1. A STUDY OF COMPETENCY BASED
HR PRACTICES IN HI-TECH INDUSTRY
PRESENTED BY
SUMITA SRIVASTAVA
SONAL MIDHA
2. • A combination of skills, job
attitude, and knowledge which is
reflected in job behavior that can
be observed, measured and
evaluated.
• Competency is a determining
factor for successful performance
• The focus of competency is
behavior which is an application of
skills, job attitude and knowledge.
3. • To understand the meaning of competency
and various competency models used in the
Organizations.
• To understand the competency driven HR
practices into hiring, training and
development & to understand if there is a
significant level of difference in competency
driven practices in the above mentioned
areas.
OBJECTIVES OF THE STUDY
4. RESEARCH METHODOLOGY
• Type of study- Empirical and Descriptive
• Sampling design:
– Population- Hi tech industry
– Sample unit- HR professionals & employees
– Techniques- Convenience sampling
– Sample size- 55 ( 33 respondents from IT companies and 22
respondents from NON IT companies)
– Data Collection:
– Primary Sources – Through online Questionnaire and telephonic
interviews
– Secondary Sources- Company websites, HR journals and
magazines, books
• Tools for data analysis:
– MS Excel sheets- Correlation analysis, standard deviation and
mean, pie charts and bar graphs
5. HYPOTHESIS
Competency driven HR practices have a greater
impact on hiring practices then on training and
development function.
H0:μ1 >μ2
6. COMPETENCY BASED HIRING
• The cost of hiring the wrong person can be
significant. Not only does it include the cost of
time and money for the hiring process, it also
includes the costs associated with the loss of
productivity.
7. The competency based model focuses
on :
• Developing more meaningful job descriptions
• More appropriate job ads and screening
processes
• Specific behaviorally-based interviews
• Tailored reference checks based on the
desired competencies of the specific role
8. COMPETENCY BASED TRAINING &
DEVELOPMENT
WHY COMPETENCY BASED TRAINING?
Competence-based programs are used
• To increase employees' current job
performance
• Prepare them for changing job requirements
• Introduce new tools or technology in the work
place
9. Six rules to keep in mind for
Implementing competence-based
training
• Teach employees the skills they will use to
solve job requirements by using problem-
solving and demonstration-performance
methods when providing OJT.
• Competence-based training and development
efforts should be designed so that employees
are active participants during the training
process
10. • Competence-based training and development
program objectives should be clearly understood
and results of the training easily defined.
• Designing competence-based training exercises
that require active employee involvement example
Group exercises.
• Employees should be allowed and encouraged to
put their training to use while performing their
actual jobs.
• Finally, the most important success factor with
competence-based training and development is
that the learning environment must be supportive
and positive
11. FINDING & ANALYSIS
Correlation Analysis
• IT Companies
– Correlation between competency based recruitment and training in IT companies for rank 1
is -0.3. This shows that there is a weak negative relation between the two. Competency
based recruitment is done more than competency based training in IT companies.
– Correlation between competency based recruitment and training in IT companies for rank 2
is 0.1. This shows that there is a weak positive relation. As the competency based
recruitment is done, competency based training is also done
• Non IT Companies
– Correlation between competency based recruitment and training in NON IT companies for
rank 1 is 0.060116. This shows that there weak positive relation between the two. As the
competency based recruitment, competency based training also increases.
– Correlation between competency based recruitment and training in NON IT companies for
rank 2 is 0.325397. This shows that there is a weak positive relation between the two. As
the competency based recruitment increases, competency based training is also done more
by Non IT companies
12. FINDINGS & ANALYSIS
Standard Deviation
From the analysis it is clear that sum and mean score of recruitment is more than training
and standard deviation of recruitment is low then in training this proves the hypothesis
to be true that competency based recruitment is more into recruitment than in training.
Therefore null hypothesis is accepted.
14. • Performance of an employee is based on not only skills or
knowledge but is also a function of internal and external
environment.
• Competency models are well suited to unite all the major
HR functions, such as selection, training, and performance
appraisal.
• L&T, PepsiCo, Hughes Escort, P&G, Xerox, ITC, Mahindra &
Mahindra are some of the companies using competency
profiling in either of their HR application.
• From the data analysis it can be concluded that in Hi-Tech
industry competency driven HR practices have a greater
impact on hiring practices than on training and
development function
CONCLUSION
