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“STUDY OF COMPETENCY MAPPING OF EMPLOYEE IN HCL LIMITED”

PROJECT REPORT

Submitted

In partial fulfillment of the requirementsFor the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

IN

MARKETING & HR

By

Name: Kavita PoddarReg. No.: P07BA047

Batch: 2007-2009

Under the guidance of

Lect. A.Geetha

Lecturer in Management Studies

SCHOOL OF MANAGEMENT STUDIES

BHARATH INSTITUTE OF HIGHER EDUCTION AND RESEARCH(Bharath University)

Selayiur, Chennai-600073

April 2009

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SCHOOL OF MANAGEMENT STUDIESBHARATH UNIVERSTY

SELAIYUR, CHENNAI-600073

Department of Business Administration

BONAFIDE CERTIFICATE

Certified that this project titled “Study of competency mapping of employee in HCL”

is bonafied work of Ms. Kavita Poddar Register No.: P07BA047 who carried out the

project under my supervision. Certified further, that to the best of my knowledge the

work reported herein does not form part of any other project report or dissertation on the

basis of which a degree or award was conferred on an earlier occasion on this or any

other candidates.

Mrs. A. Geetha Prof. N. M. Jaffer(Project Guide) (HOD)

Vive- Voce held on ______________________

Internal Examiner External Examiner

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DECLARATION

I declare that this Project Report entitled “Study of competency mapping of employee

in HCL Limited” is an original and bonafied work of my own in the partial fulfillment

of the requirements for the awarded of the degree of Master Of Business

Administration and Submitted to the School Of Management Studies, Bharath

University was carried out under the supervision of Mrs. A. Geetha, Lecturer School Of

Management Studies, Bharath University, is entirely original and has not been submitted

for any degree or diploma earlier.

PLACE:

KAVITA PODDAR

DATE:

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ACKNOWLEDGEMENT

This Project itself is an acknowledgement to the industry drive and technical competence

of many individuals who have guided me for its completion. Let me assert beyond the

confines of simple sense “GRATITUDE” to them.

I express my deep sense of gratitude to our beloved chairman Dr. S. Jagathrakshagan

for giving me a wonderful opportunity for doing “Master of Business Administration” in

this esteemed college.

I wish to place my deep sense of gratitude to Mr. Prakash, HR, HCL BPO center-1 for

Permitting me to do the project work at HCL and showing keen interest in the project.

I wish to extend my sincere thanks to Mr. Sathyanarayan, HR Executive with whom I

had constant interaction during this project. In this work I have been fortunate to have the

support the dedicated staff members of HCL.

Foremost, I would like to thank Dr. N. M. Jaffer, HOD of School Of Management

Studies, Bharath University, for his intensity and focus on technical aspects and for

taking all efforts to make my journey smooth on the information technology super

highway. It is a privilege to have him as our faculty.

I consider it a great privilege to be under the guidance of Mrs. A. Geetha, Lecturer of

School of Management Studies, Bharath University. The contribution and significant role

played by her help me in preparation and submission of project report in time.

I gratefully acknowledge the team of staff members in M.B.A department for helping me

in all aspects and giving their valuable ideas for making my project efficient and

effective. Last but not the leas; I would like to thank my parents and friends for their

valuable support and encouragement through out the course of the project.

KAVITA PODDAR

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CONTENT

Chapter Topic Page No.

Chapter 1: INTRODUCTION 1

Chapter 2: INDUSTRY PROFILE 7

Chapter 3: COMPANY PROFILE 19

Chapter 4: REVIEW OF LITERATURE 28

Chapter 5: RESARCH METHODOLOGY 46

Chapter 6: DATA ANALYSIS & INTERPRATION

50

Chapter 7: (i) FINDING 82

(ii) CONCLUSION 84

(iii) SUGGESTION85

APPENDIX

BIBLOGRAPHY

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List of Tables

Sl. No.

Title Page. No.

1. Knowledge Enhancement 50

2. Employee Skills 52

3. Employees Attitudes 54

4. Career Development 56

5. Employees Performance 58

6. Employees/Team 60

7. Meeting Target 62

8. Tacit Knowledge 64

9. Personality 66

10. Consistency 68

11. Recruitment Process 70

12. Performance Appraisal 72

13. Initiative & Self-reliance 74

14. Logical & Analytical data 76

15. Current Demand 78

16. Consolidated Response 80

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List of Charts

Sl. No.

Title Page. No.

1. Knowledge Enhancement 51

2. Employee Skills 53

3. Employees Attitudes 55

4. Career Development 57

5. Employees Performance 59

6. Employees/Team 61

7. Meeting Target 63

8. Tacit Knowledge 65

9. Personality 67

10. Consistency 69

11. Recruitment Process 71

12. Performance Appraisal 73

13. Initiative & Self-reliance 75

14. Logical & Analytical data 77

15. Current Demand 79

16. Consolidated Response 81

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Scope of the project.

Objective of the project.

Limitation of the project.

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Introduction“The vision must be followed by the venture. It is not enough to

stare up the steps - we must step up the stairs”.

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INTRODUCTION

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 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.

Competency mapping can also be done for contract or freelance workers, or for those

seeking employment to emphasize the specific skills which would make them valuable to

a potential employer. These kinds of skills can be determined, when one is ready to do

the work, by using numerous books on the subject. One of the most popular ones is Now;

Discover Your Strengths by Marcus Buckingham and Donald Clifton, initially published

in 2001.

Buckingham and Clifton’s book, and others like it, practice competency mapping through

testing, having the person sift through past work experiences, and by analyzing learning

types. However, the disadvantage to using a book alone is that most people may have a

few blind spots when they analyze their own competency. Their perception of how others

react to them may not be accurate.

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

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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 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.

Competency Mapping is a process of identifies key competencies for an organization

and/or a job and incorporating those competencies throughout the various processes (i.e.

job evaluation, training, recruitment) of the organization. To ensure we are both on the

same page, we would define a competency as a behavior (i.e. communication, leadership)

rather then a skill or ability.

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The steps involved in competency mapping with an end result of job evaluation

include the following:-

1) Conduct a job analysis by asking incumbents to complete a position information

questionnaire (PIQ). This can be provided for incumbents to complete, or you can

conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather

from incumbents what they feel are the key behaviors necessary to perform their

respective jobs.

2) Using the results of the job analysis, you are ready to develop a competency based job

description. A sample of a competency based job description generated from the PIQ may

be analyzed. This can be developed after carefully analyzing the input from the

represented group of incumbents and converting it to standard competencies.

3) With a competency based job description, you are on your way to begin mapping the

competencies throughout your human resources processes. The competencies of the

respective job description become your factors for assessment on the performance

evaluation. Using competencies will help guide you to perform more objective

evaluations based on displayed or not displayed behaviors.

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

evaluation to identify in what competencies individuals need additional development or

training. This will help you focus your training needs on the goals of the position and

company and help your employees develop toward the ultimate success of the

organization.

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Scope of the Study

“The block of granite, which is an obstacle in the pathway, becomes a stepping-stone in the pathway of the strong”.

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SCOPE OF STUDY

Scope to the Company

This is the exclusive study to check the feasibility to implement the competency mapping

in HCL BPO.

The need for the project is:-

To create awareness of competency mapping to the employees.

To improve the competency of the employees

To find and retain the potential employees.

Scope to the researcher

The researcher acquires more information about competency mapping which can be used

as core process in every department of the company.

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Objective of study

“To study the effectiveness ofCompetency Mapping at HCL”.

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OBJECTIVES OF THE STUDY

The objectives of the study are as follows:-

To Study the knowledge, skill, attitude of the employees.

To study the feasibility to implement the competency mapping.

To identify the critical skills needed by an employee to carry out his job.

To identify the required proficiency level needed by a cluster/group to perform

the job in the most effective manner.

To assess the proficiency level of employees in various clusters/groups in each of

the critical skills identified.

To prepare a plan for improving the proficiency levels and identify the training

modules required to bridge the gap, if any, between the required level and the

existing level.

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Limitations“The problem is not that there are

problems. The problem is expecting otherwise and thinking

that having problems is a problem”.

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LIMITATIONS OF THE STUDY

The study was centered only in the Center1 of HCL Technologies BPO Services

Ltd which is in Greams Road- Chennai.(There are 3 centers in Chennai)

Some information cannot be accessed due to its confidential nature.

The study is conducted in HCL BPO; the results of this study cannot be

generalized to other companies, seniors or industries.

The HCL BPO branch in Chennai was launched in Chennai few years ago,

therefore sufficient data was not possible to collect.

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Definition of BPO.

BPO Industry in India.

Different types of services being offered by BPO.

Challenges for a HR professional in BPO.

Key to success.

Top 10 BPO.

Top 10 reasons to work in BPO industry.

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Industry Profile“If you cannot do great things

yourself remember that you can do small things in a great way”

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INDUSTRY PROFILE

Definition-BPO

“Delegation of one or more business process to an external provider who, in turn, owns,

administers, and manages the selected process (es) [together with the IT system that

support it], based upon defined and measurable performance” – Gartner

Business Process Outsourcing handles jobs such as front office and back office

outsourcing. Front office outsourcing work deals with tasks that include technical

support, customer service, marketing and advertising. Back office processes include

payroll, billing, logistics and human resources. Some companies offer their services in

collections, credit analysis and job recruitment, financial and administration processes,

human resources functions, call center and customer service activities and accounting.

Outsourcing dealings are performed frequently on the basis of multi-year contracts.

Hundreds of millions of dollars worth dealings are under taken usually in outsourcing.

International companies such as US based IBM, Accenture, and Hewitt Associates, as

well as European and Asian companies Capgemini, Genpact, TCS, Wipro and Infosys are

investing huge amounts and hiring labors from other countries for tackling their work

loads and clients service.

BPO Industry in India

Business process outsourcing requires the hiring of a third party to carry out another

company’s work. Large multinational companies and international countries like US and

European countries are in search of a well suitable country that can be used for

outsourcing. Well these investing countries have to find an outsourcing person, who is

basically ready to work with high perfection and at less cost. Business process

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outsourcing companies are flooding into countries like India and China and have already

started to establish their concerns rapidly.

BPO companies are established mainly due to cost considerations and also simply

because they do not have the expertise to deal with certain aspects of business. Many

companies have come under the trends of offering BPO jobs to cut costs. Companies in

western countries, particularly the United States, are finding that countries like India offer

the services they need at an excellent price. This is due to the fact that many of these

countries have a well educated labour pool, high unemployment rates and a low cost of

living.

In India, such BPO trends have been recently started and have increased approximately

63% in the market in 2006. Indian revenues from BPO are estimated to have grown 107

per cent to $ 583 million. Up to 35,000 people are currently employed in BPO industries

in India till march 31 2002.This rate would have increased triple amount in the fore

coming years. This rapid growth is because of cheap labour and employees are better

educated here than the higher-paid workers in the US and other Western countries.

India has now become the most popular country as a BPO. Many towns have turned into

big cities after the establishment of such BPO trends. Cities like Bangalore, Hyderabad,

Chennai, Noida and Delhi are all the major attractions of BPO. Many multinational

companies have chosen India as their main BPO centre to get their business services

done. India is one of the obvious choices to outsource to companies like Dell, Sun

Microsystems, LG, Ford, GE, Oracle Companies like IBM, Microsoft, Hewlett Packard,

and Novell. Even smaller businesses are taking advantage of the freelancing on the

Internet to get smaller projects done by offshore developers at minimum cost. So, BPO

has created a major trend set up, in the recent years and is benefiting both the investing

and the hiring company together.

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Few of the motivation factors as to why BPO is gaining ground are:-

Factor Cost Advantage.

Economy of Scale.

Business Risk Mitigation.

Superior Competency.

Utilization Improvement.

Basics of Outsourcing

Outsourcing refers to a company that contract with another company to provide services

and to perform all the front office and back office task. The outsourcing tasks are done by

the employees working in the third parties concern. Recently outsourcing jobs are

increasing rapidly in most of the developing countries. Outsourcing jobs is providing

more job opportunities for many freshly graduated students. Many large companies are

now providing outsources jobs such as call center services, e-mail services, and payroll.

These jobs are handled by separate companies that specialize in each service, and are

often located overseas. Most of the outsourcing companies are set up overseas and such

companies is called as offshore outsourcing. Such offshore outsourcing trends have been

created to reduce the cost in terms of paying the employees and of course due to the

excellent performance received from outsourcing.

Outsourcing jobs has turned to be a great source for providing more employment in

developing countries like India. It has created a drastic change on the living and life style

of its employees. Outsourcing jobs does not require any specialized training. A person

with a good English knowledge, basics of computer can be very suitable for an

outsourcing job. Outsourcing job has the strength to create a vast change in the economy

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of one country. For example, outsourcing jobs in countries like India and China is still

forming the base for economy improvement.

There are many reasons why companies outsource various jobs. One of the most

predominant advantages would be to saves money. Many of the companies that provide

outsourcing services are able to do the work for considerably less money, as they don't

have to provide benefits to their workers, and have fewer overhead expenses to worry

about. Examples countries like US establish their outsourcing centers in countries like

India so that they can get cheaper employees and also the work done is equal to their

highly paid employees. Starting an outsourcing center is one of the best way and also a

cost-effective way to start building foundations in other countries.

Growth of Indian BPO Industry

BPO industry is a fastest growing Industry. By 2012 BPO industry can achieve assets of

up to $50 billion, but the company need more investments both in infrastructure and

education by the government If the BPO industry attain $50 billion assets, it can appoint

two million staffs and offer more jobs for them.Inorder to push the assets up to $50

billion, Indian government has to play a great role. Indian companies spend a lot on in -

house training because the education system in India does not have the direct links with

the BPO industry, said Raman Roy, chairman and MD of Quattro.

BPO Industry has launched a Data Security Council, a self regulatory body headed by

Mr.Shyamal Gosh as its chairman. It will ensure data privacy to the BPO industry.

NASSCOM started training centers in Bangalore, Mumbai and Pune to train the police in

cyber crime investigation. This also a part of the growth of this industry.BPO also

launched National Skills Registry to ensure the verified database of the human resource

in the BPO sector.

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The vast growth of BPO industry has changed the face of Indian youth. The growth of

call center has resulted in the cultural and economical development in the society. They

offered more career option to the youngsters and it helped them to improve their

knowledge, personality and make them to face any challenges in life. It also helped them

to understand foreign culture, language and accent as it serve the foreign countries.BPO

offers high salary and the employees can earn Rs.10, 000 to 15,000.This high salary

attract everybody to work in BPO sector. So they will get more man power. This man

power is the reason for the vast growth of BPO industry.

BPO has a major role in boosting India's economical status. IT sector contribute more to

the economic growth of India. The growth in the contribution shows a rise from 1.2% -

5.4%.It is very clear that BPO Industry has a major role in developing economic status of

India. Even though BPO Industry faces more challenges, it has contributed largely for the

economic growth of India.

Different Types of Services Being Offered By Bop’s

Customer Support Services:

Our customer service offerings create a virtual customer service center to manage

customer concerns and queries through multiple channels including voice, e-mail and

chat on a 24/7 and 365 days basis.

Technical Support Services:

Our technical support offerings include round-the-clock technical support and problem

resolution for OEM customers and computer hardware, software, peripherals and Internet

infrastructure manufacturing companies. These include installation and product support,

up & running support, troubleshooting and Usage support.

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Telemarketing Services:

Our telesales and telemarketing outsourcing services target interaction with potential

customers for 'prospecting' like either for generating interest in products and services, or

to up-sell / promote and cross sell to an existing customer base or to complete the sales

process online.

Employee IT Help-desk Services:

Our employee IT help-desk services provide technical problem resolution and support for

corporate employees.

Insurance Processing :

Our insurance processing services provide specialized solutions to the insurance sector

and support critical business processes applicable to the industry right from new business

acquisition to policy maintenance to claims processing.

Data Entry Services / Data Processing Services:

Service Example:

Data entry from Image files in any format.

Business Transaction Data entry like sales / purchase / payroll.

Data entry of E-Books / Electronic Books.

Data Entry: Yellow Pages / White Pages Keying.

Receipt and Bill Data Entry.

Scanning, OCR with Editing & Indexing Services:

Service Example:

High speed Image-Scanning and Data capture services.

High speed large volume scanning.

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General Ledger.

Accounts Receivables and Accounts Payable.

Financial Statements.

Bank Reconciliation.

Assets / Equipment Ledgers etc.

Form Processing Services:

Service Example:

Insurance claim form.

Medical Form / Medical billing.

Online Form Processing.

Payroll Processing etc.

Internet / Online / Web Research :

Service Example:

Internet Search, Product Research, Market Research, Survey, Analysis.

Web and Mailing list research etc.

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Challenges for a HR Professional in BPO

Brand equity: People still consider BPO to be "low brow", thus making it

difficult to attract the best talent.

Standard pre-job training: Again, due to the wide variety of the jobs, lack of

general clarity on skill sets, etc, there is no standard curriculum, which could be

designed and followed.

Benchmarks: There are hardly any benchmarks for compensation and benefits,

performance or HR policies. Everyone is charting their own course.

Customer: companies tend to demand better results from outsourcing partners

than what they could actually expect from their own departments. "When the job

is being done 10,000 miles away, demands on parameters such as quality, turn

around timeliness, information security, business continuity and disaster recovery,

etc, are far higher than at home.

Lack of focused training and certifications.

Given this background, the recruiting and compensation challenges of HR

departments are only understandable.

Key To success

The key to success in ramping up talent in a BPO environment is a rapid training module.

The training component has to be seen as an important sub-process, requiring constant re-

engineering.

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Business Process Outsourcing: The Top Rankers

BPO Company is one of the fastest growing companies in India. Low cost, English

speaking and brilliant workforce, technical talent etc are the key factors of BPO

companies in India. This company offers services like customer care, technical support,

IT solution, Telecommunication, Finance and Banking and so on.

The top ten BPO companies in India are the following:-

1. Daksh eServices

Daksh is one of the fastest developing BPO companies in India with employee strength of

5,000. It gives resolution in call center and back office operation. It has services

including Customer Care, Technical Support, Transaction Process, Collections Etc.This

Company has five facilities in India, four of them are in Gurgaon, New Delhi and the last

one in Mumbai.

2. ISeva

ISeva is a famous BPO and is a part of E4eGroup.This Company is an ISO: 9001-2000

Certified company and gives services in call center, data processing and transaction

processing. It has two facilities in India that are located in Bangalore.

3. ICICI One Source

ICICI One Source is one of the well known BPO service providers in India. It has

succeeded in giving excellent customer care services in

Financial,Healthcare,Telecome,Media and Publishing.ICICI One Source is one of the

leading BPO service providers in India. It has been successful in providing excellent

customer services in Financial Services, Telecom, Healthcare, Media and Publishing.

ICICI One Source has been successful in receiving the BS 7799 certification for

information security.

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4. Efunds International

Even though Efunds has been ranked fourth in the overall E_SAT survey, it had

outsmarted its opponent companies by a convincing margin to reach the top track as the

Most Preferred Employer. Large number of employees has chosen this company as a

Dream Company to work with. This company provides services in call center, back office

processes and transaction Processes. Moreover it is a BS7799 certified company.

5. Hinduja TMT

Hinduja TMT is one of the famous BPO companies in India. This company has 2,000

employees. It provides services in call center, IT, Insurance, Banking, Telecom, Finance,

Transport, Healthcare and education. This company has wide range of services in more

than 50 countries in India. It has service centers in Bangalore and Mumbai.

6. EXL Services

EXL Services is one of the excellent BPO services providers in India. It has more than

5,000 employess.This company provides services in financial and accounding, Banking,

Insuarence, Health care, Mortage Lending and Collections. It has also back office

operations and customer care services. Already it has received ISO9001:2000

certification for quality assurance and BS 7799 certification for information security. This

company has centers in Nodia and Pune.

7. Ajooba

Ajooba is a developing BPO with 500 employees. It has entered in E-SAT survey. It

provides service in IT field, and other call centers.Ajooba is situated in Chennai.

8. Motif

It is Ahmedabad based BPO Company. This company provides services to Fortune 500

companies. It gives services in transaction processing that includes Administration and

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Mutual fund, Investor services, Customer services like voice process e-mail and Fax

processing. Motif has currently 500 employees.

9. NIIT Smart Serve

NIIT Smart Serve is a global BPO company. It provides services in Real Estate,

Transpotation and Technology, Insuarence, and Financial services. This company has

more then 800 employees. Service center is situated in Gurgon.It has also another

services like customer care and Back office operations.

10. HCL-Tech BPO

This company is a subsidiary of IT giant; HCL Technologies.HCL Technologies BPO is

one of the developing BPO industries in India with 3,000 employees. It offers services in

call centers and Back office operations. This company has four service centers in Nodia,

two in Chennai and one in Bangalore.

These top 10 BPO companies and other BPO organizations have done an excellent job in

the past few years .This enhanced the confidence of foreign investors in outsourcing their

jobs to India With the large number of able and sincere employees, they have done their

best to satisfy the expectation of their clients oversras.There is no confusion regarding the

reason for the success of Indian BPO company.

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Top 10 reasons - To Work in BPO industry

As BPO Industry is one of the rapidly growing parts of information Technology in India,

it provides more job opportunities for graduate, post graduate and even for final year

students.BPO also provide part time job and it is useful for the students to come and work

on different shifts. One of the advantages of BPO job is, it’s high salary and students can

use this money for their higher studies or they can save for their future purpose. BPO

Industry is looking for skilled employees and they provide training for them regarding

their products and services. If the employees fail to perform well, instead of terminating,

they will shift them to other fields or sent them for retraining.

Here are top ten reasons for joining in BPO sector:-

1. Comparing to other industries BPO provides high salary and excellent work

atomsphere.By all means employees are very much interested in working BPO sector.

2. Technical Qualification is not required for BPO jobs and if you have, it will be an

advantage for you to understand all the technical process very easily.

3. As they provide good training for improving communication skill, every one can

master over English language. More over they provide personality development coaching

for the employers to enhance their personality.

4. BPO companies offer International certification for training program.

5. Employees can develop their knowledge depending on the fields they are working

for.Eg: accounting, telecom, auto, computer hardware and software, insurence, financing

etc.

6. Companies provide good foods and other entertaining activities like, Internet, gym,

swimming pool. Also they provide AC cabs to pick and drop their employees.

7. All BPO Industry gives free Insurance for their employees.

8. Company provides get together and parties on all weekends at International hotels

totally free of coast.

9. Feed back section in training program helps every one to understand their strengths

and weakness. Also help you to build up your leadership skill.

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10. Your work experience in BPO sector will help you a lot at the time of applying for a

visa to foreign countries.

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About Risk Mitigation.

About Value Addition.

About Alliances.

Quality Framework.

HCL Vision, Mission and Objectives.

HCL Core value.

HCL top 10 Clients.

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Company Profile

“The secret of business is to know something that nobody else

knows”

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COMPANY PROFILE

HCL- as India’s largest IT conglomerate-is actively involved with the growth of the India

ITES industry. As an experienced global software outsourcing enterprise, HCL has

extensive and understanding of the critical issues and concerns related to offshore

outsourcing. At a macro level these can be broadly categorized into:-

Risk Mitigation.

Value Addition.

Risk Mitigation

The key components of Risk Mitigation are as follows:-

Process Migration in the first phase of outsourcing, seamless and timely Process

Migration is critical for building first level comfort in the outsourcing initiative.

Disaster Recovery and Business Continuity.

-The infrastructure to effectively mitigate local and geographic disaster scenarios.

-The ability to ensure rapid resumption of process delivery operations.

Manpower Attrition and Cost Control.

- Establishing business presence in prime secondary locations.

- Existence of management and infrastructure resources in the target locations.

- Expertise to recruit and train large number of new employees in such

locations.

Partner Profile and Provenance.

- Demonstration ability to successfully manage cross culture partnerships.

-Proven track record of structuring and nurturing a wide range of collaborative

enterprise models.

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Value addition

The key components of Risk Mitigation are as follows:-

Strong financials to support large contracts.

Strong balance sheet/nil Debt Company.

Committed $ 40 M for Contact centre and BPO businesses.

Experience of creating and managing large scale

infrastructure and resource base.

Demonstrated experience of managing large heterogeneous

hardware/software installation base.

Creating and managing multiple Offshore Development Centers.

14000+employee base.

Access to a about 150 locations within India.

In two years the majority of new Customer Service Centers in

India will need to be located in category B and C towns.

HCL has over 20 year’s experience in servicing these towns with

locally present management and infrastructure.

Capability to hire and train large work force locally.

Ability to risk mitigate operations through business

continuity and disaster tolerance.

State-of-the-art facilities in Belfast (Ireland) and Salt Lake City

(US) in addition to India.

Demonstrated capability in global development and support

of It services.

Extensive experience of migrating complex development processes

offshore.

Proprietary offshore delivery methodology-‘Off sourcing’.

End-to-end services delivery capability.

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HCL’s suite of outsourcing services span the entire life-cycle of an

organization’s IT services requirements.

Concept, design, development, implementation and maintenance of

applications and enterprise solutions.

Systems Integration, Networking and Network management

services.

BPO and Multi-lingual Contact services.

HCL BPO Services: The Right Staff

Business Process Outsourcing (BPO) has the potential enabling power to vitalize

Businesses and energize Economic growth. BPO benefits are significant, sustainable and

strategic- or rather, they can be. To ensure that customer expectations are consistently

met and often exceeded requires a BPO Service Provider with the Right Stuff- starting off

with:

HCL BPO Services: The Right Parentage

HCL BPO Services represents HCL Technologies’ most significant strategic business

extension and investment to date. HCL BPO Services currently operates out of various

locations in India, Malaysia and Northern Ireland. The focus on and commitment to

BPO is based on the following assets and attributes:-

Global Client Base & Relationships - HCL-T’s global relationship base consists

of approximately 454 clients, including 61 Fortune 500 organizations, in such high

propensity to and potential of outsourcing Sectors as IT / I.S / Insurance/ Financial

Services / Retail.

Global Presence & Reach - HCL-T operates in 15 Countries across 20 locations

between U.S.A, Europe and Asia-Pacific, deploying over 100 Customer Relationship

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Managers (over 70 of whom are located in the U.S.A). This network ensures effective

and responsive Client Relationship Management.

Related Technology Domain Expertise - HCL-T has developed extensive

expertise in a wide range of emergent and mainstream Technology Domains. Some of

these Domains bear a direct relationship to a wide range of B.P.O services - e.g. CRM/

ERP/ SCM/ Imaging & Workflow etc.

Relevant Industry Practices - In addition to Technology Domain expertise,

HCL-T has also developed a number of Industry Practices, including Banking / Funds

Management / Insurance / Retail.

Funding & Scalability - HCL’s BPO Services operations have been totally

funded from internally generated resources, enabling the rapid ramp-up of delivery

infrastructure in diverse locations and countries as well as significant enhancements in

delivery Reliability, Security and Quality.

Alliances

The BT Connection:

In October 2001, HCL Technologies entered into a strategic alliance with British

Telecom by acquiring a 90% stake in BT's award winning Apollo Contact Center, located

in Belfast, Northern Ireland.

Now operating as HCL Technologies BPO Services, the Belfast facility is a four-year-old

purpose built Contact Center. In this relatively short span of time, the Center has built an

enviable reputation for Quality and Innovation - attributes that are recognized by a

number of prestigious awards as well as kudos from Clients and Industry Experts. Sento

Corporation provides the latest in Web-enabled CRM (Customer Relations Management)

solutions for a diversified portfolio of organizations. These services include self-help,

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live chat, Web collaboration, e-mail, and telephone. These solutions give customers

access to customer service at anytime using any media.HCL BPO Services works closely

with Sento to deliver a wide range of Voice and Web-enabled services in both U.S.A and

Europe.

D&B Receivable Management Services:

D&B Receivable Management Services is headquartered in Bethlehem, Pennsylvania, in

the United States, with offices throughout the US, Canada, Mexico and Hong Kong. They

are a leading global supplier of receivable management services, offering their customers

a full continuum of services including electronic bill presentment, receivable outsourcing,

traditional collections, and bankruptcy services and deductions management. Under the

terms of the alliance, D & B RMS will be HCL’s preferred provider of receivable

management services for accounts located in the United States, Canada, Mexico and

Hong Kong. HCL, in turn, will be the exclusive provider of D&B RMS call center

services from India.

Quality:

Consistently deliver value to our stakeholders and innovate to continually improve our

services by review of processes, people and performance.

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QUALITY FRAMEWORK

ISO 9001:2000

23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent

training, Marketing, Legal, Procurement, Transportation and Management documented

and certified.

External evaluation and certification conducted by the British Standards Institution

against BS EN ISO 9001:2000 and certified as ISO compliant for BPO & Contact Center

Services.

Purdue Benchmark

HCL BPO Services is positioned in the upper right hand quadrant of the Effectiveness-

Efficiency grid and ranked 2nd in the Global Peer group.

Major observations:

Excellent SLA performance tracking, improvement and management

methodologies at all levels.

Team Leader to Top Management.

Very low rate of manpower attrition.

Strong organizational capability to attain and maintain high levels of manpower

motivation.

COPC Certification

HCL BPO Services has been awarded the prestigious COPC Certification.

Globally, COPC is considered to be the most coveted certification in the CSP (Customer

Service Provider) industry. It is based on COPC-2000 CSP standard which was

developed in 1996 by buyers, providers and senior managers responsible for operational

management of customer centric service operations.

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HCL BPO Services is amongst the very few Indian BPO Service Providers to have been

awarded this certification. HCL BPO Services is the First Indian CSP and possibly the

third world-wide to have been certified for Collections. HCL BPO Services raises the bar

yet another notch for customer service and delivery excellence.

Six Sigma

HCL BPO Services Process Improvement Program is led by a Six Sigma Master Black

Belt.The Six Sigma methodology for continues improvement of its processes and

performance. Tools like Fishbone analysis, Design of Experiments, Detailed Process

mapping, Histograms, Pareto Charts, Control charts and many others are effectively used

for such analysis.

BS 7799 Certification

Information is the lifeblood of all organizations and can exist in many forms. Recent

high-profile information security breaches and the value of information are highlighting

the ever-increasing need for organizations to protect their data. HCL BPO Services is one

of India’s leading Business process outsourcing (BPO) service providers. The Chennai

center of HCL BPO Services has been certified to the British security standard BS7799.

HCL BPO Services is among the leading BPO firms in India to achieve this third-party

certification for its quality management system. The BSI (British standards Institute)

conducted audits in two stages and involved 6 working – days rigorous due diligence

audit.

The certification is an endorsement of the processes that the Chennai center has in

place to safeguard the security of data, and also as mechanism in place for issues relating

to business continuity and disaster recovery. The certification is valid for a period of

3years. HCL BPO Services, with a committed top-level management and dedicated

experienced employees made the certification possible within a short span of five

months.

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VISION, MISSION AND OBJECTIVES

VISION STATEMENT

"Together we create the enterprises of tomorrow".

MISSION STATEMENT

"To provide world-class information technology solutions and services to enable our

customers to serve their customers better".

QUALITY POLICY

"We shall deliver defect-free products, services and solutions to meet the requirements of

our external and internal customers, the first time, every time".

OUR MANAGEMENT OBJECTIVES

To fuel initiative and foster activity by allowing individuals freedom of action and

innovation in attaining defined objectives.

OUR PEOPLE OBJECTIVES

To help people in HCL Infosystems Ltd. share in the company's successes, which they

make possible; to provide job security based on their performance; to recognize their

individual achievements; and help them gain a sense of satisfaction and accomplishment

from their work.

CORE VALUES

We shall uphold the dignity of the individual.

We shall honour all commitments.

We shall be committed to Quality, Innovation and Growth in every endeavour.

We shall be responsible corporate citizens.

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Clients

Top Ten Client Profiles:-

Global Telecom Major – U.K

Fortune 500 Retail Conglomerate – U.S.A

Fortune 500 Retail Chain – U.S.A

Property Services & Insurance Major – U.K

Global E-integration Solution Provider – U.S.A

Global Retail/ Financial Automation Systems – U.S.A

Global Telecom Major – U.S.A

Global Network Security Solution Provider – U.S.A

Global Insurance Major – U.K

Global Media & education Company – U.S.A

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What is competency?

Levels of competency.

Components of competency.

Types of competency.

Competency model.

Benefits of using competency model.

What methodology used.

Who identifies competencies?

How to identify competencies?

What is competency mapping?

Process of competency mapping.

Competency mapping model.

Reasons for using competency mapping.

Competency mapping benefits.

Some important tips of competency mapping.

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Review of Literature

“Article from HCL Web Site & Magazine”

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REVIEW OF LITERATURE

INRODUCTION

The word competency is derived from Latin word "Competere". This means ‘to

be suitable’. The competency concept was originally developed in Psychology denoting

individuals' ability to respond to demand placed on them by their environment. Ulrich

defined competency as “Knowledge, skill or ability of employees relevant for

organizational performance”.

Competence management is becoming increasingly important in today's

dynamic context since it is becoming the only competitive advantage the organization

actually has which cannot be duplicated easily by the competitor. Competence

management will have various aspects under it like competence profiling and finding

what the company is good at, competence building that is building new competence to

match the market demands, recruitment based on competencies etc.

Competency mapping is processes of identify key competencies for an

organization and a job and incorporating those competencies throughout the various

process (job evaluation, training, recruitment) of the organization.

Competency Mapping play a significant role in recruiting and retaining people

as it gives a more accurate analysis of the job requirements, the candidates capability of

the difference between the two, and the development and training needs to bridge the

gaps.

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Competencies enable individuals to identify and articulate what they offer

regardless of the job they happen to have at the time so that their organization can see,

value and utilize what capability is actually available.

Competence management is becoming increasingly important in today's

dynamic context since it is becoming the only competitive advantage the organization

actually has which cannot be duplicated easily by the competitor. Competence

management will have various aspects under it like competence profiling and finding

what the company is good at, competence building that is building new competence to

match the market demands, recruitment based on competencies etc. in this section we

will briefly discuss why competence management is important and what are the

competency management.

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WHAT IS A COMPETENCY?

Competency is an underlying characteristic required to perform a given task, activity, or

role can be considered as competency. Competency has the following forms:

Knowledge

Skills

Attitude

These three factors are important for identifying competency in a person. Different

individual requires different competency for e.g. a person working in a manufacturing

unit may require different competency than a person working in an IT sector.

Competency difference from industry to industry. According to Harvard Business

Review Daniel Katz grouped competency into three areas which later expanded in

to the following four:-

Technical

Managerial

Human

Conceptual

In competency mapping all details of the behaviors (observable, specific, measurable etc)

to be shown by the person occupying that role are specified.

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LEVELS OF COMPETENCY

When we talk of competency it is imperative to know the levels of competency such

as:-

1. Practical competency: An employee's demonstrated ability to perform a set of tasks.

2. Foundational competence: An employee's demonstrated understanding of what and

why he/she is doing.

3. Reflexive competence: An employee's ability to integrate actions with the

understanding of the action so that he/she learns from those actions and adapts to the

changes as and when they are required.

4. Applied competence: An employee's demonstrated ability to perform a set of tasks

with understanding and reflexivity.

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Components of Competency

There are four major components of competency:-

Skill: Capabilities acquired through practice. It can be a financial skill such as

budgeting, or a verbal skill such as making a presentation.

Knowledge: Understanding acquired through learning. This refers to a body of

information relevant to job performance. It is what people have to know to be able

to perform a job, such as knowledge of policies and procedures for a recruitment

process.

Personal attributes: Inherent characteristics which are brought to the job,

representing the essential foundation upon which knowledge and skill can be

developed.

Behavior: The observable demonstration of some competency, skill, knowledge

and personal attributes. It is an essentially definitive expression of a competency

in that it is a set of action that, presumably, can be observed, taught, learned, and

measured.

Based on the above definition, it can be said competency only include behaviors that

demonstrate excellent performance. Therefore, they do not include knowledge per se, but

do include applied knowledge or the behavioral application of knowledge that produces

success. In addition, competencies do include skills, but only the manifestation of skills

that produce success. Finally, competencies are not personal work motives, but do

include observable behaviors related to motives.

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Type of Competency

There are four types of competency:-

1. Employee Core Competency

Competency that relate to organization’s values, mission and strategy; these are

competencies that reflect organizational core capabilities and should be possessed by all

employees regardless of their function.

Example: Customer satisfaction; quality orientation.

2. Managerial Competency

Competencies that relate to skills needed to perform managerial work and process; it

deals with the interaction process either with individual or group of people. Typically

generic in nature, these competencies are common skills sets required by most

companies; are not necessarily industry specific, and are not confined to managerial

positions. In typical organizations, managerial competencies will play greater emphasis

as the position progresses within the organization.

In general, managerial competency could be divided into two categories:

Human Competency

An ability to work with, understand, and motivate other people as individuals or in group.

It relates to the individual’s expertise in interacting with others in a way that will enhance

the successful completion of the task at hand.

Examples: interpersonal skills; developing people.

Conceptual Competency

An ability to understand the degree of complexity in a given situation and to reduce that

complexity to a level at which specific courses of action can be derived.

Example: problem solving and decision making.

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3. Technical/Functional Competency

Competencies that pertain to specific bodies of knowledge and skills required to perform

the defined activities in an industry, function or job. It includes the abilities to use the

procedures, techniques and knowledge of a specialized field.

Example: sales ability, behavior interview technique.

4. Personal Attribute

Competencies that relate to inherent personal characteristics (e.g. motives, self image,

self concept, etc.) and potentially affect work attitude and performance.

Example: tolerance for stress; achievement motivation.

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Competency Model

Competency model is a set of competencies that include the key behaviors required for

excellent performance in a particular role. Competency model development is driven by

the organization’s strategy (see figure below).

Figure: Competency Model Framework

Vision & Mission

Core capabilities

Stakeholder requirements

Market realities

BUSINESS STRATEGY

Competency Requirements

Success Skill

Factors Knowledge

Behaviors Attributes

COMPETENCY MODEL

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Benefits of Using Competency Model

There are some useful benefits of using competency model for the company, managers,

and employees as well.

For the company, these benefits are:-

Reinforce corporate strategy, culture, and vision.

Establish expectations for performance excellence, resulting in a systematic

approach to professional development, improved job satisfaction, and better

employee retention.

Increase the effectiveness of training and professional development programs by

linking them to the success criteria (i.e., behavioral standards of excellence).

Provide a common framework and language for discussing how to implement and

communicate key strategies.

Provide a common understanding of the scope and requirements of a specific role.

Provide common, organization-wide standards for career levels that enable

employees to move across business boundaries.

For Managers, the benefits are:-

Identify performance criteria to improve the accuracy and ease of the hiring and

selection process.

Provide more objective performance standards.

Clarify standards of excellence for easier communication of performance

expectations to direct reports.

Provide a clear foundation for dialogue to occur between the manager and

employee about performance, development, and career-related issues.

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For Employees, the benefits are:-

Identify the success criteria (i.e., behavioral standards of performance excellence).

required to be successful in their role.

Support a more 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.

What Methodology is used?

The following methods are used in combination for competency mapping:-

Interview

Group work

Task Forces

Task Analysis workshops

Questionnaire

Use of Job descriptions

Performance Appraisal Formats etc.

Who Identifies Competencies?

Competencies can be identified by one of the following category of people:-

Experts

HR Specialists

Job analysts

Psychologists

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Industrial Engineers

How to Identify Competency?

The process of identification is not very complex. Some of the methods are given below:-

1. Simply ask each person who is currently performing the role to list the

tasks to be performed by him one by one, and identify the knowledge, attitudes

and skills required to perform each of these jobs. Consolidate the list and present

it to a role set group or a special task force constituted for that role.

2. Appoint a task force for each role.

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WHAT IS COMPETENCY MAPPING?

Competency mapping involves the determination of the extent to which the person

possesses the various competencies related to a job.

For Ex: The extent to which a person is adjustable, resourceful, capable of working

efficiently under stress, capable of anticipating threats, finding solutions and contributing

in innovations. Which is then compared with the extent to which the various

competencies are required for a job? The comparison enables us to know the suitability of

a person for a job. So this too is used for setting standards and checking the employees

standing on the various competencies’ platform and further, the training needs of a person

can also be identified.

A company can save a lot of cost on training by efficiently using knowledge

management. A person may be perfect in one aspect and may lack in others, if the

knowledge in which a person in a master is shared by all, then that will reduce the cost of

training. At least it can make the person aware about the new concepts, which he is

totally unaware.

COMPETENCY MAPPING PROCESS

The competency mapping process does not fit the one-size-fits all formula. It has to be

specific to the user organization. It is better to develop models that draw from but are not

defined by existing research, using behavioral interview methods so that the organization

creates a model that reflects its own strategy, its own market, its own customers, and the

competencies that bring success in that specific context (including national culture). Start

with small, discrete groups or teams, ideally in two directions-a 'horizontal slice' across

the business that takes in a multi-functional or multi-site group, more or less at the same

organizational level, and a 'vertical slice' taking in one whole department or team from

top to bottom. From that, the organization can learn about the process of competency

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modeling, and how potential alternative formats for the models may or may not fit the

needs of the business.

It is important to focus on one or two key areas of implementation rather than the whole

HRD agenda in one scoop. So if recruitment and selection or performance management is

the key strategic needs of the business, and where the pain is being felt, then start there. It

is advisable to begin with a 'horizontal' slice of the management or senior-most team as

the benefits will percolate down to the whole organization.

Methodology for designing: The most effective route to employ recognized best-

practice internal research methodology using behavioral event interview (BEI) techniques

to selectively sample the target population (supplemented with expert panels and

'Competency Requirement Questionnaires' to engage wider population samples) and so

build up the models from the data that emerges. This data should be triangulated against

clear top-down input in terms of organizational strategy and business objectives, and also

against external research relevant and analogous to the organizations situation-not as a

driver, but as a reference point. Once the behavioral data is collected, it should be sorted,

categorized and leveled carefully to create models that are concise and comprehensive,

simple and sophisticated. Developing BEI skills within the organization has the added

benefit that once the model is complete, it can be used more effectively by transferring

these skills to selection interviewing, development assessments, and so on.

International organizations must ensure that the methodology does not screen-out those

competencies that do not match the culturally-influenced pre-conceptions of the head

office (wherever it is situated) of what high-performance competencies are. This is a

common error…the universalist, all-powerful 'global leadership model'.

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COMMON STEPS IN COMPETENCY MAPPING

First: A job analysis is carried out by asking employees to fill in a questionnaire that asks

them to describe what they are doing, and what skills, attitudes and abilities they need to

have to perform it well. There would be a bit that requests them to list down attributes

needed to make it up to the next level, thus making it behavioral as well as skill-based.

Second: Having discovered the similarities in the questionnaires, a competency-based

job description is crafted and presented to the personnel department for their agreement

and additions if any.

Third: Having agreed on the job requirements and the skills and attitudes needed to

progress within it and become more productive; one starts mapping the capability of the

employees to the benchmarks. There are several index points within the responsibility

level. An almost (but not quite) arbitrary level of attainment is noted against each

benchmark indicating the areas where the assesses is in terms of personal development

and achievement.

These give an adept HR manager a fairly good picture of the employee to see whether he

(or she) needs to perform better or to move up a notch on the scale. Once the employee

`tops' every indicator at his level, he moves on to the next and begins there at the bottom -

in short, he is promoted.

This reasonably simple though initially (the first year only) tedious method helps

everybody to know what the real state of preparedness of an organization to handle new

business (or its old one) because it has a clear picture of every incumbent in the

organization.

It helps in determining the training and development needs and importantly it helps to

encourage the best and develop the rest. “A win-win situation for everyone”.

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COMPETENCY MAPPING MODEL

A MODEL FOR COMPETENCY MAPPING

Heads of Functional Departments

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Finance / Marketing / Personnel / Technical / others

Heads of the Functional Departments explain in detail what all compentencies should an employee possess and

to what degree

HR Department designs such a performance appraisal method, which checks the competencies possessed by

the employee and to what degree

Comparison

Missing links

Training

Competencies’ requirements given by various heads

Self rating by employee on each competency

Inputs from functional heads defining to what extent an

employee possesses a competency

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REASONS WHY COMPETENCY MAPPING IS USED

Effectively match individual competencies to position, project team, and job

requirements.

Prioritize competencies by job, project, or position, and track individuals' abilities

to fulfill requirements.

Integrate training and administration applications to focus training efforts.

Run gap and match analyses between individuals, jobs, teams, and positions.

Increase skill sets to meet your organization's scope and growth.

Increase their ability to attract, develop, retain and utilize co-workers.

Lengthen the time that staff stays with a company by allowing staff members to

discover individual career paths within the company.

Increase capacity by achieving a more holistic view of the accumulated

competence of the entire organization.

Achieve access to appropriate competence at the right time and place.

Establish an overview of the accumulated resources of the organization and the

demand for those resources.

Find candidates with the right profile, from anywhere in the organization, to fill

an unexpected vacancy.

Identify key positions for which you have no candidates.

Reconcile the aspirations of your key people with the opportunities available.

Check how closely your development activities are aligned with the needs of your

business.

Ensure you are building the appropriate talent pool to support your future needs.

Align corporate objectives and strategies to each person in the company.

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BENEFITS OF IMPLEMENTING A COMPETENCY-BASED

APPROACH

For the company:-

Establish expectations for performance excellence.

Improved job satisfaction and better employee retention.

Increase the effectiveness of training and professional development programs by

linking them to success criteria.

Provide a common understanding of scope and requirements of a specific role.

Provide a common, organization wide standards for career levels that enable

employees to move across business boundaries.

For Managers:-

Identify performance criteria to improve the accuracy and ease of the selection

process.

Provide more objective performance standards.

Easier communication of performance expectations.

Provide a clear foundation for dialogue to occur between the managers and

employees and performance, development and career-oriented issues.

For employees:-

Identify the behavioral standards of performance excellence.

Provide a more specific and objective assessment of their strengths and the tools

required to enhance their skills.

More clear on career related issues.

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SOME TIPS TO DO COMPETENCY MAPPING

The following are some of tips to do competency mapping at low cost:-

Pick up a job or a role that is relatively well understood by all individuals in the

company. Work out for this role and give it as an illustration. For example Sales

Executive, Production Supervisor, Assistant HR Manager, Receptionist, Transport

Manager, PR Manager, etc. are known to all and easy to profile.

Work out competencies for this role if necessary with the help of job analysis specialist

or an internal member who has knowledge of competency mapping. Prepare this as an

illustration.

Circulate these others and ask various departments to do it on their won.

Circulate samples of competencies done by others.

Illustrate knowledge, attitudes, skills, values etc.

Choose a sample that does not use jargons.

Explain the purpose.

Interview of past successful job holders helps.

Current incumbent who are doing a good job along with their Reporting officers

is a good.

Enough team in most cases.

Once prepared even on the basis of one or two individuals inputs circulate to other

role set members.

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Field of study.

Research design.

Sampling design.

Data collection.

Sampling size and method.

Frame work.

Tools used (or) statistical techniques applied.

Definition of Pie chart.

Definition of Bar chart.

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Research Methodology

“If we could know where we are and where we are tending, we

could better judge what to do and how to do it”

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RESEARCH METHODOLOGY

Research refers to the search for knowledge. One can also define as the scientific and

systematic search for candidate’s information on specific topic. Research is a scientific

investigation. According to D.Slesinger and M.Stepenson, “The manipulation of things,

concepts or symbols for the purpose of generalizing to extend, correct or verify

knowledge, whether that knowledge aids in construction of theory or in the practice of an

art”.

Field of study

The research has been conducted among the HR Team, who were involved in the

identifying the significant measures to increase the potential employee at HCL

Technologies BPO Services Ltd., Chennai.

Research Design

The objective of the study has been achieved by using both Primary and

Secondary Data’s. The data’s obtained for the study was primarily from field

investigation carried out among the HR team of HCL BPO, who are involved in the

competency mapping process, on the basis of an extensive questionnaire.

Sampling Design

Sample design is a definite plan for obtaining a sample from a given population.

It refers to the technique or the procedure the researcher would adopt in selecting items

for samples.

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Samples are studied for the entire population who are involved in the competency

mapping process.

Research design is needed because it facilitates the smooth railing of the various

research operations thereby making research as effective as possible yielding maximal

information with minimal expenditure of effort, time and money.

Population

The population for this survey includes the entire HR team of HCL BPO-Center

1.

Data Collection

In this present study both primary and secondary data were used.

Primary data:-

Primary data is information obtained from original sources by the researcher.

A structured questionnaire was prepared to collect relevant primary data from

employees of the company and personal interview with HR Executives.

Secondary data:-

The secondary data were collected from the published sources such as books,

magazines, journals, web sources and company records.

Sampling Unit

The sampling unit consists of HR team at HCL BPO-Center 1.

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Sample size and sampling method

The sample size for the survey is 110 and the sampling method used is

convenience sampling.

The methodology adopted in this study was Convenience sampling. As the name

implies, the sample is selected because they are convenient to the researcher.

A convenience sample is used when you simply stop anybody in the street who is

prepared to stop, or when you wander round a business, a shop, a restaurant, a theatre or

whatever, asking people you meet whether they will answer your questions.

Framework Analysis

The collected data were analyzed by applying Simple Percentage method and pie

chart and tables.

Tools used (or) statistical techniques applied

The methods followed for the analysis and interpretation of data are:-

Univariate Percentage Analysis

Percentage refers to a special kind of ratio. It is used to make

comparison between two or more series of data. They can be used to compare the relative

items, the distribution of two or more series of data, since the percentages reduces every

thing to a common base and there by allow meaningful comparisons to be made. Here

only one factor is considered.

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NO OF RESPONDENTS

PERCENTAGE = x 100

TOTAL RESPONDENTS

Definition of pie chart

A graphical representation of information in which each unit of data is represented as a

pie-shaped piece of a circle.

A graphic representation of quantitative information by means of a circle divided into

sectors, in which the relative sizes of the areas of the sectors correspond to the relative

sizes or proportion of the quantities.

It is a type of chart divided into sections of a circle, drawn from a single Y-axis value and

used to illustrate the relationship of parts to the whole, particularly useful for

emphasizing one specific element.

Definition of bar chart

A bar chart is a chart with rectangular bars with lengths proportional to the values that

they represent. Bar charts are used for comparing two or more values. The bars can be

horizontally or vertically oriented. Sometimes a stretched graphic is used instead of a

solid bar.

It is a type of chart which consists of four significant points: the high and the low prices,

which form the vertical bar, the opening price, which is marked with a little horizontal

line to the left of the bar, and the closing price, which is marked with a little horizontal

line of the right of the bar.

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Tables and charts ( questionnaire)

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Data Analysis & Interpretation

“Learn not only to find what you like, learn to like what you find”.

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ANALYSIS AND INTERPRETATIONS

Table: 1. Knowledge Enhanced

S. No Parameters No of respondents % of Respondents

1 Strongly Agree 21 19.1

2 Agree 65 59.1

3 Neither agree nor disagree 17 15.5

4 Disagree 7 6.4

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 59.1% of the employee has agreed that employees

knowledge will be enhanced, 19.1% of the respondents has strongly agreed to the

statement, 15.5% of the respondents are neither agree nor disagree and 6.4% of the

employees are strongly disagree to the statement.

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Fig 1

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation employees knowledge will be enhanced.

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Table: 2. Employees Skills

S. No Parameters No of respondents % of Respondents

1 Strongly Agree 14 12.7

2 Agree 65 59.1

3 Neither agree nor disagree 24 21.8

4 Disagree 7 6.4

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 59.1% of the employee has agreed that employees

skills will be sharpened, 21.8% of the respondents are neutral statement, 12.7% of the

respondents are strongly agreed and 6.4% of the employees are strongly disagree to the

statement.

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Fig 2

Inference:

From the above interpretation, it is inferred that, majority respondents

agrees that through competency mapping implementation employees skills will be

sharpened more.

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Table: 3. Employees Attitude

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 19 17.3

2 Agree 67 60.9

3 Neither agree nor disagree 24 21.8

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 60.9% of the employee has agreed that employees’

attitude will be developed, 21.8% of the respondents are neutral statement, and 17.3% of

the respondents are strongly agreed to the statement.

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Fig 3

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation will develop employee’s attitude.

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Table: 4. Career Development

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 9 8.2

2 Agree 50 45.5

3 Neither agree nor disagree 51 46.4

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 46.4% of the employees are neutral that the

employees will have career development, 45.5% of the respondents are agreed to the

statement, and 8.2% of the respondents are strongly agreed to the statement.

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Fig 4

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation will pay way for the career development of

employees.

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Table: 5. Employees Performance

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 14 12.7

2 Agree 63 57.3

3 Neither agree nor disagree 33 30

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 57.3% of the employees are agreed that the

employees can develop their performance, 30% of the respondents are neutral to the

statement, and 12.7 % of the respondents are strongly agreed to the statement.

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Fig 5

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation will be a change in employees’

performance.

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Table: 6. Employees/Team

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 24 21.8

2 Agree 37 33.6

3 Neither agree nor disagree 40 36.4

4 Disagree 9 8.2

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 36.4% of the employees are neutral that the

employees can cooperate with in team, 33.6% of the respondents are agreed to the

statement and 21.8 % of the respondents are strongly agreed to the statement.

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Fig 6

Inference:

From the above interpretation, it is inferred that, majority respondents are neutral

that through competency mapping implementation will be a competitive advantage within

the team of employees.

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Table: 7. Meeting Target

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 5 4.5

2 Agree 76 69.1

3 Neither agree nor disagree 13 11.8

4 Disagree 16 14.5

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 69.1% of the employee has agreed that the

employees can meet the targets, 14.5% of the respondents are disagree to the statement,

11.8% of the respondents are neutral and 4.5% of the employees are strongly agree to

the statement.

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Fig 7

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation helps in meeting targets of the employees.

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Table: 8. Tacit Knowledge

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 21 19.1

2 Agree 54 49.1

3 Neither agree nor disagree 28 25.5

4 Disagree 7 6.4

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 49.1% of the employee has agreed that it can

improve the tacit knowledge of the employee according to the company needs, 25.5% of

the respondents are neutral to the statement, 19.1% of the respondents are strongly

agreed and 6.4% of the employees are strongly disagree to the statement.

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Fig 8

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation can improve tacit knowledge of employees

to meet the needs of the company.

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Table: 9. Personality

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 9 8.2

2 Agree 60 54.5

3 Neither agree nor disagree 34 30.9

4 Disagree 7 6.4

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 54.5% of the employee has agreed that it can mould

the personality of the employee, 30.9% of the respondents are neutral to the statement,

8.2% of the respondents are strongly agreed and 6.4% of the employees are strongly

disagree to the statement.

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Fig 9

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation helps in molding personality of employees.

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Table: 10. Consistency

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 5 4.5

2 Agree 62 56.4

3 Neither agree nor disagree 31 28.2

4 Disagree 12 10.9

5 Strongly disagree 0 0

Total 110 100

Source: Primary Data

Interpretation:

The above table indicates that 56.4% of the employee has agreed that employees

will be consistent to the area of working, 28.2% of the respondents are neutral to the

statement, 10.9% of the respondents are disagreed and 4.5% of the employees are

strongly agreed to the statement.

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Fig 10

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation employees will be consistent to the area

they work..

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Table: 11. Recruitment Process

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 13 11.8

2 Agree 63 57.3

3 Neither agree nor disagree 34 30.9

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 57.3% of the employee has agreed that it will be

helpful in selecting the potential candidates, 30.9% of the respondents are neutral to the

statement, and 11.8% of the respondents are strongly agreed to the statement.

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Fig 11

Inference:

From the above interpretation, it is inferred that, majority respondents are neutral

that through competency mapping implementation will be helpful in selecting the

competitive candidates in recruitment process.

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Table: 12. Performance Appraisal

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 61 55.5

2 Agree 22 20

3 Neither agree nor disagree 27 24.5

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100

Source: Primary Data

Interpretation:

The above table indicates that 55.5% of the employee has strongly agreed that it

will be tool for performance appraisal, 24.5% of the respondents are neutral to the

statement, and 20% of the respondents are agreed to the statement.

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Fig 12

Inference:

From the above interpretation, it is inferred that, majority respondents strongly

agrees that through competency mapping implementation will be a tool for performance

appraisal.

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Table: 13. Initiative and self-reliance

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 11 10

2 Agree 53 48.2

3 Neither agree nor disagree 46 41.8

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 48.2% of the employee has agreed it can increase

employees amount of initiative and self-reliance towards work,, 41.8% of the respondents

are neutral to the statements, 10% of the respondents are agreed to the statement.

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Fig 13

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation can increase employees amount of

initiative self reliance towards work.

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Table: 14. Logical and Analytical data

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 0 0

2 Agree 88 80

3 Neither agree nor disagree 22 20

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 80% of the employee has agreed it can increase

employees logical and analytical ability, 20% of the respondents have given neutral to the

statement.

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Fig 14

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation will help employees logical and analytical

ability, what they learned can be applied in their job.

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Table: 15. Current Demands

S. No Parameters No of respondents % Of Respondents

1 Strongly Agree 14 12.7

2 Agree 72 65.5

3 Neither agree nor disagree 24 21.8

4 Disagree 0 0

5 Strongly disagree 0 0

Total 110 100%

Source: Primary Data

Interpretation:

The above table indicates that 65.5% of the employee has agreed that it will help

to meet the current demands of the industry, 21.8% of the respondents have given neutral

to the statement, and 12.7% of the respondents are strongly agreed to the statement.

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Fig 15

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

through competency mapping implementation will help in meeting the current demands

of the industry.

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Table: 16. Consolidated Response

S. No Parameters Average of respondents

1 Strongly Agree 16

2 Agree 59.8

3 Neither agree nor disagree 29.866666667

4 Disagree 4.333333333

5 Strongly disagree 0

Total 110

Source: Primary Data

Interpretation:

The above table indicates that 59.8% of the employee has agreed that we can

implement the competency mapping of HCL BPO, 29.8666 % of the respondents have

given neutral to the statement, and 16 % of the respondents are strongly agreed to the

statement.

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Fig 16

Inference:

From the above interpretation, it is inferred that, majority respondents agrees that

competency mapping can be implemented.

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Findings.

Conclusion.

Suggestion.

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Findings“Creativity is finding out problems

from solutions”

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FINDINGS

60% of the respondent agrees that knowledge of the employees would be

enhanced.

59.15 % of the respondent agrees that employee’s skill will be sharpened more.

60.9 % of the respondent agrees that it will help to improve employee attitude.

46.4 of the respondent agree it paves way for the career development of

employees.

57.3% of the respondent agrees it brings constructive changes in employee’s

performance.

36.4% of the respondent neutral that it will increase Competitive advantage

among the employees/Team.

69.1% of the respondent agrees will help to meet the target of the employees.

49.1% of the respondent agrees it can improve tacit knowledge of employees to

meet the needs of company.

54.5% of the respondent agrees it helps in molding over all personality of

employees.

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56.4% of the respondent agrees employees will be consistent to the area of

working.

57.3% of the respondent agrees that it will be help full in selecting the

competitive candidates in recruitment process.

55.5% of the respondent strongly agrees that it will a tool for performance

appraisal.

48.2% of the respondent agrees that it can increase employee’s amount of

initiative and self-reliance towards work..

80 % of the respondent agree that it can improve the employees logical and

analytical ability what they learned can be applied in their job.

65.5 % of the respondents agree that it will help in meeting the current demands

of the industry.

To summarize 59.8 % of the respondents agree that we can implement

competency mapping in HCL BPO.

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Conclusion“Success is going from failure to

failure without a loss of enthusiasm”.

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CONCLUSIONS

The broad concept might say to be based on the frequently quoted adage:

“People get hired for what they know but fired for how they behave!” This research

describes to, check the feasibility of implementing competency mapping. Competency

mapping can implemented since Competence management will have various aspects

under it like competence profiling and finding what the company is good at, competence

building that is building new competence to match the market demands, recruitment

based on competencies. By implementing the suggestions of this study, the company may

hire, develop and retain the right talent in the company.

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SUGGESTIONS“Destiny is not a matter of

chance; it is a matter of choice. It is not a thing to be waited for; it

is a thing to be achieved”.

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SUGGESTIONS

Competency mapping as a tool for performance appraisal:

The competency can be considered to measure and enhance the performance of

the employees.

Creating awareness about competency mapping:

Since, most of the employees were not aware of competency mapping; the

company can consider conducting seminars, awareness programs or workshops to

create awareness among employees.

Competency mapping for recruitment:

Competency mapping may also be used as a tool for internal recruitment or

promotion in the company.

Competency as a tool for retention:

The competency mapping may also be used as a retention tool. If the

performances of the employees were appraisal without any bias i.e. based on

knowledge, skill, attitude the employees would be highly satisfied with the

mechanism of performance appraisal. Therefore competency mapping may be used as

tool for retention.

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APPENDIX

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A study on implementation of competency mapping in HCL BPO

Q S. NO ___________

DATE ___________

Dear Respondent

This questionnaire is part of an academic study being carried out in partial fulfillment of

an MBA degree in the Bharath University. Please take few minutes to complete this

survey. Please do not leave any question unanswered. Your views, in combination with

those of others, are extremely important. Your survey responses will be strictly

confidential and data from the survey will be reported only in the aggregate. Your

information will be coded and will remain confidential. Thank you very much for your

time and support.

Personal information

1. Name

2. Qualification:

3. Marital status: Single Married

4. Gender: M F

5. E-mail:

6. Contact number:

7. Designation:

8. Process name:

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QUESTIONNAIRE

If the competency mapping is implemented?

1. Employee’s knowledge will be enhanced.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

2. Employee’s skills will be sharpened more.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

3. It can develop employees’ attitude.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

4. It pays way for the career development of employees.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

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5. Will be a change in employees’ performance.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

6. Competitive advantage with in the team of the employees.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

7. It helps in meeting target of the employees.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

8. It can improve tacit knowledge of employees to meet the needs of company.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

9. It helps in molding personality of employees.

a) STRONGLY AGREE

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b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

10. Will employees will be consistent to the area they work.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

11. Will it be helpful in selecting the competitive candidates in recruitment process?

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

12. Will it be a tool for performance appraisal?

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

13. It can increase employee’s amount of initiative and self reliance towards work.

a) STRONGLY AGREE

b) AGREE

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c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

14. Employees logical and analytical ability what they learned can be applied in their job.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

15. It will help in meeting the current demands of the industry.

a) STRONGLY AGREE

b) AGREE

c) NEUTRAL

d) DISAGREE

e) STRONGLY DISAREE

COMMENT’S

______________________________________________________________________

______________________________________________________________________

-- ------------THANK YOU-----------------

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BIBLIOGRAPHY

BOOKS

The Art and Science of Competency Models: pinpointing critical success factor in

Organization by Anntoinette.D.Lucia, Richard Lepsinger.

Knowledge Mapping: The Essentials for Success by Wesley Vestal.

Effective Competency Modeling and Reporting by Ken Cooper.

Competency-Based Recruitment and Selection by Robert Wood and Tim Payne.

HRM A managerial tool for Competitive Advantage.

Leadership research Findings, Practices and Skills fourth edition by Dubrin.

Process Mapping: How to Reengineer Your Business Processes by V. Daniel

Hunt.

Knowledge Mapping and Management by Don White.

MAGAZINES AND JOURNALS

HRM Review: ICFAI University Press.

How Commitment Affects Team Performance, HR Magazine 42(2) pg 107-112.

A Three Component Conceptualization of organizational Commitment, HRM

Review pg 61-89.

The Fulcrum of BPO, Business Today, nov 20, 2005 pg 62-69.

Employee Engagement New Perspectives, K Mallikarjunan.

Managing Human Resources, South Western College Pueblishing.

Best of HRM Practices, K Mallikarjunan.

Developing a Global Management cadre, Prentice hall of India.

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive

in the New Business Environment by Robert S. Kaplan and David P. Norton.

Kavita Poddar 126

Page 127: competency mapping

Bharath University Competency Mapping

WEBSITES

www.genpact.com

www.exploreHR.org

www.maricopa.edu

www.bulliviant.com/practice

www.utsystem.edu

www.workforce.com

www.google.com

www.apple.com

www.hclbpo.com

www.citihr.com

www.coolavnus.com

Kavita Poddar 127