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, Lev Level3 el3 of PCMM CMM is foc focuse used on the the compe ompete tenc ncy y fram framew ewo ork 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 inform informati ation on techno technolog logy y (IT) (IT) revolu revolutio tion, n, and it is consid considere ered d as an example for excellence of a technology-intensive industry establishing itself in a developing country. The Indian Indian softwa software re indust industry, ry, though though succes successfu sful, l, still still faces faces major 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. Acco Accord rdin ing g to the the Nati Nation onal al Asso Associ ciat atio ion n of Soft Softwa ware re and and Serv Servic icee 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 incr increa ease sed d to US$ US$ 32 32.8 .86 6 mill millio ion n (as (as comp compar ared ed to US$ US$ 18 18.1 .15 5 mill millio ion) n),, according to Grant Thornton India. Moreover, as top outsourcing customers in the US and Europe seek to renew their computer computer infrastru infrastructure cture management management contracts contracts worth worth nearly 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 an d Govern Governmen mentt (setti (setting ng up HiHiTech Parks and Development implementation of e• Contribution of IT sector to governance projects) India’s GDP is still rather small. Many global players have setup op oper erat atio ions ns in Indi Indiaa like like • Employee salaries in IT Microsoft, Oracle, Adobe, etc. sector sector are increasing increasing tremendo tremendously. usly. Followin Following g Quality Quality Standards Standards Low wages benefit will soon come to such as ISO 9000, SEI CMM an end. etc. English-speaking professionals Cost competitiveness Qualit Quality y teleco telecommu mmunic nicati ations ons infrastructure Indian time zone (24 x 7 services to t he global custom customers ers). ). Time Time diffe differen rence ce between India and America is approximately 12 hours, which is beneficial for outsourcing of work.
Opportunities • • • •
High High qu qual alit ity y IT educ educat atio ion n market Increasing number of working age people Indi Indiaa 's well well deve develo lope ped d soft soft infrastructure Upcoming International Players in the market
Threats • •
•
Lack of data security systems Countries like China and Phi Philipp lippin inees with with qu qual aliified ied work workfo forc rcee maki making ng effo effort rtss to overcome the English language barrier IT develo developme pment nt concen concentra trated ted in a few cities only
1.5 INTRODUCTION TO THE STUDY
Competency mapping is process of identifying key competencies for an orga organi niza zati tion on and/ and/or or a job job and and inco incorp rpor orat atin ing g thos thosee comp compet eten enci cies es throughout the various processes (i.e. evaluation, trainging, recruitment) of the organization. It generally examines two areas: emotional intelligence or emot emotio iona nall qu quot otie ient nt,, and and stre streng ngth thss of the the indi indivi vidu dual al in area areass like like team team structure, leadership, and decision making.
Large Large organi organizat zation ionss frequ frequent ently ly employ employ some some form form of compet competenc ency y mapping to understand how to most effectively employ the competencies of stre streng ngth thss of work worker ers. s. Th This is stud study y help helpss to anal analyz yzee the the comb combin inat atio ion n 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 indicators and key player, who do • Know the key areas of performance indicators the process
• Understand the benefits of the system • Know how it helps in designing the competency based hiring system. Know ow ho how w it he help lpss in pl plan anni ning ng tr trai aini ning ng an and d de deve velo lopm pmen entt of th thee • Kn employees. Know ow ho how w it he help lpss in th thee fu futu ture re kn know owle ledg dgee re requ quir irem emen entt of th thee • Kn 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 is proj projec ectt has has been been un unde dert rtak aken en to shar sharee my expe experi rien ence cess on • Th 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. also aim aims at un unde ders rsta tand ndiing the the probl roblem emss assoc ssocia iate ted d wit with • It also comp compet eten ency cy mapp mappin ing g and and sugg sugges ests ts meas measur ures es to be adop adopte ted d 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 comp compet eten ency cy base based d hiri hiring ng and and care career er enha enhanc ncem emen entt for for thei their r employees.
•
Few Few reco recomm mmen enda dati tion on and and meth method odol olog ogy y of the the comp compet eten ency cy mapp mappin ing g have have been been incl includ uded ed in the the proj projec ectt to show show the the way way different companies are evaluating performance of their employees
CHAPTER 2 Literature Survey
INTRODUCTION
Competency Mapping is processes of identifying key competencies for an organi organizat zation ion and/or and/or a job and incorp incorpora oratin ting g those those compet competenc encies ies 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 them valu valuab able le to a po pote tent ntia iall empl employ oyer er.. Th Thes esee kind kindss of skil skills ls can can be determined, when one is ready to do the work. DEFINITION:
According to Boyatzis (1982) “A capacity that exists in a person that lead leadss to beha behavi vior orss that that meet meetss the the job job dema demand ndss with within in para parame mete ters rs 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 KNOWLEDGE:: understan understanding ding acquired acquired through through learning. 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 PERSONAL ATTRIBUTE ATTRIBUTES: S: inherent inherent characteri characteristics stics which are bro broug ught ht to the the job, job, repr repres esen enti ting ng the the esse essent ntia iall foun founda dati tion on up upon on whic which h knowledge and skill can be developed. 4. BEHAVIOR: The observable demonstration of some competency, skill, skill, kno knowle wledge dge and person personal al attrib attribute utes. s. It is an essent essential ially ly defin definiti itive ve 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 first stage stage of mappin mapping g requir requires es und unders erstan tandin ding g the vision vision and mission of the organization. SECOND STAGE:
Second stage requires understanding from the superior performers the beh behav avio iora rall as well well as the the func functi tion onal al aspe aspect ctss requ requir ired ed to perf perfor orm m job 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. iv. Trai Traini nin ng to the asse assess sso or sho should uld ind ndic icat atee thei theirr tho thoroug rough h 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. Establ Establish ish expect expectati ations ons for for perfor performan mance ce excell excellenc ence, e, result resulting ing 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. Clar Clarif ify y stan standa dard rdss of exce excell llen ence ce for for easi easier er comm commun unic icat atio ion n of performance expectations to direct reports.
Provide a clear foundation for dialogue to occur between the manager and employee about performance, development, 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 FIVE
TYPE TYPES S
OF
COMP COMPET ETEN ENCY CY
CHAR CHARAC ACTE TERI RIST STIC ICS: S:
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: Traits: physical physical character characteristic isticss and consisten consistentt response response to situation situation or information. E.g. reaction time and good eyesight are physical trait competencies of combat pilots. 3. Self-concept: A person’s attitude, values, or self-image. E.g. E.g. Self Self-c -con onfi fide denc nce, e, a pers person on’s ’s beli belief ef that that he can can be effe effect ctiv ivee in any any situation is a part of that person’s concept of self. 4. Know Knowle ledg dge: e: Info Inform rmat atio ion n a pers person on has has in spec specif ific ic cont conten entt area areass E.g. A surgeon’s knowledge of nerves and muscles in the human body. Skill: The ability to perform a certain physical or mental task. E.g. A dentist’s 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 stru struct ctur ured ed inte interv rvie iew w to iden identi tify fy spec specif ific ic beha behavi vior orss whic which h produce successful results. It identifies and compares thoughts, feelings, behav behavior iorss and outcom outcomes es report reported ed by outsta outstandi nding ng perfor performer merss with with those those reported by average performers and is a tool for identifying differentiating competencies. Assessment Centres Use mult multip iple le meth method odss and and mult multip iple le asse assess ssor orss to enha enhanc ncee Use 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 cons consul ulta tant nt can can ever ever have have all all the the kn know owle ledg dgee requ requir ired ed to iden identi tify fy the 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 consultant’s 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
Thee info Th inform rmat atio ion n of data data was was coll collec ecte ted d for for the the firs firstt time time by the 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 acco accord rdin ingl gly. y. Seco Second ndar ary y data data for for this this stud study y are are coll collec ecte ted d thro throug ugh h the the organization library, brouchers, reports and from company website.
Data collection tool
Prima Primary ry data data was collec collected ted using using a well well struct structure ured d questi questionn onnair aire. e. Closed ended questions have been used in the questionnaire. In this closed ended questionnaire, Richard’s 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 te 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
Thee Samp Th Sample le size ize con consist sistss of 100 resp respon onde den nts of Mani ani India dia 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 Simple perc percent entage age anal analysi ysis. s. 2. Weig Weight hted ed aver averag agee 3. corr correl elat atio ion n
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 =
No . of respondent Total
s
no . of respondent
s
×100
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=Σwx/Σw
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, Karl’s Pearson method popularly known as pearsonian coefficient of correlation, is
most most widely widely used used in practi practice. ce. The correl correlati ation on coeffi coefficie cient nt is pop popula ularly rly 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 ΣDxDy – ΣdxΣDy)/ ((NΣDx2 – (ΣDx) 2) (NΣDy2 – (ΣDy)2))1/2
3.2 Limitations of the study
•
The respondents respondents may (team leaders) leaders) have a chance chance to give wrong 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
Gender
Number of respondents
Percentage
1
Male
58
58
2
Female
42
42
100
100
Total
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
Year of experience
Number of respondents
Percentage
1
0–1
68
68
2
1.1 – 2
22
22
3
2.1 – 4
6
6
4
4.1 – 6
4
4
Total
100
100
Chart 4.1.2 years of experience 80
s t n 70 e d 60 n o 50 p s e r 40 f o 30 r e b 20 m u 10 n
68
Table 2 Percentage 22 6
4
2.1 - 4
4.1 - 6
0 0-1
1.1 - 2
years
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. recruitment.
Table 4.1.3
Stress tolerance S.No
Number of res respond ponden ents ts
Opinion
Per Percen centage tage (%)
1
Maximum
52
52
2
Above average
40
40
3
Average
8
8
4
Below average
0
0
5
least
0
0
Total
100
100
Chart 4.1.3 Stress tolerance 60
52
s 50 t n e d 40 n o p 30 s e r f 20 o . o N 10
40 percentage
8 0
0
belo below w avg
leas leastt
0 maxim maximu um abov above avg
avg
5 point scale
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
Number of respondents
Opinion
Percentage (%)
1
Maximum
44
44
2
Above average
32
32
3
Average
22
22
4
Below average
2
2
5
least
0
0
Total
100
100
Chart 4.1.4 Self starting and proactive 50
s t n e d 40 n o p 30 s e r f o 20 r e b m10 u n
44 32 22
Percentage
2
0
belo elow avg
leas leastt
0
maxim maximu um abov above avg
avg
5-point scal scal e
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 younge you ngerr pop popula ulatio tion n have have intent intent toward towardss self self proact proactive ive nature nature.. This This will will certainly helps the organization to develop new leaders.
Table 4.1.5 Detail consciousness Opinion
Number of respondents
Percentage (%)
1
Maximum
37
37
2
Above average
30
30
3
Average
20
20
4
Below average
8
8
5
least
5
5
Total
100
S.No
100
Chart 4.1.5 Detail consciousness s t n 40 e d 35 n 30 o p 25 s e r 20 f o 15 r e 10 b 5 m u 0 n
37 30
g a v u m e m i v a x b o m a
20 Percentage 8
g a v
g a v w l o b e
5
t a s l 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. response .
Table 4.1.6
Team Player S.No
Number of respondents
Opinion
Percentage (%)
1
Maximum
35
35
2
Above average
25
25
3
Average
20
20
4
Below average
15
15
5
least
5
5
Total
100
100
Chart 4.1.6 Team player 40
e 35 l a c 30 s f 25 o r 20 e b 15 m 10 u n 5
35 25 20 Percentage
15 5
0
g a v u m e i m o v a x b m a
g a v w l o b e
g a v
t a s l 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 have team team work work.. Th This is can can be on onee of the the trai traini ning ng need need for for the the furt furthe her r development of the organization.
Table 4.1.7
Software Development Knowledge
S.No
Number of respondents
Opinion
Percentage (%)
1
Maximum
35
35
2
Above average
26
26
3
Average
19
19
4
Below average
14
14
5
least
6
6
Total
100
100
Chart 4.1.7 Software Development Knowledge 40
s t n 35 e d 30 n o p 25 s e r 20 f o 15 r e b 10 m u 5 N
35 26 19
Percentage 14 6
0
maxim maximu um abov above avg
avg
belo elow avg
5-point scal scal e
leas leastt
Inference:
Thee grap Th raph agai again n alarm larmss at the the deve devellop opm ment ent of the the sof softwar twaree 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 samp sample le po popu pula lati tion on have have agre agreed ed full fully y that that they they have have enou enough gh Soft Softwa ware re development knowledge.
Table 4.1.8
Numerical interpretation
S.No
Number of respondents
Opinion
Percentage (% (%)
1
Maximum
45
45
2
Above average
32
32
3
Average
16
16
4
Below average
7
7
5
least
0
0
Total
100
100
Chart 4.1.8
Numerical interpretation 50
s t n e d 40 n o p 30 s e r f o 20 r e b m10 u N
45 32 Percentage 16 7 0
0
maxim maximu um abov above avg
avg
belo below w avg
leas leastt
5-point scal scal e
Inference:
Numerical ability is always going to be a very important factor for the select selection ion of the candid candidate ates, s, partic particula ularly rly when when it comes comes to the Softw Software are
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
S.No
Number of respondents
Opinion
Percentage (%)
1
Maximum
50
45
2
Above average
32
32
3
Average
14
16
4
Below average
4
7
5
least
0
0
Total
100
100
Chart 4.1.9
Programming Programming Know ledge 60
s t n 50 e d n o 40 p s e r 30 f o r 20 e b m10 u N
50
32 Percentage 14 4
0
0
maxim maximu um abov above avg
avg
belo below w avg
leas leastt
5-point scal scal e
Inference:
Similar to the Numerical ability, the programming knowledge of the empl employ oyee eess is a vita vitall for for a soft softwa ware re comp compan any. y. Th Thee comp compet eten ency cy base based d
sele select ctio ion n has has prov proved ed that that it help helpss the the orga organi niza zati tion on to have have comp compet eten entt reso resour urce ce with with soun sound d prog progra ramm mmin ing g kn know owle ledg dge. e. 72 72% % of the the samp sample le population have agreed that they have enough programming knowledge.
Table 4.1.10
Knowledge level on Respective Coding concepts, standards and specification
Opinion
Number of respondents
1
Maximum
48
48
2
Above average
34
34
3
Average
12
12
4
Below average
6
6
5
least
0
0
S.No
Total
100
Chart 4.1.10
Knowledge on respective 60
s t n 50 e d n o 40 p s e r 30 f o r 20 e b m10 u N
48 34 Percentage 12 6 0
0
maxim maximu um abov above avg
avg avg
belo below w avg
5-point scal scal e
Inference:
leas leastt
Percentage (%)
100
82% have agreed that they are very well equipped in Coding concepts, stan standa dard rdss and and spec specif ific icat atio ion n to perf perfor orm m a part partic icul ular ar job job prof profil ile. e. Th Thee recr recrui uittment ment was effi effici cien entt in hir hiring ing these hese reso esource urcess wit with pre prefer ferred red competence.
Table 4.1.11
Technical skills
S.No
Number of respondents
Opinion
Percentage (%)
1
Maximum
32
32
2
Above average
34
34
3
Average
22
22
4
Below average
9
9
5
least
3
3
100
100
Total Chart 4.1.11 Technical S kills kills 40
s t n 35 e d 30 n o p 25 s e r 20 f o 15 r e b 10 m u 5 N
32
34
22 Percentage 9 3
0
maxim maximum um abov above avg
avg
below elow avg avg
5-point scale
Inference:
leas leastt
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
S.No
Number of respondents
Opinion
Percentage (%)
1
Maximum
48
48
2
Above average
34
34
3
Average
12
12
4
Below average
6
6
5
least
0
0
Total
100
100
Chart 4.1.12 Programming skill s kills s 60
s t n 50 e d n o 40 p s e r 30 f o r 20 e b m10 u N
48 34 Percentage 12 6 0
0
maxim maximum um abov above avg
avg
belo below w avg
5-point scale
Inference:
leas leastt
From the above table it is clear that 48% of the respondents are maximu maximum m that that the progr programm amming ing skills skills.. 34% of the respon responden dents ts above above average to the above statement, so the programming skills is effective.
Table 4.1.13
Initiative S.No
Number of respondents
Opinion
Percentage (%)
1
Maximum Ma
2
2
2
Above average
18
18
3
Average
40
40
4
Below average
25
25
5
least
15
15
Total
100
Chart 4.1.13
Initiative 45
s t n 40 e d 35 n o 30 p s 25 e r f 20 o r 15 e b 10 m u 5 N
40
25 18
15
2
0
maxim maximu um abov above avg
avg avg
belo below w avg
5-point scal scal e
leas leastt
Percentage
100
Initia Initiativ tive: e: Take Take vo volun luntar tary y steps steps to addres addresss existi existing ng and potent potential ial 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
S.No
Opinion
Number of respondents
Percentage (%)
1
Maximum
13
13
2
Above average
40
40
3
Average
29
29
4
Below average
10
10
5
least
8
8
Total Chart 4.1.14
100
100
Time Management 45
s t n 40 e d 35 n o 30 p s 25 e r f 20 o r 15 e b 10 m u 5 N
40 29 Percentage 13
10
8
0
maxim maximu um abov above avg
avg avg
belo below w avg
leas leastt
5-point scal scal e
Inference:
69% 69 % of the the po popu pula lati tion on op opin inio ion n fall fallss betw betwee een n abov abovee aver averag agee and and aver averag agee on time time mana manage geme ment nt.. Th Thee most most of the the yo youn ung g po popu pula lati tion on are 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
S.No
Percentage (%)
1
Maximum
38
38
2
Above average
39
39
3
Average
16
16
4
Below average
6
6
5
least
1
1
Total Chart 4.1.15
100
100
Team Spirit 45
s t n 40 e d 35 n o 30 p s 25 e r f 20 o r 15 e b 10 m u 5 N
38
39
Percentage
16 6 1
0
maxim maximu um abov above avg
avg avg
belo below w avg
leas leastt
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
Opinion
Number of respondents
Percentage (%)
1
Maximum
14
14
2
Above average
37
37
3
Average
23
23
4
Below average
14
14
5
least
12
12
100
100
Total Chart 4.1.16
Flexibility 37
40
s t n 35 e d 30 n o p 25 s e r 20 f o 15 r e b 10 m u 5 N
23 14
14
Percentage 12
0
maxim maximu um abov above avg
avg avg
belo below w avg
leas leastt
5-point scal scal e
Inference:
Flex Flexib ibil ilit ity y is the the fact factor or whic which h is miss missin ing, g, sinc sincee the the 60 60% % of the 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 communication
S.No
Opinion
Number of respondents
Percentage (%)
1
Maximum
47
47
2
Above average
32
32
3
Average
12
12
4
Below average
8
8
5
least
1
1
100
100
Total
Chart 4.1.17
Precision in communication 50 45
47
40 35 30
32
25 20 15 10
Percentage 12 8
5 0
1 maxi maximu mum m ab above avg
avg
belo elow avg
lea 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
S.No
Opinion
Number of respondents
Percentage (%)
1
Maximum
42
42
2
Above average
36
36
3
Average
10
10
4
Below average
6
6
5
le least
6
6
Total
100
100
Chart 4.1.18
Committed to responsibilities responsibilities 42
45
s t n 40 e d 35 n o 30 p s 25 e r f 20 o r 15 e b 10 m u 5 N
36
Percentage 10 6
6
below avg
leas t
0
max imum
above avg
avg
5-point scale
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
opinion
Number Of respondents( W)
Weighted value (X)
Values (W*X)
1
Maximum
42
5
21 0
2
Above average
36
4
14 4
3
Average
10
3
30
4
Below average
6
2
12
5
least
6
1
0
Total
Σw=100
Σwx= 444
Stress tolerance Formulae: X=Σwx/Σw = 4.44 Table 4.2.2 Self starting and proactive
S.No
opinion
Number Of respondents (W)
Weighted value(X)
Values (W*X)
1
Maximum
44
5
2
Above average
32
4
128
3
Average
22
3
66
4
Below average
2
2
4
5
least
0
1
0
Total
Σw=100
220
Σwx = 418
Formulae: X=Σwx/Σw = 4.18
Table 4.2.3 Detail consciousness
S.No
opinion
Number Of respondents(W)
Weighted value(X)
Values (W*X)
1
Maximum
37
5
185
2
Above average
30
4
120
3
Average
20
3
60
4
Below average
8
2
16
5
least
5
1
5
Total
Σw=100
Σwx=386
Formulae: X=Σwx/Σw = 3.86 Table 4.2.4 Team Player S.No
opinion
Number Of respondents(W)
Weighte d value(X)
Values (W*X)
1
Maximum
35
5
175
2
Above average
25
4
100
3
Average
20
3
60
4
Below average
15
2
30
5
least
5
1
5
Total
Σw=100
Σwx=37
Formulae: X=Σwx/Σw = 3.7
1.Personal competencies competencies
Weight age
Rank
Stress tolerance
4.44
I
Self starting and proactive
4.18
II
Detail consciousness
3.86
III
Team Player
3.7
IV
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
opinion
Maximum
Number Of respondents(W)
Weighted value(X)
Values (W*X)
35
5
175
2
Above average
26
4
104
3
Average
19
3
57
4
Below average
14
2
28
5
least
6
1
6
Total
Σw=100
Σwx=37
Formulae: X=Σwx/Σw = 3.7 Table 4.2.6 Numerical interpretation: interpretation:
S.No
opinion
Number Of respondents(W)
Weighted value(X)
Value s (W*X)
1
Maximum
45
5
2 25
2
Above average
32
4
1 28
3
Average
16
3
48
4
Below average
7
2
14
5
least
0
1
0
Total
Σw=100
Σwx=415
Formulae: X=Σwx/Σxw= 4.15
Table 4.2.7
S.No
opinion
Number Of respondents(W)
Weighted value(X)
Valu es (W*X)
1
Maximum
50
5
250
2
Above average
32
4
128
3
Average
14
3
42
4
Below average
4
2
8
5
least
0
1
0
Total
Σw=100
Σwx=428
Programming Knowledge: Formulae: X=Σwx/Σw = 4.28 Table 4.2.8 Knowledge level on Respective Coding concepts, standards and specification
S.No
opinion
Number of respondents(w)
Weighted value(X)
Valu es (W*X)
1
Maximum
48
5
240
2
Above average
34
4
136
3
Average
12
3
36
4
Below average
6
2
12
5
least
0
1
0
Total
Σw=100
Σwx=424
Formulae: X=Σwx/Σw = 4.24
2.Knowledge level competencies
Weight age
Rank
3.7
IV
Numerical interpretation
4.15
III
Programming Knowledge
4.28
I
Software Development Development Knowledge
Knowledge on Respective Coding concepts
4.24
II
Inference:
In this this kno knowle wledge dge level level compet competenc ency y catego category, ry, least least was toward towardss competency “Software Development Knowledge” – The employees may have less visualization on the entire software development life cycle process. Thee othe Th otherr comp compet eten enci cies es like like Nume Numeri rica call inte interp rpre reta tati tion on,, Prog Progra ramm mmin ing g knowledge and coding skill are very impressive. So agai again n cond conduc ucti ting ng lect lectur ures es and and work worksh shop op on the the Soft Softwa ware re development life cycle may be a good initiative for the development of the organization.
Table 4.2.9 Technical skills
S.No
opinion
Number of respondents(W)
Weighted value(X)
Values (W*X)
1
Maximum
32
5
1 60
2
Above average
34
4
1 36
3
Average
22
3
66
4
Below average
9
2
18
5
least
6
1
6
Total
Σw=100
Σwx=383
Formulae: X=Σwx/Σw = 3.83 Table 4.2.10 Programming Skills
S.No
opinion
Number of respondents(W)
Weighted value(X)
Values (W*X)
1
Maximum
48
5
240
2
Above average
34
4
136
3
A Av verage
12
3
36
4
Below average
6
2
12
5
least
0
1
0
Total
Σw=100
Σwx=424
Formulae: X=Σwx/Σw = 4.24
Table 4.2.11 Initiative
S.No
opinion
Number of respondents(W)
Weighted value(X)
Values (W*X)
1
Maximum
2
5
10
2
Above average
18
4
72
3
Average
40
3
120
4
Below average
25
2
50
5
least
15
1
15
Total
Σw=100
Σwx=267
Formulae: X=Σwx/Σw =2.67 Table 4.2.12 Time management
S.No
opinion
Number of respondents(W)
Weighted value(X)
Values (W*X)
1
Maximum
13
5
65
2
Above average
40
4
1 60
3
Av A verage
29
3
87
4
Below average
10
2
20
5
least
8
1
8
Total Formulae: X=Σwx/Σxw= 3.4
Σw=100
Σwx=34
3.Job related competencies
skills/
Weight age
Rank
Technical skills
3.83
II
Programming Skills
4.24
I
Initiative
2.67
IV
Time management
3.4
III
Inference:
One of the least weighted average in the entire study is the initiatives of the the empl employ oyee ees. s. Sinc Sincee more more than than 65 65% % of the the empl employ oyee eess fall fallss in the the category category of less than one year experience, experience, they new employees 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
opinion
Number no respondents
Weighted value(X)
Values (W*X)
1
Maximum
38
5
190
2
Above average
39
4
156
3
Average
16
3
48
4
Below average
6
2
12
5
least
1
1
1
Total
Σw=100
Σwx=407
Formulae: X=Σwx/Σw = 4.07 Table 4.2.14 Flexibility
S.No
opinion
Number no respondents
Weighted value(X)
Values (W*X)
1
Maximum
14
5
70
2
Above average
37
4
148
3
Average
23
3
69
4
Below average
14
2
28
5
least
12
1
12
Total
Σw=100
Formulae: X=Σwx/Σw= 3.27
Table 4.2.15
Σwx=327
Precision in communication
S.No
opinion
Number of Weighted respondent(W) value(X)
Values (W*X)
1
Maximum
47
5
235
2
Above average
32
4
128
3
Average
12
3
36
4
Below average
8
2
16
5
least
1
1
1
Total
Σw=100
Σwx=416
Formulae: X=Σwx/Σw =4.16 Table 4.2.16 Committed to responsibilities
S.No
Opinion
Number of respondents(W)
Weigh ted value(X)
Values (W*X)
1
Maximum
42
5
210
2
Above average
36
4
144
3
Average
10
3
30
4
Below average
6
2
12
5
least
6
1
6
Total
Formulae: X=Σwx/Σw= 4.02
Σw=100
Σwx=402
4.Interpersonal leadership skills/competencies
and Weight age
Rank
Team spirit
4.07
II
Flexibility
3.27
IV
Precision n communication 4.16 Committed to responsibilities
4.02
I III
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 organizational culture of MIT and its productivity of the employee.
Maximum
FACTORS
Above average
Average
Below average
Least
Technical Techni cal skill skillss (X)
32
34
22
9
3
Programming skills (Y)
46
36
11
6
1
X
Y
DX=X-20
32
46
12
34
36
22
DX^2
DY^2
26
144
676
312
14
16
196
256
224
11
2
-9
4
81
-18
9
6
-11
-14
121
196
154
3
1
-17
-19
289
361
323
0
754
1570
995
100
100
0
DY= Y-20
the
DXDY
R= (N ΣDxDy – ΣdxΣDy)/ ((NΣDx2 – (ΣDx) 2) (NΣDy2 – (ΣDy)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
Stre Stresss tole tolera ranc ncee : Cope up with work strains that arises as a consequence of work workin ing g situ situat atio ions ns of targets, deadlines, work load and pressure from superiors
5
4
3
2
1
2
Self Self start tartin ing g and and Respon ond d to the the proactive : Resp needs of the instant situations voluntarily
5
4
3
2
1
3
Detail consciousness : Explore into the necessary details, so as to get the exact information needed
5
4
3
2
1
4
Team Team Player: Player: Can able to work with the team and contri contribut butee to team team out put
5
4
3
2
1
2.Knowledge level competencies
1
Software Developm Development ent Knowled Knowledge ge : Know each and every Steps of SDLC Cycle
5
4
3
2
1
2
Numerical interpretation : Comfortable with numerical facts and exercises qua quantitative reaso asonin ning effectively to derive solution
5
4
3
2
1
3
Programming Posses es very very Knowledge: Poss good programming (Software (Software Language Language Skills) Skills) knowledge
5
4
3
2
1
4
Knowledge on Respective Coding concepts, concepts, standards and specification
5
4
3
2
1
3. Job related skills/competencies
1
Technical skills
5
4
3
2
1
2
Programming Have excellent Skills : Software coding knowledge and able to apply this knowledge to the work for the effective performance of the job things
5
4
3
2
1
3
Take Initiative: volunt voluntary ary steps steps to addres addresss existing and potential problems at the work place
5
4
3
2
1
4
Time management: timely pl plan the wor works and complete the task ask on time ime to meet the deadline.
5
4
3
2
1
4
3
2
1
4.Interpersonal and leadership skills/competencies
1
Work Team Team spirit spirit: Work with with the the spiri piritt unit unity y and and
5
shares knowledge with one another 2
Alter Flexibility: and deviate individual work plan to suite to the changing needs needs of the the orga organi niza zati tion on and the department
5
4
3
2
1
3
Precision
in communication
5
4
3
2
1
4
Committed to Exercis cise responsibilities : the the resp respon onsi sibi bili liti ties es with with trust, sincerity and commitment
5
4
3
2
1