Abhinit Competency Project

7/31/2019 Abhinit Competency Project

http://slidepdf.com/reader/full/abhinit-competency-project 1/39

A PROJECT REPORT ON

. “COMPETENCY MAPPING AND TRAINING NEED STUDY/ANALYSIS OF MANAGERS

AT ITC Ltd EDO (Eastern District Office), KOLKATA”

Master of Business Administration (MBA)

EXECUTIVE SUMMARY

Project Title: “COMPETENCY MAPPING AND TRAINING NEED STUDY/ANALYSIS OF

MANAGERS AT ITC Ltd EDO (Eastern District Office) , KOLKATA”

Organization: ITC Ltd, Kolkata.

Organization guide: Mr. Anirban Routh

Assistant Manager, H.R (EAST)

ITC Ltd EDO, Kolkata.

Institutional guide: Ms. Pubali Borthakur,

Faculty, NERIM, Guwahati

Duration Of the study: - 1st

June 2010 to 31st

August 2010

Primary Objective:

To identify the competency gaps and traininig need study/analysis of managers at ITC Ltd EDO(Eastern District Office), Kolkata.

Secondary Objective:

To know whether training is designed keeping in mind the organization and individual goals.

To know whether training programs fulfill trainee‘s requirements.

To identify the training gaps and successfully close the gaps.



INTRODUCTION OF THE STUDY

An HRD approach is essential in order to have optimum utilistion of manpower for the benefit of both the

employees and the organization. HRD is a strategy to transform human resource inputs into outputs. HRD in

industry is done through education, training and development to improve knowledge , skills and attitude of

individual and organization. This is possible only through systematic training:

Human Resource Management is improvement of inception, development, motivation, maintenance of human

resource in the organization. Like every modern organization ITC also wishes to have individuals qualified to

accept responsibilities .For this company needs to provide opportunities for continuous employee

development not only for the present job but also their future job. This is possible through effective trainingneed analysis of the employees as per the organizational goals.

ISSUE OF THE STUDY

Man, material, machine and money are four factors of production. Human being constitutes the organization

at all levels and is the only dynamic factors of production. It is relatively easy to handle other resources.

I n p u t Individuals,

groups and

total human organisation.

P r o c e s s Acquire,

Training

allocate,

conserve,

utilise,

Develop and reward people.

O u t p u t Services renderd by individuals and

groups to organisation



In modern competitive world and organization an organization should have competent working personal for

sufficient work environment and increased production. Keeping these points in mind, the issue of the study is

to identify what type of training is needed for which employee based upon the behavioral competencies.

OBJECTIVES OF THE STUDY

. Primary Objective:

To identify the competency gaps and traininig need study/analysis of managers at ITC Ltd EDO

(Eastern District Office), Kolkata.


To know whether training is designed keeping in mind the organization and individual goals.

To know whether training programs fulfill trainee‘s requirements.

To identify the training gaps and successfully close the gaps.

SCOPE OF THE STUDY

The objective and issue of the study itself define the scope.

Scope of the study is confined to Eastern Region.



A BRIEF INTRODUCTION TO COMPETENCY

MAPPING



Competency mapping identifies an individual‘ strengths, weaknesses in order to help them better understand

themselves and to show them where career development efforts need to be directed. Competency mapping is a

process of identifying key competencies for an organization and/or a job and incorporating those

competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization.

We would define a competency as behaviour (i.e. communication, leadership) rather than a skill or ability.

Competencies are derived from specific job families within the organization and are often grouped around

categories, such as strategy, relationships, innovation, leadership, risk-taking, decision-making, emotional

intelligence, etc.

The word ―competencies‖ is used in many contexts, with very different meanings. Basically, competencies

fall into three categories or types:

1. Organizational competencies — unique factors that make an organization competitive

2. Job/Role competencies — things an individual must demonstrate to be effective in a job, role, function, task,or duty, an organizational level, or in the entire organization.

3. Personal competencies — aspects of an individual that imply a level of skill, achievement, or output.

The basic personal competencies encompass the following:

Intellectual Competencies: Those which determine the intellectual ability of a person.

Motivational Competencies: Those which determine the level of motivation in an individual.

Emotional Competencies: Those which determine an individual's emotional quotient.

Social Competencies: Those that determine the level of social ability in a person.

The steps involved in competency mapping are presented below:

a) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ).

This can be provided for incumbents to complete, or used as a basis for conducting one-on-one

interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are

the key behaviors necessary to perform their respective jobs.

b) Using the results of the job analysis, a competency based job description is developed. It is

developed after carefully analyzing the input from the represented group of incumbents and

converting it to standard competencies.

c) With a competency based job description, mapping the competencies can be done. The competencies

of the respective job description become factors for assessment on the performance evaluation. Using

competencies will help to perform more objective evaluations based on displayed or not displayed

behaviors.

d) Taking the competency mapping one step further, one can use the results of one‘s evaluation to

identify in what competencies individuals need additional development or training. This will help in



focusing on training needs required to achieve the goals of the position and company and help the

employees develop toward the ultimate success of the organization.

TECHNIQUES USED IN COMPETENCY MAPPING

―Job evaluation” based competency mapping include the following steps:

Conduct a job analysis by asking incumbents to complete a Role Profile Questionnaire – The primary

goal, is to gather from incumbents what they feel are the key behaviors necessary, to perform their

respective goals.

Using the results of the job analysis, we develop a competency based job description.

With a competency based job description, we begin mapping the competencies throughout the human

resource processes. The competencies of the respective job description become the factors for

assessment on performance evaluation.

By taking the competency mapping one step further, we use the results of the evaluation, to identify

in what competency individuals need additional development or training. This will help in focusing

the training needs on the goals of the position and company and help employees develop, toward the

ultimate success of the organization.

―Role Profiling/Job Analysis Tools‖ – It helps companies to extract knowledge of core competency

requirements from internal experts, and allows the company to have any number of job expert raters tocontribute ratings on a standard competency scale for any job title or position.

―Experts Panel‖ – In this method, a panel of experts (superior performers, immediate supervisors,

consultants, HR managers) is constituted and asked to brainstorm inorder to share the knowledge, skill know

the attitude have a better self-conception and understand the motivation of the team for superior performance

of a particular job. After detailed deliberation for a few hours and in some cases for a couple of days the panel

lists out the competency requirements.

―360 ° multi-rater feedback‖ – Such surveys allow employees to rate themselves on global competencies

and specific behaviours. Predefined groups of supervisors, peers, direct reports, or customers who perform

ratings of persons on the same items, with the resulting report provide a detailed analysis of self- other gaps in

perceived competency behaviours.



Behavioural Event Interview‖ – Behavioural Event Interview (BEI) basically intends to find out what

people really do instead of hearing the stories about what they wanted to do or what they propose to do. In

other words BEI finds out the knowledge, skill, motives, traits, and self-concept from their behavioural

actions, which are verifiable, rather than through abstract explanations. The BEI method includes Thematic

Apperception Test (TAT) probes, which yield data about the interviewees‘ personality and cognitive style like

what they think about, feel and want to accomplish in dealing with the situation. This enables interviewers tomeasure competencies such as achievement motivation or logical ways of thinking and solving problems.

―Critical Incident Technique‖ – The Critical Incident Technique (CIT) was developed by John Flanagan, to

identify behaviour that contributes to the success or failure of individuals or organizations in specific

situations. Despite numerous variations in procedures for gathering and analyzing critical incidents

researchers and practitioners agree the critical incidents technique can be described as a set of procedures for

systematically identifying behaviours that contribute to success or failure of individuals or organisations in

specific situations. First of all, a list of good and bad on the job behaviour is prepared for each job. A few

judges are asked to rate how good and how bad is good and bad behaviour, respectively. Based on theseratings a check-list of good and bad behavior is prepared.

The next task is to train supervisors in taking notes on critical incidents or outstanding examples of success or

failure of the subordinates in meeting the job requirements. The incidents are immediately noted down by the

supervisor as he observes them. Very often, the employee concerned is also involved in discussions with his

supervisor before the incidents are recorded, particularly when an unfavourable incident is being recorded,

thus facilitating the employee to come out with his side of the story.

The objective of immediately recording the critical incidents is to improve the supervisor‘s ability as an

observer and also to reduce the common tendency to rely on recall and hence attendant distortions in the

incidents. Thus, a balance-sheet for each employee is generated which can be used at the end of the year to

see how well the employee has performed. Besides being objective a definite advantage of this technique is

that it identifies areas where counseling may be useful.

In real world of task performance, users are perhaps in the best position to recognize critical incidents caused

by usability problems and design flaws in the user interface.Critical incident identification is arguably the

single most important kind of information associated with task performance in usability -oriented context.

Following are the criteria for a successful use of critical incident technique:

a) Data are centered on real critical incidents that occur during a task performance.

b) Tasks are performed by real users.



c) Users are located in their normal working environment.

d) Data are captured in normal task situations, not contrived laboratory settings.

e) Users self report their own critical incidents after they have happened.

f) No direct interaction takes place between user and evaluator during the description of the incident(s).

g) Quality data can be captured at low cost to the user.

Critical Incidents Technique is useful for obtaining in-depth data about a particular role or set of tasks. It is

extremely useful to obtain detailed feedback on a design option. It involves the following three steps:

Step 1: Gathering facts: The methodology usually employed through an open-ended Questionnaire, gathering

retrospective data. The events should have happened fairly recently: the longer the time period between the

events and their gathering, the greater the danger that the users may reply with imagined stereotypical

responses. Interviews can also be used, but these must be handled with extreme care not to bias the user.

There are two kinds of approaches to gather information:

1) Unstructured approach: where the individual is asked to write down two good things and two bad things

that happened when one was carrying out an activity.

2) Moderate structured approach: where the individual is asked to respond to following questions relating

to what happened when he/she was carrying out an activity.

1) What lead up to the situation?

2) What was done that was especially effective or non- effective?

3) What was the result (outcome)?

Step 2: Content analysis: Second step consists of identifying the contents or themes represented by the

clusters of incidents and conducting ―retranslation‖ exercises during which the analyst or other respondents

sort the incidents into content dimensions or categories. These steps help to identify incidents that are judged

to represent dimensions of the behavior being considered. This can be done using a simple spreadsheet. Every

item is entered as a separate incident to start with, and then each of the incidents is compiled into categories.

Category membership is marked as identical, quite similar and could be similar. This continues until each

item is assigned to a category on at least a ―quite similar‖ basis. Each category is then given a name and thenumber of the responses in the category is counted. These are in turn converted into percentages (of total

number of responses) and a report is formulated.

Step 3: Creating feedback: It is important to consider that both positive and negative feedback be provided.

The poor features should be arranged in order of frequency, using the number of responses per category.



Same should be done with the good features. At this point it is necessary to go back to the software and

examine the circumstances that led up to each category of critical incident. Identify what aspect of the

interface was responsible for the incident. Sometimes one finds that there is not one, but several aspects of an

interaction that lead to a critical incident; it is their conjunction together that makes it critical and it would be

an error to focus on one salient aspect.

Some of the advantages of critical incident technique are presented below:

a) Some of the human errors that are unconsciously committed can be traced and rectified by these methods.

b) Users with no background in software engineering or human computer interaction, and with the barest

minimum of training in critical incident identification, can identify, report, and rate the severity level of their

own critical incidents. This result is important because successful use of the reported critical incident method

depends on the ability of typical users to recognize and report critical incidents effectively.

Some of the disadvantages of critical incidents method are presented below:

a) It focuses on critical incidents therefore routine incidents will not be reported. It is therefore poor as a tool

for routine task analysis.

b) Respondents may still reply with stereotypes, not actual events. Using more structure in the form improves

this but not always.

c) Success of the user reported critical incident method depends on the ability of typical end users to

recognise and report critical incidents effectively, but there is no reason to believe that all users have this

ability naturally.

―Survey Method‖ – In the survey method, the HR department or the consultants based on their understanding

of the job roles will prepare a questionnaire containing various competencies. The questionnaires will be then

distributed to the role holders, their supervisors and any other persons (like HR professionals and consultants)

who are thoroughly knowledgeable about the concerned job roles. The information collected through the

questionnaire is then analyzed using descriptive statistical tools to determine the core competencies required

and close competency the gap for successful performance of the said job.

―Repertory Grid‖ – The propounded of this method was George Alexander Kelly was born in (1905-1967)Kansas, U.S.A. In 1955, the two-volume work, The Psychology of Personal Constructs, (PCT) was published

and gained immediate recognition as a unique and major development in the study of personality. Even today

no reading in personality theory is complete without the theory of personal constructs developed by Kelly.

The key points of PCT to remember are:



Perceptions influence expectations, and expectations influence perceptions.

The medium through which this happens is known as the construct system.

Construct systems are unique to the individual and develop throughout life.

Repertory Grid will help to draw out and make explicit the expertise that every manager has, and help lay outtheir problems in such a way that solutions may become more obvious. It allows the interviewer to get a

mental map of how the interviewee views the world, and to write this map with the minimum of observer

bias. Kelly‘s practice is then not to have this map ‗interpreted‘ by an expert, who judges where the problems

and stresses are; rather Kelly‘s approach is to discuss the map with the interviewee, to talk about thing s that

perhaps the interviewee had not faced about himself before, to discuss with the interviewee the survival value

of that particular map as a means of navigating around his or her life-space.

The theory of personal construct is being used in multiple applications and understanding it requires

substantial reading .In repertory grid technique, respondents are asked to think of the top ten performers and

ten poor performers they have witnessed in a role. They are asked to give behaviours that differentiate the best

from the worst. These behaviours are used to create appropriate constructs for arriving at successful behaviors

.In the repertory grid process the respondents will identify a set of superior performers and another group of

ineffective performers. They to justify their identification of people will identify a set of variables:

Knowledge

Skill

Attitude

Ethic

Self Concept

Appearance, etc

which are associated with superior and average performers.

Assessment Centre

―Assessment Centre‖ is a mechanism to identify the potential for growth. An essential feature of the

assessment center is the use of situational test to observe specific job behavior. Since it is with reference to a

job, elements related to the job are simulated through a variety of tests. The assessors observe the behavior

and make independent evaluation of what they have observed, which results in identifying strengths and

weaknesses of the attributes being studied.



The International Personnel Management Association (IPMA) has identified the following elements, essential

for a process to be considered as assessment center:

a) A job analysis of relevant behavior to determine attributes skills, etc. for effective job performance and

what should be evaluated by assessment center.

b) Techniques used must be validated to assess the dimensions of skills and abilities.

c) Multiple assessment techniques must be used.

d) Assessment techniques must include job related simulations.

e) Multiple assessors must be used for each assessed.

f) Assessors must be thoroughly trained.

g) Behavioral observations by assessors must be classified into some meaningful and relevant categories of

attributes, skills and abilities, etc.

h) Systematic procedures should be used to record observations.

i) Assessors must prepare a report.

j) All information thus generated must be integrated either by discussion or application of statistical

techniques.

Data thus generated can become extremely useful in identifying employees with potential for growth.

Following are some of the benefits of the assessment center:

a) It helps in identifying early the supervisory/ managerial potential and gives sufficient lead time for training

before the person occupies the new position.

b) It helps in identifying the training and development needs.

c) Assessors who are generally senior managers in the organization find the training for assessor as a relevant

experience to know their organization a little better.

d ) The assessment center exercise provides an opportunity for the organization to review its HRM policies.

Assessment Centre is a complex process and requires investment in time. It should safeguard itself from

misunderstandings and deviations in its implementation. For this, the following concerns should be ensured:

a) Assessment Centre for diagnosis is often converted as Assessment Centre for prediction of long rangepotential.

b) The assessors‘ judgment may reflect the perception of reality and not the reality itself.

c) One is not sure if the benefits outweigh the cost.



Assessment Centre comprises a number of exercises or simulations which have been designed to replicate the

tasks and demands of the job. These exercises or simulations will have been designed in such a way that

candidates can undertake them both singly and together and they will be observed by assessors while they are

doing the exercises. Most organizations use a combination of exercises to assess the strengths, weaknesses

and potential of employees. These are group discussions, positive task roles, role plays, interviews etc.

It is difficult to suggest which method is more useful or more accurate. Some methods are easy to use but

quality of data may be inadequate. Some others may yield superior quality data but expensive and time

consuming. Certain methods and tools are such that they cannot be used in all the cases. Some jobs may

require the use of more than one method or tool for their mapping.



A BRIEF

INTRODUCTION

TO

TRAINING & DEVELOPMENT



Training and Development

Definition: ―Training is the formal and systematic modification of behavior through learning which occurs as

a result of education, instruction, development and planned experience‖.

Training and development constitute an ongoing training process in any organization. Training involves an

expert working with learners to transfer to them certain areas of knowledge or skills to improve in their

current jobs. Development is a broad, ongoing multi faceted set of activities ( training activities among them)

to bring someone or an organization upto another threshold of performance, often to perform same job new

role in the future.

The purpose of training

The aim of training is to help the organization achieve its purpose by adding value to its purpose by adding

value to its key resource – the people it employs. The purpose of training is to :

To increase productivity and quality.

To promote versatility and adaptability to new methods. To reduce the number of accidents.

To reduce labour turnover.

To increase job satisfaction.

To increase efficiency.

Analysing training needs:

An analysis of training need is essential requirement to design effective training. The purpose of training need

analysis is to determine whether there is gap between what is required for effective performance and present

level of performance.

Training need analysis is conducted to determine whether resources are available or not. It also helps to plan

budget to the company,areas where training is required and also highlights the occasion where training might

not be appropriate and alternative action is required. Training need arises on three levels.

Organisation Level Training Need: Training needs analysis on organization level focuses on strategic

planning, business need and goals. It starts with the assessment of internal environment of the organization

such as, procedures, structures, policies, strengths, and weaknesses and external environment such as

Training Need

OrganisationalLevel OperationalLevel IndividualLevel



opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training

interventions, while strengths can further be strengthened with continued training. Threats can be reduced by

identifying the areas where training is required. And, opportunities can be exploited by balancing it against

costs. For this approach to be successful; the HR department of the company requires to be involved in

strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization

have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at eachlevel. Based on the information collected, training Need analysis (TNA) is done.

Operational Level – Training Need analysis at operational level focuses on the work that is being assigned to

the employees. The job analyst gathers the information on whether the job is clearly understood by an

employee or not. He gathers this information through technical interview, observation, psychological test;

questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and

keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers

information on the tasks needs to be done plus the tasks that will be required in the future.

Individual Level – Training need analysis at individual level focuses on each and every individual in the

organization. At this level, the organization checks whether an employee is performing at desired level or theperformance is below expectation. If the difference between the expected performance and actual

performance comes out to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The methods that are used to analyze

the individual need are:

Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-appraisal

The Five Basic Steps for training need analysis:

Analyse the situation.

Evaluate the training in place.

Identify Gaps.

Assess the options.

Choosing the solution.



ANALYSE THE SITUATION: The most important step in choosing the right training for organization is

learning what we need. Oftentimes, businesses opt for "too little, too late" in employee training. This leaves

employees with incomplete or inappropriate solutions. Therefore, it's best to perform a training needs analysis

early in the process. An experienced training specialist can lead a company's focus toward the right questions.

For example, a needs assessment for an employee training project might ask the following questions:

Are we making any major changes in our business process?

How do those changes impact our employees' job functions?

What information and training will our employees need to continue being successful in their jobs?

How will our employees‘ best accept and integrate this information and training?

How best do our employees learn?

What is the best way that we can get this information and training to our employees?

Are there any corporate needs that are not being met?

Does our staff have the skills they need to do their jobs effectively?

Evaluate the Training in Place

Even if a company doesn't yet have a formal training department, there may already have some existing

employee training materials. These valuable training materials can serve as a starting point and may include:

Detailed corporate training manuals

New hire orientation materials

Online resources and references

These materials can and should become an integral part of any new training solution. Review the procedures

that are already in place, before adapting them.

IDENTIFY GAPS: The next step is to identify current practices and the change initiative that is required.

Scanning the resources available to prepare and deliver training like identifying what an organization can or

cannot provide is a crucial part of need analysis. Following are few examples of gaps that an organization can

identify:

1. How much cost would be incurred?

2. Is the current required resource available?

3. Is the staff confident enough to handle the task?

4. Do we have enough time planned to complete the task along with other currently running projects?

Assess the Options

Once an organization has established the requirements of its needs analysis, it can utilize that knowledge to

assess the options i.e. whether to outsource the trainers or not. There are literally hundreds of companies and



individual consultants waiting to tend the training needs. When choosing the training solution that will best

meet an organization's needs, one should consider the following questions:

Does this company or individual have a proven track record of satisfied customers and positive

returns on training money spent?

Do they understand and work well with the organization‘s business culture?

Will they be able to fill in all the gaps that have been identified?

Can they provide multiple delivery options?

Choosing the Solution

Taking everything into account found up to this point, choose the option that can best meet an

organizations needs. It‘s often best to perform a preliminary needs assessment, and then allow an

experienced training professional to review organization‘s analysis and offer helpful additions or

suggestions which can help the company better prepare for change and growth, but understanding the

company's idiosyncrasies will help them decide what is best to advice.

Some questions to think about while an organization is choosing a solution

Did the needs analysis address already-established issues?

What other gaps did the needs analysis uncovers, and are they relevant to the organizational culture?

If the training program is conducted by through outsourcing will the consultant be able to provide

timely solutions and multiple options?

Does the consultant seem to "get" the organizations corporate culture, enough to advise accordingly?



COMPANY PROFILE



There are very few business enterprises across the world, which at 100 years, are still firing on all cylinders to

reach an even higher orbit of growth. ITC is one such enterprise. ITC completed 100 years on August

24,2010.

The ITC story is one of transformation from a single product company to one of India‘s largest multi-business

corporate enterprises in the private sector. This long and inspirational journey of challenge and change has

unfolded in tandem with India‘s own evolution and growth across ten decades. These 100 inspiring years

have been marked by an overarching Vision to serve a larger national purpose, to live by the strong Values of

Trusteeship and to nourish internal Vitality to create superior value for all stakeholders.

It has been the journey of an organisation that has consciously put Country before Corporation - an enterprise

that proudly echoes the credo ‘Let’s Put India First’. It has been a journey of leadership, not only in

shareholder value creation, but also in serving all stakeholders and in meeting societal expectations. It has

been a voyage that has brought ITC global recognition as an exemplar in sustainability practices - the only

company in the world of its size to be carbon positive, water positive and solid waste recycling positive.

This long and eventful travel across a century has been particularly meaningful and satisfying because it has

enabled ITC to create over 5 million sustainable livelihoods.

With a market capitalisation of more than Rs.100,000 crores, ITC steps into its next century with an

ambitious portfolio of businesses for tomorrow that span Fast Moving Consumer Goods, Paper & Packaging,

Hotels, Agri-Business and Information Technology. Its aspirations are matched by its formidable array of

enterprise capabilities - deep consumer insights, international quality products, world-class human capital,

globally contemporary business processes, powerful brands, an excellent trade marketing and distributioninfrastructure and investments in cutting-edge R&D.

Like all long and eventful journeys, ITC‘s too had a small beginning, way back in 1910 when the British

owned Imperial Tobacco Company set foot in Calcutta. The mass produced cigarette was still a novelty then.

High quality Virginia tobaccos had never been grown in this vast subcontinent. Even before the Company

was registered as ‗Imperial Tobacco‘, it had already set up India‘s first cigarette factory at Munger (1908) and

commenced tobacco leaf buying operations in Andhra Pradesh (1909). Around 1911, the Company started



working in partnership with farmers in South India for crop development. The Indian Leaf Tobacco

Development Company was set up in 1912.

The focus, even then, was on exploration, improvisation and

innovation. Working with farmers and experts, right blends were

developed from tobacco grown in untried tracts. New sources were

located and farming was encouraged and supported. Ways and means to

reach products to markets across vast distances in a poorly connected

subcontinent were found and fostered. Communicating in a dozen

different languages across a patchwork of cultures, the Company honed

its skills in building and growing brands and nurturing markets. At the

time of Independence, ITC had achieved self-sufficiency in raw

material by helping to establish the cultivation of flue-cured Virginia

tobacco in the country. It had five cigarette and two leaf processing

factories, one printing and packaging unit and was in the process of

setting up another - one of the most modern of that time.

Manufacturing in those days was heavily import-dependent. Aspiring for a self-sufficient future, the

Company spearheaded indigenisation of all aspects of production, working in collaboration with other

companies and small-scale ancillary units. By the late 50s, its imports had fallen to a fraction and, by 1969,

virtually all materials were sourced from within the country.

The early 70s witnessed a momentous turning point. The Foreign

Exchange Regulation Act of 1973 came into being. The regulatory

pressure on corporates to reduce foreign ownership combined with the

vision of the first Indian Chairman Shri Ajit Narain Haksar, paved the

way for Indianisation of the Company and its Management. The vision

was to build an Indian enterprise that would derive its inspiration from

the needs of Indian society and craft its growth strategies accordingly. It

triggered ITC‘s first major diversification into the Hotels business

(1975), followed by its entry into the Paperboards business (1977). Both

were critical nation-building interventions. The hotel industry would

open new avenues for foreign exchange earnings by boosting tourism.

The engagement with the paperboard industry would mark ITC‘s entry

into the core sector, with an opportunity to create livelihoods in a backward area.

This changing character of the Company found expression in the change of its name from Imperial Tobacco

Company of India Limited to India Tobacco Company Limited in 1970, moving on to I.T.C. Limited in 1974

and finally to the current form of ‗ITC Limited‘ without full stops in 2001.

In the decade and a half following the initial diversification forays into hotels and paperboards, the Company

ran into severe challenges. These were highly capital-intensive businesses which made huge demands on the

Company‘s resources. Since these businesses were structured as separate companies during this period, their

ability to raise capital and achieve meaningful scale was stunted. Consequently, these businesses remained on

a slow growth path.



The decade from the mid-eighties to the mid-nineties witnessed feverish strategic activities. The Company

entered the financial services business and set up ITC Classic Finance Ltd. Almost simultaneously it entered

the edible oils business and set up ‗ITC Agro Tech Ltd.‘, which was to later launch the popular brand‗Sundrop‘. During this period, the Hotels business took its iconic restaurant ‗Bukhara‘ beyond the shores of

India into New York and Chicago. ITC acquired the specialty papers company ‗Tribeni Tissues Ltd.‘.

Aspiring to become an international trading house in the likeness of a Japanese ‗sogo shosha‘, ‗ITC Global

Holdings Pte Ltd.‘ was set up in Singapore. Additional capital was raised through an issue of Global

Depository Receipts to finance the Company‘s expanding profile.

When the current Chairman took over in 1996, ITC was experiencing an unenviable mix of challenges: its

core cigarette business had just been slapped with a retrospective excise duty demand of Rs. 803 crores; its

earlier diversifications into hotels and paperboards had not reached fruition for want of adequate investments;

its more recent forays into financial services, edible oils and international trading were still incurring losses;

the Company‘s weak diversification performance was facing severe criticism; to compound matters, a battlefor control of the Company had ensued amidst a huge public smear campaign which significantly damaged its

reputation; and India had just entered into a phase of economic liberalisation, changing the country‘s

competitive landscape beyond recognition.

The ITC WayITC is a board-managed professional company, committed to creating enduring value for the shareholder and

for the nation. It has a rich organisational culture rooted in its core values of respect for people and belief in

empowerment. Its philosophy of all-round value creation is backed by strong corporate governance policies

and systems.

ITC‘s corporate strategies are :

Create multiple drivers of growth by developing a portfolio of world class businesses that best

matches organisational capability with opportunities in domestic and export markets.

Continue to focus on the chosen portfolio of FMCG, Hotels, Paper, Paperboards & Packaging, AgriBusiness and Information Technology.

Benchmark the health of each business comprehensively across the criteria of Market Standing,

Profitability and Internal Vitality.

Ensure that each of its businesses is world class and internationally competitive.



Enhance the competitive power of the portfolio through synergies derived by blending the diverse

skills and capabilities residing in ITC‘s various businesses.

Create distributed leadership within the organisation by nurturing talented and focused top

management teams for each of the businesses.

Continuously strengthen and refine Corporate Governance processes and systems to catalyse the

entrepreneurial energies of management by striking the golden balance between executive freedom

and the need for effective control and accountability.

ITC LEADERSHIP

Flowing from the concept and principles of Corporate Governance adopted by the Company,

leadership within ITC is exercised at three levels. The Board of Directors at the apex, as trustee of

shareholders, carries the responsibility for strategic supervision of the Company. The strategic

management of the Company rests with the Corporate Management Committee comprising the

whole time Directors and members drawn from senior management. The executive management of

each business division is vested with the Divisional Management Committee (DMC), headed by the

Chief Executive. Each DMC is responsible for and totally focused on the management of its

assigned business.

This three-tiered interlinked leadership process creates a wholesome balance between the need for focus

and executive freedom, and the need for supervision and control.

Board of Directors

C H A I R M A N

Y C Deveshwar

E X E C U T I V E D I R E C T O R S

K Vaidyanath K N Grant

N O N - E X E C U T I V E D I R E C T O R S

A Baijal S Banerjee AV Girija Kumar

S H Khan S B Mathur D K Mehrotra

http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23ycd


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23kv


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23kng


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23ab


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23sb

http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23avgk


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23shk


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23sbm


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23dkm






http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23sb







H G Powell P B Ramanujam Anthony Ruys

Basudeb Sen B Vijayaraghavan

DIVISIONAL MANAGEMENT COMMITTEE (DMC) OF INDIAN

TOBACCO DIVISION:-

Sanjiv Puri - Divisional Chief Executive.

H. Malik - Member.

A.K. Mukerji – Member.

http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23hgp


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23pbr


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23ar


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23bs


http://c/Documents%20and%20Settings/User/Desktop/company%20profile/board-of-directors.aspx.htm%23bv









The ITC Vision & Mission:

ITC VISION: Sustain ITC’s position as one of India’s most valuable

Corporation through world class performance,

Creating growing value for the Indian economy and

the company’s stakeholders

Mission

To enhance the wealth generating capability

of the enterprise in a globalizing environment,

delivering superior and sustainable

Stakeholder value

.



COMPETENCY MAPPING IN ITC



The process of competency mapping in ITC: The process of competency mapping

can be understood from the following chart:

1.COMPETENCYIDENTIFICATION

2.YEARLY

COMPETENCY

PLANNING

3.REVIEW AFTER

ONE YEAR

4.IDENTIFY GAPS

5.CLOSE THE GAPWITH APPROPRIATE

MEASURES



However to have an broader insight into the process the steps mentioned in above chart are briefly described

as follows:

1.COMPETENCY IDENTIFICATION: The organizational framework of ITC has identified five basic

competencies and thrusts on the presence and continuous cultivation of five basic competencies among its

managers to accomplish organizational goals. For each competency again specific sub-competencies havebeen identified. The competency and sub-competency groupings are as follows:

ORGANISATIONAL FRAMEWORK OF ITC Ltd. REGARDING THE MANAGERIAL

COMPETENCY:

ORGANIZATION

AND BUSINESS

FOCUS

INNOVATION &

CONTINUOUS

IMPROVEMENT

PEOPLE

LEADERSHIP

RESULT

ORIENTATION

DEVELOPING

SELF &

OTHERS

1.BUSINESS

ENVIRONMENT

2. BUSINESS

PLAN/

STRATEGY

CUSTOMER

RELATIONSHIP

1. CONTINUOUS

IMPROVEMENT

& PROBLEM

SOLVING

.2. BEST

PRACTICE

SHARING &REPLICATION.

1.COMMUNICATION

& ALIGNMENT.

2 .TEAMWORK

3.PERSONAL

EXAMPLE & ROLEMODELLING.

1.OBJECTIVE

SETTING.

2.RESOURCE

MANAGEMENT

& EXECUTION

EXCELLANCE.

3.DECISION

MAKING.

4.COST

CONCIOUSNESS

1.SELF

DEVELOPMENT

2.

DEVELOPMENT

OF OTHERS.



2. YEARLY COMPETENCY PLANNING:

The competency mapping process in ITC starts with the appraisal system. An individual self-assesses his/her

competency required to accomplish the objectives of the business unit,the 1st Reviewer who is the immediate

boss rates the individual on how he/she attains the objective and rating is finalized by endorsement of the 2 nd

Reviewer who is 1st Reviewer‘s reporting authority. ITC has a particular organizational framework for filling

up the COMPETENCY MAPPING process which is to be filled by the reviewer and reviewee based on

review discussion.

A sample form format which is to be filled by the reviewer and reviewee is given below:

PERSONAL DETAILS

NAME:

EMPLOYEE NO:

DESIGNATION:

JOB LEVEL:

GRADE:

FUNCTION:

UNIT:

PERIOD UNDER REVIEW: TO

1ST

REVIEWER

(Name & Designation)

2nd REVIEWER

(Name & Designation)



ompetency Sub-competency Proficiency Level Areas of strength and development

rganisation &

usiness Focus

Business Environment Area of strength:

1: Competency Area( Sub-competency)



Business Plan/Strategy

Customer Relationship

novation &

ntinuous

provement

Continuous Improvement &

problem solving

Best practice sharing &

replication

ople Leadership Communication & alignment

Team work

Personal Example & Role

Modeling

Area of Development:




sult Orientation Objective Setting

Resource management &

execution excellence

Decision making

Cost conciousness

veloping Self &hers

Self Development

Development for others



ITC has a particular organizational framework for filling up the COMPETENCY MAPPING process

which is to be filled by the reviewer and reviewee based on review discussion on the following five scales of

proficiency level:

1: Rarely

Demonstrated

2: Inconsistent Demonstration 3: Consistent Demonstration

4: Consistent Demonstration with finer nuances 5: Can coach others

However not more than 3 areas of strength and development should be mentioned in the form as per

organizational guideline.

3. REVIEW AFTER ONE YEAR: The planned competencies for individual executives are to be reviewed

periodically to assess whether the planned parameters are achieved or not.

The sample format for the review form is as follows:

To ascertain the implementation of plan and record reasons of non-adherence the sample

format is:

Competency Development Plan Adherence(Yes/No) If no reasons

To finalize the development plan for the current yeas not more than two areas are to be

prioritized.The sample format for the identifying the said purpose is as follows:

Competency Sub-competency Expected

behaviour

Input

type(OTJ/Self-

learning/Training

Program)

Input Details*

Name of the

Reviewee

Date and signature

Name of the 1st

Reviewer

Date and signature

Name of the 2nd

Reviewer

Date and signature

*To be filled with the HR Manager-Reference Guide



4. IDENTIFY THE GAPS: The next step is to identify the gaps by comparing the planned

proficiency level with that of the achieved in the subsequent year.

5. CLOSE THE GAPS: The last yet the most important step is to come up with an effective plan to

close the gaps where it exist through the following:

Counselling.

Self-learning.

OTJ.

Training Program.





This study has been undertaken to study the competency mapping of managers from LEVEL -4 to LEVEL-6.

Considering the experience and the seniority of the managers at different levels of the management the

responsibilities are defined and the job activities are specified as follows:

LEVEL -7: Area Executive, their job responsibilities mainly comprises of fieldwork, execution and

followership.

LEVEL-6: Area Managers, their job responsibilities involves along with execution some level of planning.

LEVEL-5: Assistant Managers, their responsibilities generally involves planning, coordination and analysis.

LEVEL-4: Regional Managers and Branch Managers, they are responsible for strategizing for a larger

work group/ exercise a larger span of control.

RESEARCH

METHODOLOGY



RESEARCH METHODOLOGY



Objective of the study:

Primary Objective:

To identify the competency gaps and traininig need study/analysis of managers at ITC Ltd EDO

(Eastern District Office), Kolkata.


To identify the competency gaps gaps and successfully close the gaps.

To identify the training needs.

To design the training programs accordingly.

RESEARCH AREA: ITC EASTERN DISTRICT OFFICE, KOLKATA.

Universe: Universe belongs to Level 4, 5 and Level 6 managers belonging to ITC.

Research Method: Unstructured research method.

The organizational framework ITC has identified the presence of some core competencies to

enhance the performance of the employees. The main objectives were:

To identify the competency gaps among managers.

To suggest measures to successfully close the gaps.

To define the training needs for each level of managers.

To design the training program accordingly.

In ITC each employee‘s manager discusses training and development needs during the

final part of the performance appraisal discussion. This method suits where training needsare highly varied amongst individual employees. Typically, the manager constructs an

employee Performance Development Plan in collaboration with the employee being

appraised. The Plan takes into consideration:

the organization's strategies and plans

agreed employee goals and targets the employee‘s performance results the employee‘s role description

the employee‘s stated career aspirations



A planned score of competency was undertaken in the year 2008-09 for different level

of managers.

In 2009-10 the achieved competency score was assigned against the same managers.

The achieved score was then compared with the planned score to identify the gaps.

Data type: Secondary

POPULATION:

DEPARTMENTS No. of level-4

managers

No. of level-5

managers

No. of level-6

managers

Marketing 11 30 35

Finance 0 4 3

H.R 1 1 2

Logistics 1 0 0

Total no. of managers across three levels: 87

LIMITATION OF THE STUDY:

The study focuses on three level of managers i.e level -4, level-5 and level-6 across four

departments viz; marketing,finance, H.R, and logistics due to constraint of time.

It focuses on mangers of Eastern Region only.





TRAINING MODULE FOR LEVEL- 5 MANAGERS:

COMPETENCY: ORGANISATION AND BUSINESS FOCUS.

SUB-COMPETENCY : BUSINESS ENVIRONMENT.

MODULE NO: 101

TRAINING NEED:

PURPOSE: To enhance the understanding of business environment among Level-5 managers.

OBJECTIVES:

Analyses & identifies patterns and trends for generating plans/contingencies.

Proactively interfaces with external environment/ industry as the organizational

representative.

Understands & tracks competition. Tracks action as and when required.

DATE:

TIME:

VENUE:

BATCH SIZE: 30

FACULTY:

MODE OF TRAINING: Powerpoint presentations, games, exercises, quizzes, case studies etc.

TRAINING REQUIREMENTS:

INFRASTRUCTURE:

FACILITIES/ MATERIALS: Projectors, audio-aids, paper,pen.

EVALUATION:

MODE: Monitoring performance.

PERIOD: 6months

EVALUATOR:



POST TRAINING PLANS:

RETRAINING.

COUNSELLING.

REINFORCEMENT.