The document discusses competency mapping in the IT industry. It provides an overview of competency mapping and defines technical and behavioral competencies. It then describes the functional competencies required for various human resource development roles like recruitment, promotion, performance appraisal, etc. The objectives of the study are to identify competencies for different job levels or bands in an organization. The scope involves mapping competencies for multiple bands in an IT consulting practice. The study aims to help the organization identify the right fit between jobs and employees.

1. Competency Mapping
A
PROJECT REPORT OF
“COMPETENCY MAPPING IN IT INDUSTRY”
UNDERTAKEN AT
PRAGHATHI CONSULTANCY SERVICES
Project report submitted in partial fulfillment for Award of
MASTER OF BUSINESS ADMINISTRATION
OF
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY,
ANANTAPUR
By
S.GOUSIYA BEGUM
Regd No:093C1E0041
Under the guidance of
Mrs.V.RADHAMMA(MBA)
Head of the Department
Master of Business Administration
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2. Competency Mapping
Indira Priyadarshini College of Engineering & Technology
(Affiliated To Jawaharlal Nehru Technological University,Anantapur
Nannur(village), Kurnool(Dist)518002
2009-2011
Company certificate
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3. Competency Mapping
INDIRA PRIYADARSHINI COLLEGE OF ENGINEERING &
TECHNOLOGY
(Affiliated To Jawaharlal Nehru Technological University, Anantapur
Nannur (village), Kurnool(Dist)518002
2009-2011
CERTIFICATE
This is to certify that project work entitled a “ COMPETENCY MAPPING
IN IT INDUSTRY” is submitted by S.GOUSIYA BEGUM for the award of degree of
MASTER OF BUSINESS ADMINISTRATION to Jawaharlal Nehru
Technological University, Anantapur is a record of independent research work
undertaken by her /him under my supervision and guidance and has not been
submitted earlier for the degree or diploma of any University or Institute.
Mrs.V.RADHAMMA
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4. Competency Mapping
Head of the Department
(Project Guide)
DECLARATION
I here by declare that this project report titled A STUDY ON “COMPETENCY
MAPPING IN IT INDUSTRY” is done by me in PRAGHATHI
CONSULTANCY SERVICES Submitted by me as part of partial fulfillment for the
award of the MASTER OF BUSINESS ADMINISTRATION, at INDIRA
PRIYADARSHINI COLLEGE OF ENGG&TECH.FOR WOMEN, JNTU
University, is a record of Beneficed work done me. I also declare that this report has to my
knowledge is my own and is neither submitted to any other university nor published any time
before.
DATE:
PLACE:
(S.GOUSIYA BEGUM)
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5. Competency Mapping
ACKNOWLEDGEMENT
I thanks to Ramana Reddy, Venkat Ram Reddy, Chairman, AVR &
SVR Group of Institutions for making it convenient to undertake a project
work.
I would like to express my sincere thanks to Sudhakar Babu Principal ,
Indira Priyadarshini College of Engg & Tech., for Women for helping me in
the completion of project work.
My humble thanks to Mrs.V.RADHAMMA for being my project guide and
for expert guidance, constructive criticism and valuable suggestions throughout
the project work.
I take it a privilege to record here my deep sense of gratitude
to_____________, Human Resource Manager Praghathi Consultancy
Services for giving me opportunity to work on my project in the company. I
heart fully thank all the members who are working in Praghathi Consultancy
Services, for giving me timely guidance and co-operation to complete this
project report.
I would like to express my sincere thanks to all my faculty members for
helping me in the completion of project work.
I thank all my classmates and friends who helped directly or indirectly in
the completion of my project work.
Last but not least I extremely thank my parents for giving moral support and
encouragement without which the project would not be materialized.
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S.GOUSIYA BEGUM
Reg. No: 093C1E0041
CONTENTS
CHAPTER-1
INTRODUCTION
• NEED OF THE STUDY
• OBJECTIVES OF THE STUDY
• SCOPE OF THE STUDY
• REASEARCH METHODOLOGY
• LIMITATIONS OF THE STUDY
CHAPTER-2
INDUSTRY PROFILE
CHAPTER-3
COMPANY PROFILE
CHAPTER-4
COMPANY DATA ANALYSIS & INTERPRETATION
CHAPTER-5
FINDINGS
SUGGESTIONS
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7. Competency Mapping
CONCLUSION
CHAPTER-6
BIBLOGRAPHY
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8. Competency Mapping
CHAPTER-1
INTRODUCTION
A competency is an underlying characteristic of a person, which enables him to deliver
superior performance in a given job, role or a situation. This characteristic may be called an
‘attribute bundle’, consisting of knowledge, skills, traits, social role, self-image and motive.
The ‘underlying characteristic’, manifests itself in the form of behavior, which helps
identification and measurement of the competency.
This is a competency era. It is beyond doubt that it is beneficial and cost effective, to have
competent people to occupy higher-level positions. Alternatively, Competency also refers to
the intellectual, managerial, social and emotional competency.
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9. Competency Mapping
There are two basic levels of competencies: technical and behavioral. The first level,
Technical Competencies are predominately about acquired knowledge and technical abilities
and skills. These competencies are often easier to see, train for and develop. Examples of
technical competencies include knowledge of applicable legislation and case law, knowledge
of valuation methodology.
The second level of competencies is Behavioral Competencies, such as communication skills
or team member skills. These competencies can be harder to see and develop but are key
indicators of how an individual approaches his/her work.
COMPETENCY MAPPING:
A competency is an underlying characteristic of a person, which enables him to
deliver superior performance in a given job, role or a situation. This characteristic may be
called an ‘attribute bundle’, consisting of knowledge, skills, traits, social role, self-image and
motive. The ‘underlying characteristic’, manifests itself in the form of behaviour, which
helps identification and measurement of the competency.
This is a competency era. It is beyond doubt that it is beneficial and cost effective, to have
competent people to occupy higher-level positions. Alternatively, Competency also refers to
the intellectual, managerial, social and emotional competency.
There are two basic levels of competencies: technical and behavioural. The first level,
Technical Competencies are predominately about acquired knowledge and technical abilities
and skills. These competencies are often easier to see, train for and develop. Examples of
technical competencies include knowledge of applicable legislation and case law, knowledge
of valuation methodology.
The second level of competencies is Behavioural Competencies, such as communication
skills or team member skills. These competencies can be harder to see and develop but are
key indicators of how an individual approaches his/her work.
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Functional Competency Mapping:
FUNCTIONS OF HUMAN RESOURCE DEVELOPMENT
• Recruitment
• Promotion
• Transfer
• Performance Appraisal
• Personal record
• Disciplinary action
• Grievance handling
Recruitment:
T h e r e c r u i t m e n t a t H I L i s d o n e t h r o u g h d a t a b a n k s o r f r o m external
sources like Employment Exchange, man power consultancies, campus and walk-interviews,
advertisement in newspaper.
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Promotion:
Promotion is a scientific procedure to be adopted by the management to avoid any
misunderstanding among the employees. A person to whom the promotion is given must be
sufficiently tested in all respect. His efficiency, his record of job performance, his decision
making capacity, leadership, initiative, all the qualities should be proper the tested and then
given him an opportunity of promotion.
Transfer:
At HIL the transfer policy for the employees and standardized rules regarding transfer are as
follows:
a) Mode of travel from original location to new location:-
Mode of travel with family from original location to new location as per grade
entitlement specified in the travel policy
b ) S t a y a r r a n g e m e n t s a t n e w l o c a t i o n f o r p r e v i e w trip:-
Company will make stay arrangements for employee’s family for a maximum of
fourteen days
c) Setting allowance:-
To facilitate employee setting down at new location. A one time allowance
will be payable to her/him.
d) Transfer advance:
An employee can take an allowance from the original allowance to adjust
against transfer reimbursement.
Performance Appraisal:
Performance appraisal system is developed by company for achieving continual
development of strength and identifying the once requiring improvement of
employees.
Performance Appraisal process steps:
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Setting of performance plan/ targets.
S e l f - a p p r a i s a l by the employees of his own performance.
Review by the supervisory management boss.
Assessment of the approval of all individual.
Assessment of the approval of all individual.
Personal records:
Proper record keeping is essential for the working of any establishment. In personal record
include the entire information positive or negative if it is achievement, promotion, training
etc., or negative such as Disciplinary action. Warning letter or suspended for the given time.
Disciplinary action:
It refers to action taken by the management authority against the worker for the offence
committed by him. Disciplinary action is taken by the management to improve the behavior
of the workers. Disciplinary action may include one or more of the following:
1.Verbal warning
2.written warning
3.Suspension for a particular period
4.Demotion
5.Dismissal
6.Cut-off wages
Grievance handling
A grievance as per HIL specification means communicationf r o m
an employees or
g r o u p o f e m p l o y e e s e x p r e s s i n g dissatisfaction with any mat
ter or decisionfailing and acertain areas defined by a compan
y c o n n e c t e d w i t h t h e i r employment. This may include grievance in regarding pay
onc o m p e n s a t i o n , t r a i n i n g , j o b s e c u r i t y , c a r e e r d e v e l o p m e n t , promotion,
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13. Competency Mapping
working condition, transfer welfare activity communication, discipline, attendance, leave
records etc.
A Model for Competency Mapping
Heads of Functional DepartmentsFinance/ Marketing /HR/Technical/OthersHeads of the
Functional Departments explain in detailwhat all competencies should an employee
possessHR DepartmentHR Department designs such aperformance appraisal method,
whichchecks the competencies possessed byt h e e m l o e e a n d t o w h a t d e r e e .
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Need of the Study
Finding the right fit for the right job is a matter of concern for most organisations
especially in today’s economic crisis. As meeting an individual's career aspirations are
concerned, once the organisation gives an employee the perspective of what is required from
him/her to reach a particular position, it drives them to develop the competencies for the
same.
Competencies enable individuals to identify and articulate what they offer -regardless
of the job. Competency mapping is a process of identifying key competencies for a particular
position in an organisation, and then using it for job-evaluation, recruitment, training and
development, performance management, succession planning, etc. Introduction of
competency mapping has also involved introducing skill appraisals in performance
appraisals.
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OBJECTIVES OF THE STUDY
1. Identifying various roles people play in this Practice - which means
varied roles in the band level.
2. Identifying the basic understanding of the structure of Practice roles -
which means understanding the framework pertaining to a particular band
and the kind and nature of work done under it.
3. Identifying how do people and at what level do they interact with clients
– which means identifying whether employees of the bands interact with
clients, or it is a feature of higher bands.
4. Identifying the years of experience for all employee in the Practice
which means from the secondary data.
5. Surveying via the mailed questionnaire method, which probes about kind
of competencies they possess
6. Identifying various competencies/skill set associated with each band –
mapping the competencies of each band
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SCOPE OF THE STUDY
The span of the study instead of being limited to one particular band of the E-
Governance Consulting Practice, [leaving the Programmers/Developers]; is
spread over all the other 4 bands i.e. B1, B2, C1, C2. Since E-Governance
Consulting Practice is a relatively new Practice, and is picking up on its
demands; the study on finding competencies relevant to it will bring about
dynamism in tuning the Practice to such levels, that always it will yield to high
performance and the Practice will be able to gain more in being the most sought
after.
This stage deals with the start up to a competency development process
involving data gathering and preparation for an intervention. It deals essentially
with the following:
 Identify an exhaustive set of job families in the organization. E.g.
Developers, Consultants, Associate Consultants, Senior Consultants,
Principal, Practice Heads
 Obtain Role data in regard to such identified job families
 Identify job roles within each job families E.g. In the Consultants family
the employees are distinguished by their years of experience. Similarly
with the other job families
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17. Competency Mapping
 Review the job roles for its clarity in regard to Job Purpose, Objectives,
Key Responsibilities, and critical success factors
 Review for inadequacies, if any, and improve upon the Role Profile form,
to prepare it to be reviewed for competency mapping requirement
Stage 1: Identify major categories of skills
 Each job has its minimum skill requirements, to establish proficiency
levels of the incumbents, to perform their roles effectively
 Determine skills required to perform a job effectively
 Enable each job family and jobs within those job families to gain
consistency in skills that have been stated as required to perform a job
 These skill requirements are determined on a functional and managerial
basis and demonstrate capabilities that would enable a role incumbent to
perform his or her role
 Consequently, every job has its set of critical or major skills and a set of
supplementary skills. Alternatively, supplementary skills could be a sub-
set of the major skill and would be essential to make out the role
incumbent performing the major skill. For example, ‘Presentation skills’
could be a critical skill and ‘Patience and Perseverance’ could be
supplementary skills. Similarly ‘Project Management’ could be a critical
skill and ‘Ability to Handle Situations’ could be supplementary skills.
 Identification of such skill sets, would establish a boundary, within which
competencies should be defined. Effectively, competencies tend to be
articulated from within the defined or pre determined skill sets
Stage 1: Identify probable competencies
 List the skills and evaluate which of them needs to be emphasized
behaviourally
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 Add or eliminate skills that appear to over lap and may cause conceptual
confusion for a role incumbent when it has to be manifested
behaviourally
 Clarify additional skills and the reason for placing those skills in relation
to a particular job
 Having identified the skills required for a particular role, possible
competencies that are critical for that role profile to be listed. This
provides a framework within which competencies definitions, assessment
sets and other band matrix issues are resolved
 Probable competency analysis would enable the evaluator to determine,
whether all the required skills have been listed and defined. This acts as a
checkpoint/benchmark
Stage 2: Data Analysis
Stage 2: Review and finalize list of competencies
 Probable competencies that are identified from the last stage, is now
reviewed to check for any internal consistency, validity versus other jobs,
exhaustiveness of competencies to fulfill the job objectives and purposes
 The competencies are now finalized for each job role
 It is agreed with the management teams
Stage 2: Construct competency definitions
Each competency is placed in an individual and multiple boxes with both job
family and competencies listed. An appropriate matching process is conducted
to identify where similar competencies tend to be necessary. It is important to
define the skill requirements for each of the said competency in each of the
levels. It is likely that the skill emphasis may differ from one job to another,
although it is for the same competency
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 Each of the competencies are now defined in the context of the role
profile
Thus the benchmark competencies have been determined. Now the next task is
to identify the competencies and mapping them, such that it is compared against
the benchmarks. This is done by following the Repertory Grid Technique.
Stage 3: Validation
The second mailed questionnaire used is the Repertory Grid questionnaire,
which is utilized to understand and map the various competencies existing in
the bands. This is the questionnaire which forms the basis for the study and is
also targeted at the 58 identified employees. Here from the obtained
competencies are compared with the benchmarks and a Gap Analysis is
performed to understand what makes the band lack in which aspect, and what
can be done to improve upon it.
Based on above format the questionnaire is so designed that it specifies each
requirement, and the intricate nature of the kind of job profile an individual
holds.
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Research Methodology
Collection of DATA
Primary Data : Questionnaires, Company Records and Respondents
Secondary Data : Through web sites , Magazines, newspapers
Sample size: 100
Sample Techniques: Random Technique
Research Instrument
RESEARCH METHODOLOGY
RESEARCH DESIGN
The design chosen for this project was “DESCRIPTIVE RESEARCH DESIGN “.Which is
used when the purpose of the research
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LIMITATIONS
• The time constraint is more important.
• The sample size is upto 100.
• The employees are not responded because of their busy
schedule.
• The project is limited to pragathi consultancy services
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CHAPTER-2
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INDUSTRIAL PROFILE
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In India, the software boom started somewhere in the late 1990s.
The profile of the Indian IT Services has been undergoing a change in the last
few years, partly as it moves up the value chain and partly as a response to the
marketdynamics.
The market competition is forcing organizations to cut down on costs of
products. The professional IT services on the other hand are becoming
increasingly expensive. Despite the global economic slowdown, the Indian IT
software and services industry is maintaining a steady pace of growth. India’s
most prized resource is its readily available technical work force. India has the
second largest English-speaking scientific professionals in the world, second
only to the U.S. It is estimated that India has over 4 million technical workers,
over 1,832 educational institutions and polytechnics, which train more than
67,785 computer software professionals every year. The enormous base of
skilled manpower is a major draw for global customers.
.
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S. NO.
Compa
nies
1.
TCS
2.
Infosys
3.
Wipro
4.
HP
5.
IBM
6.
Satya
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Advances in Information Technology and Information Systems delivery over
the past decades have restructured industries and created enormous value.
Interestingly however, research shows companies traditionally have a very
difficult time capturing the value from their investment. Any surplus created by
these improvements is often competed away and given back to customers.
Decision makers are focused on demonstrating that information Technology
expenditures result in positive net returns to the company. IT managers are
faced with a fundamental question: How does the organization use Information
Technology to create sustainable competitive advantage and capture value in its
industry? This thesis proposes a framework, the Core Competency Model, to
help companies think about Information Services strategy and Information
Technology deployment. Instead of seeking to create competitive advantage
through IT investment alone, it introduces the concept of core competencies. IT
resources can be quickly duplicated by competitors, as has been shown in the
research.
Core competencies, the complex blending of unique resources and capabilities,
are much more difficult to duplicate and form the basis for true sustainable
competitive advantage. At its heart, the Core Competency Model suggests that
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the role of the IS group is to support the formation and enhancement of the
organization's core competencies. It further identifies several capabilities and
resources that the IS group must possess to fully support the core competencies
of the enterprise. This model, if truly utilized, would change the nature of a
company's internal dialog on IT spending. Debate over which business units
should get which IT resources would be replaced with discussion of the
strategic direction and core competencies of the company. Decisions
concerning IS resource allocation and IT spending would follow very naturally
from this discussion. The Core Competency Model provides a framework for
this dialog, beginning with the strategic identification of core competencies, and
ending with the tactical analysis of the Information Systems group's capabilities
and resources
ITAA Releases IT Competency Model
The Information Technology Association of America (ITAA) is the premier IT
and electronics industry association working to maintain America’s role as the
world’s innovation headquarters. ITAA offers the industry’s only grassroots-to-
global network, carrying the voice of IT to companies, markets and
governments at the local, state, national and international levels to facilitate
growth and advocacy.
Arlington, VA – The Information Technology Association of America (ITAA)
and the U.S. Department of Labor’s Employment and Training Administration
(DOL/ETA) have launched a new information technology (IT) competency
model to help individuals prepare for job opportunities in the technology
industry. “We now have a common language for the dialogue between the
educators and executives who are working together to rebuild the talent
pipeline,” said ITAA President and CEO Phil Bond. The model provides a
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clear description of the knowledge, skills, and abilities necessary to perform
well in IT professions. In India however competency development and
mapping still remains an unexplored process in most IT organisations despite
the growing level of awareness. After all, Level 3 of PCMM is focused on the
competency framework in an organisation. Is the underlying principle of
competency mapping just about finding the right people for the right job? The
issue is much more complex than it appears, and most HR departments have
been struggling to formulate the right framework for their organisation.
The competency movement has caught on much better in the non-IT sector
than the IT sector. Only a few IT organisations which are at the higher end of
the HR value chain are known to be doing some work in this area; most are
more busy handling recruitment and compensation-related matters. "Unless
managements and HR heads have holistic expectations from their HR
departments, the competency movement is unlikely to succeed as it requires lot
of time, dedication and money,adds an hr personnel, pointing out that before an
organisation embarks on this journey it has to be very clear about the business
goals, capability-building imperatives and core competencies of the
organisation. The competency mapping process needs to be strongly integrated
with these aspects.
At Zensar and L&T Infotech
Lynette D'Silva, manager, learning & development, HR, Zensar Technologies,
points out that competency mapping helps identify the success criteria (i.e.
behavioural standards of performance excellence) required for individuals to
be successful in their roles. It helps to:
• Support specific and objective assessment of their strengths, and specify
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29. Competency Mapping
targeted areas for professional development.
• Provide development tools and methods for enhancing their skills.
• Provide the basis for a more objective dialogue with their manager or
team about performance, development, and career-related issues.
"If an individual is able to discuss the above with his manager, it will help him
to chalk out his growth perspectives in the company," states D'Silva.
Zensar has a behavioural competency model which is based on various job
roles in the organisation. D'Silva describes the process of implementation:
• Having defined the various job roles, a focused study was initiated
where job role holders were interviewed on the critical incident method
and the data of success-critical factors was collated.
• The job roles and deliverables were finalised on the basis of the
competencies derived from the data. This data was further analysed, and
on the basis of this competencies that had an impact on the job roles and
deliverables were finalised.
• After identifying the competencies, a job analysis exercise was carried
out where the importance level of every competency was ascertained
before freezing the competency model.
For team leaders and project managers, the company also runs development
centres in-house; here, individuals are profiled on behavioural competencies
required for their position. "This process creates awareness in the individual
about his behavioural traits in detail, and helps him chalk out an individual
development plan. Development centres help map an individual's potential,
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30. Competency Mapping
which is useful to both the individual and the organisation. All management
development programmes are also fine-tuned to address the specific
competency needs at different levels," explains D'Silva, adding that the 360-
degree feedback has also been designed on the competency model, enabling
managers to get feedback from their teams. This feedback is based on the
rating of the competencies which are an integral part of their managerial skill-
set.
L&T Infotech, a PCMM Level 5 company, has a successful competency-based
HR system. Recruitment, training, job rotation, succession planning and
promotions-all are defined by competency mapping. Says Dr Devendra Nath,
executive vice-president of the company, who had initiated the PCMM process
in the parent company (L&T) in 1997, "Nearly all our HR interventions are
linked to competency. Competencies are enhanced through training and job
rotation." He adds that all people who have gone through job rotation undergo
a transformation and get a broader perspective of the company. For instance, a
person lacking in negotiation skills might be put in the sales or purchase
department for a year to hone his skills in the area.
Dhananjay Savarkar, head of the training department, L&T Infotech, asserts
that in no two organisations can competency frameworks be the same; it will
vary over time even in one organisation. It is not timeless, it is contextual. "We
call it the DNA of success…it is what makes star performers work in a
particular way. Isolate the DNA and make it available to ten others," says
Savarkar. When the company started competency mapping the whole process
took eight months for six roles and two variations. Eventually, 16-18 profiles
were worked out. The company uses PeopleSoft for competency mapping.
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"Behavioural competencies do not change every month. Two appraisals are
done subsequently… every project-end for skills, and annual for behavioural
competencies." He acknowledges that there was resistance from the line
people, but when the numbers started flowing they sat up. Every quarter, an
SBU-based skills portfolio is published. Nath says that it has been a very
rewarding experience. As far as training and development is concerned, instead
of asking people to attend classes, they themselves get pulled to the classes.
Introduction of competency mapping has also involved introducing skill
appraisals in performance appraisals. This has also led to training people on
how to assess subordinates on competencies. Notes Nath, "The best human
resources development is when people in the line department do HR. Where
the HR department is the enabler, the line people see the advantage and drive
us." Competency-based HR makes this almost-utopian dream attainable.
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Competency Profile of a Project Manager in an SBU at L&T
Infotech
HCL
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HCL telecom services in the unified communications (UC) area include product
engineering services, deployment services, management services, and process
mapping services. The Unified Communications service line addresses both the
enterprise customers, to whom we can be integration partners, and OEMs, with
whom we can partner to augment their development work.
HCL telecom UC product engineering services include:
• Development
• Testing
• Customization
• Documentation
• Interoperability
• Localization
• Geo customization
• Support
• Proof of concept
The UC deployment services comprise:
• System and application integration
• SOA enablement
• Implementation
• 3rd party on boarding
As part of its management services, HCL telecom UC practice offers:
• Support for hosted services
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34. Competency Mapping
• Unified customer care
• Unified service management
The process mapping services include:
• Process management
• Process consultancy
HCL telecom UC competencies include:
• Product design and sustaining
• Mediation components
• Mobility and voice enablement
• Dashboards
• User interface
• Web, SOA, and security
• ROI analysis and assessment
• APO
The benefits for our customers from our UC practice would be:
• Increased productivity
• Reduced costs
• Increased control
• Optimized enterprise TCO leading to increase in sales
The tools and products available with the UC practice are:
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35. Competency Mapping
• Voice-based mailing system application
• CTI application for emergency services
• Appointment notification service
• Visual voice mail and MMS application
• Smart call convergence client
• SIP-based IVR application server
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WIPRO COMPANY
Wipro Technologies is a global services provider delivering technology-driven
business solutions that meet the strategic objectives of our clients. Wipro
delivers unmatched business value to customers through a combination of
process excellence, quality frameworks and service delivery innovation. Wipro
is the World's first CMMi Level 5 certified software services company and the
first outside USA to receive the IEEE Software Process Award.
Wipro Infotech is the leading strategic IT partner for companies across India,
the Middle East and Asia-Pacific - offering integrated IT solutions. They plan,
deploy, sustain and maintain clients’ IT lifecycle through their total
outsourcing, consulting services, business solutions and professional services.
Wipro Infotech helps clients’ drive momentum in their organization - no matter
what domain they are in.
WIPRO INFOTECH -Consulting
Wipro Infotech offers consulting services that support your strategic business
objectives in today's competitive business environment. As organizations move
up the value chain, they help drive clients’ business momentum in the light of
challenges arising from globalization, competition and the dynamics of
customer loyalty. The various consulting practices enable the client to achieve
execution excellence, cost leadership and business agility through IT, resulting
in sustainable business leadership in your industry.
Leveraging people, process and technology experience, Wipro Infotech aligns
the right set of practices to complement your business. Every successful project
execution highlights the practitioner experience of our consultants. They drive
home clients’ business advantage by providing advisory and implementation
frameworks, delivered through a strong focus on core business issues, strong
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process orientation and industry domain knowledge. From ideation to
completion, they are there with the client at every step of the project to resolve
any issues. Their partnership with each client is built on trust and excellence in
performance leading to successful results.
Wipro Infotech Consulting practice gives you the full benefit of:
 Strategic cost reduction: Strategic sourcing, supply chain process
consulting, procurement technology enablement, low cost country
sourcing.
 Business transformation: Business process improvement through Six
Sigma, Lean, Triz, TOC and Integrated Quality Management System
through ISO, CMMi, PCMM advisory and implementation
 Security governance: Advisory and assurance, identity management,
technical risk assessment, compliance to standards
 Strategy: Enterprise architecture and IT strategy, technology selection
and optimization, IT governance through ITIL, COBIT, ISO 20000,
shared services advisory and roll out
 E-governance: Capacity planning, e-governance strategy and roadmap,
electronic government procurement system. Elaborating the range of
service for E-Governance:
 e-Governance Strategy and Road Map
 Capacity Planning
 Process re-engineering services
 Program management
 E-Tendering solution
What is E-government?
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It is the transformation of government to provide efficient, convenient &
transparent services to the citizens & businesses through Information &
Communication technologies.
What is not e-government?
 E-Government in not about ‘e’, but about Government!
 It’s not about computers and websites, but about citizens & businesses!
 It’s not about translating processes, but about transforming processes!
WIPRO consulting in E-governance
Responsiveness, efficiency and transparency are the keywords of governance.
E-enabling various public departments have resulted in faster response time and
greater coordination to deliver on promises to the citizens. Wipro Infotech
assists in streamlining processes and policies to facilitate better public
participation through the implementation of e-governance initiatives.
Their approach to e-governance involves the 6C Model - cyber law, citizen interface,
capital, connectivity, capacity and content. Using these parameters they assess the
maturity level in e-governance. While framing clients’ e-governance strategy, Wipro
Infotech takes into account risk assessment and securing e-transactions for complete
quality and safety assurance. Organizational and qualified human resource
developments are some of the key capacity-building issues that they address.
Indicative career paths in consulting
Like all organizations, Wipro Infotech also has a career path framework which
tells the transition of an employee from one level to another, after serving the
organization for particular time period and project tenure. The five levels also
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known as ‘Bands’ at Wipro Infotech is identified as A1 – A3, B1, B2, C1, C2
and the highest level which succeeds C2. This framework is a applicable to all
the consulting divisions under Wipro Infotech including E-Governance
Consulting Practice.
The diagrammatic representation of the career path is shown as below:
The five Bands also give us the designation basket for its employees which are
as under:
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Band A1: Indicating Designation – Support
Band A2: Indicating Designation – Analyst
Band A3: Indicating Designation – Senior Analyst
Band B1: Indicating Designation – Associate Consultant
Band B2: Indicating Designation – Consultant/ Project Leader
Band C1: Indicating Designation – Practice Manager/Senior Consultant
Band C2: Indicating Designation – Principal Consultant
Whereby the first 3 Bands i.e. A1 – A3 constitute largely of
Programmers/Developers, who are fresh graduates from different colleges.
Diagrammatically the Competency Mapping procedure can be shown as under:
Identify and finalize Practice for Competency mapping
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Identify the Practice structure or hierarchy
Find out the inputs of competencies
List down the competencies for each band differentiating by years of experience
Define each core competency
Finalize the proficiency levels of each competency and define it
Get Approval from the department head and HR
Prepare a competency sheet
Competency mapping of each band
Gap analysis
Identify development areas and prepare action plan
Get approval from Practice Head and HR.
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COMPETENCY DEFINITION / COMPETENCY DICTIONARY
Identifies issues; obtains relevant information, relates
and compares data from different sources, and identifies
Analytical Thinking alternative solutions.
Plans and supports the development of others using a
competency based system. Identifies skills and abilities
Career and/or Skill to fulfill current or future job/role responsibilities more
Development effectively.
Develops and maintains strong relationships with clients
(those who buy goods and services and for whom formal
professional services are rendered) or customers (those
who consume goods and services) by listening to the
Client/Customer client/customer and understanding and responding to
Service identified needs.
Provides guidance and feedback to help an employee or
groups of employees strengthen their knowledge and
skills to accomplish a task or solve a problem, which in
Mentoring turn should improve job performance.
Communicates information to individuals or groups;
delivers presentations suited to the characteristics and
needs of the audience. Clearly and concisely conveys
written information orally or in writing to individuals or
groups to ensure that they understand the information
and the message. Listens and responds appropriately to
Communication others.
Communication – Develops presentations using a variety of media and
Presentations presents ideas effectively to individuals or groups;
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delivers presentations suited to the characteristics and
needs of the audience.
Uses effective approaches for choosing a course of
action or developing appropriate solutions and/or
reaching conclusions; takes action consistent with
available facts, constraints, and anticipated
Decision Making consequences.
Develops and maintains effective relationships with
others in order to encourage and support communication
and teamwork. Builds and maintains ongoing,
collaborative, working relationships with coworkers to
Interpersonal Skills achieve the goals of the work unit.
Demonstrates a designated level of technical skill or
knowledge in a specific technical area(s) and keeps up
with current developments and trends in areas of
expertise. May be acquired through academic,
Domain Knowledge apprenticeship or on-the-job training or a combination of
– Technical these.
Demonstrated skills and abilities needed to coordinate,
facilitate, and participate in a collaborative approach to
Leadership the completion of tasks or assignments.
Develops plans to accomplish work operations and
objectives; arranges and assigns work to use resources
efficiently. Advanced planning is more of a strategic
nature to develop plans, organizational structures, and
Planning and systems to fulfill legislative or mission driven
Organizing Work organizational goals.
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Coordinates and administers program, activities and
protocols; manages resources, monitors activities and
Program assesses environmental risks and quality control, if any,
Management quality control, associated with the program.
1) Provides oversight for project(s) and all related
activities in that setting to include quality assurance and
safety; coordinates and manages facilities, equipment,
supplies and related resources as necessary for the
project; monitors environmental risks, if any and quality
control; 2) establishes a set of tasks and activities
associated with an intended outcome and timeline; 3)
ensures actions are performed and/or implemented to
Project Management achieve the results of the project.
Analyzing competitive position by considering the market
and industry trends, existing and potential customers, and
strengths and weaknesses as compared to competitors,
provides analysis of policy issues develops program
proposals and develops plans that address long-term
Strategic Thinker customer and stakeholder needs and concerns
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CHAPTER-3
COMPANY PROFILE
M/S Praghathi Consultancy Services
At PCS, we energetically strive to deliver the best employment options for great companies
and the associates we place within them. We serve best and respected companies by sending
them the highest-quality individuals for temporary, temp-to-hire and full-time positions.
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Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and
temporary employment agencies because we're at the forefront of the ever-changing staffing
industry. We meet our clients' needs - precisely, quickly and cost-effectively - with the finest
talent.
Young and very experienced - that's probably the best way to describe us !
Pragathi helps companies in searching, selecting and managing the ever-valuable human
assets. Formed in 2005, PCS enjoys an enviable reputation for delivering efficient, effective
and professional solutions to meet our IT and ITES clients’ diverse recruitment needs. We
guide the candidates too about the best opportunities in the marketplace, and constantly
advise them in their career progression.
Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach
the best practices of recruiting to our clients. We will conduct business and HR process
reviews to assess what works and what doesn't within the client's unique corporate
environment.
Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-
per-hire, and propose tailored solutions to streamline your recruitment process. Our services
give you the opportunity to focus your expertise where it counts - on your unique business
endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with
cost-effectiveness in mind.
Our recruitment performance consulting services are designed to help take your company to
the next level of recruitment capability. Our recruitment consultants are all senior level
recruiters with years of IT and software experience in recruiting, screening, and hiring
techniques that produce lasting results in IT sector.
Adopt a "Do what it takes to get the job done”
About Pragathi
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* Mission
* Objectives
PCS is a dream of professional technocrats incorporated in 2005, with an aim to provide
customized software solutions of the utmost quality in the shortest of time spans and being
the most cost effective. A committed technical and marketing team backs the core group of
people having over 50 person-years of experience in the industry.
Our role in unfurling the latest techniques, the quality of our services, our spirit of innovation
and our sound management principles have earned us the confidence and trust of an
extensive client base. We strive for excellence in:
* Acquiring and in depth understanding of our clients business sectors
* Proposing solutions tailored to the specific needs of each client firm
* Effectively carrying out the technology transfer
* Delivering our services according to deadlines and within budgets
MISSION
To be agents of change for our clients, facilitating their passage form given condition to a
more desired, improved one and by providing information technology solutions to their
business needs.
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OBJECTIVES
To be recognized and sought out as the best 'agents of change' because of
* The soundness of our recommendations
* The relevance of our solutions
* Our technical expertise
* Our uncompromising search for excellence
* Our concern of human impacts
Companies make Prahgathi consultancy Services their first choice for full-time, direct hire,
temp-to-hire and temporary employment agencies because we're at the forefront of the ever-
changing staffing industry. We meet our clients' needs - precisely, quickly and cost-
effectively - with the finest talent.
Young and very experienced - that's probably the best way to describe us !
Prahgathi consultancy Services helps companies in searching, selecting and managing the
ever-valuable human assets. Formed in 2005, Prahgathi consultancy Services enjoys an
enviable reputation for delivering efficient, effective and professional solutions to meet our
IT and ITES clients’ diverse recruitment needs. We guide the candidates too about the best
opportunities in the marketplace, and constantly advise them in their career progression.
Services
1. IT and Non- IT job consultancy
2. Education consultants
3. Computer sales and service
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4. Digital signature product
Prahgathi consultancy Services Consulting brings valuable experience to benchmark, revise,
implement and preach the best practices of recruiting to our clients. We will conduct business
and HR process reviews to assess what works and what doesn't within the client's unique
corporate environment.
Prahgathi consultancy Services Consulting will implement methods to decrease the joining
time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment
process. Our services give you the opportunity to focus your expertise where it counts - on
your unique business endeavors. Our goal is to ensure that our clients succeed in meeting
their hiring goals with cost-effectiveness in mind.
Our recruitment performance consulting services are designed to help take your company to
the next level of recruitment capability. Our recruitment consultants are all senior level
recruiters with years of IT and software experience in recruiting, screening, and hiring
techniques that produce lasting results in IT sector.
Adopt a "Do what it takes to get the job done” attitude.”
Priority ONE Consulting will work with you assess your company's current recruiting
processes and identify methods to decrease cost per hire, time to fill rates, and enhance the
screening process to hire people whose skills and talents align with our clients technical and
corporate culture goals. We would be helping you to improve both your performance
efficiency and effectiveness.
HR Team:
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PCS also had on Excellent HR and Development team of 50+ man power Strength across the
world.
About HR Team:
Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and
another Two for Training and HR operations.
Number of Departments in PCS
1. Technical Department
2. Administration
3. Human Resource
4. Finance& Accounts
5. Quality Department
6. Sale & Marketing
Organization Chart of PCS
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CEO
Technical Finance HR & Admin
TecTTTechnical
Quality dept
Dot net Testing Business Java
one
HR Organization Chart
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Corporate Manager- HR
Assi Mgr-Recruitment Assi.Mgr-Documentation Assi.MgrContract Staffing
Documents Documents Staffing 2
Staffing 1
Recruitment1 Recruitment2
Organization Chart of Technical Team
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VP- Operations
Java Team Dot net Team Testing Team TSR Group
Intigrated QC
Support 1 Support 2 Support 3 Support 4
Registered Corporate office
Pragathi Consultancy Services,
#331,1st floor, 8th Cross
Aavalahalli Extn, BDA Layout
Girinagar
Bangalore - 560085.
INDIA
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CHAPTER-4
Theoretical frame work study of the Research
method
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RESEARCH:
A way of examining your practice…
Research is undertaken within most professions.
More than a set of skills, it is a way of thinking: examining critically
the various
aspects of your professional work.
It is a habit of questioning what you do, and a systematic examination
of the observed
information to find answers with a view to instituting appropriate
changes for a more
effective professional service.
DEFINITION OF RESEARCH
When you say that you are undertaking a research study to find
answers to a question,
you are implying that the process;
1. is being undertaken within a framework of a set of philosophies
( approaches);
2. uses procedures, methods and techniques that have been tested for
their
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validity and reliability;
3. is designed to be unbiased and objective .
Philosophies means approaches e.g. qualitative, quantitative and the
academic
discipline in which you have been trained.
Validity means that correct procedures have been applied to find
answers to a
question. Reliability refers to the quality of a measurement procedure
that provides
repeatability and accuracy.
Unbiased and objective means that you have taken each step in an
unbiased
manner and drawn each conclusion to the best of your ability and
without
introducing your own vested interest.
(Bias is a deliberate attempt to either conceal or highlight something).
Adherence to the three criteria mentioned above enables the process
to be called
‘research’.
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However, the degree to which these criteria are expected to be
fulfilled varies from
discipline to discipline and so the meaning of ‘research’ differs from
one academic
discipline to another. The difference between research and non-
research activity is, in the way we find
answers: the process must meet certain requirements to be called
research. We can
identify these requirements by examining some definitions of
research.
The word research is composed of two syllables, re and search.
re is a prefix meaning again, anew or over again
search is a verb meaning to examine closely and carefully, to test and
try, or to probe.
Together they form a noun describing a careful, systematic, patient
study and
investigation in some field of knowledge, undertaken to establish
facts or principles.
Research is a structured enquiry that utilizes acceptable scientific
methodology to
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solve problems and create new knowledge that is generally
applicable.
Scientific methods consist of systematic observation, classification
and interpretation
of data.
Although we engage in such process in our daily life, the difference
between our
casual day- to-day generalisation and the conclusions usually
recognized as scientific
method lies in the degree of formality, rigorousness, verifiability and
general validity
of latter.
CHARACTERISTICS OF RESEARCH:
Research is a process of collecting, analyzing and interpreting
information to answer
questions.
But to qualify as research, the process must have certain
characteristics: it must, as far
as possible, be controlled, rigorous, systematic, valid and verifiable,
empirical and
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critical.
-Controlled- in real life there are many factors that affect an outcome.
The concept of control implies that, in exploring causality in relation
to two variables
(factors), you set up your study in a way that minimizes the effects of
other factors
affecting the relationship.
This can be achieved to a large extent in the physical sciences
(cookery, bakery), as
most of the research is done in a laboratory. However, in the social
sciences
(Hospitality and Tourism) it is extremely difficult as research is
carried out on issues
related to human beings living in society, where such controls are not
possible.
Therefore in Hospitality and Tourism, as you cannot control external
factors, you
attempt to quantify their impact. -Rigorous-you must be scrupulous in
ensuring that the procedures followed to find
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answers to questions are relevant, appropriate and justified. Again,
the degree of rigor
varies markedly between the physical and social sciences and within
the social
sciences.
-Systematic-this implies that the procedure adopted to undertake an
investigation
follow a certain logical sequence. The different steps cannot be taken
in a haphazard
way. Some procedures must follow others.
-Valid and verifiable-this concept implies that whatever you conclude
on the basis of
your findings is correct and can be verified by you and others.
-Empirical-this means that any conclusion drawn are based upon hard
evidence
gathered from information collected from real life experiences or
observations.
-Critical-critical scrutiny of the procedures used and the methods
employed is crucial
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to a research enquiry. The process of investigation must be foolproof
and free from
drawbacks. The process adopted and the procedures used must be
able to withstand
critical scrutiny.
For a process to be called research, it is imperative that it has the
above
characteristics.
TYPES OF RESEARCH
Research can be classified from three perspectives:
1. application of research study
2. objectives in undertaking the research
3. inquiry mode employed
Application:
From the point of view of application, there are two broad categories
of research:
- pure research and
- applied research.
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Pure research involves developing and testing theories and
hypotheses that are
intellectually challenging to the researcher but may or may not have
practical
application at the present time or in the future. The knowledge
produced through
pure research is sought in order to add to the existing body of research
methods.
Applied research is done to solve specific, practical questions; for
policy
formulation, administration and understanding of a phenomenon. It
can be
exploratory, but is usually descriptive. It is almost always done on
the basis of basic research. Applied research can be carried out by
academic or industrial
institutions. Often, an academic institution such as a university will
have a specific
applied research program funded by an industrial partner interested in
that
program.
Objectives:
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From the viewpoint of objectives, a research can be classified as
-descriptive
-correlational
-explanatory
-exploratory
Descriptive research attempts to describe systematically a situation,
problem,
phenomenon, service or programme, or provides information about ,
say, living
condition of a community, or describes attitudes towards an issue.
Correlational research attempts to discover or establish the existence
of a
relationship/ interdependence between two or more aspects of a
situation.
Explanatory research attempts to clarify why and how there is a
relationship between
two or more aspects of a situation or phenomenon.
Exploratory research is undertaken to explore an area where little is
known or to
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investigate the possibilities of undertaking a particular research study
(feasibility study
/ pilot study).
In practice most studies are a combination of the first three categories.
Inquiry Mode:
From the process adopted to find answer to research questions – the
two approaches
are:
- Structured approach
- Unstructured approach
Structured approach:
The structured approach to inquiry is usually classified as quantitative
research.
Here everything that forms the research process- objectives, design,
sample, and the
questions that you plan to ask of respondents- is predetermined. It is
more appropriate to determine the extent of a problem, issue or
phenomenon by
quantifying the variation.
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e.g. how many people have a particular problem? How many people
hold a particular
attitude?
Unstructured approach:
The unstructured approach to inquiry is usually classified as
qualitative research.
This approach allows flexibility in all aspects of the research proce
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CHAPTER-5
DATA ANANLSIS & INTERPRETATION
The Eleven Identified Competencies Deduced From Several
Studies Are As Detailed Below
Technical Knowledge
1. Legal & Legislation
2. Appraisal
3. Systems
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Thinking Skills
4. Analytical Thinking and Judgment
5. Planning & Organizing
Personal/Professional Effectiveness
6. Communications Skills
7. Innovation & Change Management
8. Customer Focus
9. Professional Conduct
Team Skills
10. Team Member Skills
11. Team Leadership Skills
THE FIVE TYPES OF COMPETENCY CHARACTERISTICS
ARE AS BELOW
1. Motives: The things a person consistently thinks about or wants that cause
action. Motives “drive, direct, and select” behavior toward certain actions or
goals and away from others. E.g. Achievement-motivated people consistently
set challenging goals for themselves and use feedback to do better.
2. Traits: Physical characteristics and consistent response to situation or
information. E.g. reaction time and good eyesight are physical trait
competencies of combat pilots.
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3. Self-concept and values: A person’s attitude, values, or self-image. E.g.
Self-confidence, a person’s belief that he can be effective in any situation is a
part of that person’s concept of self.
4. Knowledge: Information a person has in specific content areas
5. Skill: The ability to perform a certain physical or mental task.
Many organizations in India and abroad are channeling their efforts to mapping
competencies and implementing assessment and development centers.
THE DIFFERENT CATEGORIES OF COMPETENCIES
Generic Competencies
Competencies which are considered essential for all employees, regardless of
their function or level. - Communication, teamwork, result oriented,
interpersonal.
Managerial Competencies
Competencies which are considered essential for employees with managerial or
supervisory responsibility in any functional area including directors and senior
posts – Management skills, team player, people skills.
Technical / Functional
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Specific Competencies which are considered essential to perform any job in the
organization within a defined technical or functional area of work. – Business
awareness/domain knowledge, presentation, analytical thinking, strategic
thinker, problem solving, listening skills, business writing, leadership &
credibility, planning & organizing, initiative & creativity
Differentiating competencies
Competencies that mostly differentiate superior performers from mediocre
performers - Results orientation, influence, and initiative.
Threshold competencies
Competencies in which a minimum level of proficiency is required for job
success, but a higher level of proficiency is not highly correlated with superior
performance. Threshold competencies however do not differentiate superior
from average performers.
Transformation competencies
Competencies at which managers and employees are generally weak, which if
improved will most likely to result in improved performance.
COMPETENCY MAPPING
Competency mapping is a process through which one assesses and determines
one’s strengths as an individual worker and in some cases, as part of an
organization. It generally examines two areas: emotional intelligence or
emotional quotient (EQ), and strengths of the individual in areas like team
structure, leadership, and decision-making. Large organizations frequently
employ some form of competency mapping to understand how to most
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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.
It is also defined as a process of identifying key competencies for a particular
position in an organization, and then using it for job-evaluation, recruitment,
training and development, performance management, succession planning, etc.
"The competency framework serves as the bedrock for all HR applications. As a
result of competency mapping, all the HR processes like talent induction,
management development, appraisals and training yield much better results,"
states well-known HR consultant Ullhas Pagey.
TECHNIQUES USED IN COMPETENCY MAPPING
HISTORICAL APPROACHES TO COMPETENCY MAPPING
Competencies are derived from specific job families within the organization
and are often grouped around categories, such as strategy, relationships,
innovation, leadership, risk-taking, decision-making, emotional intelligence,
etc.
“Job evaluation” based competency mapping include the following steps:
 Conduct a job analysis by asking incumbents to complete a Role Profile
Questionnaire – The primary goal, is to gather from incumbents what
they feel are the key behaviours necessary, to perform their respective
goals.
 Using the results of the job analysis, we develop a competency based job
description.
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 With a competency based job description, we begin mapping the
competencies throughout the human resource processes. The
competencies of the respective job description becomes the factors for
assessment on performance evaluation
 By taking the competency mapping one step further, we use the results of
the evaluation, to identify in what competency individuals need
additional development or training. This will help in focusing the training
needs on the goals of the position and company and help employees
develop, toward the ultimate success of the organization
“Role Profiling/Job Analysis Tools” – It helps companies to extract
knowledge of core competency requirements from internal experts, and allows
the company to have any number of job expert raters to contribute ratings on a
standard competency scale for any job title or position.
“Experts Panel” – In this method, a panel of experts (superior performers,
immediate supervisors, consultants, HR managers) is constituted and are asked
to brainstorm about the knowledge, skill, attitude, self-concept, and motivation
required of people for superior performance of a particular job. This panel after
detailed deliberation for a few hours and in some cases for a couple of days will
list out the competency requirements.
“360 ° multi-rater feedback” – Such surveys allow employees to rate
themselves on global competencies and specific behaviours. Predefined groups
of supervisors, peers, direct reports, or customers who perform ratings of
persons on the same items, with the resulting report provide a detailed analysis
of self- other gaps in perceived competency behaviours.
“Behavioural Event Interview” – Behavioural Event Interview (BEI) basically
intends to find out what people really do instead of hearing the stories about
what they wanted to do or what they propose to do. In other words BEI finds
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out the knowledge, skill, motives, traits, and self-concept from their behavioural
actions, which are verifiable, rather than through abstract explanations. The BEI
method includes Thematic Apperception Test (TAT) probes, which yield data
about the interviewees’ personality and cognitive style like what they think
about, feel and want to accomplish in dealing with the situation. This enables
interviewers to measure competencies such as achievement motivation or
logical ways of thinking and solving problems.
“Critical Incident Technique” – The Critical Incident Technique (CIT) was
developed by John Flanagan, to identify behaviour that contributes to the
success or failure of individuals or organizations in specific situations. To
analyze a situation using CIT, a researcher first asks people familiar with the
situation for a recent example of effective or ineffective behaviour that is, a
critical incident. Then it is determined from answers to some questions, which
identifies themes represented by the incidents, and asks other involved parties
to sort the incidents into proposed content dimensions. The CIT is a method for
evaluating systems in functioning work environments. It relies on the idea that
critical incidents will be memorable, making their capture possible either
through interview, observation, or self-reporting.
“Survey Method” – In the survey method, the HR department or the
consultants based on their understanding of the job roles will prepare a
questionnaire containing various competencies. The questionnaires will be then
distributed to the role holders, their supervisors and any other persons (like HR
professionals and consultants) who are thoroughly knowledgeable about the
concerned job roles. The information collected through the questionnaire is then
analyzed using descriptive statistical tools to determine the core competencies
required for successful performance of the said job.
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“Repertory Grid” – George Alexander Kelly was born in (1905-1967) Kansas,
U.S.A.
In 1955, the two-volume work, The Psychology of Personal Constructs, (PCT)
was published and gained immediate recognition as a unique and major
development in the study of personality. In 1965 he moved to Brandies
University where he was appointed to the Riklis Chair of Behavioural Science.
Even today no reading in personality theory is complete without the theory of
personal constructs developed by Kelly.
The key points of PCT to remember are:
 Perceptions influence expectations, and expectations influence
perceptions.
 The medium through which this happens is known as the construct
system.
 Construct systems are unique to the individual and develop throughout
life.
Repertory Grid will help to draw out and make explicit the expertise that every
manager has, and help lay out their problems in such a way that solutions may
become more obvious. It allows the interviewer to get a mental map of how the
interviewee views the world, and to write this map with the minimum of
observer bias. Kelly’s practice is then not to have this map ‘interpreted’ by an
expert, who judges where the problems and stresses are; rather Kelly’s
approach is to discuss the map with the interviewee, to talk about things that
perhaps the interviewee had not faced about himself before, to discuss with the
interviewee the survival value of that particular map as a means of navigating
around his or her life-space.
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In the repertory grid process the respondents will identify a set of superior
performers and another group of ineffective performers. They to justify their
identification of people will identify a set of variables:
 Knowledge
 Skill
 Attitude
 Ethic
 Self Concept
 Appearance, etc
Which are associated with superior and average performers.
It is difficult to suggest which method is more useful or more accurate. Some
methods are easy to use but quality of data may be inadequate. Some others
may yield superior quality data but expensive and time consuming. Certain
methods and tools are such that they cannot be used in all the cases. Some jobs
may require the use of more than one method or tool for their mapping.
HOW DO COMPETENCIES RELATE TO INDIVIDUAL
CAREERDEVELOPMENT?
First and foremost, competencies must be demonstrated by individuals. Perhaps
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the most common place where they are demonstrated is within the scope of a
particular job or project involvement.
One of the first encounters with competencies for most individuals is in
securing employment with a new organization. Organizations that are
purposefully using cutting-edge methods to choose talent for positions or
project roles are engaging in what is called “competency-based interviewing
and selection”. These interviewing and selection methods are being used not
only for hiring external applicants, but also for staffing internal roles, as
described later in this article.
Many organizations that use competency-based interviewing and selection are
also later using the same competencies to assess performance, to encourage
future development plans from individuals, and to plan for succession in the
organization. Therefore, the individual employees in such an organization will
have an ongoing need to use and map their competencies.
WHY SHOULD INDIVIDUAL EMPLOYEES MAP THEIR
COMPETENCIES?
A list of compelling reasons includes, at a minimum, the following. An
individual:
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 Gains a clearer sense of true marketability in today’s job market; once the
individual knows how his/her competencies compare to those that are
asked for by the job market in key positions of interest.
 Demonstrates self-confidence that comes from knowing one’s
competitive advantages more convincingly, and from being able to
articulate those advantages in specific language.
 Secures essential input to resume development - a set of important terms
to use in describing expertise derived from prior career experience.
 Gains advanced preparation for interviews, many of which may be
delivered using a competency-based approach called “structured
behavioral interviewing” or “behavioral event interviewing.
 Develops the capability to compare one’s actual competencies to an
organization or position’s required/preferred competencies, in order to
create an Individual Development Plan.
 Support specific and objective assessment of their strengths, and specify
targeted areas for professional development.
 Provide development tools and methods for enhancing their skills.
 Provide the basis for a more objective dialogue with their manager or
team about performance, development, and career-related issues.
Building Your Competency Model
The steps to building a Competency Model include:
Step 1: Understand the Competency Library.
Step 2: Develop position description/s for your targeted classification/s.
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Step 3: Identify the competencies that the superior performers in the
classification possess.
Step 4: Validate the competencies identified in Step 3.
Step 5: Reconcile the validation results with those obtained in Step 3.
Step 6: Review and finalize the results of Step 5 with the executive
leadership team.
Step 1: Understand the Competency Library
In this step, your agency’s Human Resources Manager and other key HR staff
will become familiar with the Competency Model and the Competency Library.
The Competency Library includes 34 competencies that might be appropriate
for a Competency Model for a specific classification or family of
classifications. Most of them describe characteristics that are desirable in any
job. However, the purpose of constructing your Competency Model is to
identify the set of critical competencies that distinguish superior performance
in your target classification/s.
Step 2: Analyze and Develop Position Description/s
In this step, development and/or updation of the position description/s for the
targeted classification/s are done Having complete, accurate and up-to-date
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79. Competency Mapping
descriptions for the targeted job/s provides a solid foundation for building
Competency Model.
Step 3: Identify Competencies
In this step, use of focus groups to identify and rank the competencies that the
superior performers in your targeted classification possess.
 Have separate focus groups for the employees and the supervisors/managers
to foster an environment of open discussion.
 Make the focus groups as diverse as possible.
 In large organizations, have three or four focus groups for each classification
(or classification family).
 Have two facilitators for each focus group – one to lead the discussion and
one to observe and take notes.
 Limit the size of each focus group to eight to twelve participants.
Step 4: Validate Competencies
In this step, you’ll validate the list of competencies and rankings obtained in
your focus group meetings.
Step 5: Reconcile Competency Results
In this step, the results obtained from two sets of focus group meetings are
reconciled .
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Step 6: Executive Review and Finalization
In this step, the competencies for the targeted job/s with the leadership team get
reviewed and get final approval.
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• Training and development
• Career and succession planning
• Rewards and recognition
• Performance management [as in Performance Appraisals i.e. 360˚
feedback]
 Development plans for the employees’ can be conducted via:
• Formal training
• On-the-job training
• Job Rotation
• Special Assignments
• Self-study/learning
• Coaching/ mentoring
 Better methods of Competency Mapping can be used like the most
standardized BEI Technique, Critical Incident Technique, Focus Group
Discussions & Direct Observation to obtain the Gap Analysis
ANNEXURE
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CONCLUSIONS
From the initial stages of interaction with clients till the final stages of finishing
the project, Wipro Infotech has always believed in satisfying the clients to
utmost level, be it timely deliverables, to handling of clients, to taking calls, to
procurement and so forth. Apart from the technicality involved at all stages of
project handling, an important ingredient of success at Wipro Infotech is the
different Competencies each employee holds within himself/herself. And Wipro
Infotech ensures that none of it goes unused, hence they have formulated ways
and means like Growth Enablers that give a brilliant pathway to the career
framework of their employees. This in turn is tapped to fullest extent when
people work in teams. Right from Associate Consultants, Consultants, Senior
Consultants, Principals to Practice Heads; each one of them are proficient
enough from their ends as an individual, and when they form teams they have a
collective force of Competencies which make them stand unique from other
Consulting Practices within Wipro Infotech and competing firms.
Their main Competency lies in the kind of expertise they hold for Domain
Knowledge as well as Client Interaction/Orientation, and the diverse projects
undertaken by them exhibit the same. Throughout the study it has been found
that each level at different Bands, there is a demand of a high level of Domain
Knowledge and from Band B2 onwards a great echelon of Client
Interaction/Orientation. Apart from these some other Competencies that echoed
throughout were Analytical skills, Presentation Skills, and Communication
Skills. There is a continual need felt for improving upon their expertise and
developing, as well as fine tuning themselves as per the market requirements of
the clients. This never-ending process results to the various activities Wipro
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Infotech engages in for team building purpose, which indeed plays a vital role
for the individual competencies to emerge into an amalgamation of a strong
team. To name a few of the activities they have: birthday bashes for each
employee of the various Bands [either as a celebration or sending e-mails to
them at client bases]; quarterly celebrations; an employees’ 5 year completion
at Wipro; yearly consulting celebrations; internal discussions whereby good
work is appreciated; monthly reports by the Head, Consulting division whereby
the High Performers’ names’ are mentioned.
However since Wipro Infotech – Consulting is a relatively new entrant in the
Indian Industry scenario [nearly 5 years old] they still have a long way to go,
and conquer many pinnacles leading to projects success and client satisfaction.
To do this in a most effective way, there is a need to understand further what all
Competencies their High Performing employees possess, and how can they be
tapped and extended onto others who relatively perform lower than them. For
the same purpose various techniques of Competency Mapping are implemented,
though the very first step towards a quintessence rise is creating an awareness
among their employees of ‘What is Competency Mapping all about, and how
will it help them and in turn the company?’ Thereafter the results obtained can
be more effectively implemented by doing a Gap Analysis and hence a Personal
Development of the employee.
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BIBILOGRAPHY
Reference
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Dawson, Catherine, 2002, Practical Research Methods, New Delhi,
UBS
Publishers’ Distributors,
Kothari, C.R.,1985, Research Methodology-Methods and Techniques,
New
Delhi, Wiley Eastern Limited.
Kumar, Ranjit, 2005, Research Methodology-A Step-by-Step Guide
for
Beginners, (2nd.ed), Singapore, Pearson Education
•
Industrial Relations and Personnel ManagementDr. M V PyleeA Simon George
•
Research MethodologyC R Kothari
•
HRM Review – Performance ManagementSeptember 2003, July 2006
•
Website: www.google.com
www.humancapital.com
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