Manufacturing( jojan v jose)


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Manufacturing( jojan v jose)

  1. 1. PROJECT REPORT ONSKILL 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 1
  2. 2. CERTIFICATE This is to certify that the Project Report on SKILL MATRIX AND COMPETENCY MAPPING Is a bonafide work and it is submitted toBIRLA 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 2
  3. 3. ACKNOWLEDGEMENTI would like to take this moment to express my deepest gratitude to the group of peoplewithout 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) forproviding me this great opportunity to work in their esteemed organization. I would also liketo thank them for the help, support and guidance that they have provided me with during thecourse 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 withthe 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 thedata 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, andall those people who directly or indirectly contributed in making this project a success. 3
  4. 4. Contents1. Executive Summary 062. Company Profile 072. Introduction 173. Objective 184. Project Scope 185. Theory & Terminology 20 a. Skill Matrix 20 b. Competency Map 27 c. Other Designs for Skill Matrix 306. Research Methodology 38 a. Problem Definition 38 b. Research design 38 c. Sampling 39 d. Data Collection Techniques 397. Research Procedure 408. Observations & Results 459. Recommendations 4610. Limitations 4711. Conclusion 4812. References 49 4
  5. 5. 13. Bibliography 5014. Annexure 1- Sample Soft Skill Matrices 5115. Annexure 2 – Sample Technical Skill Matrices 6016. Annexure 3- Sample Competency Maps 69 5
  6. 6. Executive SummaryThe theme of this project can be stated as Training Need Analysis. The major objectives ofthe 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 eachteam were: 1. Skill Matrix 2. Competency MapsThe skill matrix was developed in consultation with the team leaders and rated by all themembers of the team. While the competency map was developed and rated with the help ofthe skill matrix.The major findings from the exercise were as follows (the findings are for all the 19 teamswhich were included in the exercise):  The complete list of the skills that the organization as a whole possesses i.e. the skills inventory of the organization.  The skill levels of each individual employee for each individual skill that is being used by him/her.  The pin pointed areas/employees all through the organization that need to be focussed upon for training purposes.  The employees who are capable of training other employees and the skills that they specialize in.  The competency levels of the organization, the excess or the lack of it with detailed information.  The commonalities of the skills among various teams so that these teams could be clubbed together for the training purposes.The exercise covered 135 employees and provided the organization with a tool to plan theirtraining programmes with. In this competitive scenario, giving the right kind of training to theright employees does not only improve the efficiency of the organization but also cuts downcost considerably. 6
  7. 7. Company ProfileTextron was founded in 1923, and has grown into a network of businesses with total revenuesof $14.2 billion, and approximately 37,000 employees with facilities and presence in 29countries, serving a diverse and global customer base. Headquartered in Providence, RhodeIsland, 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, whichare 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 Littlefounded the Special Yarns Corporation in Boston, Massachusetts.Textron Businesses:Textron consists of numerous subsidiaries and operating units. These businesses are knownby 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. 7
  8. 8. Figure showing the various BU’s of Textron: Textron India GTC Bell Cessna Aircraft Textron Industrial Textron Systems Textron Financial 1 Helicopter sE –Z - Go Greenlee Jacobsen Kautex 2 AAI Lycoming Overwatch Defence Marine & Corporation Engines systems Land Systems 8
  9. 9. Bell Helicopter:With more than 34,000 helicopters delivered to customers around the globe, Bell is teamingwith Boeing to introduce leading edge tilt rotor technology into aviation via the military V-22Osprey. And they are translating this exciting technology into civilian aircraft such as theBA609. In addition to these platforms, Bell manufactures a variety of models of militaryand civil aircraft, such as our latest - the Bell 429.Cessna Aircraft:Cessna Aircraft Company is the world’s 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 beendelivered to nearly every country in the world since the company was originally establishedin 1927.Citation Aircraft:Cessnas Citation business aviation leadership spans 40 years. The company has deliveredmore 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 includingthe Citation Mustang, Citation CJ1+, Citation CJ2+, Citation CJ3, Citation CJ4, CitationXLS+, Citation Sovereign and Citation X. 9
  10. 10. Propeller Aircraft:In its 80-year history, Cessna has established the standard in the production of single andmulti-engine propeller aircraft by delivering more than 154,000 single engine pistons, 16,000multi-engines and 1,900 Caravan turboprop aircraft. The propeller aircraft produced today arethe 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 theCaravan single-engine turboprop utility aircraft.Textron Industrial:1) E-Z-GO:E-Z-GO is the worlds largest manufacturer of golf cars and utility vehicles, including thenumber-one selling golf car in the world. E-Z-GO golf cars are found on more golf coursesaround the world than any other brand.E-Z-Go also produces dependable turf maintenance vehicles, heavy-duty industrial burdencarriers, versatile shuttle personnel carriers and rugged ST trail vehicles. 10
  11. 11. 2) Jacobsen:Jacobsen manufactures a full range of turf maintenance equipment and utility vehicles forgolf courses, sports fields, turf grass production and the large estate lawn care markets. 11
  12. 12. 3) Greenlee:A leader in wire and cable installation systems, Greenlee is the premier source forprofessional wire and cable installation tools and test instruments. The product lines includehole making, wire and cable termination, electrical and communications testing andmeasurement, bending and pulling, and hydraulic tools4) Kautex:Kautex is a leading global supplier of plastic fuel systems, including plastic and metal fuelassemblies. In fact, we pioneered the development of plastic fuel tanks. Kautex’s ClearVision System, which provides automotive windshield and headlamp cleaning, is rapidlybecoming the leading brand in the global market.Kautex also manufactures blow-moulded ducting and fluid reservoirs, cooling pipes andacoustic components. 12
  13. 13. 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, precisionsmart weapons, piston engines, test and training systems, and total life cycle sustainmentservices. In 2009, these businesses generated 18 percent of Textrons total revenues. Thissegment has manufacturing facilities in 3 countries, and approximately 5,600 employees, ofwhich 2 percent are based outside the United States.1) AAI Corporation:AAI’s 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, andsupply chain services.2) Lycoming Engines:Currently, more than half the worlds general aviation fleet, both rotary and fixed wing, ispowered by Lycoming piston engines. Lycoming produces the most complete line ofhorizontally opposed, air cooled four, six, and eight cylinder aircraft engines available, withpower ranging from 100 to 400 HP. 13
  14. 14. 3) Overwatch:Overwatch is the leading provider of commercial, off-the-shelf image exploitation andgeospatial analysis software tools, and a world-class provider of multi-source intelligenceframework solutions for the warfighter, first responder and counterterrorism analysts.4) Textron 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 thedefence, aerospace and homeland security communities5) Textron Marine & Land Systems:Textron Marine & Land Systems is a world leader in the design, production and support ofadvanced marine craft, light armoured combat vehicles, turrets and related subsystems.Textron Financial:Textron Financial is a diversified commercial finance company that provides financingprograms for products manufactured by its parent company; Textron Inc. Current specialtiesinclude Aviation Finance and Golf Equipment Finance. The company also manages aportfolio of receivables which originated in various businesses, including Asset-BasedLending, Distribution Finance, Golf Mortgage Finance, Resort Finance and StructuredCapital. 14
  15. 15. VISION AND STRATEGY:Strategy:Textron strategy is to create superior shareholder value by building world-class competenciesin:Enterprise Management - building, deploying and leveraging world-class operatingcapabilities through a focus on customers, people and processesPortfolio Management - identifying, selecting, acquiring and integrating the right mix ofbusinesses that will drive higher performance while benefiting from our EnterpriseManagement capabilities.]Vision:Textrons vision is to become the premier multi-industry company, recognized for ournetwork of powerful brands, world-class enterprise processes and talented people. Textroncontinues to grow as an industry leader with strong brands such as Bell Helicopter, CessnaAircraft, Kautex, Lycoming, E-Z-GO, Jacobsen and Greenlee, among others.Textron Six Sigma:Textron have adopted a disciplined, data-driven approach to problem-solving andperformance improvement. In addition to the traditional Six Sigma elements of VariationReduction and Design for Six Sigma, Textrons approach includes the discipline of LeanManufacturing –- most commonly known through the Toyota Production System. Thisunique combination of all three disciplines makes Textron Six Sigma a more comprehensive,continuous improvement program than those with similar names implemented by othercompanies.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 theirpurchasing, increasing their level of global sourcing from low-cost regions, and optimizingtheir manufacturing footprint. Textron is also focused on building strong talent and material 15
  16. 16. 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 ourmanufacturing operations.Shared ServicesTextron has internal shared service organizations to assist their businesses at a lower cost andwith greater speed and efficiency than a traditional decentralized model. These sharedservices include Human Resources, IT and Finance, all of which are offering the benefit ofcommon services and resources across our diverse businesses.CULTURE AND VALUES:A Culture of Continual ImprovementTextron has transformed itself in recent years by applying Textron Six Sigma methods andLean 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 nomatter where you are in the world, you’ll be speaking the same language as your colleagues.Much of the innovation at Textron comes about through partnering and teamwork. Projectteams are made up of individuals from various functions or business units throughout Textronwho bring their skills together to achieve results.A Vision of InclusionTextron 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 thatthe 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 womenfrom around the world. People have to want to come here and stay here, and they have to feelgood 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 DonnellyPresident and Chief Executive Officer 16
  17. 17. IntroductionIn this age of cut throat competition, companies around the world are looking for that onething that could give them the edge. And over the period of time they have come to realisethat the advantage that they were looking for are their employees. The human factor incompanies is way beyond important now as the companies have come to realise that afighting fit work force with the correct amount of motivation would do the wonders thatcould not even be done by plain miracles.This project deals with this factor of the corporate world. To keep the work force in the bestshape possible the keywords that come into play are “Training and Development”. It is acritical requirement to train ones employees according to the demands of the job and alsoaccording to the demands of the market and customers. But only with the correct knowledgeof where the employees stand in terms of their skills, can any organization decide upon whattraining needs to be imparted to the employees.This is where Skill Matrix and Competency Mapping comes into the picture. Skill matrix inthe most basic terms defines the skills and skill levels of each employee, as per his/herperception and also as per the supervisor /team leader /manager’s perception.While competency mapping deals with a pre defined set of competencies called LomingerCompetencies which it relates and links to the skill matrix ratings, so as to find out how goodthe employees are.These exercises are not meant to rank employees or for compensation purposes. In a nutshell,this is not an exact exercise as performance appraisal. As in performance appraisal there is amore in depth analysis at 180, 270 or 360 degrees. But in this case, all that is being done is acompilation of the ratings in order to have a base on which to plan and schedule the trainingprograms for a whole year.The analysis done in this project is majorly manual. The idea again being finding out areas ofweakness and strength in each of the departments according to the bench mark levels set asper the discussions with the supervisor /team leader /manager. The analysed sheets are colourcoded so that they can work as a tool for many purposes. Also the competency map is alsomade in a manner such that it can be used as it is to help plan. 17
  18. 18. ObjectivesThe theme of the project is Training Need Analysis, based on an exhaustive compilation andanalysis of employee skill levels. It is an essential exercise for the organization as it needs tobe 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 anyorganization that intends to survive and stay above the intense competition that exists in theindustry 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 job descriptions. 2. To understand the manager’s perspective of the employee skill level and performance. 3. To understand the employee’s 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 ScopeThis project is an important one when looked at from the Organization’s perspective. That isbecause at any given time, the motto of the organization as concerned with the employees isgenerally that they become more and more skilled and competent so that they can contributebetter to the organization’s growth and sustenance. This project gives the organization a lot ofconcrete data regarding the employee skill levels which can be further used to plan thetraining 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. 18
  19. 19.  The two main matrix that are to be covered for all are the soft skills matrix and the technical skills matrix The competency map would cover 12 of the Lominger competencies that can be related 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 the records of the organization. 19
  20. 20. Theory and TerminologyThis section is majorly divided into two categories which explain the topics given below indetail with samples: 1. Skill Matrix 2. Competency MapSkill MatrixThe skill matrix is a tool for determining a lot of skill related aspects of the organization andits 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 organizationand the results that are expected out of the matrix. This specific matrix is designed to scaleeach employee on the various skills that are chosen as per the requirement of Textron IndiaPvt. Ltd.The X-Axis of the matrix contains the names of the employees of a particular team while theY-Axis contains the names of the skills. There are two separate kinds of skill matrix that areused in this project: - the Soft Skill Matrix and the Technical (Hard) Skill Matrix. The Skillsmentioned on both of these kinds vary.Samples of these skill matrices are given below: 20
  21. 21. 21987654321 S.NO. 5 4 3 2 1 EMP.NO. Rating Good Weak Average Proficient BenchmarkEMPLOYEE 9EMPLOYEE 8EMPLOYEE 7EMPLOYEE 6EMPLOYEE 5EMPLOYEE 4EMPLOYEE 3EMPLOYEE 2EMPLOYEE 1 Excellent( Trainer) SAMPLE NAME SKILL MATRIX Written Oral Presentation Listening Telephone Communication Meeting Management Behavior Flexibility People Perception Leadership Group Process 3 3 3 3 3 3 3 3 3 3 3 Persistence Negotiation/Conflict 3 Management Interpersonal 3 Team Player 3 Persuasiveness / Influence Stress Mgmt. Innovation / Creativity Adaptability Energy SOFT SKILL NAMES Initiative 3 3 3 3 3 3 Professional Development RATINGS TO BE FOLLOWED Personal Development Personal / Motivational Time Management SPACE FOR PROVIDING RATINGS Integrity Planning EMPLOYEE NAMES (SPECIFIC TEAMS) Follow up BENCHMARK RATINGS FOR EACH SKILL Problem Analysis Project Management Decisiveness 3 3 3 3 3 3 3 3 3 Administrative Judgment Organizational 3 Sensitivity/Perception Delegation 3 Employee Development 3 Performance Coaching Performance Management 3 3 Managerial Participative Management 3 Cultural Perception 3 SOFT SKILL MATRIX (SAMPLE)
  22. 22. 22987654321 S.NO. 4 3 2 1 0 EMP.NO. Rating Benchmark No Knowledge Expert (Trainer)EMPLOYEE 9EMPLOYEE 8EMPLOYEE 7EMPLOYEE 6EMPLOYEE 5EMPLOYEE 4EMPLOYEE 3EMPLOYEE 2EMPLOYEE 1 Fully Competent Just Aware/Novice SAMPLE NAME Capable With Assistance TECH SKILL MATRIX Automotive 3 Sheet metal Hydraulic 3 3 Casting & Machining 3 GD&T 3 Tol Stake-up 3 3 Linear Analysis 3 Non-Linear Analysis 3 Weldments 3 ECO View / e Edit 3 ECO Closing 3 Oracle 11i View 3 Oracle 11i Exporting 2 Data Management 3 Adobe Illustrator 3 Adobe Frame Maker Product Knowledge 3 2 Authoring Skill TECHNICAL SKILL NAMES RATINGS TO BE FOLLOWED Web Development 3 Unigraphics NX-6 SPACE FOR PROVIDING RATINGS Surface Modeling 3 EMPLOYEE NAMES (SPECIFIC TEAMS) 3 Parametric Modeling BENCHMARK RATINGS FOR EACH SKILL 3 User Defined Function 3 UG Routings 2 UG Customization MS Excel MS Power Point 3 3 3 MS Project Plan 3 Team center application 2 TCe Customization TECHNICAL (HARD) SKILL MATRIX- (SAMPLE)
  23. 23. 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. Communication 2. Interpersonal 3. Personal/Motivational 4. Administrative 5. Managerial The meanings of the terminology used for the soft skills are given below: Communication Skills Written – The capability of the individual to clearly communicate via any written mode of communication 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 of communication 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 is spoken to him/her. The ability to recall the same when needed with correctness and completeness also gives an insight into the listening effectiveness.  Telephone – The capability of the individual to communicate clearly, effectively and correctly via a telephone.  Meeting Management – The capability of the individual to plan, inform and conduct a meeting. 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. 23
  24. 24. Interpersonal Skills Behaviour Flexibility- The capability of the individual to change his/her behaviour according 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 has regarding 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 to achieve 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 attitude to 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 a conflict 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 as an 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 influence the 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. 24
  25. 25. Personal / Motivational Skills Stress Management- The capability of the individual to keep his/her cool in a stressful situation 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 mind should not be subdued by the stress while taking critical decisions. Innovation / Creativity- The capability of the individual to bring forth new and varied ideas 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 the circumstances 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 level which 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 that might 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 improve his/her work’s 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/her self 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 and optimum 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. 25
  26. 26. Administrative Skills Planning- The capability of the individual to understand the on goings and plan the future 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 any activity and push through the bottle necks that might hinder the process. Problem Analysis- The capability of the individual to understand the problem in its completeness. 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 and monitor 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 at hand 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 so as to come down to a quality decision. Organizational Sensitivity/Perception- The capability of the individual to understand the 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 to the 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/her subordinates 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 leaders or managers (mentors) to guide their subordinates in improving their performance. 26
  27. 27.  Performance Management- The capability of the individual to manage the performance 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 that he/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 culture based 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 MapCompetency can be defined as a group of skills taken together to achieve a desired task. Inthis project the competencies used are taken from the Lominger’s set of competencies (119defined competencies). There are 13 such competencies and 2 general competencies. Theexercise has been performed for all the teams and the competencies used are based on the softskill matrices, except the 2 general competencies which have been mapped using companyemployee records.The competencies are mapped according to a legend prepared after discussion with thementors which is given further ahead. According to that legend the skills are segregated andaveraged out to give a competency rating. Then the competency rating is compared accordingto the scale given below: RATING SCHEME USED Average rating of all the skills included 0 to <1.5 1.5 to <2.5 2.5 to <3.5 3.5 to <4.5 4.5 - 5 Rating Given Weak Average Good Proficient Expert 27
  28. 28. The legend used for mapping the competencies is given below: Cultural Perception Participative Management Performance Management Performance Coaching Employee Development Delegation Organizational Sensitivity / Perception Judgement Decisiveness Project Management Problem Analysis Follow up Planning Integrity Time ManagementPersonal Development Professional Development Initiative Energy AdaptabilityInnovation / Creativity Stress Mgmt. Persuasiveness / Influence Team Player Negotiation/Conflict Management Persistence Group Process Leadership People Perception Behaviour FlexibilityMeeting Management Telephone Listening Presentation Oral WrittenTechnical Skill Matrix / Employee Records 1 TECHNICAL / PROFESSIONAL EDUCATION 10 FUNCTIONAL / TECHNICAL SKILLS 2 WORK HISTORY / REQUIREMENTS COMPETENCY 5 DEALING WITH AMBIGUITY 12 ORGANIZATIONAL AGILITY 7 CONFLICT MANAGEMENT 3 COMMUNICATION SKILLS 13 PEER RELATIONSHIPS 14 PERSONAL LEARNING 6 BUSINESS ACUMEN 9 CUSTOMER FOCUS 11 INTEGRITY / TRUST 4 ACTION ORIENTED 8 CREATIVITY 15 PLANNING Sr No 28
  29. 29. The General and Lominger Competencies that are used in this project are defined below:  Technical/ Professional Education- This competency is mapped according to the employee records of qualification levels and the company requirements.  Work History/ Requirements- This competency is mapped according to the employee records 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/her actions and the goals that need to be achieved.  Dealing with Ambiguity- This competency defines the capability of the individual to deal with ambiguous situations with clarity and presence of mind.  Business Acumen- This competency deals with the levels of knowledge possessed by the individual regarding the various different aspects of the business.  Conflict Management- This competency covers the capability of the individual to deal calmly 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 ideas and concepts into the work place and also implement it with success.  Customer Focus- This competency deals with the ways and means in which the individual is able to keep the customer satisfied.  Functional / Technical Skills- This competency includes all the skills covered in the Technical skill matrix.  Integrity / Trust- This competency covers the factors that decide the integrity of an individual and the levels of trust that he/she enjoys among peers and others.  Organizational Agility- This competency is about the level of energy and alertness that an individual possesses to go through the tasks with ease.  Peer Relationships- This covers all the aspects of the relationship that an individual enjoys 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. 29
  30. 30. 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: Skill 10 Skill 11 Skill 12 Skill 13 Skill 14 Skill 15 Skill 16 Skill 17 Skill 18 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Skill 9S.NO. NAME1 Emp A2 Emp B3 Emp C4 Emp D5 Emp E6 Emp F7 Emp G8 Emp H9 Emp I 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. 30
  31. 31. Now we could look at the designs in a little more detail. The sample templates which give aclearer idea as to what the results would look like are given along with each design anddescription.Skill comparison matrix for teams using similar kinds of skillsSo far we had only seen the skill matrix which would compare the skills with reference toeach individual employee. Now for example for a common set of skills which is used for allthe teams across the organization a comparing chart could be prepared which would give aclearer idea as to which team stands where.Horizontal Axis - This axis holds all the Skill Names which are common to the teams and thuscan be used to compare the teamsVertical Axis - This axis holds all the Team Names which are to be compared.Benefits of such a matrix:  Concise report as to where each team stands  Pin points the areas to be worked upon for each team  The ratings can be done via a team meeting, so during the brainstorming the team itself clears out where it stands and thus it’s an eye opener  Areas of strengths of each team is highlighted (Can be used for bringing up other teams)  Areas of weakness of each team is highlighted (Can be worked upon by the team, and help can be sought from other teams which are better) 31
  32. 32. Sample template: SKILL COMPARISON FOR TEAMS USING SIMILAR SKILLS KNOWLEDGE Modelling Analysis Softwares Skill 10 Skill 11 Skill 12 Skill 13 Skill 14 Skill 15 Skill 16 Skill 17 Skill 18 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Skill 9S.NO. TEAM NAME1 TEAM A2 TEAM B3 TEAM C4 TEAM D5 TEAM E6 TEAM F7 TEAM G8 TEAM H9 TEAM I 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. 32
  33. 33. 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 improving his/her/their skills as it’s a constant rating process and is being kept for the record.  Would help in the final performance appraisal process as a reference if prepared and recorded accurately. Sample template: SKILL COMPARISON FOR THE SAME EMPLOYEE AT DIFFERENT TIME INTERVALS MATRIX FOR Employee A KNOWLEDGE Modelling Analysis Softwares Skill 10 Skill 11 Skill 12 Skill 13 Skill 14 Skill 15 Skill 16 Skill 17 Skill 18 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Skill 9S.NO. TIME PERIOD1 MARCH2 APRIL3 MAY4 JUNE5 JULY6 AUGUST7 SEPTEMBER8 OCTOBER9 NOVEMBER10 DECEMBER11 JANUARY12 FEBRUARY 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 33
  34. 34. mistakes being committed. But if done accurately, the quality of ratings that could begenerated will be very high. The rating of each employee for each other team member will betaken, rather than just the team leader ratings as done in this research. That is why it’s calledthe 360 degree rating scheme. All the data will be then consolidated for the teams specificallyand the final result would yield a massive analysed collection of the skills inventory, with afairly accurate assessment of the skill levels.Horizontal Axis - This axis holds all the Skill Names which are the points on which theemployee will be rated all through.Vertical Axis - This axis holds all the Employee Names that belong to the same team, but ineach template the person who is rating the other members will be listed first. A specialtemplate 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 don’t, thus relate efficiency directly to team cohesion. 34
  35. 35. Sample templates: 360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIXEmployee-As ratings for self and all other team members KNOWLEDGE Modelling Analysis Softwares Skill 10 Skill 11 Skill 12 Skill 13 Skill 14 Skill 15 Skill 16 Skill 17 Skill 18 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Skill 9 S.NO. TEAM NAME 1 EMPLOYEE-A (Self) 2 EMPLOYEE-B 3 EMPLOYEE-C 360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIXEmployee-Bs ratings for self and all other team members KNOWLEDGE Modelling Analysis Softwares Skill 10 Skill 11 Skill 12 Skill 13 Skill 14 Skill 15 Skill 16 Skill 17 Skill 18 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Skill 9 S.NO. TEAM NAME 1 EMPLOYEE-B (Self) 2 EMPLOYEE-A 3 EMPLOYEE-C 360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIXEmployee-Cs ratings for self and all other team members KNOWLEDGE Modelling Analysis Softwares Skill 10 Skill 11 Skill 12 Skill 13 Skill 14 Skill 15 Skill 16 Skill 17 Skill 18 Skill 1 Skill 2 Skill 3 Skill 4 Skill 5 Skill 6 Skill 7 Skill 8 Skill 9 S.NO. TEAM NAME 1 EMPLOYEE-C (Self) 2 EMPLOYEE-A 3 EMPLOYEE-B 35
  36. 36. Skill comparisons for employees based on achievementsWe have till now used mainly Skill matrices based on two axes. This matrix though has twoseparate items on the vertical axis which makes it even more concise and sharp. Theachievements used in this could be different levels that could be achieved for each skill in theorganization. Or these could be awards and recognitions that would be given by theorganization or any external agency for a particular skill.Horizontal Axis – 1. The outer shell of the axis contains the skill names that each employee needs to be rated on. 2. The inner shell contains the names of the employees, repeated over for each skill that the outer shell contains.Vertical Axis - This axis holds all the Achievements Levels which are to be connected to theskill sets. If need be the achievements can be changed for each skill.Benefits of such a matrix:  Clearer picture as the ratings is linked to achievements  No chance of bias or favouritism  The chart is categorised into skills so easy to interpret and analyse the employee skill levels.  The achievements could be in the form of awards, recognitions, targets, numbers etc. Thus it gives a flexibility to the chart  The chart could be used to compare employees and also plan the future course of action for each employee based on each skill set as the skills are categorised as shown in the sample template 36
  37. 37.  A very strong tool with solid foundation of facts and records for the performance appraisal process. Could be used as a concise evidence book for each decision of the appraisal process. Sample template: SKILL COMPARISON FOR EMPLOYEES USING ACHIEVEMENTS Achievement 10 Achievement 11 Achievement 12 Achievement 13 Achievement 14 Achievement 15 Achievement 16 Achievement 17 Achievement 18 Achievement 1 Achievement 2 Achievement 3 Achievement 4 Achievement 5 Achievement 6 Achievement 7 Achievement 8 Achievement 9 Skills Employee Names Employee ASkill 1 Employee B Employee C Employee ASkill 2 Employee B Employee C Employee ASkill 3 Employee B Employee C 37
  38. 38. Research MethodologyProblem definitionThe problem in this case is the unavailability of the current positions of the employee skilllevels and competency levels. That leaves the management in a blind folded condition withregards to the manner in which the employees are to be trained and developed for thebetterment of the organization as a whole. So the problem definition of this project can be putas:Problem Statement- “The identification and compilation of the skills inventory of theorganization and the individual employee skill levels. Also mapping the competency levels,and comparison of the same with the organization’s 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 ratingsBy following this approach the benefit that could be gained is that the organizational skillinventory and competency level will be recorded in an organized matrix form for easyanalysis. This matrix could be further used by the organization as a tool for planning andorganizing the training and development programmes for the year.Research DesignThis research did not make use of any of the research tools that are used conventionally. Thecompilation of data and analysis is done manually using excel sheets. The data collectionmethod 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 seniormanagement. 38
  39. 39. SamplingThis study was carried out for all the employees of Textron India Pvt. Ltd., Bangalore andthus 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 wereon 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 hadto be approached in person. There was always face to face contact with the team leaders.Data Collection TechniquesData was collected from two different sources via emails:1) The team leaders/ managers/ supervisors ratings (here the rating was given to all teammembers.2) The employee self rating (as the name suggests, the employees were supposed to rate onlythemselves. 39
  40. 40. 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: SAMPLE SKILL MATRIX 0 No Knowledge 1 Just Aware/Novice 2 Cabable With Assistance TEAM-Z FEEDBACK 3 Fully 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 KNOWLEDGE Modelling Analysis Softwares Experimental Hypermesh Strength of NASTRAN Theory of Dynamics CATIA V4 CATIA V5 PA TRAN Materials Elasticity LS-Dyna Element Method Testing ANSYS Fortran Matlab EMP.NO. Crash Finite StaticS.NO. 2D 3D NAME1 EMPLOYEE 12 EMPLOYEE 24 EMPLOYEE 36 EMPLOYEE 48 EMPLOYEE 5 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 40