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
2 Above average 32 32
3 Average 22 22
4 Below average 2 2
5 least 0 0
Total 100 100
Chart 4.1.4
Self starting and proactive
44
32
22
2 00
10
20
30
40
50
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 37 37
2 Above average 30 30
3 Average 20 20
4 Below average 8 8
5 least 5 5
Total 100 100
Chart 4.1.5
Detail consciousness
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 35 35
2 Above average 25 25
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 35 35
2 Above average 26 26
3 Average 19 19
4 Below average 14 14
5 least 6 6
Total 100 100
Chart 4.1.7
Software Development Knowledge
35
26
19
14
6
0
5
10
15
20
25
30
35
40
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 45 45
2 Above average 32 32
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
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 50 45
2 Above average 32 32
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
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 48 48
2 Above average 34 34
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
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 32 32
2 Above average 34 34
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
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 48 48
2 Above average 34 34
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
maximum above avg avg below avg least
5-point scale
Nu
mb
er o
f re
spo
nd
ents
Percentage
Inference:
From the above table it is clear that 48% of the respondents are
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
2 Above average 18 18
3 Average 40 40
4 Below average 25 25
5 least 15 15
Total 100 100
Chart 4.1.13
Initiative
2
18
40
25
15
05
1015202530354045
maximum above avg avg below avg least
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:
From the above table it is clear that 40% of the respondents are
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 13 13
2 Above average 40 40
3 Average 29 29
4 Below average 10 10
5 least 8 8
Total 100 100
Chart 4.1.14
Time Management
13
40
29
10 8
05
1015202530354045
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 38 38
2 Above average 39 39
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
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 14 14
2 Above average 37 37
3 Average 23 23
4 Below average 14 14
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
maximum above avg avg below avg least
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
2 Above average 32 32
3 Average 12 12
4 Below average 8 8
5 least 1 1
Total 100 100
Chart 4.1.17
Precision in communication
47
32
128
105
10152025
303540
4550
maximum above avg avg below avg least
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
S.No OpinionNumber of respondents Percentage (%)
1 Maximum 42 42
2 Above average 36 36
3 Average 10 10
4 Below average 6 6
5 least 6 6
Total 100 100
Chart 4.1.18
Committed to responsibilities
42
36
106 6
05
1015202530354045
maximum above avg avg below avg least
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
Self starting and proactive
S.No opinionNumber Of respondents (W)
Weighted value(X)
Values (W*X)
1 Maximum 44 5 220
2 Above average 32 4 128
3 Average 22 3 66
4 Below average 2 2 4
5 least 0 1 0
Total Σw=100 Σwx = 418
Formulae: X=Σwx/Σw = 4.18
Table 4.2.3
Detail consciousness
S.No opinionNumber Of
respondents(W)Weighted value(X)
Values (W*X)
1 Maximum 37 5 185
2 Above average 30 4 120
3 Average 20 3 60
4 Below average 8 2 16
5 least 5 1 5
Total Σw=100 Σwx=386
Formulae: X=Σwx/Σw = 3.86
Table 4.2.4
S.No opinionNumber Of
respondents(W)Weighte
d value(X)Values (W*X)
1 Maximum 35 5 175
2 Above average 25 4 100
3 Average 20 3 60
4 Below average 15 2 30
5 least 5 1 5
Total Σw=100 Σwx=37
Team Player
Formulae: X=Σwx/Σw = 3.7
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
2 Above average 26 4 104
3 Average 19 3 57
4 Below average 14 2 28
5 least 6 1 6
Total Σw=100 Σwx=37
Software Development Knowledge
Formulae: X=Σwx/Σw = 3.7
Table 4.2.6
Numerical interpretation:
S.No opinionNumber Of
respondents(W)Weighted
value(X)Value
s (W*X)
1 Maximum 45 5 225
2 Above average 32 4 128
3 Average 16 3 48
4 Below average 7 2 14
5 least 0 1 0
Total Σw=100 Σwx=415
Formulae: X=Σwx/Σxw= 4.15
Table 4.2.7
S.No opinionNumber Of
respondents(W)Weighted value(X)
Values (W*X)
1 Maximum 50 5 250
2 Above average 32 4 128
3 Average 14 3 42
4 Below average 4 2 8
5 least 0 1 0
Total Σw=100 Σwx=428
Programming Knowledge:
Formulae: X=Σwx/Σw = 4.28
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
2 Above average 34 4 136
3 Average 12 3 36
4 Below average 6 2 12
5 least 0 1 0
Total Σw=100 Σwx=424
Formulae: X=Σwx/Σw = 4.24
2.Knowledge level competencies
Weight age Rank
Software Development Knowledge
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
S.No opinionNumber of
respondents(W)Weighted value(X)
Values (W*X)
1 Maximum 32 5 160
2 Above average 34 4 136
3 Average 22 3 66
4 Below average 9 2 18
5 least 6 1 6
Total Σw=100 Σwx=383
Formulae: X=Σwx/Σw = 3.83
Table 4.2.10
Programming Skills
S.No opinionNumber of
respondents(W)Weighted value(X)
Values (W*X)
1 Maximum 48 5 240
2 Above average 34 4 136
3 Average 12 3 36
4 Below average 6 2 12
5 least 0 1 0
Total Σw=100 Σwx=424
Formulae: X=Σwx/Σw = 4.24
Table 4.2.11
Initiative
S.No opinionNumber of
respondents(W)Weighted value(X)
Values (W*X)
1 Maximum 2 5 10
2 Above average 18 4 72
3 Average 40 3 120
4 Below average 25 2 50
5 least 15 1 15
Total Σw=100 Σwx=267
Formulae: X=Σwx/Σw =2.67
Table 4.2.12
Time management
S.No opinionNumber of
respondents(W)Weighted value(X)
Values (W*X)
1 Maximum 13 5 65
2 Above average 40 4 160
3 Average 29 3 87
4 Below average 10 2 20
5 least 8 1 8
Total Σw=100 Σwx=34
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
2 Above average 39 4 156
3 Average 16 3 48
4 Below average 6 2 12
5 least 1 1 1
Total Σw=100 Σwx=407
Formulae: X=Σwx/Σw = 4.07
Table 4.2.14
Flexibility
S.No opinionNumber no
respondentsWeighted
value(X)Values
(W*X)
1 Maximum 14 5 70
2 Above average 37 4 148
3 Average 23 3 69
4 Below average 14 2 28
5 least 12 1 12
Total Σw=100 Σwx=327
Formulae: X=Σwx/Σw= 3.27
Table 4.2.15
Precision in communication
S.No opinionNumber of
respondent(W)Weighted
value(X)Values
(W*X)
1 Maximum 47 5 235
2 Above average 32 4 128
3 Average 12 3 36
4 Below average 8 2 16
5 least 1 1 1
Total Σw=100 Σwx=416
Formulae: X=Σwx/Σw =4.16
Table 4.2.16
Committed to responsibilities
S.No OpinionNumber of
respondents(W)Weigh
ted 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 6
Total Σw=100 Σwx=402
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
Committed to responsibilities
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
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