A STUDY ON COMPENTENCY MAPPING IN ORGANISATION

ABSTRACT

Human Resource Management is the process that brings the people and
organizations together so that the goals of each are met. Nowadays, it is not possible to show
a good operating or financial report unless your personal relations are in order. Over the
years, knowledge-based and highly skilled knowledge-based jobs are increasing while low-
skilled jobs are decreasing. This calls for upcoming skill and competency mapping through
proper Human Resource Management Function initiatives. Indian organizations are evidence
that a change in the culture of management, systems and philosophy due to the Indian
organizations global alignment. There is a need for multi-skill development. Competency
Mapping is the process that identifying the specific and competencies for an organization, its
job roles, and its functions within it. Competency Mapping is very important and is most an
essential activity. Every well-managed firm should have well-defined job roles and a list of
the competencies required to perform each role effectively and efficiently. Competency
Mapping process identifies strengths and weaknesses of an individual in order to help the
individual better to understand themselves and to show them where the need of the career
development to be directed. Competency mapping is not only important activity operating
function for the Company own regular employees of an organization; it can also be done for
contract employee or for those seeking opportunity of employment to emphasize and
exposure the specific set of skills and knowledge that would make them better valuable to a
potential employer of the organization. These kinds of skills can be determined when one is
ready to perform the work.
Competency Mapping is one of the most valuable and identifying the job related
and behavioral based competencies of an individual in an organization. Competency is a
collection of knowledge, skills, and attitudes required to proceed and perform a job in
effective and efficient manner. A competency is one important process that describes how
one job role might be done excellently. An ability describes only what one has to be done, not
the how to perform the one. A core competency is one that competency cannot be copied
from one and it is the pillar upon which an individual takes the job.

LIST OF TABLES
TABLE NO TITLE PAGE NO
4.1 Age details of the Respondents
4.2 Gender details of the respondents
4.3 Classification on the basis of Department

4.4 Classification of Employee’s Job role

4.5 Classification of Employee’s Experience

4.6 Classification of current usage of Competency Mapping industry

4.7 Primary reason for implementing Competency Mapping

4.8 Level of employees included in Competency Mapping

4.9 Important skill for success of current role

4.10 Method of Competency Assessment

4.11 Identifies areas of own development and growth

4.12 Improve communication between Employees and Managers

4.13 Challenges in Implementing Competency Mapping

4.14 Effective way of Communication

4.15 Kind of Training and Development Programs Conducted in industry

4.16 Employee Satisfaction of Current Job

4.17 Strength of performance Evaluation in current system

4.18 Weakness of performance evaluation in current system

4.19 KPI Analysis

4.20 Competency Mapping as a valuable tool

4.21 Level of Collaboration and Teamwork

4.22 Improvement of performance with Access of Competency Mapping

4.23 Type of Motivation from your Company

4.24 Type of Feedback to Improve your performance

4.25 Acceptance of Feedback from your Peers

LIST OF CHART

CHART NO TITLE PAGE NO

4.1 Age details of the Respondents
4.2 Gender details of the respondents
4.3 Classification on the basis of Department

4.4 Classification of Employee’s Job role

4.5 Classification of Employee’s Experience

4.6 Classification of current usage of Competency Mapping industry

4.7 Primary reason for implementing Competency Mapping

4.8 Level of employees included in Competency Mapping
4.9 Important skill for success of current role

4.10 Method of Competency Assessment

4.11 Identifies areas of own development and growth

4.12 Improve communication between Employees and Managers

4.13 Challenges in Implementing Competency Mapping

4.14 Effective way of Communication

4.15 Kind of Training and Development Programs Conducted in industry

4.16 Employee Satisfaction of Current Job

4.17 Strength of performance Evaluation in current system

4.18 Weakness of performance evaluation in current system

4.19 KPI Analysis

4.20 Competency Mapping as a valuable tool

4.21 Level of Collaboration and Teamwork

4.22 Improvement of performance with Access of Competency Mapping

4.23 Type of Motivation from your Company

4.24 Type of Feedback to Improve your performance

4.25 Acceptance of Feedback from your Peers

 CHAPTER I

1.1 INTRODUCTION OF THE STUDY :

In today’s competitive market, companies are aware that their workforce must be
properlytrained and fully competent over a range of tasks within any given work
discipline.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 analyse the combination of strengths in different workers to produce
the most effective teams and the highest quality work .Competency mapping can also be done
for contract or freelance workers, or for those seeking employment to emphasize the specific
skills which would make them valuable to a potential employer. Competency mapping also
requires some thought, time, and analysis, and some people simply may not want to do the
work involved to sufficiently map competencies. Competency mapping alone may not
produce accurate results unless one is able to detach from the results in analyzing past
successes and failures. Many studies find that people often overestimate their abilities,making
self-competency mapping results dubious. The value of competency mapping and identifying
emotional strengths is that many employers now purposefully screen employees to hire
people with specific competencies. They may need to hire someone who can be an effective
time leader or who has demonstrated great active listening skills. Alternately, they may need
someone who enjoys taking initiative or someone who is very good at taking direction. When
individuals must seek new jobs, knowing one’s competencies can give one a competitive
edge in the job market. Usually, a person will find themselves with strengths in about five to
six areas. Sometimes an area where strengths are not present is worth developing. In other
cases, competency mapping can indicate finding work that is suited to one’s strengths, or
finding a department at one’s current work where one's strengths or needs as a worker can be
exercised .A problem with competency mapping, especially when conducted by an
organization is that there may be no room for an individual to work in a field that would best
make use of his or her competencies. If the company does not respond to competency
mapping by reorganizing its employees, then it can be of little short-term benefit and may
actually result in greater unhappiness on the part of individual employees. A person identified
as needing to learn new things in order to remain happy might find himself or herself in a
position where no new training is ever required. If the employer cannot provide a position for
an employee that fits him or her better, competency mapping may be of little use.

However, competency mapping can ultimately serve the individual who decides to
seek employment in an environment where he or she perhaps can learn new things and be

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more intellectually challenged. Being able to list competencies on resumes and address this
area with potential employers may help secure more satisfying work. This may not resolve
issues for the company that initially employed competency mapping, without making
suggested changes. It may find competency mapping has produced dissatisfied workers or led
to a high worker turnover rate. Competency also means the collection of success factors
necessary for achieving important results in a specific job or work role in a particular
organization. Success factors are combinations of knowledge, skills, and attributes that are
described in terms of specific behaviours, and are demonstrated by superior performers in
those jobs or work roles. Attributes include: personal characteristics, traits, motives, values or
ways of thinking that impact an individual’s behaviour. Competencies in organizations tend
to fall into two broad categories:- Personal Functioning Competencies. These competencies
include broad success factors not tied to a specific work function or industry (often focusing
on leadership or emotional intelligence behaviours.- Functional/Technical Competencies.
These competencies include specific success factors within a given work function or industry.
Three other definitions are needed:• Competency Map. A competency map is a list of an
individual’s competencies that represent the factors most critical to success in given jobs,
departments, organizations, or industries that are part of the individual’s current career plan.
Competency Mapping. Competency mapping is a process an individual uses to identify and
describe competencies that are the most critical to success in a work situation or work role of
Competencies. Top competencies are the vital few competencies (four to seven, on average)
that are the most important to an individual in their ongoing career management process.
“Importance to the individual” is an intuitive decision based on a combination of three
factors: past demonstrated excellence in using the competency, inner passion for using the
competency, and the current or likely future demand for the competency in the individual’s
current position or targeted career field.
Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An individual:
• Gains a clearer sense of true marketability in today’s job market; once the individual know
show his/her competencies compare to those that are asked for by the job market in key
positions of interest
.• Projects an appearance as a “cutting-edge” and well-prepared candidate, who has taken the
time to learn about competencies, investigate those in demand, and map his/her own
competencies prior to interviewing
.• Demonstrates self-confidence that comes from knowing one’s competitive advantages
more convincingly, and from being able to articulate those advantages in specific language.
• Secures essential input to resume development - a set of important terms to use in
describing expertise derived from prior career experience.

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• Gains advanced preparation for interviews, many of which may be delivered using a
competency- based approach called “structured behavioural interviewing” or “behavioural
event interviewing.”
• Develops the capability to compare one’s actual competencies to an organization or
position’s required/preferred competencies, in order to create an Individual Development
Plan.

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
 Human Resource Strategic Planning.

How Do Competencies Relate to Individual Career Development?

First and foremost, competencies must be demonstrated by individuals. Perhaps the
most common place where they are demonstrated is within the scope of a particular job or
project involvement. However, competencies are also developed and demonstrated by
individuals in the following settings: volunteer roles in the community, professional
associations, school projects ,sports participation settings, and even within one’s own home
life. One of the first encounters with competencies for most individuals is in securing
employment with a new organization. Organizations that are purposefully using cutting-edge
methods to choose talent for positions or project roles are engaging in what is called
“competency-based interviewing and selection”. These interviewing and selection methods
are being used not only for hiring external applicants, but also for staffing internal roles.
Many organizations that use competency-based interviewing and selection are also later using
the same competencies to assess performance, to encourage future development plans from
individuals, and to plan for succession in the organization. Therefore, the individual
employees in such an organization will have an ongoing need to use and map their
competencies.
1.2 RESEARCH METHODOLOGY
Meaning:
It refers to the process used to collect the information and data for the making business decisions
purpose. The methodology may include research publication, interviews, surveys, and other research
techniques and could include use the both present and historical information.
Definition:
According to the industrial research institute in research methodology, research
always tries to search for the given question systematically in our own way and find out all

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the answers till conclusion. If research did not work systematically on a problem, there would
be fewer possibilities to find out the final result. For finding or exploring research questions,
a researcher faces a lot of problems that can be effectively resolved by using correct research
methodology.

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1.2.1Research Design:
A Research Design is the arrangement of conditions for the collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. The research International Journal for Multidisciplinary Research (IJFMR) is
descriptive research as it includes surveying and fact-finding. The research was not done
before for the organization. The research was to explore the details for further studies.
Competency analysis begins with the workforce competencies identification required
to perform the business activities of the organization. Once the competencies are identified, a
mapping between the targeted and actual competencies value is required to measure, analyse,
and predict the future competencies capability and take necessary corrective and preventive
action to either enhance or maintain the current capability. Identifying the task force, skills,
knowledge, and attitude required to perform various roles of organization can be used in
formulating the job description. assessing current level of competency of employees and
activities like planning the career development and coordinating the competency
development.
1.2.2 SOURCE OF DATA
Primary Data:

 Primary data refers to the form of the very pure and the fresh data which is collected for
the first time.
 Primary data was collected through Google Form while filling up questionnaires (51
respondents).
Secondary Data:
 Secondary data refers to the data which is already collected by some of the researchers in
the past and is available in published or unpublished form.
 The secondary data for this project has been obtained from international journals and
publication.

1.2.3 SAMPLE SIZE

The study was conducted among the sample of 130 respndents in SRP fashions,
dharapuram

1.2.4 STATISTICAL TOOLS USED

 Percentage method
 Chi-square test

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PERCENTAGE METHOD
In this project Percentage method test was used. The percentage method is used toknow
the accurate percentages of the data we took, it is easy to graph out through the percentages. The
following are the formula

Percentage of Respondent = No of Respondent / Total No of Respondent× 100

From the above formula, we can get percentages of the data given by the respondents.

CHI-SQUARE TEST
The chi square test is used to test whether there is a significant difference between the
observed number of responses in each category and the expected number of responses for such
category under the assumptions of null hypothesis. It is one of the simplest and most widely used
non-para metric tests in statistical work.

Formula ∶x2=i=1nOi-Ei2Ei

Where,
X 2 = Chi Squared
Oi = Observed frequency
Ei = Expected frequency

The calculated value is compared with table value given degrees of freedom a specified level of
significance. If the observed value is greater than the table value then there exists a significant
relationship between the factors and if the observed value is lesser than it is not considered
significant

1.3 OBJECTIVES OF THE STUDY

Primary objective
The objective of the research is implementing competency mapping on employee’s
performance.
Secondary objective:
 To study types of Personalized training and development Programs based on
individual competencies
 To study employee's skills and competencies align with the organisational goals and
objectives.
 To understand and evaluate the strengths and weakness of employees in the
organisation
 To study how competency Induces / improves employee performance and
Productivity.
 To identify the skill gaps arees for improvement in employee's performance

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1.4 SCOPE OF THE STUDY:
 Identify key roles across the garment company (designers, pattern makers, sewing
operators, quality control, etc.).
 For each role, brainstorm the essential skills, knowledge, and behaviors needed for
success. These can be technical skills (operating machinery) or soft skills
(communication, teamwork).
 Group similar competencies together to form competency clusters.
 Link each competency cluster to specific performance objectives and metrics relevant
to the garment industry.
 For example, a competency cluster for sewing machine operators might include
"attention to detail" linked to a metric of "percentage of garments with zero defects
 Conduct competency assessments to identify employee strengths and weaknesses
compared to the mapped competencies.
 Develop targeted training programs to address skill gaps and enhance strengths. This
could involve on-the-job training, workshops, or online courses.
 Use the competency map during performance appraisals to provide clear feedback and
goals for improvement.
 Improved employee performance through targeted training and development.
 Increased efficiency and productivity in all areas of the garment production process.

1.5 LIMITATIONS

 By identifying key competencies for specific roles, the mapping process establishes a
shared understanding of what constitutes success within the organization.
 Linking competencies to performance metrics facilitates a more objective and targeted
evaluation of employee effectiveness.
 Competency mapping reveals areas where employees may require additional training
or upskilling, allowing organizations to invest strategically in their workforce.
 Clearly defined competencies guide recruitment efforts to attract individuals with the
right skillsets and foster a culture of continuous learning and development, leading to
increased employee retention.

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 CHAPTER –II

REVIEW OF LITERATURE

COMPETENCY MAPPING:
A competency mapping is a measure of the skills, judgment, knowledge, and job-specific
attributes required to perform a role successfully. It defines a set of competencies for each role in
your department, company or business and outlines the values, behaviors and requirements that the
organization establishes to achieve its goals.

KumariAnitha and Sita V (2022) empirically investigated the role of

competencies for employee development in the Indian IT and Pharma industries. They found
that the competencies possessed by the employees had an impact on the organizational
success. The study also found that developing and implementing competency based approach
was crucial for effective human resource management.

Sharma Ritu and TewariRuchi (2022) have explored the relationship between
competencies and job performance in firms drawn from inter alia IT industry. For this
purpose, they listed a pool of competencies drawn from many important international studies.
These competencies were presented to a group of experts and practitioners drawn from five
different domains, one of which was the IT industry. The study found that some of the critical
competencies which were assigned highest ranking need to be prescribed as obligator for the
entry level managers in order to ensure that the organizational performance was achieved in
an effective and efficient manner.

UjvalRajadhyaksha (2019) tested a model of techno-managerial competencies based

on data gathered from over 250 executives in one of India's largest vehicle manufacturing
companies during a consulting assessment exercise conducted within the company. A total of
24 competency items were identified based on discussions with senior managers in the
company. 13 of which were technical in nature and the remaining 11, managerial. A panel of
experts using a combination of written tests, group discussions, and in-depth interviews
conducted the assessment of executives on the listed competencies.

Uddin M.1. et al (2020) studied a set of organizations that had adopted competency
mapping and development programmes. The study found that competency mapping serves
individual employees who seek gainful employment in a dynamic environment that is
conducive for learning and acquiring new skills. They also found that intellectual and
emotional challenges are better managed by competent workers. They suggest that
competency mapping can be done for workers of all types as well as for those that seek
employment aligned to specific skills so that their value for the potential employers is
enhanced.

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 According to SubbuRao, competencies are common or general objectives of an
organization. It is the basic knowledge with skills involved. It can also be described as a
social role of an employee towards the organization linked with the guidance of the superior
which reflects his performance on the job [2]. Competencies are considered to be individual's
characteristics that help in the contribution towards the efficient performance in the
management. A competency can be defined as ability to do something in which the employee
has enough knowledge about his job and can function accordingly to achieve effective
results.

Gaspar (2017) found that Competency based selection method is healthy, structured
and comprehensive. Candidates are evaluated on the competencies they need to demonstrate,
when inducted into the organisation. Performance management competency system diagnoses
the future training and development needs of the employees and it helps the HR executives to
assist employees in decisions like promotions and transfers.

Md.IshtiakUddin, et. al. [2021] in his study "Competency Mapping: A Tool for HR
Excellence" has explained various tools for implementing Competency Model including Job
Analysis, Job Description, Job Specification, competency Matrix, 360 degree Feedback etc.
He is of the view that Competency mapping can also be used for coaching and succession
planning,

Farah (2019) has discussed about the performance of companies depends mostly on
the quality of their human resource. For obvious economic and business reasons,
organizations have always been concerned about the competence of its people. This paper
seeks to deliver deeper insights into the concept of competency, tracing its history and its role
in the present context. It explains how the concept has constantly evolved over the years, its
applications in human resource management, and development in the present scenario. It also
aims to study its future prospects in the light of other emerging areas like talent management.

Yuvaraj (2021) has highlighted that competency mapping identifies an individual's

strengths and weaknesses in order to help them better understand themselves and it describes
what has to be done. Competency mapping is one of the most accurate means in identifying
the job and behaviour competencies of an individual in an organisation.

Dr.Nagaraju and SathyaNarayanaGowda (2020) in their article concluded that

competency is a key behaviour of employees in the sample organizations that enables the
superior performance of the organizations as a whole. Competency mapping lends to
innovate, ability to adopt new technologies and understand the needs of customers.

Dr. V. K. Jain (2020) in his article has concluded that the term of competencies
included attributes, skills and knowledge parameters in detail and makes a gap analysis in the
actual and desired skills and assesses the training needs of the employees.

9
 Balaji and Vimala (2022) in their study have portrayed that the competency gaps are
found to be higher in job related skills, performance and Meta qualities of employees in the
organization. These could be developed by giving training to the employees.

Dr. P. Suguna and Tamilselvi (2018) found that competency mapping should not be
seen as rewards and it is not only done for confirmed employees of an organisation and it can
also be done for contract workers or for those seeking employment to show their skills.

Robert Zaugg& Norbert Thom (2020) established that organisational success can
be achieved only through the establishment of implicit competencies in human resource
management, organisational development and knowledge management. Competencies help to
promote a configurationally model of change and further result in the excellence of a
company. If implicit competencies are successfully developed into success potentials, and in
addition to core competencies, then competitive advantage can be attained. Authors identified
that there is a considerable need for organisational generalist who have a broad knowledge of
organisational work. It therefore seemed reasonable to speak of a need for organisational
competency on all levels a company, for all categories of employees. Implicit competencies
do not generate themselves; rather, they must be constantly developed and converted into
competitive advantage.

Maria T. &Afonso C. (2019) analysed the consequences of processes of formation of

product chains and networks on the development of competencies at the firm level. The study
was carried out for Brazil Plastic industry and results indicated that a very strong relationship
exists between the competencies that are mastered by any given firm and its positioning in
the various productive chains or networks

Tobias Ley & Albert D. (2021) presented a formalization for employee

competencies which was based on a psychological framework separating the overt
behavioural level from the underlying competency level. On the competency level,
employees draw on action potentials which in a given situation produce performance
outcome on the behavioural level. The Skills Management approach was suggested to ensure
that employee competencies are managed in line with the future needs of an organisation. In
the process of Skills Management, required individual competencies are defined in terms of
required skills and knowledge, management skills and social and personal skills which were
derived from job requirements and were influenced by the core competencies. As a result, a
number of job profiles, sometimes also called 'competency models, are obtained.

Jennifer &et. al. (2020) explored the competencies required for a project manager to
be effective in the workplace. Delphi technique was used to identify what competencies do
experienced project management professionals believe are necessary for an effective project
manager. The authors organized 117 success factors into nine categories, eight of which
included competencies that could be addressed effectively in an educational and training
program. Problem-solving expertise, leadership skills, context knowledge, communication
skills were identified as most important and required competencies for the project managers.

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 SeemaSanghi (2016) discovered that human competence is undoubtedly the key and
critical element for the success of an organisation and the individual. It calls for a right blend
of rightperson with right competencies. Corporate core competencies were identified and
efforts were made to establish core competencies throughout the organisation. The author has
discussed. the personal competency framework which embraces 45 competencies discussed
under six broad parameters such as intellectual, personal, communication, interpersonal,
leadership and result-oriented.

Coll&Zegward (2017) focused on establishing what competencies the various

stakeholders think are the ideal competencies needed by employees in the hospitality field in
places such as hotels, food service providers, restaurants and lodges. Employers have
indicated that candidates are often not prepared for the workplace and calls for assessment of
competencies rather than on intelligence scores. By improving and developing candidates'
competencies such as interpersonal skills, teamwork, communication and problem solving
skills, value will be added to their intellectual capabilities making them more employable.
There are varieties of interpretations of the term competency and can be viewed as a
characteristic of an individual and related to personal attributers rather than technical skills.

Talbot &et. al. (2018) argued that competencies are a useful tool to assist the process
ofcurriculum development, selection of assessment items, and ongoing quality assurance for
health promotion education. The authors provided a case study that applied the competencies
in curriculum development, assessment selection and quality assurance in an Australian
University. Competencies set performance expectations for professionals working in the
field.

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 CHAPTER –III

3.1 COMPANY PROFILE :

SEALINK FASHIONS PRIVATE LIMITED is a TAMIL

NADU based PRIVATE ltd. Company Registered at dated 12 julJuly 2016 on Ministry of
Corporate Affairs(MCA), The Corporate Identification Number (CIN) of SRP FASHIONS
PRIVATE LIMITED is U18109TZ2016PTC027761 and registration number
is U18109TZ2016PTC027761 It has been classified as COMPANY LIMITED BY
SHARES and is registered under Registrar of Companies ROC-
COIMBATORE India. Authorized share capital of SEALINK FASHIONS PRIVATE
LIMITED is Rs. 2.00 cr and its paid up capital is Rs.2.00cr.It aspire to serve
in MANUFACTURE OF INDUSTRY activities across the India.

Its Annual General Meeting (AGM) was lastly conducted on and as per
the records of Ministry of Corporate Affairs (MCA), its balance sheet was last filed on .

The registered Email address of SRP FASHIONS PRIVATE LIMITED

is pons@sealink.in com and its registered address is SF NO.31 KNP,PUDUR RD, KNS
SUBRAMNIAM NAGAR,TIRUPPUR,TAMIL NADU india 641604.

The current status of SEALINK FASHIONS PRIVATE LIMITED shows

as an ACTIVE.

3.2 INDUSTRY PROFILE :

Competency mapping in the textile industry involves identifying,

understanding, and assessing the skills, knowledge, abilities, and behaviors required for
various roles within the industry. This process helps in aligning individual competencies with
organizational goals, improving performance, and facilitating career development. Here's a
breakdown of how competency mapping applies specifically to the textile industry:

1. Identification of Competencies: The first step is to identify the key competencies required
for different roles in the textile industry. This could include technical skills such as
knowledge of textile manufacturing processes, quality control, machinery operation, and
maintenance, as well as soft skills such as communication, teamwork, problem-solving, and
adaptability.

2. Competency Framework Development: Once the key competencies are identified, a

competency framework is developed. This framework outlines the competencies required for
each role within the organization, along with descriptions and indicators of proficiency levels.

3. Assessment and Evaluation: Competency mapping involves assessing employees against

the established competency framework. This can be done through various methods such as
interviews, performance evaluations, self-assessments, and 360-degree feedback. Assessment
tools and techniques should be tailored to the specific needs of the textile industry.

4. Skill-Gap Analysis: After assessing employees' competencies, organizations can conduct a

skill-gap analysis to identify areas where employees may need additional training or

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 development. This helps in addressing deficiencies and enhancing overall workforce
capabilities.

5. Training and Development: Competency mapping guides the design and implementation of
training and development programs tailored to the needs of employees in the textile industry.
Training may focus on technical skills related to textile production processes, as well as soft
skills such as leadership, problem-solving, and customer service.

6. Performance Management: Competency mapping contributes to performance management

by providing a clear understanding of the skills and behaviors required for success in various
roles. Performance evaluations can be linked to the competencies outlined in the framework,
helping employees understand expectations and goals.

7. Career Development and Succession Planning: Competency mapping facilitates career

development by identifying career paths and opportunities for advancement within the textile
industry. It also assists in succession planning by identifying high-potential employees and
grooming them for future leadership roles.

8. Overall, competency mapping plays a crucial role in enhancing organizational effectiveness,

employee performance, and talent management within the textile industry. By aligning
individual competencies with organizational objectives, textile companies can improve
productivity, innovation, and competitiveness in the global marketplace.

CHAPTER-IV

4.1 - DATA ANALYSIS AND INTERPRETATION

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 The data collection using questionnaires were analysed and tabulated. Percentage
analysis, Chi-square were used to analysis the Data Collection. Pie charts representation was
used for better understanding of the analysis. This chapter deals with the analysis of
interpretation towards implementation of competency mapping n employees performance at
SRP Fashions, Dharapuram . The data have been collected from various respondents and
analysis is done on the option of the employee’s on various aspects are presented in this
chapter.

TABLE 4.1

AGE DETAILS OF THE RESPONDENTS

AGE NO OF RESPONDANTS PERCENTAGE%

25-30 52 40
31-40 46 35
41-50 22 17
ABOVE 50 10 8
TOTAL 130 100
Source : Primary data

INTERPRETATION :

From above table it is found that 40% of respndants were 25-30 years old, 35%f
respndants were 31-40 years old, 17% of respndants were 41-50 years old, 8% of respondants
were above 50 years old.

CHART 4.1

AGE DETAILS OF THE RESPONDENTS NO OF RESPONDANTS

25-30
31-40
41-50
ABOVE 50
TOTAL

TABLE 4.2

GENDER DETAILS OF THE RESPONDANTS

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 GENDER NO OF RESPONDANTS PERCENTAGE%

Male 50 38

Female 80 62
Total 130 100

Source:primary data

INTERPRETATION:

From above table it is found that 38% of respondants were male and 62% of
respondants were female.

CHART 4.2

GENDER DETAILS OF THE RESPONDANTS NO OF RE-

SPONDANTS

19%

Male
Female
Total
50%

31%

TABLE 4.3

CLASSIFICATION ON THE BASIS OF DEPARTMENT

DEPARTMENTS NO OF RESPONDANTS PERCENTAGE%

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 Human resource 3 2
Production 70 54
Finance 4 3
Other 53 41
Total 130 100
Source: primary data

INTERPRETATION:

From above table it is found that 2% of respondents from human resource

department, 54% of respondents from production department,3% of respondants from finance
department and 41% of respondents from other departments

CHART 4.3

CLASSIFICATION ON THE BASIS OF DEPARTMENT NO OF

RESPONDANTS
1%

Human resource
27% Production
Finance
Other
50% Total

2%

20%

TABLE 4.4

CLASSIFICATION OF EMPLOYEE’S JOB ROLE

JOB ROLE NO OF RESPONDANTS PERCENTAGE%

Hr 3 2

16
 Tailor 70 54
Quality Checker 48 37
Finance Manager 4 3
Supervisor 5 4
TOTAL 130 100
Source: primary data

INTERPRETATION:

From above table it is found that 2% of respondents were HR,54% of respondents

were tailors, 37% of respondents were quality checkers, 3% f respondents were finance
managers, 4% of respondents were supervisors.

CHART 4.4

CLASSIFICATION OF EMPLOYEE’S JOB ROLE NO OF

RESPONDANTS
1%

HR
27% TAILOR
QUALITY CHECKER
FINANCE MANAGER
50% SUPERVISOR
TOTAL

18%

2% 2%

TABLE 4.5

CLASSIFICATION OF EMPLYEE’S EXPERIANCE

17
 EXPERIENCE NO OF RESPONDANTS PERCENTAGE%

0-1 58 45

2-4 47 36

5-6 18 14

Other 7 5

TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 45% of respondents have 0-1 year experience, 36%
of respondents have 2-4 years experience, 14% of respondentshave 5-6 years experience, 5%
of respondents have more than 6 years experience

CHART 4.5

CLASSIFICATION OF EMPLYEE’S EXPERIANCE EXPERIENCE

1
2
3
50% 50% 4
5

TABLE 4.6

18
 CLASSIFICATION OF CURRENT USAGE OF COMPETENCY MAPPING
ININDUSTRY

CURRENT USAGE F NO OF RESPONDANTS PERCENTAGE%

COMPETENCY
MAPPNG
YES 104 80

NO 0 0

NO IDEA 26 20

TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is fund that 80% of respondents were said yes for current usage
of competency mapping intheir industry

CHART 4.6

CLASSIFICATION OF CURRENT USAGE OF COMPETENCY

MAPPING IN INDUSTRY NO OF RESPONDANTS

YES
40% NO
NO IDEA
50%
TOTAL

10%

TABLE 4.7

19
 PRIMARY REASON FOR IMPLEMLEMENTING COMPETENCY
MAPPING

PRIMARY REASONS NO OF RESPONDANTS PERCENTAGE%

Improve Performance 51 39
Management
Identify Skill Gaps And 36 28
Training Needs
Support Career Development 14 11
Enhance Talent Acquisition 21 16
Others 8 6
TOTAL 130 100
Source: Primary data

INTERPRETATION:

From above table it is found that primary reason for 39%of respondents were improve
performance management ,28% of respondents were identify skill gaps and training needs,
11% of respondents were support career development,16%of respondents were enhance
talent acquisition,6% of respondents were othe reasons.

CHART 4.7

PRIMARY REASON FOR IMPLEMLEMENTING COMPETENCY

MAPPING NO OF RESPONDANTS

IMPROVE PERFORMANCE
20% MANAGEMENT
IDENTIFY SKILL GAPS AND
TRAINING NEEDS
SUPPORT CAREER DE-
VELOPMENT
50% ENHANCE TALENT AC-
14%
QUISITION
OTHERS
TOTAL
5%

8%

3%

TABLE 4.8

20
 LEVEL OF EMPLOYEES INCLUDED IN COMPETENCY MAPPING

LEVEL OF EMPLOYEES NO OF PERCENTAGE%

INCLUDED IN COMPETENCY RESPONDANTS
MAPPING

All Employees 100 77

Management Level Only 0 0

Specific Departments Or Roles 20 15

Others 10 8

TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 77% of respondents were said competency mapping
includes all employees,15% of respondents were said specific departments or roles,8% of
respondents were said other options.

CHART 4.8

LEVEL OF EMPLOYEES INCLUDED IN COMPETENCY

MAPPING NO OF RESPONDANTS

ALL EMPLOYEES
38% MANAGEMENT LEVEL ONLY
SPECIFIC DEPARTMENTS OR
50% ROLES
OTHERS
TOTAL

8%
4%

TABLE 4.9

21
 IMPORTANT SKILL FOR SUCCESS OF CURRENT ROLE

SKILL NO OF RESPONDANTS PERCENTAGE%

Technical Skill(Machine 70 54
Operating,Quality Cntrol)
Soft 7 5
Skill(Communication,Team
Work)
Leadership Skill 5 4
Adoptability 46 35
Others 2 2
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From the above table it is found that 54% of respondents said technical skill,5% of
respondents said soft skill,4% of respondents said leadership skills,35% of respondents said
adoptability,2 % of respondents said other skills importent for success in their current role.

CHART 4.9

IMPORTANT SKILL FOR SUCCESS OF CURRENT ROLE NO OF

RESPONDANTS

TECHNICAL SKILL(MACHINE SOFT

27% OPERATING,QUALITY CN- SKILL(COMMUNICATION,TE
TROL) AM WORK)
50% LEADERSHIP SKILL ADOPTABILITY
3 OTHERS TOTAL
%
18% 2
%
1%

TABLE 4.10

22
 METHOD OF COMPETENCY ASSESSMENT

METHOD OF NO OF RESPONDANTS PERCENTAGE%

COMPETENCY
ASSESSMENT
Self Assessment 38 29
Manager Assessment 53 40
Peer Assessment 24 18
Skill Test 8 6
Other 7 5
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that method of competency assessment, 29% of

respondents were like self assessment,40% of respondents were like manager
assessment,18% of respondents were like peer assessment,6% of respondents were like skill
test, 5% of respondents were like other method.

CHART 4.10

METHOD OF COMPETENCY ASSESSMENT NO OF RE-

SPONDANTS

15%

SELF ASSESSMENT
MANAGER ASSESSMENT
PEER ASSESSMENT
50% 20% SKILL TEST
OTHER
TOTAL

9%

3% 3%

TABLE 4.11

23
 IDENTYFIES AREAS OF OWN DEVELOPMENT AND GROWTH

IDENTYFIES AREAS OF NO OF PERCENTAGE%

OWN DEVELOPMENT AND RESPONDANTS
GROWTH

Yes 68 52
No 10 8
No Idea 52 40
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 52 % of respondents agree with the competency
mapping identifies areas of own development and growth ,8% of respondents disagree with
the statement and 40% of respondents have no idea.

CHART 4.11

IDENTYFIES AREAS OF OWN DEVELOPMENT AND GROWTH

NO OF RESPONDANTS

26%
YES
NO
NO IDEA
50%
TOTAL
4%

20%

TABLE 4.12

24
 IMPROVE COMMUICATION BETWEEN EMPLOYEES AND MANAGERS

IMPROVE COMMUICATION NO OF PERCENTAGE%

BETWEEN EMPLOYEES AND RESPONDANTS
MANAGERS

Yes 68 52
No 10 8
No Idea 52 40
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 52% of respondents said yes for competency
mapping improve communication between employees and manager and 8% of respondents
said no for it and 40% of respondents said no idea .

CHART 4.12

IMPROVE COMMUICATION BETWEEN EMPLOYEES AND

MANAGERS NO OF RESPONDANTS

26%
YES
NO
NO IDEA
50%
TOTAL
4%

20%

TABLE 4.13

CHALLENGES IN IMPLEMENTING COMPETENCY MAPPING

25
 CHALLENGES IN NO OF PERCENTAGE%
IMPLEMENTING RESPONDANTS
COMPETENCY MAPPING

Time And Resource 28 22

Lack Of Understanding 36 28

Fear Of Judgement 53 40

Lackof Follow Up And Support 13 10

TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that challenges in implementing competency mapping of

employees,22% of respondents said time and resource,28% of respondents said lack of
understanding,50% of respondents said fear of judgement and 10% of respondents said lack
of followup and support.

CHART 4.13

CHALLENGES IN IMPLEMENTING COMPETENCY MAPPING

NO OF RESPONDANTS

TIME AND RESOURCE

LACK OF UNDERSTANDING
FEAR OF JUDGEMENT
LACKOF FOLLOW UP AND
SUPPRT
TOTAL

TABLE 4.14

EFFECTIVE WAY OF COMMUNICATION

26
 EFFECTIVE WAY OF NO OF RESPONDANTS PERCENTAGE %
COMMUNICATION
Company Meeting 18 14
Training Session 49 38
Internal Communication 57 43
Channels
Other 6 5
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From the above table it is found that effective way of communication for employees,
that 14% of respondents said company meeting,38% of respondents said training session,43%
of respondents said internal communication channels and 5% of respondents said other ways.

CHART 4.14

EFFECTIVE WAY OF COMMUNICATION NO OF RE-

SPONDANTS

7%

COMPANY MEETING
19% TRAINING SESSION
INTERNAL CMMUNICATION
CHANNELS
50% OTHER
TOTAL

22%

2%

TABLE 4.15

KIND OF TRAINING AND DEVELOPMENT PROGRAMS CONDUCTED IN

INDUSTRY

27
KIND OF TRAINING AND NO OF RESPONDANTS PERCENTAGE %
DEVELOPMENT
PROGRAMS
Online Cources 3 2
On The Job Training 73 56
Mentornship Program 40 31
Off The Job Training 14 11
Classroom Training 0 0
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that kind of training and development programs
conducted in industry, 2% of respondents said online courses,56% of respondents said on the
job training,31% of respondents mentorship program and 11% of respondents said off the job
training

CHART 4.15

KIND OF TRAINING AND DEVELOPMENT PROGRAMS

CONDUCTED IN INDUSTRY NO OF RESPONDANTS
1%

ONLINE COURCES
28% ON THE JOB TRAINING
MENTORNSHIP PROGRAM
OFF THE JOB TRAINING
50% CLASSROOM TRAINING
TOTAL

15%

5%

TABLE 4.16

EMPLOYEE SATISFACTION OF CURRENT JOB

EMPLOYEE NO OF PERCENTAGE%

28
 SATISFACTION OF RESPONDANTS
CURRENT JOB

very satisfied 26 20
moderately satisfied 82 63
moderayely dissatisfied 22 17
very dissatisfied 0 0
TOTAL 130 100
Source: Primary data

INTERPRETATION:

From above table it is found that only 20% of respondents very satisfied with their
current job,63% of respondents moderately satisfied with their current job,17% of
respondents moderately dissatisfied with their current job

CHART 4.16

EMPLOYEE SATISFACTION OF CURRENT JOB NO OF

RESPONDANTS

10%

VERY SATISFIED
MODERATELY SATISFIED
MODERAYELY DISSATISFIED
50% 32% VERY DISSATISFIED
TOTAL

8%

TABLE 4.17

STRENGTH OF PERFORMANCE EVALUATION IN CURRENT SYSTEM

STRENGTH OF NO OF PERCENTAGE%

29
 PERFORMANCE RESPONDANTS
EVALUATION
Efficiency 58 45
Objectivity 13 10
Validity 21 16
Reliability 10 8
Transparancy 28 22
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that strength of performance evaluation in current system
45% Of respondents said efficiency,10% of respondents said objectivity,16% of respondents
said validity,8% of respondents said reliability,22% of respondents said transparency.

CHART 4.17

STRENGTH OF PERFORMANCE EVALUATION IN CURRENT

SYSTEM NO OF RESPONDANTS

22%
EFFICIENCY
OBJECTIVITY
VALIDITY
RELIABILITY
50% 5%
TRANSPARANCY
TOTAL
8%

11% 4%

TABLE 4.18

WEAKNESS OF PERFORMANCE EVALUATION IN CURRENT SYSTEM

WEAKNESS OF NO OF RESPONDANTS PERCENTAGE %

30
PERFRMANCE
EVALUATION
Bias 20 15
Complexity 31 24
Inconsistency 54 42
Inaccuracy 13 10
Rigidity 12 9
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that weakness of performance evaluation in current

system 15% of respondents said bias,24% of respondents said complexity,42%of respondents
said inconsistency,10% of respondents said inaccuracy and 9% of respondents said rigidity.

CHART 4.18

WEEKNESS OF PERFORMANCE EVALUATION IN CURRENT

SYSTEM NO OF RESPONDANTS

8%
BIAS
12% COMPLEXITY
INCONSISTENCY
INACCURACY
50% RIGIDITY
TOTAL
21%

5%
5%

TABLE 4.19

KPI ANALYSIS

KPI ANALYSIS NO OF RESPONDANTS PERCENTAGE %

31
 Performance Review 44 34
360 Degree Feedback 23 18
Task Completion 36 28
Project Success 7 5
Employee Engagement 20 15
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that KPI Analysis 34% of respondents were analysed by
performance review,18% of respondents were analysed by 360 degree feedback,28% of
respondents were analysed by task completion,5% of respondents were analysed by project
success and 15% of respondents were analysed by employee engagement.

CHART 4.19

KPI ANALYSIS NO OF RESPONDANTS

17%

PERFORMANCE REVIEW
9% 360 DEGREE FEEDBACK
TASK COMPLETION
50%
PROJECT SUCCESS
EMPLOYEE ENGAGEMENT
14% TOTAL

8%
3%

TABLE 4.20

COMPETENCY MAPPING AS A VALUABLE TOOL

32
 COMPETENCY MAPPING NO OF PERCENTAGE %
AS A VALUABLE TOOL RESPONDANTS

Strongly Agree 100 77

Agree 20 15
Neutral 10 8
Disagree 0 0
Strongly Disagree 0 0
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 77% of respondents were strongly agree with
competency mapping is an valuable tool, 15% of respondents were agree with that
statement,8% of respondents were neutral with that statement.

CHART 4.20

COMPETENCY MAPPING AS A VALUABLE TOOL NO OF

RESPONDANTS

STRONGLY AGREE
38% AGREE
NEUTRAL
50% DISAGREE
STRONGLY DISAGREE
TOTAL

8%
4%

TABLE 4.21

LEVEL OF COLLABORATION AND TEAMWORK

33
 LEVEL OF NO OF RESPONDANTS PERCENTAGE %
COLLABORATION AND
TEAMWORK
Very High 98 75

High 21 16
Moderate 11 8

Low 0 0

Very Low 0 0
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that level of collaboration and teamwork,75% of

respondents said very high,16% of respondents said high and 8% of respondents said
moderate.

CHART 4.21

LEVEL OF COLLABORATION AND TEAMWORK NO OF

RESPONDANTS

VERY HIGH
38% HIGH
MODERATE
50% LOW
VERY LOW
TOTAL

8%
4%

TABLE 4.22

34
 IMPROVEMENT OF PERFORMANCE WITH ACCESS OF COMPETENCY
MAPPING

IMPROVEMENT OF NO OF PERCENTAGE %
PERFORMANCE RESPONDANTS
Strongly Agree 67 52

Agree 42 32

Neutral 18 14
Disagree 3 2

Strongly Disagree 0 0

TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that improvement of performance with access of

competency mapping,52% of respondents were strongly agree with the statement,32% of
respondents were agree with the statement,14% of respondents were neutral opinion with that
statement.

CHART 4.22

IMPROVEMENT OF PERFORMANCE WITH ACCESS OF

COMPETENCY MAPPING NO OF RESPONDANTS

STRONGLY AGREE
AGREE
NEUTRAL
DISAGREE
STRONGLY DISAGREE
TOTAL

TABLE 4.23

35
 TYPE OF MOTIVATION FROM YOUR COMPANY

TYPE OF MOTIVATION NO OF RESPONDANTS PERCENTAGE %

Reward 15 12
Incentive 13 10
Recognition 50 38
Promotion 30 23
Increment 22 17
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 12% of respondents are motivated by rewards, 10%
of respondents motivated by incentive,38% of respondents were motivated by
recognition,23% of respondents were motivated by promotion and 17% of respondents were
motivated by increment.

CHART 4.23

TYPE OF MOTIVATION FROM YOUR COMPANY NO OF

RESPONDANTS

6%
5%
REWARD
INCENTIVE
RECOGNITION
19% PROMOTION
50% INCREMENT
TOTAL

12%

8%

TABLE 4.24

36
 TYPE OF FEEDBACK TO IMPROVE YOUR PERFORMANCE

TYPE OF FEEDBACK TO NO OF RESPONDANTS PERCENTAGE %

IMPROVE YOUR
PERFORMANCE

Appreciation 54 42
Encouragement 47 36
Reward 12 9
Coaching 0 0
Others 7 5
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 42% of respondents like appreciation,36% of

respondents like encouragement,9% of respondents like reward and 5% of respondents like
other type of feedback to improve their performance.

CHART 4.24

TYPE OF FEEDBACK TO IMPROVE YOUR PERFORMANCE NO

OF RESPONDANTS

22%
APPRECIATION
ENCOURAGEMENT
REWARD
COACHING
52%
OTHERS
19% TOTAL

5%

3%

TABLE 4.25

37
 ACCEPTANCE OF FEEDBACK FROM YOUR PEERS

ACCEPTANCE OF NO OF RESPONDANTS PERCENTAGE %

FEEDBACK FROM YOUR
PEERS
Yes 128 98
No 2 2
TOTAL 130 100

Source: Primary data

INTERPRETATION:

From above table it is found that 98% of respondents were very open to accept the
feedback from their peers and 2% of respondents were said not open to accept the feedback
from their peers.

CHART 4.25

ACCEPTANCE OF FEEDBACK FROM YOUR PEERS NO OF

RESPONDANTS

YES
NO
50% 49%
TOTAL

1%

CHI SQUARE

38
 Ho : Null Hypothesis : There is no significant relationship between Gender and
Overall Department

H1:Alternative Hypothesis : There is a significant relationship between Gender

and Overall Department

Table: 4.26 CHISQUARE TEST

RELATIONSHIP BETWEEN GENDER AND OVERALL DEPARTMENT

Observed (O)

HUMAN FINANCE PRODUCTION OTHER

RESOURCE

MALE 2 2 18 28 50

FEMALE 1 2 52 25 80

3 4 70 53 130

Expected (E)

HUMAN FINANCE PRODUCTION OTHER

RESOURCE

MALE 1.153846 1.538462 20.38462 26.92308

FEMALE 1.846154 2.461538 32.61538 43.07692

(O-E)2/E

39
 HUMAN FINANCE PRODUCTION OTHER
RESOURCE

MALE 0.620513 0.138462 2.844993 2.957363

FEMALE 0.387821 0.086538 1.77812 1.848352

X^2 10.66216

Df 3
P value 0.0137
0.0137

p-value < 0.05

REFERENCE :

As calculated p value is greater than the significance. Value

0.05,Alternative Hypothesis is rejected ,and Null hypothesis accepted .That there is
significance relationship between the Gender and overall Department.

Table: 4.27 CHISQUARE TEST

40
RELATIONSHIP BETWEEN AGE AND EXPERIENCE

Observed(O)

EXPER- 0-1 2-4 5-6 Other

IENCE

AGE
25-30 27 19 5 1 52

31-40 18 20 6 2 46

41-50 10 5 5 2 22

50 Above 3 3 2 2 10

58 47 18 7 130

Expected(E)

0-1 2-4 5-6 Other

25-30 23.2 18.8 7.2 2.8

31-40 20.52308 16.63077 6.369231 2.476923

41-50 9.815385 7.953846 3.046154 1.184615

50 Above 4.461538 3.615385 1.384615 0.538462

(O-E)2/E

0-1 2-4 5-6 Other

25-30 0.622414 0.002128 0.672222 1.157143

31-40 0.310183 0.682573 0.021405 0.09183

41-50 0.003472 1.09698 1.253225 0.561239

50 Above 0.47878 0.104746 0.273504 3.967033

41
X^2 11.29888

Df 9

P value 0.255778

0.255778

p-value>0.05

REFERENCE:

As calculated p value is greater than the significance. Valu 0.05, Null hypothesis
is rejected, and Alternative hypothesis is accepted . Hence if conclude.That there is a
significance relation between the Age and Overall Experience.

CHAPTER V

42
FINDINGS

 40% of respondents are 25-30 years old

 62% of respondents are female
 54% of respondents from production department
 54% of respondents are tailor
 45% of respondents have 0-1 year experience
 80% of respondents said yes to currently the industry using the competency mapping
 39% of respondents said improve performance management is a primary reason for
implementing competency mapping
 77% of respondents said competency mapping includes all employees
 54% of respondents said technical skill is important for success of their current job
 40% of respondents like manager assessment for competency assessment
 52% of respondents agree the statement, competency mapping identifies areas of own
development and growth
 52% of respondents agree with the statement,that competency mapping improve
communication between employees and manager
 40% of respondents said their challenge to implementing competency mapping is fear
of judgement
 43% of respondents said effective way of communication is internal communication
channels
 56% of respondents have on the job training to develop the performance
 63% of respondents were satisfied with their current job
 45% of respondents think efficiency is the strength of performance evaluation in
current system
 42% of respondents think inconsistency is the weakness of performance evaluation in
current system
 34% of respondents analysed by performance review
 77% of respondents strongly agree with the statement that Competency mapping is an
valuable tool
 75% of respondents said level of collaboration and teamwork is very high
 52% of respondents strongly agree with the statement that improvement of
performance with access of
 Competency mapping

43
  38% of respondents motivated by recognition in their industry
 42% of respondents like to get feedback in the form of appreciation
 98% of respondents are open to accept the feedback from the peers\

SUGGESTIONS

 Clearly establish the need for competency mapping in the garment industry. Discuss
challenges like high employee turnover, skill gaps, and quality control.
 Explain the process of identifying key roles, their responsibilities, and the desired
competencies for each.
 Describe how you gathered information on competencies. This could involve
interviews, surveys, job analysis, or industry benchmarks.
 Define different levels of proficiency (beginner, intermediate, advanced) for each
competency within a role.
 Detail the process of mapping competencies to specific roles and levels. Use clear
visuals like competency grids or matrices.
 Identify any skill gaps between current employee competencies and desired levels.
 Outline strategies to address skill gaps. Include training programs, mentorship
opportunities, or on-the-job learning initiatives.
 Explain how the competency mapping system will be implemented and monitored.
This could involve performance appraisals, skill assessments, and feedback
mechanisms.
 Discuss the expected benefits of competency mapping, such as improved productivity,
quality control, and employee retention.
 Provide recommendations for ongoing maintenance and improvement of the
competency mapping system. Consider future needs and potential expansion.

CONCLUSION

44
 The implementation of competency mapping on employee's performance has proven
to be beneficial in identifying and developing key competencies that contribute to individual
and organizational success. By aligning job roles with specific competencies, organizations
can better support employee growth, improve job performance, and ultimately achieve their
strategic objectives. It is clear that competency mapping is a valuable tool for managing and
enhancing employee performance.

REFFERENCE

45
Book:

 Human Resource Management in the Apparel Industry by Elliot I. Stern (This

book might address competency mapping in the context of the garment industry)
 Competency-Based Training and Development by Elaine Biech (This book
provides a general framework for competency mapping that can be adapted to the
garment industry)

Website:

 https://www.shrm.org/
 https://www.aafaglobal.org/

46
 APPENDICES

1.Name:

2. Age: a) 25-30 b) 31-40 c) 41-50 d) Above 50

3.Gender: a) Male b) Female

4.Department: a) Human resource b) Production c) Finance d) Other________

5.Job role :______

6.Experience : a) 0-1 b) 2-4 c) 5-6 d) Other:________

7.Does your organization currently use competency mapping? *

a) Yes b) No

8.What were the primary reasons for implementing competency mapping in your
organization?
a) Improve performance management b) Identify skill gaps & training needs
c) Support career development d) Enhance talent acquisition
e) Other:______

9.What level of employees are incuded in competency mapping process?

a) All employees b) Management level only c) Specific department or roles.
d) Other:_______

10.Which of the following skills are most important for success in your current role?
a) Technical skill (machine operation,quality control)
b) Soft skill(communication, teamwork.problem solving)
c) Leadership skill
d) Adoptability and learning

47
e) Other:______

11.What method of competency assessment would you prefer? *

a) Self assessment b) Manager assessment c) Peer assessment
d) Skill test e) Other_______

12.Do you think competency mapping could help to identify areas of your own
development & growth?
a) Yes b) No

13.Do you believe competency mapping could help to improve communication

between employees and managers regarding performance expectations?
a) Yes b) No

14.What are the biggest challenges in implementing competency mapping for self
assessment in your workplace?
a) Time and resource b) Lack of understanding c) Fear of judgement
d) Lack of follow up and support

15.What would be the most effective way to communicate information about

competency mapping to employees?
a) Company meeting. b) Training session
c) Internal communication channels d) Other:________

16.What kind of training and development programs conducted in your comany?

a) Online courses b) On the job training c) Mentornship program
d) Off the job training d) Classroom training

17.How satisfied are you working with your current job?

a) Very satisfied b) Moderately satisfied c) Moderately dissatisfied
d) Very dissatisfied

18.What are the strength of performance evaluation in current system?*

a) Efficiency b) Objectivity c) Validity

48
d) Reliability e) Transparency

19.What are the weakness of performance evaluation in current system? *

a) Bias b) Complexity c) Inconsistency
d) Inaccuracy e) Rigidity

20.What KPI are used to analyze the strength and weakness of employees
performance?
a) Performance review b) 360-degree feedback
c) Task completion d) Project success e) Employee engagement

21.Do you believe that competency mapping can be a valuable tool for self
assessment?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

22.Rate the level of collaboration and teamwork in your environment."

a) Very high b) High c) Moderate d) Low e) Very low

23.Do you think having access to competency map would motivate you to improve
your performance?
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

24.What type of motivation you get from your company ?

a) Reward b) Incentive c) Recognition d) Promotion e) Increment

25.What type of feedback would you find most helpful in improving your
performance?
a) Appreciation b) Encouragement c) Reward d) Coaching

26.Would you be open to receive feedback from your peers about your performance?
a) Yes b) No

49