competency mapping

CHAPTER 1

1.1 INTRODUCTION

Competency-based HR is considered the best HR in India. However competency development and mapping still remain an unexplored process in most IT organizations despite the growing level of awareness. After all, Level3 of PCMM is focused on the competency framework in an organization. Is the underlying principle of competency mapping just about finding the right people for the right job? The issue is much more complex than it appears, and most Hr department have been struggling to formulate the right framework for their organization.

The competency movement has caught on much better in the non-IT sector than the IT sector. Only a few IT organization which are at the higher end of the HR value chain known to be doing some work in this area; most are busy handling recruitment and compensation relate matters.

Unless managements and HR head have holistic expectations from their HR departments, the competency movement is unlikely to succeed as it requires lot of time, dedication and money.

1.2 INDUSTRY PROFILE

IT Industry

The Indian software industry is fast becoming tradition of the modern

day information technology (IT) revolution, and it is considered as an

example for excellence of a technology-intensive industry establishing itself

in a developing country.

The Indian software industry, though successful, still faces major

hurdles, as it is still small in terms of its global market share and producing

low value-added products, while its own domestic market is only one-third

of the size of its export market.

According to the National Association of Software and Service

Companies (NASSCOM), the apex body for software services in India, the

revenue of the information technology sector has grown from 1.2 per cent of

the gross domestic product (GDP) in 1997-98 to an estimated 5.8 per cent in

2008-09. Software and services exports (includes exports of IT services,

BPO, engineering services and R&D and software products) reached US $

47 billion in FY2009.

The cross-border merger and acquisition (M&A) involving Indian IT

and IT-enabled companies increased by nearly 12 per cent between January

1 and December 15, 2008 to US$ 3.22 billion (in 98 deals) compared with

US$ 2.88 billion (in 159 deals) in 2007. The average deal size in 2008

increased to US$ 32.86 million (as compared to US$ 18.15 million),

according to Grant Thornton India.

Moreover, as top outsourcing customers in the US and Europe seek to

renew their computer infrastructure management contracts worth nearly

US$30 billion, Indian tech firms including HCL, Tata Consultancy Services

(TCS), Wipro and Infosys are bidding against incumbent multinational rivals

IBM and HP, for their share of the lucrative opportunity.

Export

According to NASSCOM, if India maintains its current share of the

global offshore IT-ITS market, the IT-ITeS exports from India will exceed

US$ 330 billion by 2019-20 (nearly 14 per cent of the projected worldwide

spend). Currently, exports stand at US$ 47.3 billion.

The ITeS sector is working towards reducing its dependence on the

US market and is exploring new and emerging markets such as those in

Australia and the Middle East.

Government Initiative

Realizing its potential, after IT Parks and IT special economic zone

(SEZs), the government has cleared a proposal for creating much larger

Information Technology Investment Regions (ITIRs) to give a fillip to the

country's growing IT and ITeS sector.

SWOT Analysis

Strengths

Highly skilled human resource

Low wage structure

Quality of work

Initiatives taken by the Government (setting up Hi-Tech Parks and implementation of e-governance projects)

Many global players have set-up operations in India like Microsoft, Oracle, Adobe, etc.

Following Quality Standards such as ISO 9000, SEI CMM etc.

English-speaking professionals

Cost competitiveness

Quality telecommunications infrastructure

Indian time zone (24 x 7 services to the global customers). Time difference between India and America is approximately 12 hours, which is beneficial for outsourcing of work.

Weaknesses

• Absence of practical knowledge

• Dearth of suitable candidates

• Less Research and Development

• Contribution of IT sector to India’s GDP is still rather small.

• Employee salaries in IT sector are increasing tremendously. Low wages benefit will soon come to an end.

Opportunities

High quality IT education market

Increasing number of working age people

India 's well developed soft infrastructure

Upcoming International Players in the market

Threats

Lack of data security systems Countries like China and

Philippines with qualified workforce making efforts to overcome the English language barrier

IT development concentrated

in a few cities only

1.5 INTRODUCTION TO THE STUDY

Competency mapping is process of identifying key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. evaluation, trainging, recruitment) of the organization. It generally examines two areas: emotional intelligence or emotional quotient, 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. This study helps 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 potential employer. These kinds of skills can be determined, when one is ready to do the work.

1.6 NEED FOR THE STUDY

Have a reasonable understanding of the term competency mapping.

Understand what needs to be done for its effective implementation

Know the key areas of performance indicators and key player, who do

the process

Understand the benefits of the system

Know how it helps in designing the competency based hiring system.

Know how it helps in planning training and development of the

employees.

Know how it helps in the future knowledge requirement of the

organization as its grows

1.7 OBJECTIVES OF THE STUDY

The main objective of this project is to study the organization and its

functional wings.

This project has been undertaken to share my experiences on

competency mapping as well as to enhance my understanding of this

fascinating subject by doing some study and research.

The project explains the meaning of competency mapping, different

method used to evaluate the performance of employees, its effective

implementation and the benefits of the system.

It also aims at understanding the problems associated with

competency mapping and suggests measures to be adopted to

overcome these issues.

Overall objective of the project is to understand the effectiveness of

competency mapping systems.

1.8 SCOPE OF THE STUDY

The project report covers the detailed study of the organization

along with its functional wings.

It also covers the definition and meaning of competency mapping.

It elucidates the benefits and drawbacks of the traditional methods

as well as recent advances in the field of setting up standard skill

set.

The project throws light on the concern areas for different people

involved in designing the competency mapping and attempts to

find out base to overcome those problems.

The system can help management to take informed decisions on

competency based hiring and career enhancement for their

employees.

Few recommendation and methodology of the competency

mapping have been included in the project to show the way

different companies are evaluating performance of their employees

CHAPTER 2

Literature Survey

INTRODUCTION

Competency Mapping is processes of identifying 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. 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. . 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.

DEFINITION:

According to Boyatzis (1982) “A capacity that exists in a person that leads to behaviors that meets the job demands within parameters of organizational environment, and that, in turn brings about desired results”

COMPONENTS OF COMPETENCY

There are four major components of competency:

1. SKILL: capabilities acquired through practice. It can be a financial skill such as budgeting, or a verbal skill such as making a presentation.

2. 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.

3. PERSONAL ATTRIBUTES: inherent characteristics which are brought to the job, representing the essential foundation upon which knowledge and skill can be developed.

4. 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.

MAPPING PROCESS:

There are about five stages while performing competency mapping. The following are the five stages discussed in detail.

FIRST STAGE:

The first stage of mapping requires understanding the vision and mission of the organization.

SECOND STAGE:

Second stage requires understanding from the superior performers the behavioral as well as the functional aspects required to perform job effectively.

THIRD STAGE:

Third stage involves thorough study of the BEI Reports/ Structured Interview Reports.

Identification of the competency based on competency frame work.

Measurement of competency.

Required levels of competency for each job family.

Development of dictionary which involves detail description of the competency based on the indicators.

Care should be taken that the indicators should be measurable and gives objective judgment.

FOURTH STAGE:

a. This stage requires preparation for assessment.

b. Methods of assessment can be either through assessment centers or 360 Degree Feedback

c. If assessment centre is the choice for assessment then tools has to be ready beforehand

i. Tools should objectively measure the entire competency required.

ii. Determine the type of the tools for measuring competency

iii. Prepare the schedule for assessment

iv. Training to the assessor should indicate their thorough understanding of the competencies and the tools and also as to how the behavior has to be documented.

FIFTH STAGE:

This stage involves conducting assessment centre. Usually it is a two day program which would involve giving a brief feedback to the participant about the competencies that has been assessed and where they stand to.

SIXTH STAGE:

Sixth stage involves detailed report of the competencies assessed and also the development plan for the developmental areas.

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:

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:

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.

FOR EMPLOYEES:

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.

FIVE TYPES OF COMPETENCY CHARACTERISTICS:

1. Motives: the things a person consistently thinks about or wants that cause action. Motives “ drive, direct, and select” behavior toward certain actions or goals and away from others.E.g. Achievement-motivated people consistently set challenging goals for themselves and use feedback to do better.

2. Traits: physical characteristics and consistent response to situation or information.E.g. reaction time and good eyesight are physical trait competencies of combat pilots.

3. Self-concept: A person’s attitude, values, or self-image.E.g. Self-confidence, a person’s belief that he can be effective in any situation is a part of that person’s concept of self.

4. Knowledge: Information a person has in specific content areasE.g. A surgeon’s knowledge of nerves and muscles in the human body.

Skill: The ability to perform a certain physical or mental task.E.g. A dentist’s physical skill to fill a tooth without damaging the nerve.

The type or level of a competency has practical implications for human

resource planning. Knowledge and skills tend to be visible and relatively surface, characteristics of people. But attitude, trait and motive competencies are more hidden “deeper” and central to personality. Surface knowledge and skills are relatively easy to develop. But core motive and trait competencies are at the base of the personality iceberg and are more difficult to assess and develop as shown in the figure..

Competency Mapping Methods:

The Behavioral Event Interview (BEI) Expert panels

Focus groups

Surveys

Psychometric tests

The Behavioral Event Interview:

It is a structured interview to identify specific behaviors which produce successful results. It identifies and compares thoughts, feelings, behaviors and outcomes reported by outstanding performers with those reported by average performers and is a tool for identifying differentiating competencies.

Assessment Centres Use multiple methods and multiple assessors to enhance

objectivity.

Use psychometric tests, stimulation exercises, presentations, in basket exercises, interviews, role plays, group discussions etc.

Methods used depend on nature of competencies

Competencies can be identified by experts, HR specialists, job analysts, psychologists etc.. in consultation with line managers, current and past role holders, supervisors, internal customers and subordinates.

Dr. T V Rao says …

“Competency mapping is essentially an in-house job. Consultants can at best give the methodology and train up the line managers and HR staff. Consultants cannot do competency mapping all by themselves because no consultant can ever have all the knowledge required to identify the technologies, managerial, human relations and other conceptual knowledge, attitudes and skills required for all jobs in a firm. Where consultant are extensively relied upon the data generated are likely to enrich the consultant much more than the firm. The lower the consultant’s involvement, more the

work needs to done internally and higher the intellectual capital generation and retention within the organization.”

CHAPTER 3

3.1 RESEARCH METHODOLOGY

RESEARCH MEANING

“Research means a search for knowledge”. Sometimes, it may refer to

a scientific and systematic search for pertinent information on a specific

topic. In fact, research is an art of scientific investigation.

RESEARCH DESIGN

The research design followed in this study is descriptive research.

Descriptive research includes surveys and fact - finding enquiries of

different kinds. Descriptive study is concerned with describing the particular

characteristic of individual or a group. The purpose is description of the state

of affairs as it exists at the present.

SOURCES OF INFORMATION

The research is used primary data and secondary data.

Primary data

The information of data was collected for the first time by the

researcher, it is referred to primary data. The data sources used in this study

primary data collected from the employees of Mani India Technologies (P)

Ltd.

Secondary data

Secondary data are the data that already exists which could be utilized

accordingly. Secondary data for this study are collected through the

organization library, brouchers, reports and from company website.

Data collection tool

Primary data was collected using a well structured questionnaire.

Closed ended questions have been used in the questionnaire. In this closed

ended questionnaire, Richard’s 5 point scale is used.

Population Size:

All the items under consideration in any field of inquiry constitute the

universe or population.

Population size of Mani India Technology is around 200, and we took

the response of 100

SAMPLING PROCEDURE

i. Sampling technique

In this study convenience sampling was done. When the population

elements are selected for the inclusion in the sample based on the ease of the

access, it can be called convenience sampling.

ii. Sample size

The Sample size consists of 100 respondents of Mani India

Technology (P) ltd.

Tools used for data analysis:

The collected information has been processed both manually and with

the help of computers and analyzed suitably.

The following statistical tools are used in this study,

1. Simple percentage analysis.

2. Weighted average

3. correlation

SIMPLE PERCENTAGE ANALYSIS

Simple percentage analysis refers to a ratio, with the help of absolute

figures it will be difficult to interpret any meaning from the collected data,

but when percentages are found out then it becomes easy to find the relative

difference between two or more attributes.

Percentage =

WEIGHTED AVERAGE

Weighted average can be defined as an average whose component

items are multiplied by certain values (weights) and the aggregate of the

products are divided by the total of weights.

X=Σwx/Σw

CORRELATION

This is one of the statistical tools used to measure the relationship

between two or more than two variables. The measure of correlation is

coefficient of correlation.

Of the several mathematical methods of measuring correlation, Karl’s

Pearson method popularly known as pearsonian coefficient of correlation, is

most widely used in practice. The correlation coefficient is popularly

denoted as R.

The correlation coefficient R value should be between -1 to +1. The

value is 0 means there is no relationship between the variables.

The values + ve means there is a positive relationship between the

variables. The value is – ve means there is a negative relationship between

the variables.

Mathematically solved by using this equation,

R= (N ΣDxDy – ΣdxΣDy)/ ((NΣDx2 – (ΣDx) 2) (NΣDy2 – (ΣDy)2))1/2

3.2 Limitations of the study

The respondents may (team leaders) have a chance to give wrong information due to personal bias.

I cannot get exact information because some of the employees are unwilling to share the information.

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 Percentage Analysis

Table 4.1.1

Gender Percentage

S.No GenderNumber of respondents Percentage

1 Male 58 58

2 Female 42 42

Total 100 100

Chart 4.1.1

Gender Percentage

male

Female

Inference:

In the sampling 58% people are male and 42% people are female.

Table 4.1.2

Experience Percentage

S.No Year of experienceNumber of respondents Percentage

1 0 – 1 68 68

2 1.1 – 2 22 22

3 2.1 – 4 6 6

4 4.1 – 6 4 4

Total 100 100

Chart 4.1.2

years of experience

68

22

6 4

0

10

20

30

40

50

60

70

80

0 - 1 1.1 - 2 2.1 - 4 4.1 - 6

years

nu

mb

er

of

res

po

nd

en

ts

Table 2 Percentage

Inference:

From the table it is clear that, 68% of the people are having 0 – 1

years of experience. 4% of the people only are having 4 – 6 years of

experience. Most of the employees are fresher and their recruitment was

based on the Competency. The greater part of this study is to identify the

effectiveness of the competency based recruitment.

Table 4.1.3

Stress tolerance

S.No Opinion Number of respondents Percentage (%)

1 Maximum 52 52

2 Above average 40 40

3 Average 8 8

4 Below average 0 0

5 least 0 0

Total 100 100

Chart 4.1.3

Stress tolerance

52

40

8

0 00

10

20

30

40

50

60

maximum above avg avg below avg least

5 point scale

No

.of

resp

on

den

tspercentage

Inference:

From the above table it is clear that 52% of the respondents are

maximum that the stress tolerance. 40% of the respondents above average

and 8% of the respondents are average of the employees i.e. almost 92 % of

them are able to manage their work related stress.

Table 4.1.4

Self starting and proactive

S.No OpinionNumber of respondents Percentage (%)

1 Maximum 44 44


3 Average 22 22

4 Below average 2 2

5 least 0 0

Total 100 100

Chart 4.1.4


44

32

22

2 00

10

20

30

40

50


5-point scale

nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

The 76% of the sample population have a potential to be self starter

and proactive. This is the good sign of the organization, since most of the

younger population have intent towards self proactive nature. This will

certainly helps the organization to develop new leaders.

Table 4.1.5

Detail consciousness


1 Maximum 37 37


3 Average 20 20

4 Below average 8 8

5 least 5 5

Total 100 100

Chart 4.1.5


37

30

20

85

05

10152025303540

max

imum

abov

e avg

avg

below a

vglea

st

5-point scale

nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

In spite of the less experience, the sample population have agreed that

they are able to concentrate on the detail consciousness. 67 % of the people

have fall under this category and 20% of them showed neutral response.

Table 4.1.6

Team Player


1 Maximum 35 35


3 Average 20 20

4 Below average 15 15

5 least 5 5

Total 100 100

Chart 4.1.6

Team player

35

2520

15

5

05

10152025303540

5-point scale

nu

mb

er

of

scale

Percentage

Inference:

60 % of the people have agreed that they are having good team spirit

and they believe in same. The worrying factor is remaining 40 percent has

neutral and below; being in the knowledge based industry, the people should

have team work. This can be one of the training need for the further

development of the organization.

Table 4.1.7

Software Development Knowledge


1 Maximum 35 35


3 Average 19 19


5 least 6 6

Total 100 100

Chart 4.1.7


35

26

19

14

6

0

5

10

15

20

25

30

35

40


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

The graph again alarms at the development of the software

development knowledge of the employees. The reason may be lack of ready

to deploy resource from the college; the GAP difference from Academic and

Corporate. In spite of the competency based interview only 61% of the

sample population have agreed fully that they have enough Software

development knowledge.

Table 4.1.8

Numerical interpretation


1 Maximum 45 45


3 Average 16 16

4 Below average 7 7

5 least 0 0

Total 100 100

Chart 4.1.8

Numerical interpretation

45

32

16

7

00

10

20

30

40

50


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

Numerical ability is always going to be a very important factor for the

selection of the candidates, particularly when it comes to the Software

industry. Interestingly 77% of the candidates have agreed that they have

enough Numerical ability to perform their job profile.

Table 4.1.9

Programming Knowledge


1 Maximum 50 45


3 Average 14 16

4 Below average 4 7

5 least 0 0

Total 100 100

Chart 4.1.9

Programming Knowledge

50

32

14

40

0

10

20

30

40

50

60


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

Similar to the Numerical ability, the programming knowledge of the

employees is a vital for a software company. The competency based

selection has proved that it helps the organization to have competent

resource with sound programming knowledge. 72% of the sample

population have agreed that they have enough programming knowledge.

Table 4.1.10

Knowledge level on Respective Coding concepts, standards and specification


1 Maximum 48 48


3 Average 12 12

4 Below average 6 6

5 least 0 0

Total 100 100

Chart 4.1.10

Knowledge on respective

48

34

126

00

10

20

30

40

50

60


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

82% have agreed that they are very well equipped in Coding concepts, standards and specification to perform a particular job profile. The recruitment was efficient in hiring these resources with preferred competence.

Table 4.1.11

Technical skills


1 Maximum 32 32


3 Average 22 22

4 Below average 9 9

5 least 3 3

Total 100 100

Chart 4.1.11

Technical Skills

3234

22

9

3

0

5

10

15

20

25

30

35

40


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

From the above table it is clear that 34% of the respondents are above

avg that the Technical skills. 32% of the respondents’ maximum to the

above statement, so the technical skills is almost effective.

Table 4.1.12

Programming Skills


1 Maximum 48 48


3 Average 12 12

4 Below average 6 6

5 least 0 0

Total 100 100

Chart 4.1.12

Programming skills

48

34

126

00

10

20

30

40

50

60


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:


maximum that the programming skills. 34% of the respondents above

average to the above statement, so the programming skills is effective.

Table 4.1.13

Initiative

S.No Opinion Number of Percentage (%)

respondents

1 Maximum 2 2


3 Average 40 40


5 least 15 15

Total 100 100

Chart 4.1.13

Initiative

2

18

40

25

15

05

1015202530354045


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Initiative: Take voluntary steps to address existing and potential problems at the work place

Inference:


average that the initiative. 25% of the respondents above average to the

above statement, so the initiative among the employees only average level.

Table 4.1.14

Time management


1 Maximum 13 13


3 Average 29 29


5 least 8 8

Total 100 100

Chart 4.1.14

Time Management

13

40

29

10 8

05

1015202530354045


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

69% of the population opinion falls between above average and

average on time management. The most of the young population are

struggling to manage time in spite of their very good technical skills and

competency. Again time management of one of the need of the Training

Table 4.1.15

Team spirit


1 Maximum 38 38


3 Average 16 16

4 Below average 6 6

5 least 1 1

Total 100 100

Chart 4.1.15

Team Spirit

38 39

16

61

05

1015202530354045


5=point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

From the above table it is clear that 39% of the respondents are above

avg that the Team spirit 38% of the respondents maximum to the above

statement, so the team spirit is effective

Table 4.1.16

Flexibility


1 Maximum 14 14


3 Average 23 23


5 least 12 12

Total 100 100

Chart 4.1.16

Flexibility

14

37

23

1412

0

5

10

15

20

25

30

35

40


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

Flexibility is the factor which is missing, since the 60% of the

opinions falls between Above average and average. The lack of inexperience

and exposure may be the factor for not showing the flexibility at work.

Table 4.1.17

Precision in communication

S.No OpinionNumber of respondents

Percentage (%)

1 Maximum 47 47


3 Average 12 12

4 Below average 8 8

5 least 1 1

Total 100 100

Chart 4.1.17


47

32

128

105

10152025

303540

4550


Percentage

Inference:

Most of the employees have good understanding of the process and

way they are suppose to communicate with their workers and subordinates.

Table 4.1.18

Committed to responsibilities


1 Maximum 42 42


3 Average 10 10

4 Below average 6 6

5 least 6 6

Total 100 100

Chart 4.1.18


42

36

106 6

05

1015202530354045


5-point scale

Nu

mb

er o

f re

spo

nd

ents

Percentage

Inference:

The above graph says that the sample population is committed for the

job and they are willing to perform with commitment. They are very keen on

the responsibilities given to them

4.2 Weighted Average Analysis

Table 4.2.1

S.No opinion

Number Of respondents(

W)Weighted value (X)

Values (W*X)

1 Maximum 42 5 210

2 Above average 36 4 144

3 Average 10 3 30

4 Below average 6 2 12

5 least 6 1 0

Total Σw=100 Σwx= 444

Stress tolerance

Formulae: X=Σwx/Σw = 4.44

Table 4.2.2


S.No opinionNumber Of respondents (W)

Weighted value(X)

Values (W*X)

1 Maximum 44 5 220


3 Average 22 3 66


5 least 0 1 0

Total Σw=100 Σwx = 418


Table 4.2.3


S.No opinionNumber Of

respondents(W)Weighted value(X)

Values (W*X)

1 Maximum 37 5 185


3 Average 20 3 60


5 least 5 1 5

Total Σw=100 Σwx=386


Table 4.2.4


respondents(W)Weighte

d value(X)Values (W*X)

1 Maximum 35 5 175


3 Average 20 3 60


5 least 5 1 5


Team Player


1.Personal competencies Weight age Rank

Stress tolerance 4.44 I

Self starting and proactive 4.18 II

Detail consciousness 3.86 III

Team Player 3.7 IV

Inference:

In the personal competencies category, most of the opinions were favoring towards stress tolerance; most of the employees can able to manage their stress. The reason may be the location, working environment and friendly approach form the management.

The least was towards team player and it can be consider as a training need. So the workshops, training and couching is recommended.

Table 4.2.5

S.No opinion Number Of Weighted Values

respondents(W) value(X) (W*X)

1 Maximum 35 5 175


3 Average 19 3 57


5 least 6 1 6




Table 4.2.6

Numerical interpretation:


respondents(W)Weighted

value(X)Value

s (W*X)

1 Maximum 45 5 225


3 Average 16 3 48


5 least 0 1 0


Formulae: X=Σwx/Σxw= 4.15

Table 4.2.7



Values (W*X)

1 Maximum 50 5 250


3 Average 14 3 42


5 least 0 1 0


Programming Knowledge:


Table 4.2.8

Knowledge level on Respective Coding concepts, standards and specification

S.No opinionNumber of

respondents(w)Weighted

value(X)Valu

es (W*X)

1 Maximum 48 5 240


3 Average 12 3 36


5 least 0 1 0



2.Knowledge level competencies

Weight age Rank


3.7 IV

Numerical interpretation 4.15 III

Programming Knowledge 4.28 I

Knowledge on Respective Coding concepts

4.24 II

Inference:

In this knowledge level competency category, least was towards competency “Software Development Knowledge” – The employees may have less visualization on the entire software development life cycle process. The other competencies like Numerical interpretation, Programming knowledge and coding skill are very impressive.

So again conducting lectures and workshop on the Software development life cycle may be a good initiative for the development of the organization.

Table 4.2.9

Technical skills



Values (W*X)

1 Maximum 32 5 160


3 Average 22 3 66


5 least 6 1 6



Table 4.2.10

Programming Skills



Values (W*X)

1 Maximum 48 5 240


3 Average 12 3 36


5 least 0 1 0



Table 4.2.11

Initiative



Values (W*X)

1 Maximum 2 5 10


3 Average 40 3 120


5 least 15 1 15


Formulae: X=Σwx/Σw =2.67

Table 4.2.12

Time management



Values (W*X)

1 Maximum 13 5 65


3 Average 29 3 87


5 least 8 1 8


Formulae: X=Σwx/Σxw= 3.4

3.Job related skills/ competencies

Weight age

Rank

Technical skills 3.83 II

Programming Skills 4.24 I

Initiative 2.67 IV

Time management 3.4 III

Inference:

One of the least weighted average in the entire study is the initiatives of the employees. Since more than 65% of the employees falls in the category of less than one year experience, they new employees may not be have that much stuff to take the initiatives.

The very important factor like the programming skills are showing good numbers and it is very much necessary for the organization.

Table 4.2.13

Team spirit

S.No opinionNumber

no respondentsWeighted

value(X)Values

(W*X)

1 Maximum 38 5 190


3 Average 16 3 48


5 least 1 1 1



Table 4.2.14

Flexibility

S.No opinionNumber no

respondentsWeighted

value(X)Values

(W*X)

1 Maximum 14 5 70


3 Average 23 3 69


5 least 12 1 12


Formulae: X=Σwx/Σw= 3.27

Table 4.2.15



respondent(W)Weighted

value(X)Values

(W*X)

1 Maximum 47 5 235


3 Average 12 3 36


5 least 1 1 1


Formulae: X=Σwx/Σw =4.16

Table 4.2.16


S.No OpinionNumber of

respondents(W)Weigh

ted value(X)Values

(W*X)

1 Maximum 42 5 210


3 Average 10 3 30


5 least 6 1 6


Formulae: X=Σwx/Σw= 4.02

4.Interpersonal and leadership skills/competencies

Weight age Rank

Team spirit 4.07 II

Flexibility 3.27 IV

Precision n communication 4.16 I


4.02 III

Inference:

In this category flexibility is the worrying factor and this will improve as the organization matures.

4.2 Correlation

4.2.1 To find the correlation coefficient between the organizational culture of MIT and its productivity of the employee.

FACTORS Maximum Above average

Average Below average

Least

Technical skills (X)

32 34 22 9 3

Programming skills (Y)

46 36 11 6 1

X Y DX=X-20 DY= Y-20 DX^2 DY^2 DXDY

32

34

22

9

3

46

36

11

6

1

12

14

2

-11

-17

26

16

-9

-14

-19

144

196

4

121

289

676

256

81

196

361

312

224

-18

154

323

100 100 0 0 754 1570 995

R= (N ΣDxDy – ΣdxΣDy)/ ((NΣDx2 – (ΣDx) 2) (NΣDy2 – (ΣDy)2))1/2

= (5*995 -0)/ ((5*754)-0) (5*1570-0))^1/2 = + 0.012965

Inference:

There is a high degree of positive correlation between the technical skills and programming skills.

Bibliography

References:

Human resource management – Bhatla Statistical analysis – Statistics for Management – Dr. P.N.

ARORA, Mrs. S. ARORA

Websites:

1. www.citehr.com 2. www.wikipedia.com

3. www.managementparadise.com

4. www.12manage.com

5. www.manisoftinternational.com

6. www.maniindiatech.com

http://www.maniindiatech.com/

http://www.manisoftinternational.com/

http://www.12manage.com/

http://www.managementparadise.com/

http://www.wikipedia.com/

http://www.citehr.com/

Questionnaire

Personal Details :

Name :

Department :

Current position :

Years of experiences :

Reporting authority :

Competency Mapping

Competencies at Team member level – Software Development

Please ’ what you feel most appropriatetick ‘

Note: 5 – Maximum, 1- Least

1. Personal competencies

1 Stress tolerance: Cope up with work strains that arises as a consequence of working situations of targets, deadlines, work load and pressure from superiors

5 4 3 2 1

2 Self starting and proactive: Respond to the needs of the instant situations voluntarily

5 4 3 2 1

3 Detail consciousness: Explore into the necessary details, so as to get the exact information needed

5 4 3 2 1

4 Team Player: Can able to work with the team and contribute to team out put

5 4 3 2 1

2.Knowledge level competencies

1 Software Development Knowledge: Know each and every Steps of SDLC Cycle

5 4 3 2 1

2 Numerical interpretation: Comfortable with numerical facts and exercises quantitative reasoning effectively to derive solution

5 4 3 2 1

3 Programming Knowledge: Posses very good programming (Software Language Skills) knowledge

5 4 3 2 1

4 Knowledge on Respective Coding concepts, standards and specification

5 4 3 2 1

3. Job related skills/competencies

1 Technical skills 5 4 3 2 1

2 Programming Skills: Have excellent Software coding knowledge and able to apply this knowledge to the work for the effective performance of the job things

5 4 3 2 1

3 Initiative: Take voluntary steps to address existing and potential problems at the work place

5 4 3 2 1

4 Time management: timely plan the works and complete the task on time to meet the deadline.

5 4 3 2 1

4.Interpersonal and leadership skills/competencies

1 Team spirit: Work with the spirit unity and shares knowledge with one

5 4 3 2 1

another

2 Flexibility: Alter and deviate individual work plan to suite to the changing needs of the organization and the department

5 4 3 2 1

3 Precision in communication

5 4 3 2 1

4 Committed to responsibilities: Exercise the responsibilities with trust, sincerity and commitment

5 4 3 2 1

Documents

competency mapping