Skill Gap Analysis

A SKILL GAP ANALYSIS OR THE CAPABILITY BUILDING OF WORK LEVEL EXECUTIVES AT HINDUSTAN UNILEVER LIMITED, CHIPLUN FACTORY

SUBMITTED BY

NABHA SHIRODKAR

UNDER THE GUIDANCE OF

PROF. DEVASHREE KORLEKAR

A PROJECT SUBMITTED IN PART COMPLETION OF MASTERS IN MANAGEMENT STUDIES TO THE

CHETANA’S R. K. INSTITUTE OF MANAGEMENT AND RESEARCH

Bandra (E), Mumbai 400 051

A SKILL GAP ANALYSIS OR THE CAPABILITY BUILDING OF WORK LEVEL EXECUTIVES AT HINDUSTAN UNILEVER LIMITED, CHIPLUN FACTORY

July 2013

DECLARATION

This is to declare that the project report presented by me to Chetana’s R. K. Institute of Management and Research, in part completion of the MMS under the title:

“A Project on the SKILL GAP ANALYSIS or CAPABILITY

Also called as “Competency Mapping” or “Capability Building”, as the name suggests is done to plot the competencies of employees on a predefined scale or is a prerequisite for the capability building. It is undertaken to identify the skills that an employee needs, but may not have, to carry out his or her job or to perform tasks effectively. Applying skills gap analysis across a company, it is possible to find out which skill and knowledge shortfalls there are in an organization/department/individual. A gap analysis is a common business tool used to assess the difference, or gap, between the current state and a future goal state. A skills gap analysis can be used by an individual to assess her skills and to identify areas for improvement. It can be done on Individual as well department level. Performance assessments, questionnaires, interviews and group discussions are main tools for assessing current skill levels. Since gap analysis is used in various topics, defining gap analysis sets the baseline for further research. Skills gaps are self-defined by employers when they perceive that an employee lacks certain skills preventing them from being fully proficient in their job role. These skills gaps can have significant implications for companies as they will be unable to reach their potential productivity and profitability. For example, if employees have skills

The project was about a ‘Skill Gap Analysis’ of ‘capability building’ of work level one executives which includes 1A, 1B and 1C grades of Executives. Skill Gap analysis, as the name suggests analysis of gaps or lacunae of various skills required for particular grade or level of management. The same skills were analysed for imparting of training in those skills and hence ‘Building the Capability’ of executives. All 28 Executives were divided into Production, Engineering, HR, Administration, Projects and Commercial, acccording to their department.Unilever has 4 Proficiency levels for all types of Job profiles, ie: BA, WK, FO, LE. Basic Appreciation or BA is the lower most level where the level of expertise is at the elementary level. In BA, only the importance of skill level and its relevance in the job is recognised. The next level is Working Knowledge (WK) which is the supervisory level. Here, issues in any area can be assessed and diagnosed. The third level of Proficiency is having a Fully Operational (FO) efficiency in the skill. This is a higher level of proficiency, which trainers are required to attend. A person with a FO in this area, can resolve problems, make improvements in the skill area as well as support and guides subordinates. The last level