A STUDY ON COMPETENCY MAPPING OF EMPLOYEES

AT ILJIN AUTOMOTIVE PVT LTD

BY
B.VINOTHINI
(REG.NO.212212631109)
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
SAVEETHA ENGINEERING COLLEGE,
CHENNAI-602 105.
in partial fulfilment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY CHENNAI
CHENNAI 600 025
AUGUST, 2013
BONAFIDE CERTIFICATE
Certified that the project report titled A study on competency mapping of employees at
Iljin automotive Pvt Ltd is the bonafide work of Ms.B.VINOTHINI,
REG.NO.:212212631109, who carried out the work under my supervision. Certified further
that to the best of my knowledge the work reported here in does not form part of any other
project report or dissertation on the basis of which a degree or award was conferred on an
earlier occasion on this or any other candidate.
Signature of HOD Signature of Supervisor
(Prof.A.Gandhi) (Dr.M.Nagalatha)
DECLARATION
I here declare that the project entitled Competency mapping of employees at iljin
automotive pvt ltd is the result of a study originally carried out by me under the guidance
of Dr.M.Nagalatha. This work has not been submitted earlier, in full or in part for any
Diploma or Degree, associate ship, fellowship or any other similar titles of any other
University.
Signature of the Student
(B.Vinothini)
Place:
Date:
ACKNOWLEDGEMENT
I have great pleasure in expressing my deepest sense of gratitude to our founder
president, Dr.N.M.Veeriyan and our director Dr.S.Rajesh for having provided facilities for
the successful completion of my project work.
I am very much thankful to our respected Principal Dr.R.Venkatasamy for giving me
permission to do this project work.
I am indebted to the Head of the Department Prof.A.Gandhi for this constant
support for during entire course of this project.
I express my sincere thanks to my internal guide Dr.M.Nagalatha, Associate
Professor and Project co-ordinator Mr.A.Nirmal Raj, Assistant Professor for her/his
valuable suggestion and encouragement for successful completion of the project.
I wish to record my gratitude to Mr.C.Rajan VICE PRESIDENT, ILJIN
AUTOMOTIVE PVT. LTD. SIPCOT for his kind permission and encouragement to do the
project in his esteemed organization.
I would to express my deep sense of gratitude and sincere regards to all the staff
members of ILJIN AUTOMOTIVE PRIVATE LIMITED for their suggestions and
constructive ideas for spending their valuable times to provide all the necessary information.
Finally I thank all the members of the college for their help to complete the project
successfully.
CHAPTER INDEX
Abstract vi
List of Tables vii
List of Figures viii
CHAPTER I : INTRODUCTION TO THE STUDY 1-7
1.1 Introduction 1
1.2 Statement of the problem 1
1.3 Objectives of the study 2
1.4 Scope of the study 2
1.5 Research Methodology 2
1.6 Limitations of the study 6
1.7 Chapter scheme 7
CHAPTER II : PROFILES 8-11
2.1 Industry Profile 8
2.2 Company Profile 11
CHAPTER III : LITERATURE SURVEY 14-18
3.1 Conceptual and theoretical review 14
3.2 Research Review 18
CHAPTER IV: DATA ANALYSIS & INTERPRETATION 21-40
CHAPTER V: SUMMARY 41-45
5.1 Findings 41
5.2 Suggestions and Recommendations 43
5.3 Direction for further research 44
5.4 Conclusion 45
Bibliography
Appendix
ABSTRACT
The project title A STUDY ON COMPETENCY MAPPING OF EMPLOYEES AT ILJIN
AUTOMOTIVE PRIVATE LIMITED was carried out to understand the competency level of
employee in ILJIN AUTOMOTIVE PRIVATE LIMITED. The purpose of the research is to
analyse the need of competency mapping in an organization with special reference to ILJIN
AUTOMOTIVE PRIVATE LIMITED. Descriptive research type is used any survey
approach has been conducted with the help of questionnaire as the data collection instrument
for the collection of primary data. Files, records and companys website have been used for
secondary data. The population found to be hundred thirty four and sixty two is selected as
sample size. The statistical tool used for finding significance between two variables is
correlation and bar graphs are used for providing graphical information. At last the solution is
evolved which is the findings from the questionnaire that are applied with correlation and bar
graphs from the findings suggestions are given which assist the organizations to improve in
the respective field. Finally the report is concluded with a conclusion that fit best with the
study. Annexure is placed at the end of the report which helps in future references of the
study and annexure contains the bibliography and questionnaire that have been used for
collecting secondary and primary data respectively.
TABLE OF CONTENTS
LIST OF TABLES
S.NO TITLE PAGE NO
4.1 Aware about organization goals 21
4.2 Awareness about competency mapping 22
4.3 Competency mapping helps to identify gaps 23
4.4 Based on improvements training scheme 24
4.5 Train employees for future careers 25
4.6 Recruiting people based on competencies 26
4.7 Job allows me to use my abilities 227
4.8
Top management is willing to invest time and effort in
building competencies of employees
28
4.9 Organization recruit people on the basis of competencies 29
4.10 Well laid out career paths 30
4.11
Promotion policy is based on competency assessment and
performance
31
4.12 Environment helps to develop our competency 32
4.13
Competency mapping helps our career development 33
4.14 Helps in meeting our target 34
4.15
Performance appraisal measure of competency separately for
each individual
35
4.16 Have adequate avenues to recognize and retain competent 36
4.17
Management believe in using self assessment for
competency mapping
37
4.18
Analysis of relation with improve knowledge and training &
development
38
4.19
To analyse relationship between organizations value talent&
excellence and encourage innovations and scientific ways among
competent people
39
LIST OF FIGURES
S.NO TITLE PAGE NO
4.1.1 Aware about organization goals 21
4.1.2
Awareness about competency mapping
22
4.1.3 Competency mapping helps to identify gaps 23
4.1.4 Based on improvements training scheme 24
4.1.5 Train employees for future careers 25
4.1.6 Recruiting people based on competencies 26
4.1.7 Job allows me to use my abilities 27
4.1.8
Top management is willing to invest time and effort in
building competencies of employees
28
4.1.9 Organization recruit people on the basis of competencies 29
4.1.10 Well laid out career paths 30
4.1.11
Promotion policy is based on competency assessment and
performance
31
4.1.12 Environment helps to develop our competency 32
4.1.13 Competency mapping helps our career development 33
4.1.14 Helps in meeting our target 34
4.1.15
Performance appraisal measure of competency separately for
each individual
35
4.1.16 Have adequate avenues to recognize and retain competent 36
4.1.17
Management believe in using self assessment for competency
mapping
37
4.1.18
Analysis of relation with improve knowledge and training &
development
38
4.1.19
To analyse relationship between organizations value talent&
excellence and encourage innovations and scientific ways among
competent people
39
CHAPTER-1
1.1 INTRODUCTION
The competency mapping is the combination of skills, attributes, and behaviors that
are directly related to successful performance on the job. It is importance of testing the
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 endeavours. Identifying and
development of the competencies in organization enable better performance management as
well as reward and recognition systems leading to career and succession planning
programmes. Also competency mapping is a strategic HR frame work for monitoring the
performance. Employee hard skill, knowledge and abilities are not sufficient to achieve the
desired performance. What is additionally needed is employees soft skills like attitude,
mindset values, belief and commitment. Thus, competency is the sum of knowledge, skills,
attitude and personality of an individual as required performing current and future
organizational roles. Competency also denotes motives, self-concept, traits and desired
behavior.
1.2 STATEMENT OF THE PROBLEM
There is no proper training and development process
There is problem in organisation growth & development
There is no attach to employee behaviour
There is no proper plan of career and succession
There is no proper training and development process
No job description for their recruitment of different positions
There is lot of gap between competency
No proper evaluation in the proficiency level of the employees
1.3 OBJECTIVES OF THE STUDY
Primary objectives
To analyse the competency mapping of employees in ILJIN Automotive Pvt ltd.
Secondary objectives
To analyse growth & development of organisation
To analyse employee behaviour
To analyse the training and development needs of employees
To make employee effective in his job
To understand the utility and scope of competency mapping.
To offer the suggestions to the organisations for the betterment of the
employees and organisation.
1.4 SCOPE OF THE STUDY
To bring changes from current level of performance and bring some advancement in
the future.
The study highlights the various characteristics of the department and employees
scoring for them which are highly helpful for the management.
To know the training needs of employees to take steps to deal with them effectively.
Creating a competency based upon organization culture.
To identify the right people for right job and employee potential, develop and utilized
to the full extent.
1.5 RESEARCH METHODOLOGY
Research Design:
The design adopted for this is Descriptive Research Design. This design was chosen
as it describes accurately the characteristics of a particular system as well as the views held
by individuals about this system. The views and opinions of employees about the system
helped to study the suitability of the system as well as the constraints that might restrict its
effectiveness.
Competency analysis begins with identification of the workforce competencies
required to perform the organizational business activities. Once the competencies are
identified, a mapping between the targeted vs. actual value of competencies is required to
measure, analyze and predict the future capability of competencies and take necessary
corrective/preventive action to either enhance or maintain the current capability.
Identifying the tasks, skills, knowledge and attitude required to perform various
organizational roles can be used in formulating job description, assessing employees current
level of competency, and activities like planning career development and co-ordinating
competency development.
SAMPLING METHOD:
The sampling method used for the study is Judgment sampling. Sample is 134
and sample size is 62.
To calculate sample size: /S.E
/ (0.14) = 62.152
Sample size= 62
C.F-Confident level (95%)
SD-Standard level
S.E- Standard Error
TOOLS FOR DATA COLLECTION:
Primary Data:
The first hand primary data was collected through questionnaires. In addition to it
discussions were held with the immediate supervisors, the managers of each department.
Interview
Observation
questionnaire
Survey, etc.
Questionnaire
A questionnaire is reformulated written set of questions to which respondent record
their answers usually within rather closely defined because alternatives. Questionnaire is an
effective way of data collection because here researcher knows what is required and how to
measure the variables of the interest.
FORMULATION OF QUESTIONNAIRE
The required information for the study is collected through a structured questionnaire. In
this type of questionnaire, both the questions and the answers are well structured.
The types of questions are:
Likert scale: These scales are categorized as:
1. Strongly agree
2. Agree
3. Neutral
4. Disagree
5. Strongly disagree
PILOT STUDY:
A pilot study is a small-scale methodological test intended to ensure that proposed methods
and procedures will work in practice before being applied in a large, expensive investigation. Pilot
studies provide an opportunity to make adjustments and revisions before investing in, and
incurring, the heavy costs associated with a large study. Through the pilot study the validity and
reliability of the questionnaire can be tested.
IVALIDITY TEST
Test validity concerns the test and assessment procedures used in psychological and educational
testing, and the extent to which these measure what they purport to measure. Validity refers to the
degree to which evidence and theory support the interpretations of test scores entailed by proposed
uses of tests.
Here the validity of the questionnaire was acquired by distributing the questionnaire to 6 samples
and was asked them to measure the validity by considering the necessary and important questions
among all.
RELIABILITY TEST
The purpose of reliability testing is to discover potential problems with the design as early as
possible and, ultimately, provide confidence that the system meets its reliability requirements.
Here the reliability was tested using SPSS software. The validated questionnaire was distributed
to 6 samples to test its reliability. Hence the reliability obtained was 0.7 which is more than 0.7 ,
the validated questionnaire is reliable.
Secondary data
The secondary data was collected through the company profile, the company manuals,
and previous year records
Reference Books
Internet
STATISTICAL TOOLS AND TECHNIQUES
The following statistical tools are used in this study,
1. Percentage analysis
2. Correlation
3. Regression analysis
PERCENTAGE ANALYSIS
Percentage refers to special kind of ratio. Percentage is used in making comparison
between two or more series of data. Percentage is used to describe relationship.
Number of respondents
Percentage= ----------------------------------- *100
Total number of respondents
CORRELATION
This is one of the statistical tools used to measure the relationship between two or
more than two variables. The measure of correlation is coefficient of correlation. Of the
several mathematical methods of measuring correlation, Karls Pearson method popularly
known as Pearson an coefficient of correlation, is most widely used in practice. The
correlation coefficient is popularly denoted as R. The correlation coefficient R value should
be between -1 to +1. The value is 0 means there is no relationship between the variables. The
values + ve means there is a positive relationship between the variables. The value is ve
means there is a negative relationship between the variables.
Mathematically solved by using this equation.
R= (N DxDy dxDy)/((NDx2 (Dx)2) (NDy2 (Dy)2))1/2
REGRESSION ANALYSIS
Regression analysis is used to model relationship between random variables,
determine the magnitude of the relationships between variables, and can be used to make
predictions based on the models.
1.6 LIMITATIONS OF THE STUDY
It is very difficult to evaluate employee competency
The study is not sufficient to cover the entire level of employee
The response given by the selected respondents may be subject to bias
Limited time span for carrying out study also restricted the research work
1.7 CHAPTER SCHEMA
Chapter 1: deals with Introduction which gives brief description of the topic. It also deals with the
statement of problem, objectives, scope, need, research methodology limitations of the study and the
chapter scheme.
Chapter 2: deals with Industry profile and the Company profile of Iljin automotive private limited.
Chapter 3: deals with the Literature review and the concept review. A literature is a
discussion of the literature in a given study, argued, and established about area of study. It is
a concise overview of the topic.
Chapter 4: deals with analysis and inferences. The analysis and inference of data requires a
number of closely related operations such as establishment of categories, the application of
these categories to raw data through coding, tabulation, and then drawing statistical
inferences. Inference is concerned with relationships within the collected data.
Chapter 5: Findings, Suggestion and Conclusion of the study, the chapter contains findings
of the study after analysing the data. Bibliography, the chapter contains bibliography of
various books, periodicals, websites, that are used for the purpose of carrying out the study by
the researcher. Annexure, the chapter contains Questionnaire.
CHAPTER-2
2.1 INDUSTRY PROFILE:
Whether it's automotive, industrial or the aftermarket, ILJIN has the solution for user.
ILJIN is a global manufacturer and supplier to many of the world's largest companies.
If you require a complete system or a specially designed component, either way ILJIN
provides our customers with world-class engineering, exceptional customer service, and true
economic value. Come, discover ILJIN, and see how we can drive your future technology.
CEO MESSAGE
Iljin began as a forging operation in 1978. It subsequently entered the automobile wheel
bearing market in 1994, after expanding its business to include container and automobile
chassis components. Now Iljin is a global wheel bearing expert company that has supply
agreements with a number of motor companies worldwide.
Facing there 30th anniversary in December 2008, we at Iljin set a business goal of
becoming a world-class bearing expert company by entering the industrial bearing
business. Based on the expert technologies in bearings and the global network that we have
developed, we will secure a basis for stable growth in the industrial bearing business, while
strengthening our competitive advantage in the automobile wheel bearing business.
In order to achieve this new management goal, we plan to implement the following
under the motto of leaping forward through innovation. First, we will strengthen our global
competitiveness by securing global sales, manufacturing, and industrial bearing technologies,
as well as through R&D and manufacturing innovation in automobile wheel bearings, so that
it can be dispersed throughout our whole corporation.
We strongly believe that customer satisfaction and trust are the key driving forces
behind Iljins growth, which can be obtained only by maximizing customer value through
innovative technologies and creative human resources. We at Iljin promise that we will
continue to grow under our spirit of passion and challenge, which has been present since our
company's founding.
Thank you.
Chairman, Sang IL Lee
Vice Chairman, Moon Chull Kang
RESPONSIBILITY
1. Perform the work 100% with professionalism in a sense of duty.
2. A challenge to achieve organization goals.
3. Do our utmost to satisfy our customers.
HISTORY
1978.12. Established ILJIN Forging Co. Ltd(currently ILJIN BEARING).
1982.08. Established Bloxwich Korea Co. Ltd(currently ILJIN GLOBAL)
as a joint venture company.
1986.01. Established Dong-A industrial Co. Ltd(currently ILJIN Corp.)
1994.01. ILJIN industrial Co. Ltd(currently ILJIN BEARING) secure
technical cooperation with KOYO, JAPAN for bearing
technology.
1997.07. Established ILJIN INDIA.
1999.07. Started exporting Gen.2 wheel Bearing to Australia.
2000.04. ILJIN industrial Co. Ltd(currently ILJIN BEARING) solely
developed Gen.3 wheel Bearing.
2001.11. Gen. 3 Bearing was selected as the next world-class product.
2002.01. Established ILJIN AUSTRALIA.
2002.03. Started exporting Gen. 3 wheel bearings to USA.
2002.10. Established BEIJING ILJIN.
2003.03. Established ILJIN USA and tech center.
2005.09. Established YOUNG-WOL METAL(currently YOUNG
WORLD)
2005.11. Established ILJIN SLOVAKIA.
2006.11. Established TIANJIN ILJIN.
2008.02. Established ILJIN AMERICA.(currently ILJIN USA SC)
2008.04. Established ILJIN GmbH.(currently ILJIN BEARING GmbH)
2010.06. Started exporting Gen. 3 wheel bearings to Europe.
2010.09. Established ILJIN ALABAMA.
2011.05. Established BEARING ART.
2011.12. MOU signed on investment agreement for BEARING ART in
Young-Ju.
WORD MARK
1) Concept
Describes a high technology industry yet uses a simple logo that is future
oriented. Matching L and J show the companys artisan sprit .
2) Color
Blue epitomizes our company image which harmonizes the trust of high
skills and environmental friendship.
MOTIVE

Concept
Clockwise rotating graphic is a visual of our company ILJIN. This concept
describes a future oriented and global image for the bearing industry which is the
center of power.
2.2 COMPANY PROFILE
Iljin, a 100% Korean venture is a leading manufacturer of wheel bearings supplying to
car giants like Hyundai Motor, Chrysler, Ford USA, GM USA and so on. ILJIN automotive
has 6 plants all over the world.
We are one amongst the top 7 bearing manufacturing Companys and have
established a very significant share.
The Indian plant is marching ahead to achieve a turnover of 400 Crore mark in 2007-
2008. For its strategic expansion in India, it requires the following persons who will initially
be positioned in South Korea plant for a period of 3 years and thereafter will work either in
Indian Factory Or Other Global Locations.
Iljin Automotive pvt.Ltd. is a manufacturer of wheel bearings. We produce
suspension and steering, forging, stamping parts, container, fly wheel and ring gear. We
provide ball joint and lower arm, pitman arm, brake rear drum, drive shaft tie rod end,
stabilizer link, center and drag link, bevel gears and wheel end assembly are suspension parts.
We offer various kinds of forging such as transmission, gears, shafts and axles are available.
We supply corner modules for auto manufacturers. We also manufacture and supply corner
modules for auto manufacturers. We also manufacture and supply the components to the
corner module. We offer automotive components for transmission, engine, steering and
suspension.
LONG TERM SALES PLAN
SALES PLAN
ORGANIZATIONALCHART
CHAPTER-3
REVIEW OF LITERATURE
3.1 CONCEPTUAL AND THEORETICAL REVIEW
DEFINITION
Competency mapping identifies an individuals strength and weaknesses. The aim is
to enable the person to better understand himself or herself and to point out where career
development efforts need to be directed.
MEANING
Competency mapping is an assessment of workers strengths as an individual and as
part of a team.
COMPETENCY
Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency
USE OF COMPETENCY MAPPING:
Assessment during recruitment, through specific work-based exercises and relevant,
validated, psychometric tests
Assessment during auxiliary development; as a profile during assessment to guide
future development needs
Succession planning and promotion
Organizational development analysis.
EVOLVING ROLE OF COMPETENCY MAPPING IN HR
In this world of cut throat competition, companies are putting tremendous effort to
hire competent employees and to develop relevant competencies in their existing employees.
These are one of the few ways in which companies can gain competitive edge over each
other. In this slowing economy where so many companies are fighting for limited resources
and talent, it is very important for organizations to incessantly reassess their competencies,
update it and have the courage to make the necessary changes. It is equally imperative for a
firm to define a set of core competencies which corresponds with its key market
differentiators. This is where competency mapping plays a key role.
TYPES OF COMPETENCIES
Knowledge: Information and understanding needed to fulfil the responsibilities.
Skills: Acquired ability or experience needed to fulfil the responsibilities.
Attitudes: Way of thinking or behaving needed to fulfil the responsibilities.
Aptitudes: Natural ability that prepares the person to fulfil the responsibilities
STEPS IN COMPETENCY MAPPING
The following steps may be followed in competency Mapping:
1) Decide the positions for which the competencies need to be mapped.
2) Identify the location of the positions in the organizational structure. This needs the clarity
of organizational structure, defining the position relationships (reporting authority,
subordinates, peers etc.).
3) Identify the objectives of the function or the department or the unit or section where the
position is located.
4) Identify the objectives of the role. Why does the position exist? What are the main
purposes of the role etc. details
5) Collect the Key Performance Areas (or KRAs, Tasks, etc.) of the position holder for the
last two to three years from the performance appraisal records. Alternately, collect the job
descriptions of any of the position to make a list of all tasks and activities to be performed by
that position holder.
6) Interview the position holder to list the Tasks and activities expected to be performed by
the Individual. Group them into a set of tasks. The tasks list may be as many as 15 to 20 for
some positions and as Competency mapping few as five to six for other positions. There is no
rigid rule about the number of tasks. It depends on how complex the position is. It is useful to
start with as many tasks as possible.
COMPETENCY MAPPING TECHNIQUES
Behavioral event interview
A behavioral interview is a structured interview that is used to collect information
about past behavior. Because past performance is a predictor of future behavior, a behavioral
interview attempts to uncover your past performance by asking open-ended questions. Each
question helps the interviewer learn about your past performance in a key skill area that is
critical to success in the position for which you are interviewing. The interview will be
conducted face-to-face whenever possible.
Using the STAR Technique
In a behavioral interview, the interviewer will ask questions about your past
experiences. A useful way to prepare for this style of questioning is to use the STAR
technique. The STAR technique is a way to frame the answers to each question in an
organized manner that will give the interviewer the most information about your past
experience. As you prepare to answer each question, consider organizing your response by
answering each of the following components of the STAR technique:
What was the Situation in which you were involved?
What was the Task you needed to accomplish?
What Action(s) did you take?
Repertory grid
The repertory grid is a technique for identifying the ways that a person construes his
or her experience. It provides information from which inferences about personality can be
made, but it is not a personality test in the conventional sense.
ADVANTAGES OF COMPETENCY MAPPING
Competency mapping provides wholesome benefits to the company, supervisors and
employees.
Company
The basic objective of an organization is to achieve its long term goals; competency
mapping ensures that only competent employees work in the organization. The word
competent here refers to those employees whose skills set match with that of the one
required in performing the job effectively.
Supervisors
Competency mapping provides ease to the managers in terms of setting the targets for the
juniors as well as in evaluating their performance.
It facilitates clear communication on part of the managers.
HR managers are also clear while recruiting so as to what kind and level of competencies
they are looking for in an individual for performing a particular job.
Employees
Employees are always under pressure to perform their best therefore it is imperative to define
a set of core competencies which an individual should possess to do justice to his job at hand.
Competency mapping helps employees in clearly understanding what is expected from their
job at hand.
It specifies the level of competencies required to perform their job effectively. This helps
employees in honing the skills in which they lack.
It also demystifies the performance appraisal process for them since they know what are the
competencies (besides their performance) on which they will be appraised.
3.2 RESEARCH REVIEW:
VIKRAM SINGH CHOUHAN & SANDEEP SRIVASTAVA(2013): As the HR
profession has increasingly earned its seat at the strategic table and become a business
partner, the need to develop the foundational competency has become more pronounced.
Every well-managed firm should have well defined roles and list of competencies required to
perform each role effectively for all HR jobs. Competency is
a set of knowledge, skills and attitudes required to perform a job effectively and efficiently.
Competency mapping identifies an individuals strengths and weaknesses in order to help
them better understand themselves and to show them where career development efforts need
to be directed. There is a need for multi skill development. Competency Mapping is a process
of identifying key competencies for an organization, the jobs and functions within it.
Competency mapping is one of the most accurate means in identifying the job and behavioral
competencies of an individual in an organization.
DR.P.SUGUNA, T.TAMIL SELVI (2013): Human resource management is a process of
bringing people and organizations together so that the goals of each other are met. Nowadays
it is not possible to show a good financial operating report unless the personnel relations are
in order. This calls for skill mapping through proper HRM initiatives. Competency mapping
is a method through which individual assesses and determines ones potency as an individual
employee and in some cases, as element of an organization. The large organizations often
employ some kind of competency mapping to understand how to most competently employ
the competencies of workers. They may also make use of competency mapping to examine
the combination of strength of different workers to generate the most successful things and
the maximum quality work. Competency mapping has been used for job-evaluation,
recruitment, training and development, performance management, succession planning etc.
The present study narrates the aim of competency mapping of an organization and how it
influences the performance of the organization..
DR. Y. NAGARAJU, V. SATHYANARAYANA GOWDA(2012): To-days business is
characterized by global operations, transitions, paradigm shifts, pressure of competition,
wealth creation, share holder value creation, customer focus, culture and value based
products, and context based approach, managing diversity, culture and value driven and what
not. The organizational success earlier depended on physical and financial assets, today the
success solely rely on the intangible ability and capability that lie in the human capital and
manifested in the form of competencies.
MILY VELAYUDHAN T.K(2011): Competency mapping, the buzz word in any industry is
not complicated as it may appear. At the heart of any successful activity lies a competence or
skill. In the recent years, various thought leaders in business strategy have emphasized the
need to identify what competencies a business needs, in order to compete in a specific
environment. Competency mapping is a strategic HR framework for monitoring the
performance and development of human resource in organizations. Regardless of whatever
happens to the future of software in India, the people who are outstanding in their
performance will continue to be in demand and will keep rising and for this the human
resource of each organization should develop the competencies which they have in order to
compete with the highly competitive market.
R.K. SAHU (2009): Spectrum: Performance is the mantra of today's business organization.
People with right abilities are able to perform better. Competencies are the set of such skills
and abilities (technical as well as behavioural) which are required for desired level of
performance. Right competencies are the key to superior performance. These days most of
the business organizations are dealing with a problem of competency mapping, which is
basically matching of capacity of an individual that leads to behaviour and the
organizational/job requirement. The book under review is a much needed book at this
juncture as organizations are implementing competency mapping process and they expect
from the young managers or would be managers to have detailed idea on this topic.
SHRUTI AHUJA(APRIL 2012):Competency mapping is a process of identifying key
competencies for a particular position in an organization, and then using it for job-evaluation,
recruitment, training and development, performance management, succession planning, etc.
The competency framework serves as the foundation for all HR applications. As a result of
competency mapping, all the HR processes like talent induction, management development,
appraisals and training yield much better results. In this paper it is been elucidated existing
competencies in the targeted group and gaps between required and existing competencies,
identify the training and development needs of individual. Managers were interviewed with
the help of questionnaire to identify gaps between existing competencies and required
competencies. This study reveals suggested training program and incentive plans for the
employees.
CHAPTER4. DATA ANALYSIS AND INTERPRETATION
4.1AWARE ABOUT ORGANISATION GOALS
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 YES 54 87%
2 NO 8 13%
TOTAL 62 100
Figure No: 4.1

INFERENCE
From the above data we get to know that 87% of employees say that they aware about
organisation goal and 13% of them say not aware.
4.2AWARENESS ABOUT COMPETENCY MAPPING
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 YES 47 75%
2 NO 15 25%
TOTAL 62 100
Figure No.:4.2

INFERENCE
From the above date we get to know that 75% of employees say that they have awareness
about competency mapping and 25% of them say not have awareness.
4.3COMPETENCY MAPPING HELPS TO IDENTIFY GAPS
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 YES 46 74%
2 NO 16 26%
TOTAL 62 100
Figure No.: 4.3

INFERENCE
From the above date we get to know that 74% of employees say that competency mapping
helps to identify gaps and 26% of them say not have helpful.
4.4BASED ON IMPROVEMENTS TRAINING SCHEME
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 YES 50 80%
2 NO 12 20%
TOTAL 62 100
Figure No.:4.4

INFERENCE
From the above data we get to know that 80% of employees say that competency based on
improvement training scheme and 20% of them say not improving.
4.5 TRAIN EMPLOYEES FOR FUTURE CAREERS
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 YES 57 91%
2 NO 5 9%
TOTAL 62 100
Figure No.: 4.5

INFERENCE
From the above data we get to know that 91% of employees say that organisation intend to
train employees for future careers and 9% of them say not intend to train.
4.6 RECRUITING PEOPLE BASED ON COMPETENCIES
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 YES 50 80%
2 NO 12 20%
TOTAL 62 100
Figure No.4.6

INFERENCE
From the above data we get to know that 80% of employees say that recruiting people based
on competencies and 20% of them say not on competency.
4.7 JOB ALLOWS ME TO USE MY ABILITIES
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 27 43%
2 AGREE 24 38%
3 NEUTRAL 7 11%
4 DISAGREE 4 6%
5
STRONGLY
DISAGREE
3 4%
TOTAL 62 100
Figure No.:4.7

INFERENCE
From the above data, it is inferred that 43% of respondents are strongly agree with job allows
to use abilities,38% of respondents are agree, 11%of respondents are neutral, 6% of
respondents are disagree, where 4% of respondents are strongly disagree.
4.8 TOP MANAGEMENT IS WILLING TO INVEST TIME AND EFFORT IN
BUILDING COMPETENCIES OF EMPLOYEES
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 15 24%
2 AGREE 33 53%
3 NEUTRAL 12 19%
4 DISAGREE 2 3%
5
STRONGLY
DISAGREE
1 1%
TOTAL 62 100
Figure No.:4.7

INFERENCE
From the above data, it is inferred that 24% of respondents are strongly agree with they
willing to invest time and building competencies, 53% of respondents are agree, 19%of
respondents are neutral, 3% of respondents are disagree, where 1% of respondents are
strongly disagree.
4.9 ORGANIZATION RECRUIT PEOPLE ON THE BASIS OF COMPETENCIES
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 17 28%
2 AGREE 30 49%
3 NEUTRAL 7 11%
4 DISAGREE 6 9%
5
STRONGLY
DISAGREE
2 3%
TOTAL 62 100
Figure No.:4.9

INFERENCE
From the above data, it is inferred that 28% of respondents are strongly agree with recruiting
people based on competencies,49% of respondents are agree, 11%of respondents are neutral,
9% of respondents are disagree, where 3% of respondents are strongly disagree.

4.10 WELL LAID OUT CAREER PATHS
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 16 24%
2 AGREE 29 46%
3 NEUTRAL 15 23%
4 DISAGREE 4 5%
5 STRONGLY DISAGREE 1 1%
TOTAL 62 100
Figure No.:4.10

INFERENCE
From the above data, it is inferred that 24% of respondents are strongly agree with has well
laid out career paths, 46% of respondents are agree, 23%of respondents are neutral, 5% of
respondents are disagree, where 1% of respondents are strongly disagree.
4.11 PROMOTION POLICY IS BASED ON COMPETENCY ASSESSMENT AND
PERFORMANCE
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 14 22%
2 AGREE 28 45%
3 NEUTRAL 13 21%
4 DISAGREE 5 9%
5 STRONGLY DISAGREE 2 3%
TOTAL 62 100
Figure No.4.11

INFERENCE
From the above data, it is inferred that 22% of respondents are strongly agree promotion
policy is based on competency assessment and performance,45% of respondents are agree,
21%of respondents are neutral, 9% of respondents are disagree, where 3% of respondents are
strongly disagree
4.12 ENVIRONMENT HELPS TO DEVELOP OUR COMPETENCY
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 16 26%
2 AGREE 29 47%
3 NEUTRAL 10 16%
4 DISAGREE 4 6%
5
STRONGLY
DISAGREE
3 5%
TOTAL 62 100
Figure No.:4.12

INFERENCE
From the above data, it is inferred that 26% of respondents are strongly agree with
environment helps to develop our competency ,47% of respondents are agree, 16%of
respondents are neutral, 6% of respondents are disagree, where 6% of respondents are
strongly disagree
4.13 COMPETENCY MAPPING HELPS OUR CAREER DEVELOPMENT
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 27 43%
2 AGREE 26 43%
3 NEUTRAL 5 8%
4 DISAGREE 2 3%
5
STRONGLY
DISAGREE
2 3%
TOTAL 62 100
Figure No.4.13

INFERENCE
From the above data, it is inferred that 43% of respondents are strongly agree with
competency mapping helps our career development,43% of respondents are agree, 8%of
respondents are neutral, 3% of respondents are disagree, where 3% of respondents are
strongly disagree
4.14 HELPS IN MEETING OUR TARGET
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 12 19%
2 AGREE 32 52%
3 NEUTRAL 10 16%
4 DISAGREE 5 8%
5
STRONGLY
DISAGREE
3 5%
TOTAL 62 100
Figure no.:4.14

INFERENCE
From the above data, it is inferred that 19% of respondents are strongly agree with
competency mapping helps in meeting our target, 52% of respondents are agree, 16%of
respondents are neutral, 8% of respondents are disagree, where 5% of respondents are
strongly disagree.
4.15 PERFORMANCE APPRAISAL MEASURE OF COMPETENCY SEPERATELY
FOR EACH INDIVIDUAL
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 7 11%
2 AGREE 34 55%
3 NEUTRAL 14 22%
4 DISAGREE 5 8%
5
STRONGLY
DISAGREE
2 3%
TOTAL 62 100
Figure No.4.15

INFERENCE
From the above data, it is inferred that 11% of respondents are strongly agree they feel that
the performance appraisal measure of competency for each individual, 55% of respondents
are agree, 22% of respondents are neutral, 8% of respondents are disagree, where 3% of
respondents are strongly disagree.
4.16 HAVE ADEQUATE AVENUES TO RECOGNIZE AND RETAIN COMPTENT
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 15 24%
2 AGREE 25 40%
3 NEUTRAL 17 28%
4 DISAGREE 5 8%
5
STRONGLY
DISAGREE
0 0%
TOTAL 62 100
Figure No.:4.16

INFERENCE
From the above data, it is inferred that 24% of respondents are strongly agree with adequate
avenues to recognize and retain competent ,40% of respondents are agree, 28%of respondents
are neutral, 8% of respondents are disagree, where 0% of respondents are strongly disagree
4.17 MANAGEMENT BELIEVE IN USING SELF ASSESSMENT FOR
COMPETENCY MAPPING
S.NO PARTICULARS
NO.OF
RESPONDENTS
PERCENTAGE
1 STRONGLY AGREE 22 35%
2 AGREE 20 32%
3 NEUTRAL 12 19%
4 DISAGREE 5 8%
5
STRONGLY
DISAGREE
3 6%
TOTAL 62 100
Figure No.:4.17
INFERENCE
From the above data, it is inferred that 35% of respondents are strongly agree with the top
management believe in using self assessment ,32% of respondents are agree, 19%of
respondents are neutral, 8% of respondents are disagree, where 6% of respondents are
strongly disagree.
4.18 ANALYSIS OF RELATION WITH IMPROVE KNOWLEDGE AND
TRAINING & DEVELOPMENT
OPINION\
FACTORS
STONGLY
AGREE
AGREE NEUTRAL
DISAGR
E
STRONGLY
DISAGREE
TOTAL
IMPROVE
KNOWLEDGE(X)
35 40 8 13 4 100
TRAINING &
DEVELOPMENT(
Y)
35 35 19 7 4 100
CORRELATIONS ANALYSIS
var1 var2
var1 Pearson Correlation 1 .504
**
Sig. (2-tailed) .000
N 62 62
var2 Pearson Correlation .504
**
1
Sig. (2-tailed) .000
N 62 62
**. Correlation is significant at the 0.01 level (2-tailed)
INFERENCE
The co-efficient of correlation between improve knowledge and their training & development
is 0.504, which means that the two are perfectly correlated
4.19 TO ANALYSE RELATIONSHIP BETWEEN ORGANIZATIONS
VALUE TALENT& EXCELLENCE AND ENCOURAGE
INNOVATIONS AND SCIENTIFIC WAYS AMONG COMPETENT
PEOPLE
- There is no significance difference between organizations value talent &excellence and
encourage innovations and scientific ways among competent people.
- There is significance difference between organizations value talent &excellence and
encourage innovations and scientific ways among competent people.
OPINION\
FACTORS
STONGLY
AGREE
AGREE NEUTRAL DISAGRE
STRONGLY
DISAGREE
TOTAL
VALUE TALENT
&
EXCELLENCE(X)
30 43 16 6 3 100
INNOVATION &
SCIENTIFIC(Y)
32 38 20 9 1 100
Model Summary
Model R R Square
Adjusted R
Square
Std. Error of
the Estimate
1 .986
a
.972 .958 3.323
a. Predictors: (Constant), y
Coefficients
a
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) -6.856 4.040 -1.697 .232
Y 1.237 .149 .986 8.311 .014
a. Dependent Variable: x
INFERENCE
There is no significance difference between organizations value talent &excellence and
encourage innovations and scientific ways among competent people.
ANOVA
b
Model
Sum of
Squares Df Mean Square F Sig.
1 Regression 762.668 1 762.668 69.075 .014
a
Residual 22.082 2 11.041
Total 784.750 3
a. Predictors: (Constant), y
b. Dependent Variable: x
CHAPTER-5
5.1 FINDINGS
This study was conducted to find out the competency mapping of employees in ILJIN
Automotive Pvt ltd
The main findings are as follows:
1. 87% of employees say that they aware about organisation goal.
2. 75% of employees say that they have awareness about competency mapping.
3. 74% of employees say that competency mapping helps to identify gaps.
4. 80% of employees say that competency based on improvement training scheme.
5. 91% of employees say that organisation intend to train employees for future careers
6. 80% of employees say that recruiting people based on competencies.
7. 43% of respondents are strongly agreed with job allows to use abilities, 38% of
respondents are agreed.
8. 24% of respondents are strongly agreed with the willing to invest time and building
competencies, 53% of respondents are agreed.
9. 28% of respondents are strongly agreed with recruiting people based on
competencies, 49% of respondents are agreed.
10. 24% of respondents are strongly agreed with has well laid out career paths, 46% of
respondents are agreed.
11. 22% of respondents are strongly agreed promotion policy is based on competency
assessment and performances, 45% of respondents are agreed.
12. 26% of respondents are strongly agreed with environment helps to develop our
competency, 47% of respondents are agreed.
13. 43% of respondents are strongly agreed with competency mapping helps our career
development, 43% of respondents are agreed.
14. 19% of respondents are strongly agreed with competency mapping helps in meeting
our target, 52% of respondents are agreed.
15. 11% of respondents are strongly agreed they feel that the performance appraisal
measure of competency for each individual, 55% of respondents is agreed.
16. 24% of respondents are strongly agreed with adequate avenues to recognize and
retain competent, 40% of respondents are agreed.
17. 35% of respondents are strongly agreed with the top management believe in using
self assessment, 32% of respondents are agreed.
18. The co-efficient of correlation between improve knowledge and their training &
development is 0.504, which means that the two are perfectly correlated.
19. There is no significance difference between organizations value talent &excellence
and encourage innovations and scientific ways among competent people.
5.2 SUGGESTIONS
1. The target must be fixed whether short term or long term and the employees must
focus on that area and perform better to reach their target at time.
2. Individual performance appraisal must be updated by the superior or manager and
allot works according to that so they perform better.
3. Better work-related training & development activities should be given to the
employees and they must be focused on their work performance
4. Employees are still unaware about the organization goal which is set by the
organization. They must be first aware and they should taught by them superior. So
that they can put their full effort towards the organization goal.
5.3 DIRECTION FOR FURTHER RESEARCH
1. Identifying gaps in required and existing competencies
2. To hire right kinds of people for right job by establishing standard
3. To select employees based on job and culture fit
4. Identification of existing competencies with the target group
5.4 CONCLUSION
From the research entitled A study on competency mapping in ILJIN Automotive
Pvt Ltd, SIPCOT that the organization which is concerned with the quality, safety production
and good employee welfare facilities. There is a need for effective competency mapping to
employees in the organizations. Most of the employees are satisfied with competency of an
organization. The research has also shown that at a study on competency mapping of
employee in ILJIN AUTOMOTIVE PVT LTD, SIPCOT is supportive and encouraging.
BIBLIOGRAPHY
REFERENCES
1. Aswathapa (2010),Human Resource Management, Sixth Edition
2. Donald C Cooper And Panels S Schindler(2006),Business Research Methods, Ninth
Edition, New Delhi
3. C.R.Kotheri (2004),Research Methodology, New Age International Publishers
4. C.B.Mamoria And S.V.Gankar (2001),Personal Management, Twenty First Revised
Edition , Delhi
5. Vikram Singh Chouhan & Sandeep Srivastava(2013), In His Book, International
Journal Of Human Resource Management And Research
6. Dr.P.Suguna, T.Tamil Selvi (2013): In This Book, International Journal Of Scientific
And Research Publications, Volume 3, Issue 5, ISSN 2250-3153
7. Dr.Y.Nagaraju ,V. Sathyanarayana Gowda(2012): In This Book, International Journal
Of Research In Commerce & Management Volume No. 3 Issue No. 10 ISSN 0976-
2183,
8. Mily Velayudhan T.K(2011), In This Book, International Conference On Information
Communication And Management Ipcsit Vol.16
9. Shruti Ahuja(April 2012): A Journal Of Multidisciplinary Research Vol.1 Issue 1,
ISSN.
WEBSITES
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www.humanlinks.com
ANNEXURE
QUESTIONNAIRE
A STUDY ON COMPETENCY MAPPING OF EMPLOYEES AT ILJIN
AUTOMOTIVE PVT LTD, SIPCOT INDUSTRIAL PARK, IRRUNGATTUKOTTAI
Respected Sir/Mam,
I am Ms.B.Vinothini doing second year MBA specializing in Human Resources
Management in Saveetha Engineering College. As a part of my curriculum, I have
undertaken the project work titled as above. Your cooperation in filling this questionnaire
will help me in the successful completion of my project work. I assure you that thedata will
be used confidentially and for academic purposes only.
Meaning of Competency Mapping:
Competency mapping identifies an individuals strength and weakness. The aim is to
enable the person to understand himself/herself and to identify career development efforts.
Personal Details:
Name(Optional): Current position:
Department: Years of experiences:
Age:
Description Yes No
Are you aware about organisation goals
Do you have awareness about competency mapping
Did competency mapping helps you to identify gaps
Do you have competency based on improvements training
scheme
Our organisation intend to train employees for future careers
Recruiting people based on competencies
Description
Strongly
agree
Agree Neutral Disagree
Strongly
disagree
The job allows me to use my
abilities
Our top management is willing to
invest time and effort in building
competencies of employees on a
continuous basis
Our organization recruit people
on the basis of competencies needed
to perform each job
Our organization has well laid out
career paths
I feel that organisations value
talent and excellence
I feel that organisation encourage
innovations and scientific ways
among competent people
Promotion policy in our
organisation is based on competency
assessment and performance
Our environment helps to
develop our competency
Competency mapping helps our
career development
Competency mapping helps in
meeting our target
It helps improve our knowledge
to meet the needs of organisations
Description
Strongly
agree
Agree Neutral Disagree
Strongly
disagree
Training and development
depends on competency mapping
I feel that the performance
appraisal in my organisation has
measure of competency separately
for each individual
I feel that the organisations have
adequate avenues to recognize and
retain competent other than
promotion
I feel that the top management
strongly believe in using self
assessment for competency
mapping