Whirlpool

CHAPTER 1: COMPANY OVERVIEW
Whirlpool Corporation is a global manufacturer and marketer of major home appliances.

The company manufactures in 13 countries and markets products in approximately 170
countries under 11 major brand names such as Whirlpool, Maytag Kitchen Aid, Roper,
Estate, Bauknecht, Laden and Ignis.
Whirlpool Corporation entered India in the late ‘80’s and today has grown to become one
of the leading manufacturers and marketers of major home appliances in India. Whirlpool
Corporation entered into a joint venture agreement with TVS group to produce automatic
washers at a plant set up in Pondicherry. A modest beginning was made to establish the
Whirlpool brand in India. In 1995 Whirlpool Corporation acquired Kelvinator of India
Limited and entered into the Refrigerator market in India. In late 1995 majority
ownership was gained in the TVS joint venture and the two entities were merged to form
Whirlpool of India Limited in 1996.
Whirlpool has the distinction of having ISO certification for all its facilities in India. The
refrigerator facility is located at Faridabad and manufactures a complete range of direct
cool refrigerators. With the infusion of technology, machinery and streamlining the
processes the capacity of this plant was increased from 700,000 to 1,000,000 annually.
Whirlpool’s commitment to the Indian operation has resulted in the setting up of a state-
of-the-art facility for the manufacture of no frost refrigerators at Ranjangaon near Pune.
This facility has set the standards as one of the world’s front runners in environmentally
sensitive eco-friendly manufacturing units.
The washer facility is located at Pondicherry and manufactures both fully automatic and
semi automatic washers. Constant feedback is taken from the consumers resulting in
products being continuously upgrade in features and in styling.
Products manufactured in the above facilities match Whirlpool’s global standards and are
exported to over 70 countries across the globe. Whirlpool of India is today India’s
largest exporter of home appliance and has been approved as an Export House.
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Thus, in short the history of the company can be stated as below:
1908: The first Automatic washer was launched to public in late 1908, by 1900
Corporation which in 1911 was renamed to Upton Machine Company.
1957: The Company was rechristened as ' The Whirlpool Corporation.'
1958: The Company moved out of country for the first time and invested in Brazilian
appliance market through purchase of equity in Multibras S.A.
1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form Whirlpool Ltd.
1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,
Netherlands and Belgium
1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC
manufacturing facility of Kelvinator India was also acquired.
1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to
form Whirlpool of India Ltd
1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.
2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white
goods company.
Vision
Every Home… Everywhere… with Pride, Passion and Performance
Mission
Everyone, Passionately Creating Loyal Customers for Life
Values
Whirlpools values are constant and define the way that all Whirlpool Corporation
employees are expected to behave and conduct business everywhere in the world.
Respect — We must trust one another as individuals and value the capabilities and
contributions of each person.
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Integrity — We must conduct all aspects of business honorably – ever mindful of the
longtime Whirlpool Corporation belief that there is no right way to do a wrong thing.
Diversity and Inclusion — We must maintain the broad diversity of Whirlpool people
and ideas. Diversity honors differences, while inclusion allows everyone to contribute.
Together, we create value.
Teamwork — We must recognize that pride results in working together to unleash

everyone’s potential, achieving exceptional results.
Spirit of Winning — We must promote a Whirlpool culture that enables individuals and
teams to reach and take pride in extraordinary results and further inspire the "Spirit of
Winning" in all of us.
1.1 Product Range:

The product range covers a wide variety of products from Refrigerators to Fabicare; from
AirCon to Water Purifiers and also Microwaves to UPS.Following is the product range of
Whirlpool Of India Limited.
 Refrigerators
 Washing Machines
 Dyers
 Microwave
 Water Purifiers
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1.2 HR PRACTICES IMPLEMENTED AT WHIRLPOOL
The Human Resource practices which are being implemented at Faridabad Refrigeration
Operation of Whirlpool are described below. The practices are being described by
dividing them under the various heads which are to be studied.
1.2.1 Performance Management Systems

Whirlpool follows a 180 degree evaluation system for doing the performance evaluation
of its employees. It has a mid year review system where one-to-one discussions happen
between the immediate supervisor and the employee.
At the start of every year employees fill their PMP form which has two parts in it.
• One part consists of the objectives which are to be achieved in the current
year, along with the results which is filled at the time of mid review.
• The second part consists of PDP, which insists upon what are the
developmental plans of the employee for the year.
The objectives flow down to individual from the supervisor which in turn comes from
larger organizational objectives.
At the end of year the overall performance of an employee is measured after which
performance ratings are given. The ratings are given on a scale of 1 to 5 where
• Level 1 stands for Extraordinary Results
• Level 2 stands for Very Strong Results
• Level 3 stands for Strong Results
• Level 4 stands for Results Need to be Improved
• Level 5 stands for Unacceptable Results.
There is a Bell- Curve system which is in place in the organization which insists upon
employees working consistently upon improvising performance. Discussions for the
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same happen between various Departmental Heads, Plant Head and HR Head. With the
whole process in place the performance ratings are revealed to employees.
For employees having rating as Level 4 there are various improvement plans like
Focused performance plan which is put in place to help them to improve their
performance.
1.2.2 Talent Management Systems

For retaining the talent present in the organization and for doing the succession planning
Talent Management System is in place at FRO also. The system is called as a 9-Box
System, which consists of 9 boxes in which individual employees are placed in individual
boxes according to their performance and promotibility. The employees who fall in Box
1, 2 and 3 are identified as the Key Players and are supposed to be game changers. A
Leadership Profile sheet is filled in for individual by the managers where the assessment
of an individual is done on the various Leadership attributes, practices and performance.
Thus, their movement to other roles, in how time will they be ready to move (<1 year,
<2years etc) are decided. A focused action plan is prepared for succession planning of the
employees. They are given trainings accordingly and are gauged on the various
parameters before moving to new role.
Retention Plans for each key player is made with the drivers being:
1. Higher responsibilities
2. International assignments
3. Monetary.
This way the whole talent pool is created and managed by the HR department.
1.2.3 Managerial Skills Survey

Managerial Skill survey is survey taken on an annual basis where the employees give a
feedback for their immediate supervisor.
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All the employees get a link on the portal to fill the survey. Once the employees fill the
feedback, individual reports are generated and sent to the supervisor along with the HR
Lead. Thereby areas of development are identified and thus plan of action is included in
the PMP of the individual. The discussions for the same happen with his supervisor and
finally implementation of the developmental plan takes place.
Thus, this gives every individual a platform to voice their views for their managers. This
also builds in more responsibility towards the team in a manager as they are also under a
review by the team.
1.2.4 Training and Development
The Training process of the company focuses towards the development of its people. It
conducts both in-house and external trainings for its employees.
The training needs of employees are identified by three ways;
a) Through PDP sheet (filled by employees)
b) Through inputs by Supervisor.

c) Through Talent Management System for High Potential Players.
The process of training need identification is done at the start of every year. Most of the
training programs are conducted in the third and fourth quarter as it is the lean period for
production.
Whirlpool Learning Academy (WLA) supports lot of information for the employees
which can be accessed online. Whirlpool has now introduced online training programmes
for its employees it is called as Whirlpool Virtual University.
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1.2.5 Employee Engagement
Whirlpool as an organisation insists too much upon employee engagement, this is seen clearly at
FRO where employees are empowered to take decisions related to work. They are made to feel an
important part of organisation. To have employee engagement
Whirlpool has lot of initiatives like:
Rewards and Recognition:
Under this head there are lot of rewards which are given to employees. They are:
 Spot Rewards
 Cheers Award
 Employee of the Quarter
 Pinnacle Award
 Smart Squad Award.
 Long Service Award.
• Friday Events and Birthday Bash

• “Sparsh” – the internal communication magazine
“Splash”- gathering event after the eventful peak season.
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CHAPTER 2: INRODUCTION
Today the organizations believe in excelling rather than just competing. The world is in
the grip of what is termed as global slowdown .Organizations today are struggling to
keep them afloat. In this uncertain environment competence especially human
competence is the most critical element for success in business.
When it comes to adding capability or capacity to any team or organization managers
have to make a rather basic ‘make or buy choice’…either make talent internally or buy it
via recruiting.Most companies try to strike a balance between buying and growing.
However during tight economic times when recruiting budgets are restricted or even
frozen, the emphasis almost shifts dramatically towards growing talent. Competency
Mapping thus becomes an inescapable reality.
Organizations use competency mapping to help mitigate the risk of vacancy
occurring in key management and leadership roles that could impact the organization’s
ability to perform .In more strategic organizations, the scope of competency mapping is
expanded to include high impact and mission critical roles throughout the organization.
In some organizations ,competency mapping is institutionalized enterprise –wide at entry
level and role within the organization.
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While filling the gaps identified by competency mapping including
traditional approaches like training, many organizations are increasingly adopting a new
approach that relies heavily on identified competencies at talent acquisition stage.
Competencies include 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 (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. Attributes include: personal
characteristics, traits, motives, values or ways of thinking that impact an individual’s
behavior.
Competency Mapping is considered a powerful tool in the hands of HR.Whirlpool of
India Ltd. has adopted Competency Mapping as one of its mission 2009 and is initiating
it with the Supply Chain Department wherein it wants to do Competency Mapping for the
purpose of Training need identification, prepare more second line managers and bring out
improvement in process.
2.1 OBJECTIVE OF THE STUDY
To introduce and implement Competency Mapping in the Supply Chain Department

with the jobs concerned. The purpose of carrying out the competency Mapping process in
the Supply Chain is to identify the gaps in the employees performance and correct it by
the way of designing appropriate trainings for the same and also to identify the loopholes
in the process. This Objective has been achieved with the help of following sub
objectives.
 Identify and define competencies based on Job Description
 Do the Gap Analysis based on the evaluation by Senior Manager.
 Bridge the gaps by the way of training and other appropriate suggestions.
 Give Suggestions For Process Improvement.
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.
2.2 RESEARCH METHODOLGY
RESEARCH DESIGN
Descriptive Research-These are those studies that are concerned with describing the
characteristics of a particular individual or group.
SAMPLE SIZE: 10
Deputy Senior
AREA Manager Manager Executive
 
Planning
 
Buying 
 
Stores 


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Logistics
Table 1
DATA COLLECTION PROCEEDURE
 PRIMARY SOURCES-Following forms and questionnaires were used to collect

the data for the purpose of carrying out Competency Mapping
• Job Description Form to take the detailed Job Description and Job
Specification of employees.
• Source Activity Chart to take the task description of employees and time spent
on each of the activity.
• Competency Evaluation Form- To find the gap in the required competencies.
These forms were designed in accordance with the organizational requirement and were
evaluated by HR Deputy Manager Mr. Utsav Khandelwal
 SECONDAY SOURCES- Study was done from internet, books and articles and
newspapers.
STEPS FOLLOWED IN COMPETENCY MAPPING
Step 1: Identify the jobs to be studied in Supply Chain Department.

Step 2: Job Analysis through Interview and Observation Method.
Step 2: Framing Job Descriptions and Job Specification to identify the KRA’s and
KSA’s
Step 3: Identifying and selecting the competencies.
Step 4: Preparation of Competency Dictionary and Competency Matrix
Step 5: Finding the gap
Step 6: Suggesting a developmental Plan
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The Process followed has been discussed in detail in Chapter Five of Competency
Mapping Process.
CHAPTER 3: LITERATURE REVIEW
3.1 THE ROOTS OF COMPETENCY APPROACH:
Michael Crozier shocked the management community by defining the organization as

imperfect social compromises .Far from being scientific constructs he depicted a complex
organization as a reflection of its actual degree of competency.
Despite a growing interest of competency among mangers and human resource

professionals in recent years, the modern competency movement in industrial-
organizational psychology actually dates from the mid1950’s and early 1970’s.
In that regard, John Flanagan’s work (1954) and Dave McClelland’s studies (1970) might
be cited as two landmark efforts that originally invented the concept of competency.
Concept maps were invented by Joseph Novak in the 1960s for use as a teaching tool.
Later in 1986 William Trochim developed the concept map into a strategic planning tool
for use in the design of organizational components. Trochim's technique differs
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significantly from Novak's original school of thought. While Novak's maps are generated
for an individual, Trochim's are generated by a group.
3.2 HISTORY OF COMPETENCIES:
John Flanagan (1954)

A seminal article published by John Flanagan in 1954 established Critical Incidents
Technique as a precursor to the key methodology used in rigorous competency studies.
Based on studies of US Air Force pilot performance, Flanagan concluded that “the
principle objective of job analysis procedures should be the determination of critical
requirements. These requirements include those which have been demonstrated to have
made the difference between success and failure in carrying out an important part of the
job assigned in a significant number of instances”. From here, critical incidents
technique was originally discovered.
Critical incidents itself can be defined as a set of procedures for systematically

identifying behaviors that contribute to success or failure of individuals or organizations
in specific situations.
Flanagan’s work, while not strictly about competencies, was important because it laid the
foundation for a new approach to examining what people do. In a later form, the critical
incidents technique would resurface to focus around significant behavioral events that
distinguish between exemplary and fully-successful performers.
It is Flanagan’s critical incidents technique that sixteen years later inspires David
McClelland to discover and develop the term of “competency”.
Benjamin Bloom (USA)
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In mid fifties BENJAMIN laid the foundation for identifying educational objectives by
defining KSA, s needed to be developed in education. The educational objectives
developed by them were grouped under the cognitive domain.
David McClelland (Harvard Psychologist)
He pioneered the Competency Movement across the world and made it a global concept.
His classic books on Talent and Society, Achievement motive, The Achieving Society,
Motivating economic achievement and power the inner experience brought out several
new dimensions of the competency. These competencies exposed by Mc .Cleland dealt
with effective domain in Bloom’s terminology.
Richard Boyatzis.
Richard Boyatzis wrote the first empirically-based and fully-researched book on

competency model developments. It was with Boyatzis that job competency came to
widely understood to mean an underlying characteristic of a person that leads or causes
superior or effective performance. Boyatzis was explicit in describing the importance of
clearly-defined competency as reflected in specific behavior and clearly defined
performance outcomes when he wrote that “the important points is that specific actions
cause, or lead to, the specified results. Certain characteristics or abilities of the person
enable him or her to demonstrate the appropriate specific actions”(Boyatzis, 1982, p. 12).
As founding developer of competency modeling in the United States, Boyatzis grounded

competency interventions on documented behavioral indicators that caused or influenced
effective job performance. Boyatzis, like Flanagan, stressed the importance of systematic
analysis in collecting and analyzing examples of the actual performance of individuals
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doing the work. The method for documenting the actual performance was collected
through the behavioral event interview (BEI), an intensive face-to-face interview that
involves soliciting critical incidents from performers and documenting what the
performers thinking and doing during the incidents
3.3 COMPETENCY MAPPING- THE LATEST IN HR
It has been a general observation that hard work, sincerity, knowledge, intelligence alone
does not make a person a star performer in his/her profession. There are other factors that
help an individual excel in his job. Good managers are generally aware about different
qualities a person must possess to do a job effectively, and they make use of their
knowledge to select and train their subordinates. Organizational psychologists have
refined this understanding and converted it into a structural and formal process called
Competency Mapping. It has emerged as one of the most powerful tools aiding the
improvement for the HR professionals in finding the right employee for a job and
development of the employed person in doing the assigned job effectively. Thus,
Competency Mapping can be defined as a process through which one assesses and
determines one's strengths as an individual worker and in some cases, as part of an
organization.
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Generally speaking, competency mapping examines two areas: emotional intelligence
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.
The general steps involved in this process can be described as follows:
• Every employee is asked to fill up a questionnaire that asks them what they are doing
and what skills and abilities are needed to have to perform it well.
• Having discovered the similarities in the questionnaires, a competency based job

description is crafted and presented to the personnel department for their agreement and
additions, if required.
• The final step involves mapping of an employee's abilities to the benchmarks and
deciding his future accordingly.
Competency-based HR is considered the best HR. In India, however, this process has
gained force only during the last couple of years. Companies like Zensar Technologies
and L&T InfoTech follow competency mapping. Other big companies like TCS, HCL
Technologies, SBI, Idea Cellular, Exide Industries, Birla Cellulosic, etc. have got their
employees trained in competency mapping course but it remains unclear if they strictly
follow the line.
According to Lynette D'Silva, manager-HR, learning & development, Zensar

Technologies, "Competency mapping helps identify the success criteria required for
individuals to be successful in their roles."
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Competency mapping not only acts as a useful tool for the organisation but also aids an
individual's competency. But, organizations strictly following the process of competency
mapping do face some hurdles in achieving overall efficiency. Firstly, the organizations
do the ultimate mistake of realizing the map as the desired end result. The map is nothing
but a colossal waste of time and money without proper analysis. Secondly, the mission
must be to sustain a knowledge flow that is more profitable to the organisation. If the
organisation is already rich beyond wildest dreams then the mission should be to measure
against the current "ideal" knowledge flow. Lastly, incorrect assessments of results lead
to flawed decisions and cause a big damage to the concern.
Competency mapping tailored to an organisation is necessary to train, define and retain

talent in a company. As a result of competency mapping, all the HR processes like talent
induction, appraisals and training yield much better results.
CHAPTER 4: THEORITICAL FRAMEWORK
Today the organizations believe in excelling rather than just competing.The world is in
the grip of what is termed as global slowdown .Organizations today are struggling to
keep them afloat. In this uncertain environment competence especially human
competence is the most critical element for success in business.
When it comes to adding capability or capacity to any team or organization
managers have to make a rather basic ‘make or buy choice’…either make talent
internally or buy it via recruiting.Most companies try to strike a balance between buying
and growing. However during tight economic times when recruiting budgets are
restricted or even frozen, the emphasis almost shifts dramatically towards growing
talent.Competency Mapping thus becomes an inescapable reality.
Organizations use competency mapping to help mitigate the risk of vacancy
occurring in key management and leadership roles that could impact the organization’s
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ability to perform .In more strategic organizations ,the scope of competency mapping is
expanded to include high impact and mission critical roles throughout the organization.
In some organizations, competency mapping is institutionalized enterprise –wide at entry
level and role within the organization.
While filling the gaps identified by competency mapping including
traditional approaches like training, many organizations are increasingly adopting a new
approach that relies heavily on identified competencies at talent acquisition stage.
Competencies include 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 (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. Attributes include: personal
characteristics, traits, motives, values or ways of thinking that impact an individual’s
behavior.
4.1 WHAT IS COMPETENCY?

The term ‘competencies’, ‘competence’ and competent refer to a state or quality of being
able and fit. The workplace definition of competency refers to a person’s fitness with
reference to his/her job. In work context however competence has two variations that
differ in their meaning, depending on organizational frames of references.
‘Competency’is a difference of behaviour.
‘Competence’ is a description of work tasks or Job Outputs.
Competency refers to a cluster of atitude,knowledge and skills that distinguishes
between an excellent and an average performer.
COMPETENCY AS A TOOL
Competencies are based on

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1. Knowledge: - information accumulated in a particular area of expertise (e.g.,
accounting, selling, servicing, management) .
2. Skills: - the demonstration of expertise (e.g., the ability to make effective
presentations, or to negotiate successfully) .
3. Motive: - recurrent thoughts driving behaviors (e.g., drive for achievement,
affiliation) .
4. Attitude: - self-concept, values and self-image.
5. Traits: - a general disposition to behave in certain ways (e.g., flexibility).
DEFINITION:
First popularized by BOYATZIS (1982) with Research result on clusters of

competencies:
“A capacity that exists in a person that leads to behavior that meets the job demands
within parameters of organizational environment, and that, in turn brings about desired
results”
• UNIDO (2002)-
A Competency is a set of skills, related knowledge and attributes that allow an individual
to successfully perform a task or an activity within a specific function or job.
practice in work.”
• MANSFIELD (1997):
“Underlying characteristics of a person that results in effective a superior performance.”
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• WOODRUFFE (1991):
Competency: A person- related concept that refers to the dimensions of behavior lying
behind competent performer.
Competence: A work- related concept that refers to areas of work at which the person
is competent
Competencies: Often referred as the combination of the above two.
• ALBANESE(1989) :
Competencies are personal characteristics that contribute to effective managerial
Performance
COMPETENCY – BROAD CATEGORIES
• Generic Competencies
Competencies which are considered essential for all employees regardless of their
function or level. - Communication, initiative, listening etc.These are basic
competencies required to do the job, which do not differentiate between high and
low performers
• Managerial Competencies
Competencies which are considered essential for employees with managerial or
supervisory responsibility in any functional area including directors and senior
posts
Competencies in organization tend to fall in two categories

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• General Functioning Competencies.
These competencies include broad success factors not tied to a specific work
function or industry (often focusing on leadership or emotional intelligence
behaviors).
• Functional/Technical Competencies.
These competencies include specific success factors within a given work .
4.2 MEANING AND CONCEPT OF COMPETENCY MAPPING
It is a process of identification of the competencies required to perform successfully a

give job or role or a set tasks at a given point of time. It consists of breaking a given role
or job into its constituent’s task or activities and identifying the competencies (Technical,
Managerial, Behavioral, conceptual knowledge and Attitude and skills etc) needed to
perform the same successfully.
• 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
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• Competency profiling It is the process of identifying the knowledge, skills,
abilities, attitudes, and judgment required for effective performance in a particular
occupation or profession. Competency profiling is business/company specific.
USES OF COMPETENCY MAPPING

Competency mapping serves a number of purposes. It is done for the following
functions:
• Gap Analysis
• Role Clarity
• Selection, Potential Identification, Growth Plans.
• Succession Planning.
• Restructuring
• Inventory of competencies for future planning
 Competency based recruitment

Competency based interviews reduce the risk of making a costly hiring mistake
and increase the likelihood of identifying and selecting the right person for the right
job
 Competency based Performance Appraisal

Competencies Enable
1. Establishment of clear high performance standards.
2. Collection and proper analysis of factual data against the set standards.
3. Conduct of objective feedback meetings.
4. Direction with regard to specific areas of improvement
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 Competency based training
Competency based appraisal process leading to effective identification of training needs.
1. Opportunity to identify/ develop specific training programmes - Focused
training investment.
2. Focused Training enabling improvement in specific technical and
managerial competencies
 Competency based Development

1.) Contribute to the understanding of what development really mean, giving the
individual the tools to take responsibility for their own development.
2.) Give the line managers a tool to empower them to develop people..
 Competency based succession planning

Assessing employees’ readiness or potential to take on new challenges.
Determining the person job fit can be based on matching the competency profile
Of an individual to the set of competencies required for excellence within a
profession. Individuals would know the competencies required for a
particular position and therefore would have an opportunity to decide if they
have the potential to pursue that position.
TRANINING LEADING TO SUCCESSION PLANNING:
 Retaining and developing intellectual and knowledge capital for the future
 Encouraging individual learning, growth and advancement
WHY IS IT IMPORTANT?
 Ensure business continuity

 Replace future vacancies and meet future skill and talent needs
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 Have the right people in the right places at the right times to do the right things
 Address skill shortages ahead of time
 Maximize competitiveness as an employer and ability to attract and retain
talented staff
 Enhance ability to promote from within
 Provide a supportive “growth” environment
CHAPTER 5:- COMPETENCY MAPPING PROCESS
The Process Followed for competency Mapping has been given as follows
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Identifying the Positions of Supply Chain Department to be
studied.
Taking Job Analysis and Job Description to Identify KRA’s and

KPA’s for each Job.
Comparison
Missing Links Actual Level of

Competency competency
requirement given by possessed
Senior Manager Training
Supply Chain
Other efforts
STEPS FOLLOWED IN COMPETENCY MAPPING
Step 1: Identifying the positions of the Supply Chain Department to be studied.

Step 2: Job Analysis through Interview and Observation Method.
Step 2: Framing Job Descriptions and Job Specifications to identify the Key Result
Areas and Key Performance Areas.
Step 3: Identifying and selecting the competencies.
Step 4: Preparation of Competency Dictionary and Competency Matrix
Step 5: Finding the gap
Step 6: Suggesting a developmental Plan
STEP 1: JOB ANALYSIS
Job Analysis-
Done through:
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• Interview Method
• Observation Method.
Interview Method-The interview was taken to understand the role, responsibilities and
task performed by the employee holding the job position and understands the Key Result
Areas.
Observation Method-Means the researchers observe the behaviour as it occurs and
reports as they see.
STEP 2: FRAMING THE JOB DESCRIPTION TO IDENTIFY THE KRA’s and

KPA’s
After understanding the work done by the employees at the respective Job position and
by studying a generic Job Description Job Description for each Job position was prepared
along with it task description of the employees was prepared in form Source Activity
Chart.
The Job Description for the following employees was prepared.
• Manager- Planning
• Manager-Logistics
• Deputy Manager-Buyer(Exports)
• Deputy Manager- Buyer(Within India)
• Deputy Manager- Stores
• Senior Executive- Planning
• Senior Executive- Buyer
• Senior Executive- Buyer & Stores
• Senior Executive- Stores
• Senior Executive1- Stores
The Job Description Of the following is given
1. POSITION: MANAGER (PLANNING)
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JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain
SECTION: Planning
POSITION: Manager
REPORTS TO: Senior Manager
JOB SUMMARY: Responsible for making the production plan,distributing the same to
Supply Chain as well as the production department and thereby causing timely
production actualization.
JOB DUTIES AND RESPONSIBILITIES:

• To make the monthwise plans as per sales forecast.
• Breaking the plan into daily requirement and given to stores, Buyer for
within and outside India purchases.
• Fixing 3 days plan for materials.
• Daily production review and planning for the next day depending upon
Excess or shortage of previous day.
• Setting the maximum limit of production based on planning beyond which
manufacturing cannot produce.
• Planning for Export Co-ordination as per the dispatch plans.
• Co-ordinating with quality, exports and manufacturing for exports co-ordination.
• Planning for Spare parts requirement as per the requirement.
• Engineering Change Note Implementation by validating the new component,
checking its vendor feasibility.
• Ensuring Inventory Control for old parts and ensuring Obscoletion Control for the
same.
• Ensuring no line stoppage due to plastic parts.
• To coordinate between supply chain, manufacturing and other functions.
• Solving the systems and suppliers related issues.
Competency Mapping
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• Getting timely updations on slow moving items and making efforts for its
movement.
• Coordinating with the buyers, Suppliers and manufacturing to ensure no online
stoppage.
KEY RESULT AREAS:
• Production Actualization
• Project Implementation on time.
JOB SPECIFICATION
REQUIRED EDUCATIONAL QUALIFICATION- Diploma/Mechanical

Engineering.
ADDITIONAL EDUCATIONAL QUALIFICATION- MBA (Operations)
REQUIRED EXPERIENCE- Minimum 2-3 years experience in Planning and

forecasting and related fields.
REQUIRED SKILLS-(MUST HAVE)

• Strong communication skills with a proven track record of effective
communications within various organizational functions and levels.
• Experience managing supplier productivity and working with suppliers for value
creation.
• Outstanding leadership skills including established comfort in leading teams.
• Problem solving and analytical skills backed by solid computer skills.
• Knowledge of SAP and advanced excel.
• Work experience in Material Requirement Planning.
• Knowledge of Value Steam Mapping.
• Good forecasting skills and knowledge of forecasting tools and techniques.
Competency Mapping
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• Knowledge of Inventory management.
• Knowledge of ISO:9001.
OTHER BENEFICIAL SKILLS

• Ability to work with others/function as part of a team and maintains good
working relationships with other departments; customer oriented.
• Ability to function well under pressure. Organized and able to attain results on
several projects simultaneously.
• Willingness and ability to assume increased responsibility.
• Flexible/ability to adapt to changing requirements and priorities.
• Knowledge of lean manufacturing is preferred.
Competency Mapping
- 29 -
2. MANAGER LOGISTICS:
JOB DESCRIPTION
SECTION: Logistics
POSITION: Manager
JOB SUMMARY: To direct and co-ordinate all logistics activities to obtain

Optimum efficiency safety, compliance and economy of inventory movements to
maximize profits through timely dispatch plan actualization.
JOB DUTIES AND RESPONSIBILITIES

• Ensuring the timely availability of carriers as per the requirement
• Managing the carriers documentation, route tracking and measurement of
carriers.
• Ensuring the transportation cost to minimum by negotiations with the
transporters
• Review of transporters performance and accordingly allotment of share to them.
• Ensuring Logistics Cost Control for the materials called for.
• Ensuring proper storage and dispatch of the finished goods.
• Managing the quality, quantity cost and efficiency of movement and stoage of
goods.
• Ensuring Obscoletion Control.
• Feeding to the branches in accordance with the requirement.
• Ensuring discipline, training and managing of staff.
Competency Mapping
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KEY RESULT AREAS:
• Despatch Actualization.
• Cost Control through negotiations with the transporters.
Obscoletion Control.
JOB SPECIFICATION
REQUIRED QUALIFICATION: A degree level qualification, ideally in management,

supply, procurements, logistics studies.
REQUIRED EXPERIENCE: 3-5 years of experience in transportation, warehouse or

distribution in a manufacturing company.
REQUIRED SKILLS (Must have)

• Good Written and Oral Communication Skills.
• Negotiation and interpersonal skills are a must.
• Leadership Skills.
• Prior experience in planning, purchasing, and negotiation of specification
controlled and commodity products
• Working knowledge of MS Excel, SAP.
• Should be familiar with the excise related work and their returns
• Proficient in inventory tracking and management.
OTHER HIGHLY VALUABLE SKILLS:

• Lean Manufacturing is preferred.
• Knowledge of ISO:9001
• Prior experience in planning and forecasting.
Competency Mapping
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3. DEPUTY MANAGER-BUYER (EXPORTS)
JOB DESCRIPTION

SECTION: Buyer (Exports)
POSITION: Deputy Manager
JOB SUMMARY: To ensure timely availability of material from the to ensure no online
stoppage and availability of optimum inventory levels

• Planning for AB Class Products (most expensive) in accordance with sales
forecast and planning team.
• Plan, negotiate, order, and administer stock products requirements to support the
build plan and maintain appropriate inventory levels.
• Day to day activities, to include, but not limited to: reports, reporting, expediting,
filing, requirements review (stock products), order placement and management
• Informing the vendors about the required material and timely follow up on the
same.
• Ensuring timely availability of material and there is no online stoppage.
• Controlling the obscoletition of material purchased.
• Ensuring Inventory is as per the Inventory Norms
• Ensure timely updation of Bill of Material.
• Ensure Kanban Planning for few members.
• Scheduling Through SAP.
• Ensure the availability of Spare Parts as per the requirements.
Competency Mapping
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KEY RESULT AREAS:
• No online Stoppage due to material shortage
• Inventory as per the inventory norms.
• Obscoletion Control
• Spare Parts Availability as per requirement
JOB SPECIFICATION
REQUIRED QUALIFICATION:
Bachelor degree preferred in industrial engineering, operations and/or related field or
equivalent applicable work experience.
REQUIRED EXPERIENCE: 1-2 Years as a buyer, Procurement systems or related

Functional areas within and outside India.

• Good communications skills.
• Prior experience of dealing in import of raw material/components etc.
• Working knowledge of MS Excel and SAP.
• Proactive planning, initiative and strong problem solving skills.
• Knowledge of ISO: 9001.
• Knowledge of custom duties and excise tax.
OTHER HIGHLY VALUABLE SKILLS
• Material requirement planning experience is preferred.
Competency Mapping
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4. DEPUTY MANGER-BUYER (WITHIN INDIA)
JOB DESCRIPTION

SECTION: Buyer (Within India)
POSITION: Deputy Manager
JOB SUMMARY: To ensure timely availability of material from the to ensure no online
stoppage and availability of optimum inventory levels.

• Planning for Products in accordance with sales forecast and planning team.
same.
Competency Mapping
- 34 -
KEY RESULT AREAS:
JOB SPECIFICATION



Competency Mapping
- 35 -
4. DEPUTY MANAGER (STORES)
JOB DESCRIPTION
SECTION: Stores
POSITION: Deputy Manager (Stores)
JOB SUMMARY: To ensure material and social order in stores and material feeding
online and thereby ensuring inventory management and obscoletion control.
JOB RESPONSIBILITIES:
• Shift balancing to ensure proper feeding of material/Components to Assembly
Line.,
• To ensure optimum Inventory on Floor and online.
• To inform the buyer about the requirement, follow up and inform about the
shortage.
• Preservation of goods ,to check FIFO system maintained
• To check paper pendency for Goods received and issue punch.
• To ensure discipline and safety..
• Scheduling to vendor on Kanban Sheet, to follow Kanban
• Ensuring Material and social order.
• Resolve any problems that may inhibit the receipt and/or shipment of inventory.
• Must understand and comply with all safety rules and company policies
• Monitor reports to ensure that all information is correct and update as needed.
• Checking the inventory.
• Ensure the training of subordinates on safety, Kanban, inventory and lean etc.
• Toll Trucks, forklift, tractor maintainence.
• Work on obscoletion control
• To make all SAP accounts functional.
Competency Mapping
- 36 -
• Trolley/Bins Management.
• To make available the material in shortage.
• Ensure multiskilling of operations and Job rotation.
KEY RESULT AREAS:
• Ensure Material and social Order.

• Inventory Control
• Obscolense control
• No online stoppage due to material shortage
• Ensuring optimum inventory in stores and online.
JOB SPECIFICATION
REQUIRED EXPERIENCE: 4+ year in stores/Warehouse or similar functional area.
CRITICAL SKILLS (MUST HAVE):

• Good Communication Skills, both oral and written
• Experience of working on SAP& Excel
• Previous experience in a Stores position.
• The Receipt of materials at the goods inward desk and the processing/filing of
related paperwork when required.
• Knowledge of Inventory Management
• Knowledge of concepts of Lean Management like Kanban, Just in Time,5 S
Concepts, FIFO
• Material flow and classification.
Competency Mapping
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• Awareness of ISO: 9001
• Ability to work under pressure.
• Good Interpersonal Skills
• Physical ability to respond to emergency situations.
OTHER HIGHLY VALUED SKILLS

• Knowledge of planning in Supply Chain
• Prior experience of dealing with suppliers.
• Lean Management Knowledge preferred.
• Knowledge of Material Requirement Planning systems preferred.
Competency Mapping
- 38 -
6 SENIOR EXECUTIVE- PLANNING
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain Department

SECTION: Planning
POSITION: Senior Executive
REPORTS TO: Manager- Planning
JOB SUMMARY: To ensure the timely making of plan as per superior guidelines and
distribution of same to manufacturing and supply chain department leading to production
actualization.
JOB DUTIES AND RESPONSIBILITIES:

• To distribute the monthwise plans as per sales forecast.
• Breaking the plan into daily requirement and given to stores, Buyer for
within and outside India purchases.
• Making the adjustment in the plan depending upon the excess or shortage of
previous day.
• Planning for Spare parts requirement as per the requirement.
• Engineering Change Note Implementation by validating the new component,
checking its vendor feasibility.
• Ensuring Inventory Control for old parts and ensuring Obscoletion Control for the
same.
• To coordinate between supply chain, manufacturing and other functions.
• Solving the systems related issues like minimizing the Error Processing List.
• Getting timely updations on slow moving items and making efforts for its
movement.
Competency Mapping
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• Cordinating with the buyers, Suppliers and manufacturing to ensure no online
stoppage.
KEY RESULT AREAS:

• Production Actualization
• Project Implementation on time.
• Inventory as per norms.
JOB SPECIFICATION
REQUIRED EDUCATIONAL QUALIFICATION- Diploma/Mechanical

Engineering.
REQUIRED EXPERIENCE- Minimum 1-2 years experience in Planning and

forecasting.
REQUIRED SKILLS-(MUST HAVE)

• Good communication and interpersonal skills.
• Knowledge of SAP and advanced excel
• Work experience in Material requirement planning.
• Knowledge of Value Steam Mapping.
• Good forecasting skills and knowledge of forecasting tools and techniques
• Knowledge of Inventory management.
• Problem solving and analytical skills backed by solid computer skills
OTHER BENEFICIAL SKILLS.

• Ability to function well under pressure. Organized and able to attain results on several
projects simultaneously
Competency Mapping
- 40 -
• Willingness and ability to assume increased responsibility.
• Flexible/ability to adapt to changing requirements and priorities.
• Knowledge of lean manufacturing is preferred.
7. SENIOR EXECUTIVE- BUYER
SECTION: Buyer
JOB SUMMARY: To ensure timely availability of C Class products from the vendors to
ensure no online stoppage and availability material and maintain optimum inventory
levels.
• Planning for Products in accordance with sales forecast and planning team.
same.
Competency Mapping
- 41 -
KEY RESULT AREAS:
JOB SPECIFICATION



Competency Mapping
- 42 -
8 SENIOR EXECUTIVE STORES- The work to be done by the remaining three
executives is the same the only difference being that they work in three shifts.Their Job
Description is as follows.
JOB DESCRIPTION
DEPARTMENT: Planning and Supply Chain Department

SECTION: Stores
REPORTS TO: Deputy Manager (Stores)
JOB SUMMARY: To ensure material feeding online and ensure material availability
from daily vendors and ensure material and social order in stores.
• To ensure optimum Inventory on Floor and online.
• To inform the buyer about the requirement, follow up and inform about the
shortage.
• Preservation of goods ,to check FIFO system maintained
• To check paper pendency for GRN and issue punch.
• To monitor house keeping
• To ensure discipline, safety.
• Toll trucks, fork lift
• To ensure optimum Space Utilization in Stores.
• Scheduling to buyer on Kanban Sheet, to follow Kanban.
• Ensuring Material order.
Competency Mapping
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• Checking the inventory
• Work on obscoletion control
• To make available the material in shortage.
KEY RESULT AREAS:
• Ensure Material and social Order.
• Inventory Control
• Obscolense control
• No online stoppage due to material shortage
• Ensuring optimum inventory in stores and floor.
JOB SPECIFICATION
REQUIRED EDUCATIONAL QUALIFICATION: Graduation in any stream.
EXPERIENCE: Minimum 1 year prior experience in stores/warehouse and/or related

Supply Chain Areas
CRUCIAL SKILLS (Must Have)
• Experience of working on SAP(MM and PP Module) & Excel
• Knowledge of Inventory Management
• Knowledge of concepts of Lean Management like Kanban, Just in Time,5 S
Concepts, FIFO
• Material Classification
• Material Flow
• Awareness of ISO 9001
• Ability to work under pressure.
OTHER HIGHLY VALUED SKILLS
• Knowledge of planning in Supply Chain
• Prior experience of dealing with suppliers.
Competency Mapping
- 44 -
• Lean Management Knowledge preferred.
• Knowledge of Material requirement systems preferred.
STEP 4: IDENTIFYING THE COMPETENCIES
From the list of skills the identified competencies in consultation with the HR Deputy
Manager, Senior Manager Supply Chain, Manager Supply chain following are
competencies (mainly functional competencies) identified.
1. Communication Skills
2. System Skills
3. Inventory Management
4. Forecasting Skills
5. Vendor Relationship Management
6. Space Utilization
7 Knowledge Domain(Lean Concepts)
8. Logistics Management
Competency Mapping
- 45 -
STEP 5: PREPARING THE COMPETENCY DICTIONARY AND MATRIX
.
COMPETENCY DICTIONARY- Competency Dictionary is a dictionary consisting
of the various competencies along with their definitions and respective levels
.Following is the competency dictionary prepared.
PREPARATION OF COMPETENCY DICTIONARY
PROFICIENCY REQUIRED AREAS ASSESSMENT
LEVELS OF KSB
MASTER What depth of knowledge, What will be required to
Who will be responsible skills and behaviour is demonstrate that the
for continual development required to teach this person is ready to teach?
of the competency? competency?
PROFICIENT What areas of knowledge, What will be required to

Who is expected to apply skills needed to apply this demonstrate that the
this competency? competency to individuals person is ready to apply?
Will this be a part of work? • Testing
specific job or role? Behavior expected from • Projects
person applying a • Results
competency?
BASIC
Who supports or interacts What knowledge is needed How will you know the
with those applying the for this person to people understand?
competency? understand and support
others who supply the
competency?
Competency Mapping
- 46 -
Table 2
1. COMMUNICATION
Definition-Clearly conveys and receives information and ideas through a variety of
media to individuals or groups in a manner that engages the listener, helps them
understand and retain the message, and invites response and feedback. Keeps others
informed as appropriate. Demonstrates good written, oral, interpersonal and listening
skills.
BASIC PROFICIENT MASTER
“UNDERSTANDS” “APPLIES” “TEACHES”
• Tends to use clear, • Produces clear, concise • Provides a focus and
appropriate language written material that is direction for others by
• Checks audience well structured, developing and sustaining
understanding and adapts grammatically correct . open communications
accordingly. • Invites two way dialogue, • Shows active listening in
• Uses the appropriate even if there is situations of conflict or
media. disagreement. controversy.
• Displays understanding by • Displays active listening • Is able to communicate
making appropriate skills. clearly with a wide variety
contributions. • Is able to communicate or audiences within and
• Generally pays attention complex ideas simply outside of the organization
to other people are saying. and in a logical way • Is capable of producing
• Understands the need for • Knows when extra detail high quality written
clear written will help or hinder in materials which could be
communication. getting the message across. presented to a range of
• Exhibits satisfactory • Has effective audiences within and outside
interpersonal and interpersonal and of the organization.
negotiation skills. negotiation skills.
Competency Mapping
- 47 -
2. SYSTEMS SKILLS
Definition-Ability to use and share information technology as an active member of the
organization and to accomplish position responsibilities successfully.
• Able to use excel to the • Uses excel proficiently • Has extensive knowledge
extent of own area of to solve work related of advanced excelled
work. problems. coaches others on the
• Able to use SAP to the • Uses shortcuts in Excel. same.
extent of its usage in • Able to use SAP to • Has detailed knowledge of
own work. solve team work related SAP and is able to impart
• Able to use e-mail for problems. training on the same to
communicating within • Apart from email also others.
and outside the uses other features of • Uses all the functions of
organization. lotus notes like lotus notes.
calendar, notes etc. • Update IT enabled SCM
solutions and share with
the team and try to
implement it logically.
.
Table 4
Competency Mapping
- 48 -
3. INVENTORY MANAGEMENT
Definition-Ensuring Systems and processes that identify inventory requirements, set
targets, provide replenishment techniques and report actual and projected inventory
status.
Competency Mapping
- 49 -
• Sets targets to maintain • Sets objective and • Always maintains
minimum inventory. consistent targets to minimum Inventory as
• Maintains inventory as maintain minimum per inventory norms.
per the inventory norms. inventory. • Always keeps a
• Checks the actual and • Maintains consistent complete tracking of
anticipated inventory minimum inventory as material and guides
through systems and per the inventory norms. others on the same.
processes. • Regularly checks the • Comes up with new
• Ensures disposal of reconciles the actual and ways of minimizing the
obsolete material. the anticipated inventory.
• Uses basic techniques inventory through • Ensures the optimum
for inventory control systems and processes. use of obsolete material
like FIFO manually. • Ensures timely disposal by consistent and
• Ensures the availability of obsolete material. continuous efforts.
of spare parts as per the • Anticipates the spare • Brings out new
requirement.. parts requirement and solutions to remove
• Ensures proper material ensures its prompt and MRP inefficiencies and
requirement planning. timely availability.. focuses on continuous
• Is able to design improvement and
Inventory Model. coaches the others on
• Ensure optimum the same.
material requirement
planning.
Table 5
4. FORECASTING SKILLS
Ability to estimate the quantity of raw material/parts required to estimate the finished
goods in conguerence with sales forecast keeping in mind production capacity
Competency Mapping
- 50 -
available,inventory,vendors,lead time and overall supply chain performance.It involves
both qualitative and quantative methods of planning and estimating the material re
• Estimates and makes • Makes the plans keeping • Proactively analyses the
plans as per the sales in mind sales forecast sales forecast and has
forecast. and using forecasting extensive knowledge of
• Is able to identify the techniques and models. forecasting techniques
problems at the • Uses qualitative as well and coaches the others on
supplier end. as quantative methods of the same.
• Estimates enable to forecasting such as time • Is able to provide
maintain acceptable series, trend analysis, accurate production plan
inventory levels. correlation, regression 3 days in advance to the
• Manages to get etc. manufacturing
materials at times due • Is able to foresee impact department.
to sudden plan change. of plan change and • Tries implement new
• Understands the maintain material for forecasting models in
material shortage areas emergency situations. planning to minimize
and works on its • Is able to check material cost and maintain
availability. shortage and take timely optimum inventory.
actions.
Table 6
5. VENDOR MANAGEMENT
Definition-Drive to work together with the vendors/suppliers to achieve the work goals
by sharing information and valuing the expertise of others. It includes building and
Competency Mapping
- 51 -
maintaining network and/or relationship with the vendors to achieve the objectives as
well as keeping a track of their performance.
• Understands the benefit • Strengthens • Builds strong alliances
of working with the relationships with the with the suppliers to
suppliers to maintain a suppliers through build behind the scene
common ground. building rapport and support for ideas and
• Builds trust by trust over time. builds networks that can
following through • Looks for a way to add be used in future.
commitments. maximum value to • Credits the suppliers
• Maintains a continuous partnership through contribution for
follow up with suppliers investigating maintaining cordial
to ensure smooth flow opportunities. relations.
of work • Records and reports • Identifies and analyses
• Keeps a track of vendor vendor performance the key vendors
performance. efficiently. beneficial for the
• Manages to get • Anticipates the change business.
material/finished goods before time and • Makes continuous
from vendor due to prepares the vendors to efforts to introduce new
change in plan. provide material despite concepts like Vendor
of too many changes in Managed Inventory for
plan. continuous
improvement.
Table 7
6. SPACE UTILIZATION
Definition- Refers to the optimum usage of space for placing material and ensuring right
material at the right place in stores.
Competency Mapping
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•Keeps the material at the • Examines the space at • Has a proactive
defined place. regular intervals and approach towards
• Must make the optimum use ensures the right material at material order and
of available space by review. right place and tagging the frequently reviews the
•.Tries to reserve material area for the same. space for its effective
through e-booking so as to • Ensures material required utilization and uses
send it direct online. frequently placed nearby to systematic strategies and
•.Ensures timely disposal of minimize the distance and techniques for the same
rejected, Obsolete material for vica versa. and teaches the same to
space utilization. •.Continuously shows the subordinates.
•Check the total quantity of optimum results to reserve • Comes up with new
material with vendor. material and make it ways to book the material
•. Effectively disposes the available direct online so as and make it available
obsolete/rejected material on to minimize the storage of direct online and teaches
time. raw material etc. the same to others.
• Is able to design work • Focus on continuous
flow system. improvement.
Table 8
7. KNOWLEDGE DOMAIN (LEAN CONCEPTS)

Definition- Has the knowledge needed to perform the role and to solve the problems and
issues of supply chain. Actively shares knowledge and learning (especially lean concepts)
Competency Mapping
- 53 -
and promotes the sharing of information. Keeps self informed about the concerns of the
own role as well as team.
• Knows what is expected • Establishes relationships • Understands the working
of own role and how this across the organization to of organization as a whole.
contributes to the objectives broaden knowledge. • Plays an active role in
of the organization. • Is able to derive sheet developing others
•Has the conceptual requirement sheet for kanban knowledge and
knowledge of kanban and is and implement kanban on new understanding.
able to take out the suppliers. • Is able to design
requirements. •Is able to derive the implementation of kanban
•Has the knowledge of JIT improvement in JIT and and coaches others on the
working and is able to give implement new suppliers on same.
feedback on issues faced. JIT. • Is able to design JIT
• Is aware of the basic 5 s • Is able to strategize and keep implementation keeping in
concept. the material at the tagged mind both internal and
•Has the knowledge of place even in case of external customers and
concepts of Value Stream emergencies. coaches others on the same.
Mapping • Is able to use the concepts of •Should be able to identify
value stream Mapping for storage space requirement
efficient planning and and implement 5S concepts
utilization of capacity. in the best possible way.
Table 9
8. LOGISTICS MANAGEMENT
Competency Mapping
- 54 -
Definition- The management of transportation operations of all types, including tracking
and managing every aspect of vehicle measurement, checking. Mapping,
communications, carrier handling, carrier selection and management, accounting.

• Assesses transportation • Assesses transportation • Anticipates the market
needs, and load planning needs and load planning situation and is able to
requirements. regularly through systems. forecast and plan the
•Ensures the measurement • Evaluates transportation transportation needs in
and checking of carrier cost and makes advance and teach the same
before shipping the goods to comparisons with the to the team.
same. competitors. • Ensures Transportation
• Coordinates • Links transportation Cost is minimum even in
documentation, expediting performance with comparison with the
and tracking of products. assignment. competitors, continuously
•Evaluates transportation • Ensures Optimum Space works on the same and
costs and performance. Utilization of the carrier. teaches it to others too.
• Uses the carrier space • Ensures transporters get
properly. payment on timely basis.
• Verifies the delivery and • Manages to get carriers in
reciept of goods. unplanned times.
Table 10
COMPETENCY MATRIX
Competency Mapping
- 55 -
Commn Systems Inventory Vendor Forecasting Knowledge Space Logistics
COMPETENCY/ Skills Skills Mgmt Mgmt Skills Domain Utilization Management
DESIGNATION
Manager B P M B P M B P M B P M B P M B P M B P M N N N
(Planning) R R R
Manager B P M B P M B P M B P M B P M B P M B P M B P M
(Logistics)
Deputy Manger B P M B P M B P M B P M B P M B P M N N N N N N
(Buyer-Within R R R R R R
India Parts)
Deputy Manager B P M B P M B P M B P M B P M B P M N N N N N N
(Buyer-Exports) R R R R R R
Deputy Manager B P M B P M B P M B P M B P M B P M B P M N N N
(Stores) R R R
Senior Executive B P M B P M B P M B P M B P M B P M N N N N N N
(Planning) R R R R R R
(Buyer) R R R R R R
Senior Executive B P M B P M B P M B P M B P M B P M B P M N N N
(Buyer & Stores) R R R
(Stores) R R R
DESIRED LEVEL OF COMPETENCY
EXPLANATION OF THE COMPETENCY MATRIX
The Competency Matrix has been designed which acts as a tool to study what is the
required level of competency for each Job position against each competency.
Competency Mapping
- 56 -
Along the columns are the various competencies and along the rows are the various Job
Positions.
B refers to the Basic level.

P refers to the Proficient level
M refers to the Master Level.
NR refers to not required
STEP 6: FINDING THE GAP

The gap has been found on the basis of Competency Evaluation Sheet wherein the
Superiors of employees and the HOD have decided the actual and the desired level of
competency for each employee. Gap analysis of the same has been shown in Data
Analysis Part.
STEP 7: PREPARING A DEVELOPMENTAL PLAN

Based upon the Gap Analysis as shown in the Data Analysis Chapter the Developmental
Plan has been prepared. Since the purpose of the Competency Mapping Project is
employee development, training need identification ,Process Improvement and preparing
the employees for the future so the developmental Plan as discussed in the Suggestions
and recommendations chapter has been divided into two phases.
 Suggestions on Training
 Suggestions for process improvement and preparing the Planning and Supply
Chain Department for future.
CHAPTER 6: DATA ANALYSIS

 GAP ANALYSIS BASED ON COMPETENCY MATRIX
Competency Mapping
- 57 -
DESIGNATION
Manager B P M B P M B P M B P M B P M B P M B P M N N N
(Planning) R R R
Manager B P M B P M B P M B P M B P M B P M B P M B P M
(Logistics)
Deputy Manger B P M B P M B P M B P M B P M B P M N N N N N N
(Buyer-Within R R R R R R
India Parts)
Deputy Manager B P M B P M B P M B P M B P M B P M N N N N N N
(Buyer-Exports) R R R R R R
Deputy Manager B P M B P M B P M B P M B P M B P M B P M N N N
(Stores) R R R
(Planning) R R R R R R
(Buyer) R R R R R R
(Buyer & Stores) R R R
(Stores) R R R
Senior B P M B P M B P M B P M B P M B P M B P M N N N
Executive1 R R R
(Stores)
Actual Desired Actual = Desired

Level Level Level Level Table 12
 SCALE USED
3 Level Rating Scale is used to measure the proficiency level wherein
Competency Mapping
- 58 -
1= Basic
2= Proficient
3= Master
 CHARTS USED
Radar Charts
1. POSITION:MANAGER(PLANNING)
Com m unication
3
2.5
Space Utilization 2 System Skills
1.5
1
0.5
0
ACTUAL
Lean Know ledge Inventory Mgm t
DESIRED
Forecasting Vendor Mgm t
Competency Mapping
- 59 -
2. POSITION: MANAGER (LOGISTICS)
Comm unication
3
2.5
Logistics Managem ent 2 System Skills
1.5
1
0.5
0
ACTUAL
Space Utilization Inventory Mgm t DESIRED
3. POSITION:DEPUTY MANAGER (BUYER-WITHIN INDIA)
Competency Mapping
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Com munication
3
2.5
2
Know ledge (Lean) 1.5 System Skills
1
0.5
0
ACTUAL
DESIRED
Forecasting Inventory Mgm t
Vendor Mgmt
4. POSITION: DEPUTY MANAGER (BUYER_EXPORTS)
Communication Skills
3
2
Knowledge(Lean) Systems Skills
1
Actual
0
Desired
Forecastion Inventory Mgmt
Vendor Mgmt
5. POSITION: DEPUTY MANAGER (STORES)
Competency Mapping
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Com munication
3
2.5
Know ledge(Lean) 2 System Skills
1.5
1
0.5
0
ACTUAL
Space Utilization Inventory Mgm t
DESIRED
Forecasting Vendor Mgmt
6. POSITION: SENIOR EXECUTIVE (PLANNING)
Competency Mapping
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Com m unication
3
2.5
2
Know ledge(Lean) 1.5 System Skills
1
0.5
0
ACTUAL
DESIRED
Vendor Mgm t
7. POSITION: SENIOR EXECUTIVE (BUYER)
Competency Mapping
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Com m unication
2
1.5
Know ledge(Lean) 1 System Skills
0.5
0
ACTUAL
DESIRED
Vendor Mgm t
8. POSITION: SENIOR EXECUTIVE (BUYER & STORES)
Competency Mapping
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Com m unication
2
1.5
Know ledge (Lean) System Skills
1
0.5
0
ACTUAL
Space Utilization Inventory Mgm t DESIRED
9. POSITION- SENIOR EXECUTIVE (STORES)
Com munication
2
1.5
Know ledge Dom ain System Skills
1
0.5
0
ACTUAL
Space Utilization Inventory Mgmt DESIRED
10. POSITION: SENIOR EXECUTIVE1 (STORES)

Competency Mapping
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Com munication
2
1.5
Know ledge(Lean) System Skills
1
0.5
0
ACTUAL
Space Utilization Inventory Mgm t
DESIRED
Competency Mapping
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CHAPTER 7: FINDINGS, RECOMMENDATIONS AND CONCLUSIONS
FINDINGS
Following are the findings of the research project are
 Competencies required for the Supply Chain Department Communication Skills,
Systems Skills, Inventory Management, Vendor Management, Forecasting Skills,
Knowledge Domain, Space Utilization and Warehouse Management.
 .Gaps was found in communication skills of 7 out of 10 employees.
 Gaps were found in System skills of 8 out of 10 employees
 Gaps were found in Inventory Management of 7 out of 10 employees
 Gaps were found in Vendor Management of 5 out of 10 employees
 Gaps were found in forecasting skills of 7 out of 10 employees
 Gaps were found in Knowledge Domain of 9 out of 10 employees
 Gaps were found in Space Utilization skills of 5 out of 6 employees
Competency Mapping
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RECOMMENDATIONS
 FOR TRAINING
Sr Competency Name Training to be Given
No.
1 Communication Skills • Negotiation Skills
• Written Skills
• Interpersonal Skills
2. Systems Skills • Advanced Excel
• SAP 4.7 (MM and PP Module)
3 Inventory Management • Inventory Models Like EOQ,ABC Analysis,
Safety Stocks etc
4 Vendor Management • Best Practices in Vendor Management
5 Forecasting Skills Forecasting tools like correlation,regression, trend
analysis etc.
6 Knowledge (Lean) • Planning- Value Stream Mapping
• Buyer-Kanban, JIT, Containarization
• Stores-5 S concepts
7. Space Utilization • Best Warehouse Practises.
Table 11
Competency Mapping
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SUGGESTIONS ON TRAINING FOR EACH JOB POSITION
DESIGNATION
Manager
     
(Planning &
Supply Chain)
Manager
 
(Logistics)
Deputy Manger
    
(Buyer-Within
India Parts)
Deputy Manager
    
(Buyer-Exports)
Deputy Manager
    
(Stores)
Senior Executive
     
(Planning)
Senior Executive
  
(Buyer)
Senior Executive
    
(Buyer & Stores)
Senior Executive
    
(Stores)
Competency Mapping
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Senior
     
Executive1
(Stores)
SUGGESTIONS FOR PROCESS IMPROVEMENT
• SAP implementation starting from the sales forecasting end so that the delays in
reaching of data otherwise received via Logistics can be minimized.
• Planning from the end of planner and the buyer should strike a balance between
estimate basis and statistical basis to maintain optimum inventory and overcome
the problem of fluctuations in sales forecasting.
• Milk Run Systems can be made more effective by continuous review of
performance of the vendors as well as the vehicles of contracted transporters.
• Also fines should be imposed on vendors if they do not send the material when
they receive the vehicles sent to them.
• Training should be given on how to handle kanban for larger volumes.
• Space in stores can be utilized by using the spare parts area for storage of material
which is less bulky and less required on line.
• Also for the storage of small items certain small drawers can be made rather than
using the entire place.
• Buyers should prepare a monthly report on Kanban along with the areas of
problem if any to ensure its smooth implementation.
• For the purpose of crate management the buyers may fix a meeting together and
define and allocate the space requirement pertaining to their parts.
• New concept called Vendor Managed Inventory may be tried and used wherein
the supplier handle the parts and make it available direct online to overcome the
problem of space if it is feasible.
Competency Mapping
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CONCLUSION
Competency is a set of knowledge, skills and attitudes required to perform a job

effectively and efficiently. A Competency is something that describes how a job might be
done, excellently; a Competence only describes what has to be done, not how. With the
list of competencies available with an organization it becomes clear what is the cluster of
attitude ,skills and behaviour we want in the individual with the help of which recruiting
right and growing the talent in the right way.
The purpose of competency mapping here is process improvement and
preparing more second line managers. So if the above given suggestions of training and
process improvement are taken care of it will surely help in bring about process
improvement and preparing more second line managers and thereby helping in
succession planning.Another benefit of using competency mapping would be to prepare
customized training rather than just giving training which will prove to be more effective.
Working with Whirlpool Of India Ltd., Faridabad was an enlighting experience

which has helped me enhancing my knowledge and skills and is the first step towards my
career ambition.
Competency Mapping
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ANNEXURES
1. JOB DESCRIPTION FORM
FOR WHIRLPOOL OF INDIA JOB DESCRIPTION

LTD.
DEPARTMENT SECTION
POSITION:
REPORTS TO:
JOB SUMMARY:
JOB SPECIFICATION:
REQUIRED EXPERIENCE-
REQUIRED SKILLS:
KEY RESULT AREAS:
Competency Mapping
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ANNEXTURE 2
ACTIVITY SOURCE CHART

Name-
Designation-
Reports To-
FREQUENCY TIME SPENT IN A DAY
DAILY ACTIVITIES
WEEKLY ACTIVITIES
FORTNIGHTLY ACTIVITIES
MONTHLY ACTIVITIES:
QUARTERLY ACTIVITIES
YEARLY ACTIVITIES
Competency Mapping
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ANNEXURE 3
COMPETENCY EVALUATION FORM
SUPPLY CHAIN MANAGEMENT:-
POSITION:-
REPORTS TO:-
ROLE PURPOSE:-
.
KEY ACCOUNTABILITIES
CURRENT DESIRED
COMPETENCY EXAMPLE
COMPETENCY Not Required Basic Proficient Master Actual
Not Required Basic Proficient Master Desired
FUNCTIONAL COMPETENCIES
COMMUNICATION Not Required Basic Proficient Master Actual

SYSTEMS SKILLS Not Required Basic Proficient Master Actual

INVENTORY Not Required Basic Proficient Master Actual

MANAGEMENT
Competency Mapping
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VENDOR Not Required Basic Proficient Master Actual
MANAGEMENT
FORECASTING Not Required Basic Proficient Master Actual

SKILLS
KNOWLEDGE Not Required Basic Proficient Master Actual
DOMAIN
SPACE Not Required Basic Proficient Master Actual

UTILIZATION
LOGISTICS Not Required Basic Proficient Master Actual

MANAGEMENT
REFERENCES
 BOOKS
1. Palan, R. (2003) “Competency Management-A Practioners Guide, pp 5-25, Malaysia:
Specialist Management Resources Sdn Bhd.
2. Kotwal M. (2006), “Model and Method for process oriented employee performance
appraisal”, pp (12-15), Mumbai: Sunrise Model Consultancy Services.
Competency Mapping
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 NEWSPAPER ARTICLE
Gupta, A.(2008, December 18). Competency Mapping-The latest In HR. Times Ascent.
Pg
 WEBSITES
www.whirlpool.com
http://www.unido.org/fileadmin/media/documents/pdf/Employment/UNIDO-
Competencymodel-part1.pdf
www.citehr.com
www.explorerhr.org
http://www.sunrise.net.in/CompetencyAppraisal.pdfhttp://www.sunrise.net.in/Comp
etencyAppraisal.pdf
www.atyaasa.com
www.workitect.com
Competency Mapping
- 76 -

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CHAPTER 1: COMPANY OVERVIEW

Whirlpool Corporation is a global manufacturer and marketer of major home appliances.

Teamwork — We must recognize that pride results in working together to unleash

1.1 Product Range:

1.2.1 Performance Management Systems

• Level 2 stands for Very Strong Results

• Level 3 stands for Strong Results

• Level 4 stands for Results Need to be Improved

• Level 5 stands for Unacceptable Results.

1.2.2 Talent Management Systems

1.2.3 Managerial Skills Survey

1.2.4 Training and Development

b) Through inputs by Supervisor.

Whirlpool has lot of initiatives like:

Rewards and Recognition:

• Friday Events and Birthday Bash

“Splash”- gathering event after the eventful peak season.

Combinations of knowledge, skills, and attributes (more historically called

2.1 OBJECTIVE OF THE STUDY

To introduce and implement Competency Mapping in the Supply Chain Department

2.2 RESEARCH METHODOLGY

DATA COLLECTION PROCEEDURE

 PRIMARY SOURCES-Following forms and questionnaires were used to collect

STEPS FOLLOWED IN COMPETENCY MAPPING

Step 1: Identify the jobs to be studied in Supply Chain Department.

CHAPTER 3: LITERATURE REVIEW

3.1 THE ROOTS OF COMPETENCY APPROACH:

Michael Crozier shocked the management community by defining the organization as

Despite a growing interest of competency among mangers and human resource

3.2 HISTORY OF COMPETENCIES:

John Flanagan (1954)

Critical incidents itself can be defined as a set of procedures for systematically

Benjamin Bloom (USA)

David McClelland (Harvard Psychologist)

Richard Boyatzis wrote the first empirically-based and fully-researched book on

As founding developer of competency modeling in the United States, Boyatzis grounded

3.3 COMPETENCY MAPPING- THE LATEST IN HR

The general steps involved in this process can be described as follows:

• Having discovered the similarities in the questionnaires, a competency based job

According to Lynette D'Silva, manager-HR, learning & development, Zensar

Competency mapping tailored to an organisation is necessary to train, define and retain

CHAPTER 4: THEORITICAL FRAMEWORK

Combinations of knowledge, skills, and attributes (more historically called

4.1 WHAT IS COMPETENCY?

Competencies are based on

First popularized by BOYATZIS (1982) with Research result on clusters of

COMPETENCY – BROAD CATEGORIES

Competencies in organization tend to fall in two categories

4.2 MEANING AND CONCEPT OF COMPETENCY MAPPING

It is a process of identification of the competencies required to perform successfully a

• Competency Map. A competency map is a list of an individual’s competencies

USES OF COMPETENCY MAPPING

 Competency based recruitment

 Competency based Performance Appraisal

 Competency based Development

 Competency based succession planning

TRANINING LEADING TO SUCCESSION PLANNING:

 Ensure business continuity

CHAPTER 5:- COMPETENCY MAPPING PROCESS

Taking Job Analysis and Job Description to Identify KRA’s and