes, forklifts, trucks cranes, tower

cranes and conveyors etc.,

o Construction vehicles; these include dumpers, trippers, tankers, trailers etc.,

The country’s economy registered a very impressive GDP growth of 9%.The focus on

infrastructure development was a key driver of this growth.

The market for construction equipment registered a growth of around 35% over the

previous financial year. Most of the international Construction equipment companies

already exist in India.


CURRENT SCENARIO

The construction industry is the primary users of the heavy earthmoving equipments in

India. The organized construction sector accounts for 50-55% of the total construction equipment

industry which is growing at around 25% per annum, amidst sustained economic development

with special emphasis on infrastructure development by the government and private

organizations.

COMPNAY PROFILE:

HISTORY OF TELCON

YEAR EVENTS1994 Construction equipment business unit formed1997 Tie up with john deer for manufacture of backhoe loaders1998 New manufacturing facility set up at Dharwad1999 CEBU created into a separate company Telcon2000 Agreement with Euclid Hitachi for joint design and manufacture of dump

trucks2001 Agreement with laborer, Spain for manufacturing of soil a asphalt compactors2003 TERPL (Telcon eco road resurfaces private limited) formed in 2003. (Holding

Telcon 36% Hitachi 20’% green arm 20% IVRCL 24%.2005 TATA motors and Hitachi sing new joint venture agreement for 60:40 stakes2007 Setting up of new plant at Kharagpur2008 Telcon acquires 79% stakes in sorviplem Spain and 60% stakes in laborer

Spain.


BACKGROUND AND INCEPTION

Starting operations in Jamshedpur in 1961, as the construction equipment division of Tata

Engineering, Telcon heritage is punctuated by a series of milestones.Right from its inception.

The company leveraged the technological expertise of world leaders in the field, collaboration

with names like P&H, USA in 1961 an Hitachi construction Machinery Company Ltd., in 1984.

The company made rapid strides and during the restructuring of Telcon in 1994, a fully fledged

construction equipment business unit was created.

The company range diversified, with shovels, Hydraulic Excavators Hydraulic Cranes,

Wheel loaders, and Backhoe loaders, rolling out, the steady growth in demand reflecting in the

achievement of landmark sales figures, led to the setting up of a state of the art manufacturing

facility at Dharwad in 1998.

In 1999, the Construction Equipment Business Unit branched out to form a separate

company “Telcon Construction Equipment Company Limited (TELCON). The following year

2000, ushered in an event of millennial proportion, the Tata-Hitachi JV agreement.

Today Telcon has truly come a long way. The company delivers the very latest in

construction equipment by adopting the best manufacturing techniques and employing

committed and talented people. Telcon has established itself as the No.1 name in excavators

and crawler cranes, capturing over 66% market share, a near monopoly in this segment .

Delivering solutions for a diversity of applications in a spectrum of industries, in association

with fiat of Italy, Euclid Hitachi, John Deere of USA, and Belle of South Africa.


TELCON DHARWAD

Initially the manufacturing unit of Telcon was setup only in Jamshedpur but the assembly

unit is set up in Dharwad. Because the availability of land at lower cost and also transportation

cost of the finished goods was reasonable and there is good market of their product in southern

India.

1. Telcon, Dharwad Construction Equipment Ltd., is situated at Belur Industrial Estate,

Dharwad.

2. Telcon was incorporated on 30th March 1999 and commenced its commercial

production from August 1999 with a capital investment of Rs.50 corers.

3. The total area occupied by the company is 118.75acres. it is joint venture of Tata

group and Hitachi Construction company ltd.,

It is the younger of the two facilities having been set-up in 1999 this modern and highly

mechanized facility spread over 118 acres rolls-out more than a thousand machines with less

than 50 workers in each shop.

Dharwad lies in the center of the hubs of the marker for these machines, concentrated in

the sought and west. To be precise it is 420 K.M Bangalore, 400 from Pune and 470 K.M from

Hyderabad.

It has fully automated conveyor system, which is designed to cater to high volumes and is

undaunted by the flexibility and fluctuations in the model mix. This gives it the capability to

respond nimbly to customer needs.

NATURE OF THE BUSINESS CARRIED

Earthmoving is the planned, progressive modification of the natural earth surface to give

it a profile matched to a proposed engineering structure or use the material for processing. While

this is the more macro view of earthmoving and its importance to mankind, more specifically,

the term earthmoving is related to construction (dams, roads, etc.,) land clearance; making of

canals; mining and quarrying etc.


Infrastructure development is the key to spurring business growth, generating

employment and giving an overall thrust to the economy of a nation. Quality construction

equipment can power the development process by helping to cut costs and also by ensuring

timely completion of projects.

Telcon is the field of designing, manufacturing, assembling, selling, distribution and

dealing in all service related to earth moving machinery and construction equipment with

manufacturing facilities at Jamshedpur and Dharwad and marketing and service Network

covering 65 towns in the country. Its products include hydraulic excavators, crawler, cranes,

wheel loaders, backhoe loaders, dumpers and motor graders.

VISION, MISSION,QUALITY POLICY AND OBJECTIES

VISION

Global top 25 in Construction Equipment Industry by 2012”

MISSION

To be the most trusted partner for providing Full Line of construction Solution for

Mining Construction, Infrastructure and Agriculture Sectors. While Dominating the Indian

Market we shall make concerted efforts to meet our Global Ambitions.

Our Hall Mark shall be our motivated people. Strong partnerships at all levels. Superior

technologies and our wide spread, customers support all working in unison with environment and

society.


QUALITY POLICY

Telocn is committed to maximizing customer satisfaction and delight. It will strive to

achieve this goal by continuous improvement of its design and development; manufacture; sale

and service of its products. It will also ensure that its products are reliable, safe, environment

friendly and cost effective and its services are of the highest order.

Telcon also has a commitment towards improving the quality of life of its employees,

both within and outside its plants and offices. It will strive to achieve this through the continuous

improvement of its work practices and community initiatives.

QUALITY OBJECTIVES

1. Zero accident in all operation

2. Top line growth of 55% over last year.

3. Achieve 10% reduction in manufacturing and product delivery costs

4. Generate 15% revenues from New products/Markets.

5. Zero defect during commissioning and 50% reduction in defect rate up to 2000 hours.

6. Increase market share by 2% in excavators, 4% in Backhoe Loaders and 5% in wheel

loaders.

7. 3% increase in

a. Customers Satisfaction Index

b. Employees Satisfaction Index.

c. Dealers Satisfaction Index.

d. Vendors Satisfaction Index.

e. Society Satisfaction Index.

8. 100% employee involvement in improvement Activities at the shop level.

9. Achieve Business Excellence at par with 625 in TEBEM

10. Achieve 90% first Fill availability or spares.


TELCON PRODUCT AND SERVICES

Telcon is in the business of designing, manufacturing, marketing, selling and servicing a

wide range of construction equipment as shown below.

PRODUCTS APPLICATION MODELS CUSTOMERS

HYDRAULIC

EXCAVATORS

IRRIGATION, MINNING,

QUARRY, ROAD &

URBAN

CONSTRUCTION,

TUNNELING, CABLE

LYING, AGRICULTURE,

CIVIC UTILITIES.

EX-40,

EX-70,

EX-100,

EX-200,

EX-300,

EX-400,

EX-600 V.

ROAD

CONSTRUCTORS,

GOVERNMENTAL

INSTITUTIONS,

MINNING

COMPANIES &

OTHERS.

BACKHOE

LOADERS

IRRIGATION,

ROAD & URBAN

CONSTRUCTION,

CABLE LYING.

TATA-JD-315-V.

ROAD

CONSTRUCTORS,

GOVERNMENTAL

INSTITUTIONS&

OTHERS.

WHEEL

LOADERS

MINNING, MATERIAL

HANDLING.TWL-JDJ 6.

MINNING

COMPANIES

GOVERNMENTAL

INSTITUTIONS&

OTHERS.

CRAWLER

CRANES

IRRIGATION,

ROAD & URBAN

CONSTRUCTION,

QUARRY.

TATA-32-D,

TFC-75,

TFC-280-45,

KH-500.

ROAD

CONSTRUCTORS,

GOVERNMENTAL

INSTITUTIONS&

OTHERS.


ROAD & URBAN

CONSTRUCTION.

ROAD

CONSTRUCTORS,

GOVERNMENTAL

INSTITUTIONS&

OTHERS.

DUMPERSROAD & URBAN

CONSTRUCTION.

CONTRACTORS

AND OTHERS.


ORGANIZATION STRUCTURE


AREA OF OPERATION

The company has used state of art technology to manufacture Excavators and Backhoe

loaders. It enjoys a 90% share of the Crawler Crane market in India. It is the only Indian

manufacturer that produces 100 tone Cranes. These are the largest machines made locally. The

company was the first to introduce mini Excavators in India and its brand EX 60 is the most

successful machine to be made in India so far with more than 1300 machines being sold in the

last here years. It is the largest manufacturer of hydraulic excavators In India with over 6000

machines in the market. It offers the widest available range of hydraulic excavators, 8 models

ranging from 2tonnes to 60 tons in size. The company can indigenously design and develop

products

OWNERSHIP PATTERN

Telco Construction equipment company ltd is a joint venture co between Tata motors and

Hitachi. Telcon is the market leader in the construction equipment industry in India and

commands more than 50% MARKET SHARE IN INDIA. Telcon is a 60:40 joint venture

between Tata motors India and Hitachi construction machinery co ltd Japan. Telcon is the first

Indian manufacturer to have to manufacturing basis, one at Jamshedpur and other at Dharwaad

MAJOR COMPETITORS TO TELCON

o 1.CATERPILLER

o 2.BEML

o 3.TRACTOR ENGINEERS

o 4.HINDUSTAN MOTORS


o 5.L&T KOMATSU

INFRASTRUCTURAL FACILITIES

During the year 2006/07 the company added new facilities and enhanced the plant

capacities at its plants, both at Jamshedpur and Dharwad. In the Jamshedpur plant ,it

commissioned additional facilities including a robotic welding system, a horizontal boring

machines ,sealed quench furnace and a mainframe assembly convertor line for midi excavators

retro fitting was carried out in order to enhance capabilities of some of the machines. With a

wave to increase the productivity product quality, the company added inverter based welding

machines, a fort able co-ordinate measuring machine and ultra sonic flaw detector and a spectra

meter.

In its Dharwad plant ,the company erected in new shed for housing plant in plant facility

for manufacturing of buckets and constructed parking or for holding finished equipments

besides a dedicated dispatch office to co ordinate equipment dispatch activities. The

construction of additional blasting facility for large fabrication and second paint shop.

ACHIEVEMENTS/AWARD

o 1961:started as the excavator division of Tata motors at Jamshedpur

o 1976: Marketing of these equipments as taken over from M/s Volta’s

o 1984:collaboration agreed with Hitachi Construction Machinery co. ltd.,

o 1990: Tata-Hitachi EX series of excavators was launched.

o (CED).The sale of excavators crossed 3000 units in the same year.

o 1994: creation of construction equipment at Business unit.

o 1996: India’s first mini excavator the Tata-Hitachi EX60 was launched, which led

to great success and reached record breaking sales of more than 500 units.\

o 1997: Telcon CEBU signed a technical collaboration with John Deere industrial

equipment company, USA for the manufacture of Backhoe loaders.


o 1998: state-of-the art manufacturing facility at A Dharwad.

o 2000: Tata Motors (then Tata Engineering) and Hitachi sign Joint Venture for

80:20 stakes respectively.

o 2003: recently Telcon launched India’s largest excavators the Tata Hitachi EX-

1200 was launched.

WORKFLOW MODEL The machine in Midi shop has to pass through the following

Track frame area.

Main line assembly area.

Attachment sub assembly area. Track frame area

Position inverted track frame on skid of inversion device

Mount lower rolls and torque mounting bolts

Mount centre joint and torque mounting bolts

Mount propel device and torque mounting bolts

Inverse track frame

Adopter Mounting

Mount swing bearing and position inner face soft zone

Fit track assembly and idler


Mount upper rollers and torque mounting bolts

Track upGrease inner race of swing bearing and track adjuster

Press master pin and fit lock pin

` Main line Assembly

Position Track frame assembly on conveyor using crane

Mount control valve on main frame using crane

Route control valve hoses

Connect central joint hoses

Fit boom piping on control valve and its hoses

Mount floor plate on main frame using crane

Mount the engine

Mount ROC

Complete piping

Mount hydraulic and fuel tank


Mount swing device using crane

Mount air filter assembly

Attachments sub assembly

Counter weight mounting

Engine hood mounting

Cabin mounting

Boom cylinder mounting

Boom mounting

Arm mounting on boom

Bucket mounting

Inception and testing

Proceed towards dispatch area


McKENSEY’S 7S FRAMEWORK

The 7s model is better known as McKensey’s 7s because the two people who developed

this model are Tom Peters and Robert Waterman, who had been consultants at McKensey and

company at that time. They published their 7S model in their article “Structure is not

Organization “(1980) and in their books “The art of Japanese Management: (1981) and “In

Search of Knowledge (1982).


1) STRUCTURE

Structure refers to the organization arrangement for performing the tasks and activities. It

also establishes the inter relationship between various functions. The organization structure

of different companies is different. The structure of the organization depends on how the

departments are made. Department can be done by Function by territory or geography and by

the kinds of customers served. Other kinds of departmentation are product organization

grouping matrix or grid organization project organization and the strategic business units.

BOARD OF DIRECTORS

Ravikant (Chairman)

V.R. Mehta

K.C. Mehra

M. Kimura

H. Arahata

M. Tabei

R. Sinha (Managing Director)

N. Venkatakrishnan (VP and Chief financial officer)

S. Lino (Alternate to H. Arahata)

T.Takase (Alternate to M Tabei)

COMPANY SECRETARY

A.Azhagesan

REGISTERED OFFICE

Jubilee Building


45 Museum Road

Bangalore-560025

Tel.080-25583345

Fax 080-25583345

AUDITORS

S.B.Billimoria&co.

BANKERS

State Bank of India

HDFC Bank Ltd.,

Corporation Bank

Standard Chartered Bank

WORKS

Jamshedpur

Dharwad

The organization structure of telcon is arranged effectively and efficiently. It stays at

hands of the Executive director of the compnay. They made their departments on the basis of

functions.

Departments: telcon has seven well-organized departments. Those are planning departments

design and development department, maintenance department, production department, quality

assurance department, finance department, and HR department.

2. STRAGETY


Strategy refers to a competitive plan designed to achieve a particular long-term aim. It is

an art of planning and directing different activities in an organization with context to a business

unit. Strategy needs to be deployed in any organization so as to perform or deliver better than the

competitor.

In Telcon, strategies are framed at different levels; top-level management has to decide

on location strategy, investment strategy, middle level management decides on the human

planning and so on. Among them, supply chain management is one of the prominent strategies

adopted by Telcon. This strategy has allowed Telcon to bring down their cost of production

through the years, which becomes very prominent. Some of the major components used in

Telcon are vital as well as they consume much of the organization’s resources, For e.g., Main

frames, Track Frames, Buckets, Boom, Arm, Dozer blades, Pumps and others, These

components are outsourced from selected vendors who deliver as per the requirement within the

stipulated time to the company. Telcon has built up a strategic relationship with its vendors,

some these vendors manufacture exclusively for Telcon with certification.

Telcon has been assisting its vendors in the following ways

1. Telcon has a “plant-in-plant” facility where in vendors have their plant situated within

the main manufacturing plant.

2. Telcon constantly assist in technological up gradating.

3. Telcon offers technical training programs for its vendors.

4. Payment process is faster.

VENDORS AND THEIR PRODUCTS

VENDORS PRODUCT SUPPLIER

Apex Main frames, Buckets, Booms, Arms, Dozer blades

RS Enterprises Main frames, Buckets, Booms, Arms, Dozer blades

MM Industries Electronic components

MRF Tyres

CEAT Tyres


J.K TYRES Tyres

IAL Main frame, track frame, front axle

WIPRO Hydraulic cylinders.

3.SYSTEMS

SAP AG (systems, applications and products in data processing) is a leading global

provider of client-server business application solution. One of the main features of SAP is it can

integrate a company’s entire organization.

The help of SAP Telcon’s business information is shared real-time with employees,

suppliers, distributors and other related offices across India, predominantly.SAP has brought

more integration in the whole functioning of Telcon as such. For instance, Telcon has tow

manufacturing units at Dharwad and Jamshedpur. SAP enables proper flow of business

information between these two plants so as to decide on the production plans, yearly roll out

plan, instructions and other related activities.

Basically SAP application is composed of several tightly integrated components called

modules. These are all following modules that Telcon-Dharwad has been using;

FI (financial Accounting)

CO (control)

PP (product planning)

MM (Material Management)

HR (HRM)

SD (Sales and Distribution)

Following are the benefits of using SAP in an organization

1. Fully integrated across all modules.

2. Provides one enterprise wide solution for a multiproduct and multi-location company.


3. Incorporates best business practices.

4. Flexible and easy to incorporate changes in business processes.

5. Improved version will be available as upgrades.

6. Act as enabler to Business Process Re engineering.

7. Reduces cost.

8. Cut down n cycle time

9. Enhance customer satisfaction.

10. Improve efficiency.

4. STYLE

Telcon practices Top down and Participative style of functioning.

Top down-Flow of decisions

Top management and production experts decide experts decide on the annual roll-out plants at

Dharwad and Jamshedpur. Different products (i.e., machines produced by Telcon) get different

roll-out plans. For eg.,: annual roll-out plan for EX-200 may be 2000 units for the year 2006-07

at Dharwad plant.

5.STAFF

In the Mc Kinsey 7s framework, the term “staff” has a specific connotation. According to

Waterman and his colleagues the term “staff” refers to the way organization introduce young

recruits into the main stream of their activities and the manner in which they manage their

careers as the new interns develop into future managers staff refers to how companies develop

employees and shape basic values.

DUTIES AND RESPONSIBILITIES OF TECHNICAL EMPLOYEES

1. Planning the day-to-day production process in alignment with the annual roll-out

plan.

2. To implement the design changes effectively as directed by the design department.


3. To Maintain National and International standards.

4. To minimize the amount of waste generated.

5. To inspect the quality of goods procured by the vendors.

6. To maintain relevant records pertaining to the production process.

The table given below details about number of employees employed in Telcon.

GRADE NUMBER OF EMPLOYEES

MANAGER

EXECUTIVE GRADE 03

TATA MANAGERS 49

TECHNICAL EMPLOYEES

TATA SUPERVISORS 30

OPERATORS 182

Trainees 66

TOTAL NUMBER OF EMPLOYEES 330

6.SKILLS

In Telcon, employees are divided into four grades according to their nature of work and

designation. The skill matrix given below specifies the grade and minimum qualification

required for an employee.

GRADE MINIMUM QUALIFICATIN REQUIRED

MANAGERS

EXECUTIVE GRADE POST GRADUATES (PREFERABLEY IIM’S

REC’s,IIT’S & OTHERS)

TATA MANAGERS GRADUATES (B.E,MBA,M.tech,&

OTHERS)

TECHNICAL EMPLOYEES

TATA SUPEVISORS DIPLOMA & OTHER TECHNICAL

RELATED COURSE


TATA EMPLOYEES ITI & OTHER RECHNICAL RELATED

COURSE

Training is very much essential for employees in an organization. Training improves

changes, moulds the employee’s knowledge. Skill, behavior, aptitude and attitude towards the

requirement of the job and organization. Thus training bridges the difference between job

requirements and employee’s present specification. Following are the different kinds of training

and development program required for the different grades of employees in the organization.

1. EXECUTIVES GRADE and TATA MANAGERS.

Employees of these grades undergo different management programs and executive

development programs. These programs are intended to develop employees in the area of

principles and techniques of management, administratin, organization and allied areas. These

programs also help them to develop managerial and behavioral skill, general knowledge and

conceptual knowledge. Most of the executive and development programs are off-job training.

2. TATA SUPERVISORS and TATA EMPOLYEES

These two grades come under technical domain. Hence, predominantly they require

technical training. Employees of technical background undergo training such as

A. Basic hydraulics

B. Welding techniques

C. Use of tools

D. Quality improvement

E. And others

Apart from technical training, they also undergo various personality development programs such

as;

A. Communication skill

B. Interpersonal skill


C. Group building and co-ordinatin

D. Self development

E. Technical training are generally on the job training where as personality

F. Development programs are off the job training.

7. SHARED VALUES

The values and principles, which have governed the manner, in which the TATA

group of companies and their employees have conducted them, have never articulated. It

was therefore considered worthwhile to prepare a worthwhile document, which would

serve as a guide to each employees on the values, ethics and business principles expected of

him or her Brief about TATA code of conduct is as follows.

National interest: TATA Company in its all actions shall be committed to benefit the economic

development of the county in which it operates.

Financial reporting and Records: fair and accurate preparations and maintenance of records.

Competition: company shall strive for the establishment and support of a competitive open

market economy in India and abroad.

Gifts and Donations: company or employees shall never receive or make directly or indirectly

any illegal payments. However nominal gifts, which are customarily given, are accepted.

Government Agencies: No donations are given to government agencies.

Political Non-Alignment: Company shall not support any specific political party.

Health, Safety and Environment: Company strives to provide safe healthy working

environment. It prevents wasteful use of natural resource.

Quality of Products and Services: Company is committed to be a good corporate citizen not

only in compliance with all relevant law but also by assisting quality improvement.

C0-operatin of the TATA: Co-operation by sharing physical, human and management resource.


Public Representation: TATA Group honors the information requirement of the public and

stakeholders, only authorized Directors and employees can disclose company information.

Use of the TATA brands: Use of TATA brands is definite and is regulated by TATA brand

equity and business promotion agreements.

Group Policies: Are recommended to its Board of Directors.

Shareholders: Shareholders of the company are committed to enhance shareholder value and

company with all regulation and laws that governs shareholders right.

Ethical Conduct: Employees shall deal with professionalism, honesty, integrity as well as high

moral and ethical standards.

Regulatory Compliance: Employees comply with all applicable laws.

Confidential Information: An employee shall not use or rate information, which is not

available to investing people.

Protecting company Assets: Assets should not be misused.

Citizenship: As long as it does not affect company, employee shall be free to pursue role in civil

and potential affairs.

Integrity of Data furnished: Employee should ensure the integrity of the data furnished.

Reporting Concerns: Every employee of the company shall promptly report to the management

any actual or possible violation of the code of conduct.

TELCON PHILOSOPHY AND VALUES

1. Ethical Behavior

A. Integrity

B. Credibility

C. Transparency

2. Customer orientation

3. Agility, speed and competitive urgency.


4. High Performance culture.

5. Innovation.

6. Meritocracy.

7. Team work as well as respect for individuality.

8. Fact based.

9. Socially responsible.

10. Learning organization.

SWOT ANALYSIS:

Strengths:

Enamors growth potentiality : Construction equipment sector is estimated at

USD$2.25% billion in 2006 and is growing at 25% per annum against 5% per

annum of global maker;

Better quality man power: Indian marker is estimated to be USD$4 billion by

2010.

Lower labor cost: The vast talent pool gives India a comparative advantage, with

high quality of engineering software and IT talent. India labor cost per hour is

amongst lowest compare to other developing countries.

Weakness:

Currently weak organized market: It is necessary to have strong organized market for

the industry to grow fast, because it offers substantial benefits. It will allow customers to

upgrade to never, more sophisticated equipment faster, and also help players to retain

customers.

Technology is imported form global partner: To develop India as a major

manufacturing hub its necessary to focus on R&D is less compare to the global counter


parts. With few exceptions, technology is imported from global partner or parent

companies, rather than developing it indigenously here.

Opportunities:

Many global companies have brought in world class technology, processed and systems.

Few big names like: JCB Ingersoll rank, komastu, caterpillar have their presence in India. With

India's talent pool of skilled labor adequate R&D low cost of labor India has the potential to

manufacture similar equipment at a much lower cost.

Threats:

Unorganized segment is estimated to be at 16-18% which varies across different

equipment categories. High end equipment are manufactured by organized players with large

R&D facilities, hence unorganized sector does not pose a big threat.

government have drawn robust plan for infrastructure development but still poor

quality of existing infrastructure acts as a bottle neck as significant resource is utilized for its

repairs and maintenance. This acts as a hurdle for implementation of new projects which also

hampers the overall economic development of the economy and the sector.

FINANCILA ANALYSIS: Table showing financial results:

SL.NO. FINANCIAL RESULTS 2008-09 2009-10

1 Gross revenue 2130 2084

2 Net revenue(excluding excise duty) 1937 1952

3 Total expenditure 1761 1782

4 Operating profit 176 170

5 Other income 13 45


6 Interest (net capitalization) 189 215

7 Depreciation 85 103

8 Profit before tax 388 406

9 Profit after tax 58 -

10 Balance brought forward 9 10

11 Proposed dividend and tax thereon - 47

12 Balance carried to Balance Sheet 406 452

Ratio Analysis of 2006 to 2010:

Particulars 2006 2007 2008 2009 2010

Current Ratio 1.44 1.25 1.19 1.34 1.17

Quick / Acid test ratio: 0.83 0.77 0.73 0.69 0.51

Cash/Absolute Liquidity Ratio: 0.09 0.07 0.08 0.00019 0.04

Turnover/Activity Ratio:

Inventory Turnover Ratio: 0.05 5.11 4.48 2.47 2.02

Inventory Conversion period 72 71 81 147 181

Debtors Turnover Ratio: 8.03 10.33 12.15 7.84 8.93

Debtors collection Period: 45 35 30 47 41

Creditors turnover Ratio: 6.53 6.14 5.96 4.10 3.47

Account Payable period: 56 59 61 89 105

Working Capital Turnover Ratio: 6.98 9.85 13.83 5.20 9.59

Current assets Turnover Ratio: 2.21 1.95 2.19 1.33 1.41

Current assets to fixed assets Ratio: 2.99 4.03 3.47 2.77 0.36


Current assets to total assets Ratio: 0.75 0.76 1.83 1.26 0.27

Current Liability to total Liability ratio:

0.52 0.61 1.54 0.94 0.57

Interpretation:

The standard of current ratio is 2:1 and coparing to this the company current ratio is not

satisfactory.

The inventory conversion period is increasing year after year which is an good sign for the

company.

The percentage of sales is increasing every year. But net working capital is showing decreasing

and increasing trend. The percentage of requirement for working capital was increasing during

2006-07 to 2007-08 but it was decreased in 2008-09 and has increased to 9.59 in the year 2009-

10.So we can conclude that working capital has not been effectively utilized in making sales.


Introduction to Topic

Competency is a characteristic of an employee that contributes to successful job performance and the achievement of organizational results. These include Knowledge skills and ability plus other characteristics such as values, motivation, initiative, and self control.

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. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather than a skill or ability.

The steps involved in competency mapping with an end result of job evaluation include the following:

Step 1: Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or researcher can conduct one-on-one interviews using the PIQ as a guide. A sample PIQ that we use when conducting this step with our clients was provided to this client. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs.

Step2: Using the results of the job analysis, researcher develops a competency based job description. This was developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies.

Step3 : With a competency based job description, Next researcher begins mapping the competencies throughout clients human resources processes. The competencies of the respective job description become client’s factors for assessment on the performance evaluation. Using competencies will help, guide client to perform more objective evaluations based on displayed or not displayed behaviors.


Step4: Taking the competency mapping one step further, researcher can use the results of client’s evaluation to identify in what competencies individuals need additional development or training. This will help researcher focus clients training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

Literature Review

Managing employees is a major job, so those in Human Resources must be equal to the task. Ten or twenty years ago, Human Resources personnel were rarely seen. Instead they worked behind the scenes to ensure personnel records were in order and employee benefits were being properly administered, but the job stopped there. Today's Human Resources personnel don't only handle small administrative tasks. They are responsible for staffing major corporations.

Definition

“A competency is defined as a behavior or set of behaviors that describes excellent performance in a particular work context (e.g., job, role or group of jobs, function, or whole organization). These characteristics are applied more and more by organizations because they provide significant help with key problems such as:

Clarifying workforce standards and expectations Aligning individuals, teams, and managers with the organization's business strategies Creating empowerment, accountability, and alignment of coach, team member, and

employer in performance development Developing equitable, focused appraisal and compensation decisions”.

History of competencies

A team of educationists lead by Benjamin Bloom in the USA in mid fifties laid the foundation for identifying educational objectives and there by defining the knowledge attitudes


and skills needed to be developed in education .The task force lead by Bloom took several years to make an exhaustive classification of the educational objectives that were grouped under the cognitive domain. Though they have not used the term competencies, they have differentiated and drew attention to cognitive domain, affective domain and active or psycho meter domain in classifying the educational objectives. These are in simple terms known later as knowledge, attitudes and skills. David Mc Cleland, he famous Harvard psychologist, has pioneered the competency movement across the world.

His classic books on “TALENT AND SOCIETY”, ”ACHIVEMENT MOTIVE”, ”THE ACHIEVING SOCIEY”, “MOTIVATING ECONOMIC ACHIEVEMENT & POWER”, “The Inner Experience ”brought out several new dimensions of the competencies .These competencies exposed by McClelland dealt with the affective domain in Bloom’s terminology. The turning point for competency movement is the article published in American psychologist in 1973 by McClelland wherein he presented data that traditional achievement and intelligence score may not be able to predict job success, and what is required is to profile the exact competencies

required to perform a given job effectively and measure them using variety of tests .This article combined with the work done by Douglas Brey and his associates at AT&T in the US where in they presented evidence that competencies can be assessed through assessment centers and on the job success can be predicted to some extent by the same ,has laid foundation for popularization of competency movement.

Latter McBer, a consulting firm founded by David Mc Cleland and his associates David Berlew, have specialized in mapping the competencies of entrepreneurs and managers across the world. They even developed a new and yet simple methodology called the Behavior Event Interviewing(BEI) to map the competencies.

Thus AT&T Studies of Formative years in Business indicated the predictability of future success. Mc Cleland’s studies in early seventies indicated the limitations of Intelligence and Academic performance data. With increased recognition of the limitations performance appraisal in predicting future performance potential appraisal got focused.

The setting up an assessment centre was an integral part of the HRD plan given to L&T by the IIMA professors as early as in 1975.L&T did competency mapping and could not start assessment centers until much later as it was not perceived as a priority area.

Competency assessment is the assessment of the extent to which a given individual or a set of individuals possess these competencies required by a given role or set of roles or levels of roles. Assessment centers use multiple methods and multiple assessors to assess the competencies of a given individual or a group of individuals.


Competency Mapping

Competency mapping has become the latest buzzword for many organizations as more and more of them are applying this concept for training, career development and selection of their employees. The change in the ideology of the organizations can be attributed to the change in the work culture, environment, as well as growing competition among companies

Competency mapping enables the organization to link selection training and development and compensation to business strategy. It focuses performance management on what is critical for success of the organization and makes recruitment and selection more efficient. The process of competency mapping also helps the organization to understand what constitutes superior performance and provides a framework for superior performance. It enables to establish measurements that make a difference in performance levels.

It 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.



Competencies in current scenario

We all have competencies. These are the sum of our experiences and the knowledge, skills, values and attitudes we have acquired during our life time.

In the workplace we use our competencies to perform a variety of behavior and activities, which in turn produce outputs (products and services) that we provide to others. It is the quality of these outputs and the reactions of those who receive them that lead to results with positive or negative or neutral consequences for the organization. The people who work there and its suppliers, shareholders, clients and customers.

The current and future success of an enterprise is a reflection of the efficiency of the senior management team, their vision and leadership and the combined knowledge and the skills of the organization’s workforce. This means that the identification of critical management and specialist competencies that will enable enterprises to meet the demands of the future has assumed an even more important place as a key responsibility of senior business executives.

Competence is regarded as an attribute based phenomenon. Human competency is described as constituted by a specific set of attributes that workers use to accomplish their work. Attributes used in accomplishing work are not primarily context free, but are situational or context dependent i.e. the attributes used in particular work their context dependence through the workers way of experience

That work. People’s way of work is more fundamental to their competence than the attributes themselves.

Individuals have skills, knowledge, benefit from intuition and can develop expertise. Collective competencies start to develop with individuals and small group learning by doing, rather than with top management engineered grand designs. Competence develops partly as an individual action, learning process.


Competencies ApplicationsCompetencies Applications

Competency frameworks: These Defines the competency requirements that cover all theCompetency frameworks: These Defines the competency requirements that cover all the key jobs in an organization. This consists of generic competencies.key jobs in an organization. This consists of generic competencies.

Competency maps: This Describe the different aspects of competent behavior in anCompetency maps: This Describe the different aspects of competent behavior in an occupation against competency dimensions such as strategic capability, resourceoccupation against competency dimensions such as strategic capability, resource management and quality.management and quality.

Competency profiles: A set of competencies that are require to perform a specified role.Competency profiles: A set of competencies that are require to perform a specified role.Armstrong (1999)Armstrong (1999)

Types of competencies

1. Behavioral or Personal competency :

Underlying performance characteristics of individuals which they bring to work. It includes interpersonal, leadership, analytical and achievement orientation attributes.

2. Threshold and performance competency:

Boyatzis (1982) made the distinction between the two. The former does not make any distinction between high and low performance but are the basic competencies to do a job. Performance competencies make this distinction.

3. Differentiating competency:

They define behavioiural characteristics which high performance displays as distinct from those characterizing less efficient role- the performance dimensions of their jobs.

(Personnel Management Practice, M. Armstrong, 1996, page 191)

4. Central and surface competencies :


It may be mentioned that competencies exist at both the surface as also at the core personality level. The surface level competencies of knowledge and skills are visible in one’s behavior or performance and can be developed with appropriate training and development. However, the core motives and trait competencies reside deep within us and are difficult to understand measure and develop. Since these are large in number, one needs to focus on specific motives and traits with a view to developing them in a cost effective manner. However, self concept lies somewhere between surface and core competencies. The competencies lying deep within can be developed over a longer period of time by appropriate job placement of the employee which will offer him opportunities to develop these competencies for future senior roles. It has often been observed that one’s best performance is driven by core competencies rather than task related skills and knowledge, which goes to show that selection on the basis of qualifications or skills alone will not ensure a candidate’s best performance.

5. Key competencies :

Key Competencies are used to describe the elements of behavior that are important for all employees. They support organization values, desired culture, and performance expectations in such areas as customer service, continuous improvements.

6. Team competency

Team competencies are an indication of the specific capabilities and characteristics of a work unit they are important in organizations that have embraced team based work system and can provide a clear focus for team assessment and development.

7. Functional competency

Functional competencies describe more specialized Knowledge and skills For roles such as project manager customer service representative and /or Manufacturing engineer.

For functional competencies it is important to keep the descriptors from getting so technically detailed that lose their practical purpose. Functional competencies can be a repository for specific Knowledge used and learned by many to deliver excellent results.


SkillsKnowledge

Self conceptTraits

Motives

Competency Characteristics

People who excel at their jobs demonstrate behaviors that distinguish them from their peers. Directing these behaviors are competencies which are defined as underlying personal characteristics that differentiate outstanding performance from average performance in a given job, role, organization, or culture. The different types of competencies can be depicted as different levels of an iceberg as illustrated below .The upper levels are easy to see , but they do not topically predict or determine outstanding performance. It is the dipper level of competencies (traits & motives) that direct people’s behavior, thus their performance

The following are the competency characteristics:

1. Skill - The ability to perform a certain physical or mental task. It is visible, can be observed, can be measured and can be learned and trained.

(Ex.- Business planning)

2. Knowledge -Information a person has in specific content areas like skills it is also visible, can be observed, can be measured and can be learned and trained.(Example - In-depth understanding of a technical area )

3. Traits - Physical characteristics and consistent responses to a situation or information. It is physical and behavioral attributes a person has.(Example - Being a good listener )

4. Self-concept - A person’s attitudes, values or self –image. It cannot be learned or trained.(Example - viewing oneself as a teacher & coach)

5. Motives - The things a person consistently thinks about or wants that cause actions. It is affiliation oriented and achievement motivated.

(Example - wanting to continuously achieve & make things better)


Competency is largely a product of learning. A cumulative result of the whole history of transaction with the environment, no matter how the environment is, no matter how they were motivated.

Competency Modeling

A competency model is a set of success factors, often called competencies that include the key behaviors required for excellent performance in a particular role. Excellent performers on-the-job demonstrate these behaviors 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. They are generally presented with a definition and key behavioral

Types of competency model

One-size-first-all-competency model

Multiple job competency model

The single job competency model

One-size-first-all-competency model

This model uses data obtained from existing job description and job analysis

Multiple job competency model

There are three steps in this model

Step 1: Competencies required for organizational function will be identified.

Step 2: These competencies are classified in to technical, social, marketing, management, finance and general.

Step3: Combination of competencies will be grouped to draw a particular role like Finance manager, Technical manager likewise.

The single job competency model


This is a traditional time tested & commonly used method .In this method most importance jobs or skills possessed by the employee are identified .Next data will be obtained from past records, on job performance of the employee ,individual discussion with employee etc. Data so obtained will be used to build competency model for that particular position.

Importance of competency modeling

The model is important because it provides a "road map" for the range of behaviors that produce excellent performance. It helps:

Companies "raise the bar" of performance expectations; Teams and individuals align their behavior with key organizational strategies; and each

employee understands how to achieve expected performance standards.

Benefits of using Competency based Selection System:

It provides a complete picture of job requirement .A competency Model provides a complete picture of what it takes to perform the work. Thus ensuring the interviewer look for characteristics that are needed to do the job well.

Increases the likelihood of hiring people who will succeed. Interviewer can judge who lacks a critical set of skills knowledge and characteristics and focus on those with strong potential.

Minimizing investment in people who do not meet expectation .Hiring a wrong person has a tremendous impact in the productivity and profitability of the organization.

Benefits of using Competency based Training and Development system:

Competency mapping help people better assess their current capabilities and difference .The behavior they need to develop their effectiveness. It enables people to focus on the skills, knowledge and characteristics that affect job performance.

Competency mapping ensures training and development. Competency model provides for training and development opportunities and ensure that they are the one that are essential to the organization.


Competency mapping ensures that both the boss or coach and the direct report have a shared picture of what it takes to succeed in a job, along with examples of behavior that can be used as the basis for constructive development discussion.

Benefits of using Competency based Performance Appraisal system:

Competency mapping ensures agreement on performance criteria. What is accomplished and what is not accomplished.

Competency mapping integrated with performance appraisal ensures a balance between what gets done and how it gets done.

Based on Competency mapping. Performance appraisal is done as individual performance as per set standard is gauged. It gives a more accurate way of assessing people.

By identifying critical behavior performance appraisal gets more accurate

Benefits of using Competency based Succession Planning System:

Succession planning integrates various system of HRM. It helps decide who is ready, why who will be ready soon accompanied by person’s development needs and recommended actions to close the gap.


Statement of problem

Competency mapping consists of breaking down any role / job into its constituent tasks or activities and identifying the competencies (technical, managerial, behavioral, conceptual knowledge, attitudes, skills, etc.) needed to perform the same effectively. This research deals with identifying the competencies of Operators and matching them with the required competencies of the company. Hence the problem statement is defined as “Mapping the competencies of operators at Telco Construction Equipment Company.”

Objectives of the study

1. To build a competency model with generally adopted standards2. To map the competencies of operators3. To build the gap analysis between required and present competencies of operators4. To identify needs for training

Scope of the study

1. The study mainly covers the operators from wheel shop, Mini shop and Midi shop of Telco Dharwad

2. The study covers only a part of the universe as the sample i.e. only 60 operators were chosen out of more than 182 for surveying purposes.

3. The need for this aspect in the organization is mainly to develop and identifying key competencies for the company and the jobs and functions of the operator

Need of Study

In Telcon, Study of competency mapping was needed because to increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence) & establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction & Provide common, organization-wide standards for career levels that enable employees to move across business boundaries.


RESEARCH METHODOLOGY

1. Tools for data collection:

Primary data – It was collected by the interviewing the operators of Wheel shop, Mini

shop, Midi shop with the help of questionnaire.

Secondary data- It was collected by the companies various records and other possible

resources like magazines and company website.

Sampling technique

The selecting small portion for a study of the universe with a view to draw a conclusion

about the universe is known as ‘sampling’. Sampling method is a strategy used in the process of

obtaining information about a large population by examining only a part of it.

The sampling method used was Judgmental non probability random Sampling for the

purpose of selecting 60 samples of employees from a population of 182.

Universe for the purpose of study consisted of the 60 employees belonging to the

operator position who are working in the Wheel shop, Mini shop, and Midi shop. For which

competency have been mapped. All the employees in the above mentioned areas were part of

study.

Shops No of employees

Wheel shop 20

Mini shop 20

Midi shop 20


Limitations of the Study

• Time available for the research was limited.

• Study is limited in getting the information from management and employees through

questionnaires.

• There might be a bias in providing information from some percentage of respondents

• Information was not revealed which was confidential in nature

Steps under taken for competency mapping

a. Job description of operators was collected and based on that competency model is

developed.

b. Data about possessed skills by the operators was collected with the help of

questionnaire and through the interaction with the supervisors and HR department

c. Then collected the expected competencies level from HR department.Then the actual competencies were compared to the expected competencies mapped on the graph

d. Then interpretation is made on them

DATA ANALYSIS

Questionnaire here comprised of question relating to 60 employees and those competencies were grouped under different sets namely: General competencies and Job related competencies. Supervisors rated operator’s competencies on the scale of five points or the respective rating factor given. Later the rating factors were reduced to three main categories and analysis of the data was done for the different sets mentioned above. The categories were the competency level that is below requirement, that just meets the requirements and the level that exceeds the requirement.


EXPECTED COMPETENCIES FROM THE COMPANY

a) General Competencies

S. No Competencies Expected Competencies Level

a) Knowledge about Vision, Mission and Policies of the Company

4

b) Interpersonal Skills 4

c) Communication skills 4

d) Time Management (Punctuality) 5

e) Housekeeping 4

f) Discipline at work place 5

b) Job related Competencies

S, No Competencies Expected Competencies Level

a) Ability to work on Machine and ensure targeted output 5

b) Participation in TPM activities / Presentations 5

c) Ability to give suggestions for improvements 4

d) Ability to do self inspection 4

e) Ability to analyze for any minor defects in the machine and take corrective actions

4

f) Ability to detect problems affecting production regarding tool machines or raw material immediately

4

g) Ability To take responsibility of training coordination with sectional Head

3


FOLLOWING ARE THE CHARTS SHOWING COMPETENCY LEVEL OF EMPLOYEES FOR VARIOUS COMPETENCIES MENTIONED EARLIER

Chart and table no 1 showing on employee’s knowledge on company vision mission and policy

COMPETENCY LEVEL NUMBER OF EMPLOYEES

PERCENTAGE ( %)

VERY GOOD 13 22

GOOD 43 72

AVERAGE 4 6

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

Observation

In the Organization 22% of the respondents have very good knowledge of Company Vision, Mission and Policies, 72% respondents are standing good and 6% of respondents has average knowledge about Company Vision, Mission and policy.

Inference

The expected competency from the company is good. here 22% i.e. 13 respondents are above the requirement in the knowledge of Company Vision, Mission and Policy 72% i.e. 43 respondents knowledge of vision Mission and Policy meets the company requirements and only 6% i.e. 4 respondents knowledge of Vision Mission and Policy are below the requirement of the company.


VERY GOOD GOOD AVERAGE0

1020304050

Knowledge About Co Vision, Mission & Policy

NUMBER OF EMPLOYEES

Chart and table no 2 showing the employee Interpersonal skills


PERCENTAGE ( %)

VERY GOOD 8 13

GOOD 46 77

AVERAGE 6 10

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

13%

77%

10%

Employee Interpersonal Skills

VERY GOODGOODAVERAGE

Observation

In the Organization 13% of the respondents have very good interpersonal skills, 77% respondents are Good and 10% respondents are average at Interpersonal Skills.

Inference

The expected competency from the company is good here 13% i.e. 8 respondents are above the requirement in interpersonal skills, 77% i.e. interpersonal skills of 46 respondents meets the company requirements and only 10% i.e. 6 respondents are below the requirement of the company.


Chart and table no 3 showing employees communication skills


PERCENTAGE ( %)

VERY GOOD 32 53

GOOD 18 30

AVERAGE 10 17

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

VERY GOOD

GOOD

AVERAGE

0 5 10 15 20 25 30 35

Employees Communication Skills

NUMBER OF EMPLOYEES

Observation

In the Organization 53% of respondents have very good communication skills, 30% respondents are standing Good and 17% stand average at communication skills.

Inference

The expected competency from the company is Good here 53% i.e. 32 respondents’ communication skills are above the requirement and 30% i.e. 18 respondents’ communication skills are meets the expectation of the company. And there is 17% i.e. 10 respondents communication below the company expectation.


Chart and table no 4 showing employees Time management in the Organization


PERCENTAGE ( %)

VERY GOOD 52 87

GOOD 6 10

AVERAGE 2 3

POOR 0 0

VERY POOR 0 0

TOTAL 60 100


102030405060

Employee Time Management

NUMBER OF EMPLOYEES

Observation

In the Organization 87% of the respondents are very good at time management, 10% respondents are Good at time management and only 3% stands average at Time management.

Inference

The expected competency from the company is very good here 87% i.e. 52 respondents meets the requirement in time management and other 13% i.e. 8 respondents are below the expectation of the company in time management.


Chart and table no 5 showing Employees Housekeeping Skill


PERCENTAGE ( %)

VERY GOOD 13 22

GOOD 35 58

AVERAGE 12 20

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

VERY GOOD

GOOD

AVERAGE

0 5 10 15 20 25 30 35

Employees House keeping Skills

NUMBER OF EMPLOYEES

Observation

In the Organization 22% of the respondents are very good at housekeeping, 58% respondents are standing Good at housekeeping and 20% stands average at Housekeeping.

Inference

The expected competency from the company is good. here22% i.e. 13 respondents are above the requirement at housekeeping t, 58% i.e. 35 respondents meets the company requirements and only 20% i.e. 12 respondents are below the requirement of the company in housekeeping

.


Chart and table no 6 showing Employees Discipline at work place


PERCENTAGE ( %)

VERY GOOD 47 78

GOOD 11 18

AVERAGE 2 4

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

Observation

In the Organization 78% of the respondents have very good discipline,18% respondents are standing Good in discipline and 4% stands average in discipline at work place.

Inference

The expected competency from the company is very good. here 78% i.e. 47 respondents at discipline meets the requirement and other 22% respondents at discipline below the expectation of the company.



101520253035404550

Employees Discipline at Workplace

NUMBER OF EMPLOYEES

JOB RELETED COMPETENCIES

Chart and table no 7 showing Employees Ability to work on machine and ensure targeted output.


PERCENTAGE ( %)

VERY GOOD 24 40

GOOD 32 53

AVERAGE 4 7

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

Observation

In the Organization 40% of the employees are very good at working on machine and in ensuring targeted output,53% respondents are standing Good and 7% stands average at working on machine and ensuring targeted output .

Inference

The expected competency from the company is very good. here 40% i.e.24 respondents meets the requirement of the company in working on machine and ensuring targeted output and other 60% respondents are below at working on machine and ensuring targeted output.


VERY GOOD

GOOD

AVERAGE

24

32

4

Employee Ability to work on MachineNUMBER OF EMPLOYEES

Chart and table no 8 showing Employees participation in TPM Activities


PERCENTAGE ( %)

VERY GOOD 24 40

GOOD 36 60

AVERAGE 0 0

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

40%

60%

Employee Participation in TPM Activity

VERY GOODGOOD

Observation

In the Organization40 % of the respondents are very good at TPM activities, 60% respondents are standing Good at TPM activities.

Inference

The expected competency from the company is very good here 40% i.e. 24 respondents at TPM activities meets the requirement and 60% i.e. 36 respondents at TPM activities are below the requirement of the company.


Chart and table no 9 showing Employees Ability to give suggestions for improvements


PERCENTAGE ( %)

VERY GOOD 7 12

GOOD 39 65

AVERAGE 14 23

POOR 0 0

VERY POOR 0 0

TOTAL 60 100


10152025303540

Employees Ability to give Suggestions For Improvements

NUMBER OF EMPLOYEES

Observation

In the Organization 12% of the respondents are very good at giving suggestions for improvements, 65% respondents are standing Good and 23% stands average at giving suggestions for improvements.

Inference

The expected competency from the company is good. here 12% i.e. 7 respondents at giving suggestions for improvements are above the requirement, 65% i.e. 39 respondents meets the company requirements at giving suggestions for improvements and only 23% i.e. 14 respondents are below the requirement of the company at giving suggestions for improvements.


Chart and table no 10 showing Employees Ability to do self inspection


PERCENTAGE ( %)

VERY GOOD 12 20

GOOD 43 72

AVERAGE 5 8

POOR 0 0

VERY POOR 0 0

TOTAL 60 100

VERY GOOD

GOOD

AVERAGE

0 5 10 15 20 25 30 35 40 45

Employees Ability to do self inspection

NUMBER OF EMPLOYEES

Observation

In the Organization 20% of the respondents are very good in self inspection,72% respondents standing Good in self inspection and 8% stands average in self inspection.

Inference

The expected competency from the company is good. here 20% i.e. 12 respondents in self inspection are above the requirement, 72% i.e. 43 respondents in self inspection meets the company requirements and only 8% i.e. 14 respondents in self inspection are below the requirement of the company.


Chart and table no 11 showing Employees Ability to analyze for any minor defects in the machine and to take corrective actions


PERCENTAGE ( %)

VERY GOOD 10 17

GOOD 16 27

AVERAGE 33 55

POOR 1 1

VERY POOR 0 0

TOTAL 60 100

VERY GOOD GOOD AVERAGE POOR0

5

10

15

20

25

30

35

Employees Ability to analyze Minor Defects

NUMBER OF EMPLOYEES

ObservationIn the Organization17 % of the respondents are very good in analyzing minor defects, 27% respondents are standing Good in analyzing minor defects and 53% stands average and only 1% is poor in analyzing minor defects on the machine and to take corrective actions.

Inference

The expected competency from the company is good. here 17% i.e. 10 respondents are above the requirement in analyzing minor defects, 27% i.e.16 respondents meets the company requirements in analyzing minor defects, and 53% i.e.33 respondents in analyzing minor defects are below the requirement of the company.


Chart and table no 12 showing Employees Ability to detect problems affecting production regarding tool machines or raw material immediately


PERCENTAGE ( %)

VERY GOOD 19 32

GOOD 33 55

AVERAGE 7 11

POOR 1 2

VERY POOR 0 0

TOTAL 60 100

Emplyees Ability to detect promblems affecting Production

VERY GOODGOODAVERAGEPOOR

ObservationIn the Organization 32% of the respondents are very good in detecting problems regarding production, 55% respondents are standing Good in detecting problems regarding production and 11% stands average and 2% poor in detecting problems affecting production regarding tool machines or raw material immediately

Inference

The expected competency from the company is good. here 32% i.e.19 respondents are above the requirement in detecting problems regarding production, 55% i.e.33 are meets the requirements in detecting problems regarding production and other 13% i.e. 8 respondents are below in detecting problems regarding production.


Chart and table no 13 showing Employees Ability to take responsibility of training coordination with sectional Head


PERCENTAGE ( %)

VERY GOOD 5 5

GOOD 12 18

AVERAGE 20 32

POOR 23 38

VERY POOR 0 0

TOTAL 60 100

VERY GOOD GOOD AVERAGE POOR0

5

10

15

20

25

Employees Ability to take Ttaining Coordination

NUMBER OF EMPLOYEES

Observation

In the Organization 5 % of the respondents are very good at training coordination,18% respondents are standing Good at training coordination , 32% stands average and 38% stands in poor at training coordination with sectional heads.

Inference The expected competency from the company is Average. here 23% i.e. 17 respondents are above the requirement at taking training coordination, 32% i.e. 20 respondents meets the company requirements at taking training coordination and 38% i.e. 23 respondents are below the requirement of the company at taking training coordination.


FINDINGS

It is found that more than 93% respondents of Telcon are having sufficient level of

knowledge about the Vision, Mission and policies of the company

90% respondents of Telcon posses good Interpersonal skills.

87% of respondents are excellent in time management.

80% of the respondents are good at house keeping

78% of respondents are disciplined and obey rules at work

It’s found that moderate number i.e. 40% of respondents ensures targeted output while

working on the machine

Only 40% of respondents are interested to participate in TPM activities

The study shown that more than 75% respondents show interest in giving suggestions for

improvements

The study shown more than 90% of respondents are self analytical in nature

More than 50% of the respondents are not have good technical skills and are not capable

of achieving and rectifying minor machinery related issues

87% of the respondents are quick finders of problems relating to the raw materials and

production

There is moderator level i.e. 49% of co ordination between respondents and their

sectionals heads

The training is needed in TPM activities and in ensuring targeted output because 60%

respondents below the requirement.


SUGGESTIONS

The company should prepare their employees for taking training responsibilities

by providing some monetary benefits.

The company should train their employees for getting targeted output

The company should make employees aware about the importance of TPM

activities and ensure participation of its employees

The company should provide more technical related knowledge at the time of

initial training.

The company should ensure good relations among the employees and sectional

head it will increases co ordination among them

The company should provide promotion, monetary and non monitory benefits to

the employees who exceed the company requirements.

CONCLUSION


The research shows that the company meets the need of various competencies that are required

for the job in their organization to some extent but is not up to the mark. Though competency

mapping is done the company is not yet able to keep up the required competency level. The

company has defined certain competencies that are required for the job in their organization and

those competencies are Ability to work on Machine and ensure targeted output, Participation in

TPM activities / Presentations, Ability to do self inspection, Ability to analyze for any minor

defects in the machine and take corrective actions etc. These competencies that are defined by

the organization form the organizational competency model.

Based on these competencies they recruit their employees, provide them necessary training and

also appraise their performance. Since the organizations employee pool is not large it is able to

manage human resource but yet it has to meet the required level of skill and knowledge so that

each employee carries out his job more effectively. By assessing the competency level of

employees it’s clear that there exists a gap between the competencies of employees and the

required level because certain percentage of employees still fall below the required competency

level. By defining those competencies properly and providing training, organization can get the

right pool of employees and also appraise them rightly based on that. It’s been observed from the

research study that more number of employees are exceeds and meets the expected competencies

and there is less number of employees who are below the company required Competency level .


Bibliography

Richard Boyatzis, The Competent Manager, A Model For Effective Performance,

John Wiley and Sons Inc., 1982.

Human Resource planning By John Bramham 2nd edition.

www.e-hresources.com

www.irisolutions.com

www.schooner.com

www.telcon.co.in

AnnexureSDMCET Dept of Management Studies, Dharwad Page 63

http://www.telcon.co.in/

http://www.schooner.com/

http://www.irisolutions.com/

http://www.e-hresources.com/

QUESTIONNAIRE

Competency frame work

Dear Sir,

I SHIVANADA S RODAGI Student of MBA IVth semester of SDM College of

Engineering and Technology Dharwad is undergoing project title competency

mapping in your organization, as a part my academic requirement. I request you

kindly rate the employee competencies. I assure you that the information given

by you will be kept extremely confidential.

PERSONAL INFORMATION

NAME

DEPARTMENT

DESTIGNATION

EXPERIENCE

AGE


EXPLANATION OF RATINGS :

5 = Very good

4 = Good

3 = Average

2 = Poor

1 = Very poor

COMPETENCIES

I) General Competencies

1) Knowledge about vision, mission, policies of the organization.

1) 2) 3) 4) 5)

2). Interpersonal skills.

1) 2) 3) 4) 5)

3). Communication Skills

1) 2) 3) 4) 5)

4) Time management (punctuality).

1) 2) 3) 4) 5)


5) Housekeeping.

1) 2) 3) 4) 5)

6) Discipline at work place.

1) 2) 3) 4) 5)

II) Job related competencies

a) Ability to work on machine and ensure targeted output.

1) 2) 3) 4) 5)

b) Participation in TPM activity and SMT presentation.

1) 2) 3) 4) 5)

c) Ability to give suggestions for improvements.

1) 2) 3) 4) 5)

d) Ability to do self inspection and maintain check sheet.


1) 2) 3) 4) 5)

e) Ability to analyze for any scrap in his machine and take

Corrective actions.

1) 2) 3) 4) 5)

f) Ability to take responsibility of training coordination with

sectional head.

1) 2) 3) 4) 5)

g) Ability to detect problems affecting production regarding tool

Machines or raw material immediately.

1) 2) 3) 4) 5






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Competency Mapping

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