A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUNDâ

A REPORT ON A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUND
BY RITU OJHA (6ND 12665) MBA II ICFAI NATIONAL COLLEGE, KOTA.
ORGANISATION
A REPORT ON A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUND

BY RITU OJHA (6ND 12665) MBA II ICFAI NATIONAL COLLEGE, KOTA.
A report submitted i p!rti!" #u"#i""me t o# t$e re%uireme ts o# M&A Pro'r!m (C"!ss o# )**+,*-. ICFAI NATIONAL COLLEGE
COPIES MAR/ED LIST0 Comp! 1 Guide F!2u"t1 Guide INC Ce ter
DECLARATION
I hereby declare that this project work entitled 3A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUND is my work, carried out under the guidance of my faculty guide Ms Poo4! /!s$1!p ! d Ms S$i5$! Mis$r! faculty of ICFAI National College, Jaipur and my company guide Mr6 As$is$ Puro$it (Are! M! !'er7 Re"i! 2e Mutu!" Fu d7 8!ipur.6 This report neither full nor in part has e er been submitted for award of any other degree of either this uni ersity or any other uni ersity!
RITU O8HA (+ND9)++:.
TA&LE OF CONTENTS
A25 o;"ed'eme t<<<<<<<<<<<<<<<<<< Pre#!2e<<<<<<<<<<<<<<<<<<<<<<< E=e2uti>e Summ!r1<<<<<<<<<<<<<<<<< CHAPTER I , Ob4e2ti>e Limit!tio Met$odo"o'1 CHAPTER II , I dustr1 pro#i"e Histor1 ! d or'! i?!tio o# Mutu!" Fu d i I di! Mutu!" Fu d 2omp! ies i I di! Re2e t tre d i Mutu!" Fu d I dustr1 Asso2i!tio o# Mutu!" Fu d i I di! CHAPTER III , Comp! 1 Pro#i"e 8!ipur &r! 2$ Hier!r2$1 I trodu2tio Produ2t ! d ser>i2e o# Re"i! 2e MF
CHAPTER I@ , SAOT A !"1sis CHAPTER @ , Co 2ept ! d de#i itio s o# Compete 21 Le>e"s o# Compete 21 Ide ti#i2!tio o# Ro"e Compete 2ies Import! 2e o# Compete 2ies #or t$e i di>idu!" emp"o1ees Compete 21 de>e"opme t t!b"e Co 2ept ! d de#i itio s Compete 21 m!ppi ' Re%uired 2ompete 2ies #or Compete 21 m!ppi ' Too"sBmet$ods #or Compete 21 m!ppi ' I trodu2tio to C+*,de'ree !ppro!2$ i Compete 21 m!ppi ' &e e#its o# C+*,de'ree !ppro!2$ i Compete 21 m!ppi ' A !"1sis o# Compete 21 m!ppi ' i Re"i! 2e Mutu!" Fu d CHAPTER @I , Fi di 's CHAPTER @II , Re2omme d!tio CHAPTER @III, Co 2"usio
CHAPTER ID E Fuestio &ib"io'r!p$1 !ire
AC/NOALEDGMENT
The main purpose of the practical training is to de elop among the student a full knowledge about industrial en ironment! As a student of "#A practical training is must! In practical training I had undergone four months in $eliance "utual Fund, Jaipur! This "anagement Thesis report is an outcome of the many who helped me throughout in preparation! I am really ery much indebted to all of them! It is e%tremely difficult, if not possible to thank indi idually the numerous fellow persons who patroni&ed this dissertation report! Indeed, I cannot completely describe their support to me but it is only a ery small attempt to show my gratification to them! I feel pleasure for paying completely hearty gratitude to them! I ha e immense pleasure in con eying my debt sense of gratitude to my Ce ter He!d 'INC, (ota) Dr6 Geet! Gupt! for pro iding me the company for my training! I am thankful to my SIP Ce ter He!d (8!ipur. and all the staff for helping me in each stage! I e%uberantly thankful to my company guide Mr6 As$is$ Puro$it 'Area "anager, $eliance "utual Fund, Jaipur) who supported me and guide me in a proper direction! *e also moti ated me throughout my training! I sincerely belie e that the road of impro ement is ne er ending! *ence I shall forward to end gratefully acknowledge all suggestions recei ed! I am highly grateful to Ms Poo4! /!s$1!p 'Faculty +uide, INC, Jaipur), Ms S$i5$! Mis$r! '*$ Faculty, Jaipur), Ms Mee !5s$i C$!u$! '*$ Faculty, (ota) for acting as a +uiding star for me! I am thankful to my parents and my friends for their support in my project! ,ast but not the least my sincere apologies are who helped me in a ariety of wage and whose name could not be indi idually acknowledged!
PREFACE
"anagement of modern business re-uires an appreciation of multidisciplinary concept and in depth knowledge of specific analytical tools, geared to the solution of real life problems! No doubt e ery real situation is uni-ue but a set of theoretical tools of knowledge, itself based on empirical foundation, can help in de eloping the mechanism for handling such situation! .o the "#A curriculum has been desired to pro ide to the future managers ample practical e%posure to the business world! .ummer Internship /rogram is essential for the fulfillment of "#A curriculum0 it pro ides an opportunity to the student to understand the industry with special emphasis on the de elopment of skills in analy&ing, interpreting practical problems through application of management! The project study 1 A study of Competency mapping of the employees of $eliance "utual Fund2 was carried out in $eliance "utual Fund, Jaipur! This project study will be helpful in analysis of the Competency mapping of the employees of $eliance "utual Fund with 3456degree approach!
EDECUTI@E SUMMARY
/robably nothing can define the spirit of being 7mutual8 better than this erse! And who else to understand it better than the mutual fund industry! It seems the mutual fund industry in India is slowly but surely beginning to recogni&e this aspect for the better! Today, there is greater emphasis on the role of the industry, the regulator! .ecurities and 9%change board of India '.9#I) and industry body, Association of "utual Funds in India 'A"FI) on creating awareness among in estors and impro ing in estor ser ices! In fact, the efforts of both the regulator as well as A"FI are laudable for promoting the cause of in estor education religiously! The mutual fund industry has been remarkably resilient o er the last decade in spite of arying economic conditions, capital market scams, and increasing competition! Today, many institutions are offering numerous schemes, tailored to meet the di ersified needs of sa ers! $eliance Industries ,td! has promoted $eliance "utual Fund '$"F) has been sponsored by $eliance Capital ,td!, one of India:s largest pri ate sector enterprises! $eliance Industries ,td! has a net worth of $s!3;, ;<= crores as on "arch3>, =55; and currently has a large family of shareholders! $eliance Capital limited is a Non #anking Finance Company engaged in leasing, in estment and other fund based acti ities! This project work is based on the 1 .tudy of Competency mapping of the employees of $eliance "utual Fund, Jaipur2! This is Competency era and a significant shift towards Competency #ased ?rgani&ation has been obser ed! /eople and their competencies ha e become the most significant factors that gi e a competiti e edge to any corporation! *$ /rofessionals and ,ine "anagers can contribute a great deal to de elop competency6based organi&ations! @ith changing business scenario and new challenges emerging in the competiti e world, successful performance in any jobAtask has taken a critical place, for organi&ational success! Competency mapping is one such process that helps in identifying and mapping competencies re-uired for successful performance in a particular role! Competency mapping and assessment has gained paramount importance in organi&ations, for keeping people de elopment strategies and processes in sync with organi&ational growth B objecti es and ma%imi&ing the utili&ation of human potential!
Creating competency based culture and systems in organi&ations are the need of the hour! This creates a demand for *$ professionals to ha e speciali&ed skills and ha e a continuous up6gradation of knowledge! In this project an attempt has been made to e aluate the .elf6Competency and the re-uired competencies for the different roles of the employees of $eliance "utual Fund with the help of 3456 degree approach of Competency mapping! In $eliance "utual Fund, Jaipur, there are total number of employees are >5! They all belong to different jobAtask! There are fi e major roles performed by the employees! *ence in total the number of responses 'sample si&e) becomes <5! First analysis is done for .elf6Competency and second is done for others ideal roles! After the analysis we come to know that employees of $eliance "utual Fund ha e awareness about Competency! They ha e specific skills, abilities, and knowledge etc! to perform their job efficiently and effecti ely! They faced challenges and accept changes but in a resistant manner so there should be well structured training schedule for their and company8s de elopment! ?n the other side all the roles 'Cluster head, #anking head, $etail head, ?perations head, $elationship "anager) should ha e different Competencies according to their specific roleAtask! 9ach of the specified roles should know his responsibilities and role to enhance the credibility and profitability of the company! *ence, Competency mapping plays a ital role for the de elopment of the employees as well as company!
CHAPTER I
Ob4e2ti>es Limit!tio s Met$odo"o'1
O&8ECTI@ES
The main aim of undertaking this study is to accomplish the following objecti eC
1.
Proper understanding and analysis of the concept of Competency mapping. Conducting an employees survey and understanding their competencies in Reliance Mutual Fund.
2.
3. Understanding the importance of competencies for employees. 4. pplying 3!"#degree approach of Competency for self and the different ideal roles in company.
$. Understanding the %enefits of 3!"#degree approach.
LIMITATIONS
Though the present study aimed to achie e the abo e6mentioned objecti es in full earnest and accuracy, it was hampered due to certain limitations! .ome of the limitations of this study may be summari&ed as followsC +etting accurate responses from the respondents due to their inherent problems was difficult! They were partial, and refused to cooperate! Dery few people ha e knowledge about Competency mapping in a proper manner!
.ample si&e was limited as in $eliance "utual Fund, Jaipur there are only >5 employees on roll!
At the duration of my study company has launch NF? 'New Fund ?ffer)! .o all the employees were busy in that!
METHODOLOGY
The objecti e of the present study can be accomplished by conducting a systematic employees sur ey! "arket $esearch is a systematic design, collection, analysis and reporting of data and finding that are rele ant to different market situation facing by the company! The marketing research process that will be adopted in the present study consist of the following stagesC
De#i i ' t$e prob"em ! d rese!r2$ ob4e2ti>e0

The research objecti e state that what information is needed to sol e the problem! *ere the objecti e of other research is awareness and (nowledge of competency and proper mapping of the competency of the employees of $eliance "utual Fund with the help of 3456degree approach!
De>e"opi ' rese!r2$ p"! 0

?nce the problem is defined, the ne%t step is to prepare a plan for getting the information needed for the research! The present study will adopt e%ploratory approach where in there is a need to gather a large amount of information before making a conclusion if re-uired! The descripti e and casual approaches may also be used!
Co""e2tio ! d Sour2es o# D!t!0

To collect the data, rele ant information is necessary as regards to the project0 as a result using two ways collected dataC /rimary Eata .econdary Eata!
Prim!r1 D!t!0
In this the information is being possessed with first hand information, which is new and fresh! The tools used by us for the primary data areC Fuestionnaire Face6to6Face Inter iew ?bser ation
Se2o d!r1 d!t!0

The information that is recei ed with the help of Journals, "aga&ines, Financial reports or which is already present with the company! $eferences used from management books +athered information through @orld @ide @eb 'www)! .upport and knowledge pro ided by Faculty and Company guide!
S!mp"i ' P"! 0

.ampling unitC The employees of $eliance "utual Fund in Jaipur city were limited so I ha e done the study on < different roles in the company! .o it became <5 respondents for all the roles! .ampling si&eC A sur ey has conducted for the employees of $eliance "utual Fund! The si&e was >5 employees at Jaipur branch!
A !"1?e t$e 2o""e2ted i #orm!tio 0

This in ol es con erting raw material in to useful information! It in ol es tabulation of data and using statically measures on them for de eloping fre-uency distribution and calculating the a erages and dispersions!
Report rese!r2$ #i di 's0

This phase will mark the culmination of the marketing research efforts! The report with the research finding is a formal written document!
CHAPTER II
I dustr1 Pro#i"e
HISTORY AND ORGANIGATION OF MUTUAL FUNDS IN INDIA

The mutual fund industry in India started in >G43 with the formation of Hnit Trust of India, at the initiati e of the +o ernment of India and $eser e #ank the! The history of mutual funds in India can be broadly di ided into four distinct phases6 First P$!se E 9H+I,-J0 An Act of /arliament established Hnit Trust of India 'HTI) on >G43! It was set up by the $eser e #ank of India and functioned under the $egulatory and administrati e control of the $eser e #ank of India! In >GIJ HTI was de6linked from the $#I and the Industrial Ee elopment #ank of India 'IE#I) took o er the regulatory and administrati e control in place of $#I! The first scheme launched by HTI was Hnit .cheme >G4;! At the end of >GJJ HTI had $s!4,I55 crores of assets under management! Se2o d P$!se E 9H-J,9HHC (E tr1 o# Pub"i2 Se2tor Fu ds.0 >GJI marked the entry of non6 HTI, public sector mutual funds set up by public sector banks and ,ife Insurance Corporation of India ',IC) and +eneral Insurance Corporation of India '+IC)! .#I "utual Fund was the first non6 HTI "utual Fund established in June >GJI followed by Can bank "utual Fund 'Eec JI), /unjab National #ank "utual Fund 'Aug JG), Indian #ank "utual Fund 'No JG), #ank of India 'Jun G5), #ank of #aroda "utual Fund '?ct G=)! ,IC established its mutual fund in June >GJG while +IC had set up its mutual fund in Eecember >GG5! At the end of >GG3, the mutual fund industry had assets under management of $s!;I, 55; crores! T$ird P$!se E 9HHC,)**C (E tr1 o# Pri>!te Se2tor Fu ds.0 @ith the entry of pri ate sector funds in >GG3, a new era started in the Indian mutual fund industry, gi ing the Indian in estors a wider choice of fund families! Also, >GG3 was the year in which the first "utual Fund $egulations came into being, under which all mutual funds, e%cept HTI were to be registered and
go erned! The erstwhile (othari /ioneer 'now merged with Franklin Templeton) was the first pri ate sector mutual fund registered in July >GG3! The >GG3 .9#I '"utual Fund) $egulations were substituted by a more comprehensi e and re ised "utual Fund $egulations in >GG4! The industry now functions under the .9#I '"utual Fund) $egulations >GG4! The number of mutual fund houses went on increasing, with many foreign mutual funds setting up funds in India and also the industry has witnessed se eral mergers and ac-uisitions! As at the end of January =553, there were 33 mutual funds with total assets of $s! >,=>,J5< crores! The Hnit Trust of India with $s!;;, <;> crores of assets under management was way ahead of other mutual funds! Fourt$ P$!se E si 2e Febru!r1 )**C0 In February =553, following the repeal of the Hnit Trust of India Act >G43 HTI was bifurcated into two separate entities! ?ne is the .pecified Hndertaking of the Hnit Trust of India with assets under management of $s!=G,J3< crores as at the end of January =553, representing broadly, the assets of H. 4; scheme, assured return and certain other schemes! The .pecified Hndertaking of Hnit Trust of India, functioning under an administrator and under the rules framed by +o ernment of India and does not come under the pur iew of the "utual Fund $egulations! The second is the HTI "utual Fund ,td, sponsored by .#I, /N#, #?# and ,IC! It is registered with .9#I and functions under the "utual Fund $egulations! @ith the bifurcation of the erstwhile HTI which had in "arch =555 more than $s!I4,555 crores of assets under management and with the setting up of a HTI "utual Fund, conforming to the .9#I "utual Fund $egulations, and with recent mergers taking place among different pri ate sector funds, the mutual fund industry has entered its current phase of consolidation and growth! As at the end of .eptember, =55;, there were =G funds, which manage assets of $s!><3>5J crores under ;=> schemes!
The graph indicates the growth of assets o er the years K
Gr!p$ 90 T$e 'r!p$ s$o;i ' Gro;t$ i !ssets u der m! !'eme t t$rou'$ Mutu!" Fu ds
MUTUAL FUND COMPANIES IN INDIA

List o# Some o# t$e AMCs Oper!ti ' i I di! N!me o# t$e AMC Alliance Capital Asset "anagement 'I) /ri ate ,imited #irla .un ,ife Asset "anagement Company ,imited #ank of #aroda Asset "anagement Company ,imited #ank of India Asset "anagement Company ,imited Can bank In estment "anagement .er ices ,imited Cholamandalam Ca&eno e Asset "anagement Company ,imited Eundee Asset "anagement Company ,imited E./ "errill ,ynch Asset "anagement Company ,imited 9scorts Asset "anagement ,imited First India Asset "anagement ,imited +IC Asset "anagement Company ,imited IE#I In estment "anagement Company ,imited Indfund "anagement ,imited IN+ In estment Asset "anagement Company /ri ate ,imited J " Capital "anagement ,imited N!ture o# o; ers$ip /ri ate Foreign /ri ate Indian #anks #anks #anks /ri ate Foreign /ri ate Foreign /ri ate Foreign /ri ate Indian /ri ate Indian Institutions Institutions #anks /ri ate Foreign /ri ate Indian
Jardine Fleming 'I) Asset "anagement ,imited (otak "ahindra Asset "anagement Company ,imited (othari /ioneer Asset "anagement Company ,imited Jee an #ima .ahayog Asset "anagement Company ,imited "organ .tanley Asset "anagement Company /ri ate ,imited /unjab National #ank Asset "anagement Company ,imited $eliance Capital Asset "anagement Company ,imited .tate #ank of India Funds "anagement ,imited .hriram Asset "anagement Company ,imited .un F and C Asset "anagement 'I) /ri ate ,imited .undaram Newton Asset "anagement Company ,imited Tata Asset "anagement Company ,imited Credit Capital Asset "anagement Company ,imited Templeton Asset "anagement 'India) /ri ate ,imited Hnit Trust of India Lurich Asset "anagement Company 'I) ,imited
/ri ate Foreign /ri ate Indian /ri ate Indian Institutions /ri ate Foreign #anks /ri ate Indian #anks /ri ate Indian /ri ate Foreign /ri ate Foreign /ri ate Indian /ri ate Indian /ri ate Foreign Institutions /ri ate Foreign
RECENT TRENDS IN MUTUAL FUND INDUSTRY

The most important trend in the mutual fund industry is the aggressi e e%pansion of the foreign owned mutual fund companies and the decline of the companies floated by nationali&ed banks and smaller pri ate sector players! "any nationali&ed banks got into the mutual fund business in the early nineties and got off to a good start due to the stock market boom pre ailing then! These banks did not really understand the mutual fund business and they just iewed it as another kind of banking acti ity! Few hired speciali&ed staff and generally chose to transfer staff from the parent organi&ations! The performance of most of the schemes floated by these funds was not good! .ome schemes had offered guaranteed returns and their parent organi&ations had to bail out these A"Cs by paying large amounts of money as the difference between the guaranteed and actual returns! The ser ice le els were also ery bad! "ost of these A"Cs ha e not been able to retain staff, float new schemes etc! and it is doubtful whether, barring a few e%ceptions, they ha e serious plans of continuing the acti ity in a major way! The e%perience of some of the A"Cs floated by pri ate sector Indian companies was also ery similar! They -uickly reali&ed that the A"C business is a business, which makes money in the long term and re-uires deep6pocketed support in the intermediate years! .ome ha e sold out to foreign owned companies, some ha e merged with others and there is general restructuring going on! The foreign owned companies ha e deep pockets and ha e come in here with the e%pectation of a long haul! They can be credited with introducing many new practices
such as new product inno ation, sharp impro ement in ser ice standards and disclosure, usage of technology, broker education and support etc! In fact, they ha e forced the industry to upgrade itself and ser ice le els of organi&ations like HTI ha e impro ed dramatically in the last few years in response to the competition pro ided by these!
ASSOCIATION OF MUTUAL FUNDS IN INDIA (AMFI.
@ith the increase in mutual fund players in India, a need for mutual fund association in India was generated to function as a non6profit organi&ation! Association of "utual Funds in India 'A"FI) was incorporated on ==nd August >GG<! A"FI is an ape% body of all Asset "anagement Companies 'A"C), which has been registered with .9#I! Till date all the A"Cs are that ha e launched mutual fund schemes are its members! It functions under the super ision and guidelines of its #oard of Eirectors! Association of "utual Funds India has brought down the Indian "utual Fund Industry to a professional and healthy market with ethical lines enhancing and maintaining standards! It follows the principle of both protecting and promoting the interests of mutual funds as well as their unit holders!
The objectives of Association of Mutual Funds in IndiaThe Association of "utual Funds of India works with 35 registered A"Cs of the country! It has certain defined objecti es, which ju%taposes the guidelines of its #oard of Eirectors! The objecti es are as followsC This mutual fund association of India maintains high professional and ethical standards in all areas of operation of the industry! It also recommends and promotes the top class business practices and code of conduct which is followed by members and related people engaged in the acti ities of mutual fund and asset management! The agencies who are by any means connected or in ol ed in the field of capital markets and financial ser ices also in ol ed in this code of conduct of the association! A"FI interacts with .9#I and works according to .9#Is guidelines in the mutual fund industry! Association of "utual Funds of India do represent the +o ernment of India, the $eser e #ank of India and other related bodies on matters relating to the "utual Fund Industry! It de elops a team of well6-ualified and trained Agent distributors! It implements a programme of training and certification for all intermediaries and other engaged in the mutual fund industry! A"FI undertakes all India awareness programme for in estors in order to promote proper understanding of the concept and working of mutual funds!
At last but not the least association of mutual fund of India also disseminate information8s on "utual Fund Industry and undertakes studies and research either directly or in association with other bodies! The Sponsors of Association of Mutual Funds in India #ank .ponsoredC .#I Fund "anagement ,td! #?# Asset "anagement Co! ,td! Can bank In estment "anagement .er ices ,td! HTI Asset "anagement Company / t! ,td! InstitutionsC +IC Asset "anagement Co! ,td! Jee an #ima .ahayog Asset "anagement Co! ,td!
/ri ate .ector
IndianC #enchmark Asset "anagement Co! / t! ,td! Cholamandalam Asset "anagement Co! ,td! Credit Capital Asset "anagement Co! ,td! 9scorts Asset "anagement ,td! J" Financial "utual Fund (otak "ahindra Asset "anagement Co! ,td! $eliance Capital Asset "anagement ,td! .ahara Asset "anagement Co! / t! ,td .undaram Asset "anagement Company ,td!
Tata Asset "anagement /ri ate ,td! /redominantly India Joint DenturesC #irla .un ,ife Asset "anagement Co! ,td! E./ "errill ,ynch Fund "anagers ,imited *EFC Asset "anagement Company ,td! /redominantly Foreign Joint DenturesC A#N A"$? Asset "anagement 'I) ,td! Alliance Capital Asset "anagement 'India) / t! ,td! Eeutsche Asset "anagement 'India) / t! ,td! Fidelity Fund "anagement /ri ate ,imited Franklin Templeton Asset "gmt! 'India) / t! ,td! *.#C Asset "anagement 'India) /ri ate ,td! IN+ In estment "anagement 'India) / t! ,td! "organ .tanley In estment "anagement / t! ,td! /rincipal Asset "anagement Co! / t! ,td! /rudential ICICI Asset "anagement Co! ,td! .tandard Chartered Asset "gmt Co! / t! ,td!
Association of Mutual Funds in India Publications A"FI publishes mainly two types of bulletin! ?ne is on the monthly basis and the other is -uarterly! These publications are of great support for the in estors to get intimation of the know6how of their parked money!
CHAPTER III
COMPANY PROFILE
RELIA !E "R#$P-
$eliance +roup founded by Ehirubhai *! Ambani '>G3=6=55=) is India:s largest business house with total re enues of o er $s GG,555 crore 'H.M ==!4 The billion), cash profit of $s >=,<55 crore 'H.M =!J billion), net profit of $s 4,=55 crore 'H.M >!; billion) and e%ports of $s ><,G55 crore 'H.M 3!4 billion)! The +roup:s acti ities span e%ploration and production '9B/) of oil and gas, refining and marketing, petrochemicals 'polyester, polymers, and intermediates), te%tiles, financial ser ices and insurance, power, telecom and infocom initiati es! The +roup e%ports its products to more than >55 countries the world o er! $eliance emerged as India:s "ost Admired #usiness *ouse, for the third successi e year in a TN. "ode sur ey for =553! $eliance +roup re enue is e-ui alent to about 3!<N of India:s +E/! The +roup contributes nearly >5N of the country:s indirect ta% re enues and o er 4N of India:s e%ports! $eliance is trusted by an in estor family of o er 3!> million 6 India:s largest!
Re"i! 2e C!pit!" Asset M! !'eme t Ltd6

$eliance Capital Asset "anagement ,td! is a wholly owned subsidiary of $eliance Capital ,imited, the sponsor! $eliance Capital ,td! holds the entire paid6up capital '>55N) of $eliance Capital Asset "anagement ,td! $eliance Industries ,td! has promoted reliance "utual Fund '$"F) has been sponsored by $eliance Capital ,td!, one of India:s largest pri ate sector enterprises! $eliance Industries ,td! has a net worth of $s!3;, ;<= crores as on "arch3>, =55; and currently has a large family of shareholders! $eliance Capital limited is a Non #anking Finance Company engaged in leasing, in estment and other fund based acti ities! The net worth of $eliance Capital ,td! is $s! >,3GG!J> crores as on "arch 3>, =55;! $eliance Capital ,td! has contributed $upees ?ne ,ac as the initial contribution to the corpus for the setting up of the "utual Fund! $eliance Capital ,td! is responsible for discharging its functions and responsibilities towards the Fund in accordance with the .ecurities and 9%change #oard of India '.9#I) $egulations!
The .ponsor is not responsible or liable for any loss resulting from the operation of the .cheme beyond the contribution of an amount of $upees one ,ac made by them towards the initial corpus for setting up the Fund and such other accretions and additions to the corpus! $eliance Capital Asset "anagement ,td! '$CA"), a company registered under the Companies Act, >G<4 was appointed to act as the In estment "anager of $eliance Capital "utual Fund! It is a wholly owned subsidiary of $eliance Capital ,td! $eliance Capital Asset "anagement ,td! was appro ed as the Asset "anagement Company for the "utual Fund by .9#I ide letter no II"A$/A=4<AG< dated February >, >GG<! The "utual Fund has entered into an In estment "anagement Agreement 'I"A) with $CA" dated "ay >=, >GG< and was amended on August >=, >GGI in line with .9#I '"utual Funds) $egulations, >GG4! /ursuant to this I"A, $CA" will act as In estment "anager of the "utual Fund! The net worth of the Asset "anagement Company as on 35th June =55< is $s! GG5I!JG crores!
About Re"i! 2e Mutu!" Fu d

$eliance "utual Fund '$"F) has been established as a trust under the Indian Trusts Act, >JJ= with $eliance Capital ,imited '$C,), as the .ettlorA.ponsor and $eliance Capital Trustee Co! ,imited '$CTC,), as the Trustee! $"F has been registered with the .ecurities B 9%change #oard of India '.9#I) ide registration number "FA5==AG<A> dated June 35, >GG<! The name of $eliance Capital "utual Fund has been changed to $eliance "utual Fund effecti e >>th! "arch =55; ide .9#I:s letter no! I"EA/./A;G<JA=55; date >>th! "arch =55;! $eliance "utual Fund was formed to launch arious schemes under which units are issued to the /ublic with a iew to contribute to the capital market and to pro ide in estors the opportunities to make in estments in di ersified securities!
T$e m!i ob4e2ti>es o# t$e Trust !re0

To carry on the acti ity of a "utual Fund as may be permitted at law and formulate and de ise arious collecti e .chemes of sa ings and in estments for people in India and abroad and also ensure li-uidity of in estments for the Hnit holders0 To deploy Funds thus raised so as to help the Hnit holders earn reasonable returns on their sa ings and To take such steps as may be necessary from time to time to reali&e the effects without any limitation!
T$e Spo sors $eliance Capital ,imited Re'istered O##i2e $eliance Capital ,td, Dillage "eghpar, /adana Taluka ,alpur, Eistrict Jamnagar 6 34>=J5 6 +ujarat! Corpor!te O##i2e $eliance Capital ,td! ?ld ICI +odown, Fosbery $oad, ?ff $eay $oad .tation '9ast), "umbai 6 ;55533!
Re"i! 2e Mutu!" Fu d (8!ipur &r! 2$.
>! "r! Ashish /urohit 'Area "anager) =! "r! .anjee Derma 'Cluster *ead) 3! "r! Tabish "ehmood '#anking *ead) ;! "r! *itesh +upta '?perations *ead) <! "r! Alok .hri asta '$etail *ead) 4! "s! "ansi (aushik '$elationship "anager) I! "r! $ajkumar '$elationship "anager) J! "r! Loheb '$elationship "anager) G! "r! Dijit '$elationship "anager) >5!"r! Imram '#ack ?ffice ?perations) >>!"s! (omal Arora '#ack ?ffice ?perations)
PRODUCTS AND SER@ICES OF RELIANCE MUTUAL FUND

E%uit1 S2$emes
Re"i! 2e E%uit1 Fu d 'An open6ended di ersified 9-uity .cheme!) The primary in estment objecti e of the scheme is to seek to generate capital appreciation B pro ide long6term growth opportunities by in esting in a portfolio constituted of e-uity B e-uity related securities of top >55 companies by market capitali&ation B of companies which are a ailable in the deri ati es segment from time to time and the secondary objecti e is to generate consistent returns by in esting in debt and money market securities! Re"i! 2e T!= S!>er (ELSS. Fu d 'An ?pen6ended 9-uity ,inked .a ings .cheme!) The primary objecti e of the scheme is to generate long6term capital appreciation from a portfolio that is in ested predominantly in e-uity and e-uity related instruments! Re"i! 2e E%uit1 Opportu ities Fu d 'An ?pen69nded Ei ersified 9-uity .cheme!) The primary in estment objecti e of the scheme is to seek to generate capital appreciation B pro ide long6term growth opportunities by in esting in a portfolio constituted of e-uity securities B e-uity related securities and the secondary objecti e is to generate consistent returns by in esting in debt and money market securities!
Re"i! 2e @isio Fu d 'An ?pen6ended 9-uity +rowth .cheme!) The primary in estment objecti e of the .cheme is to achie e long6term growth of capital by in estment in e-uity and e-uity related securities through a research based in estment approach! Re"i! 2e Gro;t$ Fu d (An ?pen6ended 9-uity +rowth .cheme!) The primary in estment objecti e of the .cheme is to achie e long6term growth of capital by in estment in e-uity and e-uity related securities through a research based in estment approach!
Re"i! 2e I de= Fu d 'An ?pen 9nded Inde% ,inked .cheme!) The In estment ?bjecti e under the Nifty /lan is to replicate the composition of the Nifty, with a iew to endea or to generate returns, which could appro%imately be the same as that of Nifty! The In estment ?bjecti e under the .ense% plan is to replicate the composition of the .ense%, with a iew to endea or to generate returns, which could appro%imately be the same as that of .ense%!
Re"i! 2e NRI E%uit1 Fu d 'An open6ended Ei ersified 9-uity .cheme!) The /rimary in estment objecti e of the scheme is to generate optimal returns by in esting in e-uity or e-uity related instruments primarily drawn from the Companies in the #.9 =55 Inde%!
Debt S2$emesC
Re"i! 2e Mo t$"1 I 2ome P"! 'An ?pen 9nded Fund! "onthly Income is not assured B is subject to the a ailability of distributable surplus) The /rimary in estment objecti e of the .cheme is to generate regular income in order to make regular di idend payments to unit holders and the secondary objecti e is growth of capital! /rimarily the in estment shall be made in debt and money market securities 'i!e! J5N) with a small e%posure 'i!e! up to =5N) in e-uity! Re"i! 2e Gi"t Se2urities Fu d , S$ort Term Gi"t P"! K Lo ' Term Gi"t P"! ?pen6ended +o ernment .ecurities .cheme) The primary objecti e of the .cheme is to generate ?ptimal credit risk6free returns by in esting in a portfolio of securities issued and guaranteed by the central +o ernment and .tate +o ernment! Re"i! 2e I 2ome Fu d 'An ?pen6ended Income .cheme) The primary objecti e of the scheme is to generate optimal returns consistent with moderate le els of risk! This income may be complemented by capital appreciation of the portfolio! Accordingly, in estments shall predominantly be made in Eebt B "oney Instruments! Re"i! 2e Medium Term Fu d 'An ?pen 9nd Income .cheme with no assured returns!) The primary in estment objecti e of the .cheme is to generate regular income in order to make regular di idend payments to unit holders and the secondary objecti e is growth of capital!
Re"i! 2e S$ort Term Fu d 'An ?pen 9nd Income .cheme) The primary in estment objecti e of the scheme is to generate stable returns for in estors with a short in estment hori&on by in esting in Fi%ed Income .ecurities of short6term maturity! Re"i! 2e Li%uid Fu d '?pen6ended ,i-uid .cheme)! The primary in estment objecti e of the .cheme is to generate optimal returns consistent with moderate le els of risk and high li-uidity! Accordingly, in estments shall predominantly be made in Eebt and "oney "arket Instruments! Re"i! 2e Fi=ed Term S2$eme 'Close6ended Income .cheme) The primary objecti e of the .cheme is to seek to achie e regular returns A growth of capital by in esting in a portfolio of fi%ed income securities normally maturing in line with the time profile of the plan with the objecti e of limiting interest rate olatility! Re"i! 2e F"o!ti ' R!te Fu d 'An ?pen 9nd Income .cheme) The primary objecti e of the scheme is to generate regular income through in estment in a portfolio comprising substantially of Floating $ate Eebt .ecurities 'including floating rate securiti&ed debt and "oney "arket Instruments and Fi%ed $ate Eebt Instruments swapped for floating rate returns)! The scheme shall also in est in Fi%ed rate debt .ecurities 'including fi%ed rate securiti&ed debt, "oney "arket Instruments and Floating $ate Eebt Instruments swapped for fi%ed returns!
Re"i! 2e NRI I 2ome Fu d 'An ?pen6ended Income scheme) The primary in estment objecti e of the .cheme is to generate optimal returns consistent with moderate le els of risks! This income may be complimented by capital appreciation of the portfolio! Accordingly, in estments shall predominantly be made in debt Instruments! Re"i! 2e Li%uidit1 Fu d 'An ?pen 6 ended ,i-uid .cheme) The in estment objecti e of the .cheme is to generate optimal returns consistent with moderate le els of risk and high li-uidity! Accordingly, in estments shall predominantly be made in Eebt and "oney "arket Instruments! Re"i! 2e Re'u"!r S!>i 's Fu d 'An ?pen 6 ended scheme) The In estment ?bjecti esC Debt Optio 0 The primary in estment objecti e of this plan is to generate optimal returns consistent with moderate le el of risk! This income may be complemented by capital appreciation of the portfolio! Accordingly in estments shall predominantly be made in Eebt B "oney "arket Instruments! E%uit1 Optio 0 The primary in estment objecti e is to seek capital appreciation and or consistent returns by acti ely in esting in e-uity A e-uity related securities! H1brid Optio 0 The primary in estment objecti e is to generate consistent return by in esting a major portion in debt B money market securities and a small portion in e-uity B e-uity related instruments!
Se2tor Spe2i#i2 S2$emes0

.ector Funds are specialty funds that in est in stocks falling into a certain sector of the economy! *ere the portfolio is dispersed or spread across the stocks in that particular sector! This type of scheme is ideal for in estors who ha e already made up their mind to confine risk and return to a particular sector! Re"i! 2e &! 5i ' Fu d $eliance "utual Fund has an ?pen69nded #anking .ector .cheme which has the primary in estment objecti e to generate continuous returns by acti ely in esting in e-uity A e-uity related or fi%ed income securities of banks! Re"i! 2e Di>ersi#ied Po;er Se2tor Fu d $eliance Ei ersified /ower .ector .cheme is an ?pen6ended /ower .ector .cheme! The primary in estment objecti e of the .cheme is to seek to generate consistent returns by acti ely in esting in e-uity A e-uity related or fi%ed income securities of /ower and other associated companies! Re"i! 2e P$!rm! Fu d $eliance /harma Fund is an ?pen6ended /harma .ector .cheme! The primary in estment objecti e of the .cheme is to generate consistent returns by in esting in e-uity A e-uity related or fi%ed income securities of /harma and other associated companies!
Re"i! 2e Medi! K E tert!i me t Fu d $eliance "edia B 9ntertainment Fund is an ?pen6ended "edia B 9ntertainment sector scheme! The primary in estment objecti e of the .cheme is to generate consistent returns by in esting in e-uity A e-uity related or fi%ed income securities of media B entertainment and other associated companies! Re"i! 2e E%uit1 Ad>! t!'e Fu d (Ne; Fu d O##er. $eliance has recently launched NF? that is $eliance 9-uity Ad antage Fund! It is an ?pen6ended fund with .I/ system! It is e-uity6di ersified fund, which will track the Nifty CNO!
CHAPTER I@
SAOT A !"1sis
STRENGTHS
$eliance "utual Fund, a part of the KAnil Ehirubhai Ambani +roup '$6 $eliance mutual fund offers in estors a well Krounded portfolio of products $eliance mutual fund has a presence o er J5 cities across the country! A fund from $eliance mutual fund, an A"C with a pro en track record of .trong and consistent fund management team! In estor Kfriendly personal and technological support! 9nsures better costumer ser ices, con eniences, and communication by efficient network! Fu!"it1 produ2t K ser>i2es K *igh -uality standard maintained!
&r! d N!me K
AEA+) is one of the fastest growing mutual fund company in the country! to meet arying in estor re-uirements!
consistent return!
7$eliance "utual Fund 8 is popular brand name among
customers! +ood image between customers! Any Time "oney Card 'AT" Card) for all in estors!
AEA/NESS
,ess e%istence in rural area! ,ess e%penditure on ad ertising and promotional schemes! ,ack of 9ducational program for ad isors and in estors!
OPPORTUNITIES
Jaipur is a big industrial area so there is a huge opportunities!

$eliance mutual fund has a ery good -uality products Bschemes
comparison to other competitor! $eliance is first company, which launched 9-uity fund with hedging feature, which aim to minimi&e risk! +ood perception among the customer! $ural "arket! #ank and /ost office customers!
THREATS
All competitors of "utual fund! Insurance .ector #ank .chemes $eal 9state Hncertain "arket
CHAPTER @
Compete 21 M!ppi ' A !"1sis ! d I terpret!tio o# D!t!
CONCEPT K DEFFINATION OF COMPETENCY
3Super#"uit1 2omes soo er b1 ;$ite $!irs7 but 2ompete 21 "i>es "o 'er6 L Ai""i!m S$!5espe!re
This is Competency era and a significant shift towards Competency #ased ?rgani&ation has been obser ed! /eople and their competencies ha e become the most significant factors that gi e a competiti e edge to any corporation! *$ /rofessionals and ,ine "anagers can contribute a great deal to de elop competency6 based organi&ations! Any underlying characteristic re-uired for performing a gi en task, acti ity or role successfully can be considered as competency! Competency may take the following formsC / o;"ed'e Attitude S5i"" Ot$er 2$!r!2teristi2s o# ! i di>idu!" i 2"udi ' E "oti es Dalues Traits .elf Concept etc!
De#i itio o# Compete 21 E 3A competency is the capability to apply or use a set of related knowledge, skills, and abilities re-uired to successfully perform Pcritical work functionsP or tasks in a defined work setting! Competencies often ser e as the basis for skill standards that specify the le el of knowledge, skills, and abilities re-uired for success in the workplace as well as potential measurement criteria for assessing competency attainment2! 1Competencies include the collection of success factors necessary for achie ing important results in a specific job or work role in a particular organi&ation2 In e ery job, some people perform more effecti ely than others! .uperior performers do their jobs differently and possess different characteristics, or PcompetenciesP, than a erage performers do! And the best way to identify the characteristics that predict superior performance is to study the top performers! Competencies may be grouped in to arious areas! In a classic article published a few decades ago in *ar ard #usiness $e iew, Eaniel (at& grouped those under three areas, which were later e%panded by Indian "anagement professors in to the following fourC Q Te2$ i2!"0 dealing with the technology or know how associated with the function, role, task 'Also now referred by some as Functional) Q M! !'eri!"BOr'! i?!tio !"C dealing with the managerial aspects, organi&ing, planning, mobili&ing resources, monitoring, systems use etc! Q Hum! B&e$!>ior!" including personal, interpersonal, team related and Q Co 2eptu!"BT$eoreti2!" including isuali&ations, model building etc! This is a con enience classification and a gi en competency may fall into one or more areas and may include more than one from! A competency dictionary of a firm gi es detailed descriptions of the competency language used by that firm! It contains detailed e%planations of the combinations of competencies 'technical, managerial, human and conceptual knowledge, attitudes and skills) using their own language! For e%ample Teamwork or Team "anagement competency can be defined in terms of organi&ation specific and le el specific beha iors for a gi en origination! At top le els it might mean in the case of one organi&ation ability identify utili&e and synergi&e the contributions of a project team and at another le el it might mean
ability to inspire and carry along the top management team including di ersity management! It is put here in much more simplistic way while in competency mapping all details of the beha iors 'obser able, specific, measurable etc!) to be shown by the person occupying that role are specified!
T1pes o# Compete 2ies,

Perso !" Fu 2tio i ' Compete 2ies6 These competencies include broad success factors not tied to a specific work function or industry 'often focusing on leadership or emotional intelligence beha iors)! 2. Fu 2tio !"BTe2$ i2!" Compete 2ies6 These competencies include specific success factors within a gi en work function or industry!
1.
LE@ELS OF COMPETENCIES
There are three le els of competencies K
Core Compete 2ies6 These applies to the organi&ation as a whole! They refer to
what the organi&ation has to be good at doing if it is to succeed! This includes such as customer satisfaction, producing and deli ering high -uality goods, inno ation, managing costs etc!
Ge eri2 Compete 2ies6 These are shared by group of similar jobs6 financial
accountants, systems analysts, team leaders etc! They co er the aspects of the work that they ha e in common and define the shared capabilities re-uired to deli er the results they are e%pected to achie e!
Ro"e6Spe2i#i2 Compete 2ies6 These are uni-ue to a particular role! They define
special task that they ha e to do, in addition to any generic competencies they may share with other people carrying out broadly similar roles!
Ide ti#i2!tio o# Ro"e Compete 2ies

>!Stru2ture ! d "ist o# ro"es, ?rgani&ational structure study and e%amination ,ist all the roles in the structure Identify redundant and o erlapping roles Final list of roles )6 De#i itio o# ro"es, Identify (/As of the role ,ink the (/As with Eept! and ?rgani&ational goals .tate the content of the abo e in one or two sentences /osition the role in perspecti e with that of others C6 8ob des2riptio , ,ist down all the acti itiesAtasks R .mall and big R $outine and Creati e Categori&e acti ities under major heads C6 Compete 21 re%uireme t, Identify against each acti ity the followingC $ole holder inter iew and listing InternalA9%ternal customer inter iew and listing .tar performer inter iew and listing $ole holder critical incident analysis Consolidate the abo e and make a checklist of competencies $ank6 order and finali&e on <A4 competencies critical to the role
Import! 2e o# Compete 2ies #or t$e i di>idu!" emp"o1ees

A list of compelling reasons includes, at a minimum, the following! An indi idualC >!+ains a clearer sense of true marketability in today8s job market0 once the indi idual knows how hisAher competencies compare to those that are asked for by the job market in key positions of interest! =! /rojects an appearance as a 1cutting6edge2 and well6prepared candidate, who has taken the time to learn about competencies, in estigate those in demand, and map hisAher own competencies prior to inter iewing! 3! Eemonstrates self6confidence that comes from knowing one8s competiti e ad antages more con incingly, and from being able to articulate those ad antages in specific area! ;! .ecures essential input to resume de elopment 6 a set of important terms to use in describing e%pertise deri ed from prior career e%perience! <! +ains ad anced preparation for inter iews, many of which may be deli ered using a competency6based approach called 1structured beha ioral inter iewing2 or 1beha ioral e ent inter iewing!2 4! Ee elops the capability to compare one8s actual competencies to an organi&ation or position8s re-uiredApreferred competencies, in order to create an Indi idual Ee elopment /lan!
COMPETENCY DE@ELOPMENT TA&LE
$ole
Identified competencies
Assessment result
Areas of impro ement
Action plan
COMPETENCY MAPPING
De#i itio , 3Competency mapping is a process an indi idual uses to identify and
describe competencies that are the most critical to success in a work situation or work role!2 @ith changing business scenario and new challenges emerging in the competiti e world, successful performance in any jobAtask has taken a critical place, for organi&ational success! Competency mapping is one such process that helps in identifying and mapping competencies re-uired for successful performance in a particular role! Competency mapping and assessment has gained paramount importance in organi&ations, for keeping people de elopment strategies and processes in sync with organi&ational growth B objecti es and ma%imi&ing the utili&ation of human potential! Creating competency based culture and systems in organi&ations are the need of the hour! This creates a demand for *$ professionals to ha e speciali&ed skills and ha e a continuous up6gradation of knowledge! Competency6based performance management processes are becoming more pre alent in many organi&ations, but they are particularly appropriate for organi&ations where there areC Hncertain en ironments Fualitati eAprocess ser ice jobs .elf6managed teams Ee elopmental jobs Changing organi&ations
If your *$ person does not ha e competencies to competency mapping, then get him or her to ac-uire on an emergency basis and build a competency6based organi&ation! The future success of ?rgani&ations and people depends on how competent they are6 ?b ious! There is no alternati e to competency mapping! Competency mapping can play a significant role in recruiting and retaining people as it gi es a more accurate analysis of the job re-uirements, the candidate:s capability, of the difference between the two, and the de elopment and training needs to bridge the gaps!
Re%uired Compete 2ies #or Compete 21 m!ppi '

Competency mapping is a task, which can be done by many people! Now a days, all "anagement schools, and definitely those speciali&ing in *$, train students in competency mapping! $ecently, when the author taught a course on "anagement of Talent at the Indian .chool of #usiness, with two hours of introduction to the process of competency mapping, the students 'all with e%perience of more than two years) ha e done a great job of competency mapping for a set of roles! The person who facilitates competency mapping should ha e the following competencies6 .hould ha e some familiarity with competencies and the nature of competencies! This includes knowledge of the terms used commonly in competency identifications 'sociability, acti ity le el, monitoring ability, resource mobili&ation, ision, communication skills, analytical skills, planning, organi&ing, team building, imitati e, strategic thinker etc!) and meaning of most common terms!
.hould know the meaning of knowledge 'awareness, information), Attitude 'predispo6sition) and skill 'demonstrable ability to perform a particular task or acti ity with a predestinated le el of proficiency6 speed, accuracy, -uality etc)! .hould be able to differentiate knowledge, attitude, and skills! Ability to differentiate moti es, alues, self6concept and traits is an additional competence! .hould be bale to differentiate a task from an acti ity! .hould be able to list a set of acti ities and tasks for a gi en role with the help of a role holder 'a person who is currently doing a the gi en job)! .hould able to classify a gi en competence 'knowledge, attitude and skill) into technological arena, managerial arena, beha ioral arena and conceptual arena! .hould ha e inter iewing and probing skills! .hould be able to document and communicate to others through documentation 'ability to communicate using precise language, and pro ide e%planations where er necessary) .hould be familiar with the nature of business done by the firm, its products, markets, processes etc! or at least would be able to understand and grasp the basics of technology and processes used by the firm! This can be de eloped through a -uick induction program by the firm!
Any "asters in "anagement or .ocial .ciences or an 9mployee with e-ui alent e%perience and Training can de elop these competencies! Conceptual background and understanding of the business is important! Familiarity with #usiness, ?rgani&ations, "anagement and #eha ioral .ciences is useful! *$ "anagers, "anagement +raduates, Applied /sychologists are -uite -ualified to do this!
Too"sBmet$ods #or Compete 21 m!ppi '

There are following methods to assess competencies6 AssessmentAEe elopment Center 345 Eegree feedback $ole6plays Case study .tructured 9%periences .imulations #usiness +ames
C+*,de'ree !ppro!2$C
>! .elf =! ?thers InternalA9%ternal Customers #ossApeersA.ubordinate
I trodu2tio to C+*,de'ree !ppro!2$ i 2ompete 21 m!ppi '

345 Eegree Feedback is a "ulti6 $ater Feedback .ystem! Almost e ery Fortune <55 Company is using this in some form or the other! In this system the candidate is assessed by a number of assessors including his boss, direct reports 'subordinates), colleagues, internal customers and some times e%ternal customers! They all are describe below6 &oss, Functional and administrati e 'reporting and re iewing officers)! Sou may also choose other seniors with whom you ha e some kind of reporting relationship! Peers, Colleagues from other departments or your own with whom you ha e a working relationship, and are at the same grade or le el you are at!
Subordi !tes, Eirect repartees those whom you are directly super ising! Ot$er i ter !" 2ustomers0 9mployees from other departments to whom you pro ide your ser ices or use their ser ices and interact fre-uently! E=ter !" 2ustomers0 .uppliersAbusiness associates etc! with whom you often interact and are likely to find their feedback useful for de elopment! The assessment is made on a -uestionnaire specially designed to measure leadership styles, managerial -ualities, impact and other beha iors considered critical for performance! .uch feedback from multiple sources pro ides a credible picture and can be used for arious purposes likeC
/ro iding insights into the strengths and de elopmental areas of the
candidate in terms of the effecti e performance of roles, acti ities, styles, traits, -ualities, competencies 'knowledge, attitudes and skills), impact on others etc!

9nhancing role clarity and establishing increased accountabilities! Identification of de elopmental needs and preparing de elopment plans
more objecti ely in relation to the current or future roles and performance impro ements for an indi idual or a group of indi iduals!

,eadership Ee elopment! +enerating data for arious personnel decisions 'pro ided it is decided
initially that the feedback is not meant only for the person but also to be shared completely with the organi&ation)!
Culture building and reinforcing other change management efforts and
organi&ation effecti eness directed inter entions! This may includeC TF" efforts, Customer focus or internal customer satisfaction enhancing inter entions, Flat structures, Fuality enhancing and cost reducing inter entions, process changes etc!
Aligning indi idual and group goals with organi&ational ision, alues and
goals!
/lanning internal customer satisfaction impro ement measures.
&e e#its o# C+*,de'ree !ppro!2$ i Compete 21 m!ppi '
It pro ides a more objecti e and acceptable feedback! Dery effecti e for de eloping leadership and other competencies
considered critical for performing arious ,eadership and "anagerial roles effecti ely! .er es as a team6building tool as it is more in ol ing and participati e! /romotes a culture of openness! /romotes total -uality with emphasis on internal and e%ternal customer $esults in better -uality of *$ decisions for training and rewards! *elps in identification of competency gaps and planning de elopment
orientation!
inter entions!
A !"1sis o# Compete 21 M!ppi ' i Re"i! 2e Mutu!" Fu d
In $eliance "utual Fund, Jaipur, there are total number of employees are >5! They all belong to different jobAtask! There are fi e major roles performed by the employees! The roles are6 >! Cluster *ead =! #anking *ead 3! $etail *ead ;! ?perations *ead <! $elationship "anager
The analysis is done through the 3456degree approach of Competency "apping for each of the abo e roles! *ence in total the number of responses 'sample si&e) becomes <5! First analysis is done for .elf6Competency and second is done for others ideal roles!
A !"1sis #or Se"#,Compete 21
>! Awareness about Competency in $eliance "utual Fund K a) Ses K >5 b) No K 5
A%areness of !o&petenc'
12 o( of e&plo'ees 10 8 6 4 2 0 Yes Response No Series1
I terpret!tio 6 Abo e graph depicts that >55N employees ha e awareness about Competency! It is a good sign for company and its profitability!
=! Any e%clusi ely specific skills, which ha e benefited the company6 a) .trongly Ses6 ; c) .trongly No6 > b) "oderately Ses6 < d) "oderately No6 5
Specific S)ills
6 5 4 3 2 1 0 Strongly Yes Modrately Yes Strongly No Modrately No o( of e&plo'ees
Series1
Response
I terpret!tio 6 The abo e graph depicts that ;5N employees were strongly agree that their specific skills ha e benefited the company, <5N employees we moderately agree and rest >5N employees were disagreeing with the statement! 3!The attitudeA-ualities highlighted by the work of the employeesK '?pen6ended) I terpret!tio , It was an open6ended -uestion so the common response, which I ha e got, was all the employees ha e positi e attitude towards their work! This type of attitude help them to build good relations among them and customers, sound knowledge of market, managerial skills, dedication towards their work, decision making power etc! ;!Initiati es, which can help to enhance the knowledge of work of the employees6 a) .tudy the work related task! b) Taking help of peers and super isors! c) Taking information through newspapers and journals! d) Eo not take any initiati e! i) ?nly a 6 3 iii) ?nly b 6 > ii) ?nly d K > i ) All 3 6 <
Initiatives for enhance )no%led*e
30%
50% 10% 10%
Only a Only d Only b All 3
I terpret!tio , The abo e pie chart depicts that <5N employees take all the initiati es, 35N employees only study the work related task, >5N employees take only one initiati e of the help of peers and super isors and rest >5N employees do not take any initiati e!
<!
Eo employees easily accept the changes in their work K a) .trongly Ses6 ; c) .trongly No6 5 b) "oderately Ses6 4 d) "oderately No6 5
Acceptance of !han*e
7 6 5 4 3 2 1 0 Strongly Yes Modrately Yes Strongly No Modrately No o( of e&plo'ees
Series1
Response
I terpret!tio , Abo e bar graph depicts that ;5N employees were strongly agree and rest 45N employees were moderately agree that they easily accept the changes! It means employees are resistant in accept the changes! 4!.ome specific changes faced by the employees of $eliance "utual fund6 '?pen6ended) I terpret!tio , This was an open6ended -uestion so the common response I ha e got was that each employee ha e faced one or another changes like6 coordination with new employee, fre-uently changes in work profile, process initiati es, multitasking #/". implementation etc! I! Eifferent Competencies, which can help the employees6 a) b) c) d) (nowledge of basic accounting principals and procedures! Ability to read understands and follows written directions! Facilitation skills6 ability to focus and direct group discussion! Eecision making skills6 ability to weigh options foresees conse-uences of decisions!
i) ?nly b 6 = iii) ?nly d 6 3
ii) ?nly c K > i ) All ; 6 ;
+ifferent !o&petencies
20% 40% 10% 30% Only b Only Only d All 4
I terpret!tio , The abo e pie chart depicts that ;5N employees ha e all the four competencies, 35N employees ha e only decision6making power, =5N employees ha e only ability to follow written directions and rest >5N employees ha e only facilitation skills!
J! Importance of critical incidence in successAfailure of employees6 a) .trongly Ses6 3 c) .trongly No6 3 b) "oderately Ses6 = d) "oderately No6 =
I&portance of !ritical Incidence

o( of e&plo'ees 3.5 3 2.5 2 1.5 1 0.5 0 Strongly Modrately Strongly Modrately Yes Yes No No Response
Series1
I terpret!tio , The abo e graph depicts that 35N employees were strongly agree that critical incidence helps in successAfailure, 35N were moderately agree, =5N employees were strongly disagree and rest =5N employees said moderately no for the condition! G! .ome critical incidence faced by the employees of $eliance "utual fund6 '?pen6ended) I terpret!tio , This was an open6ended -uestion so = responses I ha e got were6 ?ne of the employee ha e faced an incidence that was6 discrepancy in 4 Cr! $s! Application by one of the banker, he got it certified by coordinating with "umbai Team '*F) ?ne of the employee has build strong relationship with all the channel partners, which intern help him for his success!
>5!Challenges faced by the employees in their job6 a) .trongly Ses6 4 c) .trongly No6 = b) "oderately Ses6 = d) "oderately No6 5
!hallen*es in the job

o( of e&plo'ees 7 6 5 4 3 2 1 0 Strongly Yes Modrately Strongly Yes No Response Modrately No
Series1
I terpret!tio , The abo e bar graph depicts that 45N employees ha e faced challenges in their job, =5N employees ha e faced but not in a that much of e%tend and rest =5N employees were not faced any challenges! >>!$eporting relationship of the employees6 I terpret!tio 6 All the employees report their Area "anagerACluster *ead! .o there is not communication gap and flow of information is smooth!
A !"1sis #or : Ide!" Ro"es o# Re"i! 2e Mutu!" Fu d A !"1sis #or C"uster He!d
>! Awareness about Competency in Cluster head of $eliance "utual Fund K a) Ses K >5 b) No K 5
A%areness of !o&petenc'
12 10 8 6 4 2 0 Yes Response No o( of e&plo'ees
Series1
I terpret!tio 6 Abo e graph depicts that >55N employees said that cluster head has awareness about Competency! .o that he can handle his team effecti ely!
=!Any e%clusi ely specific skills, which should benefit the company6 a) .trongly Ses6 >5 c) .trongly No6 5 b) "oderately Ses6 5 d) "oderately No6 5
Specific s)ill
o( of e&plo'ees 12 10 8 6 4 2 0
yY es Ye s N o y od er at el y od er at el y St ro ng l St ro ng l N o
Series1
Response
I terpret!tio 6 The abo e graph depicts that >55N employees were strongly agree that cluster head should possess some specific skills which will benefit the company! 3!The attitudeA-ualities highlighted by the work of the Cluster *ead K '?pen6ended) I terpret!tio , It is an open6ended -uestion so the common response which I ha e got was cluster head should ha e sound knowledge of market, he must possess managerial skills, e%pertise in relationship building, handle employees grie ances in a proper manner, leadership skills should be there in cluster head!
;! Initiati es, which should help to enhance the knowledge of work of the cluster head6 a) .tudy the work related task! b) Taking help of peers and super isors! c) Taking information through newspapers and journals! d) Eo not take any initiati e! i) ?nly a 6 > iii) a and c6 4
ii) ?nly d K 5 i ) All 3 6 3
10% 30% 0% Only a Only d a and 60% All 3
I terpret!tio , The abo e pie chart depicts that 45N employees said that cluster head should take both the initiati es as shown in option a and c, 35N employees said that he should take all the initiati es, >5N employees think that cluster head only study the work related task!
>!
.hould cluster head easily accept the changes in his work K a) .trongly Ses6 J c) .trongly No6 5 b) "oderately Ses6 = d) "oderately No6 5
Acceptance of !han*es
o( of e&plo'ees 10 8 6 4 2 0
s Ye s o Ye St ro ng ly N St ro ng l el y el y y N o
Series1
M od ra t
Response
I terpret!tio , Abo e bar graph depicts that J5N employees were strongly agree that cluster head should easily accept the changes and =5N employees were moderately agree with this!
=! Eifferent Competencies which should help the cluster head6 a! b! c! d! (nowledge of basic accounting principals and procedures! Ability to read understands and follows written directions! Facilitation skills6 ability to focus and direct group discussion! Eecision making skills6 ability to weigh options foresee conse-uences of decisions!
M od ra t
i) ?nly a 6 5 iii) b, c, d 6 4
ii) c and d K = i ) All ; 6 =
0%
20%
20%
Only a and d b! !d All 4
60%
I terpret!tio , The abo e pie chart depicts that 45N employees said that cluster head should ha e all the 3 competencies 'b, c, d), =5N employees said that he should ha e only = 'c, d) and rest =5N employees said he should ha e all the ; competencies! 3! $ole of Cluster *ead6 '?pen6ended) I terpret!tio , This is an open ended -uestion so the common response for this was the role of the cluster head should create cult and tempo within the team of the entire cluster, to manage people with moti ation and training, to take care of whole $ajasthan region! ;! .pecific responsibilities of Cluster *ead6 '?pen6ended) I terpret!tio 6 The common response was that cluster head should maintain good relation and chain between the sales team and upper management, he should mentor the sales team towards the achie ement of group goals, and he should resol e all the problems and disputes of the employees in a proper manner!
A !"1sis #or &! 5i ' He!d

>! Awareness about Competency in #anking *ead of $eliance "utual Fund K a) Ses K >5 b) No K 5
A%areness of !o&etenc'
12 10 8 6 4 2 0 Yes Response No o( of e&plo'ees
Series1
I terpret!tio 6 Abo e graph depicts that >55N employees said that #anking head has awareness about Competency! .o that he can handle his team effecti ely! =!Any e%clusi ely specific skills, which should benefit the company6 a) .trongly Ses6 I c) .trongly No6 5 b) "oderately Ses6 3 d) "oderately No6 5
Specific S)ill
o( of e&plo'ees 8 6 4 2 0 Strongly Modrately Strongly Modrately Yes Yes No No Response Series1
I terpret!tio 6 The abo e graph depicts that I5N employees were strongly agree and 35N were moderately agree that #anking head should possess some specific skills, which will benefit the company.
3!The attitudeA-ualities highlighted by the work of the #anking *ead K 'open6ended) I terpret!tio 6 It is an open6ended -uestion so the common response, which I ha e got, was #anking head should ha e Eecision making power, product knowledge, $elationship building, good communication skills etc! ;!Initiati es, which should help to enhance the knowledge of work of the #anking *ead6 a! .tudy the work related task! b! Taking help of peers and super isors! c! Taking information through newspapers and journals! d! Eo not take any initiati e! i) ?nly a 6 = iii) a and c6 3 ii) ?nly d K 5 i ) All 3 6 <
20% 0% 50% 30% Only a Only d Only a " All 3
I terpret!tio , The abo e pie chart depicts that 35N employees said that #anking head should take both the initiati es as shown in option a and c, <5N employees said that he should take all the initiati es, =5N employees think that #anking head only study the work related task! <!.hould #anking head easily accept the changes in his workT a) .trongly Ses64 c) .trongly No6 5 b) "oderately Ses6 ; d) "oderately No6 5
o( of e&plo'ees 8 6 4 2 0 Strongly Modrately Strongly Modrately Yes Yes No No Response Series1
I terpret!tio , Abo e bar graph depicts that 45N employees are strongly agree that #anking head should easily accept the changes and ;5N employees are moderately agree with this! 4! Eifferent Competencies, which should help the #anking head6 a! b! c! d! (nowledge of basic accounting principals and procedures! Ability to read understands and follows written directions! Facilitation skills6 ability to focus and direct group discussion! Eecision making skills6 ability to weigh options foresee conse-uences of decisions! i) ?nly d 6 4 iii) b, c, d 6 3 ii) c and d K 5 i ) All ; K >
10% Only d Only " d b! !d All 4
30% 0%
60%
I terpret!tio , The abo e pie chart depicts that 35N employees said that #anking head should ha e all the 3 competencies 'b, c, d), 45N employees said that he should ha e only one 'd) and rest >5N employees said he should ha e all the ; competencies!
I! $ole of #anking *ead6 '?pen6ended) I terpret!tio , This is an open6ended -uestion so the common response for this was the role of the #anking head should be specifically depending on banks! *e has to look after all the banking channels and maintain good relations with the banks with appropriate knowledge!
J!.pecific responsibilities of #anking *ead6 '?pen6ended) I terpret!tio 6 The common response was that #anking head should maintain good relation and chain between banks and company! *e has to generate all the business from the banking channels!
A !"1sis #or Ret!i" He!d

>!Awareness about Competency in $etail head of $eliance "utual Fund K a) Ses K >5 b) No K 5
12 o( of e&plo'ees 10 8 6 4 2 0 Yes Response No Yes No
I terpret!tio 6 Abo e graph depicts that >55N employees said that $etail head has awareness about Competency! .o that he can handle his team effecti ely! =!Any e%clusi ely specific skills, which should benefit the company6 a) .trongly Ses6 J c) .trongly No6 5 b) "oderately Ses6 = d) "oderately No6 5
Specific S)ill
o( of e&plo'ees 10 8 6 4 2 0 Strongly Yes Modrately Yes Strongly No Modrately No
Series1
Response
I terpret!tio 6 The abo e graph depicts that J5N employees were strongly agree and =5N were moderately agree that $etail head should possess some specific skills, which will benefit the company! 3!The attitudeA-ualities highlighted by the work of the $etail *ead K '?pen6ended) I terpret!tio , It is an open6ended -uestion so the common response which I ha e got was $etail head should ha e friendly and empathetic beha ior with all the distributors, strong communication skills, sound product knowledge, e%pert in maintaining good relations with the distributors! ;!Initiati es, which should help to enhance the knowledge of work of the $etail head6 a) .tudy the work related task! b) Taking help of peers and super isors! c) Taking information through newspapers and journals! d) Eo not take any initiati e! i) ?nly a 6 5 iii) a and c6 = ii) ?nly d K 5 i ) All 3 K J

0% 0% 20% Only a Only d Only a " All 3
80%
I terpret!tio , The abo e pie chart depicts that J5N employees said that $etail head should take all the initiati es as shown in chart, =5N employees said that he should take only = 'a B c) initiati es!
<!.hould $etail head easily accept the changes in his workT a) .trongly Ses6 G c) .trongly No6 5 b) "oderately Ses6 > d) "oderately No6 5
Acceptance of chan*es
o( of e&plo'ees 10 8 6 4 2 0 Strongly Yes Modrately Yes Strongly No Modrately No
Series1
Response
I terpret!tio , Abo e bar graph depicts that G5N employees are strongly agree that $etail head should easily accept the changes and >5N employees are moderately agree with this!
4!Eifferent Competencies, which should help the $etail head6 a) (nowledge of basic accounting principals and procedures! b) Ability to read understands and follows written directions! c) Facilitation skills6 ability to focus and direct group discussion! d) Eecision making skills6 ability to weigh options foresees conse-uences of decisions! i) ?nly a 6 5 iii) b, c, d 6 3 ii) c and d K 3 i ) All ; 6 ;
0% 40% 30% Only a Only " d b! !d All 4
30%
I terpret!tio , The abo e pie chart depicts that 35N employees said that $etail head should ha e all the 3 competencies 'b, c, d), 35N employees said that he should ha e only = 'c, d) and rest ;5N employees said he should ha e all the ; competencies!
I! $ole of $etail *ead6 '?pen6ended) I terpret!tio , This is an open6ended -uestion so the common response for this was the role of the $etail head should look after all the retail channels6 Eistributors, /.H #anks, IFA8.! *e has to maintain good relations with the channel partners, sol e all the -ueries!
J!.pecific responsibilities of $etail *ead6 '?pen6ended) I terpret!tio 6 The common response was that $etail head should update all the channel partners about the products, take ma%imum business from them! *e should moti ate all the $elationship managers towards their target B help them in all the appointments with the channel partners!
A !"1sis #or Oper!tio s He!d

>!Awareness about Competency in ?perations head of $eliance "utual Fund K a) Ses K >5 b) No K 5
I terpret!tio 6 Abo e graph depicts that >55N employees said that ?perations head has awareness about Competency! .o that he can handle his team effecti ely! =!Any e%clusi ely specific skills, which should benefit the company6 a) .trongly Ses6 ; c) .trongly No6 5 b) "oderately Ses6 4 d) "oderately No6 5
Specific S)ill
Series1
Response
I terpret!tio 6 The abo e graph depicts that ;5N employees were strongly agreed B 45N were moderately agreed that ?perations head should possess some specific skills, which will benefit the company! 3!The attitudeA-ualities highlighted by the work of the ?perations *ead K '?pen6ended) I terpret!tio , It is an open6ended -uestion so the common response, which ha e got was ?perations head should ha e dedication towards his job, rapid resolution of problems, in depth knowledge of products, sound communication skills! ;!Initiati es, which should help to enhance the knowledge of work of the ?perations head6 a! .tudy the work related task! b! Taking help of peers and super isors! c! Taking information through newspapers and journals! d! Eo not take any initiati e! i) ?nly a 6 = iii) a and c6 = ii) ?nly d K 5 i ) All 3 6 4
20% 0% Only a Only d Only a " All 3
60%
20%
I terpret!tio , The abo e pie chart depicts that =5N employees said that ?perations head should take both the initiati es as shown in option a and c, 45N employees said that he should take all the initiati es, =5N employees think that ?perations head only study the work related task! <!.hould ?perations head easily accept the changes in his workT a) .trongly Ses6 = c) .trongly No6 > b) "oderately Ses6 I d) "oderately No6 5
Acceptance of !han*e
o( of e&plo'ees 8 6 4 2 0 Strongly Yes Modrately Yes Strongly No Modrately No Series1
Response
I terpret!tio , Abo e bar graph depicts that =5N employees were strongly agree that ?perations head should easily accept the changes and I5N employees were moderately agree B rest >5N were not agree! 4!Eifferent Competencies, which should help the ?perations head6 a! (nowledge of basic accounting principals and procedures! b! Ability to read understands and follows written directions! c! Facilitation skills6 ability to focus and direct group discussion! d! Eecision making skills6 ability to weigh options foresees conse-uences of decisions!
i) ?nly a 6 > iii) b, c, d 6 3
ii) c and d K ; i ) All ; 6 =
10% Only a Only " d b! !d All 4
20%
30%
40%
I terpret!tio , The abo e pie chart depicts that 35N employees said that ?perations head should ha e all the 3 competencies 'b, c, d), ;5N employees said that he should ha e only = 'c, d), =5N employees said he should ha e all the ; competencies, >5N said he should ha e only > 'a)!
I!$ole of ?perations *ead6 '?pen6ended) I terpret!tio , This is an open6ended -uestion so the common response for this was the role of the ?perations head should be to take care of all the operations issues, to keep the market persons update by sending NAD daily, E". maintenance, to maintain brokers list, new appointments, to maintain administration in office!
J!.pecific responsibilities of ?perations *ead6 '?pen6ended) I terpret!tio 6 The common response was that ?perations head should help the in estors regarding their -ueries, troubleshooting, *$ functions, admin affairs B accounting!
A !"1sis #or Re"!tio s$ip M! !'er

>!Awareness about Competency in $elationship manager of $eliance "utual Fund
a) Ses K >5
b) No K 5
I terpret!tio 6 Abo e graph depicts that >55N employees said that $elationship manager has awareness about Competency! =!Any e%clusi ely specific skills, which should benefit the company6
a) .trongly Ses6 ; c) .trongly No6 >
b) "oderately Ses6 < d) "oderately No6 5
Specific S)ill
o( of e&plo'ees 6 5 4 3 2 1 0 Strongly Yes Modrately Strongly Yes No Response Modrately No Series1
I terpret!tio 6 The abo e graph depicts that ;5N employees were strongly agree that $elationship manager should possess some specific skills, <5N employees were moderately agree, >5N employees were disagree with the statement!
3!The attitudeA-ualities highlighted by the work of the $elationship manager K '?pen6ended) I terpret!tio , It is an open6ended -uestion so the common response which I ha e got was $elationship manager should ha e good communication skills, decision making power, smart work attitude, diligent, relationship building power etc!
;!Initiati es, which should help to enhance the knowledge of work of the $elationship manager6 a! .tudy the work related task! b! Taking help of peers and super isors! c! Taking information through newspapers and journals! d! Eo not take any initiati e! i) ?nly a 6 = iii) a and c6 = ii) ?nly d K > i ) All 3 6 <
20%
50% 20%
10%
Only a Only d Only a " All 3
I terpret!tio , The abo e pie chart depicts that =5N employees said that $elationship manager should take both the initiati es as shown in option a and c, <5N employees said that he should take all the initiati es, =5N employees think that he should take only study the work related task and rest >5N employees said that there is no need to take initiati es!
<!.hould $elationship manager easily accept the changes in his workT a) .trongly Ses6 ; c) .trongly No6 5 b) "oderately Ses6 4 d) "oderately No6 5
Series1
Response
I terpret!tio , Abo e bar graph depicts that ;5N employees are strongly agree that $elationship "anager should easily accept the changes and 45N employees are moderately agree with this! 4!Eifferent Competencies, which should help the $elationship "anager 6 a! (nowledge of basic accounting principals and procedures! b! Ability to read understands and follows written directions! c! Facilitation skills6 ability to focus and direct group discussion! d! Eecision making skills6 ability to weigh options foresee conse-uences of decisions!
i) ?nly d 6 ; iii) b, c, d 6 =
ii) c and d K 3 i ) All ; K >
10% 20% 40% Only d Only " d b! !d All 4
30%
I terpret!tio , The abo e pie chart depicts that =5N employees said that $elationship manager should ha e all the 3 competencies 'b, c,d), 35N employees said that he should ha e only = 'c,d), ;5N employees said that he should ha e only one 'd), and rest >5N employees said he should ha e all the ; competencies!
I!$ole of $elationship manager 6 '?pen6ended) I terpret!tio , This is an open6ended -uestion so the common response for this was the role of the $elationship manager should be proper handling of all the channels, training of the distributors, product pitching, salesB distribution!
J! .pecific responsibilities of $elationship manager 6 '?pen6ended) I terpret!tio 6 The common response was that $elationship manager should maintain a touch base with all the channel partners, fulfill all the re-uirements of brokers and gi e knowledge about the products, get them ac-uired by the features, performance, benefits of $eliance mutual fund schemes, generate business from the channels!
!,APTER -I
Fi di 's
Fi di 's #or Se"#,Compete 21
>! Almost all the employees of $eliance "utual fund are aware of competency! =! Almost all the employees ha e specific skills, which benefited the company in one or the other manner! 3! The employees of $eliance mutual fund ha e positi e attitude towards their work, they posses decision making power, relationship building capacity, sound knowledge of the products etc! which help the company for the progress in present and future also! ;! "ost of the employees take some initiati es to enhance the knowledge of their work! For this purpose they study the work related task, take help of their peers and super isors, read newspaper and journals! *ence it is a good sign for the growth of the company! <! .ome of the employees easily accept the changes, which occur during their work but most of them are resistant to accept the changes! 4! .ome of the employees ha e faced some problem regarding the fre-uent change in their work profile, and other implementations of new technology! I! "ost of the employees ha e different competencies in them for the better performance of job! They ha e sound knowledge, facilitation skills, decision6 making power etc!
J! .ome of the employees ha e got success due to some critical incidence during their job! The no! of such employees is less so each employee should be aware of such incidence! G! It is a good sign that most of the employees ha e faced some challenges in their job that is the learning path for them to get success! >5! All the employees report their Area "anagerACluster *ead! .o there is not communication gap and flow of information is smooth!
Fi di 's #or t$e Ide!" Ro"es

For t$e C"uster He!d6
>! According to almost employees Cluster head should ha e full knowledge of Competency! =! According to almost employees there is a strong re-uirement of specific skills for the role of Cluster head! 3! The common response about the attitudeA-ualities of the Cluster head should ha e sound knowledge of market, he must possess managerial skills, e%pertise in relationship building, handle employees grie ances in a proper manner, leadership skills should be there in cluster head! ;! "ost of the employees said that he should some initiati es to enhance the knowledge for his role! *e should study the work related task and read newspaper and journals on regular basis! <! According to almost employees Cluster head should be fle%ible or adaptable with respect to any changes occurring in his role or market! 4! The main competencies re-uired by the Cluster head are facilitation skills and decision6making skills!
I! The important role of the Cluster head is he should create cult and tempo
within the team of the entire cluster, to manage people with moti ation and training, to take care of whole $ajasthan region! J! The specific responsibilities of Cluster head include he should maintain good relation and chain between the sales team and upper management, he should mentor the sales team towards the achie ement of group goals, and he should resol e all the problems and disputes of the employees in a
proper manner!
For &! 5i ' He!d,

>!According to almost employees #anking head should ha e full knowledge of Competency! =!According to almost employees there is a strong re-uirement of specific skills for the role of #anking head! 3! The attitudeA-ualities highlighted by #anking head that he should ha e Eecision making power, product knowledge, $elationship building, good communication skills etc! ;! "ost of the employees said that he should some initiati es to enhance the knowledge for his role! *e should study the work related task, read newspaper and journals on regular basis and take the help of peers and super isors! <!According to almost employees #anking head should be fle%ible or adaptable with respect to any changes occurring in his role or market! 4! The main competency re-uired by the #anking head is decision6making skills and the other are facilitation skills, ability to understand and follow the written directions! I! The role of the #anking head was he should be specifically depending on banks! *e has to look after all the banking channels and maintain good relations with the banks with appropriate knowledge! J!The specific responsibilities of #anking head that he should maintain good relation and chain between banks and company! *e has to generate all the business from the banking channels!
For Ret!i" He!d,

>!According to almost employees $etail head should ha e full knowledge of Competency! =!According to almost employees there is a strong re-uirement of specific skills for the role of $etail head! The attitudeA-ualities highlighted by $etail head that he should ha e friendly and empathetic beha ior with all the distributors, strong communication skills, and sound product knowledge, e%pert in maintaining good relations with the distributors! ;!"ost of the employees said that he should some initiati es to enhance the knowledge for his role! *e should study the work related task, read newspaper and journals on regular basis and take the help of peers and super isors! <!According to almost employees $etail head should be fle%ible or adaptable with respect to any changes occurring in his role or market! 4!The Competencies re-uired by the $etail head are decision6making skills, facilitation skills, and ability to understand and follow the written directions, knowledge of basic accounting principals!
I!The role of the $etail head is he should look after all the retail channels6 Eistributors, /.H #anks, IFA8.! *e has to maintain good relations with the channel partners, sol e all the -ueries! J!The specific responsibilities of $etail head that he should update all the channel partners about the products, take ma%imum business from them! *e should moti ate all the $elationship managers towards their target B help them in all the appointments with the channel partners!
For Oper!tio s He!d,

>!According to almost employees ?perations head should ha e full knowledge of Competency! =!According to almost employees there is a strong re-uirement of specific skills for the role of ?perations head! 3!The attitudeA-ualities highlighted by ?perations head that he should ha e dedication towards his job, rapid resolution of problems, in depth knowledge of products, sound communication skills! ;!"ost of the employees said that he should some initiati es to enhance the knowledge for his role! *e should study the work related task, read newspaper and journals on regular basis and take the help of peers and super isors! <!According to almost employees ?perations head should be moderately fle%ible or adaptable with respect to any changes occurring in his role or market! 4!The main Competencies re-uired by the ?perations head are decision6making skills, facilitation skills, and ability to understand and follow the written directions and he should ha e some knowledge of basic accounting principals!
I!The role of the ?perations head should take care of all the operations issues, to keep the market persons update by sending NAD daily, E". maintenance, to maintain brokers list, new appointments, to maintain administration in office! J!The specific responsibilities of ?perations head that he should help the in estors regarding their -ueries, troubleshooting, *$ functions, admin affairs B accounting!
For Re"!tio s$ip M! !'er,

>!According to almost employees $elationship "anager should ha e full knowledge of Competency! =!According to almost employees there is a strong re-uirement of specific skills for the role of $elationship "anager! 3!The attitudeA-ualities highlighted by $elationship "anager that he should ha e good communication skills, decision6making power, smart work attitude, diligent, relationship building power etc! ;!"ost of the employees said that he should take some initiati es to enhance the knowledge for his role! *e should study the work related task, read newspaper and journals on regular basis and take the help of peers and super isors! <!According to almost employees $elationship "anager should be moderately fle%ible or adaptable with respect to any changes occurring in his role or market! 4!The main Competencies re-uired by the $elationship "anager is decision6making skills and other competencies are facilitation skills, and ability to understand and follow the written directions, some knowledge of basic accounting principals! I!The role of the $elationship manager should be proper handling of all the channels, training of the distributors, product pitching, salesB distribution!
J! The specific responsibilities of $elationship manager that he should maintain a touch base with all the channel partners, fulfill all the re-uirements of brokers and gi e knowledge about the products, get them ac-uired by the features, performance, benefits of $eliance mutual fund schemes, generate business from the channels!
!,APTER -II
Re2omme d!tio s
RECOMMENDATIONS
There are some recommendations or suggestions for $eliance "utual Fund after the abo e findings of the analysis6
>! Company should analy&e all the important roles and re-uired competencies to perform those roles! =!Company should recruit the candidates according to the re-uired competencies of the particular role! 3! For the de elopment of the e%isting employees there should be well6structured training program! The program should be consist of importance of the competencies i!e! knowledge, skills, ability etc! ;! Apart from the abo e training there should be periodic training about the changes occurring in market! <! There should not be fre-uently change in the work profile of the employees! This hampers the -uality of the work! 4! The employees should be aware of the critical incidence which ha e been benefited them! .o they can set those incidences as e%amples for the successAfailure in front of the new employees!
!,APTER -III
Co 2"usio
CONCLUSION
As been analy&ed employees of $eliance "utual Fund ha e awareness about Competency! They ha e specific skills, abilities, and knowledge etc! to perform their job efficiently and effecti ely! They posses decision making power, relationship building capacity, sound knowledge of the products etc! which help the company for the progress in present and future also! To enhance the knowledge of their work they study the work related task, take help of their peers and super isors, read newspaper and journals! The employees ha e different competencies in them for the better performance of job! They ha e sound knowledge, facilitation skills, decision6 making power etc! .ome of the employees ha e got success due to some critical incidence during their job! They faced challenges and accept changes but in a resistant manner so there should be well structured training schedule for their and company8s de elopment! ?n the other side all the roles 'Cluster head, #anking head, $etail head, ?perations head, $elationship "anager) should ha e different Competencies according to their specific roleAtask! All the abo e6specified roles should ha e some skills like6 decision6 making skills, facilitation skills, e%pertise in relationship building, grie ance handling power, moti ational skills, fle%ibilityAadaptability according to the market conditions, sound communication skills! 9ach of the specified roles should know his responsibilities and role to enhance the credibility and profitability of the company! *ence, Competency mapping plays a ital role for the de elopment of the employees as well as company!
!,APTER I.
/uestionnaire
FUESTIONNAIRE FOR HUMAN RESOURCE DE@ELOPMENT (For .elf6Competency. N!#! K >) The information recei ed will be use for the purpose of research only and will be treated as confidential! =) /lease tick UV in appropriate bo%es for 7S9.8 response and lea e the bo%es blank for 7N?8 response!
Name K WWWWWWWWWWWWWWWWWWWWWWWWWWW! Age 6WWWWWWWWWWWWWWWWWWWWWWWWWWWW! Eesignation K WWWWWWWWWWWWWWWWWWWWWWWWW ,ocation of Company K WWWWWWWWWWWWWWWWWWWWW F>! Are you aware of the term CompetencyT a) U V Ses b) U V No F=! Any e%clusi ely specific skills ha e benefited your company K '.pecify) a) U V .trongly Ses b) U V "oderately Ses c) U V .trongly No d) U V "oderately No F3! The attitudeA-ualities highlighted by your work6 WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW! F;! @hat initiati es you take to enhance your knowledge of work K a) U V .tudy the work related task b) U V Taking help of peers and super isors c) U V Taking information through newspaper and journals d) U V Eo not take any initiati e
F<! Eo you easily accept changes in your workT a) U V .trongly Ses b) U V "oderately Ses c) U V .trongly No d) U V "oderately No F4! /lease specify the changes if any6 WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW FI! @hat Competency helps you the mostT a) U V (nowledge of basic accounting principles and procedures! b) U V Ability to read, understands, and follows written directions! c) U V Facilitation skills K ability to focus and direct group discussions! d) U V Eecision6making skills K ability to weigh options and foresee conse-uences of decisions! FJ! Any critical incidence, which ha e helped you in your successAfailureT a) U V .trongly Ses b) U V "oderately Ses c) U V .trongly No d) U V "oderately No FG! .pecify the critical incidence if any K WWWWWWWWWWWWWWWWWWWWWWWWWWWW!! WWWWWWWWWWWWWWWWWWWWWWWWWWWW!! WWWWWWWWWWWWWWWWWWWWWWWWWWWW!! F>5! *a e you faced any challenges in your job or roleT a) U V .trongly Ses b) U V "oderately Ses c) U V .trongly No d) U V "oderately No
F>>s! /lease specify with whom you share your reporting relationshipT WWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWW!
THAN/ YOU
FUESTIONNAIRE FOR IDEAL ROLES (C"uster He!dB&! 5i ' He!dBRet!i" He!dBOper!tio s He!dBRe"!tio s$ip He!d. N!#! K >) The information recei ed will be use for the purpose of research only and will be treated as confidential! =) /lease tick UV in appropriate bo%es for 7S9.8 response and lea e the bo%es blank for 7N?8 response!
Name KWWWWWWWWWWWWWWWWWWWWWWWWWWW! Age 6WWWWWWWWWWWWWWWWWWWWWWWWWWWW! Eesignation K WWWWWWWWWWWWWWWWWWWWWWWWW
F>! Awareness about Competency in their specific role6 a) U V Ses b) U V No
F=! Any e%clusi ely specific skills, which should benefit the company K a) b) c) d) U U U U V .trongly Ses V "oderately Ses V .trongly No V "oderately No
F3! The attitudeA-ualities highlighted by the abo e specific roles6 WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWWWWW!
F;! @hich initiati es should help to enhance the knowledge of work of the abo e roles K a) U V .tudy the work related task b) U V Taking help of peers and super isors c) U V Taking information through newspaper and journals d) U V Eo not take any initiati e F<! @hether the abo e roles should easily accept changesT e) U V .trongly Ses f) U V "oderately Ses g) U V .trongly No h) U V "oderately No F4! Eifferent Competencies, which should help the roles mostT a) U V (nowledge of basic accounting principles and procedures! b) U V Ability to read, understands, and follows written directions! c) U V Facilitation skills K ability to focus and direct group discussions! d) U V Eecision6making skills K ability to weigh options and foresee conse-uences of decisions! FI! @hat should the roleAtask of the abo e rolesT WWWWWWWWWWWWWWWWWWWWWWWWW! !WWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWW!
F-6 @hat should be specific responsibilities of the abo e rolesT
WWWWWWWWWWWWWWWWWWWWWWWWWW WWWWWWWWWWWWWWWWWWWWWWWWWW! WWWWWWWWWWWWWWWWWWWWWWWWWW!

THAN/ YOU
&I&LIOGRAPHY
>! #ook of #usiness research methodology of ICFAI National College! =! #ook of Fuantitati e "ethods of ICFAI National College! 3! #ook of *uman $esource "anagement of ICFAI National College! ;! #ook of /erformance "easurement and $eward .ystems of ICFAI National College!
Aebsites,

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A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUNDâ

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A REPORT ON A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUND

BY RITU OJHA (6ND 12665) MBA II ICFAI NATIONAL COLLEGE, KOTA.

A REPORT ON A STUDY ON COMPETENCY MAPPING OF THE EMPLOYEES OF RELIANCE MUTUAL FUND

COPIES MAR/ED LIST0 Comp! 1 Guide F!2u"t1 Guide INC Ce ter

RITU O8HA (+ND9)++:.

CHAPTER ID E Fuestio &ib"io'r!p$1 !ire

Ob4e2ti>es Limit!tio s Met$odo"o'1

$. Understanding the %enefits of 3!"#degree approach.

De#i i ' t$e prob"em ! d rese!r2$ ob4e2ti>e0

De>e"opi ' rese!r2$ p"! 0

Co""e2tio ! d Sour2es o# D!t!0

Se2o d!r1 d!t!0

S!mp"i ' P"! 0

A !"1?e t$e 2o""e2ted i #orm!tio 0

Report rese!r2$ #i di 's0

HISTORY AND ORGANIGATION OF MUTUAL FUNDS IN INDIA

The graph indicates the growth of assets o er the years K

MUTUAL FUND COMPANIES IN INDIA

RECENT TRENDS IN MUTUAL FUND INDUSTRY

ASSOCIATION OF MUTUAL FUNDS IN INDIA (AMFI.

Re"i! 2e C!pit!" Asset M! !'eme t Ltd6

About Re"i! 2e Mutu!" Fu d

T$e m!i ob4e2ti>es o# t$e Trust !re0

Re"i! 2e Mutu!" Fu d (8!ipur &r! 2$.

PRODUCTS AND SER@ICES OF RELIANCE MUTUAL FUND

Se2tor Spe2i#i2 S2$emes0

7$eliance "utual Fund 8 is popular brand name among

Jaipur is a big industrial area so there is a huge opportunities!

CONCEPT K DEFFINATION OF COMPETENCY

T1pes o# Compete 2ies,

Ide ti#i2!tio o# Ro"e Compete 2ies

Import! 2e o# Compete 2ies #or t$e i di>idu!" emp"o1ees

COMPETENCY DE@ELOPMENT TA&LE

Areas of impro ement

Re%uired Compete 2ies #or Compete 21 m!ppi '

Too"sBmet$ods #or Compete 21 m!ppi '

I trodu2tio to C+*,de'ree !ppro!2$ i 2ompete 21 m!ppi '

Culture building and reinforcing other change management efforts and

/lanning internal customer satisfaction impro ement measures.

&e e#its o# C+*,de'ree !ppro!2$ i Compete 21 m!ppi '

A !"1sis o# Compete 21 M!ppi ' i Re"i! 2e Mutu!" Fu d

A !"1sis #or Se"#,Compete 21

>! Awareness about Competency in $eliance "utual Fund K a) Ses K >5 b) No K 5

Initiatives for enhance )no%led*e

50% 10% 10%

Only a Only d Only b All 3

i) ?nly b 6 = iii) ?nly d 6 3

ii) ?nly c K > i ) All ; 6 ;

I&portance of !ritical Incidence

!hallen*es in the job

ii) ?nly d K 5 i ) All 3 6 3

10% 30% 0% Only a Only d a and 60% All 3

ii) c and d K = i ) All ; 6 =

Only a and d b! !d All 4

A !"1sis #or &! 5i ' He!d

Initiatives for enhance )no%led*e

20% 0% 50% 30% Only a Only d Only a " All 3

A !"1sis #or Ret!i" He!d

Initiatives for enhance )no%led*e

A !"1sis #or Oper!tio s He!d

Initiatives for enhance )no%led*e

20% 0% Only a Only d Only a " All 3