... 10 * RESPONSIBILITY 11 * DISCOVERY AND DEVELOPMENT 12 4. COMPENETCY MAP 13-18 5. HUMAN RESOURCE DEPARTEMENT 19 6. PERSONNEL DEPARTMENT 20 7. ADMINISTRATIVE DEPARTMENT 21 8. RATIONALE AND OBJECTIVE 22-23 9. COMPETENCIES MAPPING AT MSD INDIA...
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...A Study on “COMPETENCY MAPPING” (TITAN INDUSTRIES LTD., HOSUR) Prepared by RICHA JAUHARI Registration No: 11010121094 Under the Guidance of Dr Debashish Sengupta Prepared by RICHA JAUHARI Registration No: 11010121094 Under the Guidance of Dr Debashish Sengupta In partial fulfillment of the Course-Industry Internship Programme (IIP) in Semester II of the Master of Business Administration (July 2011-13) Industry Internship Programme (IIP) Declaration This is to declare that the Report titled “COMPETECNY MAPPING” has been made for the partial fulfillment of the Course: Industry Internship Programme (IIP) in Semester II (July 2011-13) by me at TITAN WATCH DIVISION,HOSUR under the guidance of Dr. DEBASHISH SENGUPTA . I confirm that this Report truly represents my work undertaken as a part of my Industry Internship Programme (IIP). This work is not a replication of work done previously by any other person. I also confirm that the contents of the report and the views contained therein have been discussed and deliberated with the faculty guide. Signature of the Student : Name of the Student (in Capital Letters) : RICHA JAUHARI Registration No : 11010121094 Master of Business Administration Certificate This is to certify that Mr. / Ms. ’Richa Jauhari’ Regn. No. 11010121094 have completed the report titled...
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...Competency Mapping Introduction A lot is going on in recent times on the issue of competency mapping. A lot of resource is spent and consultants are invited to do competency mapping. Competency mapping is gaining much more importance and organizations are aware of having good human resources or putting the right people on right job. Competency mapping is important and is an essential exercise. Every well managed firm should have well defined roles and list of competencies required to perform each role effectively. Such list should be used for recruitment, performance management, promotions, placements and training needs identification. In performing or carrying out work, it is essential that the required job skills first be articulated. This information not only helps to identify individuals who have the matching skills for doing the work but also the skills that will enhance the successful performance of the work. Yet often to perform well, it is not enough just to have these skills. It is also critical to complement the skills with the necessary knowledge and attitudes. For e.g. the necessary knowledge will enable an individual to apply the right skills for any work situation that will arise while having the right attitude will motivate him to give his best efforts. These skills, knowledge and attitudes required for the work are usually collectively referred as competencies. What is Competency? Competency is an underlying characteristic required to perform a...
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...Advanced Manufacturing Competency Model Updated April 2010 Employment and Training Administration United States Department of Labor 1 www.doleta.gov Updated April 2010 Advanced Manufacturing Competency Model Table of Contents About the Model 3 Tier One: Personal Effectiveness Competencies 4 Interpersonal Skills 4 Integrity 4 Professionalism 4 Initiative 4 Dependability & Reliability 4 Lifelong Learning 4 Tier Two: Academic Competencies 6 Science 6 Basic Computer Skills 6 Mathematics 7 Reading 7 Writing 7 Communication—Listening and Speaking 8 Critical & Analytical Thinking 8 Information Literacy 8 Tier Three: Workplace Competencies 10 Business Fundamentals 10 Teamwork 10 Adaptability/Flexibility 11 Marketing and Customer Focus 11 Planning and Organizing 12 Problem Solving and Decision Making 12 Working with Tools and Technology 13 Checking, Examining, and Recording 13 Sustainable Practices 14 Tier Four: Industry-Wide Technical Competencies 15 Entry-Level 15 Manufacturing Process Design/Development 15 Production 15 Maintenance, Installation, and Repair 17 Supply Chain Logistics 17 Quality Assurance and Continuous Improvement 18 Sustainable and Green Manufacturing 19 Health, Safety, Security, and Environment 19 Technician Level 21 Manufacturing Process Design/Development 21 Production...
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...Assessment **INTRODUCTION * Need assessment refers to the process used to determine whether training is necessary. * Subsequent steps in the process include : * Ensuring that employees have the motivation and basic skills necessary to learn. * Creating a positive learning environment. * Making sure that trainees use learned skills on the job. * Choosing the training method and whether training has achieved the desired outcomes. * Need assessment typically involves : * Organizational analysis * Person analysis * Task analysis * Why is needs assessment necessary? * Training may be incorrectly used as a solution to a performance problem. * Training programs may have the wrong content, objectives, or methods. * Trainees may be sent to training programs for which they do not have the basic skills, prerequisite skills, or confidence needs to learn. * Training will not deliver the expected learning, behavior change, or financial results that the company expects. * Money will be spent on training programs that are unnecessary because they are unrelated to the company’s business strategy. * Who should participate in needs assessment? Subject matter experts (SMEs) are employees, academics, managers, technical experts, trainers, and even customers or suppliers who are knowledgeable in regard to: * Training issues including tasks to be performed. * Knowledge, skills, and abilities required for successful...
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... Career Opportunities in Sports Management Abstract This study was designed to explore the specific competencies essential for a career in sports management and promotion in campus, public, and recreation settings. Utilizing the means of the Competencies of Sport Managers device, the competencies of sport administrators and managers were represented by four factors, identified as Management Techniques, sport programming, business administration, and theoretical perspectives. Discriminant analysis revealed that sport administrators in campus recreation settings placed more emphasis on theoretical perspectives and less emphasis on sport programming. When compared to sport management, administrators in the promotions departments placed more emphasis on sport programming and theoretical perspectives, with faculty placing more emphasis on management techniques and business administration. This study reinforces the need for professional sport commissioners and managers to possess a strong management and business base, along with competence in sport programming and recreational sport theory/foundations. Achieving greater understanding of the nature and importance of sport competencies can help the sport educators become more accountable for its programs in academic preparation, professional training, and continuing education. Allowing individuals interested in a career in sports management and promotions a greater opportunity to advance and...
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... 1.1Background of the Study/ Introduction: Today's work environment requires employees to be skilled in performing complex tasks in an efficient, cost-effective, and safe manner. Training is needed when employees are not performing up to a certain standard or at an expected level of performance. The difference between actual the actual level of job performance and the expected level of job performance indicates a need for training. A training analysis is conducted ultimately to identify what areas of knowledge or behaviors that training needs to accomplish with learners. The analysis considers what results the organization needs from the learner, what knowledge and skills the learner presently has and usually concludes with identifying what knowledge and skills the learner must gain. Usually this phase also includes identifying when training should occur and who should attend as learners. Ideally, criteria are established for the final evaluation of training to conclude if training goals were met or not. Depending on the resources and needs of the organization, a training analysis can range from a very detailed inventory of skills to a general review of performance results. The more complete the training analysis, the more likely that the employee's training will ultimately contribute results to the organization. This report is a Project Report prepared as a requirement for the conclusion of the MBA Program. As per requirement of MBA program of Metropolitan...
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...selecting this organization for my project. In accordance with Title 5 410.201, federal agencies are required to develop training plans and programs that support a workforce capable of achieving an agency’s mission and performance goals. DoD OIG’s strategic plan goal 3.l.2 is to identify core skill requirements for each position and identify/develop training to provide opportunities for staff to attain necessary core skill. An enterprise-wide competency and training needs analysis questionnaire will assist the organization in meeting the needs of both Title 5 401.201 and strategic plan goal 3.1.2. The development of a core competency model will provide an integrated approach for supporting the mission, goals, and strategies of the organization. A core competency model will assist with establishing succession management, aligning training and development to skill gaps, and planning for future workforce needs. The identified core and technical competency models will be used to leverage the organization’s human capital needs by defining consistent position descriptions, selecting effective training and development offerings, and proper planning for future training needs. The Training Needs Analysis (TNA) results will identify knowledge, skills and abilities unique to DoD OIG and identify if there are any gaps that impact performance. The training needs identified will...
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...Benchmarking Training Article Benchmarking for competitive advantage Introduction There has been a progressive increase in the topic of benchmarking – but for all that there is still a great deal of ignorance about what it actually is. It has taken its place as a management buzzword along with BPR, TQM, Change, EVA and many others – but its true nature is poorly understood. Some see it as stealing (or ‘borrowing’) ideas; others as a mechanism for comparison with a competitor; whilst others view it as a form of industrial espionage. In fact it is all of these and none of these at the same time, but instead involves understanding strategic gaps; cooperation; hard work; a willingness to question and where necessary to change fundamental precepts (sacred cows) and also - giving. This paper will address several issues including: what benchmarking is; when it should be used; and the benefits from using it; how to approach a benchmarking initiative; and how to optimise a benchmarking project. What is benchmarking? The term benchmark comes from surveying where it was used to denote a notch or mark representing a given altitude and against which other heights could be calibrated or ‘benchmarked’, since when it has come to mean any standard against which something is compared; and some of the leading exponents in business include Xerox and GE. In business terms there are numerous definitions of benchmarking, but essentially it involves learning, sharing information and adopting...
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...Introduction The main purpose of this essay is to illustrate the importance of the idea of competency as well as seeks to outline its application to staff undertaking international assignments. Lucia & Lepsinger (1999) define competency as “a cluster of related knowledge, skills, and attitudes that affects a major part of one’s job (a role or responsibility), that correlates with performance on the job, that can be measured against well-accepted standards, and that can be improved via training and development.” People or the organization should possess the core competencies to excel in work’s performance and hence be improved in the future to achieve effectiveness in work and organization’s goal (Ibid). Why have the idea of competency become so important? Organizations today identified the key to business success through strategic human resource management (SHRM) (Compton 2009). To achieve SHRM, the strategic plans have to be pro-active and be open to changes in the organization’s external environment such as its competitors and globalization (Ibid). Having a deeper understanding about competencies is critical, as it will allow the organization to focus on achieving organizational goals and responding to the external environment (Lucia & Lepsinger 1999). The Harvard Analytical framework for HRM Figure 1. (Source: Beer et al. 1985) The Harvard analytical framework for HRM in Figure 1 above consists of five main components, which...
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...CASE STUDY: PT TELKOM’S RECRUITMENT, SELECTION AND TRAINING PROCESS Agung Budiman Annisa Kusumawardhani Sabran Maria Grace Imanuella Ramavito Mountaino Yohann Mayo P INTRODUCTION Managing human resources is one of the most important things to support activities in a company. To attain profit sought by the company, they have to pay attention to the human resources available in fulfilling their goal. Companies need to meticulously plan and analyze the process of recruitment, selection, and training stage, to produce high-quality workforce. PT Telkom is a company that is trying to survive the constantly changing circumstances. In the past, many people were keen to work in PT Telkom, considering it as a pride. Today, with the Y generation searching for jobs in the labour market, the interest in working in the company has slowly diminished. Moreover, the existing new employees merely utilize PT Telkom as a stepping stone. PT Telkom needs new employees to perform daily activities and regeneration. Thus a strategy in managing human resources is an important factor in order for PT Telkom to sustain its business, and this becomes an interesting point of study. Therefore, by looking at the three topics, recruitment, selection and training; a wider understanding of the real case of PT Telkom will broaden the knowledge on the issue. * 23 Oktober 1856 - layanan jasa telegraf elektromagnetik Jakarta (Batavia) – Bogor (Buitenzorg) * 1961 - Perusahaan Negara Pos dan Telekomunikasi...
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...INDEX Contents Introduction 5 1.0 Introduction 6 1.1 Purpose of HRD 7 1.2 HRD Planning 8 1.3 Training Need Identification 10 About the Company 16 2.0 Introduction to the company 17 2.1 HRD Philosophy 17 Products & Services 19 2.2. Development Plan Template 21 2.3 Sample Training Calender: 22 Methodology 23 3.0 Report Methodology 24 Findings & Recommendations 26 4.0 Recommendations based on Findings 27 4.1 Proposed Improvement in Training Policy 28 4.2 Proposed Process for Training: 28 Annexure 30 Annexure 1: Proposed Training Process for Employees 31 Annexure 2: Proposed Feedback Questionnaire 32 REFERENCE 36 1.0 Introduction HRD is mainly concerned with developing the skill, knowledge and competencies of people and it is people-oriented concept. It has a body of knowledge and this knowledge is transferred to younger generations through management institutes in India. By now HRD is a well-recognized function in organizations. HRD is… “a process of developing and/or unleashing human expertise through organization development and personnel training and development for the purpose of improving performance.” HRD from organizational point of view is a continuous process in which the employees of an organization are helped/motivated to acquire and develop technical, managerial and behavioral knowledge, skills and abilities, and mould the values, beliefs, attitude necessary to perform present and future roles by realizing highest human potential...
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...Work Culture and SWOT Analysis Work culture is the type of environment people work in, the way they interact with one another, the way they go about their work and practices undertaken in this environment. Some working culture is apparent at first glance while others are more subtle and slow to reveal. This paper will discuss how knowing your ideal work culture can help you in developing strategies and operational plans to achieve organizational goals, which competencies are essential in conducting a SWOT analysis, and how my competencies relate to the essential competencies for conducting a SWOT analysis. Ideal Work Culture in Developing Strategies Knowing my ideal work culture benefits my organization to achieve goals and allows me to achieve personal goals as well. According to University of Phoenix, my work culture results showed me to be leadership intensive, supportive, and well-resourced. I supervise my staff and influence my organization by being supportive and clearly defining jobs, goals and expectations. I am well-resourced, comfortable, and have a well-designed work place to complete high standards of work. As manager, I can determine the way that things are done in my organization and how to lead my employees to develop and achieve those goals because I am aware of the shared values, principles, traditions, and operations that take place in my organization. Once I determine which goals need to be achieved, I can develop a plan to achieve those goals either...
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...biz/sawhatis.htm). 1. Introduction What is a Skills Audit? A skills audit is essentially a process for measuring and recording the skills of an individual or group. The main purpose for conducting a skills audit in an organisation is to identify the skills and knowledge that the organisation requires, as well as the skills and knowledge that the organisation currently has. Skills audits are also usually done to determine training needs so an organisation can improve its skills and knowledge. However skills audits are also completed for other reasons such as restructuring and deployment. A skills audit gathers more information than simply your current qualifications level. It firstly identifies the skills matrices for the organisation and then delves into what the current competencies are of each individual against this predefined set of skills required to fulfill a specific role. The outcome of the skills audit process is a skills gap analysis. This information will enable the organisation to improve by providing the appropriate training and development to individuals to cater for the identified skill gaps. The skills audit process will also provide information which can be used for purposes such as internal employee selection and to ensure that the correct person is deployed in each position. 2. Benefits of Skills Audits in the Workplace The key piece of information an organisation needs to improve and to deliver to its Mission Statement and strategy is to know...
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...Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA) Pilots and Demonstration Team Division of Research and Evaluation Office of Policy Development and Research Employment and Training Administration U. S. Department of Labor January 29, 2008 Michelle R. Ennis Acknowledgements The author would like to thank Heidi M. Casta, Division Director, Research and Evaluation, and Jonathan Simonetta, Team Leader, Pilots and Demonstrations, for their thoughtful review of early versions of this paper and helpful feedback. 3 Competency Models: A Review of the Literature and The Role of the Employment and Training Administration (ETA) For over 30 years, business and industry has utilized competency models to select employees. The trend to use competency-based approaches in education and training, assessment, and development of workers has experienced a more recent emergence. With the mobility of the workforce and retirement of the baby boomers, competency models are being used for succession planning as well. It is within the last few years that the Employment and Training Administration (ETA) has turned its focus on skills acquisition and assessment to the competency model process for determining the needs of business and employers and the requirements of skilled workers. Recently, ETA has been engaged with business, industry, and education/training leaders to develop competency models for targeted industries and broker...
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