A

PROJECT REPORT OF

“COMPETENCY MAPPING IN IT INDUSTRY”

UNDERTAKEN AT

PRAGHATHI CONSULTANCY SERVICES

Project report submitted in partial fulfillment for Award of

MASTER OF BUSINESS ADMINISTRATION

OF

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY,

ANANTAPUR

By

S.GOUSIYA BEGUM

Regd No:093C1E0041

Under the guidance of

Mrs.V.RADHAMMA(MBA)

Head of the Department

Master of Business Administration

1MBA DEPT INPWCET

Competency Mapping

Indira Priyadarshini College of Engineering & Technology

(Affiliated To Jawaharlal Nehru Technological University,Anantapur

Nannur(village), Kurnool(Dist)518002

2009-2011

Company certificate

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INDIRA PRIYADARSHINI COLLEGE OF ENGINEERING &

TECHNOLOGY

(Affiliated To Jawaharlal Nehru Technological University, Anantapur

Nannur (village), Kurnool(Dist)518002

2009-2011

CERTIFICATE

This is to certify that project work entitled a “ COMPETENCY MAPPING

IN IT INDUSTRY” is submitted by S.GOUSIYA BEGUM for the award of degree of

MASTER OF BUSINESS ADMINISTRATION to Jawaharlal Nehru

Technological University, Anantapur is a record of independent research work

undertaken by her /him under my supervision and guidance and has not been submitted

earlier for the degree or diploma of any University or Institute.

Mrs.V.RADHAMMA

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Competency Mapping

Head of the Department

(Project Guide)

DECLARATION

I here by declare that this project report titled A STUDY ON “COMPETENCY

MAPPING IN IT INDUSTRY” is done by me in PRAGHATHI

CONSULTANCY SERVICES Submitted by me as part of partial fulfillment for the

award of the MASTER OF BUSINESS ADMINISTRATION, at INDIRA

PRIYADARSHINI COLLEGE OF ENGG&TECH.FOR WOMEN, JNTU

University, is a record of Beneficed work done me. I also declare that this report has to my

knowledge is my own and is neither submitted to any other university nor published any time

before.

DATE:

PLACE:

(S.GOUSIYA BEGUM)

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Competency Mapping

ACKNOWLEDGEMENT

I thanks to Ramana Reddy, Venkat Ram Reddy, Chairman, AVR &

SVR Group of Institutions for making it convenient to undertake a project work.

I would like to express my sincere thanks to Sudhakar Babu Principal ,

Indira Priyadarshini College of Engg & Tech., for Women for helping me in

the completion of project work.

My humble thanks to Mrs.V.RADHAMMA for being my project guide and

for expert guidance, constructive criticism and valuable suggestions throughout

the project work.

I take it a privilege to record here my deep sense of gratitude

to_____________, Human Resource Manager Praghathi Consultancy

Services for giving me opportunity to work on my project in the company. I

heart fully thank all the members who are working in Praghathi Consultancy

Services, for giving me timely guidance and co-operation to complete this

project report.

I would like to express my sincere thanks to all my faculty members for

helping me in the completion of project work.

I thank all my classmates and friends who helped directly or indirectly in

the completion of my project work.

Last but not least I extremely thank my parents for giving moral support and

encouragement without which the project would not be materialized.

S.GOUSIYA BEGUM

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Competency Mapping

Reg. No: 093C1E0041

CONTENTS

CHAPTER-1

INTRODUCTION

NEED OF THE STUDY

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

REASEARCH METHODOLOGY

LIMITATIONS OF THE STUDY

CHAPTER-2

INDUSTRY PROFILE

CHAPTER-3

COMPANY PROFILE

CHAPTER-4

COMPANY DATA ANALYSIS & INTERPRETATION

CHAPTER-5

FINDINGS

SUGGESTIONS

CONCLUSION

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CHAPTER-6

BIBLOGRAPHY

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CHAPTER-1

INTRODUCTION

A competency is an underlying characteristic of a person, which enables him to deliver

superior performance in a given job, role or a situation. This characteristic may be called an

‘attribute bundle’, consisting of knowledge, skills, traits, social role, self-image and motive.

The ‘underlying characteristic’, manifests itself in the form of behavior, which helps

identification and measurement of the competency.

This is a competency era. It is beyond doubt that it is beneficial and cost effective, to have

competent people to occupy higher-level positions. Alternatively, Competency also refers to

the intellectual, managerial, social and emotional competency.

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There are two basic levels of competencies: technical and behavioral. The first level,

Technical Competencies are predominately about acquired knowledge and technical abilities

and skills. These competencies are often easier to see, train for and develop. Examples of

technical competencies include knowledge of applicable legislation and case law, knowledge

of valuation methodology.

The second level of competencies is Behavioral Competencies, such as communication skills

or team member skills. These competencies can be harder to see and develop but are key

indicators of how an individual approaches his/her work.

COMPETENCY MAPPING:

A competency is an underlying characteristic of a person, which enables him to

deliver superior performance in a given job, role or a situation. This characteristic may be

called an ‘attribute bundle’, consisting of knowledge, skills, traits, social role, self-image and

motive. The ‘underlying characteristic’, manifests itself in the form of behaviour, which helps

identification and measurement of the competency.

This is a competency era. It is beyond doubt that it is beneficial and cost effective, to have

competent people to occupy higher-level positions. Alternatively, Competency also refers to

the intellectual, managerial, social and emotional competency.

There are two basic levels of competencies: technical and behavioural. The first level,

Technical Competencies are predominately about acquired knowledge and technical abilities

and skills. These competencies are often easier to see, train for and develop. Examples of

technical competencies include knowledge of applicable legislation and case law, knowledge

of valuation methodology.

The second level of competencies is Behavioural Competencies, such as communication

skills or team member skills. These competencies can be harder to see and develop but are

key indicators of how an individual approaches his/her work.

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Functional Competency Mapping :

FUNCTIONS OF HUMAN RESOURCE DEVELOPMENT

Recruitment

Promotion

Transfer

Performance Appraisal

Personal record

Disciplinary action

Grievance handling

Recruitment:

T h e r e c r u i t m e n t a t H I L i s d o n e t h r o u g h d a t a b a n k s o r f r o m external

sources like Employment Exchange, man power consultancies, campus and walk-interviews,

advertisement in newspaper.

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Promotion:

Promotion is a scientific procedure to be adopted by the management to avoid any

misunderstanding among the employees. A person to whom the promotion is given must be

sufficiently tested in all respect. His efficiency, his record of job performance, his decision

making capacity, leadership, initiative, all the qualities should be proper the tested and then

given him an opportunity of promotion.

Transfer: 

At HIL the transfer policy for the employees and standardized rules regarding transfer are as

follows:

a) Mode of travel from original location to new location:-

Mode of travel with family from original location to new location as per grade entitlement

specified in the travel policy

b ) S t a y   a r r a n g e m e n t s   a t   n e w   l o c a t i o n   f o r   p r e v i e w trip:-

Company will make stay arrangements for employee’s family for a maximum of

fourteen days

c) Setting allowance:-

To facilitate employee setting down at new location. A one time allowance

will be payable to her/him.

d) Transfer advance:

An employee can take an allowance from the original allowance to adjust

against transfer reimbursement.

Performance Appraisal: 

Performance appraisal system is developed by company for achieving continual

development of strength and identifying the once requiring improvement of

employees.

Performance Appraisal process steps:

Setting of performance plan/ targets.

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S e l f - a p p r a i s a l b y t h e e m p l o y e e s o f h i s o w n p e r f o r m a n c e .

Review by the supervisory management boss.

Assessment of the approval of all individual.

Assessment of the approval of all individual.

Personal records:

Proper record keeping is essential for the working of any establishment. In personal record

include the entire information positive or negative if it is achievement, promotion, training

etc., or negative such as Disciplinary action. Warning letter or suspended for the given time.

 

Disciplinary action:

It refers to action taken by the management authority against the worker for the offence

committed by him. Disciplinary action is taken by the management to improve the behavior

of the workers. Disciplinary action may include one or more of the following:

1.Verbal warning

2.written warning

3.Suspension for a particular period

4 . D e m o t i o n

5 . D i s m i s s a l

6 . C u t - o f f w a g e s

Grievance handling

A grievance as per HIL specification means communication f r o m

a n   e m p l o y e e s   o r

g r o u p   o f   e m p l o y e e s   e x p r e s s i n g d i s s a t i s f a c t i o n   w i t h   a n y   m a t

t e r   o r   d e c i s i o n f a i l i n g   a n d   a c e r t a i n   a r e a s   d e f i n e d   b y   a   c o m p a n y 

c o n n e c t e d   w i t h   t h e i r employment. This may include grievance in regarding pay

onc o m p e n s a t i o n ,   t r a i n i n g ,   j o b   s e c u r i t y ,   c a r e e r   d e v e l o p m e n t , promotion,

working condition, transfer welfare activity communication, discipline, attendance, leave

records etc.

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A Model for Competency Mapping

Heads of Functional DepartmentsFinance/ Marketing /HR/Technical/OthersHeads of the

Functional Departments explain in detailwhat all competencies should an employee

possessHR DepartmentHR Department designs such aperformance appraisal method,

whichchecks the competencies possessed bythe   em   lo   e e   and   t o  wha t   de   r e e .

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Need of the Study

Finding the right fit for the right job is a matter of concern for most organisations

especially in today’s economic crisis. As meeting an individual's career aspirations are

concerned, once the organisation gives an employee the perspective of what is required from

him/her to reach a particular position, it drives them to develop the competencies for the

same.

Competencies enable individuals to identify and articulate what they offer -regardless

of the job. Competency mapping is a process of identifying key competencies for a particular

position in an organisation, and then using it for job-evaluation, recruitment, training and

development, performance management, succession planning, etc. Introduction of

competency mapping has also involved introducing skill appraisals in performance

appraisals. 

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OBJECTIVES OF THE STUDY

1. Identifying various roles people play in this Practice - which means

varied roles in the band level.

2. Identifying the basic understanding of the structure of Practice roles -

which means understanding the framework pertaining to a particular band

and the kind and nature of work done under it.

3. Identifying how do people and at what level do they interact with clients

– which means identifying whether employees of the bands interact with

clients, or it is a feature of higher bands.

4. Identifying the years of experience for all employee in the Practice

which means from the secondary data.

5. Surveying via the mailed questionnaire method, which probes about kind

of competencies they possess

6. Identifying various competencies/skill set associated with each band –

mapping the competencies of each band

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SCOPE OF THE STUDY

The span of the study instead of being limited to one particular band of the E-

Governance Consulting Practice, [leaving the Programmers/Developers]; is

spread over all the other 4 bands i.e. B1, B2, C1, C2. Since E-Governance

Consulting Practice is a relatively new Practice, and is picking up on its

demands; the study on finding competencies relevant to it will bring about

dynamism in tuning the Practice to such levels, that always it will yield to high

performance and the Practice will be able to gain more in being the most sought

after.

This stage deals with the start up to a competency development process

involving data gathering and preparation for an intervention. It deals essentially

with the following:

Identify an exhaustive set of job families in the organization. E.g.

Developers, Consultants, Associate Consultants, Senior Consultants,

Principal, Practice Heads

Obtain Role data in regard to such identified job families

Identify job roles within each job families E.g. In the Consultants family

the employees are distinguished by their years of experience. Similarly

with the other job families

Review the job roles for its clarity in regard to Job Purpose, Objectives,

Key Responsibilities, and critical success factors

Review for inadequacies, if any, and improve upon the Role Profile form,

to prepare it to be reviewed for competency mapping requirement

Stage 1: Identify major categories of skills

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Each job has its minimum skill requirements, to establish proficiency

levels of the incumbents, to perform their roles effectively

Determine skills required to perform a job effectively

Enable each job family and jobs within those job families to gain

consistency in skills that have been stated as required to perform a job

These skill requirements are determined on a functional and managerial

basis and demonstrate capabilities that would enable a role incumbent to

perform his or her role

Consequently, every job has its set of critical or major skills and a set of

supplementary skills. Alternatively, supplementary skills could be a sub-

set of the major skill and would be essential to make out the role

incumbent performing the major skill. For example, ‘Presentation skills’

could be a critical skill and ‘Patience and Perseverance’ could be

supplementary skills. Similarly ‘Project Management’ could be a critical

skill and ‘Ability to Handle Situations’ could be supplementary skills.

Identification of such skill sets, would establish a boundary, within which

competencies should be defined. Effectively, competencies tend to be

articulated from within the defined or pre determined skill sets

Stage 1: Identify probable competencies

List the skills and evaluate which of them needs to be emphasized

behaviourally

Add or eliminate skills that appear to over lap and may cause conceptual

confusion for a role incumbent when it has to be manifested

behaviourally

Clarify additional skills and the reason for placing those skills in relation

to a particular job

Having identified the skills required for a particular role, possible

competencies that are critical for that role profile to be listed. This

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provides a framework within which competencies definitions, assessment

sets and other band matrix issues are resolved

Probable competency analysis would enable the evaluator to determine,

whether all the required skills have been listed and defined. This acts as a

checkpoint/benchmark

Stage 2: Data Analysis

Stage 2: Review and finalize list of competencies

Probable competencies that are identified from the last stage, is now

reviewed to check for any internal consistency, validity versus other jobs,

exhaustiveness of competencies to fulfill the job objectives and purposes

The competencies are now finalized for each job role

It is agreed with the management teams

Stage 2: Construct competency definitions

Each competency is placed in an individual and multiple boxes with both job

family and competencies listed. An appropriate matching process is conducted

to identify where similar competencies tend to be necessary. It is important to

define the skill requirements for each of the said competency in each of the

levels. It is likely that the skill emphasis may differ from one job to another,

although it is for the same competency

Each of the competencies are now defined in the context of the role

profile

Thus the benchmark competencies have been determined. Now the next task is

to identify the competencies and mapping them, such that it is compared against

the benchmarks. This is done by following the Repertory Grid Technique.

Stage 3: Validation

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The second mailed questionnaire used is the Repertory Grid questionnaire,

which is utilized to understand and map the various competencies existing in the

bands. This is the questionnaire which forms the basis for the study and is also

targeted at the 58 identified employees. Here from the obtained competencies

are compared with the benchmarks and a Gap Analysis is performed to

understand what makes the band lack in which aspect, and what can be done to

improve upon it.

Based on above format the questionnaire is so designed that it specifies each

requirement, and the intricate nature of the kind of job profile an individual

holds.

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Research Methodology

Collection of DATA

Primary Data : Questionnaires, Company Records and Respondents

Secondary Data : Through web sites , Magazines, newspapers

Sample size: 100

Sample Techniques: Random Technique

Research Instrument

RESEARCH METHODOLOGY 

RESEARCH DESIGN 

The design chosen for this project was “DESCRIPTIVE RESEARCH DESIGN “.Which is

used when the purpose of the research

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LIMITATIONS

The time constraint is more important.

The sample size is upto 100.

The employees are not responded because of their busy

schedule.

The project is limited to pragathi consultancy services

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CHAPTER-2

INDUSTRIAL PROFILE

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In India, the software boom started somewhere in the late 1990s.

The profile of the Indian IT Services has been undergoing a change in the last

few years, partly as it moves up the value chain and partly as a response to the

marketdynamics.

The market competition is forcing organizations to cut down on costs of

products. The professional IT services on the other hand are becoming

increasingly expensive. Despite the global economic slowdown, the Indian IT

software and services industry is maintaining a steady pace of growth. India’s

most prized resource is its readily available technical work force. India has the

second largest English-speaking scientific professionals in the world, second

only to the U.S. It is estimated that India has over 4 million technical workers,

over 1,832 educational institutions and polytechnics, which train more than

67,785 computer software professionals every year. The enormous base of

skilled manpower is a major draw for global customers.

.

S. NO. Companies

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1.TCS

2.Infosys

3.Wipro

4.HP

5.IBM

6.Satyam

7.HCL

8.Patni

9.Polaris

10.Cisco

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Advances in Information Technology and Information Systems delivery over

the past decades have restructured industries and created enormous value.

Interestingly however, research shows companies traditionally have a very

difficult time capturing the value from their investment. Any surplus created by

these improvements is often competed away and given back to customers.

Decision makers are focused on demonstrating that information Technology

expenditures result in positive net returns to the company. IT managers are

faced with a fundamental question: How does the organization use Information

Technology to create sustainable competitive advantage and capture value in its

industry? This thesis proposes a framework, the Core Competency Model, to

help companies think about Information Services strategy and Information

Technology deployment. Instead of seeking to create competitive advantage

through IT investment alone, it introduces the concept of core competencies. IT

resources can be quickly duplicated by competitors, as has been shown in the

research.

Core competencies, the complex blending of unique resources and capabilities,

are much more difficult to duplicate and form the basis for true sustainable

competitive advantage. At its heart, the Core Competency Model suggests that

the role of the IS group is to support the formation and enhancement of the

organization's core competencies. It further identifies several capabilities and

resources that the IS group must possess to fully support the core competencies

of the enterprise. This model, if truly utilized, would change the nature of a

company's internal dialog on IT spending. Debate over which business units

should get which IT resources would be replaced with discussion of the

strategic direction and core competencies of the company. Decisions concerning

IS resource allocation and IT spending would follow very naturally from this

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discussion. The Core Competency Model provides a framework for this dialog,

beginning with the strategic identification of core competencies, and ending

with the tactical analysis of the Information Systems group's capabilities and

resources

ITAA Releases IT Competency Model

The Information Technology Association of America (ITAA) is the premier IT

and electronics industry association working to maintain America’s role as the

world’s innovation headquarters. ITAA offers the industry’s only grassroots-to-

global network, carrying the voice of IT to companies, markets and

governments at the local, state, national and international levels to facilitate

growth and advocacy.

Arlington, VA – The Information Technology Association of America

(ITAA) and the U.S. Department of Labor’s Employment and Training

Administration (DOL/ETA) have launched a new information technology (IT)

competency model to help individuals prepare for job opportunities in the

technology industry. “We now have a common language for the dialogue

between the educators and executives who are working together to rebuild the

talent pipeline,” said ITAA President and CEO Phil Bond. The model

provides a clear description of the knowledge, skills, and abilities necessary to

perform well in IT professions. In India however competency development

and mapping still remains an unexplored process in most IT organisations

despite the growing level of awareness. After all, Level 3 of PCMM is

focused on the competency framework in an organisation. Is the underlying

principle of competency mapping just about finding the right people for the

right job? The issue is much more complex than it appears, and most HR

departments have been struggling to formulate the right framework for their

organisation.

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The competency movement has caught on much better in the non-IT sector

than the IT sector. Only a few IT organisations which are at the higher end of

the HR value chain are known to be doing some work in this area; most are

more busy handling recruitment and compensation-related matters. "Unless

managements and HR heads have holistic expectations from their HR

departments, the competency movement is unlikely to succeed as it requires

lot of time, dedication and money,adds an hr personnel, pointing out that

before an organisation embarks on this journey it has to be very clear about

the business goals, capability-building imperatives and core competencies of

the organisation. The competency mapping process needs to be strongly

integrated with these aspects.

At Zensar and L&T Infotech

Lynette D'Silva, manager, learning & development, HR, Zensar Technologies,

points out that competency mapping helps identify the success criteria (i.e.

behavioural standards of performance excellence) required for individuals to

be successful in their roles. It helps to:

Support specific and objective assessment of their strengths, and

specify targeted areas for professional development.

Provide development tools and methods for enhancing their skills.

Provide the basis for a more objective dialogue with their manager or

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

"If an individual is able to discuss the above with his manager, it will help him

to chalk out his growth perspectives in the company," states D'Silva.

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Zensar has a behavioural competency model which is based on various job

roles in the organisation. D'Silva describes the process of implementation:

Having defined the various job roles, a focused study was initiated

where job role holders were interviewed on the critical incident method

and the data of success-critical factors was collated.

The job roles and deliverables were finalised on the basis of the

competencies derived from the data. This data was further analysed,

and on the basis of this competencies that had an impact on the job

roles and deliverables were finalised.

After identifying the competencies, a job analysis exercise was carried

out where the importance level of every competency was ascertained

before freezing the competency model.

For team leaders and project managers, the company also runs development

centres in-house; here, individuals are profiled on behavioural competencies

required for their position. "This process creates awareness in the individual

about his behavioural traits in detail, and helps him chalk out an individual

development plan. Development centres help map an individual's potential,

which is useful to both the individual and the organisation. All management

development programmes are also fine-tuned to address the specific

competency needs at different levels," explains D'Silva, adding that the 360-

degree feedback has also been designed on the competency model, enabling

managers to get feedback from their teams. This feedback is based on the

rating of the competencies which are an integral part of their managerial skill-

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set.

L&T Infotech, a PCMM Level 5 company, has a successful competency-

based HR system. Recruitment, training, job rotation, succession planning and

promotions-all are defined by competency mapping. Says Dr Devendra Nath,

executive vice-president of the company, who had initiated the PCMM

process in the parent company (L&T) in 1997, "Nearly all our HR

interventions are linked to competency. Competencies are enhanced through

training and job rotation." He adds that all people who have gone through job

rotation undergo a transformation and get a broader perspective of the

company. For instance, a person lacking in negotiation skills might be put in

the sales or purchase department for a year to hone his skills in the area.

Dhananjay Savarkar, head of the training department, L&T Infotech, asserts

that in no two organisations can competency frameworks be the same; it will

vary over time even in one organisation. It is not timeless, it is contextual.

"We call it the DNA of success…it is what makes star performers work in a

particular way. Isolate the DNA and make it available to ten others," says

Savarkar. When the company started competency mapping the whole process

took eight months for six roles and two variations. Eventually, 16-18 profiles

were worked out. The company uses PeopleSoft for competency mapping.

"Behavioural competencies do not change every month. Two appraisals are

done subsequently… every project-end for skills, and annual for behavioural

competencies." He acknowledges that there was resistance from the line

people, but when the numbers started flowing they sat up. Every quarter, an

SBU-based skills portfolio is published. Nath says that it has been a very

rewarding experience. As far as training and development is concerned,

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Competency Mapping

instead of asking people to attend classes, they themselves get pulled to the

classes. Introduction of competency mapping has also involved introducing

skill appraisals in performance appraisals. This has also led to training people

on how to assess subordinates on competencies. Notes Nath, "The best human

resources development is when people in the line department do HR. Where

the HR department is the enabler, the line people see the advantage and drive

us." Competency-based HR makes this almost-utopian dream attainable.

Competency Profile of a Project Manager

in an SBU at L&T Infotech

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HCL

HCL telecom services in the unified communications (UC) area include product

engineering services, deployment services, management services, and process

mapping services. The Unified Communications service line addresses both the

enterprise customers, to whom we can be integration partners, and OEMs, with

whom we can partner to augment their development work.

HCL telecom UC product engineering services include:

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Development

Testing

Customization

Documentation

Interoperability

Localization

Geo customization

Support

Proof of concept

The UC deployment services comprise:

System and application integration

SOA enablement

Implementation

3rd party on boarding

As part of its management services, HCL telecom UC practice offers:

Support for hosted services

Unified customer care

Unified service management

The process mapping services include:

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Process management

Process consultancy

HCL telecom UC competencies include:

Product design and sustaining

Mediation components

Mobility and voice enablement

Dashboards

User interface

Web, SOA, and security

ROI analysis and assessment

APO

The benefits for our customers from our UC practice would be:

Increased productivity

Reduced costs

Increased control

Optimized enterprise TCO leading to increase in sales

The tools and products available with the UC practice are:

Voice-based mailing system application

CTI application for emergency services

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Competency Mapping

Appointment notification service

Visual voice mail and MMS application

Smart call convergence client

SIP-based IVR application server

WIPRO COMPANY

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Wipro Technologies is a global services provider delivering technology-driven

business solutions that meet the strategic objectives of our clients. Wipro

delivers unmatched business value to customers through a combination of

process excellence, quality frameworks and service delivery innovation. Wipro

is the World's first CMMi Level 5 certified software services company and the

first outside USA to receive the IEEE Software Process Award.

Wipro Infotech is the leading strategic IT partner for companies across India,

the Middle East and Asia-Pacific - offering integrated IT solutions. They plan,

deploy, sustain and maintain clients’ IT lifecycle through their total outsourcing,

consulting services, business solutions and professional services. Wipro

Infotech helps clients’ drive momentum in their organization - no matter what

domain they are in.

WIPRO INFOTECH -Consulting

Wipro Infotech offers consulting services that support your strategic business

objectives in today's competitive business environment. As organizations move

up the value chain, they help drive clients’ business momentum in the light of

challenges arising from globalization, competition and the dynamics of

customer loyalty. The various consulting practices enable the client to achieve

execution excellence, cost leadership and business agility through IT, resulting

in sustainable business leadership in your industry.

Leveraging people, process and technology experience, Wipro Infotech aligns

the right set of practices to complement your business. Every successful project

execution highlights the practitioner experience of our consultants. They drive

home clients’ business advantage by providing advisory and implementation

frameworks, delivered through a strong focus on core business issues, strong

process orientation and industry domain knowledge. From ideation to

completion, they are there with the client at every step of the project to resolve

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any issues. Their partnership with each client is built on trust and excellence in

performance leading to successful results.

Wipro Infotech Consulting practice gives you the full benefit of:

Strategic cost reduction: Strategic sourcing, supply chain process

consulting, procurement technology enablement, low cost country

sourcing.

Business transformation: Business process improvement through Six

Sigma, Lean, Triz, TOC and Integrated Quality Management System

through ISO, CMMi, PCMM advisory and implementation

Security governance: Advisory and assurance, identity management,

technical risk assessment, compliance to standards

Strategy: Enterprise architecture and IT strategy, technology selection

and optimization, IT governance through ITIL, COBIT, ISO 20000,

shared services advisory and roll out

E-governance: Capacity planning, e-governance strategy and roadmap,

electronic government procurement system. Elaborating the range of

service for E-Governance:

e-Governance Strategy and Road Map

Capacity Planning

Process re-engineering services

Program management

E-Tendering solution

What is E-government?

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It is the transformation of government to provide efficient, convenient &

transparent services to the citizens & businesses through Information &

Communication technologies.

What is not e-government?

E-Government in not about ‘e’, but about Government!

It’s not about computers and websites, but about citizens & businesses!

It’s not about translating processes, but about transforming processes!

WIPRO consulting in E-governance

Responsiveness, efficiency and transparency are the keywords of governance.

E-enabling various public departments have resulted in faster response time and

greater coordination to deliver on promises to the citizens. Wipro Infotech

assists in streamlining processes and policies to facilitate better public

participation through the implementation of e-governance initiatives.

Their approach to e-governance involves the 6C Model - cyber law, citizen interface,

capital, connectivity, capacity and content. Using these parameters they assess the

maturity level in e-governance. While framing clients’ e-governance strategy, Wipro

Infotech takes into account risk assessment and securing e-transactions for complete

quality and safety assurance. Organizational and qualified human resource

developments are some of the key capacity-building issues that they address.

Indicative career paths in consulting

Like all organizations, Wipro Infotech also has a career path framework which

tells the transition of an employee from one level to another, after serving the

organization for particular time period and project tenure. The five levels also

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known as ‘Bands’ at Wipro Infotech is identified as A1 – A3, B1, B2, C1, C2

and the highest level which succeeds C2. This framework is a applicable to all

the consulting divisions under Wipro Infotech including E-Governance

Consulting Practice.

The diagrammatic representation of the career path is shown as below:

The five Bands also give us the designation basket for its employees which are

as under:

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Band A1: Indicating Designation – Support

Band A2: Indicating Designation – Analyst

Band A3: Indicating Designation – Senior Analyst

Band B1: Indicating Designation – Associate Consultant

Band B2: Indicating Designation – Consultant/ Project Leader

Band C1: Indicating Designation – Practice Manager/Senior Consultant

Band C2: Indicating Designation – Principal Consultant

Whereby the first 3 Bands i.e. A1 – A3 constitute largely of

Programmers/Developers, who are fresh graduates from different colleges.

Diagrammatically the Competency Mapping procedure can be shown as under:

Identify and finalize Practice for Competency mapping

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Identify the Practice structure or hierarchy

Find out the inputs of competencies

List down the competencies for each band differentiating by years of experience

Define each core competency

Finalize the proficiency levels of each competency and define it

Get Approval from the department head and HR

Prepare a competency sheet

Competency mapping of each band

Gap analysis

Identify development areas and prepare action plan

Get approval from Practice Head and HR.

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COMPETENCY DEFINITION / COMPETENCY DICTIONARY

Analytical Thinking

Identifies issues; obtains relevant information, relates

and compares data from different sources, and identifies

alternative solutions.

Career and/or Skill

Development

Plans and supports the development of others using a

competency based system. Identifies skills and abilities

to fulfill current or future job/role responsibilities more

effectively.

Client/Customer

Service

Develops and maintains strong relationships with clients

(those who buy goods and services and for whom formal

professional services are rendered) or customers (those

who consume goods and services) by listening to the

client/customer and understanding and responding to

identified needs.

Mentoring

Provides guidance and feedback to help an employee or

groups of employees strengthen their knowledge and

skills to accomplish a task or solve a problem, which in

turn should improve job performance.

Communication

Communicates information to individuals or groups;

delivers presentations suited to the characteristics and

needs of the audience. Clearly and concisely conveys

written information orally or in writing to individuals or

groups to ensure that they understand the information

and the message. Listens and responds appropriately to

others.

Communication – Develops presentations using a variety of media and

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Presentations

presents ideas effectively to individuals or groups;

delivers presentations suited to the characteristics and

needs of the audience.

Decision Making

Uses effective approaches for choosing a course of

action or developing appropriate solutions and/or

reaching conclusions; takes action consistent with

available facts, constraints, and anticipated

consequences.

Interpersonal Skills

Develops and maintains effective relationships with

others in order to encourage and support communication

and teamwork. Builds and maintains ongoing,

collaborative, working relationships with coworkers to

achieve the goals of the work unit.

Domain Knowledge

– Technical

Demonstrates a designated level of technical skill or

knowledge in a specific technical area(s) and keeps up

with current developments and trends in areas of

expertise. May be acquired through academic,

apprenticeship or on-the-job training or a combination of

these.

Leadership

Demonstrated skills and abilities needed to coordinate,

facilitate, and participate in a collaborative approach to

the completion of tasks or assignments.

Planning and

Organizing Work

Develops plans to accomplish work operations and

objectives; arranges and assigns work to use resources

efficiently. Advanced planning is more of a strategic

nature to develop plans, organizational structures, and

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systems to fulfill legislative or mission driven

organizational goals.

Program

Management

Coordinates and administers program, activities and

protocols; manages resources, monitors activities and

assesses environmental risks and quality control, if any,

quality control, associated with the program.

Project Management

1) Provides oversight for project(s) and all related

activities in that setting to include quality assurance and

safety; coordinates and manages facilities, equipment,

supplies and related resources as necessary for the

project; monitors environmental risks, if any and quality

control; 2) establishes a set of tasks and activities

associated with an intended outcome and timeline; 3)

ensures actions are performed and/or implemented to

achieve the results of the project.

Strategic Thinker

Analyzing competitive position by considering the market

and industry trends, existing and potential customers, and

strengths and weaknesses as compared to competitors,

provides analysis of policy issues develops program

proposals and develops plans that address long-term

customer and stakeholder needs and concerns

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CHAPTER-3COMPANY PROFILE

M/S Praghathi Consultancy Services

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At PCS, we energetically strive to deliver the best employment options for great companies

and the associates we place within them. We serve best and respected companies by sending

them the highest-quality individuals for temporary, temp-to-hire and full-time positions.

Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and

temporary employment agencies because we're at the forefront of the ever-changing staffing

industry. We meet our clients' needs - precisely, quickly and cost-effectively - with the finest

talent.

Young and very experienced - that's probably the best way to describe us !

Pragathi helps companies in searching, selecting and managing the ever-valuable human

assets. Formed in 2005, PCS enjoys an enviable reputation for delivering efficient, effective

and professional solutions to meet our IT and ITES clients’ diverse recruitment needs. We

guide the candidates too about the best opportunities in the marketplace, and constantly

advise them in their career progression.

 

Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach

the best practices of recruiting to our clients. We will conduct business and HR process

reviews to assess what works and what doesn't within the client's unique corporate

environment.

Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-

per-hire, and propose tailored solutions to streamline your recruitment process. Our services

give you the opportunity to focus your expertise where it counts - on your unique business

endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with

cost-effectiveness in mind.

Our recruitment performance consulting services are designed to help take your company to

the next level of recruitment capability. Our recruitment consultants are all senior level

recruiters with years of IT and software experience in recruiting, screening, and hiring

techniques that produce lasting results in IT sector.

Adopt a "Do what it takes to get the job done”

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About Pragathi

* Mission

* Objectives

PCS is a dream of professional technocrats incorporated in 2005, with an aim to provide

customized software solutions of the utmost quality in the shortest of time spans and being

the most cost effective. A committed technical and marketing team backs the core group of

people having over 50 person-years of experience in the industry.

Our role in unfurling the latest techniques, the quality of our services, our spirit of innovation

and our sound management principles have earned us the confidence and trust of an extensive

client base. We strive for excellence in:

* Acquiring and in depth understanding of our clients business sectors

* Proposing solutions tailored to the specific needs of each client firm

* Effectively carrying out the technology transfer

* Delivering our services according to deadlines and within budgets

MISSION

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To be agents of change for our clients, facilitating their passage form given condition to a

more desired, improved one and by providing information technology solutions to their

business needs.

OBJECTIVES

To be recognized and sought out as the best 'agents of change' because of

* The soundness of our recommendations

* The relevance of our solutions

* Our technical expertise

* Our uncompromising search for excellence

* Our concern of human impacts

Companies make Prahgathi consultancy Services their first choice for full-time, direct hire,

temp-to-hire and temporary employment agencies because we're at the forefront of the ever-

changing staffing industry. We meet our clients' needs - precisely, quickly and cost-

effectively - with the finest talent.

Young and very experienced - that's probably the best way to describe us !

Prahgathi consultancy Services helps companies in searching, selecting and managing the

ever-valuable human assets. Formed in 2005, Prahgathi consultancy Services enjoys an

enviable reputation for delivering efficient, effective and professional solutions to meet our

IT and ITES clients’ diverse recruitment needs. We guide the candidates too about the best

opportunities in the marketplace, and constantly advise them in their career progression.

Services

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1. IT and Non- IT job consultancy

2. Education consultants

3. Computer sales and service

4. Digital signature product

Prahgathi consultancy Services Consulting brings valuable experience to benchmark, revise,

implement and preach the best practices of recruiting to our clients. We will conduct business

and HR process reviews to assess what works and what doesn't within the client's unique

corporate environment.

Prahgathi consultancy Services Consulting will implement methods to decrease the joining

time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment

process. Our services give you the opportunity to focus your expertise where it counts - on

your unique business endeavors. Our goal is to ensure that our clients succeed in meeting

their hiring goals with cost-effectiveness in mind.

Our recruitment performance consulting services are designed to help take your company to

the next level of recruitment capability. Our recruitment consultants are all senior level

recruiters with years of IT and software experience in recruiting, screening, and hiring

techniques that produce lasting results in IT sector.

Adopt a "Do what it takes to get the job done” attitude.”

Priority ONE Consulting will work with you assess your company's current recruiting

processes and identify methods to decrease cost per hire, time to fill rates, and enhance the

screening process to hire people whose skills and talents align with our clients technical and

corporate culture goals. We would be helping you to improve both your performance

efficiency and effectiveness.

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HR Team:

PCS also had on Excellent HR and Development team of 50+ man power Strength across the

world.

About HR Team:

Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and

another Two for Training and HR operations.

Number of Departments in PCS

1. Technical Department

2. Administration

3. Human Resource

4. Finance& Accounts

5. Quality Department

6. Sale & Marketing

Organization Chart of PCS

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HR Organization Chart

Business one

TestingDot net

CEO

Java

Quality dept Quality

Finance Technical TecTTTechnical

HR & Admin

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Organization Chart of Technical Team

Recruitment2Recruitment1

Assi.Mgr-Documentation

DocumentsDocuments 1 Staffing 1

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Corporate Manager- HR

Assi.MgrContract Staffing

Staffing 2

Assi Mgr-Recruitment

Registered Corporate office

Pragathi Consultancy Services,

#331,1st floor, 8th Cross

Aavalahalli Extn, BDA Layout

Girinagar

Bangalore - 560085.

INDIA

Support 1

Intigrated QC

Java Team Dot net Team Testing Team TSR Group

Support 3Support 2

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VP- Operations

Support 4

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CHAPTER-4Theoretical frame work study of the Research

method

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RESEARCH:

A way of examining your practice…

Research is undertaken within most professions.

More than a set of skills, it is a way of thinking: examining critically

the various

aspects of your professional work.

It is a habit of questioning what you do, and a systematic examination

of the observed

information to find answers with a view to instituting appropriate

changes for a more

effective professional service.

DEFINITION OF RESEARCH

When you say that you are undertaking a research study to find

answers to a question,

you are implying that the process;

1. is being undertaken within a framework of a set of philosophies

( approaches);

2. uses procedures, methods and techniques that have been tested for

their

validity and reliability;

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3. is designed to be unbiased and objective .

Philosophies means approaches e.g. qualitative, quantitative and the

academic

discipline in which you have been trained.

Validity means that correct procedures have been applied to find

answers to a

question. Reliability refers to the quality of a measurement procedure

that provides

repeatability and accuracy.

Unbiased and objective means that you have taken each step in an

unbiased

manner and drawn each conclusion to the best of your ability and

without

introducing your own vested interest.

(Bias is a deliberate attempt to either conceal or highlight something).

Adherence to the three criteria mentioned above enables the process

to be called

‘research’.

However, the degree to which these criteria are expected to be

fulfilled varies from

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discipline to discipline and so the meaning of ‘research’ differs from

one academic

discipline to another. The difference between research and non-

research activity is, in the way we find

answers: the process must meet certain requirements to be called

research. We can

identify these requirements by examining some definitions of

research.

The word research is composed of two syllables, re and search.

re is a prefix meaning again, anew or over again

search is a verb meaning to examine closely and carefully, to test and

try, or to probe.

Together they form a noun describing a careful, systematic, patient

study and

investigation in some field of knowledge, undertaken to establish

facts or principles.

Research is a structured enquiry that utilizes acceptable scientific

methodology to

solve problems and create new knowledge that is generally

applicable.

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Scientific methods consist of systematic observation, classification

and interpretation

of data.

Although we engage in such process in our daily life, the difference

between our

casual day- to-day generalisation and the conclusions usually

recognized as scientific

method lies in the degree of formality, rigorousness, verifiability and

general validity

of latter.

CHARACTERISTICS OF RESEARCH:

Research is a process of collecting, analyzing and interpreting

information to answer

questions.

But to qualify as research, the process must have certain

characteristics: it must, as far

as possible, be controlled, rigorous, systematic, valid and verifiable,

empirical and

critical.

-Controlled- in real life there are many factors that affect an outcome.

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The concept of control implies that, in exploring causality in relation

to two variables

(factors), you set up your study in a way that minimizes the effects of

other factors

affecting the relationship.

This can be achieved to a large extent in the physical sciences

(cookery, bakery), as

most of the research is done in a laboratory. However, in the social

sciences

(Hospitality and Tourism) it is extremely difficult as research is

carried out on issues

related to human beings living in society, where such controls are not

possible.

Therefore in Hospitality and Tourism, as you cannot control external

factors, you

attempt to quantify their impact. -Rigorous-you must be scrupulous in

ensuring that the procedures followed to find

answers to questions are relevant, appropriate and justified. Again, the

degree of rigor

varies markedly between the physical and social sciences and within

the social

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sciences.

-Systematic-this implies that the procedure adopted to undertake an

investigation

follow a certain logical sequence. The different steps cannot be taken

in a haphazard

way. Some procedures must follow others.

-Valid and verifiable-this concept implies that whatever you conclude

on the basis of

your findings is correct and can be verified by you and others.

-Empirical-this means that any conclusion drawn are based upon hard

evidence

gathered from information collected from real life experiences or

observations.

-Critical-critical scrutiny of the procedures used and the methods

employed is crucial

to a research enquiry. The process of investigation must be foolproof

and free from

drawbacks. The process adopted and the procedures used must be able

to withstand

critical scrutiny.

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For a process to be called research, it is imperative that it has the

above

characteristics.

TYPES OF RESEARCH

Research can be classified from three perspectives:

1. application of research study

2. objectives in undertaking the research

3. inquiry mode employed

Application:

From the point of view of application, there are two broad categories

of research:

- pure research and

- applied research.

Pure research involves developing and testing theories and

hypotheses that are

intellectually challenging to the researcher but may or may not have

practical

application at the present time or in the future. The knowledge

produced through

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pure research is sought in order to add to the existing body of research

methods.

Applied research is done to solve specific, practical questions; for

policy

formulation, administration and understanding of a phenomenon. It

can be

exploratory, but is usually descriptive. It is almost always done on

the basis of basic research. Applied research can be carried out by

academic or industrial

institutions. Often, an academic institution such as a university will

have a specific

applied research program funded by an industrial partner interested in

that

program.

Objectives:

From the viewpoint of objectives, a research can be classified as

-descriptive

-correlational

-explanatory

-exploratory

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Descriptive research attempts to describe systematically a situation,

problem,

phenomenon, service or programme, or provides information about ,

say, living

condition of a community, or describes attitudes towards an issue.

Correlational research attempts to discover or establish the existence

of a

relationship/ interdependence between two or more aspects of a

situation.

Explanatory research attempts to clarify why and how there is a

relationship between

two or more aspects of a situation or phenomenon.

Exploratory research is undertaken to explore an area where little is

known or to

investigate the possibilities of undertaking a particular research study

(feasibility study

/ pilot study).

In practice most studies are a combination of the first three categories.

Inquiry Mode:

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From the process adopted to find answer to research questions – the

two approaches

are:

- Structured approach

- Unstructured approach

Structured approach:

The structured approach to inquiry is usually classified as quantitative

research.

Here everything that forms the research process- objectives, design,

sample, and the

questions that you plan to ask of respondents- is predetermined. It is

more appropriate to determine the extent of a problem, issue or

phenomenon by

quantifying the variation.

e.g. how many people have a particular problem? How many people

hold a particular

attitude?

Unstructured approach:

The unstructured approach to inquiry is usually classified as

qualitative research.

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This approach allows flexibility in all aspects of the research proce

CHAPTER-5

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DATA ANANLSIS & INTERPRETATION

The Eleven Identified Competencies Deduced From Several

Studies Are As Detailed Below

Technical Knowledge

1. Legal & Legislation

2. Appraisal

3. Systems

Thinking Skills

4. Analytical Thinking and Judgment

5. Planning & Organizing

Personal/Professional Effectiveness

6. Communications Skills

7. Innovation & Change Management

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8. Customer Focus

9. Professional Conduct

Team Skills

10. Team Member Skills

11. Team Leadership Skills

THE FIVE TYPES OF COMPETENCY CHARACTERISTICS

ARE AS BELOW

1. Motives: The things a person consistently thinks about or wants that cause

action. Motives “drive, direct, and select” behavior toward certain actions or

goals and away from others. E.g. Achievement-motivated people consistently

set challenging goals for themselves and use feedback to do better.

2. Traits: Physical characteristics and consistent response to situation or

information. E.g. reaction time and good eyesight are physical trait

competencies of combat pilots.

3. Self-concept and values: A person’s attitude, values, or self-image. E.g.

Self-confidence, a person’s belief that he can be effective in any situation is a

part of that person’s concept of self.

4. Knowledge: Information a person has in specific content areas

5. Skill: The ability to perform a certain physical or mental task.

Many organizations in India and abroad are channeling their efforts to mapping

competencies and implementing assessment and development centers.

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THE DIFFERENT CATEGORIES OF COMPETENCIES

Generic Competencies

Competencies which are considered essential for all employees, regardless of

their function or level. - Communication, teamwork, result oriented,

interpersonal.

Managerial Competencies

Competencies which are considered essential for employees with managerial or

supervisory responsibility in any functional area including directors and senior

posts – Management skills, team player, people skills.

Technical / Functional

Specific Competencies which are considered essential to perform any job in the

organization within a defined technical or functional area of work. – Business

awareness/domain knowledge, presentation, analytical thinking, strategic

thinker, problem solving, listening skills, business writing, leadership &

credibility, planning & organizing, initiative & creativity

Differentiating competencies

Competencies that mostly differentiate superior performers from mediocre

performers - Results orientation, influence, and initiative.

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Threshold competencies

Competencies in which a minimum level of proficiency is required for job

success, but a higher level of proficiency is not highly correlated with superior

performance. Threshold competencies however do not differentiate superior

from average performers.

Transformation competencies

Competencies at which managers and employees are generally weak, which if

improved will most likely to result in improved performance.

COMPETENCY MAPPING

Competency mapping is a process through which one assesses and determines

one’s strengths as an individual worker and in some cases, as part of an

organization. It generally examines two areas: emotional intelligence or

emotional quotient (EQ), and strengths of the individual in areas like team

structure, leadership, and decision-making. Large organizations frequently

employ some form of competency mapping to understand how to most

effectively employ the competencies of strengths of workers. They may also use

competency mapping to analyze the combination of strengths in different

workers to produce the most effective teams and the highest quality work.

It is also defined as a process of identifying key competencies for a particular

position in an organization, and then using it for job-evaluation, recruitment,

training and development, performance management, succession planning, etc.

"The competency framework serves as the bedrock for all HR applications. As a

result of competency mapping, all the HR processes like talent induction,

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management development, appraisals and training yield much better results,"

states well-known HR consultant Ullhas Pagey.

TECHNIQUES USED IN COMPETENCY MAPPING

HISTORICAL APPROACHES TO COMPETENCY MAPPING

Competencies are derived from specific job families within the organization and

are often grouped around categories, such as strategy, relationships, innovation,

leadership, risk-taking, decision-making, emotional intelligence, etc.

“Job evaluation” based competency mapping include the following steps:

Conduct a job analysis by asking incumbents to complete a Role Profile

Questionnaire – The primary goal, is to gather from incumbents what

they feel are the key behaviours necessary, to perform their respective

goals.

Using the results of the job analysis, we develop a competency based job

description.

With a competency based job description, we begin mapping the

competencies throughout the human resource processes. The

competencies of the respective job description becomes the factors for

assessment on performance evaluation

By taking the competency mapping one step further, we use the results of

the evaluation, to identify in what competency individuals need additional

development or training. This will help in focusing the training needs on

the goals of the position and company and help employees develop,

toward the ultimate success of the organization

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“Role Profiling/Job Analysis Tools” – It helps companies to extract

knowledge of core competency requirements from internal experts, and allows

the company to have any number of job expert raters to contribute ratings on a

standard competency scale for any job title or position.

“Experts Panel” – In this method, a panel of experts (superior performers,

immediate supervisors, consultants, HR managers) is constituted and are asked

to brainstorm about the knowledge, skill, attitude, self-concept, and motivation

required of people for superior performance of a particular job. This panel after

detailed deliberation for a few hours and in some cases for a couple of days will

list out the competency requirements.

“360 ° multi-rater feedback” – Such surveys allow employees to rate

themselves on global competencies and specific behaviours. Predefined groups

of supervisors, peers, direct reports, or customers who perform ratings of

persons on the same items, with the resulting report provide a detailed analysis

of self- other gaps in perceived competency behaviours.

“Behavioural Event Interview” – Behavioural Event Interview (BEI) basically

intends to find out what people really do instead of hearing the stories about

what they wanted to do or what they propose to do. In other words BEI finds

out the knowledge, skill, motives, traits, and self-concept from their behavioural

actions, which are verifiable, rather than through abstract explanations. The BEI

method includes Thematic Apperception Test (TAT) probes, which yield data

about the interviewees’ personality and cognitive style like what they think

about, feel and want to accomplish in dealing with the situation. This enables

interviewers to measure competencies such as achievement motivation or

logical ways of thinking and solving problems.

“Critical Incident Technique” – The Critical Incident Technique (CIT) was

developed by John Flanagan, to identify behaviour that contributes to the

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success or failure of individuals or organizations in specific situations. To

analyze a situation using CIT, a researcher first asks people familiar with the

situation for a recent example of effective or ineffective behaviour that is, a

critical incident. Then it is determined from answers to some questions, which

identifies themes represented by the incidents, and asks other involved parties to

sort the incidents into proposed content dimensions. The CIT is a method for

evaluating systems in functioning work environments. It relies on the idea that

critical incidents will be memorable, making their capture possible either

through interview, observation, or self-reporting.

“Survey Method” – In the survey method, the HR department or the

consultants based on their understanding of the job roles will prepare a

questionnaire containing various competencies. The questionnaires will be then

distributed to the role holders, their supervisors and any other persons (like HR

professionals and consultants) who are thoroughly knowledgeable about the

concerned job roles. The information collected through the questionnaire is then

analyzed using descriptive statistical tools to determine the core competencies

required for successful performance of the said job.

“Repertory Grid” – George Alexander Kelly was born in (1905-1967) Kansas,

U.S.A.

In 1955, the two-volume work, The Psychology of Personal Constructs, (PCT)

was published and gained immediate recognition as a unique and major

development in the study of personality. In 1965 he moved to Brandies

University where he was appointed to the Riklis Chair of Behavioural Science.

Even today no reading in personality theory is complete without the theory of

personal constructs developed by Kelly.

The key points of PCT to remember are:

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Perceptions influence expectations, and expectations influence

perceptions.

The medium through which this happens is known as the construct

system.

Construct systems are unique to the individual and develop throughout

life.

Repertory Grid will help to draw out and make explicit the expertise that every

manager has, and help lay out their problems in such a way that solutions may

become more obvious. It allows the interviewer to get a mental map of how the

interviewee views the world, and to write this map with the minimum of

observer bias. Kelly’s practice is then not to have this map ‘interpreted’ by an

expert, who judges where the problems and stresses are; rather Kelly’s approach

is to discuss the map with the interviewee, to talk about things that perhaps the

interviewee had not faced about himself before, to discuss with the interviewee

the survival value of that particular map as a means of navigating around his or

her life-space.

In the repertory grid process the respondents will identify a set of superior

performers and another group of ineffective performers. They to justify their

identification of people will identify a set of variables:

Knowledge

Skill

Attitude

Ethic

Self Concept

Appearance, etc

Which are associated with superior and average performers.

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It is difficult to suggest which method is more useful or more accurate. Some

methods are easy to use but quality of data may be inadequate. Some others

may yield superior quality data but expensive and time consuming. Certain

methods and tools are such that they cannot be used in all the cases. Some jobs

may require the use of more than one method or tool for their mapping.

HOW DO COMPETENCIES RELATE TO INDIVIDUAL

CAREERDEVELOPMENT?

First and foremost, competencies must be demonstrated by individuals. Perhaps

the most common place where they are demonstrated is within the scope of a

particular job or project involvement.

One of the first encounters with competencies for most individuals is in

securing employment with a new organization. Organizations that are

purposefully using cutting-edge methods to choose talent for positions or

project roles are engaging in what is called “competency-based interviewing

and selection”. These interviewing and selection methods are being used not

only for hiring external applicants, but also for staffing internal roles, as

described later in this article.

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Many organizations that use competency-based interviewing and selection are

also later using the same competencies to assess performance, to encourage

future development plans from individuals, and to plan for succession in the

organization. Therefore, the individual employees in such an organization will

have an ongoing need to use and map their competencies.

WHY SHOULD INDIVIDUAL EMPLOYEES MAP THEIR

COMPETENCIES?

A list of compelling reasons includes, at a minimum, the following. An

individual:

Gains a clearer sense of true marketability in today’s job market; once the

individual knows how his/her competencies compare to those that are

asked for by the job market in key positions of interest.

Demonstrates self-confidence that comes from knowing one’s

competitive advantages more convincingly, and from being able to

articulate those advantages in specific language.

Secures essential input to resume development - a set of important terms

to use in describing expertise derived from prior career experience.

Gains advanced preparation for interviews, many of which may be

delivered using a competency-based approach called “structured

behavioral interviewing” or “behavioral event interviewing.

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Develops the capability to compare one’s actual competencies to an

organization or position’s required/preferred competencies, in order to

create an Individual Development Plan.

Support specific and objective assessment of their strengths, and specify

targeted areas for professional development.

Provide development tools and methods for enhancing their skills.

Provide the basis for a more objective dialogue with their manager or

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

Building Your Competency Model

The steps to building a Competency Model include:

Step 1: Understand the Competency Library.

Step 2: Develop position description/s for your targeted classification/s.

Step 3: Identify the competencies that the superior performers in the

classification possess.

Step 4: Validate the competencies identified in Step 3.

Step 5: Reconcile the validation results with those obtained in Step 3.

Step 6: Review and finalize the results of Step 5 with the executive

leadership team.

Step 1: Understand the Competency Library

In this step, your agency’s Human Resources Manager and other key HR staff

will become familiar with the Competency Model and the Competency Library.

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The Competency Library includes 34 competencies that might be appropriate

for a Competency Model for a specific classification or family of classifications.

Most of them describe characteristics that are desirable in any job. However, the

purpose of constructing your Competency Model is to identify the set of critical

competencies that distinguish superior performance in your target

classification/s.

Step 2: Analyze and Develop Position Description/s

In this step, development and/or updation of the position description/s for the

targeted classification/s are done Having complete, accurate and up-to-date

descriptions for the targeted job/s provides a solid foundation for building

Competency Model.

Step 3: Identify Competencies

In this step, use of focus groups to identify and rank the competencies that the

superior performers in your targeted classification possess.

Have separate focus groups for the employees and the supervisors/managers

to foster an environment of open discussion.

Make the focus groups as diverse as possible.

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In large organizations, have three or four focus groups for each classification

(or classification family).

Have two facilitators for each focus group – one to lead the discussion and

one to observe and take notes.

Limit the size of each focus group to eight to twelve participants.

Step 4: Validate Competencies

In this step, you’ll validate the list of competencies and rankings obtained in

your focus group meetings.

Step 5: Reconcile Competency Results

In this step, the results obtained from two sets of focus group meetings are

reconciled .

Step 6: Executive Review and Finalization

In this step, the competencies for the targeted job/s with the leadership team get

reviewed and get final approval.

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PROFICIENCY LEVELS OF EACH COMPETENCY

Developing

Demonstrates this behaviour in routine situations, but

needs help doing so

Proficient

Demonstrates this behaviour in routine situations without

help, but in unusual or routine situations help is needed

Highly Skilled

Consistently demonstrates this behaviour even in unusual

or non-routine situations

COMPETENCY MAPPING – REPERTORY GRID TECHNIQUE

The second mailed questionnaire used is the Repertory Grid questionnaire,

which is utilized to understand and map the various competencies existing

in the bands. This is the questionnaire which forms the basis for the study

and is also targeted at the 58 identified employees. Here from the obtained

competencies are compared with the benchmarks and a Gap Analysis is

performed to understand what makes the band lack in which aspect, and

what can be done to improve upon it.

The Repertory Grid questionnaire is so designed such that identification of

high performers and poor performers need to be visualized, thereafter the

behaviour being exhibited by those individuals to be a high performer/low

performer is mentioned. These behaviors listed are then mapped for each

band w.r.t. their years of experience.

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CHAPTER-

6

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FINDINGS

Awareness of competency mapping and why its done is low in the

division

Growth Enablers are being utilized in the best manner as quoted in

the general WIPRO framework

For the Practice E-Governance Consulting, the two major

competency areas of focus are:

Domain Knowledge

Client Orientation

Type of Competency found in Practice E-Governance Consulting -

Technical/Functional/Role Specific

SUGGESTIONS

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A brief introduction should be given to employees about

competency mapping and its positives

When it comes to rewards and recognition, merely rewarding

someone will not be that beneficiary as much as citing the reason

before others i.e. for which competency that the individual possesses

he/she is being rewarded

Competency Model can be used for:

Recruitment

Training and development

Career and succession planning

Rewards and recognition

Performance management [as in Performance Appraisals i.e.

360˚ feedback]

Development plans for the employees’ can be conducted via:

Formal training

On-the-job training

Job Rotation

Special Assignments

Self-study/learning

Coaching/ mentoring

Better methods of Competency Mapping can be used like the most

standardized BEI Technique, Critical Incident Technique, Focus

Group Discussions & Direct Observation to obtain the Gap Analysis

ANNEXURE

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CONCLUSIONS

From the initial stages of interaction with clients till the final stages of finishing

the project, Wipro Infotech has always believed in satisfying the clients to

utmost level, be it timely deliverables, to handling of clients, to taking calls, to

procurement and so forth. Apart from the technicality involved at all stages of

project handling, an important ingredient of success at Wipro Infotech is the

different Competencies each employee holds within himself/herself. And Wipro

Infotech ensures that none of it goes unused, hence they have formulated ways

and means like Growth Enablers that give a brilliant pathway to the career

framework of their employees. This in turn is tapped to fullest extent when

people work in teams. Right from Associate Consultants, Consultants, Senior

Consultants, Principals to Practice Heads; each one of them are proficient

enough from their ends as an individual, and when they form teams they have a

collective force of Competencies which make them stand unique from other

Consulting Practices within Wipro Infotech and competing firms.

Their main Competency lies in the kind of expertise they hold for Domain

Knowledge as well as Client Interaction/Orientation, and the diverse projects

undertaken by them exhibit the same. Throughout the study it has been found

that each level at different Bands, there is a demand of a high level of Domain

Knowledge and from Band B2 onwards a great echelon of Client

Interaction/Orientation. Apart from these some other Competencies that echoed

throughout were Analytical skills, Presentation Skills, and Communication

Skills. There is a continual need felt for improving upon their expertise and

developing, as well as fine tuning themselves as per the market requirements of

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the clients. This never-ending process results to the various activities Wipro

Infotech engages in for team building purpose, which indeed plays a vital role

for the individual competencies to emerge into an amalgamation of a strong

team. To name a few of the activities they have: birthday bashes for each

employee of the various Bands [either as a celebration or sending e-mails to

them at client bases]; quarterly celebrations; an employees’ 5 year completion at

Wipro; yearly consulting celebrations; internal discussions whereby good work

is appreciated; monthly reports by the Head, Consulting division whereby the

High Performers’ names’ are mentioned.

However since Wipro Infotech – Consulting is a relatively new entrant in the

Indian Industry scenario [nearly 5 years old] they still have a long way to go,

and conquer many pinnacles leading to projects success and client satisfaction.

To do this in a most effective way, there is a need to understand further what all

Competencies their High Performing employees possess, and how can they be

tapped and extended onto others who relatively perform lower than them. For

the same purpose various techniques of Competency Mapping are implemented,

though the very first step towards a quintessence rise is creating an awareness

among their employees of ‘What is Competency Mapping all about, and how

will it help them and in turn the company?’ Thereafter the results obtained can

be more effectively implemented by doing a Gap Analysis and hence a Personal

Development of the employee.

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BIBILOGRAPHY

Reference

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Dawson, Catherine, 2002, Practical Research Methods, New Delhi,

UBS

Publishers’ Distributors,

Kothari, C.R.,1985, Research Methodology-Methods and Techniques,

New

Delhi, Wiley Eastern Limited.

Kumar, Ranjit, 2005, Research Methodology-A Step-by-Step Guide

for

Beginners, (2nd.ed), Singapore, Pearson Education

 

•Industrial Relations and Personnel ManagementDr. M V PyleeA Simon George

•

Research MethodologyC R Kothari

•

HRM Review – Performance ManagementSeptember 2003, July 2006

•

Website:  www.google.com

www.humancapital.com

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