A

“RESEARCH REPORT”

ON
“COMPETENCY MAPPING IN AN
ORGANISATION”

Submitted to

KURUKHETRA UNIVERSITY, KURUKSHETRA in partial fulfillment for the

Degree of Master Of Business Administration (Session 2009-2011)

Under the supervision of:- Submitted By:-

Miss. Kanika Shelza Gulati
Faculty Member MBA-FINAL
(SDDIET)

Swami Devi Dayal Institute Of Engeneering and Technology,Barwala

(SDDIET) Approved by AICTE and Affiliated to Kurukshetra university,Kurukshetra

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 CERTIFICATE

This is to certify that research report entitled “Competency Mapping in

Hindustan Unilever Ltd.” submitted in partial fulfillment for the requirement of
Master of Business Administration from Swami Devi Dayal Institute of
Engeneering and Technology,Barwala to Kurukshetra university,Kurukshetra is an
exclusive records of bonafide research report carried out by Abhinav Kansal under
my supervision and guidance.

It is also certified out this research work, Abhinav Kansal was constantly in touch
with faculty of department for necessary guidance and essential directions.

This work done by him is found satisfactory and commendable. I wish him great
success in his carrier.

Principal
Dr.Mamta Ratti

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 ACKNOWLEDGEMENT
I am very thankful to all of them who helped me during the project.Without their
inspiration and guidance this project would not be possible.I feel highly dedicated
with the way my dissertation report on the topic .“Competency Mapping” has been
completed.

I express my sincere gratitude to Dr. Mamta Ratti(Principal) without whose

guidance,keen interest and regular encouragement my project would not have been
compiled. I would also like to grab the opportunity to thank Miss
Kanika(Faculty,SDDIET) for her inspiration and helpful attitude and also a helping
hand in the compilation of the report and finally I would like to thank my parents
for their support.

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 PREFACE
We cannot achieve anything on the basis of theoretical knowledge only as
provided by books,in order to achieve positive & successful resuts the classroom
learnings are not sufficient the practical knowledge is also necessary with
theoretical knowledge.To develop healthy skills in management theoretical
knowledge must be supplimented with real practical environment.

In production labours play his one side & management plays his part
on the other side.In management the practical training gives us a great opportunity
to stand in this competitive world.

The main aadvantage of project training is to make the familiar to a student of any
particular organisation environment,norms,culture along with formal teaching.It is
very difficult kind of experience for any student.

I select Competency Mapping for my Project Training Purpose which is an integral

part of two years Master Degree in Management in Kurukshetra University.This
training is undergone after the completion of third semester of the course.After
analysing employee satisfaction,I had the opportunity of getting practical with
business world which enhanced my practical knowledge.

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 INDEX
Contents Page

a) Certificate I
b) Acknowledgement II
c) Preface III

Chapter 1: Introduction
a) Introduction of the topic 7-27
b) Company Profile 28-40

Chapter 2: Review of Literature 41-45

Chapter 3: Research Methodology 46-58

a) Meaning 47-48
b) Research Design 49-50
c) Sample Design 51
d) Data Collection 52
e) Hierarchy of research methodology 53
f) Objective 54
g) Scope 55
h) Advantages 56
i) Limitations 57-58

Chapter 4: Data Analysis & Interpretation 59-69

a) Findings 71-72
b) Suggestions 73
c) Conclusion 74
d) Bibliography 75-77
e) Questionnaire 78-82

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 CHAPTER: 1

INTRODUCTION

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 INTRODUCTION OF TOPIC
Competence is a standardized requirement for an individual
to properly perform a specific job. It encompasses a combination of knowledge,
skills and behavior utilized to improve performance. More generally, competence
is the state or quality of being adequately or well qualified, having the ability to
perform a specific role.

For instance, management competency includes the traits of systems thinking and
emotional intelligence, and skills in influence and negotiation. A person possesses
a competence as long as the skills, abilities, and knowledge that constitute that
competence are a part of them, enabling the person to perform effective action
within a certain workplace environment. Therefore, one might not lose knowledge,
a skill, or an ability, but still lose a competence if what is needed to do a job well
changes.

The competencies have five characteristics, namely:

* Motives: Things a person consistently thinks about or wants that cause

action, motives drive, direct and select behavior towards certain actions.
Example achievement motivation people consistently set challenging goals
for themselves, take responsibility for accomplishing them and use the
feedback to do better

* Traits: Physical characteristics and consistent responses to situations.

Good eyesight is physical traits of a pilot. Emotional Self Control and
initiative are more complex consistent responses to situations.

* Self Concept: A person's attitude value or self image. A person's values

are reactive or respondent motives that predict what a person would do in the
short run. Example: A person who values being a leader would be more
likely to exhibit leadership behavior.

* Knowledge (Information a person has in a specific work area) Example:

An accountant's knowledge of various accounting procedures.

* Skill (is the ability to perform certain mental or physical tasks) Example:
Mental competency includes analytical thinking. The ability to establish
cause and affect relationship.

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 Types of Competencies
Meaning Competence

Identifying with the purpose of the organization or community and acting

from the preferred future in accordance with the values of the organization or
community.

Relation Competence

Creating and nurturing connections to the stakeholders of the primary tasks.

Learning Competence

Creating and looking for situations that make it possible to experiment with
the set of solutions that make it possible to solve the primary tasks and reflect
on the experience.

Change Competence

Acting in new ways when it will promote the purpose of the organization or
community and make the preferred future come to life.

Managerial Competence

Competencies which are considered essential for staff with managerial or

supervisory responsibility in any service or program area, including directors and
senior posts.

Some managerial competencies could be more relevant for specific

occupations, however they are applied horizontally across the Organization,
i.e. analysis and decision-making, team leadership, change management, etc.

Generic Competence

Competencies which are considered essential for all staff, regardless of their
function or level, i.e. communication, program execution, processing tools,
linguistic, etc

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Technical/Functional Competence

Specific competencies which are considered essential to perform any job

in the Organization within a defined technical or functional area of work,
i.e. environmental management, industrial process sectors,
investment management, finance and administration, human resource
management, etc.

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 Levels of Competency

1. Practical competency

An employee's demonstrated ability to perform a set of tasks.

2. Foundational competency

An employee's demonstrated understanding of what and why he /

she is doing.

3. Reflexive competency

An employee's ability to integrate actions with the understanding of

the action so that he / she learn from those actions and adapts to the changes
as and when they are required.

4. Applied competence

An employee's demonstrated ability to perform a set of tasks with

understanding and reflexivity.

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 Application levels of a Competency
ADVANCED

Demonstrates high level of understanding of the particular competency to perform

fully and independently related tasks.

Frequently demonstrates application that indicates profound level of expertise. Can

perform adviser or trainer roles. Work activities are carried out consistently with
high quality standards.

PROFICIENT

Demonstrates a sound level of understanding of the particular competency to

adequately perform related tasks, practically without guidance. Work activities are
performed effectively within quality standards.

KNOWLEDGEABLE

Demonstrates a sufficient understanding of the particular competency to be used in

the work place, but requires guidance Tasks or work activities are generally carried
out under direction.

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 COMPETENCY MAPPING
Competency mapping 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.

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

1) Conduct a job analysis by asking incumbents to complete a position

information questionnaire (PIQ). This can be provided for incumbents to
complete, or you can conduct one-on-one interviews using the PIQ as a
guide. The primary goal is to gather from incumbents what they feel are the
key behaviors necessary to perform their respective jobs.

2) Using the results of the job analysis, you are ready to develop a
competency based job description. A sample of a competency based job
description generated from the PIQ may be analyzed. This can be developed
after carefully analyzing the input from the represented group of incumbents
and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin
mapping the competencies throughout your human resources processes. The
competencies of the respective job description become your factors for
assessment on the performance evaluation. Using competencies will help
guide you to perform more objective evaluations based on displayed or not
displayed behaviors.

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

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 Competency mapping is a process of identifying key
competencies for a particular position in an organisation, and then using it for job-
evaluation, recruitment, training and development, performance management,
succession planning, etc. "The competency framework serves as the bedrock 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," states well-known HR consultant Ullhas Pagey. He however points
out that the competency movement has caught on much better in the non-IT sector
than the IT sector. Only a few IT organisations which are at the higher end of the
HR value chain are known to be doing some work in this area; most are more busy
handling recruitment and compensation-related matters. "Unless managements and
HR heads have holistic expectations from their HR departments, the competency
movement is unlikely to succeed as it requires lot of time, dedication and money,"
he adds, pointing out that before an organisation embarks on this journey it has to
be very clear about the business goals, capability-building imperatives and core
competencies of the organisation. The competency mapping process needs to be
strongly integrated with these aspects.

Experts agree that the competency mapping process does not fit the one-size-fits
all formula. It has to be specific to the user organisation. "My suggestion is to
develop models that draw from but are not defined by existing research, using
behavioural interview methods so that the organisation creates a model that reflects
its own strategy, its own market, its own customers, and the competencies that
bring success in that specific context (including national culture). Start with small,
discrete groups or teams, ideally in two directions-a 'horizontal slice' across the
business that takes in a multi-functional or multi-site group, more or less at the
same organisational level, and a 'vertical slice' taking in one whole department or
team from top to bottom. From that, the organisation can learn about the process of
competency modelling, and how potential alternative formats for the models may
or may not fit the needs of the business," explains Stephen Martin, an international
authority in the field who is also the president of ITAP Europe.

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COMPETENCY MODEL

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 Steps In Competency Mapping

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

1) Conduct a job analysis by asking incumbents to complete a position

information questionnaire (PIQ). This can be provided for incumbents to
complete, or you can conduct one-on-one interviews using the PIQ as a
guide. The primary goal is to gather from incumbents what they feel are the
key behaviors necessary to perform their respective jobs.

2) Using the results of the job analysis, you are ready to develop a
competency based job description. A sample of a competency based job
description generated from the PIQ may be analyzed. This can be developed
after carefully analyzing the input from the represented group of incumbents
and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin
mapping the competencies throughout your human resources processes. The
competencies of the respective job description become your factors for
assessment on the performance evaluation. Using competencies will help
guide you to perform more objective evaluations based on displayed or not
displayed behaviors.

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

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.

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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 S situation in which you were involved?

What was the Task you needed to accomplish?
What Action(s) did you take?
What Results did you achieve?

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.

A grid consists of four parts.

1. A Topic: it is about some part of the person's experience

2. A set of Elements, which are examples or instances of the Topic. Any

well-defined set of words, phrases, or even brief behavioral vignettes can be
used as elements. For example, to see how I construe the purchase of a car, a
list of vehicles within my price range could make an excellent set of
elements

3. A set of Constructs. These are the basic terms that the client uses to make
sense of the elements, and are always expressed as a contrast. Thus the
meaning of 'Good' depends on whether you intend to say 'Good versus Poor',
as if you were construing a theatrical performance, or 'Good versus Evil', as
if you were construing the moral or ontological status of some more
fundamental experience.

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 4. A set of ratings of Elements on Constructs. Each element is positioned
between the two extremes of the construct using a 5- or 7-point rating scale
system; this is done repeatedly for all the constructs that apply; and thus its
meaning to the client is captured, and statistical analysis varying from
simple counting, to more complex multivariate analysis of meaning, is made
possible.

Step 1

The individual or group begins with a repertory grid, pen or pencil, and five to
eight blank cards.

Step 2

Then the elements are written across the top of the grid.

Step 3

After this, the subject(s) write numbers on one side of the cards which correspond
with the elements at the top of the grid.

Step 4

The cards are turned face down, shuffled, and then three cards are drawn at
random.

Step 5

The subject(s) mark on the grid which three elements were drawn with an "X".
They then decide: "Out of the three elements chosen, which two seem to have
something more in common with each other?" These two elements are connected
with a line.

Step 6

Always on the left side of the grid, the subject(s) will describe what aspect these
two elements share. On the right side, they will express what it is that makes the
third element different from the other two. (If this is too difficult, people are
allowed to write something they believe to be the opposite of the left hand
construct).

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 Step 7

Finally, the elements are rated to the constructs. Each element is rated to the
constructs on a scale of one to five, with the left construct as "1" and the right
construct as "5". For example, on a scale of 1 to 5, with "1" being most like a
"lesson carefully designed for students needs" and five as "giving students second
language activities just to kill the time", we see that the subject(s) rated the
element, "students are happy" as more like the left construct, with a rating of "2",
the element, "students are active" as like the right construct, with a rating of "5",
"students retain L2" as like the left side with a rating of "1", and so on.

One the first row has been rated, the individual or group turn the three cards over,
shuffle them, and begin the process all over again. They may reshuffle in the case
of drawing the same three card combination as before.

Repertory grids were an invention of the late George Kelly, a mid-West American
engineer turned psychologist/psychotherapist who wrote up his work in the '50s.
They consist of a rectangular matrix of ratings of things called "elements" (usually
placed in the columns) each rated on adjectival phrases or simple adjectives known
as "constructs".

The following is an example, a grid from an (imaginary) forensic psychotherapy

patient:
"You to "Your "You to "Your "You to "Your "You to "Your "You to your "Your
your mother to your father to your partner to your victim to therapist" therapist to
mother" you" father" you" partner" you" victim" you" you"
Domineering 2 3 4 4 5 4 2 4 5 6
Sexually 2 2 3 3 6 4 5 4 4 2
attractive
Easily 2 3 5 2 4 6 4 6 5 4
controlled
Rejecting 4 4 3 5 6 4 3 2 5 5
Loving 5 6 3 4 6 5 2 4 6 3
Neglecting 2 2 4 4 5 4 4 2 6 5
Sexually 2 5 3 6 6 3 2 4 2 2
intimidating
Protective 1 5 1 1 5 5 1 3 2 1
Understanding 4 4 2 4 3 4 4 2 4 2
The elements here are directional relationships:

"Your therapist to you"

i.e. the first element represents the way he thinks he is toward his mother, the
second is how he thinks she is toward him.
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 Critical incident technique
The CIT is a method for getting a subjective report while
minimising interference from stereotypical reactions or received opinions. The user
is asked to focus on one or more critical incidents which they experienced
personally in the field of activity being analysed. A critical incident is defined as
one which had an important effect on the final outcome. Critical incidents can only
be recognised retrospectively.

CIT analysis uses a method known as Content Analysis in order to summarise the
experiences of many users or many experiences of the same user.

The Critical Incident Technique (or CIT) is a set of procedures used for collecting
direct observations of human behavior that have critical significance and meet
methodically defined criteria. These observations are then kept track of as
incidents, which are then used to solve practical problems and develop broad
psychological principles. A critical incident can be described as one that makes a
significant contribution - either positively or negatively - to an activity or
phenomenon. Critical incidents can be gathered in various ways, but typically
respondents are asked to tell a story about an experience they have had.

CIT is a flexible method that usually relies on five major areas. The first is
determining and reviewing the incident, then fact-finding, which involves
collecting the details of the incident from the participants. When all of the facts are
collected, the next step is to identify the issues. Afterwards a decision can be made
on how to resolve the issues based on various possible solutions. The final and
most important aspect is the evaluation, which will determine if the solution that
was selected will solve the root cause of the situation and will cause no further
problems.

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 Advantages

 Flexible method that can be used to improve multi-user systems.

 Data is collected from the respondent's perspective and in his or her own
words.
 Does not force the respondents into any given framework.
 Identifies even rare events that might be missed by other methods which
only focus on common and everyday events.
 Useful when problems occur but the cause and severity are not known.
 Inexpensive and provides rich information.
 Emphasizes the features that will make a system particularly vulnerable and
can bring major benefits (e.g. safety).
 Can be applied using questionnaires or interviews.

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 Disadvantages
 A first problem comes from the type of the reported incidents. The critical
incident technique will rely on events being remembered by users and will
also require the accurate and truthful reporting of them. Since critical
incidents often rely on memory, incidents may be imprecise or may even go
unreported.
 The method has a built-in bias towards incidents that happened recently,
since these are easier to recall.
 It will emphasize only rare events; more common events will be missed.
 Respondents may not be accustomed to or willing to take the time to tell (or
write) a complete story when describing a critical incident.

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 COMPETENCY ASSESSMENT

Competency assessment involves the measurement of an

individual's competencies. Measures include cognitive ability tests, biodata
instruments, structured interviews, job knowledge tests, diagnostic and promotion
tests, and measures of customer service, and social skills. With the advent of
increased agency responsibility for staffing decisions, valid personnel selection
assessments are more critical than ever. The Office of Personnel Management's
research and development staff are experts in producing selection methods that can
be tailored to specific agency needs.

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 Competency Identification Worksheet

Competency Identification worksheet is prepared by the H.R. Department

personnel for assessing the level of the employee working on a specific process.
Through the worksheet, the H.R. Personnel can determine the present standard of
working of the employee and the required level of skills. These worksheets are
constructed to attain knowledge about the present level of working and gap in
contrast to the desired standards. It can be prepared by the organization on the
basis of their requirements. An example of the worksheet which can be constructed
for the identification of the competencies is:

· Rating is done on 1- 7 parameter.

· All the fields are mandatory to be filled.

· 1 = Not Known/Absent

2 = Slightly Known

3 = Known

4 = Well Knowledge

5 = Average Known
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 6 = Above Average Knowledge

7 = Excellent knowledge

Hypothetical Example (A small practical worksheet)

Duty/ Role of the Employee (Suppose Sales Manager):

a. To assess the monthly sales.

b. To determine the new areas.

c. To manage the team members.

d. To evaluate the Data sheet on weekly basis.

e. To establish a proper communication channel between the employees.

f. To maintain high rate of customer satisfaction.

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Match Competency level with the employee:

S.No 1 2 3 4 5 6 7

Communication

Leadership Skills

Proactivity

Clarity in concepts

Innovativeness and Creativity

Team Building skills

In this worksheet a number of issues can be added according to the job

requirement. After filling of all the sheets, total score is calculated and the result is
generated.

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 Reasons for Competency Mapping

Competency Mapping is excessively used in the organization to determine

the crucial elements and activities. The basic reasons due to which the mapping of
the competencies is done are as follows:

 Once the competencies are determined, proper training can be provided to

the individuals to work more efficiently on the processes.

 Key performance areas can be improved by understanding the fields where

there is a gap between the actual and the desired results.

 If the competencies are determined for the given job, then the person whose
career panning phase is taking place can consider those competencies and
can be ready for the same.

 Through competency mapping, the individual is preparing himself for the

next set of responsibilities.

 With the help of the competency mapping the individual can alter the style
of work where the gap exists.

 By overcoming the differences in the desired level and the actual status of
performance the individual can feel the increase in the self confidence and
the motivation level.

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  Competency based approach can lead the individual to derive much efficient
results (with more accuracy) as compared to work in a non-competency
derived situation.

 Helps the individual to determine the areas where the development is

required and thus leads the individual to develop a self development plan.

 Competency mapping leads the individual to understand the actual position

and the gap from the desired status of work.

 Competency mapping plays a crucial role in career planning of the

individual in the organization.

David McClelland said that “definitions for various competencies, which contain
real-life examples of more competent behavior, provide specific guideposts as to
how to develop the competency. The feedback information also provides a basis
for career counseling or explaining why a person should or should not be
promoted.” (McClelland, 1994, p. 10).

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 COMPANY PROFILE
HINDUSTAN UNILEVER LIMITED

Hindustan Unilever (HUL) is the largest fast moving consumer goods (FMCG)
company, a leader in home & personal care products and foods & beverages.
HUL's brands are spread across 20 distinct consumer categories, touching lives of
every 2 out of 3 Indian.

It has employee strength over 15000 & 1200 managers. It has created widespread
network through its 2000 suppliers & associaties.There 75 manufacturing locations
in India itself. It caters its wide range of products to 6.3million outlets. It has
market capitalization of 11.5billion.

Brands

Home & personal care:- Under this it has brands that caters to every income
segment of population. In this segment it has brands like Lakme, Axe, Pepsodent,
Surf Excel, Wheel, Lux, Dove, Fair & Lovely & many more.

Foods & Beverages:-Under this segment it has brand like Kissan, Knnor
Soups, Annapurna, Kwality Walls, Brooke Bond & Lipton.

It has also launch water purifier with the name Pureit.

28
 The FMCG market is set to treble from $11.6 billion in 2003 to $33.4
billion in 2015. Penetration level as well as per capita consumption in most product
categories like jams, toothpaste, skin care, hair wash, etc in India is low indicating
the untapped market potential. Companies present in FMCG segment like HUL,
Dabur, ITC, Godrej & many more have potential to acquire market share.

Milestones achieved

 Five of HUL's leading brands – Lux, Dove, Pears, Clinic Plus and
Sunsilk – won the Reader's Digest Trusted Brand 2008 Awards.

 Four HUL brands featured in the top 10 list of the Economic Times
Brand Equity's Most Trusted Brands 2008 survey.

 HUL was awarded the Bombay Chamber Civic Award 2007 in the
category of Sustainable Environmental Initiatives.

 HUL was selected as the top Indian company in the FMCG sector for the
Dun & Bradstreet - American Express Corporate Awards 2007.

29
 PRODUCTS

There are different types of products in which Hindustan Unilever is dealing.

These are:

(A) Food Brands

(B) Home Care Brands
(C) Personal Care Brands

(A) Food Brands

Annapurna
Partnering with the mom in nurturing her dreams, Annapurna Atta is aimed at
helping her provide wholesome tasty nutrition to her family.

Red Label
Brooke Bond Red Label… 'Chuskiyaan Zindagi ki'

Brooke Bond Taaza

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Brooke Bond Taj Mahal
Brooke Bond Taj Mahal is an exclusive selection of teas for the discerning
consumer.

Bru
Bru se hoti hain khushiyaan shuru…

Kissan
With Kissan, good food is loved not shoved!

Knorr
Knorr helps families make meal times special, nutritious, tasty and healthy.

Kwality Wall’s
A good honest scoop of daily pleasure.
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 (B) Home Care Brands

Comfort
The world’s largest fabric conditioner brand.

Domex
The sheer power of Domex bleach gives you the confidence you need, eradicating
all known germs.

Rin
Rin provides ‘best in class whiteness’ which is demonstrable.

Sunlight
Sunlight is a color care brand

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Surf Excel
Giving your kids the freedom to get dirty and experience life, safe in the
knowledge that Surf Excel will remove those stains

Vim
Created in 1885, the Vim brand is still innovating and using the magic of natural
ingredients to create unbeatable results over a hundred years later.

Active Wheel
New Active Wheel – with Power of lemons and freshness of thousands of flowers!

Cif
Cif- the best cleaner to let you shine.

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 (C) Personal Care Brands

Axe
Axe with Best Quality Fragrance

LEVER Ayush Therapy

LEVER Ayush aims to help a new generation of Indians rediscover everyday
health and vitality through customized Ayurvedic solutions.

Breeze
Breeze, with the goodness of glycerine gives soft, fragrant and smooth skin.

Clear
New Clear with Essential Oils, guarantees Zero dandruff and leaves your hair
feeling fabulous.

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Clinic Plus
Clinic Plus - makes hair inside strong, outside long!

Closeup
Freshness that brings you Closer.

Dove
Dove stands for real beauty. All around the world, Dove is making real women feel
more beautiful!

Fair & Lovely

More than 30 years ago, a unique brand was born. Wrapped within a humble
lavender tube, it went on to become the World’s No.1 Fairness cream.

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Lifebuoy
Lifebuoy is available in multiple variants in soaps and specialist formats such as
liquid handwash, catering to the entire family.

Liril 2000
Liril 2000-Now come closer to your loved ones

Lux
Lux – For soft and smooth skin!

Pears
Pears – the purest and most gentle way to skincare!

Pond’s
Get the expert to look after your skin.

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Rexona
Rexona gives you silky skin irresistible to touch that keeps the romance alive!

Sunsilk
Sunsilk has had a re-style!

Vaseline
Your skin is amazing. It deserves to be treated as such.

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 KEY EXECUTIVES

S.No Name Designation

1 Mr Harish Manwani Chairman
2 Mr Nitin Paranjpe Managing Director
3 Mr Gopal Vittal Executive Director
4 Mr Pradeep Banerjee Executive Director
5 Mr Sridhar Ramamurthy Chief Financial Officer
6 Mr D S Parekh Independent Director
7 Mr A Narayan Independent Director
8 Mr S Ramadorai Independent Director
9 Dr R A Mashelkar Independent Director

38
 COMPETITORS

Sales Current Change P/E Market 52-Week

Company
(Rs.Million) Price (%) Ratio Cap.(Rs.Million) High/Low
Hind.Unil 175238.00 269.60 1.05 26.32 584860.65 329/221
Dabur India 28568.70 96.70 0.94 37.40 168676.14 112/79
Godrej
12678.81 358.00 -0.97 30.90 116443.91 480/254
Consumer
Colgate
19624.59 821.35 1.38 27.67 111500.51 996/673
Palmoliv
Marico 20242.90 129.45 -0.23 32.97 80424.90 153/100
Emami 9905.77 375.75 0.70 26.64 57551.42 512/292
P&G
9044.59 1801.10 3.19 43.70 56838.75 2372/1460
Hygiene
Godrej
8163.68 171.30 3.16 48.64 53408.63 248/140
Industries
Gillette India 8524.79 1624.60 2.08 41.97 52134.72 2038/1370
Nirma 31179.50 255.65 0.06 32.85 40660.85 265/168
Jyothy
6146.49 207.15 1.84 19.36 16489.24 322/160
Laboratories
Bajaj Corp 3299.96 479.40 5.04 16.50 13968.25 812/367
Reckitt
15296.03 246.25 0.00 2.90 8104.87 0/0
Benckiser
Henkel India 4834.52 40.95 -4.55 432.84 4891.08 76/28
Fem Care
1074.71 980.05 -1.40 18.50 3458.99 1040/630
Pharma
Rayban 733.48 136.35 0.00 19.75 3336.88 137/135
Amar
4724.04 96.80 0.26 7.12 2564.09 171/58
Remedies
JHS
510.02 72.30 4.71 12.27 1067.24 128/51
Svendgaard

39
JL Morison
784.91 281.85 0.48 0.00 382.89 474/255
India
MFL India 1.15 13.49 1.58 0.00 207.30 20/4
GKB
378.77 38.50 9.37 18.59 157.84 80/35
Ophthalmics
Pee Cee
288.96 72.65 1.75 2.45 84.12 115/55
Cosma
ParamCosm 289.15 14.30 -4.67 3.94 69.43 43/7
Apis India 579.47 11.80 -76.40 4.59 65.02 50/50
Muller &
139.67 77.20 4.96 1.19 46.88 124/71
Phipps
Ador
120.48 17.00 -3.95 11.28 41.26 45/15
Multiprod
Centron Indl 0.72 19.40 3.47 2.01 38.80 39/16
Polar
0.27 2.53 -7.33 0.00 30.80 5/2
Pharma
Velvette Intl.
9.21 3.10 0.00 0.00 15.29 0/0
Phar
Jyoti
0.14 0.69 1.47 0.00 7.83 2/1
Cosmetics

40
 CHAPTER: 2

REVIEW OF LITERATURE

41
 REVIEW OF LITERATURE
“Competency Mapping is a process of identify 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.
Competencies include the collection of success factors (Knowledge, skills)
necessary for achieving important results in a specific job in a particular
organization and attributes (personal characteristics, traits, motives, values more
historically called “KSA’s” ) that are described in terms of specific behaviors, and
are demonstrated by superior performers in those jobs or work roles.Companies
have long realized the importance of competency mapping as an important HR
function. This is especially relevant in this recessionary environment where human
capital is one of the most important assets of an organisation and needs to be
nurtured. Its assessment tests for competency mapping helps companies understand
their employees better.

COMPETENCY MAPPING IS HR TOOL USED IN

Recruitment / selection

Training/ development
Performance management
Career planning/development
Succession planning
Manpower planning
Human resource development
Human resource planning
HR strategic planning



42
 Rao Suba P. ; Essentials of Human Resource Management & Industrial
Relations (Text cases & Games) ; II Edition ; Himalaya Publishing House
 Subha Rao revealed out organizational change parameters and pointed out
the
 Important attributes/ features those are necessary to build up healthy
working environment.

 Saiyadain Mirza ; Human Resource Management ; III Edition; Tata McGraw

Hill, Pg. 359-371
 This book told me about the importance of human resource in the
organization and how organizational change management is required to
ensure the smooth running of the organization.

 Tripathi P.C., Human resource DevelopmentM, 1999 edition, Sultan chand

and Sons
 It told me about organizational change attributes and what features can be
adopted by the organization to maintain adequate balance between personal
and professional life of employees leading to their job satisfaction, inturn
loyalty towards the organization.

 Saini .S.D, Kahn Sami. A, Human Resource Management, 2nd Edition,

Response Books, Pg. 250-260
 This book highlighted the importance of organizational change in the
organization, its features forming up adequate environment for the
43
 employees to groom up and give their best performance in achieving
integrated goals of organization and employees.

 Ashwathappa K. ; Human resource Management ; X Edition ; Tata-McGraw

Hill,
 It revealed out the important organizational change parameters necessary for
organization to provide adequate working environment to employees.

 Kothari C.R, ‘Research Methodology; Methods and techniques’, New Delhi,

New Age International (P) limited, Publishers, 2004, It told me about the
kind of research design, which are prevailing. It guided about formation of
questionnaire and research methodology application.

 Prasad L. M. ; Human Resource Management ; II Edition ; Sultan Chand &

Sons
 This book told me about the importance and nature of change in
organization. It explained the facts that how the better bonding among
individuals leads to enhanced efficiency and productivity.

 Chhabra T. N. ; Human Resource Management Concepts & Issues;V Edition

;

44
 It gave me detailed description for change parameters, how to analyze it,
parameters of change. This book reveals appropriate factors that form up
change in an organization.

 Rao V. S. P. ; Human Resource Management (Text & Cases) ; II Edition ;

Excel Books
 This book gave me an overview about the importance of human resource
and why change is necessary for the success of the organization. Growth and
successful working of organization along with the concept of congenial
work environment is revealed out in the book.

 Bernardi John H. ; Human Resource Management ( An Experimental

Approach ); IV Edition ; Tata- McGraw Hill
 It highlighted the need of maintaining adequate balance in change being
provided to the employees so as to maintain the efficiency of organization
and employees as well leading to adequate working environment.

 Dowling Peter & Welch Denice ; International Human Resource

Management (Managing People in a Multi National Context) ; IV Edition;
Thomson South Western )
 It gave the meaning and review of change parameters, which help in
building up strong working relation and leading to enhanced productivity.

45
 CHAPTER: 3
RESEARCH METHODOLOGY

46
 RESEARCH METHODOLOGY
It is a way to systematically solve the research problem. This research
methodology is different research methods or technique. So it is necessary for the
researcher to study both the things. Researcher is a scientific inquiry and has three
essential characteristic i.e. objectivity, accuracy and continuity. Methodology has
an important bearing in the collection of reliable and pertinent information as well
as on the outcome of the study.

Determination of an appropriate methodology for is a pre-cursor for any research

project to be meaningful, error free and compressive. This refers to collection,
analysis and interpretation of data and above all the presentation of all those
information in a systematic manner. For the present study, out of the research
techniques available, the historical method, statistical method, survey method has
been adopted.

 Historical method has been adopted to expound information regarding the

past and phase wise development of the organization till date.
 Survey method has been adopted through structured questions asked in an
informal set-up with different target groups following it up by analysis of

47
 data and drawing inferences on the general perception of the people on
different issue under study.
 The reason being detailed information can be obtained from a sample of a
large population and over all a survey method was carried out for the fact
that it requires less time.
 The statistical method has been adopted to collect and compile structured
information on various aspects of the subject and organization under study.

So we should consider following steps in research methodology:

 Meaning of Research
 Problem statement
 Research design
 Sample design
 Data Collection
 Analysis and Interpretation of data

Meaning of Research:-

Research is defined as “a scientific and systematic search for pertinent information

on a specific topic.” Research is an art of scientific investigation. It is a careful
inquiry especially through search for new facts in any branch of knowledge.

Area of Study:-
The unit selected for the purpose is one of the best papers manufacturing company
in the country under the name HINDUSTAN UNILEVER LIMITED.

48
 Research Design
“A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with
economy in procedures”.

Different Research Designs

1. Research design in case of exploratory research

2. Research design in case of descriptive and diagnostic research

3. Research design in case of hypothesis testing research studies.

Exploratory
Research Study

Descriptive
Research Study

Hypothesis
Research Study

TYPES OF RESEARCH DESIGN

49
This study is limited to one organization & it is descriptive in nature. The main
objective of the study is to discover the various measures adopted for motivation of
employee in the organization & also seeing that whether the employees are
satisfied or not with the facilities. Data collection is done through the structured
questionnaire, observations & personal interviews.

50
 SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population.
There are many sample designs from which a researcher can choose. Researchers
must prepare/select a sample design which should be reliable & appropriate for his
research only. It is very difficult to interview all the employees.

Sampling Unit:

HINDUSTAN UNILEVER LTD.

Sample Size : 10 Top Level

: 20 Middle Level

: 20 Operative Level

Sampling Technique : Questionnaire

Qualitative technique used : Percentile Method

51
 Data Collection
The task of data collection began after a research problem has been defined and
research design chalked out. For collection of data the researcher go through
different sections of executives at various level were interviewed personally by the
researcher at the work place on various subjects with the help of earlier prepared
questionnaires. Generally, there are two sources of data those are:

A. Primary Source of Data

Primary data are that, which are, collected a fresh and thus happens to be original
in character. The primary data is collected from a sample size of 50 was taken out
of the management staffs of the paper mill.

B. Secondary Source of Data

Secondary data are those which have already been collected by someone else and
which have already been passed through statistical process. The secondary data is
collected from the records such as official brochures, journal, Business Magazines,
Annual reports, Newspaper, Website and relevant text.

52
 Hierarchy of Research Methodology

Choice of Research Topic

Aim of Research

Literature Search Data

Collection Method

Secondary Data
Primary Data
(Company
(Interview/Questionn
Database etc)
aire)

Results

(Primary/Secondary Data)

Analysis

53
Conclusion
 Objective of the Research

1. Competency mapping helps in assessing and determining one's strengths as

an individual worker.

2. It generally examines two areas: emotional intelligence or emotional

quotient (EQ).

3. It also examines strengths of the individual in areas like team structure,

leadership, and decision-making.

4. Competency mapping is used to understand how to most effectively employ

the competencies of strengths of workers.

5. Competency mapping also helps in to analyzing the combination of

strengths in different workers to produce the most effective teams and the
highest quality work.

54
 SCOPE OF THE STUDY

The scope of the study is as follows:-

In the present state of economy there is an imperative need of the

competency mapping to protect the working conditions of labor. Competency

mapping may provide good working conditions as well as good quality of work.

Thus the concept of competency mapping become quite important for the

management.

This will protect the labor from the unhealthy working conditions. This study

attempts to give an overview of the development in the implementation of

competency mapping and tries to explain the rationale for this.

55
 Advantages of the Study

The advantages of using questionnaire for collecting the information are:

(a) Versatility: Questionnaire are versatile in nature as every human

resource problem involves people as ideas relative to the problem & its
solution can be obtained by asking these people about the problem.

(b) Speed & Cost: Questionnaire is usually faster & cheaper in collecting
the data as compared with other primary data collection methods like
observation. This is because in questionnaire one can receive information
unlike observation where the observer has to wait for the event to occur.

56
 Limitations

 Attitude of Respondents
The casual and avoiding attitude of very few respondents while answering them
was a little problem to the present study.

 Lack of experience
Lack of experience came in the way of getting information from respondents in
collection of required and relevant data. Due to absence of any previous research
on the topic it was difficult to analyze it adequately.

 Influence of unforeseen factors

Although all the efforts were made to ensure the objectivity of the assessment, the
responses and thus the findings might have been influenced by certain unforeseen
factors.

 Limited area of Study

Sample size taken for research is confined to Northern region of the country only
and does not take into consideration other regions, the research should not be
considered conclusive one.

57
 
 Non Co-operative respondents
All the people from whom a collect the data are not cooperative.

 Not a conclusive study

As the study does not define the cause of occurrence of the problem, it should not
be considered as conclusive study.

 Lack of time
The study is although carried out with the fullest possible effort and devotion, the
limitation of time; resources may lead to an element chance of some error.

58
CHAPTER: 4

DATA ANALYSIS
AND
INTERPRETATION

59
Q1. Does your top management believe in building a competency – based
organization?

Category Percentage of Employees

Yes 58
Doubtful 20
No 22

70%

60%

50%

40%

30%

20%

10%

0%
Yes Doubtful No

60
 Q2. Out of the following what are the benefits you are availing at your work
place?

Facilities Employee
Medical Facilities 35
Canteen Facilities 40
Shelter Facilities 25
Recreational Facilities 10

45%

40%

35%

30%

25%

20%

15%

10%

5%

0%
Medical Canteen Shelter Recreational

61
 Q3. Does your top management believe that the success of your organization
depends on having competent managers?

Yes 30
Doubtful 20
No 10

35%

30%

25%

20%

15%

10%

5%

0%
Yes Doubtful No

62
Q4. Is your training based on scientific, or at least systematic, identification of
competency gaps and competency needs?

Yes 80
No 20

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Yes No

63
Q5. Does your top management believe in using multi-rater assessment or 360

degree feedback for employee development?

Response No. of Respondents (%)

Strongly Agree 36.5 %

Agree 30%

Undecided 33.5%

Disagree -

Strongly disagree -

64
Q6. Does your organization have a culture of using task forces and work groups
for various exercises/tasks/issues?

Yes 85

No 15

Sales

65
Q7. Does organization provides safe and healthy working conditions to the
employees?

Response No. of Respondents (%)

Strongly Agree 23 %

Agree 28.5%

Undecided 25.5%

Disagree 23%

Strongly disagree -

66
Q8. Does your organization encourage innovations and scientific ways of doing

things?

Response No. of Respondents (%)

Strongly Agree 28%

Agree 27%

Undecided 23%

Disagree 22%

Strongly disagree -

67
Q9. Does organization provide alternative and flexible work schedules to the
employees?

Response Nos. of respondents (%)

Yes 54%

No 46%

68
Q10. Does your organization have adequate avenues to recognize and retain

people, other than promotions?

Yes 60
No 30

70%

60%

50%

40%

30%

20%

10%

0%
Yes No

69
 FINDINGS
AND
SUGGESTIONS

70
 FINDINGS

After analyzing the Competency Mapping in an Organization i.e.

HINDUSTAN UNILEVER LIMITED following findings are observed in the
above mentioned company:

 Organizations conduct health programmes aimed at educating employees

about health problem.

 Employees get opportunity to use and develop human capacities.

 Organizations provide safe and healthy working conditions to the

employees.

 Organizations provide opportunities for career growth.

 Organizations provides for balanced relationship among work and quality of

life.

 Organizations follow trends of social integration in workforce.

71
 Participative management and control of work exist in organizations.

 Organizations take steps to minimize the stress.

 Organizations provide adequate and fair compensation to employees.

 Harmonious relation between worker – supervisor exists

 Effective Grievances handling procedure exists in organizations

 Organizations provide alternative and flexible work schedules to the

employees.

 Organizations conceived about the establishment of social relevance to

work.

 Organizations take alternative measures for pay and stability of employment.

 Recognition for better results in job is given to employees

 Adequate resources are available to employees to attain their objectives.

72
 SUGGESTIONS

The competency mapping is of origin and has a long way to go. Individual as well
as organized efforts are required to improve work life of workers. Some of the
following suggestions will be helpful for competency mapping in the organization:

 There should be flexibility in the work schedule of the employees.

 Job redesigning or job enrichment improves the quality of job.
 Employees should be provided with opportunity for advancement and
growth. This will be highly motivated and their commitment to the
organization will increase.
 The employees should be given freedom of decision making
 Peoples in the organization should be allowed to participate in the
management decisions affecting their lives.
 Employees want stability of employment. Adequate job security should be
provided to the employees.
The principle of equitable administrative justice should be applied in disciplinary
actions, greviance procedures, promotions, transfers, work assignments etc.

73
 CONCLUSION

There is no simple answer to the question of how to motivate

people. Can money motivate? Yes, but money alone is not enough, though it does
help. We have discussed some of the pertinent theories bearing on human
motivation & this is balanced by some of the practical factors which can lead to
excellence.

Human resource remains the focal point & leadership the critical
component, & motivation has to be ‘tailored’ to each individual. The next section
deals with an important mode of motivation, namely financial aspects of rewarding
employees.

These activities motivate the employee’s behavior & create a

greater sense of loyalty for the organization. Such activities mould the employee’s
attitudes & help them to make a better cooperation with the company. And
competency mapping can help us well in doing so.

74
 BIBLIOGRAPHY

1. Ashwathappa K. ; Human resource Management ; X Edition ; Tata-McGraw

Hill

2. Dessler Gary; Human Resource Management ; VIII Edition ; Pearson

Education

3. Kothari C.R, ‘Research Methodology; Methods and techniques’, New Delhi,

New Age International (P) limited, Publishers, 2004, PP.33-38

4. Rao Suba P. ; Essentials of Human Resource Management & Industrial

Relations (Text cases & Games) ; II Edition ; Himalaya Publishing House

5. Bernardi John H. ; Human Resource Management ( An Experimental

Approach ); IV Edition ; Tata- McGraw Hill

6. Beardwell Inn & Holden Len ; Human Resource Management- A

Contemporary Perspective ; I Edition ; McMillan India Ltd.

75
7. Saiyadain Mirza ; Human Resource Management ; III Edition; Tata McGraw
Hill

8. Ratnam Venkata & Srivastava B. K. ; XI Edition ; Tata McGraw Hill

9. Ivancevich John ; Human Resource Management ; IX Editon ; Tata McGraw

Hill

10. Werner Jon & Simone Randy ; Human Resource Development ; IV Edition;
Thomson

11. Mckenna Eugene & Beech Nic ; The Essence OF Human Resource
Management ; III Edition ; PHI Private Ltd

12. Gomez Mijia & Balkin David & Cardy Robert ; Managing Human
Resource ; IV Edition ; PHI

13. MBA Review; The ICFAI University Press

14. Indian Management; AIMA

15. Management & Labour Studies ; XLRI, Jamshedpur

76
16. HR Review, March 2006

17. www.hindustanunilever.com

18. www.competencymapping.com

19.HR Review, April 2004

77
 QUESTIONNAIRE

Name : …………………………………………………
Age : …………………………………………………
Place : …………………………………………………

Q1. Does your top management believe in building a competency – based

organization?

Yes Doubtful

No

Q2. Out of the following what are the benefits you are availing at your work
place?

Medical Facilities Canteen Facilities

Shelter & Result Facilities Recreational Facilities

78
Q3. Does your top management believe that the success of your organization
depends on having competent managers?

Yes Doubtful

No

Q4. Is your training based on scientific, or at least systematic, identification of

competency gaps and competency needs?

Yes No

Q5. Does your top management believe in using multi-rater assessment or 360

degree feedback for employee development?

Strongly Agree Agree

Undecided Disagree

Strongly Disagree

79
Q6. Does your organization have a culture of using task forces and work groups
for various exercises/tasks/issues?

Yes No

Q7. Does organization provides safe and healthy working conditions to the
employees?

Strongly Satisfied Satisfied

Undecided Dissatisfied

Strongly Dissatisfied

80
Q8. Does your organization encourage innovations and scientific ways of doing
things?

Strongly Satisfied Satisfied

Undecided Dissatisfied

Strongly Dissatisfied

Q9. Does organization provide alternative and flexible work schedules to the
employees?

Yes No

81
Q10. Does your organization have adequate avenues to recognize and retain

people, other than promotions?

Yes No

82