competency mapping

CONTENTS

CHAPTER NO PARTICULARS Page no

1 INTRODUCTION 6

2 INDUSTRY PROFILE 20

3 COMPANY PROFILE 27

4 RESEARCH METHODOLOGY 33

5 DATA ANALYSIS & INTERPRETATION 38

6 FINDINGS & SUGGESTIONS 83

CONCLUSION 85

BIBILIOGRAPHY 86

APPENDIX

1

LIST OF TABLES

NO List of Tables Page No.

4.1.1 Awareness of competency mapping 37

4.1.2 Competency Mapping in manpower Planning 39

4.1.3 Performance Competency mapping regularly in company 41

4.1.4 Recruitment and selection processes carried out considering

competency of the Individuals

43

4.1.5 Competency mapping in individual career development 45

4.1.6 competency that help the most 47

4.1.7 Challenges in job or role 49

4.1.8 High competition for talented people in marketing place 51

4.1.9 Setbacks due to lack of competency people 53

4.1.10 Missing of business opportunities in the recent past 55

4.1.11 Competencies can be developed through continuous efforts and

interventions

57

4.1.12 Investing time and effort in building the competencies 59

4.1.13 Building a competency based organization 61

4.1.14 Recruiting people based on competencies 63

4.1.15 Competency based coaching scheme 65

4.1.16 Success through competent managers 67

4.1.17 Training identification of competent gaps and competent needs 69

2

4.1.18 Promotion through competency assessment 71

4.1.19 Organisation value talent and Excellence 73

4.1.20 Innovations and scientific way of doing things 75

4.1.21 Chi-square test on challenges in your job or role 77

4.1.22 Chi-square test on Competencies can be developed through

continuous efforts and interventions

78

4.1.23 Chi-square test on Investing time and effort in building the

competencies

79

4.1.24 Chi-square test on Building a competency based organization 80

4.1.25 Chi-square test on Recruit people based on competencies 81

3

LIST OF GRAPHS

NO List of graphs Page. No.

4.1.1 Awareness of competency mapping 38

4.1.2 Competency Mapping in manpower Planning 40

4.1.3 Performance Competency mapping regularly in

company

42

4.1.4 Recruitment and selection processes carried out

considering competency of the Individuals

44

4.1.5 Competency mapping in individual career development 46

4.1.6 competency that help the most 48

4.1.7 Challenges in job or role 50

4.1.8 High competition for talented people in marketing place 52

4.1.9 Setbacks due to lack of competency people 54

4.1.10 Missing of business opportunities in the recent past 56

4.1.11 Competencies can be developed through continuous

efforts and interventions

58

4.1.12 Investing time and effort in building the competencies 60

4.1.13 Building a competency based organisation 62

4.1.14 Recruiting people based on competencies 64

4.1.15 Competency based coaching scheme 66

4.1.16 SUCCESS THROUGH COMPETENT MANAGERS 68

4

4.1.17 Training identification of competent gaps and competent

needs

70

4.1.18 Promotion through competency assessment 72

4.1.19 Organisation value talent and Excellence 74

4.1.20 Innovations and scientific way of doing things 76

5

INTRODUCTION

In this modern competitive world, managers are required to improve the efficiency and

effectiveness of their business operations. As there are several factors that affect efficiency and

effectiveness of operations, the improvement is required to be carried out in every factor. They

are required to bring every factor in synchronization with other factors. TQM, TPM, BPR and

other similar initiatives provide direction to improvement in business operations.

Good managers are generally aware about different qualities a person must possess to do

a job effectively, and they make use of their knowledge to select and train their subordinates.

Competency mapping helps to develop objective system for recruitments, Promotions, training &

development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and

development, administration, deployments support, performance appraisal and performance

diagnostics of the employees. The most important part of these responsibilities is assessment of

the individuals for their suitability for different functional tasks, and development of their

potential to be effective and excel in assigned tasks.

HR functions entrusted with the responsibility to find right person for every job and

development of the employed person to do the assigned job effectively, have found competency

mapping and assessment as a very effective tool.

OBJECTIVE

1. To know about the level of awareness about the competency mapping among the

employees

2. To know about how HCL Infosystems get benefit out of this Competency mapping

3. To know about how the Competency mapping can be used for various purposes

6

SCOPE OF THE STUDY

The study is mainly conducted to know about the competency mapping for the

employees in an organization and also about how the organization will get benefit out of this

competency mapping. So by conducting the research at the end we gather more information

regarding how the competency instrument will give benefit to both the employees and the

organization. And to find ‘Is they any pitfalls behind that’. Through this we can give necessary

suggestion wherever necessary and also to suggest innovative ideas so that it will prevent the

company from future challenges to a greater extent.

LIMITATIONS

The study is fully focused on only one organization

The time and cost are constraints

Self bias or data is insufficient

COMPETENCY MAPPING

DEFINITION:-

1.1 Competency Mapping is the process of identifying, measuring and developing human

performance in organizations and tries to:

Give feedback to employees to improve subsequent performance.

Identify employee training needs.

Document criteria used to allocate organizational rewards.

Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development Facilitate

communication between employee and administrator.

7

OVERVIEW OF COMPETENCY MAPPING

Ideally Competency Mapping allows management to specify what employee must do

combines feedback and goal setting.

Everyone involved needs to recognize that Competency Mapping involves human

judgment and information processing can never by totally objective or infallible

System should aim to be easy to operate, easy to explain, easy to maintain, easy to

administer

System should be job related, relevant, sensitive, reliable, acceptable, practical, open,

fair, and useful.

Need to take legal issues into account.

Competency for a job can be defined as a set of human attributes that enable an

employee to meet and exceed expectations of his internal as well as external customers and

stakeholders.

Competency mapping helps to develop objective system for recruitments, Promotions,

training & development, and performance diagnostics.

HR professionals are entrusted with the responsibility for selection, training and

development, administration, deployments support, performance appraisal and performance

diagnostics of the employees. The most important part of these responsibilities is assessment of

the individuals for their suitability for different functional tasks, and development of their

potential to be effective and excel in assigned tasks.

HR functions entrusted with the responsibility to find right person for every job and

development of the employed person to do the assigned job effectively, have fount competency

mapping and assessment as a very effective tool.

8

A SAMPLE DEVELOPMENT CURVE

The scale below illustrates the development of an individual’s levels of

Competence.

LEVELS

OF

COMPETENCE EXPERIENCE

EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT

AND CAN BE USED FOR THE FOLLOWING APPLICATIONS:-

1. Candidate appraisal for recruitment

2. Employee potential appraisal for promotion or functional shift

3. Employee training need identification

4. Employee performance diagnostics

5. Employee self development initiatives

9

1. Candidate appraisal for recruitment

Selection of candidates for employment is very important decision for any organization.

A wrong selection costs the organization in terms of recruitment costs, time, and opportunity.

Whereas landing into unsuitable job is very painful unsettling experience for the candidate. Job

position competency map provides clear guidelines and reliable process for selection.

Competency map for the job position and assessment of candidate’s for the required

competencies give comparatively reliable indication about suitability of the candidate. The

assessment also provides guidelines on the training need for the candidate if selected for the

position. Normally only core competencies are assessed for selection.

2. Employee potential appraisal for promotion or functional shift

Every job position requires different set of competency and hence an excellent performer

in junior position may not necessarily perform to the expectation when promoted to a senior

position. Also an average performer in a junior position may turn into a star performer when

promoted to senior position. Similarly a successful person in one department may turn out to be

unsatisfactory in another department and also a not so competent person in one department may

give excellent results in other department.

Hence departmental shifts and promotion need carful assessment of the competencies of

the person with respect to the required competencies of the new position. It is recommended to

assess core competencies for the promotion or functional shift.

3. Employee training need identification

Competency mapping and assessment provides clear indication of employee’s

developmental needs. Candidate weakness with respect to the required competencies discovered

in the assessments shows opportunity for development for the candidate.

Employee competency assessment can be conducted periodically, preferably along with

performance appraisal, to identify developmental needs of every employee.As competency based

10

training need identification has direct relation with the employee performance, effectiveness of

training can be directly gauged through the assessment of performance of

competencies.Generally core competencies are used for training need identification.

4. Employee performance diagnostics

Competency based assessment provide excellent understanding of performance problems.

Observance of non performance of an employee can be due to factors that are out of the control

of the employee or due to lack of required competencies.

Employees those are not able to the expectation should be assessed for core as well as

support competencies and any observed inadequacy should carefully studied to understand its

effect before taking any remedial measures.

5. Employee self development initiatives

The competency map and behavioral indicators help individual to understand direction

for their own development. They can very easily identified the gaps and work on the

inadequacies

Performance appraisal with traditional method can assess the performance with respect to

set targets, but these appraisals do not guide for improving the performance. Competency map

very clearly and reliably guides the employees for self development.The competency map

indicates the competencies that are required for improved performance and behavioral indicators

shows the factors that build up the competency

Organization should develop the competency map document and make it available to all

employees for reference and study.

Good managers are generally aware about different qualities a person must possess to do

a job effectively, and they make use of their knowledge to select and train their subordinates.

Organizational psychologists have studied and convert into a structured and formal process thus

making it available for business application.

In organizational and business context, competency required for a particular job depends

on many factors. These factors include social culture, nature of business, business environment,

11

business environment, organizational culture, work environment, organizational structure, duties

and responsibilities, nature of process and assigned activities, attitude and motives of colleagues,

superiors & subordinates. Some of these factors may change with time, and thus changing

competency requirements for the same job position in the organization

Competency for any job position at a particular is a unique set and as organization has

many different job positions, managing many such sets is a difficult task. Hence for the purpose

of HR management, the job competency is divided into elemental competencies.

Every job position is a unique set of relationship, responsibilities, objectives and assigned

resources. Every job position should be clearly identified, analyzed, studied and documented for

identification and competencies associated with it.

Job factors

The job factors can be used for different application include job design, recruitment,

training need identification, remuneration scheme design, organization restructuring, competency

mapping etc.

Envisioning

Direction

Organization and planning

Resources mobilization

Coordination

Execution

Human interaction

Technology

Creativity

Costs

Value addition

1. Envisioning

Whether developing vision is part of the job under study what is the extent and coverage

of envisioning requirement? The vision may be related to market servicing, operating

arrangement, technology environment, facility planning etc. envisioning is requirement of

leadership and managerial roles.

12

2. Direction

Whether directing business operation or policy formulation is the responsibility of the job

under study? What is the extended and coverage of direction is requirement of leadership and

managerial roles.

3. Organizing and planning

Whether the job involves identification of human or material resources and assigning

these resources? Whether the job involving and scheduling usage of resources, controlling and

monitoring usage of these resources? What is the extent and coverage of organizing and

planning? This is requirement of leadership and managerial roles.

4. Resource mobilization

Whether the job involves preparation of the resources for use? What extent and coverage

of resources mobilization responsibility for the job? This involves proper instruction to be issued

to all concerned, ensuring serviceability of the resources and ensuring required consumables and

inputs are available.

5. Coordination

Whether the job involves interaction with other excecutives to ensure synchronization of

activities for effective and efficient utilization of available resources? What is the extent of

coordination requirement of the job?

6. Execution

What are the execution activities of the job? What is the kind of skills required to execute

the activities?

7. Human interaction

What is the nature and extent of human interaction in the job within the organization?

What is the nature and extent of human interaction outside the organization?

13

8. Technology

What is the nature of technological responsibilities for the job? What kind of technical

decisions are required to be made in discharge of the job responsibilities?

9. Creativity

Does the job require generation of implementable option as part of responsibility? What

is the scope to novelty and innovation the job provides?

10.Costs

What is the cost of the job? How much organizational cost the job controls and

influences?

11.Value addition

How much value does the job adds in relation with other jobs?

COMPETENCY FRAMEWORK:

Aspiration management is a continuous process involving appropriate assessment

procedures, feedback to employees and interventions designed to match opportunities that create

“career best” experiences for the maximum number of employees.

Managing aspirations begins with assessment at the time of hiring. Skilled

interviewers alone can do justice to the assessment. Often, interviews are focused on checking

technical knowledge, overlooking the candidate’s aspirations. And sometimes, unintentionally,

interviewers even raise aspiration level by overselling the job and future prospects without

clarifying the stringent standards for fast track promotions.

A well-thought out competency framework is key to assessing employees’ future

growth potential and sharing it with them; this will help moderate aspirations at realistic levels.

The competency framework in many organizations is a standalone initiative from HR or another

function. In order to provide relevant assessment and feedback, competency frameworks should

be thought out carefully in the light of an organization’s strategic priorities.

14

COMPETENCY FRAMEWORK:

A robust competency framework, an objective assessment process and transparent

communication with employees will help manage aspirations well with limited or no negative

fall- outs. Those who appreciate the messaging will seek to leverage their strengths to the

maximum and organizations should create roles and opportunities to facilitate them to experience

their career best. And those who refuse to appreciate the feedback and adjust to the reality will

leave the system rather than sticking around as disengaged and disgruntled employees.

COMPETENCY MODEL:

The model has three parts:

1. Sample of competency map.

2. Competency assessment instruments

15

S

T

R

A

T

E

G

Y

TECHNICAL COMPETENCIES

BEHAVIORAL & LEADERSHIP

COMPETENCIES

COMPETENCY FRAMEWORK &

ASSESSMENT

ASSESSMENT & FEEDBACK

REALISTIC RESETTING OF ASPIRATIONS

3. Competency grading guidelines

1. Sample of Competency map

The competency model should be for different department and at different

level. The levels are:

Junior executive level

Middle Management level

Senior/ corporate management

In this method, for assessment they allot roles and responsibilities and then they

will assess the individual.

2. Competency assessment instruments

Competency assessment instruments of forms for competencies included in the model

attached herewith for ready reference. These forms describe behavioral indicators for each of

the elemental competency. The behavioral selected for the instruments are the ones that can be

identified in the interviews. The indicators those are difficult to be identified in the interviews

are not included in the assessment instruments. The sheets also indicate relative importance of

the behavioral indicators for the particular competency.

3. Competency Grading

Every employee has to get maximum level of required competency but it is not

practically applicable. The basic levels are:

Below average (without potential for improvement)

Below average (with potential for improvement)

Average (Generally delivers satisfactory results)

Proficient (Always delivers satisfactory results)

Highly proficient (Generally delivers more than satisfactory results)

Expert (Delivers reliably good results)

16

Master (Can deliver precise results)

This is mainly based on the nature and the extent of evidence of behavioral

indicators.

Elemental competencies and their levels need to be differentiated as “Base

Competencies requirements” and “Environmental Competency requirement” to take changing

environment into consideration for competency assessment.

The value of competency mapping and identifying emotional strengths is that

many employers now purposefully screen employees to hire people with specific

competencies. They may need to hire someone who can be an effective time leader or who

has demonstrated great active listening skills. Alternately, they may need someone who

enjoys taking initiative or someone who is very good at taking direction. When individuals

must seek new jobs, knowing one’s competencies can give one a competitive edge in the job

market.

Usually, a person will find themselves with strengths in about five to six areas.

Sometimes an area where strengths are not present is worth developing. In other cases,

competency mapping can indicate finding work that is suited to one’s strengths, or finding a

department at one’s current work where one's strengths or needs as a worker can be exercised.

A problem with competency mapping, especially when conducted by an

organization is that there may be no room for an individual to work in a field that would best

make use of his or her competencies. If the company does not respond to competency

mapping by reorganizing its employees, then it can be of little short-term benefit and may

actually result in greater unhappiness on the part of individual employees.

A person identified as needing to learn new things in order to remain happy might

find himself or herself in a position where no new training is ever required. If the employer

cannot provide a position for an employee that fits him or her better, competency mapping

may be of little use.

However, competency mapping can ultimately serve the individual who decides

to seek employment in an environment where he or she perhaps can learn new things and be

more intellectually challenged. Being able to list competencies on resumes and address this

17

area with potential employers may help secure more satisfying work. This may not resolve

issues for the company that initially employed competency mapping, without making

suggested changes. It may find competency mapping has produced dissatisfied workers or led

to a high worker turnover rate.

PROCESS OF COMPETENCY MAPPING:

1. Introduction

The facilitator will discuss about the objective of the program and explain

about the concept and practice of competency mapping and assessment.

2. Overview of organization, organizational design and job:

Here the facilitator will briefly present and discuss:

Business, market, customer and customer requirements

Organizational structure

Technical processes

Business and Management processes

3. Overview of Competency model:

The facilitator will briefly discuss about the competency model. They

should explain different competencies and their behavioral indicators. Facilitator should

provide examples of relationships between competencies and business process requirements

like elemental competency of influencing ability and sales process, Competency of team

working & interpersonal effectiveness and production process etc.,

Facilitator will answer the questions that participants may have, to clear

their doubts. This will complete the orientation of the program.

4. Identification of core competencies:

18

Facilitators will every job its duties and responsibilities, processes

participated, critical factors for performance and criticality of the job etc., and will

facilitate discussion among participants with respect to the job factors.

The objective is to identify up to ten most important 10 elemental

competencies for each of the job from the list of 20 elemental competencies and divide them

into two groups: core competencies and supporting competencies.

5. Minimum acceptable level of competency:

To decide minimum acceptable level of each of the competency.

6. Base competency map:

Prepare a table of competency and their minimum acceptable level of each

of the job position in the organization. This may be called as Base competency map for the

organization.

7. Further development of the competency model:

The Base competency map based on the model provides broad

requirements for each of the job. This map helps to establish basic requirements for a

competency based performance and potential appraisal system.

For performance diagnostic applications the model needs to be further

refined with in-depth job studies for each of the job.

The overall competency requirement for a job needs to be understood in terms of

elemental competencies which depend upon education, knowledge, training, experience,

technical and non-technical skills, attitude, personal image etc., and some of these attributes are

difficult to objectively assess and measure.

INDUSTRY PROFILE

19

Technological revolutions sometimes bring unexpected opportunities for countries.

India, a relative laggard among developing countries in terms of economic growth, seems to have

found such an opportunity in the IT revolution as an increasingly favoured location for

customized software development. India’s success at software has led to speculation about

whether other developing countries can emulate its example, as well as whether this constitutes a

competitive challenge to software industries in the developed world. Indian experience for other

developing regions and for software industries in the developed world.

The Indian software industry has attracted a disproportionate amount of interest as

a source of software. Its $4 billion software revenues in revenues in 1998-99 is just a tiny

fraction of the estimated world software market of over $300-500 billion.3 Most of impressive of

all, the industry has grown at over 50% per year over the last five or six years, and if current

trends persist, software exports may account for a full quarter of Indian exports within the next

five years4.IT companies faces a number of challenges as the labour cost advantages diminish

and competition from other countries with supplies of educated and under-utilized workers.

The Indian success story has, been a combination of resource endowments, a

mixture of benign neglect and active encouragement from a normally intrusive government, and

good timing. By the late 1980s, India was graduating approximately 150,000 English-speaking

engineers and science graduates, with only a limited demand for their services from the rest of

the economy. By the late 1980s as well, India’s economic liberalization was also well under way.

Around this time, the information technology revolution in the developed world

had begun to take root and shortages of skilled programmers and IT professionals were

beginning to develop. By this time a number of Indians were working in very substantial

numbers in US firms. Some of them played an important, although as yet undocumented role, in

bridging the gap and matching the buyers in the US with the suppliers in India. Responding

quickly to the growing demand, a number of Indian firms arose in quick time. The State

encouraged this growth by considerably simplifying the process for obtaining the numerous

clearances and permits that any firm in the organized sector in India typically needs. Finally,

given the many weaknesses in the Indian financial system, Indian entrepreneurs greatly benefited

from the low levels of initial investment required to start a software services firm.

20

HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and

systems integrator with a focus on markets. It has a presence in 170 cities and 505 points of

presence reaching 4000 towns throughout India and operations in emerging markets including

South Asia, Middle East & Africa. It has a strong distribution network of 93,000 outlets in over

9,000 towns in India. Its manufacturing facilities are based in Chennai, Pondicherry

and Uttarakhand. It is headquartered at Noida. The total employee strength was 6165

R&D

Market research has shown consumer electronics shifting in focus towards integration,

multi-functional capabilities and ease of use. HCL's capability to leverage technology from

several verticals such as Telecom, ISV, and Storage combined with expertise in solutions such as

Cloud and SaaS, Mechanical and IDE, VLSI and Systems engineering brings immense value to

consumer electronics firms in meeting innovation and business goals

AEROSPACE AND DEFENSE

HCL's Aerospace & Defense practice has evolved from its first Avionics project to

the largest dedicated Aerospace Practice in India, providing technology led solutions to

Aerospace and Defense manufacturers, helping them achieve their growth and profitability goals

in an intensely competitive market place.

INDUSTRIAL SERVICES

The Financial Services is one of the largest growing verticals in HCL. Using a value

centric approach to the enterprise, we have been transforming technology into competitive

advantage for some of the largest financial services organizations in the world.

The Financial Services practice in HCL is built on strong domain competencies spanning

Retail and Corporate Banking, Capital Markets, and Insurance, catering to the IT and operational

needs of leading financial services companies.

Using a value-based multi services approach and deep domain expertise in focused

verticals, HCL helps leading global financial services firms manage risk, comply with

regulations, enhance product features, and manage transformational challenges while driving

efficiency and improving service levels.

21

http://en.wikipedia.org/wiki/Noida

http://en.wikipedia.org/wiki/Uttarakhand

http://en.wikipedia.org/wiki/Pondicherry

http://en.wikipedia.org/wiki/Chennai

INDUSTRIAL MANUFACTURING

The HCL, committed towards helping its customers derive value through their IT

investments. In the process it have made significant investments in understanding manufacturing

operations of industrial manufacturing industry. This has enabled to conceptualize and develop

industry specific services and solution accelerators.

HCL HELP MANUFACTURING CUSTOMERS REALIZED BY:

1. Optimizing manufacturing operations

2. Enhanced visibility into supply chain operations and greater responsiveness to demand

fluctuations

3. Enable revenue growth through enhanced customer experience

4. Leveraging industry best practices and methodologies

5. Adoption of niche technologies and solutions

RETAIL CONSUMER

HCL’s Retail practice delivers an end-to-end array of solutions and services that address

strategic and operational challenges of retail companies. With our customer centric approach

aptly complemented by rich set of retail solutions offerings, accelerators and partnerships, we

have established our footprint across the entire retail value chain from vendor management,

planning, supply chain efficiency, store operations, merchandising, and customer loyalty to

conceptualizing, building and managing multichannel.

PROFESSIONAL SERVICES

Focused towards delivering value propositions to the unique needs of Professional

Services Firms, HCL Professional Services Vertical leverages the breadth and depth of its

Enterprise Services and Solutions across Verticals and Horizontals to offer cutting edge Business

and Technology based solutions to its clientele. Firms being focused include Audit, Tax &

Consulting, Legal Services, Real Estate and Private Equity.To meet all business challenges,

HCL's Professional Services Vertical delivers you the best-of-breed solutions with powerful

combination of technology and comprehensive business applications.

The key challenges faced by professional services firms are -

22

1. Winning the right business

2. Retaining key talent

3. Manage complex global projects

4. Improving service delivery and profitability of customers

The Professional Services practice in HCL with its robust team for maximum flexibility and

interoperability, help global professional services companies manage transformational challenges

while driving efficiency and improving service levels.

AUTOMOTIVE

At HCL, we provide IT, Electronics and Engineering solutions to automotive

players across the world to address the challenges. The HCL automotive practice works with

leading automotive OEMs and Tier 1 suppliers, enabling them to adapt to the changing market.

Our industry expertise and business experience helps players across the supply chain - from tier

2 to tier 1 supplier, OEMs and dealers manage businesses better.

Our automotive practice has sustained growth since its inception and our continued investments

in people, industry associations, tools and solution sets, helps us maintain our reputation as one

of the leading services vendor for this industry. At HCL, we help automotive companies gain

high performance through

1. Collaboration across supply chain

2. Engineering led product development

3. Investment in IPs and new technologies

4. Industry associations and partnerships

INDEPENDENT SOFTWARE VENTORS

HCL is a market leader in providing Product Engineering and IT services for ISVs, and

has the largest share of ISV business amongst its peers. With a unique knowledge of ISV focus

areas and challenges coupled with experience in handling large ISV clients, HCL provides the

perfect combination of capability and credibility.

With 3 decades of technology and innovation excellence and more than 80 satisfied

ISV customers, HCL today has a comprehensive portfolio of services along the entire product

23

lifecycle, backed by revolutionary business models. Together, these offerings help ISVs drive

results across all its 3 core focus areas:

1. Power Revenue Growth

2. Transform R&D

3. Transform Business Operations

To deliver services aligned to these focus areas, the ISV practice at HCL has developed a unique

performance-driven approach that leverages various tools and frameworks to ensure that

measurable impact is delivered to the business.

TELECOM

HCL’s Telecom Practice serves the all elements of the telecommunications ecosystem,

providing end-to-end solutions in Engineering and R&D services, Custom and Enterprise

applications, Infrastructure Management and BPO. HCL’s service in this domain include

Engineering Cost Optimization, Ticket Lifecycle Management, Advanced Technologies

Empowerment Services, Interoperability, Unified Communications, and VoIP/IMS services.

HCL has the largest outsourced engineering center in the telecom space, developed outside the

USA.

With a verticalized focus and a strong team of domain experts, HCL Telecom practice

is ideally positioned to cater to the explosive growth in the telecom industry. The highlights of

the telecom practice in HCL include:

1. Coverage of the depth and breadth of the domain

2. Assets that cut across the various telecom structures like wireless, wire line, equipment,

test and measurement, telecom services, and ISVs

3. End-to-end integrated offerings that include turnkey implementations, system integration

and concept to field implementation

4. Service offerings like infrastructure management and business process outsourcing that

encompass all elements of the telecommunications ecosystem

5. End-to-end capabilities in hardware, software, piece manufacturing, and compliance

testing

24

http://www.hcltech.com/independent-software-vendors/transforming-business-operations

http://www.hcltech.com/independent-software-vendors/transforming-rampd

http://www.hcltech.com/independent-software-vendors/powering-revenue-growth

To provide end-to-end solutions to the customers, HCL has partnered with many leading

companies to provide software licenses like:

1. Adobe

2. Broad Vision

3. CA Technologies

4. Citrix

5. Computer Associates

6. IBM

7. Linux/SCO

8. McAfee Antivirus and Antispam

9. Microsoft

10. Novell

11. Oracle

12. SAP

13. Symantec

14. VERITAS

INDUSTRIAL CHALLENGES

Success depends on how well high-tech companies address ever-changing customer

needs, quickly bring innovative technologies to market, and find new ways to advance into new

markets before their competitors do. In addition, there are new challenges around enterprise

strategy, customer retention, supply chain management, and a growing number of governmental

regulations.

HCL AXON's High Tech Practice offers services and solutions that address these

industry challenges by leveraging the power of the leading enterprise resource planning (ERP)

platforms. These include:

1. Out of the box pre-configuration and methodologies that leverage proven best practices to

ensure a cost effective and quicker time to value

25

http://www.hclinfosystems.in/ms_lices.htm

2. Supply Chain Management capabilities to transform to a lean and agile supply network

that includes outsourced operations

3. Leading customer relationship management solutions to manage and grow a profitable

service business and improve channel collaboration

4. Accelerating innovation with Product Lifecycle management solutions

5. Out of the box Revenue recognition solutions VERITAS

INDUSTRIAL CHALLENGES/COMPETITORS

Success depends on how well high-tech companies address ever-changing customer

needs, quickly bring innovative technologies to market, and find new ways to advance into new

markets before their competitors do. In addition, there are new challenges around enterprise

strategy, customer retention, supply chain management, and a growing number of governmental

regulations.

HCL AXON's High Tech Practice offers services and solutions that address these industry

challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms.

These include:

1. Out of the box pre-configuration and methodologies that leverage proven best practices to

ensure a cost effective and quicker time to value

2. Supply Chain Management capabilities to transform to a lean and agile supply network

that includes outsourced operations

3. Leading customer relationship management solutions to manage and grow a profitable

service business and improve channel collaboration

4. Accelerating innovation with Product Lifecycle management solutions Out of the box

Revenue recognition solutions

COMPANY PROFILE

26

Type : Public

Industry : IT sector

Founder : Mr.Shiv Nadar

Services : IT and outsourcing services

Revenue : 11,024.14 crore

Operating income : 256.58 crore

Net income : 177.23 crore

Website : www.hclinfosystems.in

HISTORY OF HCL

HCL Info systems Ltd is one of the pioneers in the Indian IT market, with its

origins in 1976. For over quarter of a century, we have developed and implemented solutions

for multiple market segments, across a range of technologies in India. We have been in the

forefront in introducing new technologies and solutions.

The highlights of the HCL saga are summarized below:

1976- Hindustan Computer limited (HCL) is born.

1977- Forms distribution alliance with Toshiba for copier & Notebooks.

1978- HCL Successfully ships in house designed micro-computer at the same time as Apple.

1983- Indigenously develops an RDBMS, a Networking OS & a client server architecture, at

the same time as global.

1986- HCC Becomes the largest IT Company in India.

1989- Introduce fine grained Multiprocessor UNIX 3 yr a head of “sun& HP”

1991- HCL Hewlett Packard J. Develops Multi Processor UNIX of HP & Heralds HCLS

entry into contract R&D.

1994- Forges distribution alliances with Ericsson Switches & Nokia cell Phone.

1997- HCL‟s R&D spinoff as HCL Technology Mark advent info Software services.

2007- HCL Becomes the first company to cross the 1,00,000 unit Milestone in the Indian

Desktop PC Market.

27

2008- HCL Technologies Get accorded by Meta Spectrum with leader status in off have out

sourcing.

2009- JV with NEC, Japan -HCL Set up first Power PC Architecture design centre outside of

IBM.

2010- HCL info system ties up with Apple for iPod distribution. -HCL Technologies sign

largest over, software services deal with DSG.

2011- HCL as an enterprise sources the $ 4 billion watermark.-HCL announces opening of its

second European outsourcing facility in June with the establishment of the delivery centre in

Krakow Poland.

HCL ENTERPRISE:

HCL Enterprise is a US $ 5 billion leading Global Technology and IT enterprise

that comprises two companies listed in India - HCL Technologies & HCL Info systems. The

3-decade-old enterprise, founded in 1976, is one of India's original IT garage start-ups. Its

range of offerings spans Product Engineering, Custom & Package Applications, BPO, IT

Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products.

The HCL team comprises approximately 60,000 professionals of diverse

nationalities, who operate from 23 countries including 500 points of presence in India. HCL

has global partnerships with several leading Fortune 1000 firms, including leading IT and

Technology firm.

28

CHAIRMAN & CEO

Mr.Vineet Nayar is Vice Chairman and Chief Executive Officer of HCL

Technologies Ltd. IT hardware manufacturer and systems integrator HCL Infosystems Ltd

has acquired the remaining 40 per cent stake in HCL Infosystems MEA FZCo for an

undisclosed amount. HCL Infosystems already held majority stake in the venture and the

latest deal makes the company a wholly owned arm.

In the same year, the company acquired 20 per cent equity stake in another Dubai-

based firm Tech mart Telecom Distribution FZCO through its Singapore-based subsidiary

HCL Investments Pvt Ltd.Part of HCL Group which includes IT services firm HCL

Technologies, HCL Infosystems Ltd offers a wide spectrum of ICT products that includes

computing, storage, networking, security, telecom, imaging and retail. Last month, the firm

had acquired education content provider Edurix, a part of Atta no Media and Education and

designs content for the K-12 education segment for an undisclosed amount. In 2008, HCL

Info acquired stake in Natural Technologies Pvt Ltd for $2.1 million.

VISION

"To be the technology partner of choice for forward looking customers by collaboratively

transforming technology into business advantage."

29

http://www.vccircle.com/news/others/2010/12/30/hcl-infosystems-buys-dubais-techmart-telecom-distribution

MISSION

"We will be the employer of choice and the partner of choice by focusing on our stated

values of Employees First, Trust, Transparency, Flexibility and Value Centricity."

MILESTONE

Hancom Inc. has announced its tie up with HCL Infosystems Ltd. to extend

Hancom's Think Free Mobile - Android edition on HCL Tablets. HCL is one of India’s

most well known hardware, services and ICT systems integration and Distribution

Company

The latest version of Think Free Mobile app has been embedded in 'HCL ME U1’, HCL

Infosystem’s recently launched range of Tablet PCs, available for Rs. 7999. In the past too,

HCL's Android tablets have had Think Free Mobile as one of their standard apps.

HCL PRODUCTS (some)

Voice solution products

Presentation product Documentation product

30

Home PC’s Home Notebooks

Business PC’s Business Note Books

31

ORGANISATION STRUCTURE

32

MANAGING DIRECTOR

GENERAL MANAGER

CORPORATE LEVEL MANAGER

TRAINING DEPARTMENTMARKETING

WORKERS WORKERS

FINANCE

WORKERS

HUMAN RESOURCE

WORKERS

PRODUCTION

WORKERS

RESEARCH METHODOLOGY

INTRODUCTION:

An organized, systematic,data-based,critical,objective,scientific inquiry or investigation

into a specific problem undertaken with the purpose of finding answers or solutions to it. In

essence, research provides the needed information that guides to make inform the decisions to

successfully deal with the problems. It comprises of defining and redefining of problems,

formulating, hypothesis, collecting,organizing and evaluating data for making alterations and

reaching conclusion.

THE OBJECTIVES OF THIS STUDY ARE:

1. Proper understanding and analysis of the concept of Competency mapping.

2. Conducting an employee’s survey and understanding their Competencies in HCL Info

systems.

3. Understanding the importance of competencies for employees.

This study is containing both primary and secondary data. The sampling size of this study

is 100. The data for the project from the HR Manager and the employees of HCL Infosystems.

For interpretation, the study has used method.

TYPE OF PROJECT

DESCRIPTIVE RESEARCH DESIGN

Descriptive research has been used for the study, because the aims of the descriptive

research are to describe accurately the characteristics of particular individual situation or group

and to determine the frequency of occurrence of such events.

SAMPLING TECHNIQUE

In this researcher have used convenience sampling method of Non-probability

sampling. Non probability refers to selection of units within a sample involves human judgment

rather than pure chance. In convenience sampling the selection of the sample is left to the

33

researcher who is to select the sample and here the information’s are collected from the members

of the population who are conveniently available to provide it.

SAMPLE SIZE

A total of 100 samples were selected out of 500.

DATA COLLECTION METHOD

The method of data collection includes two types for the study, such as primary data and

secondary data.

SOURCES OF DATA

PRIMARY DATA

Primary data is the data that is collected for the first time by the researcher. The primary

data are collected with specific set of objective to assess the current status of any variable

studied. Primary data is useful only particular period.

SECONDARY DATA

Secondary data can be internal or external. The secondary data has been collected from

journals, text books, magazines, internet etc.

METHODS OF PRIMARY DATA COLLECTION

The main methods used in primary data collection are:

a. Questionnaire

b. Interview

In this study primary data has been collected by using questionnaire

34

QUESTIONNAIRE

In this method, pre-printed list of questions arranged in a sequence which is used by the

researcher for collecting data. The questionnaire is filled by the respondents. The questionnaire is

considered as the heart of the survey.

3.4 STATISTICAL TOOLS

The statistical tools are used to obtain findings and information in logical sequence from

the data collected. Percentage method & coefficient of correlation can be used for representation

of analysis and computation.

PERCENTAGE METHOD

In this proportion of an individual observation in a distribution is described. The

most convention for describing the position of an individual score in distribution of scores is a

percentage method.

No of respondents

Percentage = × 100

Total No of respondents

CHI-SQUARE TEST:

It is a statistical method used in the context of sampling analysis fpr comparing variance to a

theoretical variance. It is a non parametric test, it can be used to determine if categorical data

shows dependencies (or) two classifications are independent the researcher used this text to

i. To test the fitness

ii. To test the significant association between two attributes

35

FORMULA

1) λ² = σs²/ σp²(n-1)

σs² = variance of sample

σp² = variance of population

(n-1) =degree of freedom

n = no of items in the sample

2) R = (O-E) ² /E

O = Observed frequency

E = Expected frequency

36

DATA ANALYSIS AND INTERPRETATION

TABLE: 1

AWARENESS OF COMPETENCY MAPPING

S.NO AWARENESS

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 80 80

2 No 20 20

Total 100 100

INTERPRETATION:

The above table spells about the respondents having awareness about the

competency mapping, where 80% of the respondents are having awareness about the

competency mapping and the remaining 20% of the respondents don’t have awareness about the

competency mapping. The awareness can be created through various programs which can be

conducted by the organization.

37

CHART: 1

AWARENESS OF COMPETENCY MAPPING

38

TABLE: 2

COMPETENCY MAPPING IN MANPOWER PLANNING

S.NO Manpower Planning

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Invariably 5 5

2 Frequently 0 0

3 Rarely 5 5

4 Never 90 90

Total 100 100

INTERPRETATION:

The above table explains about the manpower in competency mapping, where

90% of the employee suggests that competency mapping can’t help in doing manpower planning,

but 5% of the employees supporting towards the presence of competence mapping in manpower

and remaining 5% cant able to suggest.

39

CHART: 2

COMPETENCY MAPPING IN MANPOWER PLANNING

40

TABLE: 3

PERFORMING COMPETENCY MAPPING REGULARLY IN

COMPANY

S.NO NECESSSITY

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Invariably 93 93

2 Frequently 5 5

3 Rarely 2 2

4 Never 0 0

Total 100 100

INTERPRETATION:

The above table explains about the respondents of necessity of competency

mapping in the present scenario. From the above table, it is clear that 93% of the employees say

that competency mapping is necessary for the growth of organization and 5% suggest they

performing competency mapping frequently and the remaining 2 said rarely.

41

CHART: 3

PERFORMING COMPETENCY MAPPING REGULARLY IN

COMPANY

42

TABLE: 4

RECRUITMENT AND SELECTION PROCESSES CARRIED OUT CONSIDERING COMPETENCY OF THE INDIVIDUALS

S.NO ASSESSMENT

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 15 15

2 No 85 85

Total 100 100

INTERPRETATION:

The above table spells about the respondents of assessing competency mapping in

the past. From the above table it is clear that 15% of the respondents have assessed the

competency mapping in the past and the remaining 85% of the respondents didn’t assess that

Recruitment and selection processes carried out considering competency of the Individuals.Now

the organization has training the employees about the ways through which they assess their

competencies.

CHART: 4

43

RECRUITMENT AND SELECTION PROCESSES CARRIED OUT CONSIDERING

COMPETENCY OF THE INDIVIDUALS

TABLE: 5

44

COMPETENCY MAPPING HELPFUL IN INDIVIDUAL CAREER DEVELOPMENT

S.NO Career Development NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Strongly agree 67 67

2 Agree 33 33

3 Moderate 0 0

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 100 100

INTERPRETATION:

The above table explains about the career development through Competency

Mapping where 67% accepting and 33% said no to career development through competency

mapping.

CHART: 5

45

COMPETENCY MAPPING HELPFUL IN INDIVIDUAL CAREER DEVELOPMENT

TABLE: 6

THE COMPETENCY THAT HELP THE MOST

46

S.NO Competency

NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Knowledge of basic accounting

principles and procedures

15 15

2 Ability to read, understand and

follows written direction

55 55

3 Facilitation skills ability to focus

and direct group discussion

15 15

4 Decision making skills ability to

weigh options and foresee

consequences of decisions

15 15

Total 100 100

INTERPRETATION:

The above table explains about the respondents using various competence that

help the most. From the above table, it is clear that 15% of the employees have assessed their

competencies through Knowledge of basic accounting principles and procedures , 55% of the

respondents have assessed by Ability to read, understand and follows written direction , 15% of

the respondents have assessed their competency by Facilitation skills ability to focus and direct

group discussion and the remaining 15% of the respondents have assessed by Decision making

skills ability to weigh options and foresee consequences of decisions

CHART: 6

THE COMPETENCY THAT HELP THE MOST

47

TABLE: 7

CHALLENGES IN JOB OR ROLE

48

S.NO Challenges

NO OF

RESPONDENTS

NO OF

RESPONDENTS %


2 Agree 50 50

3 Neutral 0 0

4 Disagree 35 35

5 Strongly disagree 0 0

Total 100 100

INTERPRETATION:

The above table spells out the respondents having challenges in Job. From the

statistical data, it is clear that most of the respondents agreed that they are facing challenges in

their job environment.

CHART: 7

FACING CHALLENGES IN JOB OR ROLE

49

TABLE: 8

HIGH COMPETITION FOR TALENTED PEOPLE IN MARKETING PLACE

50

S.NO High Competitions NO OF

RESPONDENTS

NO OF

RESPONDENT

%

1 Yes 54 54

2 No 46 46

Total 100 100

INTERPRETATION:

The above table spells out the respondents may or may not facing high challenges

in market place. The results are certainly similar.

CHART: 8

HIGH COMPETITION FOR TALENTED PEOPLE IN MARKETING PLACE

51

TABLE: 9

EXPERIENCED ANY SETBACKS DUE TO LACK OF COMPETENCY PEOPLE

52

S.NO Setbacks NO OF

RESPONDENTS

NO OF

RESPONDENTS %

1 Yes 35 35

2 No 65 65

Total 100 100

INTERPRETATION:

The above table explains about the respondents are not having much setbacks in

the recent past due to lack of competence people.

CHART: 9

EXPERIENCED ANY SETBACKS DUE TO LACK OF COMPETENCY PEOPLE

53

TABLE: 10

MISSED BUSINESS OPPORTUNITIES IN THE RECENT PAST

54

S.NO Missed business

Opportunities

NO OF

RESPONDENTS

NO OF

RESPONDENTS %

1 Yes 20 20

2 No 80 80

Total 100 100

INTERPRETATION:

The above table explains the majority (80%) respondents suggest that they never

missed any business opportunities in the recent past but 20% said they missed some important

business opportunities.

CHART: 10

MISSED BUSINESS OPPORTUNITIES IN THE RECENT PAST

55

TABLE: 11

COMPETENCIES CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND

INTERVENTIONS

56

S.NO CONTINUOUS EFFORT

AND INTERVENTIONS

NO OF

RESPONDENTS

NO OF

RESPONDENT %


2 Agree 20 20

3 Neutral - 0

4 Disagree - 0

5 Strongly disagree - 0

Total 100 100

INTERPRETATION:

The above table explains about, whether Competencies can be developed through continuous

efforts and interventions. From the above statistical data, it is clear that most of the respondents

strongly agreed that their competencies are developed through continuous efforts and

interventions.

CHART: 11

COMPETENCE CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND

INTERVENTIONS

57

TABLE: 12

INVEST TIME AND EFFORT IN BUILDING THE COMPETENCIES

58

S.NO TIME AND EFFORT NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)


2 Agree 30 30

3 Moderate 20 20

4 Disagree 5 5


Total 100 100

INTERPRETATION:

The above table clearly explains the respondents were using various ways for

assessing their competencies. From the above table, it is clear that 40% of the respondents

strongly agreed with spending their time and effort on building competency, 30% agreed ,20%

of the respondents made a moderate approach and the remaining 10% of the respondents was not

at all agreed with spending their time and effort on building competency.

CHART: 12

INVESTING TIME AND EFFORT IN BUILDING THE COMPETENCIES

59

TABLE: 13

BUILDING A COMPETENCY BASED ORGANIZATION

60

S.NO BUILDING COMPETENCY NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)


2 Agree 50 50

3 Moderate 20 20

4 Disagree - 0


Total 100 100

INTERPRETATION:

The above table clearly explains the respondents believes in building competency

based organization. From the above table, it is clear that 25% of the respondents have strongly

agreed, majority of 55% respondents have agreed with building competency based organization,

20% of the respondents were moderately accepting and the remaining 5% of the respondents

were strongly disagreed.

CHART: 13

BUILDING A COMPETENCY BASED ORGANIZATION

61

TABLE: 14

RECRUIT PEOPLE BASED ON COMPETENCIES

62

S.NO RECRUIT PEOPLE NO OF

RESPONDENTS

NO OF

RESPONDENCES

%


2 Agree 93 93

3 Neutral - 0

4 Disagree - 0


Total 100 100

INTERPRETATION:

The above table explains about the majority of the respondents have agreed with

recruiting employees based on competencies

CHART: 14


63

TABLE: 15

ALREADY HAVE A COMPETENCY BASED COACHING SCHEME

64

S.NO COACHING SCHEME NO OF

RESPONDENTS

NO OF

RESPONDENTS %

1 Yes 30 30

2 No 70 70

Total 100 100

INTERPRETATION:

The above table explains about the respondents response about the existence of

competency based coaching scheme before and majority of the respondents (i.e) 70% said NO

to the availability of competency coaching scheme in the recent past.

CHART: 15

ALREADY HAVE A COMPETENCY BASED COACHING SCHEME

65

TABLE: 16

SUCCESS THROUGH COMPETENT MANAGERS

66

S.NO SUCCESS THROUGH

COMPETENT

MANAGERS

NO OF

RESPONDENTS

RESPONDENTS

%

1 Strongly agree - 0

2 Agree 85 85

3 Neutral 15 15

4 Disagree - 0


Total 100 100

INTERPRETATION:

The above table explains about the success of the organization through competent

managers and the majority 85% of the respondent was agreed with this statement

CHART: 16

SUCCESS THROUGH COMPETENT MANAGERS

67

TABLE: 17

TRAINING IDENTIFICATION OF COMPETENT GAPS AND COMPETENT NEEDS

68

S.NO TRAINING NO OF

RESPONDENTS

NO OF

RESPONDENTS (%)

1 Yes 55 55

2 No 45 45

Total 100 100

INTERPRETATION:

The above table spells about the respondents training based on scientific

or at least systematic identification of competency gaps and competency needs. Here 55%

accepting and 45% was not accepting the training based on scientific or at least systematic

identification of competency gaps and competency needs.

CHART: 17

69

TRAINING IDENTIFICATION OF COMPETENT GAPS AND COMPETENT NEEDS

TABLE: 18

70

PROMOTION THROUGH COMPETENCY ASSESSMENT

S.NO PROMOTION NO OF

RESPONDENTS

RESPONDENCE %


2 Agree 70 70

3 Neutral 10 10

4 Disagree - 0


Total 100 100

INTERPRETATION:

The above table explains about the respondents got the motivation and

support from the organization. From the above statistical data, it is clear that most of the

respondents agreed that their promotion policies require some form of competency assessment.

CHART: 18

PROMOTION THROUGH COMPETENCY ASSESSMENT

71

TABLE: 19

ORGANISATION VALUE TALENT AND EXCELLENCE

72

S.NO VALUE NO OF

RESPONDENTS

RESPONDENCE %


2 Agree 80 80

3 Neutral 10 10

4 Disagree - 0


Total 100 100

INTERPRETATION:

The above table explains about the organisation value talent and

excellence. From the above statistical data, it is clear that most of the respondents agreed that

they their organisation value talent and excellence.

CHART: 19

ORGANIZATION VALUE TALENT AND EXCELLENCE

73

TABLE: 20

INNOVATIONS AND SCIENTIFIC WAY OF DOING THINGS

74

S.NO TRAINING PROGRAM

INCREASES

PRODUCTIVITY

NO OF

RESPONDENTS

RESPONDENT %


2 Agree 70 70

3 Neutral 20 20

4 Disagree - 0


Total 100 100

INTERPRETATION:

The above table spells out the organisation encourages innovative and

scientific way of doing things and 70% of the respondents accepted the fact(i.e) their

organisation encourage innovations and scientific way of doing things.

CHART: 20

INNOVATIONS AND SCIENTIFIC WAY OF DOING THINGS

75

CHI-SQUARE TEST

CHALLENGES IN YOUR JOB OR ROLE

Challenges Observed Expected (O-E) (O-E)² (O-E)²/E

76

frequency(O) frequency(E)

Strongly

Agree

15 20 -5 25 1.25

Agree 50 20 30 900 45

Neutral 0 20 -20 400 20

Disagree 35 20 15 225 11.25

Strongly

Disagree

0 20 -20 400 20

Total 100 100 97.75

R = (O-E) ²/E

= 97.75

Degree of freedom = (n-1)

=5-1

=4

Degree of freedom at 5% level of significance=6.26

Since the table value is less than the calculated value Null Hypothesis is rejected.

COMPETENCIES CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND

INTERVENTIONS

77

Continuous

efforts and

Interventions

Observed

frequency(O)

Expected

frequency(E)

(O-E) (O-E)² (O-E)²/E

Strongly

Agree

80 20 -60 3600 180

Agree 20 20 0 0 0

Neutral 0 20 -20 400 20

Disagree 0 20 -20 400 20

Strongly

Disagree

0 20 -20 400 20

Total 100 100 240

R = (O-E) ²/E

= 240


=5-1

=4



INVESTING TIME AND EFFORT IN BUILDING THE COMPETENCIES

78

Investing time

and efforts

Observed

frequency(O)

Expected

frequency(E)

(O-E) (O-E)² (O-E)²/E

Strongly

Agree

40 20 20 400 20

Agree 30 20 10 100 5

Neutral 20 20 0 0 0

Disagree 5 20 -15 225 11.25

Strongly

Disagree

5 20 -15 225 11.25

Total 100 100 48

R = (O-E) ²/E

= 48


=5-1

=4



BUILDING A COMPETENCY BASED ORGANISATION

79

Building

Competency

Observed

frequency(O)

Expected

frequency(E)

(O-E) (O-E)² (O-E)²/E

Strongly

Agree

25 20 5 25 1.25

Agree 50 20 30 900 45

Neutral 20 20 0 0 0

Disagree 0 20 -20 400 20

Strongly

Disagree

5 20 -15 225 11.25

Total 100 100 77.5

R = (O-E) ²/E

= 77.5


=5-1

=4




80

RECRUITMENT Observed

frequency(O)

Expected

frequency(E)

(O-E) (O-E)² (O-E)²/E

Strongly Agree 7 20 -13 169 8.45

Agree 93 20 73 5329 266.45

Neutral 0 20 -20 400 20

Disagree 0 20 -20 400 20

Strongly

Disagree

0 20 -20 400 20

Total 100 100 334.9

R = (O-E) ²/E

= 334.9


=5-1

=4



FINDINGS & SUGGESTION

81

FINDINGS

80% of the employees in HCL Infosystems have the awareness about the concept of

Competency mapping. Because they have this concept in their organization.

90% of the employee suggests that competency mapping can’t help in doing manpower

planning,

93% of the employees say that competency mapping is necessary for the growth of

organization.

85% of the respondents didn’t assess that Recruitment and selection processes carried out

considering competency of the Individuals.

67% accepted that their career was developed through Competency Mapping

Competency that help the most is the Ability to read, understand and follows written direction

The most of the respondents agreed that they are facing challenges in their job environment.

The Employees are consequently facing high challenges in market place.

The Employees are not having setbacks in the recent past due to lack of competence people.

The Employess never missed any business opportunities in the recent past due to lack of

competent people to handle any one or more functions or territories or lines of business.

The Employees are strongly agreed that their competencies are developed through

continuous efforts and interventions.

Top managements are willing to invest time and effort in building the competencies of

employees on a continuous basis

93% of Enployees are intended to recruit people on the basis of competencies that are

needed to perform each job.

There is no competency based coaching scheme before.

83% of the Top managers believe that the success of their organization depend on having

competent managers.

55% of Employees are accepting the training based on scientific or at least systematic

identification of competency gaps and competency needs.

80% of the Employees agreed that their promotion policies require some form of

competency assessment.

80% of the Employees agreed that they their organisation value talent and excellence.

82

70% of the Employees accepted the fact(i.e) their organisation encourage innovations and

scientific way of doing things

SUGGESTIONS

The organization should create awareness about the Competency mapping and their uses

among the employees through various programs.

83

The organization should enhance the employee’s competencies through various training and

development programs.

The HR manager can take the initial steps to teach their employees for assessing the

employee’s competencies.

After finding their skills, they can provide the initiatives to the employees to excel as a

potential employee with specific skill. And also they can enhance the multiple skills among

the employees.

By giving a proper communication, the organization can avoid the problems while

implementing the competency mapping.

Recruitment and Selection processes must be carried out by considering competency of the

individuals

The organization should create awareness about the Competency mapping and their uses

among the employees through various programs.

The organization should enhance the employee’s competencies through various training and

development programs.

The HR manager can take the initial steps to teach about the range of methods for assessing

the employee’s competencies.

After finding their skills, they can provide the initiatives to the employees to excel as a

potential employee with specific skill. And also they can enhance the multiple skills among

the employees.

The organization should provide a separate cabin for each employee to excel their talents so

that the employee also feels independence in their work.

By giving a proper communication, the organization can avoid the problems while

implementing the competency mapping.

CONCLUSION

84

Competency mapping and assessment provides clear indication of employee

developmental needs. Candidate weakness with respect to the required competencies discovered

in the assessments shows opportunity for development for the candidate.

HCL Infosystems also benefited out of the Competency mapping. For that, the

HR manager has also taken many initiatives for the welfare of both the employees and the

organization. This organization has used the competency mapping for various purposes like

selection process, performance appraisal, succession planning & promotion etc. There is no

doubt that if the organization has used the competency mapping, they will definitely get the

success.

At present scenario, Competency mapping is essential for every organization.

Only thing that if the organization used it effectively means, they will definitely get benefit. The

employee’s competencies can be enhanced through conducting various training and

development program, assigning projects, to involve all the employees in decision-making

process etc.

BIBLIOGRAPHY

85

BOOKS:

Training and Development - V.V.Reddy

Human Resource Management - Dr. Nagarajan

Creativity in Training - Sumati Reddy

Human Resource Management - L.M.Prasad

NEWSPAPER:

Business Line

MAGAZINES:

HR review

Business world

Environmental Management

Business Today

WEBSITES:

www.wisegeek.com

www.tvrls.com

www.citehr.com

www.lukew.com

www.sunrise.net.in

www.careertrainer.com

www.e-hresources.com

www.hinduonnet.com

ANNEXURE

EMPLOYEE RELATED QUESTION

86

http://www.hinduonnet.com/

http://www.e-hresources.com/

http://www.careertrainer.com/

http://www.sunrise.net.in/

http://www.lukew.com/

http://www.citehr.com/

http://www.tvrls.com/

http://www.wisegeek.com/

Good morning /evening, Sir\Madam. I am V.N.STEFFY doing my MBA at

Nesamony Memorial Christian College,Marthnadam. As a part of the partial fulfillment for

the MBA course, I am undertaking a project titled “A STUDY OF EMPLOYEES ON

COMPETENCY MAPPING” ,IN HCL INFOSYSTEMS. I would be happy if you spend some

time in answering the following questions. This study is purely for academic purpose only. The

answers would be kept confidential.

QUESTIONNAIRE

Name :

Qualification :

Designation :

1. Are you aware of the term Competency?

a. [ ] Yes

b. [ ] No

2. Does competency mapping help you to do manpower planning?

a. Invariably [ ]

b.Frequently [ ]

c.Rarely [ ]

d.Never [ ]

3. Do you perform competency mapping regularly in your company?

a. Invariably [ ]

b.Frequently [ ]

c.Rarely [ ]

d.Never [ ]

4. Does Recruitment and Selection processes carried out considering competency of the

individuals?

a. Yes [ ]

87

b. No [ ]

5. Does competency mapping helpful in individual’s career development?

a. Strongly Agree

b. Agree

c. Moderate

d. Disagree

e. Strongly Disagree

6. What Competency helps you the most?

a. [ ] Knowledge of basic accounting principles and procedures.

b. [ ] Ability to read, understands, and follows written directions.

c. [ ] Facilitation skills – ability to focus and direct group discussions.

d. [ ] Decision-making skills – ability to weigh options and foresee consequences of decisions.

7. Have you faced any challenges in your job or role?

a. [ ] Strongly Agree

b. [ ] Agree

c. [ ] Moderate

d. [ ] Disagree

e. [ ] Strongly Disagree

8. Are you in a business where there is high competition for talented people in market place?

a) [ ] Yes

b) [ ] No

9. Has your organization experienced any setbacks in the recent past due to lack of competent

people?

a) [ ] Yes

b) [ ] No

88

10.Has your organization missed any business opportunities in the recent past due to lack of

competent people to handle any one or more functions or territories or lines of business etc?

a) [ ] Yes

b) [ ] No

11. My top management believes that competencies can be developed through continuous effort

and interventions?

a. [ ] Strongly agree

b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree

e. [ ] Strongly disagree

12. My top management willing to invest time and effort in building the competencies of my

employees on a continuous basis?


b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree


13. My top management believes in building a competency based organization?


b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree


14.I intend to recruit people on the basis of competencies needed to perform each job?


b. [ ] Agree

89

c. [ ] Moderate

d. [ ] disagree


15.I already have a competency based coaching scheme?


b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree


16. My Top managers believe that the success of my organization depend on having competent

managers?


b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree


17. Is your training based on scientific or at least systematic identification of competency gaps

and competency needs?

a) [ ] Yes

b) [ ] No

18. My promotion policies require some form of competency assessment?


90

b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree


19. My organization value talent and excellence?


b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree


20. My organization encourages innovations and scientific way of doing things?

a. [ ] strongly agree

b. [ ] Agree

c. [ ] Moderate

d. [ ] disagree

e. [ ] strongly disagree

Thank You.

REVIEW OF LITERATURE

91

Mr. Milind Kotwal had already studied the competency mapping under the title

“Model and method for Competency Mapping and Assessment”. As per their objective,

Competency mapping helps to develop objective system for recruitments, Promotions, training &

development, and performance diagnostics. And also they are offering consultancy services in

the following areas: organizational diagnostic studies, corporate and strategic planning,

performance management and performance appraisal, competency mapping and assessment,

customer satisfaction studies. They have studied the competency mapping in relation with job

description.

For Competency mapping and Assessment, Milind Kotwal’s study had taken job

description, job factors, and organization culture. But this study is studied under the title” A

study on Competency mapping for the employees”. Large organizations frequently employ

some form of competency mapping to understand how to most effectively employ the

competencies of strengths of workers. They may also use competency mapping to analyze the

combination of strengths in different workers to produce the most effective teams and the highest

quality work.

I have interviewed HR manager and employees of HCL Infosystems for this

study. Here the study will analyze about how the competency mapping is useful for assessing

individual and providing performance appraisal.

92

CHAPTER I

INTRODUCTION

93

CHAPTER II

INDUSTRY PROFILE

94

CHAPTER III

COMPANY PROFILE

95

CHAPTER IV

RESEARCH

METHODOLGY

CHAPTER V

DATA ANALYSIS

96

&

INTERPRETATION

CHAPTER VI

FINDING

97

&

SUGGESTIONS

98

A SAMPLE

IMPLEMENTED GRAPH

OF COMPETENCY

MAPPING

99

competency mapping

Business

Transcript of competency mapping