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

Weaknesses

Highly skilled human Absence of practical resource knowledge Low wage structure Dearth of suitable candidates Quality of work Initiatives taken by the Less Research and Government (setting up HiTech Parks and Development implementation of e Contribution of IT sector to governance projects) Indias GDP is still rather small. Many global players have setup operations in India like Employee salaries in IT Microsoft, Oracle, Adobe, etc. sector are increasing tremendously. Following Quality Standards Low wages benefit will soon come to such as ISO 9000, SEI CMM an end. 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.

Opportunities

Threats

High quality IT education market Increasing number of working age people India 's well developed soft infrastructure Upcoming International Players in the market

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 persons attitude, values, or self-image. E.g. Self-confidence, a persons belief that he can be effective in any situation is a part of that persons concept of self. 4. Knowledge: Information a person has in specific content areas E.g. A surgeons knowledge of nerves and muscles in the human body. Skill: The ability to perform a certain physical or mental task. E.g. A dentists 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 consultants 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, Richards 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 =
N . of respondent s o 100 Total no . of respondent s

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=wx/w

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, Karls 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 DxDy dxDy)/ ((NDx2 (Dx) 2) (NDy2 (Dy)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 1 2 Gender Male Female Total Number of respondents 58 42 100 Percentage 58 42 100

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 1 2 3 4 Number of Year of experience respondents 01 1.1 2 2.1 4 4.1 6 Total
Chart 4.1.2
years of experience
80 number of respondents 70 60 50 40 30 20 10 0 0-1 1.1 - 2 2.1 - 4 4.1 - 6 years 22 6 4 Table 2 Percentage 68

Percentage 68 22 6 4 100

68 22 6 4 100

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 1 2 3 4 5 Opinion Maximum Above average Average Below average least Total Number of respondents 52 40 8 0 0 100
Chart 4.1.3
Stress tolerance
60 No.of respondents 50 40 30 20 10 0 maximum above avg avg 5 point scale 8 0 below avg 0 least 52 40 percentage

Percentage (%) 52 40 8 0 0 100

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 1 2 3 4 5 Opinion Maximum Above average Average Below average least Total Number of respondents 44 32 22 2 0 100 Percentage (%) 44 32 22 2 0 100

Chart 4.1.4
Self starting and proactive
50 number of respondents 40 30 20 10 0 maximum above avg avg below avg 5-point scale 2 44 32 22 Percentage

0 least

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 1 2 3 4 5 Opinion Maximum Above average Average Below average least Total Number of respondents 37 30 20 8 5 100
Chart 4.1.5
Detail consciousness
number of respondents 40 35 30 25 20 15 10 5 0
um ax im

Percentage (%) 37 30 20 8 5 100

37 30 20 8 5 Percentage

av g

av g

av g be lo w

ab ov e

5-point scale

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.

le as t

Table 4.1.6

Team Player S.No 1 2 3 4 5 Opinion Maximum Above average Average Below average least Total
Chart 4.1.6
Team player
40 35 30 25 20 15 10 5 0
um ax im

Number of respondents 35 25 20 15 5 100

Percentage (%) 35 25 20 15 5 100

number of scale

35 25 20 15 5 Percentage

av g

av g

av g be lo w

ab ov e

5-point scale

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.

le as t

Table 4.1.7

Software Development Knowledge Number of respondents 35 26 19 14 6 Total 100

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 35 26 19 14 6 100

Chart 4.1.7
Software Development Knowledge
40 Number of respondents 35 30 25 20 15 10 5 0 maximum above avg avg below avg least 5-point scale 35 26 19 14 6 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 Number of respondents 45 32 16 7 0 Total

Chart 4.1.8

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 45 32 16 7 0 100

100

Numerical interpretation
50 Number of respondents 40 30 20 10 0 maximum above avg avg below avg 5-point scale 16 7 0 least Percentage 45 32

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 Number of respondents 50 32 14 4 0 Total

Chart 4.1.9

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 45 32 16 7 0 100

100

Programming Knowledge
60 Number of respondents 50 40 30 20 10 0 maximum above avg avg below avg 5-point scale 14 4 0 least 50 32 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 Number of respondents 48 34 12 6 0 Total
Chart 4.1.10

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 48 34 12 6 0 100

100

Knowledge on respective
60 Number of respondents 50 40 30 20 10 0 maximum above avg avg below avg 5-point scale 12 6 0 least 48 34 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 Number of respondents 32 34 22 9 3 Total

Chart 4.1.11
Technical Skills
40 Number of respondents 35 30 25 20 15 10 5 0 maximum above avg avg below avg least 5-point scale 22 Percentage 9 3 32 34

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 32 34 22 9 3 100

100

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 Number of respondents 48 34 12 6 0 Total

Chart 4.1.12
Programming skills
60 Number of respondents 50 40 30 20 10 0 maximum above avg avg below avg 5-point scale 12 6 0 least 48 34 Percentage

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 48 34 12 6 0 100

100

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 1 2 3 4 5 Opinion Maximum Above average Average Below average least Total
Chart 4.1.13

Number of respondents 2 18 40 25 15 100

Percentage (%) 2 18 40 25 15 100

Initiative
45 40 35 30 25 20 15 10 5 0 Number of respondents 40

25 18 15 Percentage

2 maximum above avg avg below avg least

5-point scale

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 Number of respondents 13 40 29 10 8 Total Chart 4.1.14 100

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Percentage (%) 13 40 29 10 8 100

Time Management
45 40 35 30 25 20 15 10 5 0 Number of respondents 40 29 Percentage 13 10 8

maximum above avg

avg

below avg

least

5-point scale

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 Number of Opinion respondents Maximum Above average Average Below average least Total
Chart 4.1.15

S.No 1 2 3 4 5

Percentage (%) 38 39 16 6 1 100

38 39 16 6 1 100

Team Spirit
45 40 35 30 25 20 15 10 5 0 Number of respondents 38 39

16 6 1 maximum above avg avg below avg least

Percentage

5=point scale

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 1 2 3 4 5 Opinion Maximum Above average Average Below average least Total
Chart 4.1.16

Number of respondents 14 37 23 14 12 100

Percentage (%) 14 37 23 14 12 100

Flexibility
40 Number of respondents 35 30 25 20 15 10 5 0 maximum above avg avg below avg least 5-point scale 14 23 14 Percentage 12 37

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 Number of respondents 47 32 12 8 1 Total 100 Percentage (%) 47 32 12 8 1 100

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least

Chart 4.1.17

Precision in communication
50 45 40 35 30 25 20 15 10 5 0 47

32 Percentage 12 8 1 maximum above avg avg below avg least

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 Number of respondents 42 36 10 6 6 100

S.No 1 2 3 4 5

Opinion Maximum Above average Average Below average least Total

Percentage (%) 42 36 10 6 6 100

Chart 4.1.18

Committed to responsibilities
45 40 35 30 25 20 15 10 5 0 42 36 Number of respondents

Percentage 10 6 6

maximum

above avg

avg 5-point scale

below avg

least

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 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Number Of respondents( W) 42 36 10 6 6 w=100

Weighted value (X) 5 4 3 2 1

Values (W*X) 210 144 30 12 0 wx= 444

Stress tolerance Formulae: X=wx/w = 4.44 Table 4.2.2 Self starting and proactive S.No 1 2 3 4 5 Total Formulae: X=wx/w = 4.18 opinion Maximum Above average Average Below average least Number Of respondents (W) 44 32 22 2 0 w=100 Weighted value(X) 5 4 3 2 1 Values (W*X) 220 128 66 4 0 wx = 418

Table 4.2.3 Detail consciousness S.No 1 2 3 4 5 Total opinion Maximum Above average Average Below average least Number Of respondents(W) 37 30 20 8 5 w=100 Weighted value(X) 5 4 3 2 1 Values (W*X) 185 120 60 16 5 wx=386

Formulae: X=wx/w = 3.86 Table 4.2.4 Team Player S.No 1 2 3 4 5 Total opinion Maximum Above average Average Below average least Number Of respondents(W) 35 25 20 15 5 w=100 Weighte d value(X) 5 4 3 2 1 Values (W*X) 175 100 60 30 5 wx=37

Formulae: X=wx/w = 3.7

1.Personal competencies
Stress tolerance Self starting and proactive Detail consciousness Team Player

Weight age 4.44 4.18 3.86 3.7 I II III IV

Rank

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 Software Development Knowledge S.No 1 2 3 4 5 Total opinion Maximum Above average Average Below average least Number Of respondents(W) 35 26 19 14 6 w=100 Weighted value(X) 5 4 3 2 1 Values (W*X) 175 104 57 28 6 wx=37

Formulae: X=wx/w = 3.7 Table 4.2.6 Numerical interpretation: Number Of respondents(W) 45 32 16 7 0 w=100 Weighted value(X) 5 4 3 2 1 Value s (W*X) 225 128 48 14 0 wx=415

S.No 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Formulae: X=wx/xw= 4.15

Table 4.2.7

S.No 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Number Of respondents(W) 50 32 14 4 0 w=100

Weighted value(X) 5 4 3 2 1

Valu es (W*X) 250 128 42 8 0 wx=428

Programming Knowledge: Formulae: X=wx/w = 4.28 Table 4.2.8 Knowledge level on Respective Coding concepts, standards and specification Number of respondents(w) 48 34 12 6 0 w=100 Weighted value(X) 5 4 3 2 1 Valu es (W*X) 240 136 36 12 0 wx=424

S.No 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Formulae: X=wx/w = 4.24

2.Knowledge level competencies Software Development Knowledge Numerical interpretation Programming Knowledge

Weight age

Rank

3.7

IV

4.15 4.28

III 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 1 2 3 4 5 opinion Maximum Above average Average Below average least Number of respondents(W) 32 34 22 9 6 Weighted value(X) 5 4 3 2 1 Values (W*X) 160 136 66 18 6

Total Formulae: X=wx/w = 3.83

w=100

wx=383

Table 4.2.10 Programming Skills Number of respondents(W) 48 34 12 6 0 w=100 Weighted value(X) 5 4 3 2 1 Values (W*X) 240 136 36 12 0 wx=424

S.No 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Formulae: X=wx/w = 4.24

Table 4.2.11 Initiative S.No 1 2 3 opinion Maximum Above average Average Number of respondents(W) 2 18 40 Weighted value(X) 5 4 3 Values (W*X) 10 72 120

4 5 Total

Below average least

25 15 w=100

2 1

50 15 wx=267

Formulae: X=wx/w =2.67 Table 4.2.12 Time management Number of respondents(W) 13 40 29 10 8 w=100 Weighted value(X) 5 4 3 2 1 Values (W*X) 65 160 87 20 8 wx=34

S.No 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Formulae: X=wx/xw= 3.4

3.Job related competencies Technical skills Programming Skills Initiative Time management

skills/

Weight age 3.83 4.24 2.67 3.4 II I IV III

Rank

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 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Number no respondents 38 39 16 6 1 w=100

Weighted value(X) 5 4 3 2 1

Values (W*X) 190 156 48 12 1 wx=407

Formulae: X=wx/w = 4.07 Table 4.2.14 Flexibility S.No 1 2 3 4 5 Total opinion Maximum Above average Average Below average least Number no respondents 14 37 23 14 12 w=100 Weighted value(X) 5 4 3 2 1 Values (W*X) 70 148 69 28 12 wx=327

Formulae: X=wx/w= 3.27

Table 4.2.15

Precision in communication Number of Weighted respondent(W) value(X) 47 32 12 8 1 w=100 5 4 3 2 1 Values (W*X) 235 128 36 16 1 wx=416

S.No 1 2 3 4 5 Total

opinion Maximum Above average Average Below average least

Formulae: X=wx/w =4.16 Table 4.2.16 Committed to responsibilities Number of respondents(W) 42 36 10 6 6 w=100 Weigh ted value(X) 5 4 3 2 1 Values (W*X) 210 144 30 12 6 wx=402

S.No 1 2 3 4 5 Total

Opinion Maximum Above average Average Below average least

Formulae: X=wx/w= 4.02

4.Interpersonal leadership skills/competencies Team spirit Flexibility

and Weight age

Rank

4.07 3.27

II IV I III

Precision n communication 4.16 Committed to responsibilities 4.02

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 34 Average Below average 9 Least

Technical skills (X) Programming skills (Y) X 32 Y 46

32

22

46

36

11

DX=X-20 12

DY= Y-20 26

DX^2 144

DY^2 676

DXDY 312

34

36

14

16

196

256

224

22

11

-9

81

-18

-11

-14

121

196

154

-17

-19

289

361

323

100

100

754

1570

995

R= (N DxDy dxDy)/ ((NDx2 (Dx) 2) (NDy2 (Dy)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. 2. 3. 4. 5. 6.

www.citehr.com www.wikipedia.com www.managementparadise.com www.12manage.com www.manisoftinternational.com 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 appropriate tick 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 Self starting and proactive: Respond to the needs of the instant situations voluntarily Detail consciousness: Explore into the necessary details, so as to get the exact information needed 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 Numerical interpretation: Comfortable with numerical facts and exercises quantitative reasoning effectively to derive solution Programming Knowledge: Posses very good programming (Software Language Skills) knowledge Knowledge on Respective Coding concepts, standards and specification 5 4 3 2 1

3. Job related skills/competencies 1 2 Technical skills Programming Skills: Have excellent Software coding knowledge and able to apply this knowledge to the work for the effective performance of the job things Initiative: Take voluntary steps to address existing and potential problems at the work place Time management: timely plan the works and complete the task on time to meet the deadline. 5 5 4 4 3 3 2 2 1 1

4.Interpersonal and leadership skills/competencies 1 Team spirit: Work with the spirit unity and 5 4 3 2 1

shares knowledge with one another 2 Flexibility: Alter and deviate individual work plan to suite to the changing needs of the organization and the department Precision in communication 5 4 3 2 1

Committed to responsibilities: Exercise the responsibilities with trust, sincerity and commitment