competency mapping

“STUDY OF COMPETENCY MAPPING OF EMPLOYEE IN HCL LIMITED”
PROJECT REPORT Submitted In partial fulfillment of the requirements For the award of the degree of MASTER OF BUSINESS ADMINISTRATION IN MARKETING & HR By Name: Kavita Poddar Reg. No.: P07BA047 Batch: 2007-2009 Under the guidance of Lect. A.Geetha Lecturer in Management Studies

SCHOOL OF MANAGEMENT STUDIES BHARATH INSTITUTE OF HIGHER EDUCTION AND RESEARCH (Bharath University) Selayiur, Chennai-600073 April 2009

SCHOOL OF MANAGEMENT STUDIES BHARATH UNIVERSTY SELAIYUR, CHENNAI-600073

Department of Business Administration BONAFIDE CERTIFICATE

Certified that this project titled “Study of competency mapping of employee in HCL” is bonafied work of Ms. Kavita Poddar Register No.: P07BA047 who carried out the project under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidates.

Mrs. A. Geetha (Project Guide)

Prof. N. M. Jaffer (HOD)

Vive- Voce held on ______________________

Internal Examiner

External Examiner

DECLARATION

I declare that this Project Report entitled “Study of competency mapping of employee in HCL Limited” is an original and bonafied work of my own in the partial fulfillment of the requirements for the awarded of the degree of Master Of Business Administration and Submitted to the School Of Management Studies, Bharath University was carried out under the supervision of Mrs. A. Geetha, Lecturer School Of Management Studies, Bharath University, is entirely original and has not been submitted for any degree or diploma earlier.

PLACE: KAVITA PODDAR

DATE:

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ACKNOWLEDGEMENT
This Project itself is an acknowledgement to the industry drive and technical competence of many individuals who have guided me for its completion. Let me assert beyond the confines of simple sense “GRATITUDE” to them. I express my deep sense of gratitude to our beloved chairman Dr. S. Jagathrakshagan for giving me a wonderful opportunity for doing “Master of Business Administration” in this esteemed college. I wish to place my deep sense of gratitude to Mr. Prakash, HR, HCL BPO center-1 for Permitting me to do the project work at HCL and showing keen interest in the project. I wish to extend my sincere thanks to Mr. Sathyanarayan, HR Executive with whom I had constant interaction during this project. In this work I have been fortunate to have the support the dedicated staff members of HCL. Foremost, I would like to thank Dr. N. M. Jaffer, HOD of School Of Management Studies, Bharath University, for his intensity and focus on technical aspects and for taking all efforts to make my journey smooth on the information technology super highway. It is a privilege to have him as our faculty. I consider it a great privilege to be under the guidance of Mrs. A. Geetha, Lecturer of School of Management Studies, Bharath University. The contribution and significant role played by her help me in preparation and submission of project report in time. I gratefully acknowledge the team of staff members in M.B.A department for helping me in all aspects and giving their valuable ideas for making my project efficient and effective. Last but not the leas; I would like to thank my parents and friends for their valuable support and encouragement through out the course of the project.

KAVITA PODDAR
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CONTENT
Chapter
Chapter 1: INTRODUCTION Chapter 2: INDUSTRY PROFILE Chapter 3: COMPANY PROFILE Chapter 4: REVIEW OF LITERATURE Chapter 5: RESARCH METHODOLOGY Chapter 6: DATA ANALYSIS & INTERPRATION Chapter 7: (i) FINDING (ii) CONCLUSION (iii) SUGGESTION APPENDIX BIBLOGRAPHY

Topic

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List of Tables

Sl. No.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Knowledge Enhancement Employee Skills Employees Attitudes Career Development Employees Performance Employees/Team Meeting Target Tacit Knowledge Personality Consistency Recruitment Process Performance Appraisal Initiative & Self-reliance Logical & Analytical data Current Demand Consolidated Response

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50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80

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List of Charts
Sl. No.
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Knowledge Enhancement Employee Skills Employees Attitudes Career Development Employees Performance Employees/Team Meeting Target Tacit Knowledge Personality Consistency Recruitment Process Performance Appraisal Initiative & Self-reliance Logical & Analytical data Current Demand Consolidated Response

Title

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51 53 55 57 59 61 63 65 67 69 71 73 75 77 79 81

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 Scope of the project.  Objective of the project.  Limitation of the project.

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Introduction
“The vision must be followed by the venture. It is not enough to stare up the steps - we must step up the stairs”.

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INTRODUCTION
Competency mapping is a process through which one assesses and determines one’s strengths as an individual worker and in some cases, as part of an organization. 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. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work. Competency mapping can also be done for contract or freelance workers, or for those seeking employment to emphasize the specific skills which would make them valuable to a potential employer. These kinds of skills can be determined, when one is ready to do the work, by using numerous books on the subject. One of the most popular ones is Now; Discover Your Strengths by Marcus Buckingham and Donald Clifton, initially published in 2001. Buckingham and Clifton’s book, and others like it, practice competency mapping through testing, having the person sift through past work experiences, and by analyzing learning types. However, the disadvantage to using a book alone is that most people may have a few blind spots when they analyze their own competency. Their perception of how others react to them may not be accurate. The value of competency mapping and identifying emotional strengths is that many employers now purposefully screen employees to hire people with specific competencies. They may need to hire someone who can be an effective time leader or who has demonstrated great active listening skills. Alternately, they may need someone who enjoys taking initiative or someone who is very good at taking direction. When

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individuals must seek new jobs, knowing one’s competencies can give one a competitive edge in the job market. Usually, a person will find themselves with strengths in about five to six areas. Sometimes an area where strengths are not present is worth developing. In other cases, competency mapping can indicate finding work that is suited to one’s strengths, or finding a department at one’s current work where one's strengths or needs as a worker can be exercised. A problem with competency mapping, especially when conducted by an organization is that there may be no room for an individual to work in a field that would best make use of his or her competencies. If the company does not respond to competency mapping by reorganizing its employees, then it can be of little short-term benefit and may actually result in greater unhappiness on the part of individual employees. A person identified as needing to learn new things in order to remain happy might find himself or herself in a position where no new training is ever required. If the employer cannot provide a position for an employee that fits him or her better, competency mapping may be of little use. However, competency mapping can ultimately serve the individual who decides to seek employment in an environment where he or she perhaps can learn new things and be more intellectually challenged. Being able to list competencies on resumes and address this area with potential employers may help secure more satisfying work. This may not resolve issues for the company that initially employed competency mapping, without making suggested changes. It may find competency mapping has produced dissatisfied workers or led to a high worker turnover rate. Competency Mapping is a process of identifies key competencies for an organization and/or a job and incorporating those competencies throughout the various processes (i.e. job evaluation, training, recruitment) of the organization. To ensure we are both on the same page, we would define a competency as a behavior (i.e. communication, leadership) rather then a skill or ability.

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The steps involved in competency mapping with an end result of job evaluation include the following:1) Conduct a job analysis by asking incumbents to complete a position information questionnaire (PIQ). This can be provided for incumbents to complete, or you can conduct one-on-one interviews using the PIQ as a guide. The primary goal is to gather from incumbents what they feel are the key behaviors necessary to perform their respective jobs. 2) Using the results of the job analysis, you are ready to develop a competency based job description. A sample of a competency based job description generated from the PIQ may be analyzed. This can be developed after carefully analyzing the input from the represented group of incumbents and converting it to standard competencies. 3) With a competency based job description, you are on your way to begin mapping the competencies throughout your human resources processes. The competencies of the respective job description become your factors for assessment on the performance evaluation. Using competencies will help guide you to perform more objective evaluations based on displayed or not displayed behaviors. 4) Taking the competency mapping one step further, you can use the results of your evaluation to identify in what competencies individuals need additional development or training. This will help you focus your training needs on the goals of the position and company and help your employees develop toward the ultimate success of the organization.

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Scope of the Study
“The block of granite, which is an obstacle in the pathway, becomes a stepping-stone in the pathway of the strong”.

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SCOPE OF STUDY

Scope to the Company

This is the exclusive study to check the feasibility to implement the competency mapping in HCL BPO.

The need for the project is:• • • To create awareness of competency mapping to the employees. To improve the competency of the employees To find and retain the potential employees.

Scope to the researcher

The researcher acquires more information about competency mapping which can be used as core process in every department of the company.

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Objective of study
“To study the effectiveness of Competency Mapping at HCL”.

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OBJECTIVES OF THE STUDY

The objectives of the study are as follows:• • • • To Study the knowledge, skill, attitude of the employees. To study the feasibility to implement the competency mapping. To identify the critical skills needed by an employee to carry out his job. To identify the required proficiency level needed by a cluster/group to perform the job in the most effective manner. • To assess the proficiency level of employees in various clusters/groups in each of the critical skills identified. • To prepare a plan for improving the proficiency levels and identify the training modules required to bridge the gap, if any, between the required level and the existing level.

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Limitations
“The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem”.

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LIMITATIONS OF THE STUDY

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The study was centered only in the Center1 of HCL Technologies BPO Services Ltd which is in Greams Road- Chennai.(There are 3 centers in Chennai) Some information cannot be accessed due to its confidential nature. The study is conducted in HCL BPO; the results of this study cannot be generalized to other companies, seniors or industries. The HCL BPO branch in Chennai was launched in Chennai few years ago, therefore sufficient data was not possible to collect.

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 Definition of BPO.  BPO Industry in India.  Different types of services being offered by BPO.  Challenges for a HR professional in BPO.  Key to success.  Top 10 BPO.  Top 10 reasons to work in BPO industry.

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Industry Profile
“If you cannot do great things yourself remember that you can do small things in a great way”

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INDUSTRY PROFILE

Definition-BPO
“Delegation of one or more business process to an external provider who, in turn, owns, administers, and manages the selected process (es) [together with the IT system that support it], based upon defined and measurable performance” – Gartner Business Process Outsourcing handles jobs such as front office and back office outsourcing. Front office outsourcing work deals with tasks that include technical support, customer service, marketing and advertising. Back office processes include payroll, billing, logistics and human resources. Some companies offer their services in collections, credit analysis and job recruitment, financial and administration processes, human resources functions, call center and customer service activities and accounting. Outsourcing dealings are performed frequently on the basis of multi-year contracts. Hundreds of millions of dollars worth dealings are under taken usually in outsourcing. International companies such as US based IBM, Accenture, and Hewitt Associates, as well as European and Asian companies Capgemini, Genpact, TCS, Wipro and Infosys are investing huge amounts and hiring labors from other countries for tackling their work loads and clients service.

BPO Industry in India
Business process outsourcing requires the hiring of a third party to carry out another company’s work. Large multinational companies and international countries like US and European countries are in search of a well suitable country that can be used for outsourcing. Well these investing countries have to find an outsourcing person, who is basically ready to work with high perfection and at less cost. Business process

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outsourcing companies are flooding into countries like India and China and have already started to establish their concerns rapidly. BPO companies are established mainly due to cost considerations and also simply because they do not have the expertise to deal with certain aspects of business. Many companies have come under the trends of offering BPO jobs to cut costs. Companies in western countries, particularly the United States, are finding that countries like India offer the services they need at an excellent price. This is due to the fact that many of these countries have a well educated labour pool, high unemployment rates and a low cost of living. In India, such BPO trends have been recently started and have increased approximately 63% in the market in 2006. Indian revenues from BPO are estimated to have grown 107 per cent to $ 583 million. Up to 35,000 people are currently employed in BPO industries in India till march 31 2002.This rate would have increased triple amount in the fore coming years. This rapid growth is because of cheap labour and employees are better educated here than the higher-paid workers in the US and other Western countries. India has now become the most popular country as a BPO. Many towns have turned into big cities after the establishment of such BPO trends. Cities like Bangalore, Hyderabad, Chennai, Noida and Delhi are all the major attractions of BPO. Many multinational companies have chosen India as their main BPO centre to get their business services done. India is one of the obvious choices to outsource to companies like Dell, Sun Microsystems, LG, Ford, GE, Oracle Companies like IBM, Microsoft, Hewlett Packard, and Novell. Even smaller businesses are taking advantage of the freelancing on the Internet to get smaller projects done by offshore developers at minimum cost. So, BPO has created a major trend set up, in the recent years and is benefiting both the investing and the hiring company together.

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Few of the motivation factors as to why BPO is gaining ground are:-

 Factor Cost Advantage.  Economy of Scale.  Business Risk Mitigation.  Superior Competency.  Utilization Improvement.

Basics of Outsourcing
Outsourcing refers to a company that contract with another company to provide services and to perform all the front office and back office task. The outsourcing tasks are done by the employees working in the third parties concern. Recently outsourcing jobs are increasing rapidly in most of the developing countries. Outsourcing jobs is providing more job opportunities for many freshly graduated students. Many large companies are now providing outsources jobs such as call center services, e-mail services, and payroll. These jobs are handled by separate companies that specialize in each service, and are often located overseas. Most of the outsourcing companies are set up overseas and such companies is called as offshore outsourcing. Such offshore outsourcing trends have been created to reduce the cost in terms of paying the employees and of course due to the excellent performance received from outsourcing. Outsourcing jobs has turned to be a great source for providing more employment in developing countries like India. It has created a drastic change on the living and life style of its employees. Outsourcing jobs does not require any specialized training. A person with a good English knowledge, basics of computer can be very suitable for an outsourcing job. Outsourcing job has the strength to create a vast change in the economy

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of one country. For example, outsourcing jobs in countries like India and China is still forming the base for economy improvement. There are many reasons why companies outsource various jobs. One of the most predominant advantages would be to saves money. Many of the companies that provide outsourcing services are able to do the work for considerably less money, as they don't have to provide benefits to their workers, and have fewer overhead expenses to worry about. Examples countries like US establish their outsourcing centers in countries like India so that they can get cheaper employees and also the work done is equal to their highly paid employees. Starting an outsourcing center is one of the best way and also a cost-effective way to start building foundations in other countries.

Growth of Indian BPO Industry
BPO industry is a fastest growing Industry. By 2012 BPO industry can achieve assets of up to $50 billion, but the company need more investments both in infrastructure and education by the government If the BPO industry attain $50 billion assets, it can appoint two million staffs and offer more jobs for them.Inorder to push the assets up to $50 billion, Indian government has to play a great role. Indian companies spend a lot on in -house training because the education system in India does not have the direct links with the BPO industry, said Raman Roy, chairman and MD of Quattro. BPO Industry has launched a Data Security Council, a self regulatory body headed by Mr.Shyamal Gosh as its chairman. It will ensure data privacy to the BPO industry. NASSCOM started training centers in Bangalore, Mumbai and Pune to train the police in cyber crime investigation. This also a part of the growth of this industry.BPO also launched National Skills Registry to ensure the verified database of the human resource in the BPO sector.

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The vast growth of BPO industry has changed the face of Indian youth. The growth of call center has resulted in the cultural and economical development in the society. They offered more career option to the youngsters and it helped them to improve their knowledge, personality and make them to face any challenges in life. It also helped them to understand foreign culture, language and accent as it serve the foreign countries.BPO offers high salary and the employees can earn Rs.10, 000 to 15,000.This high salary attract everybody to work in BPO sector. So they will get more man power. This man power is the reason for the vast growth of BPO industry. BPO has a major role in boosting India's economical status. IT sector contribute more to the economic growth of India. The growth in the contribution shows a rise from 1.2% 5.4%.It is very clear that BPO Industry has a major role in developing economic status of India. Even though BPO Industry faces more challenges, it has contributed largely for the economic growth of India.

Different Types of Services Being Offered By Bop’s

 Customer Support Services: Our customer service offerings create a virtual customer service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat on a 24/7 and 365 days basis.  Technical Support Services: Our technical support offerings include round-the-clock technical support and problem resolution for OEM customers and computer hardware, software, peripherals and Internet infrastructure manufacturing companies. These include installation and product support, up & running support, troubleshooting and Usage support.

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Competency Mapping

Our telesales and telemarketing outsourcing services target interaction with potential customers for 'prospecting' like either for generating interest in products and services, or to up-sell / promote and cross sell to an existing customer base or to complete the sales process online.  Employee IT Help-desk Services: Our employee IT help-desk services provide technical problem resolution and support for corporate employees.  Insurance Processing : Our insurance processing services provide specialized solutions to the insurance sector and support critical business processes applicable to the industry right from new business acquisition to policy maintenance to claims processing.  Data Entry Services / Data Processing Services: Service Example: Data entry from Image files in any format. Business Transaction Data entry like sales / purchase / payroll. Data entry of E-Books / Electronic Books. Data Entry: Yellow Pages / White Pages Keying. Receipt and Bill Data Entry.  Scanning, OCR with Editing & Indexing Services: Service Example: High speed Image-Scanning and Data capture services. High speed large volume scanning.

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Bharath University General Ledger. Accounts Receivables and Accounts Payable. Financial Statements. Bank Reconciliation. Assets / Equipment Ledgers etc.  Form Processing Services: Service Example: Insurance claim form. Medical Form / Medical billing. Online Form Processing. Payroll Processing etc.  Internet / Online / Web Research : Service Example:

Competency Mapping

Internet Search, Product Research, Market Research, Survey, Analysis. Web and Mailing list research etc.

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Challenges for a HR Professional in BPO

• •

Brand equity: People still consider BPO to be "low brow", thus making it difficult to attract the best talent. Standard pre-job training: Again, due to the wide variety of the jobs, lack of general clarity on skill sets, etc, there is no standard curriculum, which could be designed and followed.

• •

Benchmarks: There are hardly any benchmarks for compensation and benefits, performance or HR policies. Everyone is charting their own course. Customer: companies tend to demand better results from outsourcing partners than what they could actually expect from their own departments. "When the job is being done 10,000 miles away, demands on parameters such as quality, turn around timeliness, information security, business continuity and disaster recovery, etc, are far higher than at home.

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Lack of focused training and certifications. Given this background, the recruiting and compensation challenges of HR departments are only understandable.

Key To success
The key to success in ramping up talent in a BPO environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant reengineering.

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Business Process Outsourcing: The Top Rankers
BPO Company is one of the fastest growing companies in India. Low cost, English speaking and brilliant workforce, technical talent etc are the key factors of BPO companies in India. This company offers services like customer care, technical support, IT solution, Telecommunication, Finance and Banking and so on. The top ten BPO companies in India are the following:1. Daksh eServices Daksh is one of the fastest developing BPO companies in India with employee strength of 5,000. It gives resolution in call center and back office operation. It has services including Customer Care, Technical Support, Transaction Process, Collections Etc.This Company has five facilities in India, four of them are in Gurgaon, New Delhi and the last one in Mumbai. 2. ISeva ISeva is a famous BPO and is a part of E4eGroup.This Company is an ISO: 9001-2000 Certified company and gives services in call center, data processing and transaction processing. It has two facilities in India that are located in Bangalore. 3. ICICI One Source ICICI One Source is one of the well known BPO service providers in India. It has succeeded in giving excellent customer care services in Financial,Healthcare,Telecome,Media and Publishing.ICICI One Source is one of the leading BPO service providers in India. It has been successful in providing excellent customer services in Financial Services, Telecom, Healthcare, Media and Publishing. ICICI One Source has been successful in receiving the BS 7799 certification for information security.

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4. Efunds International Even though Efunds has been ranked fourth in the overall E_SAT survey, it had outsmarted its opponent companies by a convincing margin to reach the top track as the Most Preferred Employer. Large number of employees has chosen this company as a Dream Company to work with. This company provides services in call center, back office processes and transaction Processes. Moreover it is a BS7799 certified company. 5. Hinduja TMT Hinduja TMT is one of the famous BPO companies in India. This company has 2,000 employees. It provides services in call center, IT, Insurance, Banking, Telecom, Finance, Transport, Healthcare and education. This company has wide range of services in more than 50 countries in India. It has service centers in Bangalore and Mumbai. 6. EXL Services EXL Services is one of the excellent BPO services providers in India. It has more than 5,000 employess.This company provides services in financial and accounding, Banking, Insuarence, Health care, Mortage Lending and Collections. It has also back office operations and customer care services. Already it has received ISO9001:2000 certification for quality assurance and BS 7799 certification for information security. This company has centers in Nodia and Pune. 7. Ajooba Ajooba is a developing BPO with 500 employees. It has entered in E-SAT survey. It provides service in IT field, and other call centers.Ajooba is situated in Chennai. 8. Motif It is Ahmedabad based BPO Company. This company provides services to Fortune 500 companies. It gives services in transaction processing that includes Administration and

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Mutual fund, Investor services, Customer services like voice process e-mail and Fax processing. Motif has currently 500 employees. 9. NIIT Smart Serve NIIT Smart Serve is a global BPO company. It provides services in Real Estate, Transpotation and Technology, Insuarence, and Financial services. This company has more then 800 employees. Service center is situated in Gurgon.It has also another services like customer care and Back office operations. 10. HCL-Tech BPO

This company is a subsidiary of IT giant; HCL Technologies.HCL Technologies BPO is one of the developing BPO industries in India with 3,000 employees. It offers services in call centers and Back office operations. This company has four service centers in Nodia, two in Chennai and one in Bangalore. These top 10 BPO companies and other BPO organizations have done an excellent job in the past few years .This enhanced the confidence of foreign investors in outsourcing their jobs to India With the large number of able and sincere employees, they have done their best to satisfy the expectation of their clients oversras.There is no confusion regarding the reason for the success of Indian BPO company.

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Top 10 reasons - To Work in BPO industry
As BPO Industry is one of the rapidly growing parts of information Technology in India, it provides more job opportunities for graduate, post graduate and even for final year students.BPO also provide part time job and it is useful for the students to come and work on different shifts. One of the advantages of BPO job is, it’s high salary and students can use this money for their higher studies or they can save for their future purpose. BPO Industry is looking for skilled employees and they provide training for them regarding their products and services. If the employees fail to perform well, instead of terminating, they will shift them to other fields or sent them for retraining. Here are top ten reasons for joining in BPO sector:1. Comparing to other industries BPO provides high salary and excellent work atomsphere.By all means employees are very much interested in working BPO sector. 2. Technical Qualification is not required for BPO jobs and if you have, it will be an advantage for you to understand all the technical process very easily. 3. As they provide good training for improving communication skill, every one can master over English language. More over they provide personality development coaching for the employers to enhance their personality. 4. BPO companies offer International certification for training program. 5. Employees can develop their knowledge depending on the fields they are working for.Eg: accounting, telecom, auto, computer hardware and software, insurence, financing etc. 6. Companies provide good foods and other entertaining activities like, Internet, gym, swimming pool. Also they provide AC cabs to pick and drop their employees. 7. All BPO Industry gives free Insurance for their employees. 8. Company provides get together and parties on all weekends at International hotels totally free of coast. 9. Feed back section in training program helps every one to understand their strengths and weakness. Also help you to build up your leadership skill.

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10. Your work experience in BPO sector will help you a lot at the time of applying for a visa to foreign countries.

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 About Risk Mitigation.  About Value Addition.  About Alliances.  Quality Framework.  HCL Vision, Mission and Objectives.  HCL Core value.  HCL top 10 Clients.

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Company Profile
“The secret of business is to know something that nobody else knows”

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COMPANY PROFILE
HCL- as India’s largest IT conglomerate-is actively involved with the growth of the India ITES industry. As an experienced global software outsourcing enterprise, HCL has extensive and understanding of the critical issues and concerns related to offshore outsourcing. At a macro level these can be broadly categorized into:• • Risk Mitigation. Value Addition.

Risk Mitigation
The key components of Risk Mitigation are as follows: Process Migration in the first phase of outsourcing, seamless and timely Process Migration is critical for building first level comfort in the outsourcing initiative.  Disaster Recovery and Business Continuity. -The infrastructure to effectively mitigate local and geographic disaster scenarios. -The ability to ensure rapid resumption of process delivery operations.  Manpower Attrition and Cost Control. - Establishing business presence in prime secondary locations. - Existence of management and infrastructure resources in the target locations. - Expertise to recruit and train large number of new employees in such locations.  Partner Profile and Provenance. - Demonstration ability to successfully manage cross culture partnerships. -Proven track record of structuring and nurturing a wide range of collaborative enterprise models.

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Value addition
The key components of Risk Mitigation are as follows:• Strong financials to support large contracts. • • Strong balance sheet/nil Debt Company. Committed $ 40 M for Contact centre and BPO businesses.  • • • • • • Experience of creating and managing large scale and resource base. Demonstrated experience of managing large heterogeneous hardware/software installation base. Creating and managing multiple Offshore Development Centers. 14000+employee base.  Access to a about 150 locations within India. infrastructure

In two years the majority of new Customer Service Centers in India will need to be located in category B and C towns. HCL has over 20 year’s experience in servicing these towns with locally present management and infrastructure. Capability to hire and train large work force locally.  Ability to risk mitigate operations through business continuity and disaster tolerance.

•

State-of-the-art facilities in Belfast (Ireland) and Salt Lake City (US) in addition to India.  Demonstrated capability in global development and support of It services.

• • • Kavita Poddar

Extensive experience of migrating complex development processes offshore. Proprietary offshore delivery methodology-‘Off sourcing’.  End-to-end services delivery capability.

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• • • •

HCL’s suite of outsourcing services span the entire life-cycle of an organization’s IT services requirements. Concept, design, development, implementation and maintenance of applications and enterprise solutions. Systems Integration, Networking and Network management services. BPO and Multi-lingual Contact services.

HCL BPO Services: The Right Staff
Business Process Outsourcing (BPO) has the potential enabling power to vitalize Businesses and energize Economic growth. BPO benefits are significant, sustainable and strategic- or rather, they can be. To ensure that customer expectations are consistently met and often exceeded requires a BPO Service Provider with the Right Stuff- starting off with:

HCL BPO Services: The Right Parentage
HCL BPO Services represents HCL Technologies’ most significant strategic business extension and investment to date. HCL BPO Services currently operates out of various locations in India, Malaysia and Northern Ireland. The focus on and commitment to BPO is based on the following assets and attributes: Global Client Base & Relationships - HCL-T’s global relationship base consists of approximately 454 clients, including 61 Fortune 500 organizations, in such high propensity to and potential of outsourcing Sectors as IT / I.S / Insurance/ Financial Services / Retail.  Global Presence & Reach - HCL-T operates in 15 Countries across 20 locations between U.S.A, Europe and Asia-Pacific, deploying over 100 Customer Relationship

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Managers (over 70 of whom are located in the U.S.A). This network ensures effective and responsive Client Relationship Management.  Related Technology Domain Expertise - HCL-T has developed extensive expertise in a wide range of emergent and mainstream Technology Domains. Some of these Domains bear a direct relationship to a wide range of B.P.O services - e.g. CRM/ ERP/ SCM/ Imaging & Workflow etc.  Relevant Industry Practices - In addition to Technology Domain expertise, HCL-T has also developed a number of Industry Practices, including Banking / Funds Management / Insurance / Retail.  Funding & Scalability - HCL’s BPO Services operations have been totally funded from internally generated resources, enabling the rapid ramp-up of delivery infrastructure in diverse locations and countries as well as significant enhancements in delivery Reliability, Security and Quality.

Alliances
• The BT Connection:

In October 2001, HCL Technologies entered into a strategic alliance with British Telecom by acquiring a 90% stake in BT's award winning Apollo Contact Center, located in Belfast, Northern Ireland. Now operating as HCL Technologies BPO Services, the Belfast facility is a four-year-old purpose built Contact Center. In this relatively short span of time, the Center has built an enviable reputation for Quality and Innovation - attributes that are recognized by a number of prestigious awards as well as kudos from Clients and Industry Experts. Sento Corporation provides the latest in Web-enabled CRM (Customer Relations Management) solutions for a diversified portfolio of organizations. These services include self-help, Kavita Poddar 41

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live chat, Web collaboration, e-mail, and telephone. These solutions give customers access to customer service at anytime using any media.HCL BPO Services works closely with Sento to deliver a wide range of Voice and Web-enabled services in both U.S.A and Europe. • D&B Receivable Management Services:

D&B Receivable Management Services is headquartered in Bethlehem, Pennsylvania, in the United States, with offices throughout the US, Canada, Mexico and Hong Kong. They are a leading global supplier of receivable management services, offering their customers a full continuum of services including electronic bill presentment, receivable outsourcing, traditional collections, and bankruptcy services and deductions management. Under the terms of the alliance, D & B RMS will be HCL’s preferred provider of receivable management services for accounts located in the United States, Canada, Mexico and Hong Kong. HCL, in turn, will be the exclusive provider of D&B RMS call center services from India. • Quality:

Consistently deliver value to our stakeholders and innovate to continually improve our services by review of processes, people and performance.

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QUALITY FRAMEWORK
• ISO 9001:2000

23 processes including Operations, Recruitment, Quality Assurance, Voice & Accent training, Marketing, Legal, Procurement, Transportation and Management documented and certified. External evaluation and certification conducted by the British Standards Institution against BS EN ISO 9001:2000 and certified as ISO compliant for BPO & Contact Center Services.

•

Purdue Benchmark

HCL BPO Services is positioned in the upper right hand quadrant of the EffectivenessEfficiency grid and ranked 2nd in the Global Peer group. Major observations:  Excellent SLA performance tracking, improvement and management

methodologies at all levels.    Team Leader to Top Management. Very low rate of manpower attrition. Strong organizational capability to attain and maintain high levels of manpower motivation. • COPC Certification

HCL BPO Services has been awarded the prestigious COPC Certification. Globally, COPC is considered to be the most coveted certification in the CSP (Customer Service Provider) industry. It is based on COPC-2000 CSP standard which was developed in 1996 by buyers, providers and senior managers responsible for operational management of customer centric service operations.

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HCL BPO Services is amongst the very few Indian BPO Service Providers to have been awarded this certification. HCL BPO Services is the First Indian CSP and possibly the third world-wide to have been certified for Collections. HCL BPO Services raises the bar yet another notch for customer service and delivery excellence. • Six Sigma

HCL BPO Services Process Improvement Program is led by a Six Sigma Master Black Belt.The Six Sigma methodology for continues improvement of its processes and performance. Tools like Fishbone analysis, Design of Experiments, Detailed Process mapping, Histograms, Pareto Charts, Control charts and many others are effectively used for such analysis. • BS 7799 Certification

Information is the lifeblood of all organizations and can exist in many forms. Recent high-profile information security breaches and the value of information are highlighting the ever-increasing need for organizations to protect their data. HCL BPO Services is one of India’s leading Business process outsourcing (BPO) service providers. The Chennai center of HCL BPO Services has been certified to the British security standard BS7799. HCL BPO Services is among the leading BPO firms in India to achieve this third-party certification for its quality management system. The BSI (British standards Institute) conducted audits in two stages and involved 6 working – days rigorous due diligence audit. The certification is an endorsement of the processes that the Chennai center has in place to safeguard the security of data, and also as mechanism in place for issues relating to business continuity and disaster recovery. The certification is valid for a period of 3years. HCL BPO Services, with a committed top-level management and dedicated experienced employees made the certification possible within a short span of five months.

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VISION, MISSION AND OBJECTIVES
•

VISION STATEMENT

"Together we create the enterprises of tomorrow". •

MISSION STATEMENT

"To provide world-class information technology solutions and services to enable our customers to serve their customers better". •

QUALITY POLICY

"We shall deliver defect-free products, services and solutions to meet the requirements of our external and internal customers, the first time, every time". •

OUR MANAGEMENT OBJECTIVES

To fuel initiative and foster activity by allowing individuals freedom of action and innovation in attaining defined objectives. •

OUR PEOPLE OBJECTIVES

To help people in HCL Infosystems Ltd. share in the company's successes, which they make possible; to provide job security based on their performance; to recognize their individual achievements; and help them gain a sense of satisfaction and accomplishment from their work.

CORE VALUES
 We shall uphold the dignity of the individual.  We shall honour all commitments.  We shall be committed to Quality, Innovation and Growth in every endeavour.

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Clients
Top Ten Client Profiles: Global Telecom Major – U.K  Fortune 500 Retail Conglomerate – U.S.A  Fortune 500 Retail Chain – U.S.A  Property Services & Insurance Major – U.K  Global E-integration Solution Provider – U.S.A  Global Retail/ Financial Automation Systems – U.S.A  Global Telecom Major – U.S.A  Global Network Security Solution Provider – U.S.A  Global Insurance Major – U.K  Global Media & education Company – U.S.A

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 What is competency?  Levels of competency.  Components of competency.  Types of competency.  Competency model.  Benefits of using competency model.  What methodology used.  Who identifies competencies?  How to identify competencies?  What is competency mapping?  Process of competency mapping.  Competency mapping model.  Reasons for using competency mapping.  Competency mapping benefits.  Some important tips of competency mapping.
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Review of Literature
“Article from HCL Web Site & Magazine”

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REVIEW OF LITERATURE

INRODUCTION
The word competency is derived from Latin word "Competere". This means ‘to be suitable’. The competency concept was originally developed in Psychology denoting individuals' ability to respond to demand placed on them by their environment. Ulrich defined competency as “Knowledge, skill or ability of employees relevant for organizational performance”. Competence management is becoming increasingly important in today's dynamic context since it is becoming the only competitive advantage the organization actually has which cannot be duplicated easily by the competitor. Competence management will have various aspects under it like competence profiling and finding what the company is good at, competence building that is building new competence to match the market demands, recruitment based on competencies etc. Competency mapping is processes of identify key competencies for an organization and a job and incorporating those competencies throughout the various process (job evaluation, training, recruitment) of the organization. Competency Mapping play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job requirements, the candidates capability of the difference between the two, and the development and training needs to bridge the gaps.

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Competencies enable individuals to identify and articulate what they offer regardless of the job they happen to have at the time so that their organization can see, value and utilize what capability is actually available. Competence management is becoming increasingly important in today's dynamic context since it is becoming the only competitive advantage the organization actually has which cannot be duplicated easily by the competitor. Competence management will have various aspects under it like competence profiling and finding what the company is good at, competence building that is building new competence to match the market demands, recruitment based on competencies etc. in this section we will briefly discuss why competence management is important and what are the competency management.

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WHAT IS A COMPETENCY?
Competency is an underlying characteristic required to perform a given task, activity, or role can be considered as competency. Competency has the following forms:  Knowledge  Skills  Attitude These three factors are important for identifying competency in a person. Different individual requires different competency for e.g. a person working in a manufacturing unit may require different competency than a person working in an IT sector. Competency difference from industry to industry. According to Harvard Business Review Daniel Katz grouped competency into three areas which later expanded in to the following four: Technical  Managerial  Human  Conceptual In competency mapping all details of the behaviors (observable, specific, measurable etc) to be shown by the person occupying that role are specified.

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LEVELS OF COMPETENCY

When we talk of competency it is imperative to know the levels of competency such as:1. Practical competency: An employee's demonstrated ability to perform a set of tasks. 2. Foundational competence: An employee's demonstrated understanding of what and why he/she is doing. 3. Reflexive competence: An employee's ability to integrate actions with the understanding of the action so that he/she learns from those actions and adapts to the changes as and when they are required. 4. Applied competence: An employee's demonstrated ability to perform a set of tasks with understanding and reflexivity.

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Components of Competency
There are four major components of competency:• Skill: Capabilities acquired through practice. It can be a financial skill such as budgeting, or a verbal skill such as making a presentation. • Knowledge: Understanding acquired through learning. This refers to a body of information relevant to job performance. It is what people have to know to be able to perform a job, such as knowledge of policies and procedures for a recruitment process. • Personal attributes: Inherent characteristics which are brought to the job, representing the essential foundation upon which knowledge and skill can be developed. • Behavior: The observable demonstration of some competency, skill, knowledge and personal attributes. It is an essentially definitive expression of a competency in that it is a set of action that, presumably, can be observed, taught, learned, and measured. Based on the above definition, it can be said competency only include behaviors that demonstrate excellent performance. Therefore, they do not include knowledge per se, 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 personal work motives, but do include observable behaviors related to motives.

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Type of Competency
There are four types of competency:1. Employee Core Competency Competency that relate to organization’s values, mission and strategy; these are competencies that reflect organizational core capabilities and should be possessed by all employees regardless of their function. Example: Customer satisfaction; quality orientation. 2. Managerial Competency Competencies that relate to skills needed to perform managerial work and process; it deals with the interaction process either with individual or group of people. Typically generic in nature, these competencies are common skills sets required by most companies; are not necessarily industry specific, and are not confined to managerial positions. In typical organizations, managerial competencies will play greater emphasis as the position progresses within the organization. In general, managerial competency could be divided into two categories: • Human Competency

An ability to work with, understand, and motivate other people as individuals or in group. It relates to the individual’s expertise in interacting with others in a way that will enhance the successful completion of the task at hand. Examples: interpersonal skills; developing people. • Conceptual Competency

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3. Technical/Functional Competency Competencies that pertain to specific bodies of knowledge and skills required to perform the defined activities in an industry, function or job. It includes the abilities to use the procedures, techniques and knowledge of a specialized field. Example: sales ability, behavior interview technique. 4. Personal Attribute Competencies that relate to inherent personal characteristics (e.g. motives, self image, self concept, etc.) and potentially affect work attitude and performance. Example: tolerance for stress; achievement motivation.

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Competency Model
Competency model is a set of competencies that include the key behaviors required for excellent performance in a particular role. Competency model development is driven by the organization’s strategy (see figure below). Figure: Competency Model Framework

Vision & Mission Core capabilities Stakeholder requirements Market realities

BUSINESS STRATEGY

Competency Requirements

Success Factors Behaviors

Skill Knowledge Attributes

COMPETENCY MODEL

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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, these benefits are:  Reinforce corporate strategy, culture, and vision. Establish expectations for performance excellence, resulting in a systematic approach to professional development, improved job satisfaction, and better employee retention.  Increase the effectiveness of training and professional development programs by linking them to the success criteria (i.e., behavioral standards of excellence).  Provide a common framework and language for discussing how to implement and communicate key strategies.   Provide a common understanding of the scope and requirements of a specific role. Provide common, organization-wide standards for career levels that enable employees to move across business boundaries. For Managers, the benefits are: 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, the benefits are: 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.

What Methodology is used?
The following methods are used in combination for competency mapping: Interview  Group work  Task Forces  Task Analysis workshops  Questionnaire  Use of Job descriptions  Performance Appraisal Formats etc.

Who Identifies Competencies?
Competencies can be identified by one of the following category of people: Experts  HR Specialists  Job analysts

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How to Identify Competency?
The process of identification is not very complex. Some of the methods are given below:1. Simply ask each person who is currently performing the role to list the tasks to be performed by him one by one, and identify the knowledge, attitudes and skills required to perform each of these jobs. Consolidate the list and present it to a role set group or a special task force constituted for that role. 2. Appoint a task force for each role.

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WHAT IS COMPETENCY MAPPING?
Competency mapping involves the determination of the extent to which the person possesses the various competencies related to a job. For Ex: The extent to which a person is adjustable, resourceful, capable of working efficiently under stress, capable of anticipating threats, finding solutions and contributing in innovations. Which is then compared with the extent to which the various competencies are required for a job? The comparison enables us to know the suitability of a person for a job. So this too is used for setting standards and checking the employees standing on the various competencies’ platform and further, the training needs of a person can also be identified. A company can save a lot of cost on training by efficiently using knowledge management. A person may be perfect in one aspect and may lack in others, if the knowledge in which a person in a master is shared by all, then that will reduce the cost of training. At least it can make the person aware about the new concepts, which he is totally unaware.

COMPETENCY MAPPING PROCESS
The competency mapping process does not fit the one-size-fits all formula. It has to be specific to the user organization. It is better to develop models that draw from but are not defined by existing research, using behavioral interview methods so that the organization creates 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). Start 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

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modeling, and how potential alternative formats for the models may or may not fit the needs of the business. It is important to focus on one or two key areas of implementation rather than the whole HRD agenda in one scoop. So if recruitment and selection or performance management is the key strategic needs of the business, and where the pain is being felt, then start there. It is advisable to begin with a 'horizontal' slice of the management or senior-most team as the benefits will percolate down to the whole organization. Methodology for designing: The most effective route to employ recognized bestpractice internal research methodology using behavioral event interview (BEI) techniques to selectively sample the target population (supplemented with expert panels and 'Competency Requirement Questionnaires' to engage wider population samples) and so build up the models from the data that emerges. This data should be triangulated against clear top-down input in terms of organizational strategy and business objectives, and also against external research relevant and analogous to the organizations situation-not as a driver, but as a reference point. Once the behavioral data is collected, it should be sorted, categorized and leveled carefully to create models that are concise and comprehensive, simple and sophisticated. Developing BEI skills within the organization has the added benefit that once the model is complete, it can be used more effectively by transferring these skills to selection interviewing, development assessments, and so on. International organizations must ensure that the methodology does not screen-out those competencies that do not match the culturally-influenced pre-conceptions of the head office (wherever it is situated) of what high-performance competencies are. This is a common error…the universalist, all-powerful 'global leadership model'.

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COMMON STEPS IN COMPETENCY MAPPING

First: A job analysis is carried out by asking employees to fill in a questionnaire that asks them to describe what they are doing, and what skills, attitudes and abilities they need to have to perform it well. There would be a bit that requests them to list down attributes needed to make it up to the next level, thus making it behavioral as well as skill-based. Second: Having discovered the similarities in the questionnaires, a competency-based job description is crafted and presented to the personnel department for their agreement and additions if any. Third: Having agreed on the job requirements and the skills and attitudes needed to progress within it and become more productive; one starts mapping the capability of the employees to the benchmarks. There are several index points within the responsibility level. An almost (but not quite) arbitrary level of attainment is noted against each benchmark indicating the areas where the assesses is in terms of personal development and achievement. These give an adept HR manager a fairly good picture of the employee to see whether he (or she) needs to perform better or to move up a notch on the scale. Once the employee `tops' every indicator at his level, he moves on to the next and begins there at the bottom in short, he is promoted. This reasonably simple though initially (the first year only) tedious method helps everybody to know what the real state of preparedness of an organization to handle new business (or its old one) because it has a clear picture of every incumbent in the organization. It helps in determining the training and development needs and importantly it helps to encourage the best and develop the rest. “A win-win situation for everyone”.

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COMPETENCY MAPPING MODEL
A MODEL FOR COMPETENCY MAPPING

Heads of Functional Departments

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Finance / Marketing / Personnel / Technical / others

Heads of the Functional Departments explain in detail what all compentencies should an employee possess and to what degree

HR Department designs such a performance appraisal method, which checks the competencies possessed by the employee and to what degree Comparison
Competencies’ requirements given by various heads Self rating by employee on each competency

Inputs from functional heads defining to what extent an employee possesses a competency

Missing links

Training
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Missing links

Training

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REASONS WHY COMPETENCY MAPPING IS USED
 Effectively match individual competencies to position, project team, and requirements.  Prioritize competencies by job, project, or position, and track individuals' abilities to fulfill requirements.      Integrate training and administration applications to focus training efforts. Run gap and match analyses between individuals, jobs, teams, and positions. Increase skill sets to meet your organization's scope and growth. Increase their ability to attract, develop, retain and utilize co-workers. Lengthen the time that staff stays with a company by allowing staff members to discover individual career paths within the company.  Increase capacity by achieving a more holistic view of the accumulated competence of the entire organization.   Achieve access to appropriate competence at the right time and place. Establish an overview of the accumulated resources of the organization and the demand for those resources.  Find candidates with the right profile, from anywhere in the organization, to fill an unexpected vacancy.    Identify key positions for which you have no candidates. Reconcile the aspirations of your key people with the opportunities available. Check how closely your development activities are aligned with the needs of your business.   Ensure you are building the appropriate talent pool to support your future needs. Align corporate objectives and strategies to each person in the company. job

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BENEFITS OF IMPLEMENTING A COMPETENCY-BASED APPROACH
For the company:Establish expectations for performance excellence. Improved job satisfaction and better employee retention. Increase the effectiveness of training and professional development programs by linking them to success criteria.   Provide a common understanding of scope and requirements of a specific role. Provide a 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 selection process.    Provide more objective performance standards. Easier communication of performance expectations. Provide a clear foundation for dialogue to occur between the managers and employees and performance, development and career-oriented issues. For employees:Identify the behavioral standards of performance excellence. Provide a more specific and objective assessment of their strengths and the tools required to enhance their skills.  More clear on career related issues.

  



 

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SOME TIPS TO DO COMPETENCY MAPPING
The following are some of tips to do competency mapping at low cost:Pick up a job or a role that is relatively well understood by all individuals in the company. Work out for this role and give it as an illustration. For example Sales Executive, Production Supervisor, Assistant HR Manager, Receptionist, Transport Manager, PR Manager, etc. are known to all and easy to profile. Work out competencies for this role if necessary with the help of job analysis specialist or an internal member who has knowledge of competency mapping. Prepare this as an illustration. Circulate these others and ask various departments to do it on their won. Circulate samples of competencies done by others. Illustrate knowledge, attitudes, skills, values etc. Choose a sample that does not use jargons. Explain the purpose. Interview of past successful job holders helps. Current incumbent who are doing a good job along with their Reporting officers is a good.   Enough team in most cases. Once prepared even on the basis of one or two individuals inputs circulate to other role set members.

      

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 Field of study.  Research design.  Sampling design.  Data collection.  Sampling size and method.  Frame work.  Tools used (or) statistical techniques applied.  Definition of Pie chart.  Definition of Bar chart.

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Research Methodology
“If we could know where we are and where we are tending, we could better judge what to do and how to do it”

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RESEARCH METHODOLOGY

Research refers to the search for knowledge. One can also define as the scientific and systematic search for candidate’s information on specific topic. Research is a scientific investigation. According to D.Slesinger and M.Stepenson, “The manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art”.

Field of study
The research has been conducted among the HR Team, who were involved in the identifying the significant measures to increase the potential employee at HCL Technologies BPO Services Ltd., Chennai.

Research Design
The objective of the study has been achieved by using both Primary and Secondary Data’s. The data’s obtained for the study was primarily from field investigation carried out among the HR team of HCL BPO, who are involved in the competency mapping process, on the basis of an extensive questionnaire.

Sampling Design
Sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for samples.

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Samples are studied for the entire population who are involved in the competency mapping process.

Research design is needed because it facilitates the smooth railing of the various research operations thereby making research as effective as possible yielding maximal information with minimal expenditure of effort, time and money.

Population
The population for this survey includes the entire HR team of HCL BPO-Center 1.

Data Collection
In this present study both primary and secondary data were used. • Primary data:Primary data is information obtained from original sources by the researcher. A structured questionnaire was prepared to collect relevant primary data from employees of the company and personal interview with HR Executives. • Secondary data:The secondary data were collected from the published sources such as books, magazines, journals, web sources and company records.

Sampling Unit
The sampling unit consists of HR team at HCL BPO-Center 1.

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Sample size and sampling method
The sample size for the survey is 110 and the sampling method used is convenience sampling. The methodology adopted in this study was Convenience sampling. As the name implies, the sample is selected because they are convenient to the researcher. A convenience sample is used when you simply stop anybody in the street who is prepared to stop, or when you wander round a business, a shop, a restaurant, a theatre or whatever, asking people you meet whether they will answer your questions.

Framework Analysis
The collected data were analyzed by applying Simple Percentage method and pie chart and tables.

Tools used (or) statistical techniques applied
The methods followed for the analysis and interpretation of data are: Univariate Percentage Analysis Percentage refers to a special kind of ratio. It is used to make comparison between two or more series of data. They can be used to compare the relative items, the distribution of two or more series of data, since the percentages reduces every thing to a common base and there by allow meaningful comparisons to be made. Here only one factor is considered.

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NO OF RESPONDENTS PERCENTAGE = TOTAL RESPONDENTS x 100

Definition of pie chart
A graphical representation of information in which each unit of data is represented as a pie-shaped piece of a circle. A graphic representation of quantitative information by means of a circle divided into sectors, in which the relative sizes of the areas of the sectors correspond to the relative sizes or proportion of the quantities. It is a type of chart divided into sections of a circle, drawn from a single Y-axis value and used to illustrate the relationship of parts to the whole, particularly useful for emphasizing one specific element.

Definition of bar chart
A bar chart is a chart with rectangular bars with lengths proportional to the values that they represent. Bar charts are used for comparing two or more values. The bars can be horizontally or vertically oriented. Sometimes a stretched graphic is used instead of a solid bar. It is a type of chart which consists of four significant points: the high and the low prices, which form the vertical bar, the opening price, which is marked with a little horizontal line to the left of the bar, and the closing price, which is marked with a little horizontal line of the right of the bar.

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 Tables and charts ( questionnaire)

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Data Analysis & Interpretation
“Learn not only to find what you like, learn to like what you find”.

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ANALYSIS AND INTERPRETATIONS

Table: 1. Knowledge Enhanced
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 21 65 17 7 0 110 % of Respondents 19.1 59.1 15.5 6.4 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 59.1% of the employee has agreed that employees knowledge will be enhanced, 19.1% of the respondents has strongly agreed to the statement, 15.5% of the respondents are neither agree nor disagree and 6.4% of the employees are strongly disagree to the statement.

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Fig 1

Knowledge Enhancement

6% 15%

0%

19% Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree

60%

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation employees knowledge will be enhanced.

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Table: 2. Employees Skills
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 14 65 24 7 0 110 % of Respondents 12.7 59.1 21.8 6.4 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 59.1% of the employee has agreed that employees skills will be sharpened, 21.8% of the respondents are neutral statement, 12.7% of the respondents are strongly agreed and 6.4% of the employees are strongly disagree to the statement.

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Fig 2

SKILL ENHANCED

59% 22% 28% 6%

strongly agree agree neutral dis agree

13%

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation employees skills will be sharpened more.

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Table: 3. Employees Attitude
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 19 67 24 0 0 110 % Of Respondents 17.3 60.9 21.8 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 60.9% of the employee has agreed that employees’ attitude will be developed, 21.8% of the respondents are neutral statement, and 17.3% of the respondents are strongly agreed to the statement.

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Fig 3

EMPLOYEE ATTTITUDE

70 60 50 40 30 20 10 0 Series2 Series1 17.3 60.9 21.8 17.3 21.8 60.9

strongly agree

agree

dis agree

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation will develop employee’s attitude.

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Table: 4. Career Development
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 9 50 51 0 0 110 % Of Respondents 8.2 45.5 46.4 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 46.4% of the employees are neutral that the employees will have career development, 45.5% of the respondents are agreed to the statement, and 8.2% of the respondents are strongly agreed to the statement.

Fig 4
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CAREER DEVELOPMENT

50 45 40 35 30 25 20 15 10 5 0 8.2 strongly agree agree disagree 45.5 46.4

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation will pay way for the career development of employees.

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Table: 5. Employees Performance
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 14 63 33 0 0 110 % Of Respondents 12.7 57.3 30 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 57.3% of the employees are agreed that the employees can develop their performance, 30% of the respondents are neutral to the statement, and 12.7 % of the respondents are strongly agreed to the statement.

Fig 5
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EMPLOYEE PERFORMANCE

60 50 40 30 20 10 0 12.7 57.3

30

strongly agree

agree

disagree

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation will be a change in employees’ performance.

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Table: 6. Employees/Team
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 24 37 40 9 0 110 % Of Respondents 21.8 33.6 36.4 8.2 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 36.4% of the employees are neutral that the employees can cooperate with in team, 33.6% of the respondents are agreed to the statement and 21.8 % of the respondents are strongly agreed to the statement.

Fig 6

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TEAM

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% strongly agree agree neutal disagree 21.8 33.6 36.4 8.2

Inference:
From the above interpretation, it is inferred that, majority respondents are neutral that through competency mapping implementation will be a competitive advantage within the team of employees.

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Table: 7. Meeting Target
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 5 76 13 16 0 110 % Of Respondents 4.5 69.1 11.8 14.5 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 69.1% of the employee has agreed that the

employees can meet the targets, 14.5% of the respondents are disagree to the statement, 11.8% of the respondents are neutral and 4.5% of the employees are strongly agree to the statement.

Fig 7
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MEETING TARGETS

15% 12%

5% strongly agree agree neutral disagree 68%

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation helps in meeting targets of the employees.

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Table: 8. Tacit Knowledge
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 21 54 28 7 0 110 % Of Respondents 19.1 49.1 25.5 6.4 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 49.1% of the employee has agreed that it can improve the tacit knowledge of the employee according to the company needs, 25.5% of the respondents are neutral to the statement, 19.1% of the respondents are strongly agreed and 6.4% of the employees are strongly disagree to the statement.

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Fig 8

tacit knowledge

6% 19%

25%

strongly agree agree neutral dis agree

50%

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation can improve tacit knowledge of employees to meet the needs of the company.

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Table: 9. Personality
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 9 60 34 7 0 110 % Of Respondents 8.2 54.5 30.9 6.4 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 54.5% of the employee has agreed that it can mould the personality of the employee, 30.9% of the respondents are neutral to the statement, 8.2% of the respondents are strongly agreed disagree to the statement. and 6.4% of the employees are strongly

Fig 9

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PERSONALITY
60 50 40 30.9 30 20 10 0 strongly agree agree neutral dis agree 8.2

54.5

6.4

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation helps in molding personality of employees.

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Table: 10. Consistency
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 5 62 31 12 0 110 % Of Respondents 4.5 56.4 28.2 10.9 0 100

Source: Primary Data

Interpretation:
The above table indicates that 56.4% of the employee has agreed that employees will be consistent to the area of working, 28.2% of the statement, 10.9% of the respondents are disagreed strongly agreed to the statement. respondents are neutral to the and 4.5% of the employees are

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Fig 10

CONSISTENCY

dis agree

10.9

neutral

28.2

agree

56.4

strongly agree 0

4.5

10

20

30

40

50

60

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation employees will be consistent to the area they work..

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Table: 11. Recruitment Process
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 13 63 34 0 0 110 % Of Respondents 11.8 57.3 30.9 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 57.3% of the employee has agreed that it will be helpful in selecting the potential candidates, 30.9% of the respondents are neutral to the statement, and 11.8% of the respondents are strongly agreed to the statement.

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Fig 11

RECRUITMENT PROCESS

60 50 40 30 20 10 0 11.8 strongly agree neutral agree 57.3 30.9 S1

Inference:
From the above interpretation, it is inferred that, majority respondents are neutral that through competency mapping implementation will be helpful in selecting the competitive candidates in recruitment process.

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Table: 12. Performance Appraisal
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 61 22 27 0 0 110 % Of Respondents 55.5 20 24.5 0 0 100

Source: Primary Data

Interpretation:
The above table indicates that 55.5% of the employee has strongly agreed that it will be tool for performance appraisal, 24.5% of the respondents are neutral to the statement, and 20% of the respondents are agreed to the statement.

Fig 12

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PERFORMANCE AAPPRAISAL

60 50 40 30 20 10 0 strongly agree 55.5 20 24.5 S1 agree dis agree

Inference:
From the above interpretation, it is inferred that, majority respondents strongly agrees that through competency mapping implementation will be a tool for performance appraisal.

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Table: 13. Initiative and self-reliance
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 11 53 46 0 0 110 % Of Respondents 10 48.2 41.8 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 48.2% of the employee has agreed it can increase employees amount of initiative and self-reliance towards work,, 41.8% of the respondents are neutral to the statements, 10% of the respondents are agreed to the statement.

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Fig 13

INITIATIVE AND SELF RELIANCE

50 40 30 20 10 0 10 strongly agree agree neutral 48.2 41.8

S1

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation can increase employees amount of initiative self reliance towards work.

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Table: 14. Logical and Analytical data
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 0 88 22 0 0 110 % Of Respondents 0 80 20 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 80% of the employee has agreed it can increase employees logical and analytical ability, 20% of the respondents have given neutral to the statement.

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Fig 14

LOGICAL AND ANALYTICAL ABILITY

80%

20%

20%

agree neutral

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation will help employees logical and analytical ability, what they learned can be applied in their job.

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Table: 15. Current Demands
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree No of respondents 14 72 24 0 0 110 % Of Respondents 12.7 65.5 21.8 0 0 100%

Source: Primary Data

Interpretation:
The above table indicates that 65.5% of the employee has agreed that it will help to meet the current demands of the industry, 21.8% of the respondents have given neutral to the statement, and 12.7% of the respondents are strongly agreed to the statement.

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Fig 15

CURRENT DEMANDS

neutral

21.8

agree

65.5

strongly agree

12.7

0

20

40

60

80

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that through competency mapping implementation will help in meeting the current demands of the industry.

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Table: 16. Consolidated Response
S. No 1 2 3 4 5 Total Parameters Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree Average of respondents 16 59.8 29.866666667 4.333333333 0 110

Source: Primary Data

Interpretation:
The above table indicates that 59.8% of the employee has agreed that we can implement the competency mapping of HCL BPO, 29.8666 % of the respondents have given neutral to the statement, and 16 % of the respondents are strongly agreed to the statement.

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Fig 16

COMPETENCY MAPPING
70 60 50 40 30 20 10 0 Strongly Agree Agree Neither agree nor disagree Disagree 16.00 4.33 29.87 59.80

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree DisAgree

Inference:
From the above interpretation, it is inferred that, majority respondents agrees that competency mapping can be implemented.

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 Findings.  Conclusion.  Suggestion.

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Findings
“Creativity is finding out problems from solutions”

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FINDINGS

 60% of the respondent agrees that knowledge of the employees would be enhanced.  59.15 % of the respondent agrees that employee’s skill will be sharpened more.  60.9 % of the respondent agrees that it will help to improve employee attitude. 46.4 of the respondent agree it paves way for the career development of employees.  57.3% of the respondent agrees it brings constructive changes in employee’s performance.  36.4% of the respondent neutral that it will increase Competitive advantage among the employees/Team.  69.1% of the respondent agrees will help to meet the target of the employees.  49.1% of the respondent agrees it can improve tacit knowledge of employees to meet the needs of company.  54.5% of the respondent agrees it helps in molding over all personality of employees.



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 56.4% of the respondent agrees employees will be consistent to the area of working.  57.3% of the respondent agrees that it will be help full in selecting the competitive candidates in recruitment process.  55.5% of the respondent strongly agrees that it will a tool for performance appraisal.  48.2% of the respondent agrees that it can increase employee’s amount of initiative and self-reliance towards work..  80 % of the respondent agree that it can improve the employees logical and analytical ability what they learned can be applied in their job.  65.5 % of the respondents agree that it will help in meeting the current demands of the industry. To summarize 59.8 % of the respondents agree that we can implement competency mapping in HCL BPO.



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Conclusion
“Success is going from failure to failure without a loss of enthusiasm”.

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CONCLUSIONS

The broad concept might say to be based on the frequently quoted adage:

“People get hired for what they know but fired for how they behave!” This research describes to, check the feasibility of implementing competency mapping. Competency mapping can implemented since Competence management will have various aspects under it like competence profiling and finding what the company is good at, competence building that is building new competence to match the market demands, recruitment based on competencies. By implementing the suggestions of this study, the company may hire, develop and retain the right talent in the company.

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SUGGESTIONS
“Destiny is not a matter of chance; it is a matter of choice. It is not a thing to be waited for; it is a thing to be achieved”.

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SUGGESTIONS

 Competency mapping as a tool for performance appraisal: The competency can be considered to measure and enhance the performance of the employees.

 Creating awareness about competency mapping: Since, most of the employees were not aware of competency mapping; the company can consider conducting seminars, awareness programs or workshops to create awareness among employees.  Competency mapping for recruitment: Competency mapping may also be used as a tool for internal recruitment or promotion in the company.  Competency as a tool for retention: The competency mapping may also be used as a retention tool. If the performances of the employees were appraisal without any bias i.e. based on knowledge, skill, attitude tool for retention. the employees would be highly satisfied with the mechanism of performance appraisal. Therefore competency mapping may be used as

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APPENDIX

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A study on implementation of competency mapping in HCL BPO

Q S. NO ___________ DATE ___________

Dear Respondent This questionnaire is part of an academic study being carried out in partial fulfillment of an MBA degree in the Bharath University. Please take few minutes to complete this survey. Please do not leave any question unanswered. Your views, in combination with those of others, are extremely important. Your survey responses will be strictly confidential and data from the survey will be reported only in the aggregate. Your information will be coded and will remain confidential. Thank you very much for your time and support.

Personal information

1. Name  2. Qualification: 3. Marital status: Single  Married  4. Gender: M F 5. E-mail: 6. Contact number:  7. Designation: 8. Process name:

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QUESTIONNAIRE
If the competency mapping is implemented?
1. Employee’s knowledge will be enhanced.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

2. Employee’s skills will be sharpened more.
a) STRONGLY AGREE b) AGREE c) NEUTRAL d) DISAGREE e) STRONGLY DISAREE

3. It can develop employees’ attitude.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

4. It pays way for the career development of employees.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

5. Will be a change in employees’ performance.
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a) b) c) d) e)

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

6. Competitive advantage with in the team of the employees.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

7. It helps in meeting target of the employees.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

8. It can improve tacit knowledge of employees to meet the needs of company.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

9. It helps in molding personality of employees.
a) b) STRONGLY AGREE AGREE

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c) d) e) NEUTRAL DISAGREE STRONGLY DISAREE

Competency Mapping

10. Will employees will be consistent to the area they work.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

11. Will it be helpful in selecting the competitive candidates in

recruitment process?
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

12. Will it be a tool for performance appraisal?
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

13. It can increase employee’s amount of initiative and self reliance

towards work.
a) b) c) STRONGLY AGREE AGREE NEUTRAL

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d) e) DISAGREE STRONGLY DISAREE

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14. Employees logical and analytical ability what they learned can be

applied in their job.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

15. It will help in meeting the current demands of the industry.
a) b) c) d) e) STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAREE

COMMENT’S ______________________________________________________________________ ______________________________________________________________________

-- ------------THANK YOU-----------------

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BIBLIOGRAPHY

BOOKS
 The Art and Science of Competency Models: pinpointing critical success factor in Organization by Anntoinette.D.Lucia, Richard Lepsinger.  Knowledge Mapping: The Essentials for Success by Wesley Vestal.  Effective Competency Modeling and Reporting by Ken Cooper.  Competency-Based Recruitment and Selection by Robert Wood and Tim Payne.  HRM A managerial tool for Competitive Advantage.  Leadership research Findings, Practices and Skills fourth edition by Dubrin.  Process Mapping: How to Reengineer Your Business Processes by V. Daniel Hunt.  Knowledge Mapping and Management by Don White.

MAGAZINES AND JOURNALS
 HRM Review: ICFAI University Press.  How Commitment Affects Team Performance, HR Magazine 42(2) pg 107-112.  A Three Component Conceptualization of organizational Commitment, HRM Review pg 61-89.  The Fulcrum of BPO, Business Today, nov 20, 2005 pg 62-69.  Employee Engagement New Perspectives, K Mallikarjunan.  Managing Human Resources, South Western College Pueblishing.  Best of HRM Practices, K Mallikarjunan.  Developing a Global Management cadre, Prentice hall of India.  The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment by Robert S. Kaplan and David P. Norton. Kavita Poddar 127

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WEBSITES

 www.genpact.com  www.exploreHR.org  www.maricopa.edu  www.bulliviant.com/practice  www.utsystem.edu  www.workforce.com  www.google.com  www.apple.com  www.hclbpo.com  www.citihr.com  www.coolavnus.com

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