The changing environment presses organisations to engage in actions aimed at increased access to resources and effective utilisation of the available resources. This necessitates assessment of resource utilisation and organisational performance efficiency periodically to ensure achievement of goals. Among the plethora of tools and processes available for assessing organisational performance, Capacity Building process had gained importance in the last two decades. Hence the authors attempted to extend the concept of Capacity Building to the HR function in an automobile component manufacturing organisation, using a developed and validated instrument to derive excellence in HR function. The respondents constituted 90 middle level managers selected on a stratified basis. Through perception and consensus oriented assessment, the capacity lag areas were identified. Suggestions for enhancing capacity in the identified lag areas were evolved through brainstorming sessions.
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