Competency Mapping

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CHAPTER 1
INTRODUCTION:
1. IMPORTANCE OF TEXTILE INDUSTRY:
A leading sector in the Indian economy, textiles contributes 14 per cent to industrial
production, 4 per cent to the GDP and around 17 per cent to the total export earnings. It is, in
fact, the largest foreign exchange earning sector in the country. India is the world's 2nd
largest cotton producing country, after China. The Indian textile industry is also one of the
largest industries that provide high exports and foreign revenue for the nation. Some
highlights of this booming sector is that,
India accounts for:
61 per cent of the global loomage
22 per cent of the global spindleage
12 per cent of the world's production of textile fibers and yarn.
25 per cent share in the total world trade of cotton yarn.
India is a traditional textile -producing country with textiles in general, and cotton in
particular, being major industries for the country. India is among the worlds top producers of
yarns and fabrics, and the export quality of its products is ever increasing. Textile Industry is
one of the largest and oldest industries in India. Textile Industry in India is a self-reliant and
independent industry and has great diversification and versatility. The textile industry can be
broadly classified into two categories, the organized mill sector and the unorganized
decentralized sector.
The organized sector of the textile industry represents the mills. It could be a spinning
mill or a composite mill. Composite mill is one where the spinning, weaving and processing
facilities are carried out under one roof. The decentralized sector is engaged mainly in the
weaving activity, which makes it heavily dependent on the organized sector for their yarn
requirements. This decentralized sector is comprised of the three major segments viz.,
powerloom, handloom and hosiery. In addition to the above, there are readymade garments,
khadi as well as carpet manufacturing units in the decentralized sector. It is undeniable that
the Indian textile industry has an overwhelming presence in the economic life of the country.

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1.1 STRENGTHS OF THE TEXTILE INDUSTRY:
An Independent and self-reliant industry;
Large and potential domestic and international market;
Abundant Raw Material availability that helps to reduce costs and the lead- time
across the operations
Availability of low cost and skilled manpower provides competitive advantage to
industry;
Availability of large varieties of cotton fiber and has a fast growing synthetic fiber
industry;
Promising export potential.
1.2 WEAKNESSES OF THE TEXTILE INDUSTRY:
The industry is a highly fragmented industry.
It is highly dependent on cotton.
There is lower productivity in various segments.
There is a declining in mill Segment.
Lack of technological development that affect the productivity and other activities in
whole value chain.
Infrastructural bottlenecks and efficiency such as, transaction time at ports and
transportation time.
Unfavorable labor laws.
Lack of trade membership, which restrict to tap other potential market.
The various segments of Indian textile sector are:
The Man-Made Fiber / Yarn and Powerloom Sector
The Cotton Sector
The Handloom Sector
The Woolen Sector
The Jute Sector
The Sericulture and Silk Sector
The Handicraft Sector
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1.3 SPINNING MILLS
1.3.1 INDIAN CONTEXT:
The Spinning mills were started in huge numbers during the Industrial Revolution and
much of its booming growth was seen during the years 1775 to 1930. Though initially started
at England, soon the Indian market also imbibed the new industry and from the start has
hugely contributed to the nation, in terms of economy and employment among others. Indian
spinning industry has gone into a super-growth mode since a very long time now as it was the
hub of cotton manufacturing. Cotton is not only consumed to the highest extent in India but it
has also become one of the most profitable textiles in the export industry. Spinning in India
can be classified into 2 categories: medium and long staple. But there was a shortfall in the
'extra-long' category that continued for many years and still continues despite continuous
demands for that.
1.3.2 TAMILNADU CONTEXT:
The spinning mills in Tamil Nadu account for about 35 per cent of the country's
installed capacity and produce about 40 per cent of India's yarn, mainly cotton yarn.
Coimbatore district alone accounts for about 13 per cent of the spindleage in the country. Of
about 1,500 spinning mills in the organized sector in India, nearly 800 are in Tamil Nadu; of
these, nearly 300 are in Coimbatore. Yarn from Tamil Nadu is supplied to the powerlooms in
Tamil Nadu, which have grown rapidly in number in the last two decades, and those
elsewhere in the country.
1.4 COMPANY PROFILE:
Tirupur Thirukumaran Textiles is a multi-unit, multi-interest business group with a
wide range of industrial activity, an organisation that has founded its evolution on value-
based commercial practice. It was established in 2001 with an initial capacity of 19,000
spindles. Over its decades of chequered growth it has expanded to 1,00,000 spindles spread
over 2 operational units. The company commenced operations with the manufacture of grey,
gassed, mercerized and dyed cotton yarn. Today, the company has carved a niche for itself on
the textile map of the country. Of the two spinning units operating, one at Nambiyur and the
other at Namakkal, Tamil Nadu. The corporate functions of all units are done at the corporate
office.
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1.5 INTRODUCTION TO TOPIC:
Competency Mapping involves mapping the competencies required for a particular
position (what the position demands), and matching them to the competencies of the position
incumbent (what skill a person actually possesses). It is the process of identification of the
competencies required to perform successfully a given job or role or a set of tasks at a given
point in time.

1.5.1 COMPONENTS OF COMPETENCY:
There are four major components of competency:
1. Skill: capabilities acquired through practice. It can be a financial skill such as budgeting,
or a verbal skill such as making a presentation.
2. Knowledge: understanding acquired through learning. This refers to a body of information
relevant to job performance. It is what people have to know to be able to perform a job, such
as knowledge of policies and procedures for a recruitment process.
3. Personal Attributes: inherent characteristics which are brought to the job, representing
the essential foundation upon which knowledge and skill can be developed.
4. Behavior: The observable demonstration of some competency, skill, knowledge and
personal attributes. It is an essentially definitive expression of a competency in that it is a set
of action that, presumably, can be observed, taught, learned, and measured.

1.5.2 TYPES OF COMPETENCIES:
1. Managerial Competencies:
Competencies which are considered essential for staff with managerial or supervisory
responsibility in any functional area, including directors and senior posts.
Some managerial competencies could be more relevant for specific occupations, however
they are applied horizontally across the Organization, i.e. analysis and decision-making, team
leadership, change management, etc.

2. Generic Competencies:
Competencies which are considered essential for all employees regardless of their function or
level. - Communication, initiative, listening etc. These are basic competencies required to do
the job, which do not differentiate between high and low performers.

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3. Technical/Functional Competencies:
Specific competencies which are considered essential to perform any job in the Organization
within a defined technical or functional area of work, i.e. environmental management,
industrial process sectors, investment management, finance and administration, human
resource management, etc.

4. Threshold or Performance Competencies:
Performance competencies are those that differentiate between high and low performers.

1.5.3 AREAS OF IMPLEMENTATION:
The competency mapping can be applied to the areas depicted in the figure 1.1.

Figure 1.1 Areas of Implementation

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1.6 NEED FOR COMPETENCY MAPPING AND GAP ANALYSIS:
Companies have long realized the importance of competency mapping as an
important HR function. This is especially relevant in todays competitive environment where
human capital is one of the most important assets of an organization and needs to be
nurtured. There is always a need to have the best quality manpower and that is undeniable.
The textile industry has recently seen the need for such competency based analysis
due to the constant employee turnover and the tremendous capacity growth. Employee job
hopping is very common in the spinning industry because of the huge opportunity to hop
between the numerous mills in the neighbourhood. Also when spinning mills go for
increasing their capacity, which they do often these days because of the modernization of old
mills and to meet client demands, it becomes a mandatory for them to have a complete report
on the competency sets that each designation holder should possess and along with the
current competencies that each employee holds.
1.7 OBJECTIVES:
To identify the competencies of the various jobs in the Units of the Spinning Mills.
To identify the areas requiring improvement for the employees
1.8 SCOPE OF THE STUDY:
Every well-managed firm should have well-defined roles and list of competencies
required for performing each role effectively. Such list should be used for recruitment,
performance management, promotions, placements and training needs identification.
This research gives a broad framework of the core competencies possessed by the
staff members of Spinning Mills Limited. This can be used as the guideline in future
periodic competency mapping of employees. It gives an idea of the area where
employees possess more skills and in which area they need training and
developments.

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1.9 LIMITATIONS OF THE STUDY:
Like every study has its set of constraints and limitations, this Study on Competency
Mapping for the TIRUPUR THIRUKUMARAN TEXTILES also has its set of constraints
and limitations. They have been listed as follows:
The study was conducted at two units in Tamil Nadu. The organization has units in
various other places. For the Competencies to be accurate it is necessary to consider
all the other units of Spinning Mills
The time limit was very less thus preventing the data collection from all the other
units
Findings and conclusions are based on the knowledge level and experience of the
respondents; sometimes may be subjected to personal prejudices
In a few cases complete unawareness of the topic by the employees was an additional
challenge to be faced
Many of the employees in the organization were busy that they were not able to
dedicate time for the interview and analyze in depth and fill the questionnaire.

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CHAPTER 2
LITERATURE REVIEW:
Shampa Chakraberty et al [1] have studied the competencies in the Information Technology
in the Era of Global HR Management. The results indicated that there is a high conformity
between the rating patterns, in respect of performance, of individuals and their reporting
heads based on competencies specified and also find out that non-core technical
competencies can significantly predict the performance level of the individual.

Vathsala Wickramsinghe et al [2] have investigated the factors that predict competency needs
of managers using quantitative methodology. The result shows that marital status, age and
gender have significant main effects in predicting competency needs. The results also
revealed significant interaction effect among the variables of marital status and the number of
subordinates, and marital status and gender in predicting competency needs.

Vinod Kumar khanna et al [3] have investigated comparative study of the impact of
competency based training on 5S and Total Quality Management. The paper reveals that
competency based training has a positive correlation on 5S and TQM and is instrumental in
improving the level of 5S and TQM.

Atri Sengupta et al [4] aimed to review existing competency models and offered a
comprehensive performance-linked linked competency model towards sustaining competitive
advantage, but also validate the proposed model in an Indian textile organisation. The results
reveals that the comprehensive performance-linked competency model focuses on
competency identification, competency scoring and aligning competency with other strategic
HR functions in a three-phase systematic method which will subsequently help the
organisation to sustain in the competition.

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Fotis Dragnidis et al [5] have aimed to review the key concepts of competency management
and to propose method for developing competency method. The findings suggests that the
areas of open standards, semantic technologies and portals with self-service technologies are
going to play a significant part in the evolution of competency management systems.

Anna Sutton et al [6] have explored the utility of an organization-wide competency
framework, linking competency ratings at selection to later development needs and job
performance. The finding suggests that competency ratings at performance appraisal were
significantly lower than at selection interview. Correlations between ratings at interview and
at performance appraisal were generally weak. In addition, competency ratings were related
to employee turnover and managerial development needs.

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CHAPTER 3
3. RESEARCH METHODOLOGY:
The research method of the study explains the systematic way of findings to the
predetermined objectives. Moreover this provides the clean path accomplished and achieve
clear solution to the problem.
3.1 RESEARCH DESIGN:
Research Design refers to "framework or plan for a study that guides the collection
and analysis of data". A typical research design of a company basically tries to resolve the
following issues:
a) Determining Data Collection Design
b) Determining Data Methods
c) Determining Data Sources
d) Determining Primary Data Collection Methods
e) Developing Questionnaires
f) Determining Sampling Plan
For the purpose of the study & to explore the views and satisfaction of employees
regarding current appraisal system in the organization, a framework was established for
evaluation of primary data and secondary data.

3.2 RESEARCH TYPES:
3.2.1 DESCRIPTIVE RESEARCH:
A descriptive study may be simple or complex. It determines who, what, when, where and
how of a topic. It is concerned with describing the characteristics (e.g., the extent to which
libraries are used) estimating the proportion of the people in a specified population who hold
certain views or attitudes predicting specifically and discovering or testing whether certain
variables are associated.
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Descriptive study may be employing any of or all the methods of data collection such as
interview, questionnaire, observation, tests and cumulative record cards. In the descriptive
study the researcher must be careful to make a note of the bias and extravagance that may
creep in at every stage of the study-formulating the objectives of the study; designing the
methods of data collection; selecting the sample; collecting, processing and analyzing the
data; and reporting the findings.

3.3 DATA COLLECTION TOOL:
3.3.1 PRIMARY DATA:
The primary data is otherwise called first-hand information. In general, primary data
is called with the following methods:
Observation method
Personal interview
Telephone interview
Mail survey
Questionnaire

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CHAPTER 4
ANALYSIS AND RECOMMENDATION

PRODUCTION DEPARTMENT:
UNIT HEAD:
Functional & Knowledge based
competencies
Behavioural and interpersonal
competencies
Product knowledge Leadership
Process knowledge Team orientation
SAP Self motivation
Organizational norms and principles Communication
ISO Co-ordination
Fund allocation Observation
Analytical ability Patience
Logical thinking Counselling
Contingency handling Convincing
Planning Liaison
Organizing Listening
Knowledge on other departments Motivating others
Problem solving Optimistic approach

Developing Subordinates

Delegation

Diplomacy

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Strength Weakness
Unit A Process knowledge
Team orientation
Observation
Patience
Delegation
Communication
Developing subordinates
Motivating others
Unit B Logical thinking
Patience
Listening
Diplomacy
Self motivation
Problem solving

Recommended training:
Unit Head A: Should definitely undergo training to enhance his people skills as it is
very much needed for his job.
Unit head B: Needs training on problem solving and communication. As a Unit head
he must be self motivated so that he can motivate his subordinates. He should be
given guidance and instructions on delegation and observation

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MANAGER PRODUCTION:
competencies
Behavioural &
Interpersonal skills
Product knowledge Decision making
Process knowledge Leadership
People management Pro-activeness
Technical knowledge Developing subordinates
SAP Motivating subordinates
Critical thinking Flexibility
Analytical skills Team building
ISO Communication
Innovation Determination
Monitoring Commitment
Planning Risk taking
Problem solving Delegation
Customer focus Coordination

Strength Weakness
Unit A People management
Problem solving
Monitoring
Flexibility
Motivating others
Unit B ISO Awareness
Customer Focus
Motivating Subordinates
Determination
Delegation

Manager Unit A: Should be given guidance on motivating others and has to be more
flexible.
Manager Unit B: Should be given training on delegating resources and has to be
determined.

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ENGINEER PREPARATORY:
competencies
Behavioural & Interpersonal
skills
People management Team playing
Planning & Scheduling Coordination
Computer knowledge (SAP) Motivating subordinates
Knowledge on mixing Communication
Knowledge on climate maintenance Patience
Contingency handling Leadership
ISO awareness Commitment
Analytical skills Decision making
Machinery standards
Material follow up

Strength Weakness
People Management
Staffing
Team playing
Coordination
Communication
Commitment
Computer Knowledge (SAP)
Motivating Subordinates

Should undergo training on SAP and he requires guidance on how to motivate his
subordinates.

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JUNIOR OFFICER PREPARATORY:
competencies
competencies
Planning Adaptive
Strength Allocation Flexible
Knowledge on mixing Commitment
Knowledge on climate maintenance Observation
Contingency handling Coordination
Knowledge on resource availability

Communication

Strength Weakness
Planning
Flexible
Strength Allocation
Knowledge on mixing
Knowledge on climate maintenance
Adaptive
Observation

Should improve his behavioural skills through proper training programs and
constantly update his knowledge required for the job.

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TECHNICAL ASSISTANT PREPARATORY:
competencies
competencies
Strength Allocation Counselling
Machine knowledge Unbiased
Computer knowledge Cooperation
House keeping Team playing
Knowledge on RH (climate
maintenance) Observation
Process knowledge Stress management
Labour guidance

Strength Weakness

Unit A

Strength Allocation
Cooperation
Team playing
Computer Knowledge
Process Knowledge
Machine Knowledge
Housekeeping
Labour guidance
Counselling
Unbiased
Stress Management

Unit B
House keeping
Knowledge on RH (climate maintenance)
Counselling
Machine Knowledge
Team playing
Unbiased
Observation
Strength allocation
Labour guidance

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Unit A: Housekeeping and machine knowledge should be imparted to them. Since
they have to supervise a lot of labourers they should be able to read their minds,
counsel them and give them guidance. They should manage their stress well as they
have to work with a lot of unskilled workers. They should not be favourable to certain
workers.
Unit B: Should be given training on strength allocation and labour guidance. They
should be given instruction and guidance on observation and they should not be
favourable to certain workers.

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ENGINEER SPINNING:
competencies
Behavioural and Interpersonal
competencies
Technical knowledge Delegation
Speed monitoring Observation
Planning Proactive
Job knowledge Reactive
Staffing/ Manpower management Commitment
Computer knowledge Monitoring
Guiding Subordinates Decision making
Knowledge on climate maintenance Precision
ISO awareness and auditing Communication
Production and utilization
improvement
Production auditing
Quality control
Waste minimization

Strength Weakness

Unit A
Guiding Subordinates
Technical knowledge
Planning
Observation
Speed Monitoring
Computer knowledge
Production Auditing
Quality Control

Unit B

Staffing/ Manpower management
Computer knowledge

Waste Minimization
Observation
Proactive
Decision making
Precision
ISO awareness and auditing

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Unit A: Should be given training on production auditing, computers and quality
control.
Unit B: Should be given training and guidance on waste minimization and ISO
procedures. They should be taught to be more proactive.

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TECHNICAL ASSISTANT SPINNING:
competencies
competencies
Waste management Observation
Process knowledge Stress management
Knowledge on climate maintenance

Strength Weakness

Unit A
Team Playing
Observation
Cooperation
Unbiased
Stress Management
Computer knowledge

Unit B

Machine Knowledge
Computer Knowledge
Waste Management
Knowledge on Climate maintenance
Counselling
Process Knowledge
Stress management
Team playing
Observation
Cooperation

Unit A: The employees should be given training in SAP. They should be given stress
inoculation programs. They should treat labourers equally as it is very important for a
supervisor.
Unit B: Should be given stress inoculation programs. Team building activities should
be conducted and they should be given guidance on observation.

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ENGINEER FINISHING:
competencies
competencies
SAP knowledge Delegation
Planning Observation
Job Knowledge Mentoring
Subordinates Guidance Coordination
Inventory management Multitasking
Machine knowledge Commitment
Waste control Decision making
Efficient utilization (Machine,
manpower)

Strength Weakness

Unit A

Planning
SAP knowledge
Machine Knowledge

Unit B

Mentoring
Guiding Subordinates
Coordination
Multitasking
Planning
SAP
Efficient Utilization
Delegation

Unit A: The employee should be trained about the machineries and process involved
in production for achieving the production targets. He should also be given training in
SAP. He should also constantly improve his behavioural and interpersonal skills
through various kinds of personality development training.
Unit B: The employee should be trained about the machineries and process involved
in production for achieving the production targets. He should also be given training in
SAP.
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TECHNICAL ASSISTANT FINISHING:
competencies
competencies
Quality Assurance Observation
Product knowledge Stress management
Process knowledge

Strength Weakness

Unit A
Strength Allocation Machine Knowledge
Observation
Counselling
Unbiased

Unit B
Computer Knowledge
Team Playing
Stress Management
Counselling
Unbiased
Cooperation

Unit A: The employees should be imparted knowledge on machines. They should be
provided with guidance and training on observation and counselling.
Unit B: The employees should be given guidance on counselling. They should be
more cooperative and unbiased.

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TRAINING OFFICER:
competencies
competencies
Planning Communication
Safety Requirements Motivating
Technical Knowledge Inspiring
Product Knowledge Considerate
Process Knowledge
Selection norms
Organizational knowledge
Cost efficient

Strength Weakness
Motivating People
Inspiring others
Technical Knowledge
Product Knowledge
Process Knowledge

The employee should be given imparted knowledge on technical aspects, products and
processes.

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CORPORATE OFFICE

MANAGER ACCOUNTS:

competencies
competencies
Legal Knowledge
Decision making
Accounts knowledge
Leadership
Taxation knowledge
Developing & motivating
subordinates
SAP FI module
Coordination
Organizational awareness
Proactiveness
Analytical skills
Flexibility
Numerical ability
Clear & precise in Communication
Multi tasking
Determination
Eye for detail
Commitment

Strength Weakness
Accounts Knowledge
Numerical ability
Commitment
Legal Knowledge
SAP FI
Leadership

Recommended Training:
SAP training and frequent updates on Legal knowledge

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OFFICER ACCOUNTS:

competencies
competencies
Legal Knowledge
Decision making
Accounts knowledge
Leadership
Taxation knowledge
Developing & motivating subordinates
SAP FI module
Coordination
Proactiveness
Analytical skills
Flexibility
Numerical ability
Multi tasking
Determination
Eye for detail
Commitment

Strength
Weakness
Data entry
Book keeping
Coordination
Knowledge on taxation
Tally

Recommended Training
Tally
Taxation

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OFFICER HR:
competencies
competencies
Legal Knowledge
Communication
Company policies, procedures
Coordination
General awareness
Patience
Multi tasking
Negotiation
IT skills
Decision-making
Planning
Delegation
Liaisoning
Mental agility
Problem-solving
Organizing
Analytical ability
Flexibility
Recruitment
Motivating

Strength
Weakness
Recruitment
Problem solving
Patience
Multitasking
Delegation
Mental Agility

Recommended Training
Outbound training

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OFFICER ADMINISTRATION:
competencies
competencies
Legal Knowledge
Communication
Company policies, procedures
Coordination
General awareness
Negotiation
Multi tasking
Delegation
IT skills
Organizing
Planning
Flexibility
Analytical ability

Strength
Weakness
Planning
Negotiation
Communication
Legal Knowledge
IT skills
Analytical ability

Outbound training
Computer training

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SECRETARY TO MD:
competencies
competencies
Market awareness
Communication
Mode of transport
Time management
Typing skills
Negotiation
Internet
Crisis management

Commitment

Planning

Patience

Stress management

Multi tasking

Proactive

Strength Weakness
Crisis management
Commitment
Typing skills
Patience
Stress management
Market awareness

Outbound training

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OFFICER-RECEPTION:
competencies
competencies
Communication
Patience
Communication Software
Coordination
Logical thinking
Negotiation
Presence of mind
Decision-making
Multitasking
Mental agility
Follow up
Organizing
Rapport building
Flexibility
General awareness
Diplomacy
Awareness on other departments
Knowledge on company policies and procedures
Strength Weakness
Communication
Follow up
Patience
Logical thinking
Awareness on other departments
Flexibility
Mental agility

Outbound training

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OFFICE ASSISTANT:
competencies
competencies
General awareness
Communication
Multi tasking
Coordination
logical ability
Flexibility
Presence of mind
Commitment

Dynamic working

Strength Weakness
Multi tasking
Commitment
Dynamic working
Logical ability
Coordination
Flexibility

Outbound training

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MANAGER IS:
competencies
competencies
Functional Expertise: SAP
Knowledge
Leadership
Analytical skills
Server Knowledge(IBM)
Coordination
Trouble Shoot /Identifying & Solving
problems
Observatory skills
Ability to provide SAP training to the
end users
Planning
Back-up storage
Flexibility
Hardware maintenance
Honesty and sincerity
Internet & Intranet Knowledge
Strength Weakness
Knowledge
Analytical skills
Coordination
Back-up storage

Software training

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OFFICER- IS:
competencies
competencies
Knowledge
Leadership
Analytical skills
Server Knowledge(IBM)
Coordination
Trouble Shoot /Identifying &
Solving Problems
Observatory skills
Ability to provide SAP training to
the end Users
Team oriented
Industrial Knowledge
Flexibility
Honesty and sincerity
Hardware maintenance
Strength Weakness
Knowledge
Coordination


IT training and Software training

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MANAGER- MARKETING:
competencies
competencies
Product Knowledge
Adaptability
Negotiating skills
Creativity
Proactive
Computer Knowledge
Communication skills
Planning
High energy level
Focus on targets
Delegation
Analytical thinking
Coordination
Marketing skills
Leadership

Motivating subordinates

Strength Weakness
Product knowledge
Focus on targets
Adaptability
Negotiating skills
Computer Knowledge

Communication
Personality Development
Software training

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OFFICER MARKETING:
competencies
competencies
Product Knowledge
Adaptability
Negotiating skills
Proactive
Creativity
Computer Knowledge
High energy level
Planning
Coordination
Focus on targets
Analytical thinking
Marketing Skills

Strength Weakness
Planning
Analytical thinking
Proactive
Coordination
Product Knowledge
Negotiating skills
Adaptability

Communication

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MANAGER EXPORTS:
Functional and Knowledge based competencies
competencies
Planning
Adaptability
Product knowledge
Knowledge on statutory requirements
related to exports
Proactive
Knowledge on currencies and banking
Logistics knowledge
High energy level
Constant follow up
Delegation
Computer knowledge
Coordination
Customer management
Leadership
Detail consciousness
Motivating subordinates
Continuous learning
Liaisoning
Time management

Strength
Weakness
Adaptability
Liaisoning
Time management
Knowledge on statutory requirements related to exports
Knowledge on currencies and banking

Statutory requirements
Communication
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OFFICER EXPORTS:
Functional & Knowledge based competencies Behavioural and interpersonal
competencies
Planning Adaptability
Product knowledge Proactive
related to exports
Knowledge on currencies and banking High energy level
Logistics knowledge Coordination
Constant follow up
Computer knowledge
Customer management
Detail consciousness
Continuous learning
Time management

Strength Weakness
related to exports
Product knowledge
Coordination
Knowledge on currencies and
banking
Computer knowledge
Adaptability


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MANAGER PURCHASE (COTTON):
competencies
competencies
Raw material knowledge
Decision making
Testing
Leadership
Market analysis
Communication
Planning
Negotiation
Quality consciousness
SAP
Execution

Team orientation

Problem solving

Strength Weakness
Planning
Negotiation
Communication
SAP
Problem solving

SAP

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OFFICER COTTON:
competencies
competencies
Knowledge on cotton
Organizing
Banking
Communication
Budget preparation
Team oriented
Contract preparation
Commitment
SAP
Follow up
Planning
Patience
Report preparation
Unbiased

Strength Weakness
SAP
Contract preparation
Knowledge on cotton
Budget preparation
Communication

Finance training
Communication

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OFFICER COTTON PHYSICAL:
competencies
competencies
Spot selection
Negotiation
Importance to Quality
Follow up
Market Analysis
Allotment
Knowledge on cotton
Communication
Tally
Commitment
Forecasting
Planning
Geographical Knowledge

Strength
Weakness
Spot selection
Knowledge on cotton
Allotment
Tally
Forecasting
Planning

Finance training

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OFFICER- COTTON TESTING:
competencies
competencies
Testing
Coordinating
Planning
Follow up
House keeping
Negotiation
Importance to safety
Commitment
knowledge on cotton
Communication
Importance to Quality
Patience

Strength
Weakness
Testing
Follow up
Planning
Importance to safety
Negotiation
Communication

Communication

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SENIOR OFFICER PURCHASE (MATERIAL):
competencies
competencies
Planning
Leadership
Computer knowledge
Delegation
Report generation
Adaptability
Cost consciousness
Proactive
Analytical ability
Communication
Negotiating skills
Coordination
Inventory management
Commitment
Logistics arrangement

Strength
Weakness
Cost consciousness
Negotiating skills

Planning
Adaptability
Proactive


43

JUNIOR OFFICER PURCHASE:
competencies
competencies
Planning
Adaptability
Computer knowledge
Proactive
Report generation
Communication
Cost consciousness
Coordination
Analytical ability
Commitment
Negotiating skills

Strength
Weakness
Cost consciousness
Negotiating skills

Planning
Adaptability
Proactive


44

MANAGER TECHNICAL:
competencies
competencies
Technical knowledge
Team orientation
Creativity and innovation
Delegation
Understanding other departments
Contingency handling
Adaptability
Planning
Flexibility
Relationship management
Multi tasking
Analytical thinking
Reactive nature
Decision making
Proactive nature
Subordinate development
Planning

Risk taking

Communication

Strength Weakness
Technical knowledge
Analytical thinking
Contingency handling
Delegation
Proactive nature

Outbound training

45

ASSISTANT- TECHNICAL:
competencies
competencies
YTEXPRO
Communication
Follow up
Coordination
SAP
Patience
Multitasking
Planning
Commitment
Documentation
Report preparation
Recalling ability

Strength Weakness
YTEXPRO
Report preparation
Communication
Planning
Commitment


46

SECRETARIAL:
competencies
competencies
Knowledge on Shares
Communication
Audit
Commitment
Legal Knowledge
Patience
Basic Facts
Time Management
Computer Proficiency
Planning
Agenda Preparation

Strength
Weakness
Computer Proficiency
Commitment

Legal Knowledge
Communication

Communication

47

COMPANY SECRETARY:
competencies
competencies
Legal Knowledge
Prioritizing ability
Knowledge on the share market
Decision making
Analytical ability
Problem solving
Problem solving
Communication
Continuous learning
Risk taking
Liaisoning
Crisis management
Basic accounting knowledge

Strength
Weakness
Legal Knowledge
Knowledge on share market
Analytical Skills
Accounting Knowledge
Risk taking
Problem solving

Outbound training

48

FICO CONSULTANT:
competencies
competencies
FICO
Subordinate and peer guidance
SAP- general
Communication
Problem solving
Coordination
New report generation
Commitment
Auditing
Patience
Understanding the functional requirement
Planning

Strength
Weakness
FICO
Problem solving
Patience
Subordinate & Peer Guidance
Communication
Organization awareness

Outbound training
Communication

49

ACCOUNTS AND ADMINISTRATION
DEPUTY MANAGER:
Functional and Knowledge based competencies
Behavioral and interpersonal
competencies
Planning Decision making
Numerical ability Leadership
Multi tasking Balanced approach
People management Coordination
Critical thinking Proactiveness
Analytical skills Motivating subordinates
Schedule maintenance Flexibility
Reasoning Communication
Eye for detail Determination
Contingency handling Commitment

Risk taking

Strength Weakness
Unit A
Leadership
Balanced approach
Proactiveness
Unit B
Accounting knowledge
Analytical knowledge
People management
Leadership

Unit A: A personality development training on multi tasking and Proactiveness
Unit B: Personality development training on leadership skills and formal guidance on
subordinate development
50

JUNIOR OFFICER- COTTON:
Functional & Knowledge based competencies
competencies
SAP-RM Self motivation
Analytical ability Coordination
Excel Communication
Planning Commitment
Filing and housekeeping Confidence
Material handling Loyalty

Hard work

Strength Weakness
Commitment
Hard work
Coordination
Analytical ability
Housekeeping
Filing
Communication

A formal training on analytical and reasoning capacity pertaining to purchases can be
given to improve the efficiency of the job holder. Also definite and periodic support and
guidance from the superiors should be given regarding the new updates.

51

JUNIOR OFFICER- ACCOUNTS:
competencies
competencies
Planning Patience
Cash Handling Loyalty
Accounting Knowledge Confidence
Excel Self motivation
SAP- FICO Communication
Tally Co-ordination
Knowledge on Taxation
Relation with colleagues and
outsiders
Documentation

Filing and house keeping
Data Entry
Problem solving
Numerical ability
Book keeping

Strength Weakness
Accounts knowledge
Data entry
Self motivation
Patience
Taxation
Numerical ability

A formal routine platform to get updated with the amendments and changes in the
accounts related formalities.

52

JUNIOR OFFICER- YARN:
competencies
competencies
Planning Self motivation
Analyzing ability Patience
SAP- SD Commitment
Excel Confidence
Inspection Loyalty
Central Excise, Service Tax , VAT
Knowledge
Hard work
Filing and House keeping Communication
Report Preparation Co-ordination
Export Formalities Observation

Strength Weakness
SAP
EXCEL
Hard work
Communication
Report preparation
Coordination
Self confidence

Guidance and training on the new report generation, and personality development
programmes focusing on improving the self confidence.

53

COMMERCIAL ASSISTANT:
competencies
competencies
Data entry Communication
Banking knowledge Hard work
Multi tasking Commitment

Willingness to learn

Strength Weakness
Willingness to learn Banking knowledge
Multi tasking

Mentoring from the superiors can be done for all the commercial assistants to improve
their efficiency in all different sub departments- purchase, sales and accounts.

54

SENIOR OFFICER-STORES:
competencies
competencies
Procurement Leadership
Inspection Self motivation
Memory Power Communication
Job related knowledge Co-ordination
SAP MM Confidence
Excel Observation
Documentation Patience

Strength Weakness
Continuous monitoring
Inspection
Import knowledge
Follow up
Coordination

Import formalities, Follow up techniques from external coaching.

55

TECHNICAL ASSISTANT- STORES/SAP:
competencies
competencies
Procurement Confidence
Memory Power Self motivation
Job related Knowledge Communication
SAP MM Co-ordination
Excel Observation
Documentation Patience
Report Preparation and analysis
Data Entry

Requirements of other departments

Strength Weakness
Memory power (follow up),
Data entry, Job related
Knowledge, Confidence
Report preparation
SAP-MM module
Procurement

Formal guidance on report generation and training in SAP- MM module. Also
formalities on procurement and related procedures.

56

HUMAN RESOURCES
MANAGER:
competencies
competencies
Legal Knowledge Leadership
Knowledge about other dept Team orientation
Labor welfare Self motivation
Grievance handling procedure Communication
Local language Co-ordination
General awareness Observatory
IT skills Patience
Problem solving Counseling
Mental agility Convincing
Organizing ability Liaison
Eye for detail Listening
Sourcing Diplomacy
HR Planning Developing Subordinates
Emotional Stability Delegation
Analytical ability
MBWA
Drafting
Multitasking

57

Strength Weakness

Unit A
Drafting, Delegation
Eye for detail
Legal knowledge, General
awareness
Multitasking
IT skills
Knowledge on other departments

Unit B

IT skills
Analytical skills

Patience, Emotional stability
Knowledge on other departments

Unit Head A: Computer coaching is a must for HR manager since all data
maintenance and analysis are mandatorily becoming electronic
Unit head B: Personality development is suggested for him focusing on mind-control
and meditation, mental stability

58

LABOUR WELFARE OFFICER:
Functional & Knowledge
based competencies
competencies
Legal Knowledge
Communication
Knowledge about other dept
Co-Ordination
Labor welfare
Observatory
Grievance handling procedure
Patience
Language
Counseling
General awareness
Convincing

Liaisoning

Listening

Strength Weakness
Convincing ability
General awareness
Legal knowledge
Liaisoning , Labour welfare

A scheduled formal training on the legal procedures and mandatory formalities is a
definite must for his designation. A practical platform to update on the same has to be
implemented.

59

WOMEN WELFARE OFFICER:
based competencies

competencies
Statutory requirements Counseling
Language Creativity
House keeping Motivating
Welfare activities Unbiased
Monitoring Friendliness
Training skills

Risk taking
Strength Weakness
Unbiased nature
Friendliness
Risk taking
Welfare activities
Counselling, Monitoring

All mandatory requirements (Legal, organizational) have to be made known to the job
holder. Also communication has to be improved, through which subsequently the counselling
and convincing too can be improved.

60

JUNIOR OFFICER:
competencies
Computer knowledge Attention to details
Coordinating ability Commitment
Numerical ability Stress management
Documentation (Records preparation and
maintenance) Communication
Legal knowledge cooperation
Bank transactions
HR codes
Organizational policies
Statutory requirements (E.S.I, P.F.)
Payroll preparation

Strength Weakness
Documentation
Payroll preparation
Commitment
Computer Knowledge
Coordination
legal knowledge

Computer mentoring is a necessity since all activities of the job holder are based
much on the computer. Also superior guidance needed for coordination and legal knowledge
pertaining to the department is suggested.

61

TIME KEEPER:
competencies
competencies
Data entry (Attendance) Attention to details
Numerical ability Commitment
Liaisoning Stress management
Documentation (Record preparations) Communication
Statutory requirements and legal
Knowledge (E.S.I, P.F.) Cooperation
Payroll preparation Unbiased job approach

Strength Weakness
Documentation, Statutory requirements,
Payroll preparation, Unbiased
Communication

Only immediate concern is communication and subsequently

62

MAINTENANCE
MANAGER:
competencies
competencies
Job knowledge Leadership
Planning and preparation (schedules) Coordination
Machinery standards Observation
Developing subordinates Risk taking
Staffing
Material follow up
ISO awareness

Strength Weakness
Job knowledge
planning and schedule preparation
Machinery standards
Coordination

Formal training from the makers of the machinery or similar professional guidance on
machinery standards

63

ENGINEER:
based competencies

competencies
Analytical skill Cooperation
Planning and preparation (schedules) Observation
Job knowledge Willingness to learn
Machinery standards
ISO awareness

Strength Weakness
Cooperation
Willingness to learn and update
Job knowledge, machinery standards

A complete formal/scheduled coaching in the job knowledge pertaining to the
department is necessary. Equally important is the superior guidance and insight to his
development.

64

SERVICES
MANAGER:
competencies
competencies
Job knowledge Coordination
Planning and preparation (schedules) Proactive
Liaisoning Communication
Statutory compliances Observation
Inventory handling Leadership
Energy audit Negotiating Skills
Safety standards Risk taking

Strength Weakness
Statutory requirement
Planning and analytical skills
Energy utilization
Proactiveness

External support from formal training in areas of energy efficiency and Proactiveness
for energy crisis is suggested for the job holder

65

ENGINEER:
Behavioral and
interpersonal competencies
Job knowledge Coordination
Planning Communication
Analytical skills Training subordinates
Safety measures Counseling
Efficient energy utilization Leadership
Allocation of work/staffing Reactive

Strength Weakness
Analytical skills
Energy utilization
Job knowledge
Interpersonal skills

Personality development training along with outbound training is suggested.

66

SENIOR OFFICER INFORMATION SYSTEMS:
based competencies
competencies
Server Knowledge Communication
SAP Knowledge Co-ordination
Fusion Observatory
Niptex Planning
ISO Allocating
Back-up storage Convincing capacity
Knowledge about other dept

Hardware Knowledge
Internet Knowledge

Strength Weakness
Internet knowledge
Back-up retrieval
Communication
SAP and Server knowledge

Formal training from the server providers for a better understanding of the servers and
gain expertise so as to avoid external assistance in future. Also training in personality
development focusing on communication.

67

QUALITY ANALYSIS DEPARTMENT
DEPUTY MANAGER:
competencies
competencies
Analytical skills Leadership
Computer knowledge Written communication
Intranet applications Oral communication
ISO awareness Coordination skills
Product knowledge Logical thinking
Overall process knowledge Flexibility
Quality standards Commanding authority

Negotiating skills
Risk taking

Strength Weakness
Product knowledge and Flexibility Oral communication, Intranet and computer
knowledge, negotiating skills

Computer training with a focus on efficient intranet application is a must.

68

TECHNICAL ASSISTANT/QUALITY ASSURANCE OFFICER:
Behavioral and
interpersonal competencies
Knowledge on quality Planning
SAP Negotiating skills
Allocation of work/staffing Supervisory skills
Knowledge on lab instruments Communication
Report writing skills Observation

Strength Weakness
SAP
Communication, Planning
Observation
knowledge on quality

Quality standards and requirements necessary for each varied customer must be
imparted to the job holder. Also the respective observatory skills necessary to monitor such
quality standards must be tutored. Also suggested is superior guidance.

69

CHAPTER 5
CONCLUSION
The study was aimed at doing competency mapping and perceiving the competency gap from
that. This study was actually an extension of the managements initiative to provide the
appropriate training to the employees of Tirupur Thirukumaran Textiles (Private) limited.
From the study various details regarding the current scenario of the employee competency,
the general perception about the training and development were derived. Once this was done,
the appropriate focus for training on each individual is suggested. Taken into consideration
these training suggestion and if executed customizing it to the employee, then there is definite
scope for competency enrichment and consequently of the organizations efficiency.

70

REFERENCES
Shampa Chakraberty (20123) Management and Labour Studies, Vol. 38, Issue 3.
Vathsala Wickramasinghe and Nimali De Zoyza (2008) Gender in Management: An
International Journal, Vol. 23, Issue 5.
Vinod Kumar Khanna and Ruby Gupta (2014) International Journal of Quality and
Reliability Management, Vol. 31, Issue 3.
Atri Sengupta, D.N.Venkatesh and Arun K.Sinha (2013) International Journal of
Organoization Analysis, Vol. 21, Issue 4.
Fotis Draganidis and Gregoris Mentzas (2006) Information Management and
Computer Security Vol. 14, Issue 1.

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