Competency Mapping at L and T

L and T have a behavioral competency model which is based on various job roles in the organization.
The process of implementation is detailed below:
1. 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.
2. The job roles and deliverables were finalized on the basis of the competencies derived from the
data. This data was further analyzed, and on the basis of this competencies that had an impact
on the job roles and deliverables were finalized.
3. 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.
4. For team leaders and project managers, the company also runs development centers in-house;
here, individuals are profiled on behavioral competencies required for their position. This
process creates awareness in the individual about his behavioral traits in detail, and helps him
chalk out an individual development plan. Development centers help map an individual's
potential, which is useful to both the individual and the organization.
5. All management development programs are also fine-tuned to address the specific competency
needs at different levels; 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-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.
Nearly all the HR interventions in the company are linked to competency. Competencies are enhanced
through training and job rotation. 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. The competency mapping process in the company took eight months for development of six roles
and two variations. Eventually, 16-18 profiles were worked out. The company uses PeopleSoft for
competency mapping. Behavioral competencies do not change every month. Two appraisals are done
subsequently every project-end for skills, and annual for behavioral competencies. Every quarter, an
SBU-based skills portfolio is published. As far as training and development is concerned, 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.
L&T Infotech shall be:
A globally benchmarked solution provider
A preferred partner, through creation of high
value for customers
An enriching workplace for employees to excel through innovation and teamwork

We are committed to:
Delivering high fidelity services and solutions
Time-tested institutionalized processes with
a firm belief that quality is a cost-saver

OUR VALUES
Agility
Dependability
Innovation
Integrity
Meritocracy & Fairplay
Passion
Teamwork

Our deeply committed people are our most important asset. Our teams combine diverse capabilities and
profile that range from domain experts to technologists and solution architects. They are united by an
unwavering integrity and a strong sense of commitment to our clients. Our people have earned
spontaneous appreciation time and again for going that extra mile.

We are committed to maintaining a professional, value-driven, work environment where every
employee feels fulfilled and respected. We have adopted a multi-pronged approach to competency
development and retention that allows us to attract, retain and build the best talent.






















To cater to changing technology landscapes and new business paradigms, we continually customize and
revise our training and development modules, adding new, innovative programs year-on-year. They
encompass all key domains:


Over and above in-house training programmes, we actively expose our employees to domain
experts & raining faculty from across the world. The operating philosophy is to learn from the
best. Powered by our strong information technology backbone. We deploy interactive and
participatory methodologies
which are in line with the language of the new world. Our various e-learning tools like virtual
classrooms, high-end work stations and digital library enable focused training with lesser
resources, diminish geographical barriers and facilitate employees to learn - any time, any place,
at their own pace.