competency mapping

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competency mapping

  1. 1. 1 CONTENTS CHAPTER NO PARTICULARS Page no 1 INTRODUCTION 6 2 INDUSTRY PROFILE 20 3 COMPANY PROFILE 27 4 RESEARCH METHODOLOGY 33 5 DATA ANALYSIS & INTERPRETATION 38 6 FINDINGS & SUGGESTIONS 83 CONCLUSION 85 BIBILIOGRAPHY 86 APPENDIX
  2. 2. 2 LIST OF TABLES NO List of Tables Page No. 4.1.1 Awareness of competency mapping 37 4.1.2 Competency Mapping in manpower Planning 39 4.1.3 Performance Competency mapping regularly in company 41 4.1.4 Recruitment and selection processes carried out considering competency of the Individuals 43 4.1.5 Competency mapping in individual career development 45 4.1.6 competency that help the most 47 4.1.7 Challenges in job or role 49 4.1.8 High competition for talented people in marketing place 51 4.1.9 Setbacks due to lack of competency people 53 4.1.10 Missing of business opportunities in the recent past 55 4.1.11 Competencies can be developed through continuous efforts and interventions 57 4.1.12 Investing time and effort in building the competencies 59 4.1.13 Building a competency based organization 61 4.1.14 Recruiting people based on competencies 63 4.1.15 Competency based coaching scheme 65 4.1.16 Success through competent managers 67
  3. 3. 3 4.1.17 Training identification of competent gaps and competent needs 69 4.1.18 Promotion through competency assessment 71 4.1.19 Organisation value talent and Excellence 73 4.1.20 Innovations and scientific way of doing things 75 4.1.21 Chi-square test on challenges in your job or role 77 4.1.22 Chi-square test on Competencies can be developed through continuous efforts and interventions 78 4.1.23 Chi-square test on Investing time and effort in building the competencies 79 4.1.24 Chi-square test on Building a competency based organization 80 4.1.25 Chi-square test on Recruit people based on competencies 81
  4. 4. 4 LIST OF GRAPHS NO List of graphs Page. No. 4.1.1 Awareness of competency mapping 38 4.1.2 Competency Mapping in manpower Planning 40 4.1.3 Performance Competency mapping regularly in company 42 4.1.4 Recruitment and selection processes carried out considering competency of the Individuals 44 4.1.5 Competency mapping in individual career development 46 4.1.6 competency that help the most 48 4.1.7 Challenges in job or role 50 4.1.8 High competition for talented people in marketing place 52 4.1.9 Setbacks due to lack of competency people 54 4.1.10 Missing of business opportunities in the recent past 56 4.1.11 Competencies can be developed through continuous efforts and interventions 58 4.1.12 Investing time and effort in building the competencies 60 4.1.13 Building a competency based organisation 62 4.1.14 Recruiting people based on competencies 64 4.1.15 Competency based coaching scheme 66 4.1.16 SUCCESS THROUGH COMPETENT MANAGERS 68
  5. 5. 5 4.1.17 Training identification of competent gaps and competent needs 70 4.1.18 Promotion through competency assessment 72 4.1.19 Organisation value talent and Excellence 74 4.1.20 Innovations and scientific way of doing things 76
  6. 6. 6 INTRODUCTION In this modern competitive world, managers are required to improve the efficiency and effectiveness of their business operations. As there are several factors that affect efficiency and effectiveness of operations, the improvement is required to be carried out in every factor. They are required to bring every factor in synchronization with other factors. TQM, TPM, BPR and other similar initiatives provide direction to improvement in business operations. Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics. HR professionals are entrusted with the responsibility for selection, training and development, administration, deployments support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their suitability for different functional tasks, and development of their potential to be effective and excel in assigned tasks. HR functions entrusted with the responsibility to find right person for every job and development of the employed person to do the assigned job effectively, have found competency mapping and assessment as a very effective tool. OBJECTIVE 1. To know about the level of awareness about the competency mapping among the employees 2. To know about how HCL Infosystems get benefit out of this Competency mapping 3. To know about how the Competency mapping can be used for various purposes
  7. 7. 7 SCOPE OF THE STUDY The study is mainly conducted to know about the competency mapping for the employees in an organization and also about how the organization will get benefit out of this competency mapping. So by conducting the research at the end we gather more information regarding how the competency instrument will give benefit to both the employees and the organization. And to find „Is they any pitfalls behind that‟. Through this we can give necessary suggestion wherever necessary and also to suggest innovative ideas so that it will prevent the company from future challenges to a greater extent. LIMITATIONS The study is fully focused on only one organization The time and cost are constraints Self bias or data is insufficient COMPETENCY MAPPING DEFINITION:- 1.1 Competency Mapping is the process of identifying, measuring and developing human performance in organizations and tries to:  Give feedback to employees to improve subsequent performance.  Identify employee training needs.  Document criteria used to allocate organizational rewards.  Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.  Provide the opportunity for organizational diagnosis and development Facilitate communication between employee and administrator.
  8. 8. 8 OVERVIEW OF COMPETENCY MAPPING  Ideally Competency Mapping allows management to specify what employee must do combines feedback and goal setting.  Everyone involved needs to recognize that Competency Mapping involves human judgment and information processing can never by totally objective or infallible  System should aim to be easy to operate, easy to explain, easy to maintain, easy to administer  System should be job related, relevant, sensitive, reliable, acceptable, practical, open, fair, and useful.  Need to take legal issues into account. Competency for a job can be defined as a set of human attributes that enable an employee to meet and exceed expectations of his internal as well as external customers and stakeholders. Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics. HR professionals are entrusted with the responsibility for selection, training and development, administration, deployments support, performance appraisal and performance diagnostics of the employees. The most important part of these responsibilities is assessment of the individuals for their suitability for different functional tasks, and development of their potential to be effective and excel in assigned tasks. HR functions entrusted with the responsibility to find right person for every job and development of the employed person to do the assigned job effectively, have fount competency mapping and assessment as a very effective tool.
  9. 9. 9 A SAMPLE DEVELOPMENT CURVE The scale below illustrates the development of an individual‟s levels of Competence. L E V E L S O F C O M P E T E N C E EXPERIENCE EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT AND CAN BE USED FOR THE FOLLOWING APPLICATIONS:- 1. Candidate appraisal for recruitment 2. Employee potential appraisal for promotion or functional shift 3. Employee training need identification 4. Employee performance diagnostics 5. Employee self development initiatives
  10. 10. 10 1. Candidate appraisal for recruitment Selection of candidates for employment is very important decision for any organization. A wrong selection costs the organization in terms of recruitment costs, time, and opportunity. Whereas landing into unsuitable job is very painful unsettling experience for the candidate. Job position competency map provides clear guidelines and reliable process for selection. Competency map for the job position and assessment of candidate‟s for the required competencies give comparatively reliable indication about suitability of the candidate. The assessment also provides guidelines on the training need for the candidate if selected for the position. Normally only core competencies are assessed for selection. 2. Employee potential appraisal for promotion or functional shift Every job position requires different set of competency and hence an excellent performer in junior position may not necessarily perform to the expectation when promoted to a senior position. Also an average performer in a junior position may turn into a star performer when promoted to senior position. Similarly a successful person in one department may turn out to be unsatisfactory in another department and also a not so competent person in one department may give excellent results in other department. Hence departmental shifts and promotion need carful assessment of the competencies of the person with respect to the required competencies of the new position. It is recommended to assess core competencies for the promotion or functional shift. 3. Employee training need identification Competency mapping and assessment provides clear indication of employee‟s developmental needs. Candidate weakness with respect to the required competencies discovered in the assessments shows opportunity for development for the candidate.
  11. 11. 11 Employee competency assessment can be conducted periodically, preferably along with performance appraisal, to identify developmental needs of every employee.As competency based training need identification has direct relation with the employee performance, effectiveness of training can be directly gauged through the assessment of performance of competencies.Generally core competencies are used for training need identification. 4. Employee performance diagnostics Competency based assessment provide excellent understanding of performance problems. Observance of non performance of an employee can be due to factors that are out of the control of the employee or due to lack of required competencies. Employees those are not able to the expectation should be assessed for core as well as support competencies and any observed inadequacy should carefully studied to understand its effect before taking any remedial measures. 5. Employee self development initiatives The competency map and behavioral indicators help individual to understand direction for their own development. They can very easily identified the gaps and work on the inadequacies Performance appraisal with traditional method can assess the performance with respect to set targets, but these appraisals do not guide for improving the performance. Competency map very clearly and reliably guides the employees for self development.The competency map indicates the competencies that are required for improved performance and behavioral indicators shows the factors that build up the competency Organization should develop the competency map document and make it available to all employees for reference and study. Good managers are generally aware about different qualities a person must possess to do a job effectively, and they make use of their knowledge to select and train their subordinates. Organizational psychologists have studied and convert into a structured and formal process thus making it available for business application.
  12. 12. 12 In organizational and business context, competency required for a particular job depends on many factors. These factors include social culture, nature of business, business environment, business environment, organizational culture, work environment, organizational structure, duties and responsibilities, nature of process and assigned activities, attitude and motives of colleagues, superiors & subordinates. Some of these factors may change with time, and thus changing competency requirements for the same job position in the organization Competency for any job position at a particular is a unique set and as organization has many different job positions, managing many such sets is a difficult task. Hence for the purpose of HR management, the job competency is divided into elemental competencies. Every job position is a unique set of relationship, responsibilities, objectives and assigned resources. Every job position should be clearly identified, analyzed, studied and documented for identification and competencies associated with it. Job factors The job factors can be used for different application include job design, recruitment, training need identification, remuneration scheme design, organization restructuring, competency mapping etc. Envisioning Direction Organization and planning Resources mobilization Coordination Execution Human interaction Technology Creativity Costs Value addition 1. Envisioning
  13. 13. 13 Whether developing vision is part of the job under study what is the extent and coverage of envisioning requirement? The vision may be related to market servicing, operating arrangement, technology environment, facility planning etc. envisioning is requirement of leadership and managerial roles. 2. Direction Whether directing business operation or policy formulation is the responsibility of the job under study? What is the extended and coverage of direction is requirement of leadership and managerial roles. 3. Organizing and planning Whether the job involves identification of human or material resources and assigning these resources? Whether the job involving and scheduling usage of resources, controlling and monitoring usage of these resources? What is the extent and coverage of organizing and planning? This is requirement of leadership and managerial roles. 4. Resource mobilization Whether the job involves preparation of the resources for use? What extent and coverage of resources mobilization responsibility for the job? This involves proper instruction to be issued to all concerned, ensuring serviceability of the resources and ensuring required consumables and inputs are available. 5. Coordination Whether the job involves interaction with other excecutives to ensure synchronization of activities for effective and efficient utilization of available resources? What is the extent of coordination requirement of the job? 6. Execution What are the execution activities of the job? What is the kind of skills required to execute the activities?
  14. 14. 14 7. Human interaction What is the nature and extent of human interaction in the job within the organization? What is the nature and extent of human interaction outside the organization? 8. Technology What is the nature of technological responsibilities for the job? What kind of technical decisions are required to be made in discharge of the job responsibilities? 9. Creativity Does the job require generation of implementable option as part of responsibility? What is the scope to novelty and innovation the job provides? 10.Costs What is the cost of the job? How much organizational cost the job controls and influences? 11.Value addition How much value does the job adds in relation with other jobs? COMPETENCY FRAMEWORK: Aspiration management is a continuous process involving appropriate assessment procedures, feedback to employees and interventions designed to match opportunities that create “career best” experiences for the maximum number of employees. Managing aspirations begins with assessment at the time of hiring. Skilled interviewers alone can do justice to the assessment. Often, interviews are focused on checking technical knowledge, overlooking the candidate‟s aspirations. And sometimes, unintentionally, interviewers even raise aspiration level by overselling the job and future prospects without clarifying the stringent standards for fast track promotions.
  15. 15. 15 A well-thought out competency framework is key to assessing employees‟ future growth potential and sharing it with them; this will help moderate aspirations at realistic levels. The competency framework in many organizations is a standalone initiative from HR or another function. In order to provide relevant assessment and feedback, competency frameworks should be thought out carefully in the light of an organization‟s strategic priorities. COMPETENCY FRAMEWORK: A robust competency framework, an objective assessment process and transparent communication with employees will help manage aspirations well with limited or no negative fall- outs. Those who appreciate the messaging will seek to leverage their strengths to the maximum and organizations should create roles and opportunities to facilitate them to experience their career best. And those who refuse to appreciate the feedback and adjust to the reality will leave the system rather than sticking around as disengaged and disgruntled employees. S T R A T E G Y TECHNICAL COMPETENCIES BEHAVIORAL & LEADERSHIP COMPETENCIES COMPETENCY FRAMEWORK & ASSESSMENT ASSESSMENT & FEEDBACK REALISTIC RESETTING OF ASPIRATIONS
  16. 16. 16 COMPETENCY MODEL: The model has three parts: 1. Sample of competency map. 2. Competency assessment instruments 3. Competency grading guidelines 1. Sample of Competency map The competency model should be for different department and at different level. The levels are: Junior executive level Middle Management level Senior/ corporate management In this method, for assessment they allot roles and responsibilities and then they will assess the individual. 2. Competency assessment instruments Competency assessment instruments of forms for competencies included in the model attached herewith for ready reference. These forms describe behavioral indicators for each of the elemental competency. The behavioral selected for the instruments are the ones that can be identified in the interviews. The indicators those are difficult to be identified in the interviews are not included in the assessment instruments. The sheets also indicate relative importance of the behavioral indicators for the particular competency. 3. Competency Grading Every employee has to get maximum level of required competency but it is not practically applicable. The basic levels are: Below average (without potential for improvement)
  17. 17. 17 Below average (with potential for improvement) Average (Generally delivers satisfactory results) Proficient (Always delivers satisfactory results) Highly proficient (Generally delivers more than satisfactory results) Expert (Delivers reliably good results) Master (Can deliver precise results) This is mainly based on the nature and the extent of evidence of behavioral indicators. Elemental competencies and their levels need to be differentiated as “Base Competencies requirements” and “Environmental Competency requirement” to take changing environment into consideration for competency assessment. The value of competency mapping and identifying emotional strengths is that many employers now purposefully screen employees to hire people with specific competencies. They may need to hire someone who can be an effective time leader or who has demonstrated great active listening skills. Alternately, they may need someone who enjoys taking initiative or someone who is very good at taking direction. When individuals must seek new jobs, knowing one‟s competencies can give one a competitive edge in the job market. Usually, a person will find themselves with strengths in about five to six areas. Sometimes an area where strengths are not present is worth developing. In other cases, competency mapping can indicate finding work that is suited to one‟s strengths, or finding a department at one‟s current work where one's strengths or needs as a worker can be exercised. A problem with competency mapping, especially when conducted by an organization is that there may be no room for an individual to work in a field that would best make use of his or her competencies. If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees. A person identified as needing to learn new things in order to remain happy might find himself or herself in a position where no new training is ever required. If the employer
  18. 18. 18 cannot provide a position for an employee that fits him or her better, competency mapping may be of little use. However, competency mapping can ultimately serve the individual who decides to seek employment in an environment where he or she perhaps can learn new things and be more intellectually challenged. Being able to list competencies on resumes and address this area with potential employers may help secure more satisfying work. This may not resolve issues for the company that initially employed competency mapping, without making suggested changes. It may find competency mapping has produced dissatisfied workers or led to a high worker turnover rate. PROCESS OF COMPETENCY MAPPING: 1. Introduction The facilitator will discuss about the objective of the program and explain about the concept and practice of competency mapping and assessment. 2. Overview of organization, organizational design and job: Here the facilitator will briefly present and discuss: Business, market, customer and customer requirements Organizational structure Technical processes Business and Management processes 3. Overview of Competency model: The facilitator will briefly discuss about the competency model. They should explain different competencies and their behavioral indicators. Facilitator should provide examples of relationships between competencies and business process requirements like elemental competency of influencing ability and sales process, Competency of team working & interpersonal effectiveness and production process etc.,
  19. 19. 19 Facilitator will answer the questions that participants may have, to clear their doubts. This will complete the orientation of the program. 4. Identification of core competencies: Facilitators will every job its duties and responsibilities, processes participated, critical factors for performance and criticality of the job etc., and will facilitate discussion among participants with respect to the job factors. The objective is to identify up to ten most important 10 elemental competencies for each of the job from the list of 20 elemental competencies and divide them into two groups: core competencies and supporting competencies. 5. Minimum acceptable level of competency: To decide minimum acceptable level of each of the competency. 6. Base competency map: Prepare a table of competency and their minimum acceptable level of each of the job position in the organization. This may be called as Base competency map for the organization. 7. Further development of the competency model: The Base competency map based on the model provides broad requirements for each of the job. This map helps to establish basic requirements for a competency based performance and potential appraisal system. For performance diagnostic applications the model needs to be further refined with in-depth job studies for each of the job. The overall competency requirement for a job needs to be understood in terms of elemental competencies which depend upon education, knowledge, training, experience, technical and non-technical skills, attitude, personal image etc., and some of these attributes are difficult to objectively assess and measure.
  20. 20. 20 INDUSTRY PROFILE Technological revolutions sometimes bring unexpected opportunities for countries. India, a relative laggard among developing countries in terms of economic growth, seems to have found such an opportunity in the IT revolution as an increasingly favoured location for customized software development. India‟s success at software has led to speculation about whether other developing countries can emulate its example, as well as whether this constitutes a competitive challenge to software industries in the developed world. Indian experience for other developing regions and for software industries in the developed world. The Indian software industry has attracted a disproportionate amount of interest as a source of software. Its $4 billion software revenues in revenues in 1998-99 is just a tiny fraction of the estimated world software market of over $300-500 billion.3 Most of impressive of all, the industry has grown at over 50% per year over the last five or six years, and if current trends persist, software exports may account for a full quarter of Indian exports within the next five years4.IT companies faces a number of challenges as the labour cost advantages diminish and competition from other countries with supplies of educated and under-utilized workers. The Indian success story has, been a combination of resource endowments, a mixture of benign neglect and active encouragement from a normally intrusive government, and good timing. By the late 1980s, India was graduating approximately 150,000 English-speaking engineers and science graduates, with only a limited demand for their services from the rest of the economy. By the late 1980s as well, India‟s economic liberalization was also well under way. Around this time, the information technology revolution in the developed world had begun to take root and shortages of skilled programmers and IT professionals were beginning to develop. By this time a number of Indians were working in very substantial numbers in US firms. Some of them played an important, although as yet undocumented role, in bridging the gap and matching the buyers in the US with the suppliers in India. Responding quickly to the growing demand, a number of Indian firms arose in quick time. The State encouraged this growth by considerably simplifying the process for obtaining the numerous clearances and permits that any firm in the organized sector in India typically needs. Finally,
  21. 21. 21 given the many weaknesses in the Indian financial system, Indian entrepreneurs greatly benefited from the low levels of initial investment required to start a software services firm. HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and systems integrator with a focus on markets. It has a presence in 170 cities and 505 points of presence reaching 4000 towns throughout India and operations in emerging markets including South Asia, Middle East & Africa. It has a strong distribution network of 93,000 outlets in over 9,000 towns in India. Its manufacturing facilities are based in Chennai, Pondicherry and Uttarakhand. It is headquartered at Noida. The total employee strength was 6165 R&D Market research has shown consumer electronics shifting in focus towards integration, multi-functional capabilities and ease of use. HCL's capability to leverage technology from several verticals such as Telecom, ISV, and Storage combined with expertise in solutions such as Cloud and SaaS, Mechanical and IDE, VLSI and Systems engineering brings immense value to consumer electronics firms in meeting innovation and business goals AEROSPACE AND DEFENSE HCL's Aerospace & Defense practice has evolved from its first Avionics project to the largest dedicated Aerospace Practice in India, providing technology led solutions to Aerospace and Defense manufacturers, helping them achieve their growth and profitability goals in an intensely competitive market place. INDUSTRIAL SERVICES The Financial Services is one of the largest growing verticals in HCL. Using a value centric approach to the enterprise, we have been transforming technology into competitive advantage for some of the largest financial services organizations in the world. The Financial Services practice in HCL is built on strong domain competencies spanning Retail and Corporate Banking, Capital Markets, and Insurance, catering to the IT and operational needs of leading financial services companies.
  22. 22. 22 Using a value-based multi services approach and deep domain expertise in focused verticals, HCL helps leading global financial services firms manage risk, comply with regulations, enhance product features, and manage transformational challenges while driving efficiency and improving service levels. INDUSTRIAL MANUFACTURING The HCL, committed towards helping its customers derive value through their IT investments. In the process it have made significant investments in understanding manufacturing operations of industrial manufacturing industry. This has enabled to conceptualize and develop industry specific services and solution accelerators. HCL HELP MANUFACTURING CUSTOMERS REALIZED BY: 1. Optimizing manufacturing operations 2. Enhanced visibility into supply chain operations and greater responsiveness to demand fluctuations 3. Enable revenue growth through enhanced customer experience 4. Leveraging industry best practices and methodologies 5. Adoption of niche technologies and solutions RETAIL CONSUMER HCL‟s Retail practice delivers an end-to-end array of solutions and services that address strategic and operational challenges of retail companies. With our customer centric approach aptly complemented by rich set of retail solutions offerings, accelerators and partnerships, we have established our footprint across the entire retail value chain from vendor management, planning, supply chain efficiency, store operations, merchandising, and customer loyalty to conceptualizing, building and managing multichannel. PROFESSIONAL SERVICES Focused towards delivering value propositions to the unique needs of Professional Services Firms, HCL Professional Services Vertical leverages the breadth and depth of its Enterprise Services and Solutions across Verticals and Horizontals to offer cutting edge Business and Technology based solutions to its clientele. Firms being focused include Audit, Tax &
  23. 23. 23 Consulting, Legal Services, Real Estate and Private Equity.To meet all business challenges, HCL's Professional Services Vertical delivers you the best-of-breed solutions with powerful combination of technology and comprehensive business applications. The key challenges faced by professional services firms are - 1. Winning the right business 2. Retaining key talent 3. Manage complex global projects 4. Improving service delivery and profitability of customers The Professional Services practice in HCL with its robust team for maximum flexibility and interoperability, help global professional services companies manage transformational challenges while driving efficiency and improving service levels. AUTOMOTIVE At HCL, we provide IT, Electronics and Engineering solutions to automotive players across the world to address the challenges. The HCL automotive practice works with leading automotive OEMs and Tier 1 suppliers, enabling them to adapt to the changing market. Our industry expertise and business experience helps players across the supply chain - from tier 2 to tier 1 supplier, OEMs and dealers manage businesses better. Our automotive practice has sustained growth since its inception and our continued investments in people, industry associations, tools and solution sets, helps us maintain our reputation as one of the leading services vendor for this industry. At HCL, we help automotive companies gain high performance through 1. Collaboration across supply chain 2. Engineering led product development 3. Investment in IPs and new technologies 4. Industry associations and partnerships INDEPENDENT SOFTWARE VENTORS HCL is a market leader in providing Product Engineering and IT services for ISVs, and has the largest share of ISV business amongst its peers. With a unique knowledge of ISV focus
  24. 24. 24 areas and challenges coupled with experience in handling large ISV clients, HCL provides the perfect combination of capability and credibility. With 3 decades of technology and innovation excellence and more than 80 satisfied ISV customers, HCL today has a comprehensive portfolio of services along the entire product lifecycle, backed by revolutionary business models. Together, these offerings help ISVs drive results across all its 3 core focus areas: 1. Power Revenue Growth 2. Transform R&D 3. Transform Business Operations To deliver services aligned to these focus areas, the ISV practice at HCL has developed a unique performance-driven approach that leverages various tools and frameworks to ensure that measurable impact is delivered to the business. TELECOM HCL‟s Telecom Practice serves the all elements of the telecommunications ecosystem, providing end-to-end solutions in Engineering and R&D services, Custom and Enterprise applications, Infrastructure Management and BPO. HCL‟s service in this domain include Engineering Cost Optimization, Ticket Lifecycle Management, Advanced Technologies Empowerment Services, Interoperability, Unified Communications, and VoIP/IMS services. HCL has the largest outsourced engineering center in the telecom space, developed outside the USA. With a verticalized focus and a strong team of domain experts, HCL Telecom practice is ideally positioned to cater to the explosive growth in the telecom industry. The highlights of the telecom practice in HCL include: 1. Coverage of the depth and breadth of the domain 2. Assets that cut across the various telecom structures like wireless, wire line, equipment, test and measurement, telecom services, and ISVs 3. End-to-end integrated offerings that include turnkey implementations, system integration and concept to field implementation
  25. 25. 25 4. Service offerings like infrastructure management and business process outsourcing that encompass all elements of the telecommunications ecosystem 5. End-to-end capabilities in hardware, software, piece manufacturing, and compliance testing To provide end-to-end solutions to the customers, HCL has partnered with many leading companies to provide software licenses like: 1. Adobe 2. Broad Vision 3. CA Technologies 4. Citrix 5. Computer Associates 6. IBM 7. Linux/SCO 8. McAfee Antivirus and Antispam 9. Microsoft 10. Novell 11. Oracle 12. SAP 13. Symantec 14. VERITAS INDUSTRIAL CHALLENGES Success depends on how well high-tech companies address ever-changing customer needs, quickly bring innovative technologies to market, and find new ways to advance into new markets before their competitors do. In addition, there are new challenges around enterprise strategy, customer retention, supply chain management, and a growing number of governmental regulations. HCL AXON's High Tech Practice offers services and solutions that address these
  26. 26. 26 industry challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms. These include: 1. Out of the box pre-configuration and methodologies that leverage proven best practices to ensure a cost effective and quicker time to value 2. Supply Chain Management capabilities to transform to a lean and agile supply network that includes outsourced operations 3. Leading customer relationship management solutions to manage and grow a profitable service business and improve channel collaboration 4. Accelerating innovation with Product Lifecycle management solutions 5. Out of the box Revenue recognition solutions VERITAS INDUSTRIAL CHALLENGES/COMPETITORS Success depends on how well high-tech companies address ever-changing customer needs, quickly bring innovative technologies to market, and find new ways to advance into new markets before their competitors do. In addition, there are new challenges around enterprise strategy, customer retention, supply chain management, and a growing number of governmental regulations. HCL AXON's High Tech Practice offers services and solutions that address these industry challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms. These include: 1. Out of the box pre-configuration and methodologies that leverage proven best practices to ensure a cost effective and quicker time to value 2. Supply Chain Management capabilities to transform to a lean and agile supply network that includes outsourced operations 3. Leading customer relationship management solutions to manage and grow a profitable service business and improve channel collaboration 4. Accelerating innovation with Product Lifecycle management solutions Out of the box Revenue recognition solutions
  27. 27. 27 COMPANY PROFILE Type : Public Industry : IT sector Founder : Mr.Shiv Nadar Services : IT and outsourcing services Revenue : 11,024.14 crore Operating income : 256.58 crore Net income : 177.23 crore Website : www.hclinfosystems.in HISTORY OF HCL HCL Info systems Ltd is one of the pioneers in the Indian IT market, with its origins in 1976. For over quarter of a century, we have developed and implemented solutions for multiple market segments, across a range of technologies in India. We have been in the forefront in introducing new technologies and solutions. The highlights of the HCL saga are summarized below: 1976- Hindustan Computer limited (HCL) is born. 1977- Forms distribution alliance with Toshiba for copier & Notebooks. 1978- HCL Successfully ships in house designed micro-computer at the same time as Apple. 1983- Indigenously develops an RDBMS, a Networking OS & a client server architecture, at the same time as global. 1986- HCC Becomes the largest IT Company in India. 1989- Introduce fine grained Multiprocessor UNIX 3 yr a head of “sun& HP” 1991- HCL Hewlett Packard J. Develops Multi Processor UNIX of HP & Heralds HCLS entry into contract R&D. 1994- Forges distribution alliances with Ericsson Switches & Nokia cell Phone.
  28. 28. 28 1997- HCL‟ s R&D spinoff as HCL Technology Mark advent info Software services. 2007- HCL Becomes the first company to cross the 1,00,000 unit Milestone in the Indian Desktop PC Market. 2008- HCL Technologies Get accorded by Meta Spectrum with leader status in off have out sourcing. 2009- JV with NEC, Japan -HCL Set up first Power PC Architecture design centre outside of IBM. 2010- HCL info system ties up with Apple for iPod distribution. -HCL Technologies sign largest over, software services deal with DSG. 2011- HCL as an enterprise sources the $ 4 billion watermark.-HCL announces opening of its second European outsourcing facility in June with the establishment of the delivery centre in Krakow Poland. HCL ENTERPRISE: HCL Enterprise is a US $ 5 billion leading Global Technology and IT enterprise that comprises two companies listed in India - HCL Technologies & HCL Info systems. The 3-decade-old enterprise, founded in 1976, is one of India's original IT garage start-ups. Its range of offerings spans Product Engineering, Custom & Package Applications, BPO, IT Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products. The HCL team comprises approximately 60,000 professionals of diverse nationalities, who operate from 23 countries including 500 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including leading IT and Technology firm.
  29. 29. 29 CHAIRMAN & CEO Mr.Vineet Nayar is Vice Chairman and Chief Executive Officer of HCL Technologies Ltd. IT hardware manufacturer and systems integrator HCL Infosystems Ltd has acquired the remaining 40 per cent stake in HCL Infosystems MEA FZCo for an undisclosed amount. HCL Infosystems already held majority stake in the venture and the latest deal makes the company a wholly owned arm. In the same year, the company acquired 20 per cent equity stake in another Dubai- based firm Tech mart Telecom Distribution FZCO through its Singapore-based subsidiary HCL Investments Pvt Ltd.Part of HCL Group which includes IT services firm HCL Technologies, HCL Infosystems Ltd offers a wide spectrum of ICT products that includes computing, storage, networking, security, telecom, imaging and retail. Last month, the firm had acquired education content provider Edurix, a part of Atta no Media and Education and designs content for the K-12 education segment for an undisclosed amount. In 2008, HCL Info acquired stake in Natural Technologies Pvt Ltd for $2.1 million. VISION "To be the technology partner of choice for forward looking customers by collaboratively transforming technology into business advantage."
  30. 30. 30 MISSION "We will be the employer of choice and the partner of choice by focusing on our stated values of Employees First, Trust, Transparency, Flexibility and Value Centricity." MILESTONE Hancom Inc. has announced its tie up with HCL Infosystems Ltd. to extend Hancom's Think Free Mobile - Android edition on HCL Tablets. HCL is one of India‟s most well known hardware, services and ICT systems integration and Distribution Company The latest version of Think Free Mobile app has been embedded in 'HCL ME U1‟, HCL Infosystem‟s recently launched range of Tablet PCs, available for Rs. 7999. In the past too, HCL's Android tablets have had Think Free Mobile as one of their standard apps. HCL PRODUCTS (some) Voice solution products Presentation product Documentation product
  31. 31. 31 Home PC‟s Home Notebooks Business PC‟s Business Note Books
  32. 32. 32 ORGANISATION STRUCTURE MANAGING DIRECTOR GENERAL MANAGER CORPORATE LEVEL MANAGER TRAINING DEPARTMENTMARKETING WORKERS WORKERS FINANCE WORKERS HUMAN RESOURCE WORKERS PRODUCTION WORKERS
  33. 33. 33 RESEARCH METHODOLOGY INTRODUCTION: An organized, systematic,data-based,critical,objective,scientific inquiry or investigation into a specific problem undertaken with the purpose of finding answers or solutions to it. In essence, research provides the needed information that guides to make inform the decisions to successfully deal with the problems. It comprises of defining and redefining of problems, formulating, hypothesis, collecting,organizing and evaluating data for making alterations and reaching conclusion. THE OBJECTIVES OF THIS STUDY ARE: 1. Proper understanding and analysis of the concept of Competency mapping. 2. Conducting an employee‟s survey and understanding their Competencies in HCL Info systems. 3. Understanding the importance of competencies for employees. This study is containing both primary and secondary data. The sampling size of this study is 100. The data for the project from the HR Manager and the employees of HCL Infosystems. For interpretation, the study has used method. TYPE OF PROJECT DESCRIPTIVE RESEARCH DESIGN Descriptive research has been used for the study, because the aims of the descriptive research are to describe accurately the characteristics of particular individual situation or group and to determine the frequency of occurrence of such events. SAMPLING TECHNIQUE In this researcher have used convenience sampling method of Non-probability sampling. Non probability refers to selection of units within a sample involves human judgment rather than pure chance. In convenience sampling the selection of the sample is left to the
  34. 34. 34 researcher who is to select the sample and here the information‟s are collected from the members of the population who are conveniently available to provide it. SAMPLE SIZE A total of 100 samples were selected out of 500. DATA COLLECTION METHOD The method of data collection includes two types for the study, such as primary data and secondary data. SOURCES OF DATA PRIMARY DATA Primary data is the data that is collected for the first time by the researcher. The primary data are collected with specific set of objective to assess the current status of any variable studied. Primary data is useful only particular period. SECONDARY DATA Secondary data can be internal or external. The secondary data has been collected from journals, text books, magazines, internet etc. METHODS OF PRIMARY DATA COLLECTION The main methods used in primary data collection are: a. Questionnaire b. Interview In this study primary data has been collected by using questionnaire
  35. 35. 35 QUESTIONNAIRE In this method, pre-printed list of questions arranged in a sequence which is used by the researcher for collecting data. The questionnaire is filled by the respondents. The questionnaire is considered as the heart of the survey. 3.4 STATISTICAL TOOLS The statistical tools are used to obtain findings and information in logical sequence from the data collected. Percentage method & coefficient of correlation can be used for representation of analysis and computation. PERCENTAGE METHOD In this proportion of an individual observation in a distribution is described. The most convention for describing the position of an individual score in distribution of scores is a percentage method. No of respondents Percentage = × 100 Total No of respondents CHI-SQUARE TEST: It is a statistical method used in the context of sampling analysis fpr comparing variance to a theoretical variance. It is a non parametric test, it can be used to determine if categorical data shows dependencies (or) two classifications are independent the researcher used this text to i. To test the fitness ii. To test the significant association between two attributes
  36. 36. 36 FORMULA 1) λ² = σs²/ σp²(n-1) σs² = variance of sample σp² = variance of population (n-1) =degree of freedom n = no of items in the sample 2) R = (O-E) ² /E O = Observed frequency E = Expected frequency
  37. 37. 37 DATA ANALYSIS AND INTERPRETATION TABLE: 1 AWARENESS OF COMPETENCY MAPPING S.NO AWARENESS NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Yes 80 80 2 No 20 20 Total 100 100 INTERPRETATION: The above table spells about the respondents having awareness about the competency mapping, where 80% of the respondents are having awareness about the competency mapping and the remaining 20% of the respondents don‟t have awareness about the competency mapping. The awareness can be created through various programs which can be conducted by the organization.
  38. 38. 38 CHART: 1 AWARENESS OF COMPETENCY MAPPING
  39. 39. 39 TABLE: 2 COMPETENCY MAPPING IN MANPOWER PLANNING S.NO Manpower Planning NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Invariably 5 5 2 Frequently 0 0 3 Rarely 5 5 4 Never 90 90 Total 100 100 INTERPRETATION: The above table explains about the manpower in competency mapping, where 90% of the employee suggests that competency mapping can‟t help in doing manpower planning, but 5% of the employees supporting towards the presence of competence mapping in manpower and remaining 5% cant able to suggest.
  40. 40. 40 CHART: 2 COMPETENCY MAPPING IN MANPOWER PLANNING
  41. 41. 41 TABLE: 3 PERFORMING COMPETENCY MAPPING REGULARLY IN COMPANY S.NO NECESSSITY NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Invariably 93 93 2 Frequently 5 5 3 Rarely 2 2 4 Never 0 0 Total 100 100 INTERPRETATION: The above table explains about the respondents of necessity of competency mapping in the present scenario. From the above table, it is clear that 93% of the employees say that competency mapping is necessary for the growth of organization and 5% suggest they performing competency mapping frequently and the remaining 2 said rarely.
  42. 42. 42 CHART: 3 PERFORMING COMPETENCY MAPPING REGULARLY IN COMPANY
  43. 43. 43 TABLE: 4 RECRUITMENT AND SELECTION PROCESSES CARRIED OUT CONSIDERING COMPETENCY OF THE INDIVIDUALS S.NO ASSESSMENT NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Yes 15 15 2 No 85 85 Total 100 100 INTERPRETATION: The above table spells about the respondents of assessing competency mapping in the past. From the above table it is clear that 15% of the respondents have assessed the competency mapping in the past and the remaining 85% of the respondents didn‟t assess that Recruitment and selection processes carried out considering competency of the Individuals.Now the organization has training the employees about the ways through which they assess their competencies.
  44. 44. 44 CHART: 4 RECRUITMENT AND SELECTION PROCESSES CARRIED OUT CONSIDERING COMPETENCY OF THE INDIVIDUALS
  45. 45. 45 TABLE: 5 COMPETENCY MAPPING HELPFUL IN INDIVIDUAL CAREER DEVELOPMENT S.NO Career Development NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Strongly agree 67 67 2 Agree 33 33 3 Moderate 0 0 4 Disagree 0 0 5 Strongly Disagree 0 0 Total 100 100 INTERPRETATION: The above table explains about the career development through Competency Mapping where 67% accepting and 33% said no to career development through competency mapping.
  46. 46. 46 CHART: 5 COMPETENCY MAPPING HELPFUL IN INDIVIDUAL CAREER DEVELOPMENT
  47. 47. 47 TABLE: 6 THE COMPETENCY THAT HELP THE MOST S.NO Competency NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Knowledge of basic accounting principles and procedures 15 15 2 Ability to read, understand and follows written direction 55 55 3 Facilitation skills ability to focus and direct group discussion 15 15 4 Decision making skills ability to weigh options and foresee consequences of decisions 15 15 Total 100 100 INTERPRETATION: The above table explains about the respondents using various competence that help the most. From the above table, it is clear that 15% of the employees have assessed their competencies through Knowledge of basic accounting principles and procedures , 55% of the respondents have assessed by Ability to read, understand and follows written direction , 15% of the respondents have assessed their competency by Facilitation skills ability to focus and direct group discussion and the remaining 15% of the respondents have assessed by Decision making skills ability to weigh options and foresee consequences of decisions
  48. 48. 48 CHART: 6 THE COMPETENCY THAT HELP THE MOST
  49. 49. 49 TABLE: 7 CHALLENGES IN JOB OR ROLE S.NO Challenges NO OF RESPONDENTS NO OF RESPONDENTS % 1 Strongly agree 15 15 2 Agree 50 50 3 Neutral 0 0 4 Disagree 35 35 5 Strongly disagree 0 0 Total 100 100 INTERPRETATION: The above table spells out the respondents having challenges in Job. From the statistical data, it is clear that most of the respondents agreed that they are facing challenges in their job environment.
  50. 50. 50 CHART: 7 FACING CHALLENGES IN JOB OR ROLE
  51. 51. 51 TABLE: 8 HIGH COMPETITION FOR TALENTED PEOPLE IN MARKETING PLACE S.NO High Competitions NO OF RESPONDENTS NO OF RESPONDENT % 1 Yes 54 54 2 No 46 46 Total 100 100 INTERPRETATION: The above table spells out the respondents may or may not facing high challenges in market place. The results are certainly similar.
  52. 52. 52 CHART: 8 HIGH COMPETITION FOR TALENTED PEOPLE IN MARKETING PLACE
  53. 53. 53 TABLE: 9 EXPERIENCED ANY SETBACKS DUE TO LACK OF COMPETENCY PEOPLE S.NO Setbacks NO OF RESPONDENTS NO OF RESPONDENTS % 1 Yes 35 35 2 No 65 65 Total 100 100 INTERPRETATION: The above table explains about the respondents are not having much setbacks in the recent past due to lack of competence people.
  54. 54. 54 CHART: 9 EXPERIENCED ANY SETBACKS DUE TO LACK OF COMPETENCY PEOPLE
  55. 55. 55 TABLE: 10 MISSED BUSINESS OPPORTUNITIES IN THE RECENT PAST S.NO Missed business Opportunities NO OF RESPONDENTS NO OF RESPONDENTS % 1 Yes 20 20 2 No 80 80 Total 100 100 INTERPRETATION: The above table explains the majority (80%) respondents suggest that they never missed any business opportunities in the recent past but 20% said they missed some important business opportunities.
  56. 56. 56 CHART: 10 MISSED BUSINESS OPPORTUNITIES IN THE RECENT PAST
  57. 57. 57 TABLE: 11 COMPETENCIES CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND INTERVENTIONS S.NO CONTINUOUS EFFORT AND INTERVENTIONS NO OF RESPONDENTS NO OF RESPONDENT % 1 Strongly agree 80 80 2 Agree 20 20 3 Neutral - 0 4 Disagree - 0 5 Strongly disagree - 0 Total 100 100 INTERPRETATION: The above table explains about, whether Competencies can be developed through continuous efforts and interventions. From the above statistical data, it is clear that most of the respondents strongly agreed that their competencies are developed through continuous efforts and interventions.
  58. 58. 58 CHART: 11 COMPETENCE CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND INTERVENTIONS
  59. 59. 59 TABLE: 12 INVEST TIME AND EFFORT IN BUILDING THE COMPETENCIES S.NO TIME AND EFFORT NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Strongly agree 40 40 2 Agree 30 30 3 Moderate 20 20 4 Disagree 5 5 5 Strongly disagree 5 5 Total 100 100 INTERPRETATION: The above table clearly explains the respondents were using various ways for assessing their competencies. From the above table, it is clear that 40% of the respondents strongly agreed with spending their time and effort on building competency, 30% agreed ,20% of the respondents made a moderate approach and the remaining 10% of the respondents was not at all agreed with spending their time and effort on building competency.
  60. 60. 60 CHART: 12 INVESTING TIME AND EFFORT IN BUILDING THE COMPETENCIES
  61. 61. 61 TABLE: 13 BUILDING A COMPETENCY BASED ORGANIZATION S.NO BUILDING COMPETENCY NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Strongly agree 25 25 2 Agree 50 50 3 Moderate 20 20 4 Disagree - 0 5 Strongly disagree 5 5 Total 100 100 INTERPRETATION: The above table clearly explains the respondents believes in building competency based organization. From the above table, it is clear that 25% of the respondents have strongly agreed, majority of 55% respondents have agreed with building competency based organization, 20% of the respondents were moderately accepting and the remaining 5% of the respondents were strongly disagreed.
  62. 62. 62 CHART: 13 BUILDING A COMPETENCY BASED ORGANIZATION
  63. 63. 63 TABLE: 14 RECRUIT PEOPLE BASED ON COMPETENCIES S.NO RECRUIT PEOPLE NO OF RESPONDENTS NO OF RESPONDENCES % 1 Strongly agree 7 7 2 Agree 93 93 3 Neutral - 0 4 Disagree - 0 5 Strongly disagree - 0 Total 100 100 INTERPRETATION: The above table explains about the majority of the respondents have agreed with recruiting employees based on competencies
  64. 64. 64 CHART: 14 RECRUIT PEOPLE BASED ON COMPETENCIES
  65. 65. 65 TABLE: 15 ALREADY HAVE A COMPETENCY BASED COACHING SCHEME S.NO COACHING SCHEME NO OF RESPONDENTS NO OF RESPONDENTS % 1 Yes 30 30 2 No 70 70 Total 100 100 INTERPRETATION: The above table explains about the respondents response about the existence of competency based coaching scheme before and majority of the respondents (i.e) 70% said NO to the availability of competency coaching scheme in the recent past.
  66. 66. 66 CHART: 15 ALREADY HAVE A COMPETENCY BASED COACHING SCHEME
  67. 67. 67 TABLE: 16 SUCCESS THROUGH COMPETENT MANAGERS S.NO SUCCESS THROUGH COMPETENT MANAGERS NO OF RESPONDENTS RESPONDENTS % 1 Strongly agree - 0 2 Agree 85 85 3 Neutral 15 15 4 Disagree - 0 5 Strongly disagree - 0 Total 100 100 INTERPRETATION: The above table explains about the success of the organization through competent managers and the majority 85% of the respondent was agreed with this statement
  68. 68. 68 CHART: 16 SUCCESS THROUGH COMPETENT MANAGERS
  69. 69. 69 TABLE: 17 TRAINING IDENTIFICATION OF COMPETENT GAPS AND COMPETENT NEEDS S.NO TRAINING NO OF RESPONDENTS NO OF RESPONDENTS (%) 1 Yes 55 55 2 No 45 45 Total 100 100 INTERPRETATION: The above table spells about the respondents training based on scientific or at least systematic identification of competency gaps and competency needs. Here 55% accepting and 45% was not accepting the training based on scientific or at least systematic identification of competency gaps and competency needs.
  70. 70. 70 CHART: 17 TRAINING IDENTIFICATION OF COMPETENT GAPS AND COMPETENT NEEDS
  71. 71. 71 TABLE: 18 PROMOTION THROUGH COMPETENCY ASSESSMENT S.NO PROMOTION NO OF RESPONDENTS RESPONDENCE % 1 Strongly agree 20 20 2 Agree 70 70 3 Neutral 10 10 4 Disagree - 0 5 Strongly disagree - 0 Total 100 100 INTERPRETATION: The above table explains about the respondents got the motivation and support from the organization. From the above statistical data, it is clear that most of the respondents agreed that their promotion policies require some form of competency assessment.
  72. 72. 72 CHART: 18 PROMOTION THROUGH COMPETENCY ASSESSMENT
  73. 73. 73 TABLE: 19 ORGANISATION VALUE TALENT AND EXCELLENCE S.NO VALUE NO OF RESPONDENTS RESPONDENCE % 1 Strongly agree 10 10 2 Agree 80 80 3 Neutral 10 10 4 Disagree - 0 5 Strongly disagree - 0 Total 100 100 INTERPRETATION: The above table explains about the organisation value talent and excellence. From the above statistical data, it is clear that most of the respondents agreed that they their organisation value talent and excellence.
  74. 74. 74 CHART: 19 ORGANIZATION VALUE TALENT AND EXCELLENCE
  75. 75. 75 TABLE: 20 INNOVATIONS AND SCIENTIFIC WAY OF DOING THINGS S.NO TRAINING PROGRAM INCREASES PRODUCTIVITY NO OF RESPONDENTS RESPONDENT % 1 Strongly agree 10 10 2 Agree 70 70 3 Neutral 20 20 4 Disagree - 0 5 Strongly disagree - 0 Total 100 100 INTERPRETATION: The above table spells out the organisation encourages innovative and scientific way of doing things and 70% of the respondents accepted the fact(i.e) their organisation encourage innovations and scientific way of doing things.
  76. 76. 76 CHART: 20 INNOVATIONS AND SCIENTIFIC WAY OF DOING THINGS
  77. 77. 77 CHI-SQUARE TEST CHALLENGES IN YOUR JOB OR ROLE Challenges Observed frequency(O) Expected frequency(E) (O-E) (O-E)² (O-E)²/E Strongly Agree 15 20 -5 25 1.25 Agree 50 20 30 900 45 Neutral 0 20 -20 400 20 Disagree 35 20 15 225 11.25 Strongly Disagree 0 20 -20 400 20 Total 100 100 97.75 R = (O-E) ²/E = 97.75 Degree of freedom = (n-1) =5-1 =4 Degree of freedom at 5% level of significance=6.26 Since the table value is less than the calculated value Null Hypothesis is rejected.
  78. 78. 78 COMPETENCIES CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND INTERVENTIONS Continuous efforts and Interventions Observed frequency(O) Expected frequency(E) (O-E) (O-E)² (O-E)²/E Strongly Agree 80 20 -60 3600 180 Agree 20 20 0 0 0 Neutral 0 20 -20 400 20 Disagree 0 20 -20 400 20 Strongly Disagree 0 20 -20 400 20 Total 100 100 240 R = (O-E) ²/E = 240 Degree of freedom = (n-1) =5-1 =4 Degree of freedom at 5% level of significance=6.26 Since the table value is less than the calculated value Null Hypothesis is rejected.
  79. 79. 79 INVESTING TIME AND EFFORT IN BUILDING THE COMPETENCIES Investing time and efforts Observed frequency(O) Expected frequency(E) (O-E) (O-E)² (O-E)²/E Strongly Agree 40 20 20 400 20 Agree 30 20 10 100 5 Neutral 20 20 0 0 0 Disagree 5 20 -15 225 11.25 Strongly Disagree 5 20 -15 225 11.25 Total 100 100 48 R = (O-E) ²/E = 48 Degree of freedom = (n-1) =5-1 =4 Degree of freedom at 5% level of significance=6.26 Since the table value is less than the calculated value Null Hypothesis is rejected.
  80. 80. 80 BUILDING A COMPETENCY BASED ORGANISATION Building Competency Observed frequency(O) Expected frequency(E) (O-E) (O-E)² (O-E)²/E Strongly Agree 25 20 5 25 1.25 Agree 50 20 30 900 45 Neutral 20 20 0 0 0 Disagree 0 20 -20 400 20 Strongly Disagree 5 20 -15 225 11.25 Total 100 100 77.5 R = (O-E) ²/E = 77.5 Degree of freedom = (n-1) =5-1 =4 Degree of freedom at 5% level of significance=6.26 Since the table value is less than the calculated value Null Hypothesis is rejected.
  81. 81. 81 RECRUIT PEOPLE BASED ON COMPETENCIES RECRUITMENT Observed frequency(O) Expected frequency(E) (O-E) (O-E)² (O-E)²/E Strongly Agree 7 20 -13 169 8.45 Agree 93 20 73 5329 266.45 Neutral 0 20 -20 400 20 Disagree 0 20 -20 400 20 Strongly Disagree 0 20 -20 400 20 Total 100 100 334.9 R = (O-E) ²/E = 334.9 Degree of freedom = (n-1) =5-1 =4 Degree of freedom at 5% level of significance=6.26 Since the table value is less than the calculated value Null Hypothesis is rejected.
  82. 82. 82 FINDINGS & SUGGESTION FINDINGS 80% of the employees in HCL Infosystems have the awareness about the concept of Competency mapping. Because they have this concept in their organization. 90% of the employee suggests that competency mapping can‟t help in doing manpower planning, 93% of the employees say that competency mapping is necessary for the growth of organization. 85% of the respondents didn‟t assess that Recruitment and selection processes carried out considering competency of the Individuals. 67% accepted that their career was developed through Competency Mapping Competency that help the most is the Ability to read, understand and follows written direction The most of the respondents agreed that they are facing challenges in their job environment. The Employees are consequently facing high challenges in market place. The Employees are not having setbacks in the recent past due to lack of competence people. The Employess never missed any business opportunities in the recent past due to lack of competent people to handle any one or more functions or territories or lines of business. The Employees are strongly agreed that their competencies are developed through continuous efforts and interventions. Top managements are willing to invest time and effort in building the competencies of employees on a continuous basis 93% of Enployees are intended to recruit people on the basis of competencies that are needed to perform each job. There is no competency based coaching scheme before. 83% of the Top managers believe that the success of their organization depend on having competent managers.
  83. 83. 83 55% of Employees are accepting the training based on scientific or at least systematic identification of competency gaps and competency needs. 80% of the Employees agreed that their promotion policies require some form of competency assessment. 80% of the Employees agreed that they their organisation value talent and excellence. 70% of the Employees accepted the fact(i.e) their organisation encourage innovations and scientific way of doing things
  84. 84. 84 SUGGESTIONS The organization should create awareness about the Competency mapping and their uses among the employees through various programs. The organization should enhance the employee‟s competencies through various training and development programs. The HR manager can take the initial steps to teach their employees for assessing the employee‟s competencies. After finding their skills, they can provide the initiatives to the employees to excel as a potential employee with specific skill. And also they can enhance the multiple skills among the employees. By giving a proper communication, the organization can avoid the problems while implementing the competency mapping. Recruitment and Selection processes must be carried out by considering competency of the individuals The organization should create awareness about the Competency mapping and their uses among the employees through various programs. The organization should enhance the employee‟s competencies through various training and development programs. The HR manager can take the initial steps to teach about the range of methods for assessing the employee‟s competencies. After finding their skills, they can provide the initiatives to the employees to excel as a potential employee with specific skill. And also they can enhance the multiple skills among the employees. The organization should provide a separate cabin for each employee to excel their talents so that the employee also feels independence in their work. By giving a proper communication, the organization can avoid the problems while implementing the competency mapping.
  85. 85. 85 CONCLUSION Competency mapping and assessment provides clear indication of employee developmental needs. Candidate weakness with respect to the required competencies discovered in the assessments shows opportunity for development for the candidate. HCL Infosystems also benefited out of the Competency mapping. For that, the HR manager has also taken many initiatives for the welfare of both the employees and the organization. This organization has used the competency mapping for various purposes like selection process, performance appraisal, succession planning & promotion etc. There is no doubt that if the organization has used the competency mapping, they will definitely get the success. At present scenario, Competency mapping is essential for every organization. Only thing that if the organization used it effectively means, they will definitely get benefit. The employee‟s competencies can be enhanced through conducting various training and development program, assigning projects, to involve all the employees in decision-making process etc.
  86. 86. 86 BIBLIOGRAPHY BOOKS: Training and Development - V.V.Reddy Human Resource Management - Dr. Nagarajan Creativity in Training - Sumati Reddy Human Resource Management - L.M.Prasad NEWSPAPER: Business Line MAGAZINES: HR review Business world Environmental Management Business Today WEBSITES: www.wisegeek.com www.tvrls.com www.citehr.com www.lukew.com www.sunrise.net.in www.careertrainer.com www.e-hresources.com www.hinduonnet.com
  87. 87. 87 ANNEXURE EMPLOYEE RELATED QUESTION Good morning /evening, SirMadam. I am V.N.STEFFY doing my MBA at Nesamony Memorial Christian College,Marthnadam. As a part of the partial fulfillment for the MBA course, I am undertaking a project titled “A STUDY OF EMPLOYEES ON COMPETENCY MAPPING” ,IN HCL INFOSYSTEMS. I would be happy if you spend some time in answering the following questions. This study is purely for academic purpose only. The answers would be kept confidential. QUESTIONNAIRE Name : Qualification : Designation : 1. Are you aware of the term Competency? a. [ ] Yes b. [ ] No 2. Does competency mapping help you to do manpower planning? a. Invariably [ ] b.Frequently [ ] c.Rarely [ ] d.Never [ ] 3. Do you perform competency mapping regularly in your company? a. Invariably [ ] b.Frequently [ ] c.Rarely [ ]
  88. 88. 88 d.Never [ ] 4. Does Recruitment and Selection processes carried out considering competency of the individuals? a. Yes [ ] b. No [ ] 5. Does competency mapping helpful in individual‟s career development? a. Strongly Agree b. Agree c. Moderate d. Disagree e. Strongly Disagree 6. What Competency helps you the most? a. [ ] Knowledge of basic accounting principles and procedures. b. [ ] Ability to read, understands, and follows written directions. c. [ ] Facilitation skills – ability to focus and direct group discussions. d. [ ] Decision-making skills – ability to weigh options and foresee consequences of decisions. 7. Have you faced any challenges in your job or role? a. [ ] Strongly Agree b. [ ] Agree c. [ ] Moderate d. [ ] Disagree e. [ ] Strongly Disagree 8. Are you in a business where there is high competition for talented people in market place? a) [ ] Yes b) [ ] No
  89. 89. 89 9. Has your organization experienced any setbacks in the recent past due to lack of competent people? a) [ ] Yes b) [ ] No 10.Has your organization missed any business opportunities in the recent past due to lack of competent people to handle any one or more functions or territories or lines of business etc? a) [ ] Yes b) [ ] No 11. My top management believes that competencies can be developed through continuous effort and interventions? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 12. My top management willing to invest time and effort in building the competencies of my employees on a continuous basis? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 13. My top management believes in building a competency based organization? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree
  90. 90. 90 e. [ ] Strongly disagree 14.I intend to recruit people on the basis of competencies needed to perform each job? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 15.I already have a competency based coaching scheme? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 16. My Top managers believe that the success of my organization depend on having competent managers? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 17. Is your training based on scientific or at least systematic identification of competency gaps and competency needs? a) [ ] Yes b) [ ] No
  91. 91. 91 18. My promotion policies require some form of competency assessment? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 19. My organization value talent and excellence? a. [ ] Strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] Strongly disagree 20. My organization encourages innovations and scientific way of doing things? a. [ ] strongly agree b. [ ] Agree c. [ ] Moderate d. [ ] disagree e. [ ] strongly disagree Thank You.
  92. 92. 92 REVIEW OF LITERATURE Mr. Milind Kotwal had already studied the competency mapping under the title “Model and method for Competency Mapping and Assessment”. As per their objective, Competency mapping helps to develop objective system for recruitments, Promotions, training & development, and performance diagnostics. And also they are offering consultancy services in the following areas: organizational diagnostic studies, corporate and strategic planning, performance management and performance appraisal, competency mapping and assessment, customer satisfaction studies. They have studied the competency mapping in relation with job description. For Competency mapping and Assessment, Milind Kotwal‟s study had taken job description, job factors, and organization culture. But this study is studied under the title” A study on Competency mapping for the employees”. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work. I have interviewed HR manager and employees of HCL Infosystems for this study. Here the study will analyze about how the competency mapping is useful for assessing individual and providing performance appraisal.
  93. 93. 93 CHAPTER I INTRODUCTION
  94. 94. 94 CHAPTER II INDUSTRY PROFILE
  95. 95. 95 CHAPTER III COMPANY PROFILE
  96. 96. 96 CHAPTER IV RESEARCH METHODOLGY
  97. 97. 97 CHAPTER V DATA ANALYSIS & INTERPRETATION
  98. 98. 98 CHAPTER VI FINDING & SUGGESTIONS
  99. 99. 99 A SAMPLE IMPLEMENTED GRAPH OF COMPETENCY MAPPING

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