Employee Skill Matrix

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PROJECT REPORT ON

SKILL MATRIX AND COMPETENCY MAPPING

SUBMITTED TO

Textron India Pvt. Ltd.

Global Village, RVCE Post,

Mylasandra, Off Mysore Road,

Bangalore -560 059, Karnataka, India.

&

BIRLA INSTITUTE OF MANAGEMENT TECHNOLOGY

GREATER NOIDA

BY

JOJAN V. JOSE

09DM050

2010


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CERTIFICATE

This is to certify that the Project Report on

SKILL MATRIX AND COMPETENCY MAPPING

Is a bonafide work and it is submitted to

BIRLA INSTITUTE OF MANAGEMENT TECHNOLOGY, GREATER NOIDA

BY

JOJAN V. JOSE

09DM050

During the academic year 2009-2010

Under the guidance of

Dr. MANOSI CHAUDHURI

(Project Mentor)

BIRLA INSTITUTE OF MANAGEMENT TECHNOLOGY, GREATER

NOIDA

2009-2011


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ACKNOWLEDGEMENT

I would like to take this moment to express my deepest gratitude to the group of people

without whose help and support I would not have been able to complete this project.

I wish to begin by thanking the management at Textron India Pvt. Ltd., especially Mr. N.R.

Mohanty (President, Textron India) and Mr. Suraj Chettri (Director, Human Resources) for

providing me this great opportunity to work in their esteemed organization. I would also like

to thank them for the help, support and guidance that they have provided me with during the

course of my project work.

I would also like to deeply thank my industry mentor Mr. Surjith Surendran (HR Generalist,

Textron) for his valuable insights and constant guidance and support.

I express my deep sense of gratitude to the management of BIMTECH for imparting me with

the required help. I would like to specially thank my college mentor Dr. Manosi Chaudhuri,

for her guidelines, support and motivation which have been a great help to me for this project.

A special thanks to all the employees of Textron India Pvt. Ltd., for providing me with the

data that I required for the making of the project.

I would also like to thank all those people who spent their valuable time in this project, and

all those people who directly or indirectly contributed in making this project a success.


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Contents

1. Executive Summary 062. Company Profile 07

2. Introduction 173. Objective 184. Project Scope 185. Theory & Terminology 20

a. Skill Matrix 20b. Competency Map 27c. Other Designs for Skill Matrix 30

6. Research Methodology 38a. Problem Definition 38

b. Research design 38c. Sampling 39d. Data Collection Techniques 39

7. Research Procedure 408. Observations & Results 459. Recommendations 4610.Limitations 4711.Conclusion 4812.References 49


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13.Bibliography 5014.Annexure 1- Sample Soft Skill Matrices 5115.Annexure 2Sample Technical Skill Matrices 6016.Annexure 3- Sample Competency Maps 69


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Executive Summary

The theme of this project can be stated as Training Need Analysis. The major objectives of

the project were:

Finding out the skill and competency levels of the employees of Textron India Pvt.Ltd.

Comparing with the benchmarks and recording the data for further use. Analysing training needs as per the recorded data.

In order to achieve the foresaid objectives, the tools those were devised and used for each

team were:

1. Skill Matrix2. Competency Maps

The skill matrix was developed in consultation with the team leaders and rated by all the

members of the team. While the competency map was developed and rated with the help of

the skill matrix.

The major findings from the exercise were as follows (the findings are for all the 19 teams

which were included in the exercise):

The complete list of the skills that the organization as a whole possesses i.e. the skillsinventory of the organization.

The skill levels of each individual employee for each individual skill that is beingused by him/her.

The pin pointed areas/employees all through the organization that need to be focussedupon for training purposes.

The employees who are capable of training other employees and the skills that theyspecialize in.

The competency levels of the organization, the excess or the lack of it with detailedinformation.

The commonalities of the skills among various teams so that these teams could beclubbed together for the training purposes.

The exercise covered 135 employees and provided the organization with a tool to plan their

training programmes with. In this competitive scenario, giving the right kind of training to the

right employees does not only improve the efficiency of the organization but also cuts down

cost considerably.


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Company Profile

Textron was founded in 1923, and has grown into a network of businesses with total revenues

of $14.2 billion, and approximately 37,000 employees with facilities and presence in 29

countries, serving a diverse and global customer base. Headquartered in Providence, Rhode

Island, U.S.A., Textron is ranked 173rd on the FORTUNE 500 list of largest U.S. companies.

Organizationally, Textron consists of numerous subsidiaries and operating divisions, which

are responsible for the day-to-day operation of their businesses ("Textron businesses")

Textron Inc. started as a small textile company in 1923, when 27-year-old Royal Little

founded the Special Yarns Corporation in Boston, Massachusetts.

Textron Businesses:

Textron consists of numerous subsidiaries and operating units. These businesses are known

by familiar brand names, including Bell Helicopter, Cessna Aircraft, Greenlee and E-Z-GO,

among others. Every Textron business is intensely committed to delivering innovative,

market-leading solutions that ensure the success of our customers. Textron continues toexpand leadership positions in five core business segments:

Bell Cessna Textron Industrial Systems Textron information Systems Textron Finance.


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Figure showing the various BUs of Textron:

1

2

Bell

Helicopter

Textron Financial

Textron India GTC

Textron SystemsTextron IndustrialCessna Aircraft

EZ - Go Jacobsen KautexGreenlee

Marine &

Land

Systems

Overwatch DefenceLycoming

Engines

AAI

Corporation


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Bell Helicopter:

With more than 34,000 helicopters delivered to customers around the globe, Bell is teaming

with Boeing to introduce leading edge tilt rotor technology into aviation via the military V-22

Osprey. And they are translating this exciting technology into civilian aircraft such as the

BA609. In addition to these platforms, Bell manufactures a variety of models of military

and civil aircraft, such as our latest - the Bell 429.

Cessna Aircraft:

Cessna Aircraft Company is the worlds largest manufacturer of general aviation airplanes.

Headquartered in Wichita, Kansas, U.S.A, Cessna designs and manufacturers business jets,

utility turboprops and single engine piston aircraft. Some 192,000 Cessna airplanes have been

delivered to nearly every country in the world since the company was originally established

in 1927.

Citation Aircraft:

Cessna's Citation business aviation leadership spans 40 years. The company has delivered

more than 6,000 Cessna Citations, making it the largest fleet of business jets in the world.

Today, Cessna offers the most comprehensive line of business jets in the industry including

the Citation Mustang, Citation CJ1+, Citation CJ2+, Citation CJ3, Citation CJ4, Citation

XLS+, Citation Sovereign and Citation X.


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Propeller Aircraft:

In its 80-year history, Cessna has established the standard in the production of single and

multi-engine propeller aircraft by delivering more than 154,000 single engine pistons, 16,000

multi-engines and 1,900 Caravan turboprop aircraft. The propeller aircraft produced today are

the 162 Skycatcher, 172 Skyhawk, 172S Skyhawk SP, 182 Skylane, T182 Turbo Skylane,

206 Stationair, T206 Turbo Stationair, Corvalis and Corvalis TT and three models of the

Caravan single-engine turboprop utility aircraft.

Textron Industrial:

1) E-Z-GO:

E-Z-GO is the world's largest manufacturer of golf cars and utility vehicles, including the

number-one selling golf car in the world. E-Z-GO golf cars are found on more golf courses

around the world than any other brand.

E-Z-Go also produces dependable turf maintenance vehicles, heavy-duty industrial burden

carriers, versatile shuttle personnel carriers and rugged ST trail vehicles.


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2) Jacobsen:

Jacobsen manufactures a full range of turf maintenance equipment and utility vehicles for

golf courses, sports fields, turf grass production and the large estate lawn care markets.


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3) Greenl ee:

A leader in wire and cable installation systems, Greenlee is the premier source for

professional wire and cable installation tools and test instruments. The product lines include

hole making, wire and cable termination, electrical and communications testing andmeasurement, bending and pulling, and hydraulic tools

4) Kautex:

Kautex is a leading global supplier of plastic fuel systems, including plastic and metal fuel

assemblies. In fact, we pioneered the development of plastic fuel tanks. Kautexs Clear

Vision System, which provides automotive windshield and headlamp cleaning, is rapidly

becoming the leading brand in the global market.

Kautex also manufactures blow-moulded ducting and fluid reservoirs, cooling pipes and

acoustic components.


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Textron Systems:

Textron Systems, comprises of five businesses including subsidiaries and operating divisions,

is known for its unmanned aircraft systems, advanced marine craft, armoured vehicles,

intelligent battlefield and surveillance systems, intelligence software solutions, precision

smart weapons, piston engines, test and training systems, and total life cycle sustainment

services. In 2009, these businesses generated 18 percent of Textron's total revenues. This

segment has manufacturing facilities in 3 countries, and approximately 5,600 employees, of

which 2 percent are based outside the United States.

1) AAI Corporation:

AAIs innovative aerospace and defence technologies include unmanned aircraft systems,

training and simulation systems, automated aerospace test and maintenance equipment,

armament systems, aviation ground support equipment, and logistical, engineering, and

supply chain services.

2) Lycoming Engines:

Currently, more than half the world's general aviation fleet, both rotary and fixed wing, is

powered by Lycoming piston engines. Lycoming produces the most complete line of

horizontally opposed, air cooled four, six, and eight cylinder aircraft engines available, with

power ranging from 100 to 400 HP.


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3) Overwatch:

Overwatch is the leading provider of commercial, off-the-shelf image exploitation and

geospatial analysis software tools, and a world-class provider of multi-source intelligence

framework solutions for the warfighter, first responder and counterterrorism analysts.

4) Textr on Defence Systems:

Textron Defence Systems develops and manufactures state-of-the-art smart weapons;

airborne and ground-based sensors and surveillance systems; and protection systems for the

defence, aerospace and homeland security communities

5) Textron Marine & Land Systems:

Textron Marine & Land Systems is a world leader in the design, production and support of

advanced marine craft, light armoured combat vehicles, turrets and related subsystems.

Textron Financial:

Textron Financial is a diversified commercial finance company that provides financing

programs for products manufactured by its parent company; Textron Inc. Current specialties

include Aviation Finance and Golf Equipment Finance. The company also manages a

portfolio of receivables which originated in various businesses, including Asset-Based

Lending, Distribution Finance, Golf Mortgage Finance, Resort Finance and Structured

Capital.


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VISION AND STRATEGY:

Strategy:

Textron strategy is to create superior shareholder value by building world-class competencies

in:

Enterprise Management - building, deploying and leveraging world-class operating

capabilities through a focus on customers, people and processes

Portfolio Management - identifying, selecting, acquiring and integrating the right mix of

businesses that will drive higher performance while benefiting from our Enterprise

Management capabilities.]

Vision:

Textron's vision is to become the premier multi-industry company, recognized for our

network of powerful brands, world-class enterprise processes and talented people. Textron

continues to grow as an industry leader with strong brands such as Bell Helicopter, Cessna

Aircraft, Kautex, Lycoming, E-Z-GO, Jacobsen and Greenlee, among others.

Textron Six Sigma:

Textron have adopted a disciplined, data-driven approach to problem-solving and

performance improvement. In addition to the traditional Six Sigma elements of Variation

Reduction and Design for Six Sigma, Textron's approach includes the discipline of Lean

Manufacturing - most commonly known through the Toyota Production System. This

unique combination of all three disciplines makes Textron Six Sigma a more comprehensive,

continuous improvement program than those with similar names implemented by other

companies.

Supply Chain Management:

Textron are building competitive advantage by addressing all aspects of the supply chain

from raw materials to after-market service. Across the enterprise, they are leveraging their

purchasing, increasing their level of global sourcing from low-cost regions, and optimizing

their manufacturing footprint. Textron is also focused on building strong talent and material


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savings processes as well as driving a broader implementation of the Lean systems,

processes, and tools of Textron Six Sigma to achieve more dramatic improvement within our

manufacturing operations.

Shared Services

Textron has internal shared service organizations to assist their businesses at a lower cost and

with greater speed and efficiency than a traditional decentralized model. These shared

services include Human Resources, IT and Finance, all of which are offering the benefit of

common services and resources across our diverse businesses.

CULTURE AND VALUES:

A Cul ture of Continual Improvement

Textron has transformed itself in recent years by applying Textron Six Sigma methods and

Lean processes to move closer to their goal of becoming the premier multi-industry company.

They use consistent processes and methods at their businesses around the globe so no

matter where you are in the world, youll be speaking the same language as your colleagues.

Much of the innovation at Textron comes about through partnering and teamwork. Project

teams are made up of individuals from various functions or business units throughout Textron

who bring their skills together to achieve results.

A Vision of I nclusion

Textron actively recruits diverse individuals who bring rich experience, skill, talent,

perspective and culture to the company. The culture and values are rooted in the belief that

the success of the whole begins with the contributions of each individual.

"We need to maintain a culture that supports a balanced cross-section of men and women

from around the world. People have to want to come here and stay here, and they have to feel

good about it. They have to feel safe. We are fully committed to building an inclusive,

respectful culture so Textron can remain a strong, viable global company."

Scott Donnelly

President and Chief Executive Officer


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Objectives

The theme of the project is Training Need Analysis, based on an exhaustive compilation and

analysis of employee skill levels. It is an essential exercise for the organization as it needs to

be aware of the competency levels of the employees, so that it can train and develop them,

thus improving the Organizational Competency Levels as a whole. This is vital for any

organization that intends to survive and stay above the intense competition that exists in the

industry today.

The various objectives of the project are enlisted below:

1. To create a list of skills required in the various business units and for different jobdescriptions.

2. To understand the managers perspective of the employee skill level and performance. 3. To understand the employees own perspective of the skills that he/she possesses. 4. To identify the various points where there is a certain need of training.5. To use the Skill Matrix to map as many competencies as possible for the business

units.

Project Scope

Thisproject is an important one when looked at from the Organizations perspective. That is

because at any given time, the motto of the organization as concerned with the employees is

generally that they become more and more skilled and competent so that they can contribute

better to the organizations growth and sustenance. This project gives the organization a lot of

concrete data regarding the employee skill levels which can be further used to plan the

training content for the employees.

Regarding the area that is covered by the project it is as follows:

The project was performed for all the employees of Textron India Pvt. Ltd.,Bangalore.

The employees were divided into 19 separate teams as per their area of work.


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The two main matrix that are to be covered for all are the soft skills matrix and thetechnical skills matrix

The competency map would cover 12 of the Lominger competencies that can berelated to the organization and the skills mentioned as in the soft skills matrix.

Other than these, 3 other general competencies are also mapped according to therecords of the organization.


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Theory and Terminology

This section is majorly divided into two categories which explain the topics given below in

detail with samples:

1. Skill Matrix2. Competency Map

Skill Matrix

The skill matrix is a tool for determining a lot of skill related aspects of the organization and

its employees. The skill matrix can be used to identify the following:

The skills required for working in any particular team or position. Identify the Skill Inventory of the Organization The level of skills (Ratings) The Required/ Preferred level of skills The combination of skills that could be formed (Competencies) The points where skill improvement is required The people who could impart training on certain specific skills (Experts)

The skill matrix can be designed in various ways as per the requirement of the organization

and the results that are expected out of the matrix. This specific matrix is designed to scale

each employee on the various skills that are chosen as per the requirement of Textron India

Pvt. Ltd.

The X-Axis of the matrix contains the names of the employees of a particular team while the

Y-Axis contains the names of the skills. There are two separate kinds of skill matrix that are

used in this project: - the Soft Skill Matrix and the Technical (Hard) Skill Matrix. The Skills

mentioned on both of these kinds vary.

Samples of these skill matrices are given below:


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SOFT SKILL MATRIX (SAMPLE)

Rating

1

Weak

2

Average

3

Good

4

Proficient

5

Excellent(Trainer)

Benchmark

3

3

3

3

3

33

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

33

3

3

3

3

3

3

3

3

3

3

3

3

S.NO.

EMP.NO.

NAME

Written

Oral

Presentation

Listening

Telephone

MeetingManagement

BehaviorFlexibility

PeoplePerception

Leadership

GroupProcess

Persistence

Negotiation/Conflict

Management

TeamPlayer

Persuasiveness/Influence

StressMgmt.

Innovation/Creativity

Adaptability

Energy

Initiative

ProfessionalDevelopment

PersonalDevelopment

TimeManagement

IntegrityPlanning

Followup

ProblemAnalysis

ProjectManagement

Decisiveness

Judgment

Organizational

Sensitivity/Perception

Delegation

EmployeeDevelopment

PerformanceCoaching

PerformanceManagement

ParticipativeManagement

CulturalPerception

1

EMPLOYEE1

2

EMPLOYEE2

3

EMPLOYEE3

4

EMPLOYEE4

5

EMPLOYEE5

6

EMPLOYEE6

7

EMPLOYEE7

8

EMPLOYEE8

9

EMPLOYEE9

Personal/Motivational

Administrative

Manager

ial

SAMPLE

SKILLMATRIX

RATINGSTOBEFOLLOWED

BENCHMARKRATINGSFOREACHSKILL

SOFTSKILLNAMES

EMPLOYEENAMES(SPECIFICTEAMS

)

Communication

Interpersonal

SPACEFORPROVIDINGRATINGS


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TECHNICAL (HARD) SKILL MATRIX- (SAMPLE)

Rating

0

NoKnowledge

1

JustAware/Novice

2

CapableWithAssistance

3

FullyCompetent

4

Expert(Trainer)

Benchmark

3

3

3

3

3

3

3

3

3

3

3

3

3

2

3

3

3

2

3

3

3

3

3

2

3

3

3

3

2

S.NO.

EMP.NO.

NAME

Automotive

Sheetmetal

Hydraulic

Casting&Machining

GD&T

TolStake-up

LinearAnalysis

Non-LinearAnalysis

Weldments

ECOView/eEdit

ECOClosing

Oracle11iView

Oracle11iExporting

DataManagement

AdobeIllustrator

AdobeFrameMaker

ProductKnowledge

AuthoringSkill

WebDevelopment

UnigraphicsNX-6

SurfaceModeling

ParametricModeling

UserDefinedFunction

UGRoutings

UGCustomization

MSExcel

MSPowerPoint

MSProjectPlan

Teamcenterapplication

TCeCustomization

1

EMPLOYEE1

2

EMPLOYEE2

3

EMPLOYEE3

4

EMPLOYEE4

5

EMPLOYEE5

6

EMPLOYEE6

7

EMPLOYEE7

8

EMPLOYEE8

9

EMPLOYEE9

SAMPLE

TE

CHSKILLMATRIX

RATINGSTOBEFOLLOWE

D

BENCHMARKRATINGSFO

REACHSKILL

TECHNICALSKILLNAMES

EMPLOYEENAMES(SPEC

IFICTEAMS)

SPACEFORPROVIDINGR

ATINGS


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The skills names used in the technical skill matrix vary for each team and are mainly

populated by discussing with the Team Leaders for each specific team. While the soft skills

matrix used has a common set of skills for all the teams. These skills are mainly divided into

five types:

1. Communication2. Interpersonal3. Personal/Motivational4. Administrative5. Managerial

The meanings of the terminology used for the soft skills are given below:

Communication Skills

WrittenThe capability of the individual to clearly communicate via any written mode ofcommunication like letter, memo, emails etc. This mainly refers to the clarity, correctness

and effectiveness of the communication.

Oral- The capability of the individual to clearly communicate via oral mode ofcommunication like discussion, lecture etc. This mainly refers to the clarity,correctness and effectiveness of the communication.

Presentation- The capability of the individual to clearly present his/her thoughts,opinions and ideas to another person or group of people. This mainly refers to the

clarity, correctness and effectiveness of the communication.

Listening- The capability of the individual to listen, grasp and understand whatever isspoken to him/her. The ability to recall the same when needed with correctness and

completeness also gives an insight into the listening effectiveness.

TelephoneThe capability of the individual to communicate clearly, effectively andcorrectly via a telephone.

Meeting ManagementThe capability of the individual to plan, inform and conduct ameeting. This involves all the aspects of a meeting like location, atmosphere, agenda,

and involvement. The individual should be capable enough to bring together the right

people at the right time to discuss and bring out results in a focussed and efficient

manner.


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Interpersonal Skills

Behaviour Flexibility- The capability of the individual to change his/her behaviouraccording to the situations and circumstance to bring out a favourable result or

solution. Especially needed when dealing with other employees.

People Perception- This refers to the level of understanding that the individual hasregarding the people he/she might be working with or might be in acquaintance with.

The understanding of how others think, behave and act is a part of this skill itself and

is an integral part for team building or leading a team.

Leadership- The capability of the individual to lead a certain group of people toachieve a desired result or goal. This skill deals with empowering, guiding,

motivating and controlling the team so as to get a combined effort towards goal

attainment.

Group Process- The capability of the individual to work in and as a part of a group.This skill mainly refers to the cohesiveness or abrasiveness that might be created by

the individual and the effect of the same on the group.

Persistence- The capability of the individual to have and impart a never dying attitudeto all around. The skill means to identify the resolute character that the individual

might possess.

Negotiation/Conflict Management- The capability of the individual to handle aconflict situation. This is the most important interpersonal skill and thus is more

weighted. The individual must have the presence of mind and the clarity of thought

and words in order to calm down a nasty situation and bring the wheels back in

control.

Team Player- The capability of the individual to get along with the team and work asan integral part of it for the benefit of the whole team. This measures the spirit that an

individual brings to the team.

Persuasiveness / Influence- The capability of the individual to persuade and influencethe other members of the team, department or the organization. The image and

authority that an individual can build up in front of the other employees is a critical

factor for this as it directly influences how others perceive the individual.


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Personal / Motivational Skills

Stress Management- The capability of the individual to keep his/her cool in a stressfulsituation and not let it affect the quality or the quantity of work that is being

accomplished. This is directly linked to the decision making skills as well as the mindshould not be subdued by the stress while taking critical decisions.

Innovation / Creativity- The capability of the individual to bring forth new and variedideas which could be used directly or indirectly for the betterment of the organization,

its processes, people or customer.

Adaptability - The capability of the individual to quickly get in line with thecircumstances as they are and then yield out of it the best results possible. The

individual should have the physical and mental flexibility in order to be able to adapt

to the conditions and work in them.

Energy- The capability of the individual at all times to keep a good energy levelwhich would keep him/her going strong and also would motivate the people that

surround as well. The individual should not bring in disinterest, boredom, lethargy or

any such negative energy attitudes to the work place as it could affect others as well.

Initiative- The capability of the individual to take the first step in any issues thatmight require him/her to do so. This could be a new venture, a stand against incorrect

procedures or practices, or any such activities.

Professional Development- The capability of the individual to constantly improvehis/her works efficiency, quality and scope. The individual should always strive to

better self in the profession that he/she might be pursuing.

Personal Development- The capability of the individual to constantly improve his/herself as a person. This deals with discipline, concern, values etc. The individual should

not only grow as a professional but should also try to improve as a person.

Time Management- The capability of the individual to make the most efficient andoptimum use of the time that is allotted to him/her. Wasting time or slogging without

results is a negative to this skill. The individual should be capable of planning and

executing in strict accordance to schedules.

Integrity- The capability of the individual to adhere to a strict moral and ethical code.The individual should be unbiased and a steadfast follower of values at the work

place.


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Administrative Skills

Planning- The capability of the individual to understand the on goings and plan thefuture courses of actions accordingly. The individual should be capable of covering

all aspects of the issue while planning.

Follow up- The capability of the individual to keep tracking the progress of anyactivity and push through the bottle necks that might hinder the process.

Problem Analysis- The capability of the individual to understand the problem in itscompleteness. The individual must be able to see the bigger picture while he/she

should also give attention to minor nuances and details.

Project Management- The capability of the individual to plan, organize, execute andmonitor the on goings of a complete project. This would include man, machine,

material and money.

Decisiveness- The capability of the individual to quickly understand the situation athand and take a decision based on logic and experience. The quality of the decision is

of great importance as it is the deciding factor.

Judgement- The capability of the individual to judge the situation at hand correctly soas to come down to a quality decision.

Organizational Sensitivity/Perception- The capability of the individual to understandthe organization and its working in the complete sense. The individual should be clear

about the organizations vision, mission, goal, values and culture. He/she should also

be very clear about the role that he/she plays and the importance of his/her actions to

the organization as a whole.

Managerial Skills

Delegation- The capability of the individual to successfully allot the correct work tothe correct people so as to bring up the efficiency of the team and the organization as

a whole.

Employee Development- The capability of the individual to develop his/hersubordinates professionally and personally in order to strengthen the team and also

develop the employees as assets.

Performance Coaching- The capability of the individual especially the team leadersor managers (mentors) to guide their subordinates in improving their performance.


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Performance Management- The capability of the individual to manage theperformance of their subordinates in all aspects. This deals not only with improving

the skills, but also correcting mistakes, planning goals etc.

Participative Management- The capability of the individual to get into the team thathe/she leads and manage them being one of them and not as their leader. This skill

improves the level of the trust that the employees have in the manager and thus the

manager is able to keep the team motivated.

Cultural Perception- The capability of the individual to understand all the culturebased issues and situations that could arise in his/her team and be prepared to prevent

it or face it. The manager should have the understanding of different cultures and their

ways and beliefs, in order to successfully be able to acquire this skill.

Competency Map

Competency can be defined as a group of skills taken together to achieve a desired task. In

this project the competencies used are taken from the Lomingers set of competencies (119

defined competencies). There are 13 such competencies and 2 general competencies. The

exercise has been performed for all the teams and the competencies used are based on the soft

skill matrices, except the 2 general competencies which have been mapped using company

employee records.

The competencies are mapped according to a legend prepared after discussion with the

mentors which is given further ahead. According to that legend the skills are segregated and

averaged out to give a competency rating. Then the competency rating is compared according

to the scale given below:

RATING SCHEME USED

Av erage rating of all the skil ls included 0 to


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The legend used for mapping the competencies is given below:

SrNo

COMPETENCY

Technical Skill Matrix /

Employee Records

Written

Oral

Presentation

Listening

Telephone

Meeting Management

Behaviour Flexibility

People Perception

Leadership

Group Process

Persistence


Management

Team Player

Persuasiveness /

Influence

Stress Mgmt.

Innovation / Creativity

Adaptability

Energy

Initiative

Professional

Development

Personal Development

Time Management

Integrity

Planning

Follow up

Problem Analysis

Project Management

Decisiveness

Judgement

Organizational

Sensitivity /

Perception

Delegation

Employee

Development

PerformanceCoaching

Performance

Management

Participative

Management

Cultural Perception

1

TECHNICAL/PROFESSIONALEDUCATION

2

WORK

HISTORY/REQUIREMENTS

3

COMM

UNICATIONSKILLS

4

ACTIO

NORIENTED

5

DEALINGWITHAMBIGUITY

6

BUSIN

ESSACUMEN

7

CONFLICTMANAGEMENT

8

CREATIVITY

9

CUSTOMERFOCUS

10

FUNCTIONAL/TECHNICALSKILLS

11

INTEG

RITY/TRUST

12

ORGA

NIZATIONALAGILITY

13

PEER

RELATIONSHIPS

14

PERSONALLEARNING

15

PLANNING


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The General and Lominger Competencies that are used in this project are defined below:

Technical/ Professional Education- This competency is mapped according to theemployee records of qualification levels and the company requirements.

Work History/ Requirements- This competency is mapped according to the employeerecords of work experience levels and the company requirements.

Communication Skills- This competency deals with all modes of communication i.e.written, oral, listening, presentation etc.

Action Oriented- This competency defines the focus of the individual towards his/heractions and the goals that need to be achieved.

Dealing with Ambiguity- This competency defines the capability of the individual todeal with ambiguous situations with clarity and presence of mind.

Business Acumen- This competency deals with the levels of knowledge possessed bythe individual regarding the various different aspects of the business.

Conflict Management- This competency covers the capability of the individual to dealcalmly and cautiously with conflict situations to bring out a solution and good results.

Creativity- This competency defines how an individual is able to bring in new ideasand concepts into the work place and also implement it with success.

Customer Focus- This competency deals with the ways and means in which theindividual is able to keep the customer satisfied.

Functional / Technical Skills- This competency includes all the skills covered in theTechnical skill matrix.

Integrity / Trust- This competency covers the factors that decide the integrity of anindividual and the levels of trust that he/she enjoys among peers and others.

Organizational Agility- This competency is about the level of energy and alertnessthat an individual possesses to go through the tasks with ease.

Peer Relationships- This covers all the aspects of the relationship that an individualenjoys with his/her peers in the organization.

Personal Learning- The ability of an individual to constantly improve self. Planning- The ability of the individual to plan with completeness and clarity.


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Other Designs for Skill Matrix

A skill matrix is a tool which is not predefined in a hard and fast manner. It is a flexible tool

and can be designed for use in specific purposes. The skill matrix that has been used in this

research is the basic Employee Vs Skills Matrix as shown below:

But this is not the only way in which a skill matrix can be designed.

A few examples of how the skill matrix could be designed in other manners are covered in

this section. The major types of designs that have been covered here are:

Skill comparison matrix for teams using similar kinds of skills Skill comparison matrix for the same team but at different times/ time intervals 360 degree ratings for a far more accurate employee skills assessment Skill comparisons for employees based on achievements

There could be many more ways in which one could design the matrix and it is purely

organization specific. The organizations needs and what it expects out of the exercise are the

factors which directly influence the design of the skill matrix. The above mentioned designs

have been thought of using such organizational needs only.

S.NO.

NAMESkill1

Skill2

Skill3

Skill4

Skill5

Skill6

Skill7

Skill8

Skill9

Skill10

Skill11

Skill12

Skill13

Skill14

Skill15

Skill16

Skill17

Skill18

1 Emp A

2 Emp B3 Emp C

4 Emp D

5 Emp E

6 Emp F

7 Emp G

8 Emp H

9 Emp I


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Sample template:

Skill comparison matrix for the same employee/team but at different times/ time

intervals

We have now seen the comparison of employees and skills, and also teams and skills. Now if

we assume that an organization is a continuously learning one and needs to keep a constant

tab on the progress of the employees. This could be true for smaller growing organizations

which need to grow fast and strong but also have lesser number of employees so the task is

not that tedious or exhausting. Thus a comparison chart could be prepared for each employee

based on the improvements over a period of time. It could be monthly, quarterly or half

yearly and could use more extensive rating scales.

Horizontal Axis - This axis holds all the Skill Names which are the points on which the

employee will be rated all through.

Vertical Axis - This axis holds all the Time periods of comparison.

S.NO.

TEAM NAMESkill1

Skill2

Skill3

Skill4

Skill5

Skill6

Skill7

Skill8

Skill9

Skill10

Skill11

Skill12

Skill13

Skill14

Skill15

Skill16

Skill17

Skill18

1 TEAM A

2 TEAM B

3 TEAM C

4 TEAM D

5 TEAM E

6 TEAM F

7 TEAM G

8 TEAM H

9 TEAM I

KNOWLEDGE Modelling Analysis Softwares

SKILL COMPARISON FOR TEAMS USING SIMILAR SKILLS


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Benefits of such a matrix:

It helps in following up of the skill updates It shows whether the employee/team is improving, stagnant or becoming worse Tests could be used for the exact ratings which would remove all bias and the by

products of office politics.

The employee/team will be motivated to continuously work on improvinghis/her/their skills as its a constant rating process and is being kept for the record.

Would help in the final performance appraisal process as a reference if prepared andrecorded accurately.

Sample template:

360 degree ratings for a far more accurate employee skills assessment

This idea was actually suggested by one of the employees of Textron India Pvt. Ltd., while

the ratings were being collected. It is a very time consuming exercise with a lot of scope of

MATRIX FOR Employee A

S.NO.

TIME PERIODSkill1

Skill2

Skill3

Skill4

Skill5

Skill6

Skill7

Skill8

Skill9

Skill10

Skill11

Skill12

Skill13

Skill14

Skill15

Skill16

Skill17

Skill18

1 MARCH

2 APRIL

3 MAY

4 JUNE

5 JULY

6 AUGUST

7 SEPTEMBER

8 OCTOBER9 NOVEMBER

10 DECEMBER

11 JANUARY

12 FEBRUARY


SKILL COMPARISON FOR THE SAME EMPLOYEE AT DIFFERENT TIME INTERVALS


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mistakes being committed. But if done accurately, the quality of ratings that could be

generated will be very high. The rating of each employee for each other team member will be

taken, rather than just the team leader ratings as done in this research. That is why its called

the 360 degree rating scheme. All the data will be then consolidated for the teams specifically

and the final result would yield a massive analysed collection of the skills inventory, with a

fairly accurate assessment of the skill levels.

Horizontal Axis - This axis holds all the Skill Names which are the points on which the

employee will be rated all through.

Vertical Axis - This axis holds all theEmployee Names that belong to the same team, but in

each template the person who is rating the other members will be listed first. A special

template needs to be prepared for each employee as such.

Benefits of such a matrix:

Its far more exhaustive research The quality of the outputs is much better The analysis will provide further more details to the managers to work upon Could also point out the employee psychologies to an extent If used properly, could also define the employee relations for the specific teams. Could become a powerful reference for the performance appraisal process if executed

and recorded accurately.

Could be also used to find out which teams bond better and which dont, thus relateefficiency directly to team cohesion.


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Sample templates:

S.NO.

TEAM NAMESkill1

Skill2

Skill3

Skill4

Skill5

Skill6

Skill7

Skill8

Skill9

Skill10

Skill11

Skill12

Skill13

Skill14

Skill15

Skill16

Skill17

Skill18

1 EMPLOYEE-A (Self)

2 EMPLOYEE-B

3 EMPLOYEE-C


360 DEGREE RATINGS FOR MORE ACCURATE SK ILL MATRIX

Employee-A's ratings for self and all

other team members

S.N

O.

TEAM NAMESkill1

Skill2

Skill3

Skill4

Skill5

Skill6

Skill7

Skill8

Skill9

Skill10

Skill11

Skill12

Skill13

Skill14

Skill15

Skill16

Skill17

Skill18

1 EMPLOYEE-B (Self)

2 EMPLOYEE-A

3 EMPLOYEE-C


360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIX

Employee-B's ratings for self and all

other team members

S.NO.

TEAM NAMESkill1

Skill2

Skill3

Skill4

Skill5

Skill6

Skill7

Skill8

Skill9

Skill10

Skill11

Skill12

Skill13

Skill14

Skill15

Skill16

Skill17

Skill18

1 EMPLOYEE-C (Self)

2 EMPLOYEE-A

3 EMPLOYEE-B


360 DEGREE RATINGS FOR MORE ACCURATE SK ILL MATRIX

Employee-C's ratings for self and all

other team members


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A very strong tool with solid foundation of facts and records for the performanceappraisal process. Could be used as a concise evidence book for each decision of the

appraisal process.

Sample template:

Skills Employee Names

Achievem

ent1

Achievem

ent2

Achievem

ent3

Achievem

ent4

Achievem

ent5

Achievem

ent6

Achievem

ent7

Achievem

ent8

Achievem

ent9

Achievement10

Achievement11

Achievement12

Achievement13

Achievement14

Achievement15

Achievement16

Achievement17

Achievement18

Employee A

Employee B

Employee C

Employee A

Employee B

Employee C

Employee A

Employee BEmployee C

Skill 1

Skill 2

Skill 3

SKILL COMPARISON FOR EMPLOYEES USING ACHIEVEMENTS


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Research Methodology

Problem definition

The problem in this case is the unavailability of the current positions of the employee skill

levels and competency levels. That leaves the management in a blind folded condition with

regards to the manner in which the employees are to be trained and developed for the

betterment of the organization as a whole. So the problem definition of this project can be put

as:

Problem Statement- The identification and compilation of the skills inventory of the

organization and the individual employee skill levels. Also mapping the competency levels,

and comparison of the same with the organizations requirements

Approach to the Problem- The approach to the problem is as follows:

Designing and developing of the BU specific skill matrix Getting the manager/employee ratings in the matrices Analysing the matrix for the discrepancies from the benchmarked levels Colour coding for easy identification Defining competencies for the organization as per the profile Mapping the competencies with the help of the skill ratings

By following this approach the benefit that could be gained is that the organizational skill

inventory and competency level will be recorded in an organized matrix form for easy

analysis. This matrix could be further used by the organization as a tool for planning and

organizing the training and development programmes for the year.

Research Design

This research did not make use of any of the research tools that are used conventionally. The

compilation of data and analysis is done manually using excel sheets. The data collection

method is also in the form of ratings which is described in detail further.

The research pattern was specifically designed as per the needs and guidelines of the senior

management.


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Sampling

This study was carried out for all the employees of Textron India Pvt. Ltd., Bangalore and

thus no sampling technique was required.

If that be the case it can be said that out of the various companies working in the same field,

Textron India Pvt. Ltd. employees were selected for the study.

The sample consisted of a total of 135 employees. The remaining number of employees were

on tour to the US and thus could not be involved in the exercise.

The sample was reached via emails mostly, except for the few cases where the employees had

to be approached in person. There was always face to face contact with the team leaders.

Data Collection Techniques

Data was collected from two different sources via emails:

1) The team leaders/ managers/ supervisors ratings (here the rating was given to all team

members.

2) The employee self rating (as the name suggests, the employees were supposed to rate only

themselves.


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Research Procedure

Given below is the procedure which was followed for each of the 19 teams for which the

exercise was conducted:

Step 1: Skill and employee listing

Compilation and listing of the current technical skills for all the various business units (BU)

while coordinating with the team leaders is first step. In this step the team leader/ manager

were approached and the list of technical skills used by the team was populated after brain

storming with them. The member list (employee names) of the specific team is also updated

during this step. This step also includes the deciding of the benchmarks to be set for each of

the skills as per the difficulty level of the skill.

Step 2: Developing BU specific skill matrix (Template).

After the lists have been created, the skill matrix template meant for rating is created. A

sample of the raw template is given below:

Step 3: Team leader/ manager ratings

Once the template is prepared, it is send first to the team leaders/managers via email, for their

final approval and ratings. The team leaders/ managers give ratings to all the employees

0 No Knowledge

1 Just Aware/Novice

2 Cabable With Assistance

3 Ful ly Competent

4 Expert

NA Not Applicable

Bench mark 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

S.NO.

EMP.NO.

NAME

Str

engthof

M

aterials

Finite

E

lement

M

ethod

Th

eory

of

Elasticity

Exp

erimental

T

esting

2D

3D

Static

Dynamics

Crash

PATRAN

NA

STRAN

Hypermesh

L

S-Dyna

Matlab

F

ortran

CATIAV4

CATIAV5

A

NSYS

1 EMPLOYEE 1

2 EMPLOYEE 2

4 EMPLOYEE 3

6 EMPLOYEE 4

8 EMPLOYEE 5

SAMPLE SKILL MATRIX

TEAM-Z FEEDBACK



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working in their team. Thus their perception of the employee skill levels is recorded for

analysis. A sample template with the team leader ratings is shown below:

Step 4: Employees self ratings.

After the team leader/ manager ratings are received, similar empty templates are sent to the

team members via email for the self rating. The employees rate themselves as per their

perception of their skill levels. Thus the employees perception is also recorded. A sample of

an employee rating feedback is shown below:

0 No Knowledge

1 Just Aw are /Novi ce


3 Fully Compe te nt

4 Expert

NA Not Appl icable

Bench mark 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

S.NO.

EMP.NO.

NAME

Strengthof

Materials

Finite

Element

Method

Theory

of

Elasticity

E

xperimental

Testing

2D

3D

Static

Dynamics

Crash

PATRAN

NASTRAN

Hypermesh

LS-Dyna

Matlab

Fortran

CATIAV4

CATIAV5

ANSYS

1 EMPLOYEE 1 3 3 2 2 3 3 3 4 4 3 3 4 4 2 1 1 1 1

2 EMPLOYEE 2 2 3 1 3 4 3 3 3 3 3 3 3 3 3 3 4 1 3

4 EMPLOYEE 3 4 3 3 2 4 3 4 2 2 3 3 2 1 3 2 3 2 4

6 EMPLOYEE 4 2 3 3 3 4 3 3 3 3 3 3 3 3 3 3 3 2 3

8 EMPLOYEE 5 2 2 3 4 3 3 3 3 3 3 3 3 3 4 3 3 3 3

SAMPLE SKILL MATRIX

TEAM-Z FEEDBACK


0 No Know ledge

1 Just Aware/Novice


3 Fully Compe te nt

4 Expert

NA Not App licable

Bench mark 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

S.NO.

EMP.NO.

NAME

Strengthof

Materials

Finite

Element

Method

Theoryof

Elasticity

Experimental

Testing

2D

3D

Static

Dynamics

Crash

PATRAN

NASTRAN

Hypermesh

LS-Dyna

Matlab

Fortran

CATIAV4

CATIAV5

ANSYS

1 EMPLOYEE 1

2 EMPLOYEE 2

4 EMPLOYEE 3 4 3 3 2 4 3 4 2 2 3 3 2 1 3 2 3 2 4

6 EMPLOYEE 4

8 EMPLOYEE 5

SAMPLE SKILL MATRIX

TEAM-Z FEEDBACK



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Step 5: Consolidation and manual analysis

After the manager ratings and the employee ratings are received, both these ratings are

consolidated into one sheet such that each employee has two sets of ratings. After this is

done, then the ratings are analyzed and colour coded according to the benchmarks fixed in

Step-1. There are two major coding that is done:

1) All ratings below the bench mark are put in Red (Points of concern)

2) All expert ratings are put in Green (Potential in house trainers)

The benchmarks are put in yellow on top of each skills and the type of rating (team leader

self rating, employee self rating or team leaders rating for the employees) is put in blue

beside the employee names.

A sample of the analyzed and colour coded sheet is shown below:

0 No Knowledge

1 Just Aware/Novice


3 Fully Compe te nt

4 Expert

NA Not Appl icable

Bench mark 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

S.NO.

EMP.NO.

NAME

Strengthof

Materials

Finite

Element

Method

Theory

of

Elasticity

Experimental

Testing

2D

3D

Static

Dynamics

Crash

PATRAN

NASTRAN

Hypermesh

LS-Dyna

Matlab

Fortran

CATIAV4

CATIAV5

ANSYS

1 TLSR EMPLOYEE 1 3 3 2 2 3 3 3 4 4 3 3 4 4 2 1 1 1 1

2 EMR EMPLOYEE 2 2 3 1 3 4 3 3 3 3 3 3 3 3 3 3 4 1 33 TLR EMPLOYEE 1 3 1 3 3 4 3 1 3 3 3 3 3 3 3 3 4 2 3

4 EMR EMPLOYEE 3 4 3 3 2 4 3 4 2 2 3 3 2 1 3 2 3 2 4

5 TLR EMPLOYEE 1 3 3 3 2 3 3 4 2 3 3 3 1 3 3 2 3 3 3

6 EMR EMPLOYEE 4 2 3 3 3 4 3 3 3 3 3 3 3 3 3 3 3 2 3

7 TLR EMPLOYEE 1 2 2 2 3 4 3 3 3 3 3 3 3 3 3 3 3 1 3

8 EMR EMPLOYEE 5 2 2 3 4 3 3 3 3 3 3 3 3 3 4 3 3 3 3

9 TLR EMPLOYEE 1 4 3 4 3 2 2 2 3 3 2 2 2 3 4 4 3 3 3

TLSR-- TEAM LEADER SELF RATING

TLR -- TEAM LEADER RATING

EMR-- EMPLOYEE RATING Potential In-House Trainer

SAMPLE SKILL MATRIX

TEAM-Z FEEDBACK


Training Required


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Step 6: Brainstorming for discrepancies

The analyzed colour coded sheets are then taken to the team leader/manager and a

brainstorming round regarding the ratings and the discrepancies is carried out. Corrections in

ratings or benchmarks if any are to be incorporated during this step.

Step 7: Identifying the final need in terms of training requirements.

The final skill matrix is then ready with the training requirements shown in red and the

potential trainers shown in green. The management can further use this tool to plan the

trainings for the complete year.

Step 8: Competency Mapping

Now competency mapping though carried out with the help of skill matrices is a totally

different thing. According to definition a competency is a collection of skills. Now as each

skill is a verb which means action, thus a competency can be defined as a complete act made

up from the combination of various smaller actions. So to define a competency and map it,

the procedure requires one to first find out what all skills are comprised in each of the defined

competencies. If the competency be not defined then the skills should be decided upon by

thorough brainstorming and looking into each and every aspect of the competency to come up

with the list of skills that may be required for the particular competency.

Once the skill matrix is prepared, the last step is to map the competencies. It is done in the

following fashion:

The skill ratings are segregated for each competency as per the legend shown in Fig. Then the average of the rating (employee and team leader ratings both included) is

taken.

This average rating is then compared to the scale shown in Fig. Then in the final step, the ratings are marked on the competency map.


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Sample pieces of the competency maps are shown below:

Sr No NAME WEAK AVERAGE GOOD P ROFICIENT EXPERT WEAK AVERAGE GOOD P ROFICIENT EXPERT WEAK AVERAGE GOOD P ROFICIENT EXPERT

1 EMP LOYEE 1

2 EMP LOYEE 2

3 EMP LOYEE 3

4 EMP LOYEE 4

5 EMP LOYEE 5

CORE COMPETENCY REQUIREMENTS A C T I O N O R I E N T E D D E A L I N G W I T H A M B I G U I T Y B U S I N E S S A C U M E N

Sr No NAME WEAK AVERAGE GOOD PROFICIENT EXPERT WEAK AVERAGE GOOD PROFICIENT EXPERT WEAK AVERAGE GOOD PROFICIENT EXPERT

1 EMPL OYEE 1

2 EMPL OYEE 2

3 EMPL OYEE 3

4 EMPL OYEE 4

5 EMPL OYEE 5

CORE COMPETENCY REQUIREMENTS C O N F L I C T M A N A G E M E N T C R E A T I V I T Y C U S T O M E R F O C U S


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Observations and Results

The observations and results that were gathered from the research for the 19 teams of

Textron India Pvt. Ltd.,was submitted at the end of the internship period to the organization

and cannot be shared in this report for the sake of organizational privacy and

confidentiality. However, for the reviewer to get a feel of the final analysed sheets, a sample

sheet collection of the skill matrices and the competency map for 8 sample teams (Team A

to Team H) has been provided as annexure to this report. The names used in these sample

sheets are dummy names and any similarity is coincidental. The annexure details are given

below:

Annexure 1Analysed sample soft skill matrices (Team A-Team H)

Annexure 2Analysed sample technical (hard) skill matrices (Team A-Team H)

Annexure 3Competency maps (Team A-Team H)


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Recommendations

The following are the recommendations based on the observations and results gathered from

the research:

1. Employees should be clearly explained regarding the objective of conducting theexercise and also the importance of such exercise to their own selves, so that there is a

cent percent involvement from the employees side. This would also help in speeding

up the exercise as the doubts regarding the procedure and the expectations from it

could be cleared out in the initial phases itself.

2. The exercise should be carried out in 360 degrees as it would strengthen theauthenticity of the ratings and would give a clearer picture as to the exact skill andcompetency levels of the employees.

3. The exercise should be carried out with the involvement of the senior management asit would bring more quality to the ratings collected.

4. Use of occasional skill tests within the department could help the employees keep atrack of where exactly they stand and thus would help them put more authentic ratings

when asked to.

5. The trainings should be planned with the involvement of the employees as well (notonly the team leaders) so that there are no low yield trainings being held. This would

cut down the costs of training further.

6. The experts in the ratings marked green should be further investigated in detail andif found satisfactory should be made use of as in house trainers. This would cut the

trainer costs for the company.

7. Further, the findings of the exercise could be shared with the employees in a mannerdeemed fit by the senior management, so that the employees are clear about the areasin which they are lacking, and thus from their own side ca start working on it.

8. This sharing of the results would also give the employees an idea on who to approachin case of a certain skill, as the experts are identified as a result of this exercise. So

this would improve the cross education, helping and cohesiveness among the

employees. This would further help in the strengthening of the bonds between the

employees, thus strengthening the manpower asset of the organization as a whole.


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Limitations

The limitations that were felt during the course of this project are as follow:

Due to lack of time, only the manager and employee self ratings could be taken. Theproject would have been much better in quality if the employee ratings for other

employees were also considered like a 360 degree rating. It would have brought a lot

more accuracy and authenticity to the ratings.

It was observed that in many teams the complete seriousness of the exercise was notunderstood. This was reflected in the type of ratings that were provided.

A part of the employees could not be included in the exercise as they were out of thecountry on on-site assignments and tours.

As the team leaders had a major say in the ratings, therefore the problem offavouritism and the bias due to that could not be accounted.

The over confidence or the under confidence of the employees in their self ratingscaused some amount of in accuracy in the overall picture that emerged. But the

managers rating provides a good comparing ground for the discrepancies.

The sharing of the results with the employees has not been done and so it leaves adoubt as to whether the full effect that could be achieved by the employee direct

involvement is being achieved.


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Conclusion

The skill matrix and the competency maps were successfully developed and analyzed for all

the teams of Textron India Pvt. Ltd. The data provided can be used by the organization for

planning its training and development programmes for the year ahead. The submitted sheets

also provide a good insight into the current position of the employees as far as skills and

competencies are concerned and also an idea as to how to use them for the benefit of the

organization.

Detailed recommendations on improving the exercise in the future and also regarding the

use of the data provided are mentioned earlier in the report.

The exercise carried out this time has some limitations which are also mentioned in detailed

in the report. It would be advantageous if these limitations are overcome the next time. It

would improve the quality of the exercise by leaps and bounds.

The project was carried out in a good manner and has met the expectations of the

organization and the institute satisfactorily, though it still has quite some scope for

improvements which could be incorporated subsequently.


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References

1. www.google.com2. www.wikipedia.com3. www.citehr.com4. www.qualitysouthwest.co.uk5. net.educause.edu6. www.thefreelibrary.com7. www.docshare.com
http://www.google.com/http://www.google.com/


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ANNEXURE 1 SOFT SKILLS MATRIX (SAMPLE SHEETS)

Dummy names have been used for Organizational privacy


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TEAM-A

1

Average

2

AboveAverage

3

Good

4

Proficient

5

Excellent

benchmark

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

S.NO.

EMP.NO.

NAME

Written

Oral

Presentation

Listening

Telephone

MeetingManagement

BehaviourFlexibility

PeoplePerception

Leadership

GroupProcess

Persistence

Negotiation/ConflictManagement

TeamPlayer


Stress


Adaptability

Energy

Initiative


PersonalDevelopment

TimeManagement

Integrity

Planning

Followup

ProblemAnalysis

ProjectManagement

Decisiveness

Judgement

OrganizationalSensitivity/Perception

Delegation

EmployeeDevelopment

PerformanceCoaching



CulturalPerception

1

TLSR

HughGrenz

3

3

3

3

3

3

3

3

4

4

3

3

5

3

4

3

3

3

3

3

3

3

4

3

3

3

3

3

3

3

4

3

3

3

3

3

2

EMR

EdwinaWaybright

3

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

3

4

3

3

4

3

3

4

4

4

4

3

TLR

HughGrenz

3

4

4

4

4

4

4

4

2

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

3

4

3

3

4

N/AN/AN

/AN/AN/AN/A

4

EMR

FernandoDeno

4

4

4

4

4

4

4

4

4

4

4

4

5

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

5

TLR

HughGrenz

4

4

4

4

4

4

4

4

4

4

4

4

5

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

6

EMR

AllysonWoelfel

3

3

3

3

3

3

3

3

3

3

4

3

3

4

3

4

3

3

3

4

3

2

3

3

2

4

3

4

4

3

3

4

3

3

3

4

7

TLR

HughGrenz

4

4

4

4

4

3

3

3

2

3

2

3

2

3

3

3

2

3

2

3

3

2

4

3

2

4

3

3

3

3

N/AN/AN

/AN/AN/AN/A

8

EMR

RaeGilcrease

3

3

3

4

4

4

4

4

4

3

3

4

5

4

4

4

4

5

5

5

5

5

4

5

5

4

5

4

4

4

N/AN/AN

/AN/AN/AN/A

9

TLR

HughGrenz

3

2

3

3

3

3

4

4

3

4

4

3

4

3

3

3

3

4

4

4

4

3

4

4

4

4

4

4

4

4

N/AN/AN

/AN/AN/AN/A

10

EMR

BrentCell

4

4

3

4

4

3

4

3

3

4

4

4

4

4

3

3

2

3

3

4

4

2

4

2

2

3

3

3

3

3

3

3

3

3

3

4

11

TLR

HughGrenz

4

4

3

4

4

3

4

3

2

4

4

4

4

4

3

3

2

3

3

4

4

2

4

2

2

3

3

3

3

3

N/AN/AN

/AN/AN/AN/A

12

EMR

AllanAlto

3

3

2

4

3

2

4

3

2

3

4

3

4

3

3

3

3

3

3

3

2

3

4

3

3

4

2

3

4

3

2

3

2

2

2

2

13

TLR

HughGrenz

3

3

3

4

3

3

4

3

2

4

4

4

4

4

3

3

4

4

4

4

3

4

4

4

4

4

3

3

3

3

N/AN/AN

/AN/AN/AN/A

14

EMR

KarinaHinzman

5

5

5

5

5

5

5

4

4

4

4

3

5

3

4

4

4

4

4

4

4

5

5

5

5

4

4

4

4

4

N/AN/AN

/AN/AN/AN/A

15

TLR

HughGrenz

4

4

4

4

4

4

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

4

4

4

4

3

4

3

3

4

N/AN/AN

/AN/AN/AN/A

16

EMR

JessieStiff

4

4

4

4

5

5

5

4

4

4

4

3

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

N/AN/AN

/AN/AN/AN/A

17

TLR

HughGrenz

2

2

3

4

3

3

4

3

2

4

4

4

4

4

3

3

4

4

4

4

3

4

4

4

4

4

3

3

3

3

N/AN/AN

/AN/AN/AN/A

18

EMR

CodyYorke

4

5

4

5

5

5

5

3

4

5

4

4

5

3

4

4

5

4

4

4

4

5

5

5

4

4

4

3

4

5

N/AN/AN

/AN/AN/AN/A

19

TLR

HughGrenz

2

2

3

4

3

3

4

3

2

4

4

4

4

4

3

3

4

4

4

4

3

4

4

4

4

4

3

3

3

3

N/AN/AN

/AN/AN/AN/A

20

EMR

TanishaWetherby

4

4

3

4

4

3

3

3

3

3

3

3

3

2

3

3

4

3

3

3

3

3

3

3

3

3

2

2

2

2

2

1

1

1

1

2

21

TLR

HughGrenz

4

4

4

4

4

4

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

4

4

4

4

3

4

3

3

3

N/AN/AN

/AN/AN/AN/A

TLSR--TEAMLEADERSELFRATING

TLR--TEAMLEADERRATING

EMR--EMPLOYEERATING

TrainingRequ

ired

PotentialIn-Ho

useTrainer

TEAM-AFEEDBACK

Ma

nagerial

Communication

Interpersonal


Administrative

SOFT

SKILLMATRIX


53/85

53

TEAM B

1

Weak

2

Average

3

Good

4

Proficient

5

Excellent(Trainer)

BENCHMARK

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

33

3

3

3

S.NO.

EMP.NO.

NAME

Written

Oral

Presentation

Listening

Telephone

MeetingManagement


PeoplePerception

Leadership

GroupProcess

Persistence


TeamPlayer


Stress


Adaptability

Energy

Initiative


PersonalDevelopment

TimeManagement

Integrity

Planning

Followup

ProblemAnalysis

ProjectManagement

Decisiveness

Judgement

OrganizationalSensitivity/Perception

Delegation

EmployeeDevelopmentPerformanceCoaching



CulturalPerception

1

TLSR

JacquelineSlavin

4

3

3

3

4

4

3

3

4

43

3

3

4

4

3

3

3

3

3

3

4

4

4

4

4

3

3

3

3

4

33

3

3

3

2

EMR

NathanJohnson

3

3

3

3

3

3

3

3

3

33

3

4

3

3

4

3

4

3

4

3

4

4

4

4

4

3

4

3

3

3

43

3

3

4

3

TLR

JacquelineSlavin

2

2

3

3

3

3

3

3

3

43

3

3

3

4

3

3

3

3

3

3

4

4

4

4

3

3

3

3

3

4

33

3

3

3

4

EMR

CurtisMathison

4

4

3

4

3

3

3

3

4

33

3

4

3

2

3

3

4

3

4

4

3

3

3

4

3

3

3

3

3

3

44

3

3

3

5

TLR

JacquelineSlavin

4

3

3

3

4

4

3

3

3

43

3

3

4

4

3

3

3

3

3

3

4

4

4

4

4

3

3

3

3

4

33

3

3

3

6

EMR

ScottWaltman

3

4

3

4

2

2

3

4

3

22

4

3

3

3

2

2

2

3

3

3

3

4

4

4

2

2

3

3

3

3

43

3

3

3

7

TLR

JacquelineSlavin

4

3

3

3

4

4

3

3

2

43

3

3

3

3

2

3

3

3

3

3

3

4

3

3

3

3

3

3

3

3

33

3

3

3

8

EMR

HenryEpley

4

4

4

4

4

4

5

5

5

44

4

5

4

5

4

4

5

5

4

4

5

4

4

4

4

4

4

4

4

4

44

4

4

4

9

TLR

JacquelineSlavin

3

3

3

3

3

4

3

3

3

43

3

3

4

4

3

3

3

3

3

3

4

4

4

4

3

3

3

3

3

4

33

3

3

3

10

EMR

MarvinBartholomew

4

4

5

3

5

3

4

3

4

43

3

4

2

3

3

4

5

3

3

3

3

3

2

3

5

3

3

4

4

3

22

2

2

2

11

TLR

JacquelineSlavin

2

3

3

3

3

3

3

3

3

43

3

3

3

3

3

3

3

3

3

3

3

4

4

4

3

3

3

3

3

4

33

3

3

3

12

EMR

ChristopherSena

2

3

2

4

3

4

3

2

2

22

2

3

2

4

3

3

4

3

2

2

4

2

4

3

2

2

3

3

3

2

33

2

3

3

13

TLR

JacquelineSlavin

3

3

3

3

3

4

3

3

2

43

3

3

4

3

2

3

3

2

3

3

3

4

3

3

3

3

3

3

3

3

33

3

3

3

14

EMR

NicholasRemington

4

4

5

5

4

4

5

4

5

44

4

4

3

3

3

5

4

3

4

4

5

3

4

3

3

3

3

3

3

3

34

4

4

3

15

TLR

JacquelineSlavin

3

3

3

3

3

4

3

3

3

43

3

3

3

3

3

3

3

3

3

3

3

4

4

4

3

3

3

3

3

3

33

3

3

3

TLSR--TEAMLEADERSELFRAT

ING


EMR--EMPLOYEERATING

SOFTSKILLMATRIX

Communication

Interperso

nal

TEAM

-BFEEDBACK

TrainingRequired

PotentialIn-HouseTra

iner

Man

agerial


Administrative


54/85

54

TEAM C

1

Weak

2

Average

3

Good

4

Proficient

5

Excellent(Trainer)

BENCHMARK

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

S.NO.

EMP.NO.

NAME

Written

Oral

Presentation

Listening

Telephone

MeetingManagement


PeoplePerception

Leadership

GroupProcess

Persistence


Management

TeamPlayer


Stress


Adaptability

Energy

Initiative

Professional

Development

Personal

Development

TimeManagement

Integrity

Planning

Followup

ProblemAnalysis

ProjectManagement

Decisiveness

Judgement

Organizational


Delegation

Employee

Development

Performance

Coaching

Performance

Management

Participative

Management

CulturalPerception

1

T

LSR

CandiceLeister

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

N/A

N/A

2

EMR

StephenChristy

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

NA

NA

NA

NA

NA

4

3

TLR

CandiceLeister

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

NA

NA

NA

NA

N/A

N/A

4

EMR

WillieBayless

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

3

3

4

4

4

3

3

4

3

3

3

3

3

3

3

3

3

3

3

3

4

5

TLR

CandiceLeister

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

NA

N/A

N/A

3

6

EMR

AntonioMelson

4

4

4

4

4

4

4

4

3

3

4

4

4

4

4

3

4

3

4

4

4

3

4

4

4

3

3

4

4

3

NA

NA

NA

NA

NA

NA

7

TLR

CandiceLeister

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

N/A

N/A

N/A

N/A

N/A

N/A

8

EMR

VioletMartin

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

NA

NA

NA

NA

NA

N/A

9

TLR

CandiceLeister

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

N/A

N/A

N/A

N/A

N/A

N/A

10

EMR

EarlStrange

3

3

3

3

3

3

3

3

3

3

3

2

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

NA

NA

NA

NA

NA

NA

11

TLR

CandiceLeister

2

2

2

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

2

3

3

3

3

N/A

N/A

N/A

N/A

N/A

N/A

TLSR--TEAMLEADER

SELFRATING


EMR--EMPLOYEERAT

ING

TrainingRequired

TEAM-CFEEDBACK

PotentialIn-H

ouseTrainer

SOF

TSKILLMATRIX

Ma

nagerial

Communication

Interpersonal


Administrative


55/85

55

TEAM D

1

Weak

2

Average

3

Good

4

Proficient

5

Excellent(Trainer)

BENCHMARK

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

3

S.NO.

EMP.NO.

NAME

Written

Oral

Presentation

Listening

Telephone

MeetingManagement


PeoplePerception

Leadership

GroupProcess

Persistence


TeamPlayer


Stress


Adaptability

Energy

Initiative


PersonalDevelopment

TimeManagement

Integrity

Planning

Followup

ProblemAnalysis

ProjectManagement

Decisiveness

Judgement

Organizational


Delegation

EmployeeDevelopment

PerformanceCoaching



CulturalPerception

1

TLSRR

alphMackinnon

4

4

3

3

3

3

4

4

44

4

4

4

4

3

4

4

3

4

5

34

3

5

5

5

4

3

4

3

5

5

4

4

3

2

2

EMR

StevenEngel

4

4

3

5

4

4

4

4

44

4

4

5

5

3

4

4

4

4

4

44

5

4

3

4

4

4

4

4

4

4

4

4

4

4

Employee Skill Matrix

Documents

Transcript of Employee Skill Matrix