CHAPTER 1

1..INTRODUCTION:

Today organizations are all talking in terms of competence. Gone are the days when people
used to talk in terms of skill sets, which would make their organizations competitive. There
has been a shift in the focus of the organizations. Now they believe in excelling and not
competing. It is better to build a core competency that will see them through crisis. And what
other way than to develop the people, for human resource is the most valuable resource any
organization has.
Organizations of the future will have to rely more on their competent employees than any
other resource. It is a major factor that determines the success of an organization.
Competencies are the inner tools for motivating employees, directing systems and processes
and guiding the business towards common goals that allow the organizations to increase its
value. Competencies provide a common language and method that can integrate all the major
HR functions and services like Recruitment, Training, performance management,
Remuneration, Performance appraisal, Career and succession planning and integrated Human
resource management system.
Over the past 10 years, human resource and organizational development professionals have
generated a lot of interest in the notion of competencies as a key element and measure of
human performance. Competencies are becoming a frequently-used and written-about vehicle
for organizational applications such as:
Defining the factors for success in jobs (i.e., work) and work roles within the organization
Assessing the current performance and future development needs of persons holding jobs and
roles
 Mapping succession possibilities for employees within the organization
 Assigning compensation grades and levels to particular jobs and roles
 Selecting applicants for open positions, using competency-based interviewing
techniques
Competencies include the collection of success factors necessary for achieving important
results in a specific job or work role in a particular organization. Success factors are
combinations of knowledge, skills, and attributes (more historically called “KSA’s”) that are
described in terms of specific behaviors, and are demonstrated by superior performers in those
jobs or work roles. Attributes include: personal characteristics, traits, motives, values or ways
of thinking that impact an individual’s behavior.
SCOPE OF THE STUDY
The general intent of the study is to identify sales competencies, competency mapping and its
impact on organization effectiveness. The study focused on the staff of Vijaya Dairy Tanaka,
Hyderabad.
The study is aimed to identify significant competencies required for the staff in Vijaya Dairy.
It also identifies the important variables of organization effectiveness affected by
competencies of sales staff. Competency mapping is done by identifying the gap between
required level of competencies and existing level of competencies.
OBJECTIVES OF THE STUDY
 To understand the concept of competency mapping in today’s business environment
and its relevance at VIJAYA DAIRY
 To develop job descriptions for the various functions (designation wise) to gain deeper
understanding of the requirements at different position.
 To Establish proficiency levels required for each competency identified for a particular
position.
 To Develop a competency dictionary.
 To analyses a competency model as applicable for the various managerial positions at
VIJAYA DAIRY.
RESEARCH METHODOLOGY :
The purpose of research methodology is to explain in detail regarding what techniques are
adopted to solve the problems of the study in a systematic manner. The technique used for
mapping is Radar Mapping.
INDUSTRY PROFILE & COMPANY PROFILE
India is the largest producer of milk in the world. The milk revolution (“Operation Flood”),
started by National Dairy Development Board (NDDB) in 1970, transformed India from being
milk deficient to the largest milk producer surpassing USA in 1988. The program was led by
Dr Verghese Kurien, known as the Father of White Revolution in India. The Indian Dairy
industry is at the cusp of another revolution, moving towards increased contribution from
various value-added milk products. India, in its quest to become a matured dairy industry, is
aggressively transitioning from just plain vanilla loose/ pouch milk to value-added products
(VAP) market and from unorganized/local to more of an organized and branded market. These
two structural shifts from unorganized to organized market and from liquid milk/ powder to
value-added dairy products will provide long-term growth visibility to the organized dairy
sector. The value added products will require capex in the initial phase, will improve the
margins and return on investments over long run for the companies in the sector. The demand
for valueadded products will be driven by changes in macro-economic factors like increase in
urbanization, nuclear families, increasing number of dual income households with working
women and improved per capita spending. Most of the milk in the country is produced by
small, marginal farmers and landless labourers.

The Indian dairy & dairy products industry comprises milk and large variety of milk products
like flavoured milk, ghee, butter, curd, butter milk, cheese, paneer, ice cream, etc. Milk
consumption in India is regular part of the dietary programme in the country as it comes with
healthy nutrients such as calcium, proteins, vitamins, phosphorus, etc irrespective of the region
and hence demand is likely to rise continuously with sustainable growth potential providing
health benefits such as maintaining normal blood pressure, strengthening bones and providing
energy, repairing muscle tissues, etc. among many others. It contributes over 20% to the
agriculture GDP of the country. India has also retained the leadership position in milk
production by producing 188 mntonnes in FY19; accounting for about 22% of global milk
production. Hence, dairy industry has played a crucial role in the agro-based Indian economy.
Structure of the Indian Dairy Industry The Indian dairy industry is divided into the organized
and unorganized segments. The unorganized segment consists of traditional milkmen, vendors
and self-consumption at home, and the organized segment consists of cooperatives and private
dairies. As per the Annual Report for FY19 of Dept. of Animal Husbandry, Dairying &
Fisheries, Ministry of Agriculture & Farmers Welfare, GOI, co-operatives & private dairies
still procure only about 20% of the milk produced in the country, while 32% is sold in the
unorganized market and about 48% is consumed locally. About 40% of the milk sold is
handled by the organised sector and the remaining 60% by the unorganised sector. However,
in most of the developed nations, 90% of the surplus milk is processed through organized
sector. With the increase in population, rise in per capita income, changing lifestyle, affordable
aspirational food habits, export opportunities etc., the demand for milk is expected to rise. As
per the Department of animal husbandry and dairying, it is estimated that the demand for milk
would be in the range of 200 - 210 million tonnes by FY22.
The dairy product industry has relatively low product differentiation. At the same time the
industry is unorganised with a large number of small players. Organised dairy industry
accounts for around 20% of the total milk produced. Approximately half of the milk produced
is marketed. Out of the total milk distributed jointly by the organized and unorganized
segments, about 50% is consumed in milk form and the balance is converted into various milk
products like milk powder, ghee, butter, cheese, yoghurt, etc. Cost effective technologies,
mechanisation and quality control measures are seldom exercised in the unorganised sector
and remain key issues to be addressed. There is immense room for the organized sector to gain
market share of marketable milk from unorganized sector by introducing standardization in
milk quality testing and transparency in computing consideration being paid to farmers for
their milk along with educating farmers on best dairy and animal husbandry practices. This
could also dovetail well with the shift of consumer preference from unorganized to organized
market. As per the Department of Animal Husbandry, Dairying and Fisheries, the organized
milk handling is expected to grow from 20% at present to 50% by FY23.
Milk production in India The dairy sector in India has grown substantially over the years.
According to NDDB, India ranks first among the world’s milk producing nations, achieving an
annual output of 188 million tonnes during the year FY19 which is approximately 2 times that
of the USA, over 5 times of China and over 4 times of Pakistan. In FY19, milk production
stood at 188 million tonnes, registering a largely stable y-o-y growth of about 6.5% vis-à-vis a
growth of about 6.6% witnessed during the previous year. Milk production has witnessed a
steady growth in the country registering a CAGR of about 5.5% between FY10 and FY19.
However, the production recorded a higher CAGR of 6.4% between FY16 and FY19 led by
increased consumption of dairy products in the country.
Also, the per capita availability of milk in the country registered a CAGR of about 4.2%
between FY10 and FY19 and a CAGR of about 5.2% between FY16 and FY19. Per capita
availability increased from 273 grams per day in FY10 to 394 grams per day in FY19
COMPANY PROFILE
Vijaya Dairy Milk & Milk Products Private Limited is an unlisted private company
incorporated on 23 November, 2017. It is classified as a private limited company and is
located in Hyderabad, Telangana. It's authorized share capital is INR 10.00 lac and the total
paid-up capital is INR 1.00 lac.
Vijaya Dairy Milk & Milk Products's operating revenues range is Under INR 1 cr for the
financial year ending on 31 March, 2019. It's EBITDA has increased by 218.55 % over the
previous year. At the same time, it's book networth has decreased by -4.76 %. Other
performance and liquidity ratios are available here.
The current status of Vijaya Dairy Milk & Milk Products Private Limited is - Active.
The last reported AGM (Annual General Meeting) of Vijaya Dairy Milk & Milk Products
Private Limited, per our records, was held on 31 December, 2020. Also, as per our records, its
last balance sheet was prepared for the period ending on 31 March, 2020.
Vijaya Dairy Milk & Milk Products Private Limited has three directors - Srinivasa Rao
Paladugu, Paladugu Naga Jyothi, and others.
The Corporate Identification Number (CIN) of Vijaya Dairy Milk & Milk Products Private
Limited is U74999TG2017PTC120784. The registered office of Vijaya Dairy Milk & Milk
Products Private Limited is at 6-2-20/22/5, SHOP 5 NEW BHOIGUDA, SECUNDERABAD,
HYDERABAD, Hyderabad, Telangana.

DIRECTORS - VIJAYA DAIRY MILK & MILK PRODUCTS PRIVATE LIMITED

  
The company has 3 directors and 1 reported key management personnel.
The longest serving directors currently on board are Srinivasa Rao Paladugu, Paladugu Naga
Jyothi and Paladugu Krishna Vamsi who were appointed on 23 November, 2017. They have
been on the board for 3 years and 7 months.
Srinivasa Rao Paladugu has the largest number of other directorships with a seat at a total of 2
companies. In total, the company is connected to 1 other companies through its directors.

LITERATURE REVIEW

RESEARCH METHODOLOGY
RESEARCH METHOD : “Descriptive Research”
SAMPLE SIZE:
Department Deputy Manager Manager Senior Manager Deputy General
Manager
HR   
Estate    
Personnel    

HYPOTHESIS OF THE STUDY

H1: There is a significant impact of technical competencies on organisation effectiveness.
H2: There is a significant impact of personal competencies on organisation effectiveness.
H3: There is a significant impact of client orientation competencies on organisation
effectiveness.
H4: There is a significant impact of time management competencies on organisation
effectiveness.
H5: There is a significant impact of interpersonal competencies on organisation effectiveness.
H6: There is a significant impact of team player competencies on organisation effectiveness.
H7: There is a significant impact of commercial awareness competencies on organisation
effectiveness.
H8: There is a significant impact of presentation competencies on organisation effectiveness.
H9: There is a significant difference in the level of competencies among different age groups.
H10: There is a significant difference in the level of competencies among different income
groups.
H11: There is a significant difference in the level of competencies among different education
groups.
 DATA ANALYSIS AND INTERPRETATION:

SCALE:

The scale is used for rating competencies.

The scale used is 1-5 rating scale, where 1 is the lowest and 5 is the highest score.

CHARTS
Chart 1: RADAR CHART
Radar charts are usually used to compare performance of different entities on a same set of
axes. A radar chart graphically shows the size of the gaps among five to ten organizational
performance areas. The chart displays the important categories of performance and makes
visible concentrations of strengths and weaknesses. A radar chart shows how a team has
evaluated a number of organizational performance areas.
In this project radar chart is used to show the competency gaps that exist at a particular job
position.
Present: the competency level that exists in the organization
Requirement: The competency levels that is required for a particular job position Example:

Chart no.2: CORE- SUPPORTING COMPETENCY CHART

COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION)

TEAM WORK
6

4
INTERPERSONAL 2 COMMUNICATION
PRESENT
0 REQUIREM

INFORMATION MANAGEMENT INITIATIVE

This chart shows the critical and the supporting competencies required at a particular job
position at VIJAYA DAIRY LIMITED.

CORE: These are competencies that are essentially required to perform a particular job
function.

SUPPORTING: These are the competencies which facilitate the core competency
Chart no.3: Competency Assessment Chart:
This chart shows the competency gaps that has been identified. Competency gap is the
difference that exists between the observed and the ideal competencies. It shows the area
where training is required

CHART NO. 1: RADAR CHART

1.1 JOB TITLE : MANAGER COMPETENCY TYPE :
GENERAL DEPARTMENT : HUMAN RESOURCE

competency assesment of general skills(Human Resource)

TEAMWORK
6
4

INFORMATION
2 COMMUNICATION
MANAGEMENT
0 Present
Requirement

INITIATIVE INTERPERSONAL

1.2 JOB TITLE : MANAGER COMPETENCY TYPE :

GENERAL DEPARTMENT : PERSONNEL
competency assessment of general skills (PERSONNEL)

TEAM
WORK
5
INTERPERSONAL 4 COMMUNICATION
3
INFORMATION 2 present
requirem
MANAGEMENT 1 INITIATIV
0
1.3 JOB TITLE : MANAGER COMPETENCY TYPE :
GENERAL DEPARTMENT : ADMINISTRATION

COMPETENCY ASSESSMENT OF GENERAL SKILLS (ADMINISTRATION)

TEAM WORK
6

4
INTERPERSONAL 2 COMMUNICATION
PRESENT
0 REQUIREM

INFORMATION MANAGEMENT INITIATIVE

1.4 JOB TITLE : MANAGER

COMPETENCY TYPE : GENERAL
DEPARTMENT :ESTATE

Competency assessment of general skills(Estate)

TEAMWORK
DEPARTMENT 6 : ESTATE
4
2
INFORMATIONMANAGEMENT 0 COMMUNICATION Present Requirement

INITIATIVE INTERPERSONAL

1.5 JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL

DEPARTMENT : ESTATE

COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ESTATE)

RECORD KEEPING
6

4
BUSINESS AWARENESS 2 BUDGET MANAGEMENT
PRESENT
0 REQUIREM

PROBLEM SOLVING TECHNICAL

1.6 JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL

DEPARTMENT : ADMINISTRATION

COMPETENCY ASSESSMENT OF FUNCTIONAL SKILLS (ADMINISTRATION)

RECORD KEEPING
6

4
CONTROLLING 2 PLANNING AND ORGANIZING
PRESENT
0 REQUIREM

PROBLEM SOLVING TECHNICAL SKILLS

JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : PERSONNEL
Competency assessment of functional skills (Personnel)

BUSINESS
AWARENESS
5 BUDGET MANAGEMENT
COMMUNICATION 4
3
2
1
0 present
Requireme
SELECTION RETENTION
JOB TITLE : MANAGER COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : HUMAN RESOURCE
Competencyassessment of functional skills(Human Resource

STRATEGICORIEN
TATION
CHANGEORIENT 6 PLANNINGANDORGANISING
ATION 4
2 Present Requirement

MOTIVATION PERFORMANCE IMPROVEMENT

JOB TITLE : DEPUTY GENERAL MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT :PERSONNEL

competency assessment of general skills (Personnel)

LEADERSHIP
6
4
2
0
STRATEGIC ORIENTATION TEAM MANAGEMENT present
REQUIREM

DECISION MAKING INTERPERSONAL

JOB TITLE : DEPUTY GENERAL MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT : HUMAN RESOURCE

competencyassessment of general skills(Human Resource)

LEADERSHIP
6
4

TRATEGICORIENTATION 2 TEAMMANAGEMENT
0 Present
Requiremen

DECISIONMAKING INTERPERSONAL

JOB TITLE : DEPUTY GENERAL MANAGER

COMPETENCY TYPE : GENERAL
T
DEPARTMENT : ESTATE
competency assessment of general skills (Estate)

LEA DER SHIP

6
4
2
0 present
TEA M MA NA GEMEN
R equirem

STR A TEGIC OR IENTA TION INTER PER SONA L

JOB TITLE : DEPUTY GENERAL MANAGER
COMPETENCY TYPE : GENERAL
DEPARTMENT : ADMINISTRATION

Competency assessment of general skills(Administration)

LEADERSHIP
6
4
2
STRATEGIC ORIENTATION
0 TEAM MANGEMANT
present
REQUIREME

DECISION MAKING INTERPERSONAL

JOB TITLE : DEPUTY GENERAL MANAGER

COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : PERSONNEL

competency assessment of functional skills (Personnel)

1
0

BUSINESS
AWARENESS
COMMUNICATION 5
4
3
2

present
Requireme
BUDGET MANAGEMENT
SELECTION RETENTION

JOB TITLE : DEPUTY GENERAL MANAGER

COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : HUMAN RESOURCE

competency assessment of functional skills(Human Resource)

PLANNINGANDORGANISING
6

4
DEVELOPINGOTHERS 2 MOTIVATION
Present
0 Requiremen

BUSINESS AWARENESS COMMUNICATION

: JOB TITLE : DEPUTY GENERAL MANAGER

COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ADMINISTRATION
 competency assessment of functional skills (Administration)

TECHNICAL
6
4
2
PLANNING AND 0
INITIATIVE
ORGANISING
present
requiremen

CONTROLLING BUDGET MANAGEMENT

JOB TITLE : DEPUTY GENERAL MANAGER

COMPETENCY TYPE : FUNCTIONAL
DEPARTMENT : ESTATE

competency assessment of functional skills (Estate)

BUSINESS
AWARENESS
PLANNING AND 5
ORGANIZING 4
3 COORDINATION
2 present
1 requirement
0
BUDGET MANAGEMENT TECHNICAL
FINDINGS, SUGGESTIONS AND CONCLUSION

RESEARCH FINDINGS

The important findings of this study are

Identification of competency levels of employees.

Discovery of competency gaps.
Identification of training needs.
A step towards succession planning by identifying their KPA’s and rating their performance.

SUMMARY AND CONCLUSION

In the present chapter investigator would like to give a summary and conclusions of the obtained
results

. After a thorough study of the topic following objectives were framed:

1.) To develop job descriptions for the various functions (designation wise)

2.) To identify the KPA’S (Key Performance Areas) of the desired levels In four departments

3.) Develop a competency dictionary

4.) Establish proficiency levels required for each competency identified for a particular position.

5.) To develop a competency model as applicable for the various managerial positions at
VIJAYA DAIRY
6.) To prepare the employees for succession plan by improving their KPA’s through proper
training.

For framing job descriptions and specifications data was obtained from employees with the help
of carefully structured forms. After obtaining the data from the sample of employees, the data
was carefully analyzed and job descriptions and specifications were framed.

After framing the job description and specification a competency framework was developed for
each job position under study .There were 10 competencies for each job position. Out of these
10 competencies 5 were the general competencies that was common to all the four departments
(Human Resource Development, Estate, Personnel and Administration) and 5 were the
functional competencies which was department specific. A five point scale was developed to
rate the competencies and determine the levels.

Recommended Direction For Future Research In Competency Mapping

It would be useful to direct future research on the following lines:

Attempt to overcome the limitations based on a Job-Organization-Environment in the context of

time approach to mapping future ready competencies. This method is called JOE (T) method.
The method seeks to

To take a comprehensive view the role of job characteristics, organizational finger prints and
impact of environment on the organization.
Consider elements of future roles of the organization.
Objectively assigning priorities (or weights) to various impacting behaviors of a competency
based organization finger print.
Balancing weights to be given to current and future focused competencies in different
environmental contexts.
BIBLIOGRAPHY

REFERENCES

INTERNET

Search engines GOOLGE and YAHOO.

WORKSHOP:

A workshop on Competency Mapping held at VIJAYA DAIRY Limited conducted by Mr.R.K.

Mohanty (Consultant)

BOOKS

Competency Mapping Education Kit module 3 and 4-T V Rao Handbook Of Competency
Mapping - Seema Sangi