A PROJECT DONE BY SREELEKSHMI.K.R REG NO:MGT 1005385

Under the guidance of

Faculty Guide Project GuideMiss.Soumya C Nair Mrs.Priya BalanLecturer IMK Dpty Manager –HR Adoor Terumo Penpol 1

COMPETENCY ANALYSIS AMONG EXECUTIVES AT TERUMOPENPOL

Introduction

• Ongoing technical and social changes leads increasing the need of flexible and skilled workers.

• With changing business scenario and new challengers emerging in the competitive world.

• Companies are aware that their workforce must be properly trained and competent

To determine the current

competency level of executives in production, quality control, and purchase departments and to know the importance of various competencies in performing their job.

Statement of the problem

Brief History:A Precursor of Competency

Modeling• 1950’s: John Flanagan• 1954 established Critical Incidents Technique as a precursor to the key

methodology used in rigorous competency studies• significant behavioral events that distinguish between average and

superior performers.• It is Flanagan’s critical incidents technique that sixteen years later

inspires David McClelland to discover and develop the term of “competency”

• 1970’s: “Testing for Competence Rather than Intelligence” (McClelland, 1973)

• Competency: “an underlying characteristic of a person which enables them to deliver superior performance in a given job, role, or situation.”

• Implication: If competencies are made visible and training is accessible, individuals can understand and develop the required level of performance

• Can be learned and developed over time

• 1980’s: • “Certain characteristics or abilities of the person enable him

or her to demonstrate the appropriate specific actions.” (Boyatzis,Richard E. The Competent Manager: A Model for Effective Performance. New York: Wiley, 1982, p. 12).

• the first empirically-based and fully-researched book on competency model developments

• specific behavior and clearly defined performance outcomes• like Flanagan, stressed importance of systematic analysis in• collecting and analyzing examples of the actual performance

of individuals doing the work• behavioral event interview (BEI)

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

• Understand the concept of competency Analysis in today’s business environment and its relevance at TPL

SECONDARY OBJECTIVE

• To introduce modern concept competency Analysis in TPL.• To identify existing competency level of the eexecutives.• To know the personal competency level, knowledge competency level,

job related competency level, communication and interpersonal competencies.

• To find out gap between required competency and current competency level.

• To identify training and development of executives.• To hire right kind of person at right job by establishing statement.

SCOPE OF THE STUDY

Gap analysisRole claritySelection, potential, identification, growth

plans.Succession plansInventory of competencies for future planning

PERIOD OF THE STUDY• The study has been done during a period of 45

days. RESEARCH METHODOLOGYResearch design Area of study Data collection methodSample sizeSampling techniqueData analysis

LIMITATION OF THE STUDY

• The study was limited only to the executives of TPL and not all.

• The primary data collected is from questionnaire and hence the result would bear all the limitations of the primary data.

• Busy schedule of employees was the main inconvenience for the data collection.

• The study is based on sample size and hence the findings & inferences cannot be generalized

• Lack of time and shortage of data related to the topic.

INDUSTRY PROFILE “Health Care” industry is a very vivid one from other types of Industries.The US health care service market, the world’s largest is more than $1.6 trillion, while the European market is worth about $700 billion.In 1939 transfuse-vacuum cleaner, the first vacuum type blood collection and storage unit was introduced.

The competition among health care supply distributors, including Alliance UniChem, McKesson, and Owens and Minor, has heated up as facilitates look to cut their number of vendors and the costs of their supplies. These distributors are among the industry’s leaders in adopting new technology to help cut costs.

Globally, approximately 75 million blood bags are collected annuallyMajor blood bag manufacturers globally include Baxter Bioscience, USA; Bayer Corporation, USA and Octapharma AG; Switzerland

10

COMPANY PROFILE India's largest manufacturer of Blood Bags. One of the largest producers of blood bags in Asia, other than Japan with a capacity of 20 Million Blood Bags

Beginning in 1987.Mr.C.Balagopal, an EX-IAS officer In July 1999, formally collaborated with Terumo Corporation, Japan changed to TERUMO PENPOL LIMITED on 01/10/99.Terumo Corporation invested in the equity capital of the company and today it holds 74% with the balance 26% held by the promoters.

The Mission of TERUMO PENPOL is: “Better Ways to Better Healthcare”. 11

1.Teumo single blood bag2.Terumo double blood bag3.Terumo triple blood bag4.Terumo quadruple blood bag5.Terumo tube sealer6.Platelet Agitator Incubator7.Terumo Automatic Component Extractor8.Blood storage cabinets9.Donour couch

12

PRODUCT CATEGORIESBLOOD BAGS & ACCESSORIESSTORAGE EQUIPMENT FOR BLOOD BANKSBLOOD COLLECTION DEVICES

PRODUCT PROFILE

0%

6%

17%

22%

54%

TOTAL EMPLOYEES 1024

Junior execu-tivesManagers

Executives

Workers

Temporary

DESTINATION TOTAL EMPLOYEES

JUNIOR EXECUTIVES 3

MANAGERS 65

EXECUTIVES 175

WORKERS 234

TEMPORARY 566

TOTAL 1024

WHAT IS COMPETENCY?

A competency is defined as a behavior or set of behaviors that describes excellent performance in a particular work context .

A competency is an underlying characteristics of a person which enables him/her to deliver superior performance in a given job, role or situation

DEFINITIONFirst popularized by Boyatzis (1982) with Research result on clusters of

competencies: “A capacity that exists in a person that leads to behavior that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”

Competencies are personal characteristics that contribute to effective managerial performance. (Albanese 1989)Dr. MG Jomon, XIMB

COMPETENCIES

KNOWLEDGE

ATTITUDESKILL

Competencies are INPUTSOther

characteristics are Motive,

Values, Traits, Self concept

Competency analysis is the process of identification of the competencies required to perform successfully a given job or role or a set of tasks at a given point of time. 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.

FINDINGS Personal competency level of Executives• Assertiveness level of executives - 52% have better than acceptable standards,

18% of them are exceeds in acceptable standards 30% of them are meets in requirements.

• About 60% of executives have better innovative level, 10% of the employee exceeds in their standards and 24% of the employee meets up to requirements and 6% of them not up to acceptable standards.

• About 50% of employee have better competency level in integrity level, 32% of them are exceeds in acceptable standards and 18% of them meets requirements.

• About 42% of the executives are better than acceptable standards in self –sufficiency level 28% of them exceed in acceptable standards 26% are meets in requirements and 4% of them are not up to acceptable standards.

• About 34% of the employees are belongs in better than acceptable standards in emotional stamina, 46% are belongs to meets requirements, 6% of them exceeds in acceptable standards, 14% are not up to acceptable standards.

• 2. Knowledge level competencies

• About 46% of the employee have better than acceptable standards in commands in basic facts, 12% of them are exceeds in acceptable standards, 42% of them were meets requirements.

• 40% of employees are belongs to better than acceptable standards in quality consciousness, 44% of them among exceeds in acceptable standards, 14% of them belongs to meets requirements.

• About 52% of employee belongs to better than acceptable standards in knowledge on industrial standards, 15% of among exceeds in acceptable standards and 32% are meets requirements

• About 52% of employee belongs to better than acceptable standards in organizational awareness, 24% of among exceeds in acceptable standards, 18% are meets requirements and 6% of them not up to acceptable standards.

• About 52% of employee belongs to better than acceptable standards in knowledge on standards and specifications, 12% of among exceeds in acceptable standards and 36% are meets requirement

3. Job related competencies• Presentation skills- 44% of employee belongs to better than acceptable standards in, 16% of among exceeds in acceptable standards,34% are meets requirements and 6% of them not up to acceptable standards.

•About 42% of employee belongs to better than acceptable standards in analytical and problem solving skills, 14% of among exceeds in acceptable standards,40% are meets requirements and 4% of them not up to acceptable standards.

•About48% of employee belongs to better than acceptable standards in concern for excellence, 28% of among exceeds in acceptable standards, 16% are meets requirements and 8% of them not up to acceptable standards.

•About 38% of employee belongs to better than acceptable standards in negotiation skills, 24% of among exceeds in acceptable standards, 34% are meets requirements and 4% of them not up to acceptable standards.

•About 38% of employee belongs to better than acceptable standards in team management, 14% of among exceeds in acceptable standards,40% are meets requirements and 8% of them not up to acceptable standards.

Communication and interpersonal competencies• About 40% of employee belongs to better than acceptable standards in listening

skills, 36% of among exceeds in acceptable standards,22% are meets requirements and 2% of them not up to acceptable standards.

• About 60% of employee belongs to better than acceptable standards in precision in communication, 14% of among exceeds in acceptable standards,24% are meets requirements and 2% of them not up to acceptable standards.

• About 54% of employee belongs to better than acceptable standards in counselling skills, 12% of among exceeds in acceptable standards, 32% are meets requirements and 2% of them not up to acceptable standards.

• About 56% of employee belongs to better than acceptable standards in persuasion, 8% of among exceeds in acceptable standards, 34% are meets requirements and 2% of them not up to acceptable standards.

• About 62% of employee belongs to better than acceptable standards in sensitivity, 8% of among exceeds in acceptable standards,26% are meets requirements and 4% of them not up to acceptable standards.

• From chi square test it is found that there is relation between quality consciousness of the employee and organizational awareness and there is no significant relation between age of the employees and emotional stamina of the employees.

• From correlation analysis it is clear that there is positive correlation of communication skills of executives and presentation skills of executives.

SUGGESTIONS• Redefining roles or restructuring teams can be done by

matching the talents of people to the job.

• Recognizing the special talents of employees and encouraging them to use it always give an added advantage to organization’s performance.

• Employee’s awareness about Job related task and industrial goal will be increase the current competency level.

• Company can recruit employees based on their competency.

• Competency based training will be more advantages both employees and organisation.

• Work pressure on the employees should be reduced by proper division of work.

• The company should create awareness about competency based HR management, so that the employees can know as to what the company is expecting out of them.

• Physical well being of the employees can be improved through various measures like gym, yoga /aerobic classes.

• Flexible timings can be considered as an important factor in order to overcome busy and stressful work life.

• The counselling centre may be better utilized to improve the emotional stamina of the associates.

CONCLUSION

The employees competency level is differ from person to person.

All organizations now focus on matching employee talent to job.

The economic meltdown pushes the companies to rethink over employment conditions.

HR policies are being restructured in many organizations.

In future all HR departments go with competency mapping to improve the efficiency and effectiveness of employment.

BIBLIOGRAPHY

Text references.• K. Aswathappa, Human Resource Management, Tata McGraw-Hill Ltd, 5e.• Dr .C.B.Guptha, Human Resource Management, Saulthan Chand and Sons,

6e, 2005.• C.R.Kothari, Research Methodology, New Age International Publishers

New Delhi, 2e, 2004. • Uma Sekharan, Research Methodos For Business, John Wiley & Sons, Ltd

U.K, 4e, 2006. Websites• www.terumopenpol.com • http://www.wisegeek.com/what-is-competency-mapping.htm• http://www.chrmglobal.com/Briefcase/10/1/What-is-Competency-Mappi

ng-.html• http://www.tvrls.com/competency mapping.htmlCompany references• HR department Manual