1

CHAPTER 1 INTRODUCTION AND THEORETICAL BACKGROUND OF THE STUDY 1.1 INTRODUCTION Competency mapping is the process of identifying key competencies for a particular position in an organisation. Once this process is complete, the map becomes an input for several other HR processes such as job-evaluation; recruitment; training and development; performance management; and succession planning. For competency mapping to be productive, the organisation has to be clear about its business goals in the short- as well as long-term and the capability-building imperatives for achieving these business goals. The process starts from as macro an endeavour as understanding the vision and mission of the organisation and how that translates into specific, time-bound business goals. It then goes on to delineating the organisation structure clearly, and identifying the various levels and positions, as well as the reporting relationships obtaining within that. For each position / level, the mapping exercise should outline the roles and responsibilities of the position; short-term goals to the extent that they are qualified; skill sets required for the job; and soft skill sets required for the job plus interaction with other units / personnel. Once this is done as specifically as possible, the next step would be to assess where the individual currently filling the position stands in terms of what is required. This would indicate the gaps between the skill sets required and the skill sets possessed. It is also useful if the competency of the current incumbent is assessed keeping in mind the next promotion and the competencies required for that position. This will enable the organisation to remain one jump ahead of the game. The assessment of the competencies required as well as the current competency level should be completed using a combination of structured and in-depth interviews with the person supervising the position and with others in the hierarchy.

2 A skilled assessor needs to study the gaps and figure out which ones can be filled through training, and which cannot. For instance, if a position requires working knowledge of MS Excel, that is something which can be addressed through training. On the other hand, if a position requires the person to be an extrovert (such as being in-charge of network marketing) and the current incumbent is a confirmed introvert, then it would perhaps be better to redeploy the person. This will save the person the anguish associated with being in a wrong position and receiving negative performance appraisals. Though there are well-accepted guidelines and assessment tools such as psychometric tests, the assessors skill will play an important role in deciding when a gap calls for training and when it calls for redeployment Competency mapping comes in very useful in the following situations: candidate appraisal for recruitment; employee potential appraisal for promotion; training needs identification; performance diagnostics; and self-development initiatives. Apart from the above situations, organisations would also be well-advised to carry out a comprehensive, company-wide mapping exercise if it has never been done before. As is the case with any HR appraisal activity, competency mapping too places emphasis on transparency, objectivity and quantification.

3 1.2 COMPANY PROFILE 1.2.1 INDIA INFOLINE LTD The IIFL (India Infoline) group, comprising the holding company, India Infoline Ltd (NSE: INDIAINFO, BSE: 532636) and its subsidiaries, is one of the leading players in the Indian financial services space. IIFL offers advice and execution platform for the entire range of financial services covering products ranging from Equities and derivatives, Commodities, Wealth management, Asset management, Insurance, Fixed deposits, Loans, Investment Banking, GoI bonds and other small savings instruments. IIFL recently received an in-principle approval for Securities Trading and Clearing memberships from Singapore Exchange (SGX) paving the way for IIFL to become the first Indian brAverageerage to get a membership of the SGX. IIFL also received membership of the Colombo Stock Exchange becoming the first foreign brAverageer to enter Sri Lanka. IIFL owns and manages the website, www.indiainfoline.com, which is one of Indias leading online destinations for personal finance, stock markets, economy and business. IIFL has been awarded the Best BrAverageer, India by FinanceAsia and the Most improved brAverageerage, India in the AsiaMoney polls. India Infoline was also adjudged as Fastest Growing Equity BrAverageing House - Large firms by Dun & Bradstreet. A forerunner in the field of equity research, IIFLs research is acknowledged by none other than Forbes as Best of the Web and a must read for investors in Asia. Our research is available not just over the Internet but also on international wire services like Bloomberg, Thomson First Call and Internet Securities where it is amongst one of the most read Indian brAverageers. A network of over 2,500 business locations spread over more than 500 cities and towns across India facilitates the smooth acquisition and servicing of a large customer base. All our offices are connected with the corporate office in Mumbai with cutting edge networking technology. The group caters to a customer base of about a million customers, over a variety of mediums viz. online, over the phone and at our branches.

1.2.2 IIFL PReMIA Priority Relationship Management & Investment Advisory (PReMIA) PReMIA is a multi-product, customized financial environment which aims to generate superior returns for IIFL's preferred clients, by investing across varied asset classes. With PReMIA, you have access to a team that's vastly experienced and trained in different aspects of the stock market, assuring you a multi-faceted opinion for all your financial queries. Adjudging your risk profile, setting investment goals, chalking out strategies to attain all long term and short term financial objectives are just a few of the duties that we take care of. Our dedicated relationship managers & investment advisors work tirelessly studying market, presenting new opportunities, evaluating and interpreting them so that you get the best of every opportunity. Platinum class research, dedicated customer service teams coupled with easy access and complete account transparency make PReMIA a unique experience for all our Priority Clients.

5 1.2.3 PRODUCT OFFERINGS Equity we offer a bouquet of Equity offerings suitable for high traders... Derivatives Extensive research coverage on strategies such as hedging... Mutual Funds A mixture of comprehensive coverage of all mutual fund offerings... Structure Product Customized Structures offering unique combination of coupons... Life Insurance IIFL -one of the largest insurance brAverageers presents its clients...

1.2.4 SERVICES IIFL PReMIA provides the following services: Dedicated Team World-class Research made simple for our clients Easy Access and Complete Account Transparency Dedicated Customer Service Top-of-the-line Dealing Desk Customized Investment Strategies

6 CHAPTER-2 INTRODUCTION TO THE STUDY

2.1 Objectives of the study To understand the standard of employees in IIFL Chennai by competency mapping To know the performance competencies in IIFL Chennai. To find the performance level of employees in IIFL Chennai. To understand the attributes and quality of employees in IIFL Chennai. To find out the Knowledge and skill level competencies in IIFL Chennai. 2.2 Scope of Competency Mapping Competency mapping helps us to identify the gaps in one's self-perception versus the perception of the manager, peer or direct reports. It also supports in filling those gaps and bring a good relationship. It also identifies key development areas for the individual, a department and the organization as a whole. It identifies strengths that can be used to the best advantage of the business. Perception of feedback as more valid and objective, leading to acceptance of results and actions required. It helps in raising the self-awareness of people managers of how they personally impact upon others positively and negatively. Individuals get a broader perspective of how they are perceived by others than previously possible. Increased awareness of and relevance of competencies.

2.3 Limitations of the study A first problem comes from the type of the reported incidents. The critical incident technique will rely on events being remembered by users and will also requires the accurate and truthful reporting of them. Since critical incidents often rely on memory, incidents may be imprecise or may even go unreported. The method has a built-in bias towards incidents that happened recently, since these are easier to recall. It will emphasize only rare events; more common events will be missed. Respondents may not be accustomed to or willing to take the time to tell (or write) a complete story when describing a critical incident.

8 CHAPTER- 3 RESEARCH METHODOLOGY

3.1 TITLE OF THE STUDY: A study on the competency mapping process with reference to IIFL, Chennai 3.2 PERIOD OF THE STUDY: November 2012 February 2013 3.3 RESEARCH DESIGN A research design is purely and simply the frame work (or) plan for a study that guides the collection and analysis of the data. In consumers surveys I here adopted this descriptive research design in collecting and analyzing data Descriptive research design is one that simply describes something such as demographic characteristics of investors who use contracts. The descriptive study is typically concerned with determining the frequency with which something occurs. This study is typically guided by an initial hypothesis For example an investigation of trends in using futures and options with respects to socioeconomic characteristic such as age, sex, occupation, income and so an would from a description study 3.4 SAMPLING DESIGN: a) Population size:- all employees in IIFL, Chennai. b) Method of sampling:- Random sampling c) Sample size:- 60 Employees d) Tool for data collection : Questionnaire . e) Sample Unit : Employee

3.5 Types of data used Primary data A survey was conducted with 60 employees in IIFL Chennai, OMR branch. Secondary data Secondary data was collected from newspapers, company websites and other general publications. 3.6 Analytical and Statistical Tools Simple Analysis Frequency distribution Cross tabulation Correlation

3.7 Steps involved in Competency Mapping The steps involved in competency mapping with an end result of job evaluation include the following: 1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviours necessary to perform their respective jobs. 2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies. 3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance

10 evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviours. 4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

11 CHAPTER- 4 ANALYSIS AND INTERPRETATION For the purpose of analysis a survey was conducted with the employees of IIFL. The following is a graphical representation of the same.

Female 27.00 / 45.0%

Male 33.00 / 55.0%

Figure 4.1.1 The figure 4.1.1 shows the gender classification of employees who was met for data collection. The total no of employees was 60.

12 4.1 PERSONAL COMPETENCIES 4.1.1 Assertiveness Assertiveness is the ability to state the ones opinion firmly and positively with out hurting the feelings of others. Table 4.1.1 Assertiveness Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 19 12 09 12 08 60 Percentage 32 20 15 22 12 100

Inference It can be seen from the chart that a majority 33% of people surveyed are assertive. But if you closely see the total of poor and very poor is 34% which is a high percentage so the company must teach their employees to be more assertive.

Chart 4.1.1

13 ASSERTIVENESS

Bar Chart
40

30

32

20

22

20 15

10

12

Percent

0 Very Poor Poor Ok Good Excellent

Assertiveness

14 4.1.2 Integrity Integrity is nothing but gaining trust and confidence by interacting with fairness, honesty and truthfulness. Table 4.1.2 Integrity

Level Excellent Good AVERAGE Poor Very Poor Total Inference

No. of Employees 06 25 14 11 04 60

Percentage 10 43 22 18 07 100

From the above table it is clearly seen that the honesty and truthfulness is gained to some reasonable extent. So the level must be developed to bring the integrity to a better level.

Chart 4.1.2 Integrity

15

Bar Chart
50

40

43

30

20 18 10

22

Percent

10 7

0 Very poor Poor Ok Good Excellent

Intergrity

16

4.1.3 Self-Sufficiency Self-Sufficiency is the ability of an employee to work and exercise his professional duties with out assistance. Table: 4.1.3 Self-Sufficiency

Inference Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 15 18 16 08 03 60 Percentage 25 30 27 13 5 100

From the table, it is seen that the most of the employees are self- sufficient where they are able to work themselves without any assistance. However the company should put some effort to increase the self sufficiency of the employees.

Chart 4.1.3 Self Sufficiency

17

Bar Chart
40

30 27 20

30 25

10

13

Percent

5 0 Very Poor Poor Ok Good Excellent

Self Sufficiency

4.1.4 High Emotional Stamina

18 High emotional stamina is a quality of being relaxed and poised. Maintain effectiveness even under pressure. Table 4.1.4 High Emotional Stamina Inference The data collected clearly shows that most of the employees of IIFL do not Level No. of Employees Percentage Excellent 03 05 Good 12 20 AVERAGE 28 47 Poor 12 20 Very Poor 05 8 Total 60 100 posses emotional stamina. This may be due to the unavailability of time to relax. So the company should plan to keep their employees relaxed and poised to avail better results.

Chart 4.1.4 High Emotional Stamina

19

Bar Chart
50 47 40

30

20

20

20

10

Percent

8 0 Very Poor Poor Ok Good 5 Excellent

High Emotional Stamina

4.1.5 Stress Tolerance Ability handle work pressure. The quality of employees is a vital component in employee effectiveness and productivity.

20

Table 4.1.5 Stress Tolerance

Inference From the above chart, it is clearly seen that employees could not able to handle their work pressure. The company needs to provide stress management Level No. of Employees Percentage Excellent 06 10 Good 05 08 AVERAGE 25 42 Poor 19 33 Very Poor 05 07 Total 60 100 activities. So that the employees can overcome stress and provide better results.

Chart 4.1.5 Stress Tolerance

21

Bar Chart
50

40

42

30

33

20

10

Percent

7 0 Very poor Poor Ok

10

Good

Excellent

Stress Tolerance

4.1.6 Interest

22

Interest is the willingness to learn new things. The following graphs show the interest level of employees in IIFL Chennai to learn new things.

Table 4.1.6 Interest

Inference Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 21 28 08 03 00 60 Percentage 35 47 13 05 00 100

This figure 4.1.7 shows the willingness of employees to learn new things is high. This could be further increased by providing the opportunities to learn new things by the company.

Chart 4.1.6 Interest

23

Bar Chart
50 47 40 35 30

20

10

13

Percent

5 Poor Ok Good Excellent

Interest

4.1.7 Communication Communication is the ability to convey ones ideas and thoughts properly and clearly and also listen to others.

24

Table 4.1.7 Communication

Inference

Level Excellent Good AVERAGE Poor Very Poor Total

No. of Employees 10 13 16 5 60

Percentage 17 22 27 27 08

From the above analysis it was found that the ideas and thoughts were not properly conveyed between employees and employers. So the company must implement some kind of soft skill programs to develop the communication level.

Chart 4.1.7 Communication

25

Bar Chart
30 27 27

20

22

17

10 8

Percent

0 Very poor Poor Ok Good Excellent

Communication

4.1.8 Gender and Stress Tolerance Cross tabulation This is a cross tabulation of gender and Stress tolerance. This is done to understand which gender of employees is able to handle stress better.

26

Chart 4.1.8 Gender and Stress Tolerance Cross tabulation

16 14 12 10 8 6 4 2 0 Male Female

Stress Tolerance
Very poor Poor Ok Good Excellent

Count

Gender

Form the above graph it was observed that the males can tolerate the stress much than the females do. So the company should focus more on females and plan an exclusive stress management programs for them.

4.1.9 Relation between factors of Personal Competencies

27 The following table shows the relationship among factors like interest and integrity etc. This analysis is done to find out which variables are close to each other. Table 4.1.8 Relationship between Variables
Correlations High Emotional Stamina -.067 .221 1.000 -.159 -.282* .140 -.232 -.449** .612 .090 . .224 .029 .286 .075 .000 60 60 60 60 60 60 60 60 Self Intergrity Sufficiency .549** -.175 -.003 -.096 -.282* .408** 1.000 -.184 -.023 .497** .000 .983 .029 .001 . .159 .863 .000 60 60 60 60 60 60 60 60 .140 -.391** -.184 1.000 .358** .099 .181 .467 .286 .002 .159 . .005 .452 60 60 60 60 60 60 60 60 Stress Tolerance -.216 -.077 -.232 -.352** -.023 .358** 1.000 .236 .098 .560 .075 .006 .863 .005 . .069 60 60 60 60 60 60 60 60

Pearson Correlation

Sig. (2-tailed)

Assertiveness Communication High Emotional Stamina Interest Intergrity Self Sufficiency Stress Tolerance Values Assertiveness Communication High Emotional Stamina Interest Intergrity Self Sufficiency Stress Tolerance Values Assertiveness Communication High Emotional Stamina Interest Intergrity Self Sufficiency Stress Tolerance Values

Assertiveness 1.000 .013 -.067 .105 .549** -.175 -.216 .426** . .923 .612 .423 .000 .181 .098 .001 60 60 60 60 60 60 60 60

Communication .013 1.000 .221 -.047 -.003 -.096 -.077 .106 .923 . .090 .720 .983 .467 .560 .419 60 60 60 60 60 60 60 60

Interest .105 -.047 -.159 1.000 .408** -.391** -.352** -.170 .423 .720 .224 . .001 .002 .006 .194 60 60 60 60 60 60 60 60

Values .426** .106 -.449** -.170 .497** .099 .236 1.000 .001 .419 .000 .194 .000 .452 .069 . 60 60 60 60 60 60 60 60

**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

Inference From the correlation analysis it was found that there is no significant correlation between variables. Only integrity and assertiveness has good correlation. Others do not have much correlation and some variables like tolerance and interest are negatively correlated.

4.2 Performance Level 4.2.1 Goal achievement

28

An analysis on how many employees sets and achieves goals. The following graphs show the no employees in each category.

Table 4.2.1 Goal Achievement

Level Excellent Good AVERAGE Poor Very Poor Total Inference

No. of Employees 19 12 09 13 7 60

Percentage 32 20 15 22 12 100

From the above diagram it is clear that all the employees are goal oriented. Hence the company can concentrate more on that.

Chart 4.2.1 Goal Achievement

29

Bar Chart
40

30

32

20

22

20 15

10

12

Percent

0 Very Poor Poor Ok Good Excellent

Goal

30 4.2.2 Improvement Drive of employees for continuous improvement

Table 4.2.2 Improvement

Level Excellent Good AVERAGE Poor Very Poor Total Inference

No. of Employees 6 25 14 10 5 60

Percentage 10 43 22 18 07 100

The above diagram states that the willingness of employees to develop new qualities improves their standards. It is clear that 53% of employees are always willing to develop themselves. So the company needs to concentrate on the remaining 47% of employees.

Chart 4.2.2 Improvement

31

Bar Chart
50

40

43

30

20 18 10

22

Percent

10 7

0 Very poor Poor Ok Good Excellent

Improvement

4.2.3 Results This is analysis on the consistency of employees in achieving targets and delivers the desired results.

32

Table 4.2.3 Results

Inference Figure 4.2.3 shows the number of employees who are result oriented. The Level No. of Employees Percentage Excellent 15 25 Good 18 30 Average 17 27 Poor 07 13 Very Poor 03 5 Total 60 100 majority of the employees delivers result consistently in IIFl Chennai.

Chart 4.2.3 Results

33

Bar Chart
40

30 27 20

30 25

10

13

Percent

5 0 Very Poor Poor Ok Good Excellent

Result Consistency

34 4.2.4 Positive attitude This is quality of employees to work with a positive attitude always to produce quality results. Table 4.2.4 Positive Attitude

Inference Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 03 12 28 12 5 60 Percentage 05 20 47 20 08 100

The above figure shows the positive attitude of the employees. The positive attitude is a must to develop the company as well as the individuals. So the company should concentrate on the 53% of the employees and develop their attitude positively.

Chart 4.2.4 Positive Attitude

35

Bar Chart
50 47 40

30

20

20

20

10

Percent

8 0 Very Poor Poor Ok Good 5 Excellent

Positive attitude

4.2.5 Time Management

36 This analysis shows the employees with proper time management which is nothing but timely completion of work. Table 4.2.5 Time Management

Level Excellent Good AVERAGE Poor Very Poor Total Inference

No. of Employees 21 28 08 03 00 60

Percentage 35 47 13 05 00

It was found that most of the employees in IIFL Chennai are more punctual and there exists a good time management. So the time management is perfect and satisfactory.

Chart 4.2.5 Time Management

37

Bar Chart
50 47 40 35 30

20

10

13

Percent

5 Poor Ok Good Excellent

Punctual

38 4.2.6 Responsibility This analysis identifies employees who are impartial and fair in exercising the responsibilities. Table 4.2.6 Responsibility

Inference Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 21 28 08 03 00 60 Percentage 35 47 13 05 00

From the figure it is clear that the response level is worse comparatively. The company should create a positive working environment so that the employees could feel the sense of belonging and the responsibility would be automatically increased.

Chart 4.2.6 Responsibility

39

Bar Chart
30 27 27

20

22

17

10 8

Percent

0 Very poor Poor Ok Good Excellent

Responsibility

40 4.2.7 Gender and Goal oriented This is a cross tabulation analysis on which genders of employees are more focused and goal oriented.

Chart 4.2.7 Gender and Goal oriented

12

10

Goal
6 Very Poor Poor 4 Ok Good 2 Male Female Excellent

Count Inference

Gender

The above figure shows that both the genders are goal oriented. But as tha population of males are high the graph depicted that the males are more goal oriented. The result is both the genders are equally goal oriented on an Average.

4.2.8 Relationship between factors affecting Performance Level

41

Table 4.2.8 Relationship between variables

Correlations Error Free 1.000 -.216 -.023 -.232 -.077 .358** -.352** . .098 .863 .075 .560 .005 .006 60 60 60 60 60 60 60 Goal Improvement -.216 -.023 1.000 .549** .549** 1.000 -.067 .013 -.175 .105 .098 . .000 .612 .923 .181 .423 60 60 60 60 60 60 60 -.282* -.003 -.184 .408** .863 .000 . .029 .983 .159 .001 60 60 60 60 60 60 60 Positive attitude Responsibility -.232 -.077 -.067 .013 -.282* -.003 1.000 .221 .140 -.159 .075 .612 .029 . .090 .286 .224 60 60 60 60 60 60 60 .221 1.000 -.096 -.047 .560 .923 .983 .090 . .467 .720 60 60 60 60 60 60 60 Result Consistency Punctual .358** -.352** -.175 .105 -.184 .408** .140 -.096 1.000 -.391** .005 .181 .159 .286 .467 . .002 60 60 60 60 60 60 60 -.159 -.047 -.391** 1.000 .006 .423 .001 .224 .720 .002 . 60 60 60 60 60 60 60

Pearson Correlation

Sig. (2-tailed)

Error Free Goal Improvement Positive attitude Responsibility Result Consistency Punctual Error Free Goal Improvement Positive attitude Responsibility Result Consistency Punctual Error Free Goal Improvement Positive attitude Responsibility Result Consistency Punctual

**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

Inference From the correlation analysis it was found that there is no significant correlation between variables. Only responsibility and punctual has good correlation. Others do not have much correlation and some variables like goal and improvement are negatively correlated.

4.3 Attributes and Qualities 4.3.1 Continuing Sensitivity of events

42

Employees who aware of what is going on and is perceptive and open to information; hard information such as figures and facts, and soft information such feeling of other people. Table 4.3.1 Continuing Sensitivity of events

Inference Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 24 05 10 12 9 60 Percentage 40 08 17 20 15 100

From the above table it is clear that majority of employees has continuing sensitivity to events. So the result is satisfactory.

Chart 4.3.1 Continuing Sensitivity of events

43

50

40

40

30

20

20 15 17

10

Percent

8 0 Very Poor Poor Ok Good Excellent

Continuing Sensitivity

4.3.2 Analytical, Problem Solving and decision making skill

44 Employees who weigh the pro and cons in an uncertain and ambiguous situation, calling for a high level of judgement or taking appropriate decision with out much delay. Table 4.3.2 Analytical, Problem Solving and decision making skill

Inference Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 06 26 12 11 05 60 Percentage 10 43 22 18 07

Even if there is a good 43% of people are in acceptable standards the company can improve these vital skills in employees by conducting proper workshops and training programs.

Chart 4.3.2 Analytical, Problem Solving and decision making skill

45

50

40

43

30

20 18 10

22

Percent

10 7

0 Very poor Poor Ok Good Excellent

Anal,prob solv & decis mak ability

4.3.3 Emotional Resilience

46 Employees who deal with emotional stress and strain that arises as consequence of working situation of authority, leadership, power, targets and deadlines.

Table 4.3.3 Emotional Resilience

Level Excellent Good AVERAGE Poor Very Poor Total Inference

No. of Employees 23 11 12 07 07 60

Percentage 38 18 20 12 12

The table shows the number of employees who has better emotional resilience. The majority of the employees have this much needed quality which is a good sign for IIFL.

Chart 4.3.3 Emotional Resilience

47

40 38

30

20

20

18

10

12

12

Percent

0 Very Poor Poor Ok Good Excellent

Emotional Resiliance

4.3.4 Pro - activity

48 Employees who respond to the needs of the instant situation, but while making such a response consider the long term aims and goals and the impact of immediate decision. Table 4.3.4 Pro - activity

Level Excellent Good AVERAGE Poor Very Poor Total Inference

No. of Employees 06 14 24 08 08 60

Percentage 08 23 45 12 12 100

Employees respond to pro activity is not fair. So the company must implement exclusive programs to improve the pro activity skills of the employees.

Chart 4.3.4 Pro - activity

49

50 45 40

30

20

23

Percent

10

12

12 8

0 Very Poor Poor Average Good Excellent

Pro-activity

50

4.3.5 Creativity

Level Excellent Good AVERAGE Poor Very Poor Total

No. of Employees 10 04 18 24 04 60

Percentage 17 07 30 40 07 100

This is the quality of coming up with unique ideas or solutions either ones own ideas or ideas from other source. Table 4.3.5 Creativity

Inference Creativity is one factor that the employee of IIFL lacks a lot. Creativity is a skill which cannot be taught but facilitated. So the company must facilitate creative thinking by providing a nice working environment and opportunities.

51

Chart 4.3.5 Creativity

50

40

40

30

30

20 17 10

Percent

7 0 Very poor Poor Ok

Good

Excellent

Creativity

52

4.3.6 Gender and Mental Agility Cross tab Mental agility is the quality of grasping problems quickly, thinking about several things at once, understands the whole situation quickly and thinks on ones feet. Chart 4.3.6 Gender and Mental Agility Cross tab
16 14 12 10 8 6 4 2 0 Male 7 6 6 13 11

14

Mental Agility
Poor Ok

Count

2 1 Female

Good Excellent

Gender

Inference From the analysis we find that percentage of male employees in excellent and good is much more than those that of females. But from the companies point of few the employees standard in mental agility is satisfactory on the whole.

53

4.3.7 Relationship between factors affecting Attributes and Qualities. Table 4.3.6 Relationship between variables
Correlations Anal,prob solv & decis mak ability Pearson Correlation Anal,prob solv & decis mak ability Continuing Sensitivity Creativity Emotional Resiliance Learning Habits & Skills Mental Agility Pro-activity Self-Knowledge Anal,prob solv & decis mak ability Continuing Sensitivity Creativity Emotional Resiliance Learning Habits & Skills Mental Agility Pro-activity Self-Knowledge Anal,prob solv & decis mak ability Continuing Sensitivity Creativity Emotional Resiliance Learning Habits & Skills Mental Agility Pro-activity Self-Knowledge 1.000 .508** -.110 -.191 -.023 .543** -.157 .306* . .000 .401 .143 .862 .000 .232 .017 60 60 60 60 60 60 60 60 Learning Habits & Skills -.023 -.003 .065 .173 1.000 -.279* .045 -.128 .862 .984 .624 .187 . .031 .732 .330 60 60 60 60 60 60 60 60

Continuing Sensitivity .508** 1.000 -.296* -.296* -.003 .140 .100 .091 .000 . .022 .022 .984 .285 .446 .490 60 60 60 60 60 60 60 60

Creativity -.110 -.296* 1.000 .375** .065 -.225 -.246 .404** .401 .022 . .003 .624 .084 .058 .001 60 60 60 60 60 60 60 60

Emotional Resiliance -.191 -.296* .375** 1.000 .173 -.341** .080 .099 .143 .022 .003 . .187 .008 .541 .454 60 60 60 60 60 60 60 60

Mental Agility .543** .140 -.225 -.341** -.279* 1.000 -.147 -.038 .000 .285 .084 .008 .031 . .262 .775 60 60 60 60 60 60 60 60

Pro-activity -.157 .100 -.246 .080 .045 -.147 1.000 -.292* .232 .446 .058 .541 .732 .262 . .023 60 60 60 60 60 60 60 60

Self-Knowledge .306* .091 .404** .099 -.128 -.038 -.292* 1.000 .017 .490 .001 .454 .330 .775 .023 . 60 60 60 60 60 60 60 60

Sig. (2-tailed)

**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).

Inference From the correlation analysis it was found that there is no significant correlation between variables. Only mental agility and problem solving skills has good correlation. Others do not have much correlation and some variables like Creativity and pro-activity are negatively correlated.

54

4.4 Knowledge and skill level competencies 4.4.1 Command of basic facts Understanding the business holistically and have a sound knowledge of the basic programming. Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 24 05 10 12 09 60 Table 4.4.1 Command of basic facts Percentage 40 08 17 20 15 100

Inference From the above diagram it is clear that majority of employees has a command of basic facts. A majority of 40% of employees fall in the excellent mark.

55

Chart 4.4.1 Command of basic facts

50

40

40

30

20

20 15 17

10

Percent

8 0 Very Poor Poor Ok Good Excellent

Command Of Basic Facts

56

4.4.2 Quality Consciousness Employees who always work with quality awareness.

Table 4.4.2 Quality Consciousness

Level Excellent Good AVERAGE Poor Very Poor Total

No. of Employees 16 36 08 00 00 60

Percentage 27 60 13 00 00

Inference Its very happy news to the company that 100% of employees surveyed do work with quality awareness. The poor and very poor category is never to be seen in the graph. Even if its very much satisfactory the company can try and push employees from Average and good to excellent.

Chart 4.4.2 Quality Consciousness

57

70

60

60

50

40

30 27 20

Percent

10 0

13

Ok

Good

Excellent

Quality Consiousness

4.4.3 Organisational awareness

58 Employees having wide knowledge about the organisation, its department and functions.

Table 4.4.3 Organisational awareness

Inference Level Excellent Good AVERAGE Poor Very Poor Total

No. of Employees 29 11 13 06 01 60

Percentage 48 18 22 10 02

As per the table almost all the employees have knowledge about the organisation. Even then few employees fall in poor and very poor category, the company must strive and make sure all the employees are aware about the organisation.

Chart 4.4.3 Organisational awareness

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60

50 48 40

30

20

22 18

Percent

10

10

0 Very Poor Poor Ok Good Excellent

Organisational awareness

4.4.4 Knowledge on standard and specifications Employees knowledge on standard and specifications of the company.

60 Table 4.4.4 Knowledge on standard and specifications

Inference As per the analysis its clearly seen that majority of employees are not aware of the standards and specifications. The company must take this seriously and provide the necessary knowledge to the employees. Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 07 13 26 07 07 60 Percentage 08 23 45 12 12 100

Chart 4.4.4 Knowledge on standard and specifications

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50

45 40

30

20

23

10

12

12 8

Percent

0 Very Poor Poor Ok Good Excellent

Knowledge on standard

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4.4.5 Presentation Skills Level Excellent Good AVERAGE Poor Very Poor Total No. of Employees 04 01 23 26 06 60 Percentage 07 02 38 43 10 100

The ability of employees to present ideas, concepts, plan and procedure clearly to the target group Table 4.4.5 Presentation Skills

Inference It can be clearly seen that the employees of IIFL on the whole lack presentation skill. This very important skill that an employee needs to successfully carry out his job. So IIFL must arrange proper trainers who can develop the soft skills of the employees.

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Chart 4.4.5 Presentation Skills

50

40

43 38

30

20

10

Percent

10 7

0 Very poor Poor Ok Good Excellent

Presentation Skill

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4.4.6 Relationship between factors affecting Knowledge and Skill level Competencies. Table 4.4.6 Relationship between variables
Correlations Command Of Basic Facts Pearson Correlation Command Of Basic Facts Knowledge on standard Organisational awareness Presentation Skill Quality Consiousness Command Of Basic Facts Knowledge on standard Organisational awareness Presentation Skill Quality Consiousness Command Of Basic Facts Knowledge on standard Organisational awareness Presentation Skill Quality Consiousness 1.000 .100 -.092 -.138 .016 . .446 .487 .293 .901 60 60 60 60 60 Knowledge on standard .100 1.000 .055 -.257* -.086 .446 . .677 .047 .516 60 60 60 60 60 Organisational awareness -.092 .055 1.000 .198 -.413** .487 .677 . .129 .001 60 60 60 60 60 Presentation Skill -.138 -.257* .198 1.000 -.233 .293 .047 .129 . .073 60 60 60 60 60 Quality Consiousness .016 -.086 -.413** -.233 1.000 .901 .516 .001 .073 . 60 60 60 60 60

Sig. (2-tailed)

*. Correlation is significant at the 0.05 level (2-tailed). **. Correlation is significant at the 0.01 level (2-tailed).

From the correlation analysis it was found that there is no significant correlation between variables.

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CHAPTER 5 FINDINGS, SUGGESTIONS AND CONCLUSION 5.1 FINDINGS It is found that a majority 33% of people surveyed are assertive. It is clearly seen that the honesty and truthfulness is gained to some reasonable extent. It is seen that the most of the employees are self- sufficient where they are able to work themselves without any assistance. It is clearly seen that employees could not able to handle their work pressure. The data collected clearly shows that most of the employees of IIFL do not posses emotional stamina. This may be due to the unavailability of time to relax. It is clearly seen that employees could not able to handle their work pressure. It clearly shows the willingness of employees to learn new things is high. It was found that the ideas and thoughts were not properly conveyed between employees and employers. It was observed that the males can tolerate the stress much than the females do. From the correlation analysis it was found that there is no significant correlation between variables. Only integrity and assertiveness has good correlation. Others do not have much correlation and some variables like tolerance and interest are negatively correlated. It is clear that all the employees are goal oriented. Hence the company can concentrate more on that. It is clear that 53% of employees are always willing to develop themselves. The majority of the employees deliver result consistently. It was found that most of the employees are more punctual and there exists a good time management. It is clear that the responsibility level in IIFL Chennai is not up to the standard.

66 The analysis shows that both the genders are goal oriented. But as the population of males are high the graph depicted that the males are more goal oriented. The result is both the genders are equally goal oriented on an Average. It is clear that majority of employees has continuing sensitivity to events. 43% of people are found good in acceptable standards. It also shows that majority of employees has better emotional resilience. Employees respond to pro activity is not fair. Creativity is one factor that the employee of IIFL lacks a lot. We found that percentage of male employees are excellent and good is much more than those that of females in mental agility. It is clear that majority of employees has a command of basic facts. A majority of 40% of employees fall in the excellent mark. From the correlation analysis it was found that there is no significant correlation between variables. Only mental agility and problem solving skills has good correlation. Others do not have much correlation and some variables like Creativity and pro-activity are negatively correlated. As per the analysis its clearly seen that majority of employees are not aware of the standards and specifications. 100% of employees surveyed do work with quality awareness. It can be clearly seen that the employees of IIFL on the whole lack presentation skill.

67 5.2 SUGGESSTONS The company must teach the majority of employees to be more assertive through some ways of training. The company should develop the level to bring the integrity to a better level and the company should put some effort to increase the self sufficiency of the employees. The company needs to provide stress management activities. So that the employees can overcome stress and provide better results. The opportunity to learn new things could be further increased by providing the opportunities to learn new things by the company. The company must implement some kind of soft skill programs to develop the communication level. The company should focus more on females and plan an exclusive stress management programs for them. The company needs to concentrate on the employees to develop interest. The company should concentrate on the 53% of the employees and develop their attitude positively. The company should create a positive working environment so that the employees could feel the sense of belonging and the responsibility would be automatically increased. Even if there is a good 43% of people are in acceptable standards the company can improve these vital skills in employees by conducting proper workshops and training programs The company must implement exclusive training programs to improve the pro activity skills of the employees. The company must facilitate creative thinking by providing a nice working environment and opportunities. Even then few employees fall in poor and very poor in awareness category, the company must strive and make sure all the employees are aware about the organisation.

68 As per the analysis its clearly seen that majority of employees are not aware of the standards and specifications. The company must take this seriously and provide the necessary knowledge to the employees. 5.3 CONCLUSION The Indian share market industry is currently crowded with lot of players and few more players are expected to enter the market. All players are fighting hard to get a maximum profit. So the main weapon of all players is effective HR strategy to develop their employees. India Infoline has adopted much HR strategy to bring up the status of the employees but they fall short in some qualities and programs to achieve better employee strength. From the findings it is clear that India Infoline must have focus on their HR activities in areas such as stress management, communication level, presentation skills, and responsibilities of the employees, interest and passion to learn new things, proactively, creativity and awareness and have to improve their quality on these areas. As a result the existing competencies could be resolved to a greater extent. It can be conclude by saying that if India Infoline goes on with activities like conducting trainings and soft skill classes to have a good relationship between the employers and employees which in turn results in the development towards achieving the targets and goals of the company. By providing a comfortable working environment and job satisfaction through finding out and resolving the competencies the India Infoline can have good working force and it greatly helps in reducing the attrition rate.