CHAPTER-1

INTRODUCTION
TO
COMPANY

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INTRODUCTION TO COMPANY

COMPANY’S PROFILE:

Solitaire Infosys Private Limited (SIPL) is a global IT solutions

provider company with extensive workforce of efficient employees. They offer
complete cycle of IT services in the domains of Software Development, Web-
based Technologies and Internet Marketing.
Company quality as well as business-driven advent distinguishes us from
conventional web design companies. Being a pioneer website design &
development company, They don’t just deliver the job-They deliver it keeping
in mind the best for company. And this might be the reason that brings
clients back to us again and again.

SIPL Emphasis On:

The Service: They value relationships with consumers and have
embellished company by rendering above average service.
The Professionalism: A web Application that looks incredible conveys a
professional view of company business and would really exhibit for
company.
The Technology: A website that will have good technicality, designing
and developing professional who will make the websites ranging from a
simple place holder to dynamic database driven web sites.
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MISSION AND VISION OF THE COMPANY:
Mission: To Endow client qualitative and consistent Web Service
Vision: Be with you in every step of the way from the idea creation and
developing a business model straight through to design and technology
implementation.

HISTORY OF THE COMPANY:

Solitaire Infosys Private Limited is a Private incorporated on 06 June 2011.
It is classified as Non-govt Company and is registered at Registrar of
Companies, Chandigarh. Its authorized share capital is Rs. 900,000 and its
paid up capital is Rs. 100,000.It is involved in other computer related
activities [for example maintenance of websites of other firms/ creation of
multimedia presentation for other firms etc.]

PRESENT STATUS OF THE COMPANY:

Current status of Solitaire Infosys Private Limited is - Active.
MANAGEMENT OF THE COMPANY:
Directors of Solitaire Infosys Private Limited are Jogvinder Singh and
Rajesh Sharma.
OFFICES OF THE COMPANY:
India
C-110, Industrial Area Phase-VII
Mohali INDIA
Phone: +91-9876656700 +91-9872220856
Email: info@slinfy.com
USA
24891 Owens Lake CIR
Lake Forest, CA
92630-2522.

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Canada
SUITE 208, 3474-93
STREET NW EDMONTON ALBERTA-T6E 6A4
CANADA

OBJECTIVES OF THE COMPANY:

They aim to push company limits and accomplish beyond the definition of
success at the same time redefining excellence with every step and endeavor
we undertake. They believe in the power of a bond that we build with
company clients and the power of people that are connected by the wonders
of technology. They are driven by company beliefs and principles that have
helped us touch and impact lives of the people working with us and the
people we proudly serve. There objective is to bring together people with
diverse opinions and point of views to generate new possibilities and
opportunities by turning the potential of technology into evocative solutions.

What Solitaire does

At Solitaire Infosys , they work with enhanced and smart strategies to build
and deliver the most robust, flexible and sophisticated solutions and
services for company clients. They have over time extended company
expertise to a multitude of IT services with an innovative approach to cater
to and engage with the growing and changing market trends. There high end
services extend from building company business online from a scratch with
the most promising and pioneering technologies and hands on solutions, to
maintaining and upholding company business models for a long term and
ever growing revenue as well as reputation. They function while
collaborating with company clients to generate comprehensive strategies to
capitalize on company cutting-edge applications. The wide band of company
services hoists the flagship of many accolades. They serve with par
excellence in the following spheres of technology and business:

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Web Development: They ascertain to make company business visible
and acknowledged on the web through company efforts and expertise in
Web development technologies which include PHP Development. CMS
Development, .Net and E-commerce Development. There proficient team of
developers strive o provide comprehensive and resourceful web solutions to
grow company business on the web.

Mobile Applications: With almost the whole world operating now

through Smart phones and mobile applications, if they believe Mobile
application is the next step to bring company business to company targeted
customers then they can turn company beliefs into reality. Being an
innovation-driven family of bright minds, they seek and deliver reliable and
out-of-the-box ideas for robust and new age mobile applications. There
flexible mobile application technologies include Unity 3D gaming Apps,
Cross-platform Mobile Development using Phone Gap along with the native
Android, I Phone and Windows Mobile Applications.

Digital Marketing: When company business goes digital and online then
the need to market it and sell services and products online is a major
concern which requires unique and cost effective solutions. There Digital
Marketing services assure an amplified and unparalleled success rate for
company business online. Using the most creative ideologies and
technologies to present business in Digital Media Ecosystems. They promote
and enhance branding strategies through streamlined content generation
and its seamless distribution on multiple media channels. There customized
Digital Marketing solutions include:
Search Engine Optimization, SEO
Social Media Optimization, SMO
Pay per Click, PPC
Email Marketing

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Maintenance: They not only build and develop but they assure
sustainability of company systems. They leverage company clients to enjoy a
solo maintenance account to avoid the frustration and hassle of handling
costly and nerve wrecking crash downs and problems. Solitaire provide us
the best possible maintenance solutions using excellent maintenance tools
to update, enhance and repair company digital accounts and websites. They
offer a host of maintenance services including:
ERP Maintenance
CMS Maintenance
App Maintenance
Web Maintenance

SERVICES AND PRODUCTS OF THE COMPANY:

At Solitaire, with their strategy to create new markets and market trends
with their innovative approach, engagements and high-end services, they
help their clients to adapt the fast-moving market trends and to make them
the market leaders. They operate with a philosophy of partnering with the
client to maximize and enhance their applications ROI. This leverages
company product engineering heritage to build cutting-edge applications for
matching with customer’s changing business requirements.

SERVICES (DIGITAL MARKETING) :

There digital marketing services are amplified by there unparalleled
expertise in technology and a precised vision on customization and
creativity. Slinfy Online marketing services are extendable to marketers and
agencies to create intelligent digital media ecosystems, develop brand
awareness and streamline content development and distribution across
multiple digital channels. Thus, these services help enterprises gain a
lasting competitive advantage with the creation of smart and flexible digital
marketing ecosystems.

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SMO:
Most of the individuals spend a considerable time on social media websites
for various purposes. If you are not making the optimal use of such a social
media website for the promotion of company product or service, then they
are providing the path to company competitors to come and strike the
conversation with the individuals who could have been once company
customer.

SEO:
SEO is optimizing company business’s online presence to appear in online
search results for company city or globally. Search engines focus on
rewarding those websites that offer people the excellent user experiences
and valuable content.
There SEO techniques are not only effective, but also meaningful. They
focus on creating websites like visiting and search engines like seeing,
because company business is unique & it has unique goals, customers, and
needs. That’s why they offer customized solutions to fit the needs of
company business and budget.

EMAIL MARKETING:
With the best in email marketing tools to monitor advanced statistical ratios,
response indicators and other key indicators, they make company campaign
simply successful. By industry best practices, They are sure to get
maximum delivery to company pre targeted customers inbox, Round-the-
clock monitoring is worked out to make sure company email reaches
company customer’s inbox i.e. destination.

PPC:
A quickest and most controllable way to get company website to the top of
the search results is the key company want when people are looking for
company type of business online. They make it easier for us to minimize
company botheration and market company business on several web pages
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and because company pay per click, it is easy to control company budget
and return on investment for company campaign.

PRODUCTS:
Campus edge:
Solitaire Infosys Inc, a leading IT firm has invented a solution “Campus
Edge” which helps educational institutions to collect all the data
automatically. This Software is specially designed to meet all the data
management requirements of educational institutions. Campus Edge is
carefully crafted to reduce the manual efforts of institution to maintain and
store daily data of students & staff members.
Campus Edge Software has following modules:
Enquiry Manage
E-Admission Manager
E-Fee Manager
E-Accountant Manager
E-Inventory Manager
E-Planner Manager
E- Attendance Manager
E- HR Manager
E- Payroll Manager
E- Library Manager
E- Examination Manager
E- Cyber Manager
E- Location Manger

The Twitt :
The Twitt is an aspiring media and publishing website that defines this
generation of Gadgets and Gizmos. The Twit aims to introduce us to the
most eclectic and newest technologies. They serve to be company one stop
platform to stay informed, enthused and gripped by the marvels of
Technology. Find the most exquisite information on the most avant-garde
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topics. Voice company ideas and opinions and join the Digital Revolution.
Pin goo adventure:
Pin goo adventure is a game from all groups which is entertaining and rich
graphics with a wonderful gaming experience.

Role in Education

At Solitaire Infosys They believe to work and strive to make the world a
better place by putting in efforts in every little and major way possible. To
achieve those societal goals at large they conceived a dream to propagate
and inculcate knowledge offering the best level of educational programs to
the aspiring youth of nation. With a vision to attain global success they
believe and work hard to reach the heights of success with pioneering and
brilliant young ideas with the potential to bring in the wave of change and
advancement. With this secular belief they have extended they footing into
the sphere of education to deliver high quality and substantial educational
and skill enhancement programs for the young entrepreneurs and
innovators. At Solitaire Infosys They value the learning process and so They
have been delivering renewed learning experiences in reputed Educational
institutes all across northern India.

The value of Learning Process

Today, with every process going digital the learning process too has
advanced and reached new limits with online study and certification
programs providing customized learning solutions. They as a Professional
training center prepare candidates for the corporate society and work
environments to achieve personal as well as organizational goals. They offer
unique learning process which is valued by for their comprehensive
approach and relevance to the real world statistics. They aim and work hard
to deliver knowledge at its best in order to encourage individual skill set that
helps the candidate to capitalize technology through the learning process.
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Transformed Learning Process
At Solitaire, They provide renewed and transformed learning process
through effective utilization of digital work environments which enhance the
learning process through content and virtual strategies. They let the
candidates experience a healthy corporate ecosystem for learning the
relative functionalities of the subject opted for certification. Working on
diverse range of technologies they offer the aspiring candidates a vital
opportunity to inculcate and develop an aptitude for the technologies.
They train and prepare candidates for competent profiles using the most
robust and accurate strategies to assess and evaluate the progress of
candidates throughout the propagation of the respective skill development
program.

Enhanced Learning on New System

With the best systems and technologies to be offered for on hands
accessibility they promise enhanced learning opportunities on new systems
and technologies which are effectively embedded in the skill set of the
candidates. They programs are intuitively designed to e encourage
collaboration between candidates, instructors as well as the administrators
for a resourceful learning experience. Social learning experiences are best
carried out virtual classrooms and cloud data sharing environments. They
assure an enriching learning experience by offering immediate access to
data and content repositories which are cloud-hosted to ensure
simultaneous adoption by several sources.

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 CHAPTER-2

INTRODUCTION
TO
TOPIC

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INTRODUCTION

AN INSIGHT INTO COMPETENCY MAPPING

OVERVIEW

Today’s competitive and an uncertain business scenario has urged

organizations to change the way they have been creating value and
conducting business. “Survival of the fittest” is the theory that is defining
the winners in business, today. The shifting business paradigm is forcing
organizations to reformulate their business strategies so as to include,
issues of human assets, as one of the key components. It has become
essential for organizations to design a kind of people management that
would act as a key to business success. Thus, the new world of work, is
reinventing Human Resource Management (HRM) to capitalize on employees'
talent rather than force-fitting employees into a “job-box” and this has been
facilitated by making ‘job competency – a key element of human capital’,
the foundation for all Human Resource (HR) efforts. Today, the move is
towards a measurable, objective and a competency-based HRM - a new way
of defining and assessing the hard-to-measure traits, or otherwise, the soft
skills of employees.

Since their introduction two decades ago, competency models and

competency-based Human Resource Management have become the best
practice of business focused HR processes for thousands of businesses.
Competencies have stood the test of time and are now required for
organizations seeking to integrate their HR practices with the strategic and
operational needs of business.

WHAT ARE COMPETENCIES?

“Competencies are the characteristics of a manager that lead to the

demonstration of knowledge, 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,
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 1989.
An analysis of the definition reveals:
 Competencies are the characteristics of a manager. This goes along with
our premise that competency is a characteristic of a person.
 Competencies lead to the demonstration of skills and abilities. Therefore,
competency must be demonstrated and hence must be observable. It
must not be inferred or extrapolated.
 Competencies must lead to effective performance. This means that the
performance of a person with competency must be significantly better
than that of a person without it. Competency thus refers to behavior,
differentiating success from merely doing the job.
 Competency also embodies the capacity to transfer skills and abilities
from one area to another. A sales person may be able to deliver his sales
pitch flawlessly but may be tongue-tied elsewhere. He lacks the
competency of ‘communication’. Thus competencies cannot be restricted
to a single job alone but the person must be able to carry them along.
This dispels the need to differentiate between generic and functional
competencies since this part of the definition excludes functional
competence, which is associated with a particular job.

Broadly defined, competencies are actions which are observable in the

execution of an individual’s work, characterizing effective performance in the
work.

IS COMPETENCE AND COMPETENCY DIFFERENT?

Very often, competence and competency are used interchangeably. It is

essential to understand that competence and competency are two different
terms.

 Competences refer to abilities based on work tasks or job responsibilities;

thus they define what has to be done.

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 Competencies refer to abilities based on behavior; thus they define how a job
has to be done, excellently.

Thus, for a sales manager, competence and competencies could be

differentiated as follows:

COMPETENCE COMPETENCIES

1. Prepare quotations and sales 1. Problem Solving and Judgment

order processing. 2. Drive and Determination
3. Commercial Awareness
2. Manage key accounts, the
4. Inter-personal skills
sales office and its staff.
5. Effective Communication
3. Supervise and motivate the
Field sales force.

The above competencies can be described further by Behavioral

Indicators which are observable behaviors or actions, defining a particular
competency, related to a specific role in an organization.

COMPETENCY & KNOWLEDGE SKILL AND ATTITUDE(KSA)

FACTORS

It is essential to understand how competency is related to

knowledge, skill and attitude factors.

Competencies only include behaviors that demonstrate excellent

performance. Therefore, they do not include knowledge, but do include
"applied" knowledge or the behavioral application of knowledge that
produces success. In addition, competencies do include skills, but only the
manifestation of skills that produce success. Finally, competencies are not
work attitudes, but do include observable behaviors related to attitudes.
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 E.g.:
Considering the position of a marketing manager in an
organization, competencies and KSAs for this position could be:

 Skill: Sets up new project introduction.

Competency: Positions a new project introduction so that it is clearly
differentiated in the market.

 Knowledge: Understands market dynamics.

Competency: Uses understanding of market pricing dynamics to develop
models.

 Attitude: Wants to do an excellent job.

Competency: Meets all commitments in a timely manner.

Today organizations are all talking in terms of competence. Gone are the
days when people used to talk in terms of skill sets, which would make their
organizations competitive. There has been a shift in the focus of the
organizations. Now they believe in excelling and not competing. It is better to
build a core competency that will see them through crisis. And what other
way than to develop the people, for human resource is the most valuable
resource any organization has.

THE PROCESS OF COMPETENCY MAPPING

“Competency mapping is the process of identification of the competencies

required to perform successfully a given job or role or a set of tasks at a
given point of time. It consists of breaking a given role or a job into its
constituent tasks or activities and identifying the competencies (technical,
managerial, behavioral, conceptual knowledge, an attitudes, skills, etc.)
needed to perform the same successfully”.

The product of competency mapping would be “a competency model which is

a descriptive set of predefined key competencies and proficiency levels
required to perform successfully in a specific job”.
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 Competency Mapping can be divided into four main categories:

1. Job Competency Mapping:

- Mapping based on the specific tasks of a particular job.

2. Role Competency Mapping:

- Mapping based on the part an individual employee plays in the
organization’s overall success.

3. Functional Competency Mapping:

- Mapping based on the skills required of an
employee in a particular function of the business, e.g. marketing or
finance.

4. Core Competency Mapping :

- Mapping based on the competencies that every employee should
have in keeping with the overall values and vision of the organization.

The process of competency mapping does not fit the one-size-fits all formula.
It has to be specific to the user organization. Hence, an organization needs
to create a model that reflects its own strategy, its own market, its own
customers, and the competencies that bring success in that specific context
(including national culture).

Competencies could be initially mapped with small, discrete groups or

teams, ideally in two directions-a 'horizontal slice' across the business that
takes in a multi-functional or multi-site group, more or less at the same
organizational level, and a 'vertical slice' taking in one whole department or
team from top to bottom. From that, the organization can learn about the
process of competency modeling, and how potential alternative formats for
the models may or may not fit the needs of the business.

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HOW ARE COMPETENCY-BASED PRACTICES USEFUL

For a Company, competency-based practices:

 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 data on development needs that emerge from group and/or
organizational composites that are an outcome of multi-rater
assessments.
 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.
 Build competitive advantage by strengthening core operations by
"raising the bar" and reinforcing behaviors that lead to top
performance.

For Managers, competency-based practices:

 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.
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For Employees, competency-based practices:

 Identify the success criteria (i.e., behavioral standards of performance

excellence) required to be successful in their role.
 Provide 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.

Research indicates that competencies are more likely to be determinants of

success in complex jobs, than knowledge and skills (Spencer, 1993). To be
truly effective, competency models must have strong and irrevocable ties to
the strategic issues of the organization The use of competency based
management systems affords companies the opportunity to concentrate on
their operations without sacrificing the need to have a well managed workforce.
Any investment an organization makes in competency profile development has
benefits far beyond the usefulness of the results for employee development
purposes. Thus, competencies are here to stay and create a win-win situation for
both the organization and its employees.

How can it help the overall HRD process of an organization?

Competency is a vehicle for organizational HRD applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within
the organization.
• Assessing the current performance and future development needs of
persons holding jobs and roles.
• Mapping succession possibilities for employees within the organization.
• Assigning compensation grades and levels to particular jobs and roles.
• Selecting applicants for open positions, using competency-based
interviewing techniques ETC.

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Why Should Individual Employees Map Their Competencies?
A list of compelling reasons includes, at a minimum, the following. An
individual:
• Gains a clearer sense of true marketability in today’s job market; once the
individual knows how his/her competencies compare to those that are
asked for by the job market in key positions of interest.
• Projects an appearance as a “cutting-edge” and well-prepared candidate,
who has taken the time to learn about competencies, investigate those in
demand, and map his/her own competencies prior to interviewing.
• Demonstrates self-confidence that comes from knowing one’s competitive
advantages more convincingly, and from being able to articulate those
advantages in specific language.
• Secures essential input to resume development - a set of important terms
to use in describing expertise derived from prior career experience.
• Gains advanced preparation for interviews, many of which may be
delivered using a competency- based approach called “structured behavioral
interviewing” or “behavioral event interviewing.”
• Develops the capability to compare one’s actual competencies to an
organization or position’s required/preferred competencies, in order to
create an Individual Development Plan.

How Do Competencies Relate to MANPOWER PLANNING?

COMPETENCE MAPPING PROVIDES THE MANPOWER PROFILE
-1. Organization-Wide (often called “core competencies” or those required for
organization success)
2. Job Family or Business Unit Competency PROFILE
3. Position-Specific Competency PROFILE
4.INDIVIDUAL profile.
THE ANALYSIS OF THESE INDICATES TO THE MANPOWER PLANNERS
-required manpower / competency profiles
-current availability of manpower / competency profiles
-estimated gap in manpower / competency .

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THIS INFORMATION [COMPETENCY] IS USED BY MANPOWER PLANNERS
IN
-Recruitment/Section Process
-Training
-Development
Since competency mapping provides database information for manpower
planning they are closely linked
-without competency mapping it is not possible to complete a successful
effective manpower planning.
COMPETENCY MAPPING IS HR TOOL USED IN
-Recruitment /Selection
-Training/Development
-Performance Management
-Career Planning/Development
-Succession Planning
-Manpower Planning
-Human Resource Development
-Human Resource Planning
-Human Resource Strategic Planning.
etc

How Do Competencies Relate to Individual Career Development?

First and foremost, competencies must be demonstrated by individuals.
Perhaps the most common place where they are demonstrated is within the
scope of a particular job or project involvement. However, competencies are
also developed and demonstrated by individuals in the following settings:
volunteer roles in the community, professional associations, school projects,
sports participation settings, and even within one’s own home life.

One of the first encounters with competencies for most individuals is in

securing employment with a new organization. Organizations that are
purposefully using cutting-edge methods to choose talent for positions or
project roles are engaging in what is called “competency-based interviewing
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 and selection”. These interviewing and selection methods are being used not
only for hiring external applicants, but also for staffing internal roles.
Many organizations that use competency-based interviewing and selection
are also later using the same competencies to assess performance, to
encourage future development plans from individuals, and to plan for
succession in the organization. Therefore, the individual employees in such
an organization will have an ongoing need to use and map their
competencies.

Benefits of competency mapping

 increase employee’s self-awareness and aid in career management

 identify new leaders and support organizations in succession planning

 helps in making promotion and internal mobility decisions more accurate
 helps in performance management of employees, individual departments
and overall organization
 provides scope for designing goal-directed training interventions

 assist in job evaluation

 develop a competent workforce by making recruitment and selection
structured and objective
 provide gap analysis reports which helps in all the above listed HR
processes

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CHAPTER 3
REVIEW
OF
LITERATURE

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Boyatzis (1982) defined competencies as a human ability to behave in a
way to meet job requirements in parameters given by the organization’s
environment and thus to achieve the required results. A competency is an
underlying characteristic of a person which enables him to deliver superior
performance in a given job, role or situation. It is a set of related knowledge,
skills and attributes that allow an individual to successfully perform a task
or an activity within a specific function or job.

According to Richard et al. (2009) organizational effectiveness

captures organizational performance plus the myriad internal performance
outcomes normally associated with more efficient or effective operations and
other external measures that relate to considerations that are broader than
those simply associated with economic valuation (either by shareholders,
managers, or customers).

Azmawani Abd Rahman (2013) conducted a study to investigate

whether efforts invested by Malaysian manufacturers in employee training
and knowledge transfer affect organizational effectiveness. Authors found
that enhancing competencies of employees helps in improving organizational
effectiveness. In order to enhance organisational effectiveness, environment
should be created that will encourage employee to increase their
competencies. Higher employee competencies lead to higher organizational
effectiveness.

McClelland (1973) presented data that traditional achievement and

intelligence scores may not be able to predict job success and what is
required is to profile the exact competencies required to perform a
given job effectively and measure them using a variety of tests. He
defined ‗competence‘ as ―a personal trait or set of habits that leads to
more effective or superior job performance, in other words, an ―ability
that adds clear eco- nomic value to the efforts of a person on the job.

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 Boyatzis (1982, 2007) adopted the term competency an
“underlying characteristic of an individual that is casually (change in
one variable cause change in another) related to superior performance
in a job”. He identified that there were 19 generic competencies that
outstanding managers tend to have. He clubbed those 19 generic
management competencies into five distinct clusters, as a goal and
action management, leadership, human resource management,
directing subordinates and focus on others.
Lucian Cernusca and Cristina Dima (2007) in their research
essay explained the concept of competency and how competency is
linked to performance and one‘s career development. The authors also
look into some models of competency mapping and appraisal tools for
performance management. A business might possess extremely capable
human resources, but they might not work on the position that suits
them. This is where competency mapping and the appraisal tools come
to help the HR experts choose who should work on what position.

Rothwell et al. (2004) addressed competency efforts in the USA

programmes have evolved from an early focus on distinctions between
best-in-class (exemplary) and fully-successful performers to become a
link between organizational strategy and organizational and individual
performance. Interests in competency-based approaches are growing.
Training and development professionals are using competency models
to clarify organization-specific competencies to improve human
performance and unify individual capabilities with organizational core
competencies.

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Gaspar (2012) found that Competency based selection method is
healthy, structured and comprehensive. Candidates are evaluated on
the competencies they need to demonstrate, when inducted into the
organization. The performance management, competency system
diagnoses the future training and development needs of the employees
and it helps the HR executives assist employees in decisions like
promotions and transfers.

Rice (2006) reflects on the leadership development among healthcare

executives in the U.S. According to him, competency-based leadership
development does not just drift, however it intentionally focuses on clear
career aspirations. Meanwhile, he stressed that disciplined approach to
career growth will enhance the organization's performance.

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 CHAPTER -4
RESEARCH METHODOLGY

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 METHODOLOGY:-

RESEARCH DESIGN
A Research Design is the framework or plan for a study which is used as a
guide in collecting and analyzing the data collected. It specifies the methods
and procedures for acquiring the information needed to conduct the
research effectively.

STATEMENT OF THE PROBLEM

To determine the current competency level of its departments with respect to
the managers and to know the importance of various competencies in
performing their job.

OBJECTIVES
1. To understand the concept of competency mapping.
2. To identify the existing competency level of the employees.
3. To identify the competence gap between the required performance and
actual performance.
4. To identify the importance of various competencies in performing the
job at different departments.

SCOPE OF THE STUDY:

This research was carried out to identify the current competency level in all
departments and to know the importance of various competencies in
performing their job. The study of competency mapping and assessment
covers all L5 level employees i.e. managers in all departments. The study
currently focuses on 31 managers present in Corporate Office. The study
serves a number of purposes. It is done for the following functions:
 Gap Analysis
 Role Clarity
 Selection, Potential Identification, Growth Plans.
 Succession Planning.
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 Restructuring
 Inventory of competencies for future planning

SOURCE OF RESEARCH DATA:

There are mainly two through which the data required for the research will
be collected.
PRIMARY DATA:
The primary data is that data which will be collected fresh or first hand, and
for first time which is original in nature.
SECONDARY DATA:
Secondary source is that information that is obtained from those sources
other than direct sources and the information is collected through the
mentioned ways.

 Company’s Website.

 Magazines and Journals.

 Websites and Search engines.

 Other records.

Qualitative research
This type of research looks to describe a population without attempting to
quantifiably measure variables or look to potential relationships between
variables.
Quantitative research
The quantitative research designs are experimental, co relational, and
survey. Statistics derived from quantitative research can be used to
establish the existence of associative or casual relationship between
variables.
SAMPLING DESIGN
A sample of 50 respondents will be taken using random sampling. The
researcher contacted the executive personally and brief summary of the

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nature of the study and the detail in the questionnaire will be narrated to
them.
POPULATION
Population is a set of finite or infinite collection of individuals. Population of
this study is the workers and staff.

SAMPLE SELECTION:
A sample is known as the sub-unit of population which shares the similar
features. The number of units in the sample is known as the sample size.

SAMPLE SIZE

Sample of present study will consist of 50 respondents of various

departments of Solitaire Infosys Pvt Ltd.
Sampling techniques:-
Random sampling will be used in the study.
Target respondents:-
Employees of the company
Data analysis techniques:-
Data will be analyzed using various methodologies and graphical
representation like pie charts, bar charts etc.
STATISTICAL TOOLS:-
 Percentage analysis
 Pie diagrams

 Sample : Employees of the organization

RESEARCH PROCEDURE

Responses will be gathered from participants on all the items of the

questionnaire. Participants consisted of employees of Solitaire Infosys Pvt
Ltd who are working in Mohali and Patiala. All responses will be used for
data and statistical analysis.

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 CHAPTER-5

DATA ANALYSIS
AND
INTERPRETATION

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QUESTIONS
1. Do you feel you are doing the job according to your job profile?

ANSWER YES NO CAN’T SAY

NO OF 27 03 0
EMPLYOEE

NO OF
NO OF EMPLYOEE EMPLYOEE

30
20
10
0
YES NO CAN'T SAY

Chart 1

Inferences: From the above table and chart we can say that 90% of the
respondents agree that, they are doing the job according to their job profile
while the 10% disagree.

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2 Do you finish every work assigned to you within the time limit?

ANSWER YES NO CAN’T SAY

NO OF 23 05 0
EMPLYOEE

NO OF EMPLYOEE NO OF
EMPLYOEE
30
20
10
0
YES NO CAN'T SAY

Chart 2

Inferences: From the above table and chart we can say that 76% of
respondents always finish every work assigned to them within the time limit,
while 24% sometime complete their work in time.

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3. Do you require the guidance from your superior?

ANSWER YES NO CAN’T SAY

NO OF 25 05 0
EMPLYOEE

NO OF…
30 NO OF EMPLYOEE
20

10

0
YES NO CAN'T SAY

Chart 3
Inferences: From the above table and chart it is clear that 83% of
respondents sometimes need guidance from their superiors while 17% never
need any guidance from their superior.

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 4. Do you feel you need training to perform your work?

ANSWER YES NO CAN’T SAY

NO OF 9 16 05
EMPLYOEE

NO OF EMPLYOEE
NO OF EMPLYOEE
20
15
10
5
0
YES NO CAN'T SAY

Chart 4
Inferences: From the above table and chart it’s clear that 30% of
respondents feel they need training to perform their work, 53% do not need
training to perform their work, while 13 % were
unable to say anything about this.

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5. Does competency mapping helps you to do manpower planning?

ANSWER YES NO CAN’T SAY

NO OF 28 2 0
EMPLYOEE

NO OF EMPLYOEE NO OF…

30
20
10
0
YES NO CAN'T SAY

Chart 5
Inferences: From above we can say that 93% of respondents admit that
competency mapping helps them to do manpower planning and only 7%
disagreed.

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6. Does an environment in organization helps in competency mapping &
development?

ANSWER YES NO CAN’T SAY

NO OF 26 2 2
EMPLYOEE

NO OF EMPLYOEE NO OF
EMPLYOEE
30

20

10

0
YES NO CAN'T SAY

Chart 6
Inferences: From above we can say that 86% of respondents admit that
an environment in organization helps in competency mapping &
development process and only 7% disagreed while 7% didn’t answered.

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7. Does competency mapping helps you in identifying gaps?

ANSWER YES NO CAN’T SAY

NO OF 29 0 1
EMPLYOEE

NO OF…
NO OF EMPLYOEE
40
30
20
10
0
YES NO CAN'T SAY

Chart 7
Inferences: From above we can say that 97% of respondents admit that
competency mapping helps them in identifying gaps and only 3% didn’t
answered

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8. Do you think training programs suggested after competency mapping
process are relevant & useful to you?

ANSWER YES NO CAN’T SAY

NO OF 27 0 3
EMPLYOEE

NO OF EMPLYOEE NO OF
EMPLYOEE
30

20

10

0
YES NO CAN'T SAY

Chart 8
Inferences: From above we can say that 90% of respondents admit that
training programs suggested after competency mapping are relevant &
useful and only 10 % didn’t answered

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9. Does competency mapping helpful in individual’s career development &
company growth?

ANSWER YES NO CAN’T SAY

NO OF 27 3
EMPLYOEE

30 NO OF EMPLYOEE
20

10
NO OF EMPLYOEE
0
YES NO CAN'T SAY

Chart 9
Inferences: From above we can say that 90% of respondents admit that
competency mapping helps in career development & company growth and
only 10 % didn’t answered

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10. Do you perform competency mapping regularly in your company?

ANSWER YES NO CAN’T SAY

NO OF 4 16 10
EMPLYOEE

NO OF
20
NO OF EMPLYOEE EMPLYOEE

15

10

0
YES NO CAN'T SAY

Chart 10
Inferences: From above we can say that only 13% of respondents admit
that competency mapping is done regularly where as 53 % disagreed and
34% didn’t answered.

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- 40 -
11. Does 360 degree feedback method used in competency mapping process
motivate you to identify self gaps & overcome them?

ANSWER YES NO CAN’T SAY

NO OF 30 0 0

EMPLYOEE

NO OF
40 NO OF EMPLYOEE EMPLYOEE

30

20

10

0
YES NO CAN'T SAY

Chart 11
Inferences: From above we can say that100 % of respondents admit that
360 degree feedback method motivate them to identify self gaps & overcome
them.

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12. Does feedback- form provided to you competency mapping help you to
understand competency level ?

ANSWER YES NO CAN’T SAY

NO OF 28 1 1
EMPLYOEE

NO OF EMPLYOEE
NO OF EMPLYOEE
30
20
10
0
YES NO CAN'T SAY

Chart 12
Inferences: From above we can say that 94 % of respondents admit that
feedback form provided to them is understandable &self- explanatory, while
3% disagreed & 3% didn’t answered

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13. Are you Satisfied and Agree with received feedback from360 degree
feedback?

ANSWER YES NO CAN’T SAY

NO OF 29 1 0
EMPLYOEE

NO OF EMPLYOEE
40

20
NO OF EMPLYOEE

0
YES NO CAN'T SAY

Chart 13
Inferences: From above we can say that 97 % of respondents admit that
feedback received from 360 degree feedback process is fair & acceptable to
them. Only 3 % disagreed.

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- 43 -
14 Are you now (after competency mapping) aware of what is expected from
you?
ANSWER YES NO CAN’T SAY
NO OF 26 1 3
EMPLYOEE

NO OF
NO OF EMPLYOEE EMPLYOEE
30
20
10
0
YES NO CAN'T SAY

Chart 14
Inferences: From above we can say that 87 % of respondents admit that
competency mapping process helps them in role clarification, while 3 %
disagreed & 10 % didn’t answered.

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CHAPTER-6

FINDING

- 45 -
- 45 -
FINDING

1) 70 % employees are competent while 30 % are not enough competent &

required to be trained.
2) 360 degree feedback method is self-motivating & highly acceptable in
organization.
3) Employee in AMBASSADOR’SKY CHEF believes that Competency
mapping process help them in role clarification & they are doing the job
according to their job profile.
4) They finish every work assigned to them within the time limit, which
shows that they are competent, though many of them need guidance
from their superiors sometimes, also few believe that they need training
to perform their job .
5) Almost all employees believe that competency mapping is helpful in
individual’s career development as well as company growth.
6) Many believe that though environment in organization is good for
competency mapping & development competency mapping is not carried
out regularly.
7) The important findings of this study are
a) Identification of competency levels of employees.
b) Discovery of competency gaps.
c) Identification of training needs.

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CHAPTER-7

CONCLUSION

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- 47 -
CONCLUSION

Many advanced companies are starting to adopt the use of competencies as an

essential management technology to enhance their competitiveness. However,
infact, it is extremely important to build the competency model up front, when
competencies are applied to human resource systems. Moreover while
enterprises are intent on developing a competency model, it is also very
important to think about ways of determining what methods should be used for
developing competency models before hand. Developing competency models
requires a great deal of time, money and effort, and if the model is poorly
constructed, it may lead to wasted resources and less than satisfactory results.

Choosing methods for developing competency models is a strategic issue,

which is usually restricted by resource needs, realistic support, time
requirements, and conformity with expected outcomes or business purposes.
Solving these strategic issues always involves a group decision - making
process with multiple – criteria for evaluating alternatives.

In Sauna Poultry Farm Ltd the existing competency matrix is used to measure
competency of employees at different levels, not considering their department
and their functions. Therefore it would be better if competency matrix is
constructed for employees in each department according to their function.

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 CHAPTER-8

BIBLIOGRAPHY

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- 49 -
Books

Seema Sanghi “A handbook of competency mapping” Response books, A

division of Sage Publications. 2005 edition.
Gary Dessler, ‘Human Resource Management’: New Delhi, Pearson Education
Inc., 2003.
R.PALAN ‘s “ COMPETENCY MANAGEMENT”

Websites

 www.ehresoureces.com
 www.google.com
 www.irisolutions.com
 http://humanresource.about.com
 www.tvrls.com
 www.mindtools.com
 www.citeman.com

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CHAPTER-9

ANNUXURE

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- 51 -
SR QUESTIONS YES NO CAN’TSAY
1 Do you feel you are doing the job
according to your job profile?

2 Do you finish every work assigned to you

within the time limit?

3 Do you require the guidance from your

superior?

4 Do you feel you need training to perform

your work

5 Does competency mapping help you to do

manpower planning?

6 Does an environment in organization

helps in competency mapping &
development?
7 Does competency mapping helps you in
identifying gaps?
8 Do you think training programs
suggested after competency mapping
process are relevant & useful to you?
9 Does competency mapping helpful in
individual’s career development &
company growth?
10 Do you perform competency mapping
regularly in your company?

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- 52 -
11 Does 360 degree feedback method used
in competency mapping process motivate
you to identify self gaps & overcome
them?
12 Does feedback- form provided to you
competency mapping help you to
understand competency level ?
13 Are you Satisfied and Agree with received
feedback from360 degree feedback?

14 Are you now (after competency mapping)

aware of what is expected from you?

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