1. COMPETENCY MAPPING IN NALCO
• Organization Name: National Aluminium
Company Limited (NALCO)
• Date: 10th April – 9th June ‘12
• Subject Area of Work: Competency Mapping
(HR)
• Place of Project: NALCO Corporate Office
Bhubaneswar
2.
3. National Aluminum Company Limited
(NALCO): An Overview
• NALCO was incorporated in 1981 as a public sector
enterprise, in technological collaboration with Aluminium
Pechiney of France (now Alcan).
• Nalco now enjoys the status of a five-star export house and
a “Navratna” company.
• Nalco has played self-sufficiency in alumina and aluminium
production for India and exports these items to more than
30 countries worldwide.
4. VISION & MISSION
• VISION:
To be a reputed global Company in the
Metals and Energy Sector.
• MISSION:
To achieve growth in business with global
competitive edge providing satisfaction to
the customers, employees, shareholders and
community at large.
5. Activities Of NALCO
• BAUXITE MINE:-
Nalco’s 48, 00,000 tpa, bauxite mining, on Panchpatmali hills of
koraput district in Orissa, is among the most sophisticated and eco-
friendly mining operations to be found world wide.
• ALUMINA REFINERY:-
One among the top ten alumina refineries in the world, this
15, 75,000 tpa energy-efficiency Alumina Refinery utilizes time-
tested Bayer process technology of atmospheric pressure digestion
at low temperature. Manufacturing of 26,000 tpa special grades
alumina and hydrates as well as 10,000 tpa detergent grade zeolite
are well integrated with the main process streams.
6. Activities of NALCO
• SMELTER PLANT:-
Located at Angul in Orissa, the 3, 45000 tpa Smelter comprises three
plotlines with 240 electrolytic pot cells in each, along with integrated
facilities for casting ingots, sows, billets, strips and wire rods.
• CAPTIVE POWER PLANT:-
Close to the Aluminium Smelter at Angul, a Captive Power Plant of 960
mw capacity has been established for firm supply of power to the
Smelter. The coal demand of the Plant is met from a dedicated mine of
Mahanadi Coalfields Limited. Keeping the expansion in view, a separate
coal block has been allotted to Nalco by the Govt.
7. MANAGEMENT:
• NALCO is a Government of India Enterprise under the
administrative control of the Ministry of Coal & Mines. The
company is managed by a Board of Directors appointed by the
President of India.
• The Board consists of maximum 18 Directors including the
Chairman-cum-Managing Director.
• Apart from the CMD, there are 5 functional or full time Directors
heading Project & Technical, Personnel &
Administration, Commercial, Finance and Production disciplines.
• There are 2 senior Govt. officials nominated to the Board as
Directors by the government of India.
8. Human Resource Management
• To attract competent personnel with growth potential and develop
their skills and capabilities in a congenial work and social
environment through opportunities for training, recognition career
advancement and other incentives.
• To develop and nurture favorable attitude among employees and to
obtain their best contribution to the organization by providing
stable employment, safe working conditions, job satisfaction, quick
redress of grievances and through good pay and welfare amenities,
commensurate with the company's capacity to spend and the
government’s guidelines.
• To foster fellowship and sense of belongingness among all sections
of employees through closer association of employees with the
management and by encouraging healthy trade union practices.
9. Organization Structure of NALCO
Board of
Directors
Managing
Director
Director Director Director Director Director
CVO
Finance Production P&T P&A Computer
GM ED(S&P) GM P&T GM (HRD) GM (A&CC) ED(COM)
(Finance)
GM
GM (CPP) GM (H&A)
(marketing)
GM
GM (MAT)
(FINANCE)
GM
(PROJECT)
10. COMPETENCY- an introduction
• The word competency is derived from Latin word
"Competere" which means 'to be suitable‘.
• Competency is an underlying skill, personal
characteristics, or motive demonstrated by various
observable behaviours that contribute to outstanding
performance in a job.
• Competency is the combination of knowledge, skills, and
attributes (more historically called KSA’s).
11. Use of Competency
• 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
12. Objective of the Study:
• To study and understand the
Competency mapping system at
NALCO.
• To develop competency
Mapping system across various
departments.
13. COMPETENCY MAPPING PROCESS
AT NALCO
• The competency mapping process was started in Nalco
towards the end of 2002.
• NALCO has developed a Competency Dictionary for the
same.
• Competency gaps are filled through various methods like
counselling, supervision, monitoring of targets, job rotation,
guidance of experts, knowledge building through reading
books, journals and working with a skilled person to learn
the competency.
14. Purpose
• To enhance the individual skill level.
• To meet ISO 9001:2000 revision requirement.
15. PROCEDURE
• Identify position affecting Quality
• Competency requirement for each position
• Identify actual competencies
• Assess the gap
• Fill up the Gap through training
• Evaluate the action plan
• Maintain records
• Review as and when position change
16. SKILL IDENTIFICATION
Technical Behavioural
Executives
• Education • Communication
• Interpersonal Skills
• Experience • Delegating
• Skill Attributes (Area/Job • Leadership and Team Building
Position) • Required level (HOD) – 4
• Others – 3
Supervisors
• Communication
• Interpersonal Skills
• Required Level – 3
17. Conclusion
• Initially competency mapping was studied across all the
departments in Nalco
(Marketing, Finance, HRD, TQM, System and Materials)
• The Competency mapping was done mainly for the Top
management i.e. reporting and reviewing officers (E5-E7)
and mainly includes the Deputy General Manager, Chief
Manager & Senior Manager. But later on the study boiled
down only to the Marketing department.
18. Conclusion (continued..)
• Once the competencies are determined, proper training can be provided
to the individuals to work more efficiently on the processes.
• NALCO is proving training on the fields where there is a gap between the
actual and the desired results.
• If the competencies are determined for the given job, then the person
whose career panning phase is taking place can consider those
competencies and can be ready for the same. The individual is preparing
himself for the next set of responsibilities.
