CHAPTER- I INTRODUCTION

Introduction:

Competency is the characteristic of a person. It demonstrates the skills and abilities in an individual. Competencies must lead to effective performance. The performance of a person with competency must be significantly better than of a person without it. Thus competency refers to behavior, differentiating success from merely doing job.

Competencies for any organization are like assets, which cannot be imitated by any rival or competitor. Hence most business firms adopt competencies in order to stand top in their field of business. In organization competencies differ for managerial, executive and operational level management. By identifying different competencies required to perform the work, employees can improve their performance and contribute extensively to the organization. Defining job competencies assists individual to fill their competency gaps.

Competency mapping is a process through which one assesses and determines one's strengths as an individual worker and in some cases, as part of an organization. Competency mapping forms an important part of any organization as it helps the management to select appropriate employees and place them in right place. In same way employees can improve their performance by identifying various competencies required to perform their job. In case of competency gap the management can arrange for proper training. Awareness about competencies increases the productivity of the organization as appropriate employees are selected. Defining the job competencies assists individuals to develop their competencies required to perform the work, the organization can effectively manage the resources available.

Competency mapping is the best tool for identifying work place behavior of the employees in the organization, which result in superior or average performance outcomes. The tool will be greatly beneficial to the business organization when the organization start using it extensively. With competency based human resource system and programs it can directly contribute to organizational effectiveness.

It is essential for any organization that the competency gaps should be filled by using the process of competency mapping. For filling these gaps it is necessary to know the competency of each individual are known, the lagging competencies to perform the job should be identified. Thus identifying the competency gaps and filling these gaps is essential. For filling these gaps training is predominantly used as a tool.

Objectives of the study:

1. To identify the skills, knowledge and characteristics those are required by executive level

employees to perform their job in the organization.

2. To identify the relevant skill gap in the organization.

Research Methodology:
Primary Data: With reference to the study primary data is collected through questionnaire and a formal discussion was conducted with the assistant HR of the organization.

Secondary Data: It is an abstract of information through Books, Articles and internet.

Sample Size: The study covers sample size of 50 employees

Scope of the study:

The study is conducted in the organization with the prime objective of ascertaining the awareness of employees toward competencies those are required to perform their jobs at ADECCO INDIA.

Senior Executive level included in the study is: Senior officers Senior Executives Project Manager Team Leader Senior Engineers Junior Executive level included in the study is: Junior Engineers Officers Junior Executives Assistant Officers Assistant Executives

Chapter-II

INTRODUCTION:
In todays competitive world organizations are becoming very much focused about building of competitive activities of a business. In last three decades, a lot of research has been done with regard to what competencies a business needs to have in order to compete in specific environment. This is none other the effect of globalization, privatization and liberalization. Moving toward such business strategies, both the departments i.e. management are identifying the core competencies at the corporate level and are establishing them throughout the organization. Human resource development department builds these competency based models. Even though all the organizations are talking about competency only few of them are practically working on the concept and are fully implementing competency model and report system in place. However organizations are really striving to built the competency model and implements it. Most of the organizations are still struggling with defining, designing and implementing competency projects. Top management is identifying corporate core competencies and working to establish them throughout the organization. It is very much necessary for any competency gaps to be filled in which it is taken care of by the process of competency mapping as tool for identification of training needs. The competency process is completely customizable. The decisions of competency design are driven by a number of organizational factors including management philosophy, customer requirements, business needs and in place processes. These factors vary from one organization to another requiring a customized approach to competencies in the workplace. Customization is essential to overall success of competency concepts into its own job design, recruitment, hiring orientation, development and succession processing.

Definition of competency:
Competencies are the characteristics of a manager that lead to the demonstration of skills and abilities, which result in effective performance within an occupational area; competency also embodies the capacity to transfer skills and abilities from one area to another. - Hogg B

Competencies are underlying characteristic of an individual-Knowledge, skills, attitudes, values, concepts, traits and motives that have casual relationship with effective and superior performance in a job situation. - A.M. Sarma

Any underlying characteristics required performing a given task, activity or role successfully can be considered as competency. Competency may take the following forms: Knowledge, Attitude and skill, other characteristics of an individual including motives, values self concept etc. -T.C.Rao

Competency mapping is an underlying characteristic of a person that leads to or calls superior or effective performance. -Richard E Boyatzis

Prefers to the individuals knowledge, Skill, abilities or personality characteristics that directly influence his/her job performance. -Dave Ulrich.

Employees hard skills like knowledge, skill, abilities are not sufficient to achieve the desired performance. What is additionally needed is employees soft skills like attitude, mind set values, belief and commitment. Thus complete human resource is essential to
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achieve desired performance as well as to have competency of employee. Competency is sum total of Knowledge skills, attitude and personality of an individual as require to perform current and future organizational roles. Competency also denotes motives, self concept traits and desired behavior. A competency is described as characteristics of an individual that can be shown to predict outstanding performance in a job. The key achievers in determining competencies are strategic requirements, work culture and role requirements and work cultures in current day organization.

Characteristics of Competencies:

Competencies lead to the demonstration of abilities and skills. The competency is a characteristic of a person. Competency must be observable. It leads to effective and efficient performance.

Objectives of competency development:

To perform effectively their tasks. To constantly enhance their capabilities. To handle the responsibilities effectively. To provide variety of assignments for the improvement of the employees. To provide practical experience for the development of the employees. To focus on the growth of the individual. The growth of the business and ultimately the growth of the organization. To provide career and succession planning. Selection of the job. To provide the suitable and healthy culture. Training and development.

Importance of developing competencies:

Individuals personal competencies and his attitude are the key drivers for success. An early recognition of the competencies that one needs to build for success in a chosen career track is perhaps the most important starting point. It is also the one aspect
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that is taken for granted and assumed to be developed just by experience without bothering about the quality of that experience. In todays fast paced world, employees who actively solicit feedback and understand and work at developing relevant competencies will be the leaders. Employees who sit back and wait for someone to tell them what they need to do, perhaps already demonstrate a lack of key competencies to succeed in a demanding world. A tough performance feedback is therefore many times a wake up call to reflect what one needs to do to become relevant and not always a signal to move on.

Competency Assessment:
The assessment of an individuals skills and knowledge is based on actual implementation of these in the workplace or relevant areas

Process of Competency Assessment: Self Assessment compare with competency standard.

Collection of evidence to demonstrate competence like letters certificates, references, etc. Workplace Assessment by the Assessor. Observation on specific job about performance. Interview on specific job about performance. Use of different Assessment methods. Use of multiple assessors.

Competencies in organizations:

Interpersonal Competencies: Adaptability Leadership

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Teamwork Interpersonal Skills Communications Ability to influence other Relationship Building Dynamic Competencies: Stress Resistance Initiative Result orientation Drive Residence Intellectual Planning and organizing Comprehension Problem solving Analytical Ability Decision-making Innovation Strategic Perspective Thinking Business Related Customer focus Business Environment Business understanding

Definition of Competency Mapping:

P.Subba Rao defines competency as the process of identification, evaluation of employees competencies and organizational requirements and establishing perfect collaboration among them. Competency mapping also includes development and sustainability of competencies based on the changing organizational requirements.

According to A.M Sarma Competency approach to a job depends on competency mapping. Competency mapping is a process to identify key competencies for an organization and a job and incorporating those competencies throughout the various processes of the organization.

Vijay Dhole and Bhushan Pednekar defines competency as the process of identification of the competencies required to perform successfully a given role or task on set of task or role at a given point or period of time. It consists of breaking a given role or task or set of tasks and identifying the competencies needed to perform the same successfully. The competencies taken into consideration are managerial, conceptual knowledge, skills, technical aspect, behavior, and attitude. Competency mapping is studying on the job behavior of people to identify the knowledge, skills, self-attitude, traits and motives which result in success or failure on the job.

Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.

Origin:
Competency Mapping is in use since 1960s. It has been in use in education in the USA where specifications of competencies were to be learned including the modularization of instruction, personalization and field experience. Competencies are also identified as characteristics of individual. Competency Mapping was first used in UK for managing the development of occupational standards of performance.

Objective of Competency Mapping:

Creating a competency based culture in the organization. Identifying and building competencies of individuals as efficient and effective managers. To ensure that right people are identified and placed in the right jobs and employees potential is identified, developed and utilized to the fullest extent.
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To align competencies with the strategies of the business. To select employees based on job and culture fit. To plan for career and succession. To train and develop employees. For individual and organizational growth.

Need for Competency Mapping:

Competency mapping is very important development for HR function. It provides much needed objectivity to HR activities. With the help of tool like competency mapping, role of HR has changed from support function to core function. With competency based HR systems and programs, HR functions can directly contribute to organization effectiveness. The competency mapping technique should be used for enhancing organizations competency to serve its customers.

Significance of Competency Mapping:

Competency Mapping is a formal program in most of the progressive organizations. An employees development plans are made reflecting his/her skills and talents. These exercises have achieved a significant position than other regular internal employee programs.

Methods of Competency Mapping:

Top down Approach: Competencies needed for effective or superior performance are identified by expert groups consisting of superiors and sub-ordinates after analyzing the organizational objectives.
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Bottom up Approach: The knowledge, skills, motives, attitudes, traits and other attributes of consistently high performing employees are studied and analyzed for developing the other employees of the organization. Hybrid Approach: This approach involves developing a competency model based on theoretical knowledge and assumptions of experts.

Process of Identification of mapping competencies:

Ask Questions who is currently performing role. List the task to be performed one by one. Identify the knowledge required. Identify the attitudes required. Identify the skills required. Consolidate the list. Present it to a role set group. Edit. Finalize

Steps in competency based training:

Identifying Competencies required by organization. Designing the Development Center for selection, promotion and development of managers. Designing scientific instruments for assessment. Develop assessment methods and training curriculum. Developing Internal Assessor capabilities.
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Facilitating Developmental outcomes/action plans. Institutionalizing the process in the organization.

Process of implementation of competency mapping:

Before an organization embarks on this journey it has to be very clear about Business goals Capability-building imperatives Core competencies of the organization

The competency mapping process needs to be strongly integrated with these aspects.

Process of Implementation:

We have to define the various job roles, a focused study has to be initiated where job holders are interviewed on the critical incident methods and the data of critical success factors is collated. The job roles and are finalized on the basis of the competencies derived from the data. This data is further analyzed and on the basis of this competencies that have an impact on the job roles are finalized. After identifying the competencies a job analysis exercise is carried out where the importance level of every competency is ascertained before freezing the competency model.

9. Advantages of Competency Mapping:

There are several advantages of competency mapping over traditional job analysis.

For the Company:

The advantages of competency mapping for the companies or organizations are as follows: Establishes expectations for performance excellence. Improved job satisfaction and better employee retention.
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Increase in the effectiveness of training and professional development programs because of their link to success criteria. Provides a common understanding of scope and requirements of a specific role Provides a common, organization wide standard for career levels that enable employees to move across business boundaries Help companies raise the bar of performance expectations Help teams and individuals align their behaviors with key organizational strategies

For Managers:

The competency mapping provides following advantages to the managers: Identify performance criteria to improve the accuracy and ease of the selection process. Provide more objective performance standards. Easier communication of performance expectations. Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues.

For Employees:
The employees in an organization get the following advantages by competency mapping: Identify the behavioral standards of performance excellence. Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills. Enhances clarity on career related issues. Helps each understand how to achieve expectation.

Disadvantages of Competency Mapping:

In spite of the several advantages offered by competency mapping, there are few drawbacks to the approach. Some of these are discussed below:
1. A problem with competency mapping, especially when conducted by an organization is

that there may be no room for an individual to work in a field that would best make use of his or her competencies.
2. If the company does not respond to competency mapping by reorganizing its employees,

then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees.
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3. If too much emphasis is placed on 'inputs' at the expense of 'outputs', there is a risk that it will favor employees who are good in theory but not in practice and will fail to achieve the results that make a business successful. 4. They can become out of date very quickly due to the fast pace of change in organizations and it can therefore be expensive and time consuming to keep them up-to-date

Chapter III COMPANY PROFILE

Adecco India- A brief Profile

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Adecco India, Hyderabad is a leading end-to-end HR solutions company with a focus on Executive Search, Recruitment, Learning and Temporary Staffing services to client organizations. It was established in the year 1996 and has over six branches in Hyderabad , Adecco is the fastest growing HR Company in India.

Adeccos Objective:

To provide HR solutions on executive research, Recruitment and staffing services to client organizations.

Our Vision:
By creating greater choice in the domain of work, adecco unlock potential in individuals, enterprises and society in general - creating the fundamental conditions for adaptability and success. Adecco help individuals find work, support companies throughout their life cycle and make a positive contribution to society by sustaining employability. Adecco India strives to foster and enhance the key role we play on a national scale.

Adeccos Mission - Better work, better life:

Adeccos mission is to provide everyone involved with Adecco the opportunity to improve their situation, be it at work, at home, in leisure activities or in life. Adecco group are the world leader in connecting people both globally and locally with the talent they need and the work that they want. Adecco offers life skills, career progression and specialized expertise. High end technology is used to create real advantages. The authoritative responsibility is to connect people both globally and locally. Adecco will help to inspire its colleagues, clients and associates to achieve better work, better life.

Adecco India offers a spectrum of services:

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Recruitment Solutions Staffing Solutions Professional Staffing Talent Management Assessment Solutions Payroll Management Managed Services Recruitment Process Outsourcing

The Industries Adecco provide HR Solutions to:

Information Technology IT Enabled Services Agriculture and Agro-based Organizations Telecom, Media & Entertainment Engineering, Process & Infrastructure Consumer Services & Retail Banking, Financial Services & Insurance

Significant Achievements:
Rapid growth with the largest branch network of over 85 India cities / town Over 100,000 associates on assignment every day, nationally Distinguished list of 1,500 clients across all segments Placement of around 8,000 candidates per month, across India Over 1,100 trained and specialized consultants to customize your HR solutions

Code of conduct:
Adeccos employees are dedicated to earn the trust and loyalty of their associates, clients, customers, shareholders and communities by performing work in accordance with the companys Code of Business Conduct, core values of Team Spirit, Customer Focus, Responsibility and Entrepreneurship.
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Adecco support centre:

Adecco Support Centre, the exclusive offering from Adecco India, was launched on January 3, 2008. Our support centre is a one-stop contact centre to address queries and provide solutions to both, our customers as well as associates. The ceaseless focus of Adecco Support Centre will be to add smiles to our support system - customers & associates, in our endeavor to become a proactive solutions provider. With this initiative, Adecco aims to ensure total customer satisfaction.

Adecco India:

Adecco India, headquartered in Bangalore, is a leading end-to-end HR solutions company with a focus on Executive Search, Recruitment, Learning and Temporary Staffing services to client organizations. With a national presence in over 85 branches across India, Adecco is the fastest growing HR company in India.

Adecco Group:
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The Adecco Group, based in Zurich, Switzerland, is the worlds leading provider of HR solutions. With over 32,000 FTE employees and more than 5,500 offices, in over 60 countries and territories around the world, Adecco Group offers a wide variety of services, connecting more than 700,000 associates with over 100,000 clients every day. The services offered fall into the broad categories of temporary staffing, permanent placement, outsourcing, consulting and outplacement. The Adecco Group is a Fortune Global 500 company. The company was formed in 1996 as a result of the merger of the French company Ecco and the Swiss company Adia Interim.

History of the company

1996: Personnel services firms Ecco and Adia Interim merge to form a global company with annualised revenues of 5.4 billion. Operations are combined to form a network of 2,500 branches. The core staffing business consists of 250,000 staff situated with various companies.

2000: Adecco acquires Olsten Staffing, becoming the largest recruitment company in the U.S. The merged company generates combined revenues of 17 billion. 2002: Adecco consolidates its businesses under three names and creates three divisions to manage its business.

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2005: Adecco expands across six professional business lines defined by occupational fields. Adecco now provides all services under one name. 2006: Following the acquisition of DIS AG, Germany, Dieter Scheiff assumes the position of Chief Executive Officer, Adecco Group. Dominik de Daniel becomes Chief Financial Officer.

2007: The annual shareholders' meeting approves the nomination of Jrgen Dormann, former Vice Chairman, as Chairman of the Board. Rolf Drig becomes Vice-Chairman. Klaus J. Jacobs, the co-founder of Adecco, hands back his mandate, having reached the statutory retirement age.

2009: Rolf Drig replaces Dormann as Chairman. 2009: Adecco acquires Spring Group. 2010: Adecco acquires MPS Group for US$1.3 billion, but does not change the company names.

2010: Adecco set up a joint venture in Shanghai with Chinese HR services company Fesco. FESCO Adecco began operations on January 1, 2011.

CHAPTER-IV Data Analysis and Interpretation

Senior Executive Level
Planning Skills: Capability to plan Table: 1 Planning Skills

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Particulars Excellent Good Average Below Average Poor total

Frequency 7 18 2 0 0 27

Percentage 26 67 7 0 0 100

Chart: 1

Analysis: The above graph indicates that 26% of seniors have excellent knowledge in planning. 67% of seniors have good knowledge about planning various alternatives where as 7% of seniors do not have perception in planning. Interpretation: Majority of seniors have good knowledge in planning.

Awareness about the resources requirement and availability. Table: 2 Identification of the resources

Particulars Excellent Good Average Below Average Poor total Chart: 2

Frequency 6 19 2 0 0 27

Percentage 23 70 7 0 0 100

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Analysis: The above graph indicates that 23% of seniors have excellent knowledge about the requirement and availability of resources. 70% of seniors have appropriate knowledge about the resource requirement and availability where 7% of seniors do not have the capability to identify suitable resources. Interpretation: Majority of seniors have appropriate knowledge about the resource requirement and Frequency Percentage availability. Particulars
Excellent 8 17 2 0 0 27 30 63 7 0 0 100

Organizing Skills:

Good Average

Below average Ability to Poor describe Total the problems encountered in organizing events.

Table: 3

Organizing Skills

Chart: 3

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Analysis: The above graph indicates that 30% of seniors perfectly organize the events which are problem encountered. 63% of seniors precisely organize the events. 7% of seniors do not have perception about the organizing events. Interpretation: Majority of seniors can organize the problem encountered events successfully. Ability to identify the capabilities of different people and subordinates. Table: 4
Particulars Excellent Particulars Good Excellent Average Good Below average Poor Average Total Below average Poor Total 9

Identification of capabilities
Frequency 9 Frequency 15 3 16 0 2 0 0 0 27 27 Percentage 33 Percentage 56 33 15 60 0 7 0 0 0 100

100

Chart: 4

Analysis: The above graph indicates that 33% of seniors are excellent in identifying capabilities of their subordinates. Interpretation: Majority of seniors can distinctively identify the capabilities of their subordinates and different people.

Leadership skills: 5. Finding solutions for difficult task of team members. Table: 5 Leadership Skills

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Particulars Excellent Good Average Below average Poor

Frequency 8 19 0 0 0

Percentage 30 70 0 0 0

Chart: 5

Analysis: The above graph indicates that 33% of seniors have Total 27 100 exemplary leadership skills and are excellent at finding solutions for difficult tasks of team members. 60% of seniors are good at finding solutions and whereas 7% have mediocre knowledge about the difficult task faced by their team members. Interpretation: Majority of seniors are good at finding solutions for difficult tasks of team members. Awareness about the competency requirements of the subordinate positions: Table: 6

Chart: 6

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Analysis: The above graph indicates that 30% of seniors have excellent knowledge about competencies required for their subordinates. 70% of seniors have sufficient knowledge about the competencies required for their subordinates. Interpretations: Majority of seniors have meritorious knowledge about the competencies required for their subordinates.

Particulars Excellent Good Average Below average Poor Total

Frequency 8 16 3 0 0 27

Percentage 30 59 11 0 0 100

Decision making Skills: 7. Knowledge about the importance of timing of a decision. Table 7: Decision making

Chart: 7

Analysis: The above graph indicates that 30% of seniors are very particular about the importance of timing of a decision. 59% of seniors are keen about the importance of timing of a decision. 11% of seniors do not have perception of the importance of timing of a decision. Interpretation: Majority of seniors are particular about the importance of timing of a decision.

8. Ability to consider the goals and objectives of the company in decision making.
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Table: 8

Knowledge about company goals and objectives

Particulars Particulars Excellent Good Excellent Average Good average Below Average Poor Below average Total Poor Total

Frequency Frequency 7 19 13 1 12 0 2 0 0 27 0 27

Percentage Percentage 26 70 48 4 45 0 7 0 0 100 0 100

Chart: 8

Analysis: The above graph indicates that 26% of seniors are very particular in considering the companys goals and objectives in decision making. 70% of seniors keep in view the companys goals and objectives while decision making. 4% of seniors do not have perception about the companys goals and objectives in decision making. Interpretation: Majority of seniors are peculiar about considering the goals and objectives of the company in decision making. Delegating Skills: 9. Knowledge about progress of tasks entrusted to the subordinates. Table 9: Delegating Skills

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Chart: 9

Analysis: The above graph indicates that 48% of seniors excellently supervise the progress of tasks entrusted to subordinates. 45% of seniors are good at supervising the progress of tasks entrusted to the subordinates. 7% of seniors do not have perception about the progress of tasks entrusted to the subordinates.
Particulars Excellent Good Average Below average Poor Total Frequency 8 16 3 0 0 27 Percentage 30 59 11 0 0 100

Interpretation: Majority of seniors are good at supervising the progress of tasks entrusted to subordinates. Awareness about the weakness of subordinates.

Table: 10

Analyzing Ability

Chart: 10

Analysis: The above graph indicates that 30% of seniors are very much aware about the limitations of their subordinates. 59% of seniors have good knowledge about the weakness of their subordinates. 11% of seniors do not have perception about the weakness of their subordinates.

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Interpretation: Majority of seniors have excellent awareness about the limitations of their subordinates. Supporting skills: 11. Organizing the resource requirement of subordinates and ensures uninterrupted resource support Table: 11 Understands job requirements

Particulars Excellent Good Average Below average Poor Total

Frequency 7 18 2 0 0 27

Percentage 26 67 7 0 0 100

Chart: 11

Analysis: The above graph attests that 26% of seniors understand the resource requirement to perform the job effectively and ensure uninterrupted resource support. 67% of seniors identify the resource requirement to perform the job efficiently. 7% of seniors do not have viewpoint about the resource requirement. Interpretation: Majority of seniors identifies the resource requirement to perform the job effectively and ensures uninterrupted resource support. 12. Knowledge in providing feedback and counseling for improvement Table: 12 Supporting Ability

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Particulars Particulars Excellent Good Excellent Average Good Below average Average Poor Below average Total Poor Total

Frequency Frequency 17 6 15 6 0 0 27 10 0 0 0 27

Percentage

Percentage 63 22 56 22 0 0 100 37 0 0 0 100

Chart: 12

Analysis: The above graph confirms that 63% of seniors are excellent at providing feedback and counseling for improvement of their subordinates. Interpretation: Majority of seniors are excellent at providing feedback and counseling for improvement of their subordinates.

Analytical Skills: 13. Ability to define the problem clearly. Table: 13 Identification of problems

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Chart: 13

Analysis: The above graph attests that 22% of seniors are excellent in defining the problems clearly. 56% of Particulars Frequency Percentage seniors are capable to define the problem Excellent 6 22 efficiently. But 30% of seniors do Good 16 60 not have Average 5 18 conception about Below average 0 0 problems.
Poor 0 0

Interpretation: Majority of seniors can efficiently define the problems hindering the progress of the organization.
Total 27 100

14. Identifying various ways for analyzing the problems. Table: 14 Analytical Ability

Chart: 14

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Analysis: The above graph indicates that 22% of seniors are excellent in identifying various ways for analyzing the problems. 60% of seniors deliberately identify various ways for analyzing the problems. 18% of seniors do not have perception about the analysis of problems Interpretation: Majority of seniors deliberately identify various ways for analyzing the problems.

Creative Thinking: 15. Ability to generate variety of ideas. Table:15 Particulars Excellent Good Average Below Average Poor Total Creative Thinking Frequency 15 10 2 0 0 27 Percentage 56 37 7 0 0 100

Chart:15

Analysis: The above grave attests that 56% of seniors have commendable thinking in generating creative ideas. 37% of seniors have good creative thinking. 7% of seniors do not have perception about creative thinking in generating variety of ideas. Interpretation: Majority of seniors are excellent in generating creative ideas.

16. Providing with various solutions various solutions and guiding colleagues who approach. Table:16 Problem Solving Ability
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Particulars Excellent Good Average Below Average Poor Total

Frequency 3 15 9 0 0 27

Percentage 11 56 33 0 0 100

Chart:16

Analysis: The above graph attests that 11% of seniors are excellent in providing solutions and guiding colleagues. 33% of seniors do not have perception in providing with various solutions and guiding colleagues. Interpretation: Majority of seniors are good in providing qualitative solutions and are good at guiding colleagues.

Data Analysis and Interpretation

Junior Executive Level
Communication Skills: 1. Ability in speaking fluently and active listener. Table:1 Particulars Excellent Good Average Communication Skills Frequency 8 15 0
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Percentage 35 65 0

Below Average Poor Total

0 0 23

0 0 100

Chart:1

Analysis: The above graph attests that 35% of juniors have appreciable communication skills. 65% of juniors are good at speaking and listening. Interpretation: Majority of juniors have satisfactory communication skills.

2.Expressing emotions and feelings correctly. Table:2 Particulars Excellent Good Average Below Average Poor Total Expressing Capability Frequency 0 8 13 2 0 23 Percentage 0 35 56 9 0 100

Chart:2

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Learning Skills: 3 .Ability to learn new things: Table:3 Particulars Excellent Good Average Below Average Poor Total Frequency 14 9 0 0 0 23 Learning Skills Percentage 60 40 0 0 0 100

Chart:3

Analysis: The above graph indicates that 60% of juniors put remarkable efforts in learning new things. 40% of juniors have satisfactory learning skills. Interpretation: Majority of juniors put exceptional efforts towards learning new things.

Knowledge in implementing new processes in workplace: Table:4 Particulars Excellent Good Average Implementing Skills Frequency 0 7 15
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Percentage 0 31 65

Below Average Poor Total

1 0 23

4 0 100

Chart:4

Analysis: The above graph confirms that 31% of juniors are capable of implementing new processes in workplace.65% of juniors have average implementing skills. 4% of juniors do not implement new processes in workplace. Interpretation: Majority of juniors do not have perception about implementing new processes in workplace.

Business Skills: 5 . Awareness about time and resource requirement for different processes. Table: 5 Particulars Excellent Good Average Below Average Poor Total Identification of resource Frequency 1 8 13 1 0 23 Percentage 4 35 57 4 0 100

Chart: 5

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Analysis: The above graph indicates that 4% of juniors have excellent awareness about time and resource requirement. 35% of juniors are capable of identifying resource requirements. 57% of juniors do not have perception about time and resource requirement. 4% of juniors fail to i8dentify resource requirement. Interpretation: Majority of juniors do not have perception about time and resource requirement for different processes 6. Capability to talk about business issues confidently. Table:6 Particulars Excellent Good Average Below Average Poor Total Business Skills Frequency 5 12 6 0 0 23 Percentage 22 52 26 0 0 100

Chart: 6

Analysis: The above graph attests that 22% of juniors have excellent business skills. 52% of juniors are capable of talking about business issues confidently. 26% of juniors have average business skills. Interpretations: Majority of juniors do not have perception to talk about business issues confidently.

Achievement Orientation: 9. Plans to meet the challenges

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Table:9 Particulars Excellent Good Average Below Average Poor Total

Planning Skills Frequency 7 15 1 0 0 23 Percentage 31 65 4 0 0 100

Chart: 9

Analysis: The above graph indicates that 31% of juniors have excellent planning skills. 65% of juniors have good knowledge in planning.4% of juniors do not have perception about planning skills. Interpretation: Majority of juniors are good at planning and in meeting the challenges.

10. Ensuring final and complete achievement of the assignment at the hand. Table:10 Particulars Excellent Good Average Below Average Poor Total Achievement Oriented Frequency 4 16 3 0 0 23 Percentage 17 70 13 0 0 100

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Chart: 10

Analysis: The above graph confirms that 17% of juniors are excellent at ensuring final and complete achievement. 65% of juniors can complete the assignment. 13% of juniors do not have perception about ensuring final and complete achievement of the assignment at hand. Interpretation: Majority of juniors are capable of ensuring final and complete achievement of assignment at hand.

Influencing Ability: Particulars Excellent Good Average Below Average Poor Total Frequency 4 8 11 0 0 23 Percentage 17 35 48 0 0 100

11. Ability to present ideas confidently.

Chart:11

Analysis: The above graph attests that 17% of juniors are efficient in presenting ideas. 35% of juniors are capable of presenting ideas confidently. 48% of juniors have average influencing ability.
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Interpretation: Majority of juniors are capable to influence others.

12. Presentation of points at right time and in right manner. Particulars Excellent Good Average Below Average Poor Total Table:12 Frequency 0 6 16 1 0 23 Percentage 0 26 70 4 0 100 Effective presentation Skills

Chart: 12

Analysis: The above graph confirms that 13% of juniors have effective presentation skills. 65% have mediocre presentation skills. 22% of juniors do not have effective presentation skills. Interpretation: Majority of juniors have satisfactory presentation skills.

Uncertainty:
13. Handling odd sundry jobs. Table: 13 Capability of handling uncertainty
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Particulars Excellent Good Average Below Average Poor Total

Frequency 0 11 10 2 0 23

Percentage 0 48 43 9 0 100

Chart: 13

Analysis: The above graph indicates that 48% of juniors are capable of handling uncertainty. 43% of juniors do not have perception about uncertainty. 9% of juniors fail to handle uncertainty. Interpretation: Majority of juniors are capable of handling uncertainty. 14. Capability of working with changing assignments, workplace, responsibilities, organization procedures, etc. Particulars Excellent Good Average Below Average Poor Total Table:14 Frequency 0 9 11 3 0 23 Percentage 0 40 47 13 0 100

Capability of working with changing environment

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Chart: 14

Analysis: The above graph attests that 40% of juniors are capable of working with the change in environment. 47% of juniors do not have perception about it. 13% of juniors fail to work with the change in the environment. Interpretation: Majority of juniors do not have awareness about working with the change in environment.

Strategic Thinking: 15. Building action plan using project management software. Particulars Excellent Good Average Below Average Poor Total Table: 15 Frequency 8 14 1 3 0 23 Strategic Thinking Percentage 35 61 4 0 0 100

Chart: 15

Analysis: The above graph indicates that 35% of juniors have desirable strategic thinking. 61% of juniors are good at strategic thinking. 4% of juniors do not have perception about strategic thinking.
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Interpretation: Majority of juniors are good at strategic thinking. 16. Capability to talk about future conditions. Particulars Excellent Good Average Below Average Poor Total Table:16 Frequency 5 13 5 0 0 23 Proactive Behavior Percentage 22 65 13 0 0 100

Chart: 16

Analysis: The above graph indicates that 22% of juniors have excellent knowledge about future conditions. 65% of juniors are capable of talking about future conditions. 13% of juniors do not have perception about future conditions. Interpretation: Majority of juniors are capable of talking about future conditions.

ANALYSIS
Skill wise competency gap analysis in Senior Executive level at Adecco India: S.No 1 Competencies Organizing Skills Competency% 93% Gap% 7%

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2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Identification of capabilities Planning Skills Identification of resources Identification of competencies Leadership Skills Decision Making Skills Knowledge about company Delegating Skills Analyzing ability Understands job requirement Supporting Ability Identification of problems Analytical Ability Creative Thinking Problem solving ability

93% 93% 89% 93% 100% 89% 96% 93% 89% 93% 100% 78% 82% 93% 67%

7% 7% 11% 7% 0% 11% 4% 7% 11% 7% 0% 22% 18% 7% 33%

Skill wise competency gap analysis in Junior Executive level at Adecco India: S.No 1 2 Competencies Communication Skills Expressing Capability Competency% 100% 35% Gap% 0% 65%

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3 4 5 6 7 8 9 10 11 12 13 14 15 16

Learning Skills Implementing Skills Identification of resource requirement Business Skills Computer SKILLS Identification Planning Skills Achievement oriented Influencing Ability Presentation Skills Capability of handling uncertainty Capability of working with the change in environment Strategic Thinking Proactive Behavior

60% 31% 39% 74% 89% 96% 96% 87% 52% 26% 48% 40% 96% 87%

40% 69% 61% 26% 11% 4% 4% 13% 48% 74% 52% 60% 4% 13%

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