Objectives & Scope of Research

Research Objectives:
The research objectives are as follows:1.
2.
3.
4.

To do competency mapping for the members

To identify the most required training needs
To identify the hindering factors for members as well as for organization
To do job description and required knowledge and skill for the same.

Scope of Research:
1. Research is carried out for all generic competencies.
2. Research is carried out for training needs requirement
3. Research is carried out for hindering factors for organization

Research Design
Managers often commission formal required studies for the specific area of problem faced by the
members. The Managers structured the programs and distribute it among the respected field
members. It is the job of Managers to direct the programs to the members.
A member studies the entire structure of the program. As per the arranged program members have
to discuss the entire program with the respected reporting managers. Member recommends his
findings for the successful execution of work which includes high output with high quality
standards and alleviate of operations. Member recommends the training required for him for the
execution of the assigned task.
This help the managers to have supplementary information about the members and there
requirements for the successful execution of work. This supplementary information provides the
required needs which should be provided by the organization to the members.
The main objective of this study is to conduct competency level research, training needs,
hindering factors for the organization according to members and also their satisfaction level for
the assigned task. A company can obtain the competency level by analyzing the training needs as
well as hindering factors.
The effective competency mapping can be done by using the five effective roles of members with
their generic competencies and functional competencies with five other levels i.e. required level,
self assessment, manager assessment, joint assessment and priorities. The effective competency
mapping is done with the help of three forms: General Competency form
Self Assessment Competency form
Manager Assessment Competency form

General Competency Form

These forms contain the role of the member among the five levels of the competencies. The
generic competencies and functional competencies are divided in other five level showing the

required level, self assessment, manager assessment, joint assessment and priorities. These have
to be answered in close ended form.

Self Assessment Competency Form

This form contains the role of the member among the five levels of the competencies. The generic
competencies and functional competencies have been answered in close ended form. Both the
competencies consist of one level and to answer this level member have to consider himself for
this competencies.

Manager Assessment Competency Form

This form contains the role of the member among the five levels of the competencies. The generic
competencies and functional competencies have been answered in close ended form. Both the
competencies consist of one level and to answer this level member have to fill this form with his
manager for this competencies.
Type of Data UsedBoth primary as well as secondary data is used.
Source of Dataa)

Primary Data:-

Primary data is collected from different divisions of the organization having

different roles and at different levels.
b)

Secondary Data:Secondary data is collected through last records of the members.

Data collection Method:Method of data collection is survey method.

Research Instrument:Research instrument is questionnaire and review form which contain 13 questions (All
close ended questions)
Sampling Plan:a)
b)
c)
d)

Population: Organization in Pune Region

Population Size: 1000 units
Sample Size: Resource(time) base method = 100 units
Sampling Method: Simple Random Sampling

 Research Territory:- Pune Region, Maharashtra

Duration:- 50 days

Limitations of Research Project

Limitations of Research Project: The responses given by the respondent are assumed as true.
The Research findings are limited to survey area only.
As time was major constraint so research has been carried out for limited number of
samples.
Most of the preference data was kept secret.

Training Needs
And
Help Hindering Factors
With the help of annual review form helping hindering factors, personal development plan and
technical and non technical training needs of the members are bifurcated.
Training Needs
In annual review form training needs are divided into two types.
Technical Needs
Non Technical Needs
Technical Training Needs
In technical needs all technical functions and its training required is precise. It also helps to
identify the area in which more technical training is required. It helps to provide more
technical training for a particular product range. It also helps to identify the branches as well
as the divisions in head offices required more technical training to the members.
Technical training or functional training in an engineering base manufacturing company leads
to have such training for the development of the organization. In such organization functional
training i.e. operation, installation, services for the boilers, steam engine, division etc is
required.
All members in (Company Name) under go through such kind of technical training.

Non Technical Training Needs

Non technical training needs are know as generic or behavioral training needs. These needs
are to be developed self. For certain generic needs training is required.
Both technical needs and non technical needs help in mapping as well as analyzing the
competency levels for members. It also helps to provide some training, counseling to the
members for reducing the invisible gap between the member and the expected job
specification.
Helping Hindering Factors
In annual review form helping hindering factors is divided into.
Helping Self and Organization
Hindering Self and Organization
Helping Self and Organization
In annual review form this part is very important from the organization point of view. This
section clarify the facts of the members self helping factors along with the help provided by
the organization to him for completing the assigned task. In this section of the form skills and
achievements in the assigned task is also mentioned by some of the members. Help provided
by the organization in case of working environment, flexible working time, freedom to take
decision in case of emergency, motivation from the seniors, etc.
Hindering Self and Organization
This section of annual review form provides the supplementary information regarding the
obstruction they face while completing there tasks. Such obstruction faced by the members
delay for the targeted task. This section makes the invisible gap visible to the concern
department head to make some action plan to fulfill the gap.
In this section what courses can help to fulfill the invisible gap is also mentioned by the
members. These suggestions are basically generic or some times technical. Suggestions given
by the members help to develop themselves as well as to fulfill the gap. This lead to make the
competency level for the member as per his role carried out in an organization.
Annual review forms also have the future plan for the member know as personnel
development plan. Members at the managerial level can fill this section. In this section the
current role, current achievement, desire role after 2 years, technical training, non technical
training, courses recommended, by when it should be completed has to be filled by the
managers.

Annual Review Form

Name: Token No: -

Manager:-

Department: Helping Hindering Factors

Helping
Self

Course
Organization

Hindering
Self

Organization

Previous Training

By When

Technical Needs
Particular

Details
Non Technical Needs

Particular

Details

Training Required
Technical Needs
Particular

Details
Non Technical Needs

Particular

Details

Annual Review Form

For Managers

Name: Token No: -

Manager:-

Department: Helping Hindering Factors

Helping
Self

Course
Organization

Hindering
Self

Organization

Previous Training

By When

Technical Needs
Particular

Details
Non Technical Needs

Particular

Details

Training Required
Technical Needs
Particular

Details
Non Technical Needs

Particular

Details

Personal Development Plan

Current Role

Details

Desire role in
2012

Technical Needs
Non Technical Needs
Course Recommendation

By When

Annual review form helps to have supplementary information to make analysis for training
needs, helping hindering factors, personnel development plan. This form helps to maintain
record for assigning the competency levels to the members.

Competency Mapping
Meaning
Competency can be defined as the process of identifying key attributes and skills for each
position and process within the company. Competency mapping is of great importance in any
organization.
Competency mapping plays a vital role in selecting, recruiting and retaining the right
people. When the competency required for a particular position is mapped, an accurate job
profile is created. With the job profile well defined, the entire recruitment process becomes
easier. The candidate who applies for the is aware of what the position demands. The
interviewers who interview the candidate are sure of what to look for in him. This increases
the chances of retention as the new member and the company knows what to expect from each
other.
However, competency mapping as an exercise is expensive. In involves investment in terms of
time, money and effort. This requires the backing of the top management. Clarity is required
in matters of organizational goals and strategies and core competency. There is not a standard
competency mapping process that will work in all situations and in all companies. Experts
suggest that each company must develop a model that is unique to itself. This model must
bear in mind its strategy, customers, goals etc. In spite of the investment involved, a
competency mapping exercise that is done well is a great asset for the company. A Human
resources Policy that is founded on competency is considered to be the best HR policy. Most
of the activities of the HR department such as recruitment, training and
appraisal are made more effective and meaningful when they are based on a concrete and
comprehensive competency mapping. As the skills and qualities required for each position in
the hierarchy is clearly defined, members who seek growth are aware of what is expected of

them. This enables the member to align his efforts in the direction of the companys
requirement. It also brings a degree of transparency to the whole process and motivates the
members.
Apart from recruiting and promotion, competency mapping is a great development tool for the
member. It assesses the inherent strengths and weakness of the individual and helps him
develop himself. It also gives direction to the training machinery within the organization as
the training programs will be better suited to meet the members needs.
Competencies are divided into two parts: Generic Competency Basket
Functional Competency Basket
Generic Competency Basket
In this basket all general competency are covered.
Functional Competency Basket
In this competency basket all functional and technical competencies are covered.
For competency mapping levels in competency are used for each field or division.
As per the role assigned to the members of various divisions and departments levels of
competencies are marked as per the role and levels of the members. Mapping is done on the
base of the competency mapping form along with annual review form.
Competency Mapping Forms
Competency mapping forms are having all the required information along with the generic
competency and functional competency level for a member. For the supplementary
information annual review form is considered. Annual review forms provide the training
needs and the helping factors for the members of the organization.
For competency mapping one more method is used. Mapping is also done on interview base.
Interview is taken by the manager after joining or at the time of hiring the member. His
competency is then bifurcated into generic competency and functional competency. According
to the performance of the member competency levels for generic and functional are
considered.
.

Competency Mapping Form for Level 5

Role

Managing team of auditors

for execution in a segment /
zone >15 cores Represent
co. / division in
industry panel's technical
meets

Competency
Visionary
Change Management

Generic
Competencies

Functional
competencies

Presentation & Public

speaking
Problem Solving
Decision Making
Lateral Thinking & Creativity
Interpersonal Skills
Assertiveness
Stress Management
Time Management
Mentoring & Coaching
Networking
Strategizing
Team Steering
Risk Management
Planning & Organizing
Persuading & Influencing
Conflict resolution &
Meditation
Supervision & Monitoring
Delegation
Steam Engineering
Application Industry
Organization / Processes
Product knowledge
Customer Market knowledge
Selling Skills

Req
Level

Self
Asse
ssme
nt

Manag
er
Asses
sment

Joint
Asses
sment

Priorit
y

Form for Level 4

Role

Audits / FMC for a zone with

definition of new concepts &
team > 70 lacs
Developing audit
methodology for new
segments validating audit
reports

Competencies
Strategizing
Team Steering
Risk Management
Conflict resolution &
Mediation
Supervision & Monitoring
Delegation

Generic
Competencies

Verbal Communication
Written Communication
Listening
Presentation & Public
speaking
Analytical Thinking
Problem Solving
Decision Making
Lateral Thinking & Creativity
Team Work
Interpersonal
Assertiveness
Stress management
Time Management
Mentoring & Coaching
Networking
Planning & Organizing
Persuading & Influencing
Steam Engineering
Application Industry
Organization / Processes

Functional
Competencies

Product knowledge
Customer Market knowledge
Selling Skills

Req.
Level

Self
Ass
ess
men
t

Manag
er
Assess
ment

Joint
Asses
sment

Priori
ty

Form for Level 3

Role

Audits / FMC
across industry
segments > 35 lacs
Proficiency in doing
Audits in 3 or
more segments
Guiding Junior
auditors
Competencies

Generic
Competencies

Stress
Management
Mentoring &
Coaching
Persuading &
influencing
Verbal
Communication
Written
Communication
Listening
Presentation &
Public speaking
Analytical Thinking
Problem Solving
Decision Making
Lateral Thinking &
Creativity
Team Work
Interpersonal
Assertiveness
Time Management
Networking
Planning &
Organizing
Steam Engineering

Functional
competencies

Application Industry
Organization /
Processes
Product knowledge
Customer Market
knowledge
Selling Skills

Req.
Level

Self
Assessment

Manager
Assessment

Joint
Assessment

Priority

Form for Level 2

Role

Audits / FMC for a

sp. Industry
or segment > 20
lacs
Knowledge of
energy norms for
one particular
segment, info
about OEMs, market
information

Competencies
Stress Management
Mentoring &
Coaching
Persuading &
influencing

Generic
Competencies

Functional
competencies

Verbal
Communication
Written
Communication
Listening
Presentation &
Public speaking
Analytical Thinking
Problem Solving
Decision Making
Lateral Thinking &
Creativity
Team Work
Interpersonal
Assertiveness
Time Management
Networking
Planning &
Organizing
Steam Engineering
Application Industry
Organization /
Processes
Product knowledge
Customer Market
knowledge
Selling Skills

Req.
Level

Self
Assessment

Manager
Assessment

Joint
Assessment

Priority

Form for Level 1

Role

Scanning / sp.
Ind. Project
Data collection
and analysis to
authenticate
collected data

Competencies
Lateral Thinking
& creativity
Team work
Networking
Curiosity
Initiativeness
Observation
Skills
Generic
Competencies

Functional
competencies

Req.
Level

Self
Assessment

Manager
Assessment

Joint
Assessment

Priority

Verbal
Communication
Written
Communication
Listening
Analytical
Thinking
Interpersonal
Skills
Steam
Engineering
Application
Industry
Organization /
Processes
Product
knowledge
Customer Market
knowledge
Selling Skills

This forms help to mark the competency levels for all the members in the organization. These
forms are used form leveling the competency as per the requirements of the members.
Competency Plotting
Competency plotting is done after competency mapping. Plotting the competency levels make
the current condition of the members competency level visible. This help to make the action
plan for filling the invisible gap between the members and the assigned responsibility. After

mapping the levels action plan for the development of the competencies are carried out by the
organization for accepted result from the members.
Competency Plotting form

Role

Independently responsibility complete range

of products(focuse/ conceptual) or
development of key market segments(AU,
Glants, etc) with complete ownership as
below alongwith the addition of VA/ P for
division

Competencies
Strategizing
Change Management
Risk Management
Supervision & monitoring
Generic Competencies

Functional Competencies

Manager
Assessment
3
1
3
2

Presentation & Public speaking

Problem Solving
Decision Making
Lateral Thinking & Creativity
Interpersonal Skills
Assertiveness
Stress management
Time Management
Mentoring & Coaching
Relationship Management
Networking
Visionary
Team Steering
Planning & Organizing
Persuading & Influencing
Conflict resolution & Mediation
Delegation

2
3--4
3
3
2
3--4
2
3
2
3--4
3
3
3
3
4
2
3

Steam Engineering
Application Industry
Organization / Processes
Product knowledge
Customer Market knowledge
Selling Skills

3
3
3
4--5
4--5
3--4

Result of this mapping shows the action plan made by the manager for the development of the
members.

Data Analysis
And
Interpretation
For analyzing the data questionnaire is used. These questionnaires contain all the information
related to the project and the competency levels.
1. I usually make good use of my time by organizing, prioritizing and scheduling my tasks.
Table No.1: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
50
20
15
5
5
5
100

Percentage
50
20
15
5
5
5
100

INTERPRETATION: It is observed that all the members from HO manage their time well as compared to the
members from branches; it is mainly because of their sales job profile. It is found that only
15% to 20% of members have the ability of time management.

2. I often set and attain specific and challenging goals for myself.
Table No 2: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
50
20
4
6
20
0
100

Percentage
50
20
4
6
20
0
100

INTERPRETATION: According to the graph it is observed that in an organization, members are goal oriented but
20% of members think that they are unable to make goal orientation as per the requirement of
the organization.

3. I tend to organize and perform my responsibilities efficiently

Table No. 3: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
45
25
15
7
6
2
100

Percentage
45
25
15
7
6
2
100

INTERPRETATION: All the members are aware about their KRA. Only 15% of the members are unable to organize
and this effect to their responsibilities towards their performance.

4. I tend to work diligently to ensure the successful completion of all tasks I undertake.
Table No. 4: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
35
15
25
15
6
4
100

Percentage
35
15
25
15
6
4
100

INTERPRETATION: It is observed that members planned their process for completion of their task assigned to
them. All most 25% of members working in the branches are unable to make the planned
process into their action plan due to their skills and knowledge for the task assigned.

5. I am willing to initiate tasks and take on new challenges.

Table No. 5: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
60
15
5
6
4
10
100

Percentage
60
15
5
6
4
10
100

INTERPRETATION: It is observed that members are taking their initiative to take new challenging task in different
area in the same field.

6. I usually try my best, exerting whatever effort is needed to complete tasks successfully
and achieve goals
Table No. 6: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
70
20
8
2
0
0
100

Percentage
70
20
8
2
0
0
100

INTERPRETATION: All the members put their efforts to achieve their goal successfully. Only 2% of the members
feel that their efforts are not up to the organizational requirements.

7. I usually stay enthusiastic and continue progressing throughout the completion of my

tasks.
Table No 7: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
68
12
10
0
0
10
100

Percentage
68
12
10
0
0
10
100

INTERPRETATION: It is observed that all the members are having high energy level. Due to the responsibilities
assigned to them sometimes members are unable to maintain their energy level as they are new
hired employees. They are unable to manage their enthusiasm as they are new in the organization.

8.

I am effective at keeping my emotions under control in difficult or challenging situations.

Table No. 8: Feedback

Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
65
7
3
15
8
2
100

Percentage
65
7
3
15
8
2
100

INTERPRETATION: It is observed that the most of the members are unable to control their emotions during the
time of conflicts or occurrence the unexpected challenges while completion of their assigned
task.

9. I usually have a positive outlook about others and myself.

Table No. 9: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
40
15
8
17
5
15
100

Percentage
40
15
8
17
5
15
100

INTERPRETATION: As per the observation it can be seen that members are having positive outlook towards their
fellow collogues at certain level of discussion regarding their assigned project work.

10. I often keep updated about new information in my profession and about leadership in
general.
Table No. 10: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
57
23
8
9
3
0
100

Percentage
57
23
8
9
3
0
100

INTERPRETATION: It is being observed that all the members go under training for technical as well as generic
competency purpose before accepting the task. Whenever knowledge updation training is
provided by the organization all the members show the active participation in such kind of
training which is compulsory for all the members.

11. I typically remain engaged when others are speaking to me, and try to make comments
when appropriate.
Table No.11: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
63
20
7
0
4
6
100

Percentage
63
20
7
0
4
6
100

INTERPRETATION: As per the observation members listen to the fellow colleagues in the discussion and if
required then only make the comment.

12. I have full knowledge about the organizations vision and values.
Table No. 12: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
73
22
5
0
0
0
100

Percentage
73
22
5
0
0
0
100

INTERPRETATION: It is observed that all the members are aware about the organizations vision and values.

13. I usually follow ethical guidelines at work place.

Table No. 13: Feedback
Strongly Agree
Agree
Slightly Agree
Strongly Disagree
Disagree
Slightly Disagree
Total

Frequency
87
3
10
0
0
0
100

Percentage
87
3
10
0
0
0
100

INTERPRETATION: All the members are honestely following their ethics without any compromise.

Research Finding
A number of facts came out of the survey conducted by me.
While analyzing the training needs I found that most of the members have asked for
training in Time Management & Communication (but not specified what type of
communication).
For functional training needs, practical knowledge is required more often which will help
them while giving the demonstration to the customer as well as while doing the
installation for the various ranges of products.
While doing the analysis for hindering factors for organization most of the issues are
raised for BHD, Commercial & Division
While doing the analysis for hindering factors for organization I found that members often
made the grievance about the issues of delay in delivering of product to the customer,
services after sales need strengthening, delivering the material required for other branches
from the HO and many more technical issues.
For hindering self factor members often made the grievance about the self issues like
unable to prioritizing the work and the time management.
Other most common grievance made by the members is that they are not having all
peripheral equipments (e.g.: laptop) provided by the organization.
For hindering self factor members expressed concern about the lack of communication
among the HO and the SEG branches.
For competency mapping of a member reference of the past performance is considered
along with current year review form.
Competency mapping plays the vital role for filling the invisible gap between the member
and its responsibility.

 Competency mapping of a member is done for providing him proper training along with
required generic and technical competencies for his current responsibility and for his
future responsibility.

Recommendations
Presence of an HR member when discussing things like Training needs, helping hindering
factors & PDP.
There should be increased free flowing communication between branches and HO to help
us fulfill the required order of raw material / product to the respective branches.
One to one communication within the HO will also help to have prompt / rapid action on
the queries by the customer and also for branches.
HO should have follow up with the transportation company so that there will be no delay
in delivering the products / materials to the customer / branches.
Prompt action against complaints made by the customers.
For technical training, members should be go under training regularly so that in case of
any change in our product it will help them solve the quarries of various customers on the
field / site
Competency mapping for all the members can be done at specific interval to avoid the
wastage of time.
Competency mapping for all the members can be done not only in the presence of HR
member but also in presence of his manager.

APPENDIX

Sr.
No
1
2

3
4
5
6
7

8
9
10

11
12
13
14

Statements
My immediate manager
is good at developing
people
Senior Management
Team value Members
Communication is good
between different
areas of the
organization
There is sufficient
incentive to work hard
at my organization
I received the training I
need to do my job
well
Our work processes
are generally well
organized & efficient
I am encouraged to
take ownership of my
work
I understand how I can
contribute to meeting
the needs of our
customers
I clearly understand my
organization's
mission
Overall, I am satisfied
with my organization's
as an employer
My immediate manager
provides me with on
going feedback on my
performance
Senior Management
Team lead by example
Communication is good
at my department
My pay is competitive
compared to similar
jobs in my organization

Strangely
agree

Agree

Partly
agree &
partly
disagree

Disagree

Strongly
disagree

Don't
Know /
Not
Applicable

15

16
17
18
19
20
21

22
23
24
25
26
27

28
29
30

31
32

There are career

opportunities for me at
my
organization
I have a clear
understanding of what
is
expected of me at work
I am encourage to
participate in setting my
own objective
My organization acts
upon customer
feedback
I am aware of my
organization's core
values
I am proud to work for
my organization
My immediate manager
acts on my ideas &
suggestions
Senior Management
Team have the
capability
to make organization
successful
My opinion count
My pay is competitive
with similar job in other
companies
My organization invests
in its people's learning
& development
I have an appropriate
work load
My organization is
great place to work
Members at my
organization receive
the
support needed to
deliver what our
customer
required
I am committed to the
organization's core
values
I am committed to do
the organization's
succeed
My immediate manager
asks me for feedback
on his / her
performance
Senior Management
team are visible to
Members

33

34
35
36
37
38

39

40
41

42

43

44

45

46
47
48

Communications at my
organization are open
and honest
I have been fairly
rewarded(full package
e.g.,
pay, benefits,
incentives, etc) for my
performance in the last
year
I am encourage to take
ownership of my own
development
The amount of stress I
experience on my job is
reasonable
Teamwork is
encourage at work
Our customers think
highly of our products &
services
I am aware of the
business strategy that
my
organization has set for
this year
I speak highly of my
organization's products
&
services
My immediate manager
gives me the support I
need to do my job well
Senior Management
Team encourage
feedback
across the organization
I receive the
information I need to
perform my job
well
My organization
promotes the Member
who
deserve it
I have an easily
recognizable set of
measures by which my
performance is judged
We have enough staff
in my area to do our
jobs
well
I feel free to voice my
opinions openly at work
place
My personal work
objectives are linked to

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my
work area's business
plan
Overall, I am satisfied
with my present job
My immediate manager
leads by examples
Change is handled
effectively in my
organization
I receive information in
a timely manner at my
organization
I receive positive
feedback for a job well
done
My organization's
performance
management
system is applied
consistently across the
company
Processes &
procedures in my work
environment promote
safe working conditions
I am encouraged to
come up with new &
better
ways of doing things
My organization is
more successful than
its
competitors
I am proud of the work I
do
Senior Management
Team ensure that new
projects are completed
Reasons behind the
decision are fully
explained
My organization offers
its Members a
competitive benefits
package
I have the equipment
and / or materials I
need to
do my job well
When things go wrong
the emphasis is on
putting things right
rather than placing
blame
I am committed to
doing what is required
to

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perform my job well

Management practices
are consistent with
organization values
You can balance work
& personal interest at
my
organization & still
progress
I can concentrate on
my job when I am at
my
work area
Everyone is treated
with respect at work
regardless of who they
are
I would recommended
my organization to my
friends & colleagues as
a greater place to work
I work in safe & healthy
environment
I feel motivated in my
current job
Corporate scorecard is
clear to me
I feel empowered to
take decisions in areas
related to my work
I see role model
amongst the leaders
I am clear about the
divisional scorecard
My Superior
encourages me take
decision in my work
area
Keeping every thing in
mind, I would highly
recommend my close
relative to work for
(Company Name)