Soujanya_1

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FOUNDATION PHASE:

Project SYNOPSIS

ORGANIZATIONAL STUDY

1.

ACKNOWLEDGEMENTS2. PREFACE

3. PART A : EXECUTIVE SUMMARY(Summarize your study)

4. Introduction

5. Statement of Objectives

6. Findings

7. Limitations

8.

PART B : INTRODUCTION9. Introduction

10. History & Background

11. Organizational Profile

12. Product Profile/Service Area

13. Quality Policy and other company policies

14. Awards and Achievements and Recognitions of the company

15. PART C : DEPARTMENT STUDY(Complete Departmental study)

16.

Sales Department

17. Planning

18. Purchase Department

19. HR Department

20. Stores Department

21. Quality Assurance Department

22. Finance Department

23. ANY OTHER DEPARTMENTS ETC.


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PHASE I

1. Conduct a job analysis by asking all the Tier-1 employees to complete a position

information questionnaire (PIQ). This can be provided for Tier-1 employees to

complete, or you can conduct one-on-one interviews using the PIQ as a guide.The primary goal is to gather from Tier-1 employees what they feel are the key

behaviors necessary to perform their respective jobs.

Ultimately your report should help the company in with hiring

or promotion decisions

The PIQ should necessarily contain the nature and scope of the specific job role,

skills required, the level of knowledge required, technical qualifications required,

and behavioral capacities required to use that knowledge and skills for that

particular job.

You can begin the competency mapping with the Tier 1 employees in these ways:

Interviewing them(if they permit)

Giving them group work to come out with the roles they do in their

company

And best way through questionnaire

Soujanya, Come up with your PIQ questionnaire and mail it to me I will go

through it and make necessary changes if any.


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Then begin using that questionnaire and give them appropriate time to fill and

submit it back to you.

Some competencies which they would be mentioning either in interview or in PIQ

would be such as teamwork, initiation, leadership, decision making etc (which arelike individual strengths)

Even when they mention it as their strengths, the competency mapping should

not consider it as all the same, you should be able to gather the data as

FUNCTIONAL & BEHAVIORAL

Functional skills include all of the practical knowledge that a person needs to

perform a job.

secretary might include typing ability, familiarity with computer systems and

office machinery, and bookkeeping knowledge.

These skills are generally easy to measure through task-specific questions in your

PIQ, and can help define whether a worker is capable of carrying out his or her

basic responsibilities.

Behavioral Skills : It is sometimes more difficult to quantify, and should be the

focus of you competency mapping.

This type of analysis examines personal skills such as leadership, active listening,

teamwork, and morale. Draft questions in your PIQ that accurately identify

behavioral strengths and weaknesses, because the employee to whom you would

give your PIQ may try to answer in a way that makes him/her look his best rather

than providing an honest response.


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This type of testing is important for getting a complete picture of an individual's

skill-set, Try Questions which focus on how the person sets goals for himself, how

he adapts to changing situations, or how he deals with failure, and other work

related events to know which behavior is displayed in his answers.

Also try to gather the Work history through the PIQ,

And remember no vague questions, ask questions such as this:

Question: "Do you finish projects before their deadlines most of the time?"

Since this question can be verified by work history and allows a "yes" or "no"

answer, it may provide more useful information.

Go to this page to check what all competancies one may list , so that you can use it in

your PIQ:

http://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencies

Also Remember that once the Tier one employees complete your PIQ, you need to send

same PIQ to the line managers(or immediate supervisiors) asking them to assess the

skills of individual employees

e.g. as manager of person Mr. A assessing their 'communication' skills, I(i.e manager)

see them as a 'novice'

Any gaps between the individual's perception of their own skills and their line managers

perceptions of their skills is the 'skills gap'. This will identify the training courses that are

needed to help the individual fill the gap.
http://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencieshttp://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencieshttp://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencies


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II PHASE :

2. Using the results of the job analysis, you will be able to develop a competency

based job description. A sample of a competency based job description

generated from the PIQ may be analyzed. This can be developed after carefully

analyzing the input from the represented group of Tier-1 employees and

converting it to standard competencies.


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III PHASE :


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3. Once the JD(job description ) is done, With a competency based job description,

you can now begin mapping the competencies throughout all human resources

processes.

The competencies of the respective JDs(job description) will become your factorsfor assessment on the performance evaluation. Using the listed competencies

from their JDs , will nowhelp you to perform more objective evaluations based

on displayed or not displayed behaviors.


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IV PHASE :

4. Taking the competency mapping one step further, you can use the results of your

evaluation to identify in what competencies individuals are in need and whether

any additional development or training is essential for them or not.

This will help the company to focus on the training needs and help employees

develop toward the ultimate success of the organization.

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