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TRAINING REPORT IN PARTIAL FULFILLMENT OF REQUIREMENTS OF THE PRESCRIBED COURSE FOR THE AWARD OF MASTER OF BUSINESS ADMINISTRATION IN HUMAN RESOURCE MANAGEMENT H.P. UNIVERSITY AT VIOM NETWORKS PERIOD OF TRAINING: 3 rd Jan. TO 29 TH Feb. SUBMITTED BY: AMRITA KHINTA M.B.A 3 rd SEM
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Page 1: Amrita Report

TRAINING REPORTIN PARTIAL FULFILLMENT OF REQUIREMENTS OF THE

PRESCRIBED COURSE FOR THE AWARD OF

MASTER OF BUSINESS ADMINISTRATION

IN

HUMAN RESOURCE MANAGEMENT

H.P. UNIVERSITY

AT

VIOM NETWORKS

PERIOD OF TRAINING: 3rd Jan. TO 29TH Feb.

SUBMITTED BY:

AMRITA KHINTA M.B.A 3rd SEM H.R. / MARKETING ROLL NO. - 2459 UNIV.ROLL NO-2363

HPUBS SHIMLA

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ACKNOWLEDGEMENT

With profound gratitude and resilience, I would like to thank management

of Viom Networks for giving me dignified opportunity to carry out my

training at their company for 8 weeks (3rd January to 29th February) at

Mohali Punjab.

I express my sincere gratitude to Mrs. Prity Mehra

(Manager HR) for allowing us to do our training in their esteemed

organization. I learned a lot from her. I would also like to thank the faculty

MBA department for their guidance throughout the training.

I am also thankful to all the employees of Viom Networks for their co-

operation during the training period

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HISTORYOF

VIOM NETWORKS LTD.Viom Networks, a joint venture between Tata Teleservices and Quippo, a Srei Group Enterprise, is the pioneer in the Shared Passive Telecom Infrastructure industry in India. The company was set-up with a mission to provide innovative shared telecom infrastructure solutions leveraging world-class technologies to all telecom service providers.Having pioneered the concept of telecom infrastructure sharing with less than 100 towers in 2005, Viom Networks today has become the world’s largest independent telecom infrastructure company with a portfolio of over 39, 000 towers across all 22 telecom circles in the country, and with plans of rolling out nearly 20-25,000 additional towers in the next two years while targeting a tenancy ratio of 2.8x. The company has by far the highest tenancy of over 2.45x per tower. It is also the strongest player in neutral host shared In-Building Communication Solutions (IBS). 

The In 2009, Quippo Telecom Infrastructure Limited (QTIL) announced its partnership with Tata Teleservices Ltd. (TTSL) with the merger of their passive infrastructure businesses, resulting in the formation of Viom Networks. Company further strengthened its leadership position with the acquisition of the tower arm of Tata Teleservices (Maharashtra) Limited in early 2010.With innovation and customer centricity at the core of the business strategy, Viom Networks has been setting precedents and leading from the front in developing and offering innovative and cost effective solutions to the telecom operators. These shared solutions help the telecom operators in saving costs through reduced capex and opex, at the same time result in

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faster roll-out of their services in the respective markets. The innovative solutions such as IBS and BTS Hotels are going to further strengthen the product portfolio of Viom Networks in the future.

As a responsible corporate, Viom Networks has also undertaken various initiatives to conserve energy and the environment. The company has already made sizeable investments in R&D activities to tap alternate energy sources such as solar energy, fuel cells, fuel saver catalysts and CNG to save energy, that have resulted in offering energy related cost benefits to the operator partners. The company has also become the first telecom infrastructure company in India to receive the ISO 14001 and OHSAS 18001 certifications for successfully implementing and incorporating international standards of Environment Management System (EMS) and Occupational Health & Safety Management System (OHSAS) initiatives as its corporate way of life.

With a vision to be the “Most Admired Telecom Infrastructure Company Globally’, the company has received strong support from reputed investors such as IDFC Private Equity, Macquarie SBI Infrastructure Fund, GIC Singapore (owned by the Singapore Government), Oman investment Fund (OIF) - an investment arm of the Government of the Sultanate of Oman, Roaring Investments Pte. Ltd. and AMP Capital.Work Culture @ ViomThe Work Culture at Viom Networks is defined by the compassion of its employees and the core values of the organization that include:

Customer centricity Respect for people Integrity Stakeholder value enhancement Professional entrepreneurship Passion for excellence

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About Viom Networks

Life @ ViomExcellence is the way of life at Viom

Being at Viom means living much beyond a professional life. We believe in creating a work life balance and promise an environment that provides growth opportunities. Diversity of our business verticals allow employees to move from one business line to another, thus enriching their professional experience.

We foster career building by providing opportunities that demand learning, thinking and innovation. A preferred workplace owing to the career enhancement potential, we offer an environment where all-round personality development is as much of a goal as realization of career ambitions.

At the same time, we assure that Viom remains a fun place to work 24x7x365, as stringent deadlines and tough commitments go hand-in-hand with strategies designed to help you unwind and beat unwanted stress. 

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Every day is a fun day at Viom, as we heartily enjoy partying, festivals, birthdays, anniversaries, and achievements.

We work with leaders who motivate us and friends who challenge us. Our success depends on having the very best people, who are extremely motivated and trained to meet the highest global standards. For over 2,600 family members, who are the key strength of the company, we offer a perfect platform to grow, learn and have fun! Our Employees Are Our Greatest Assets The greatest asset a company can have is not its financial capital, not its physical assets, not the number of products/services it offers, but its employees. Imbibing the spirit of this saying, we at Viom invest a great deal in our human capital, entirely convinced that it is only a perfectly engaged and empowered workforce that will help us achieve our vision of being the Most Valuable and Independent Telecom Infrastructure Company Offering Integrated Value Added Services.

We expect all our potential employees to think innovatively and dream big, while having the necessary skills and temperament to translate them into reality. Ours is a strong team of fun, friendly and hard working employees raring to take the company to levels of unprecedented success by stretching themselves that little bit more.

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As an employee of Viom, you can look forward to a friendly and dynamic work environment, exciting career and personal advancement opportunities, a healthy work-life balance, plus the chance to work as a part of one of India's first and leading Telecom Infrastructure Company.

Viom Tower Portfolio Viom’s vast tower portfolio comprises of self supporting Latticed Towers, Monopoles and Rapid Deployment Towers (Cell-On-Wheel). Entire tower portfolio is pre-engineered for accommodating multiple telecom operators and optimally designed for various parameters like height, wind speeds (140Kmph to 200Kmph), terrain, space available for site built-up, speed of erection etc. These towers have been designed to withstand various combinations of loading consisting of antenna loading, wind loading, seismic loading and self load of the structure in accordance to the relevant Indian Standards & Safety Factors. Towers designs are approved by Central Power Research Institute (CPRI), Structural Engineering Research Center (SERC) & Indian Institute of Technology (IIT). 

Various types of RF & MW Antenna and Tower Top BTS can be easily mounted on these towers. Safety and ease of climbing for the maintenance team are the prime factors considered while designing these towers. Towers are provisioned with adequate working space at working platform levels, Climbing Ladder with safety hoops, adequate number of rest platforms, Cable Ladder & Lightening Protection System. The material being used is mild steel or high tensile steel. Entire structure is hot dipped galvanized to provide weather protection against rusting.  

Depending on the placement, towers or poles are broadly categorized into two types - Ground Based or Roof Top.    Depending on the placement, towers or poles are broadly categorized into two types - Ground Based or Roof Top.  

 

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Various Types of Self Supporting Towers & Poles – 

Tower Type Configuration Tower Section Type

Ground Based (30m to 110m) Square Angular TowersTriangular Hybrid TowersTriangular Tubular TowersMonopolesRapid Deployment Towers

AngularTubular & AngularTubularSingle PolygonalAngular

Roof Top (3m to 30m) Square Angular TowersTriangular Hybrid TowersSix Legged Hybrid DeltasTriangular Tubular TowersPoles

AngularTubular & AngularTubularTubular & Angular

To ensure highest standards of quality, Viom has established fool proof Quality Assurance & Quality Control processes and quality is monitored at all the stages during manufacturing, construction, installation and operation & maintenance.

Neutrally shared In-Building SolutionsNeutrally Shared In-Building Solutions (IBS) is the perfect solution to address the challenges posed by ever growing traffic inside the buildings as well as optimizing the use of spectrum. In the low ARPU high growth markets, where customer churn is high, there has to be a strategy to address the requirements of high ARPU customers who will be high data users in closed office environments in future. Also, in light of the 3G and Wimax services to be launched shortly, IBS is the best tool to address these challenges, while providing immense benefits to the operators.

Having pioneered the concept of telecom infrastructure sharing, Viom today is the strongest player in neutral host shared In-Building Solutions (IBS). The company has a portfolio of over 38,000 towers across all 22 telecom circles in the country, and has plans of rolling out nearly 25-30,000 additional towers in the next two years. The company also has by far the highest tenancy of over 2 tenants per tower in the industry. 

Benefits of IBS:Improved coverage and capacity inside the building will increase revenue for the operators and give an edge over the competition.

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Benefits of IBS: Improved coverage and capacity inside the building will increase

revenue for the operators and give an edge over the competition. In-building solutions enable quick payback on investments and are

measured in terms of higher traffic volumes and revenues, which otherwise would have been lost. By offloading traffic from macro cell networks, In-building solutions ensure a higher quality of service with fewer dropped calls.

Shared infrastructure IBS sharing reduces the total cost of ownership, since both the

investment cost and the maintenance expenses are shared among several operators.

With only one set of antennas and faster rollout, it offers tremendous benefits to the operators, without comprising the aesthetics of the building.

Future proof Shared IBS support next generation Wireless LAN technology and

IP based solutions.

Efficient spectrum utilization By using the distributed antenna design technique, the antennas

keep the signals indoors, minimizing the impact and interference from outside the building. This results in efficient utilization of the spectrum.

Low power requirement With a dedicated In-building solution, the radio traffic will generate

less interference due to more precise cell borders, resulting in low power requirement and improved radio performance.Provide mobility and flexibility

The in-building network allows subscribers to make uninterrupted calls anywhere inside the building.

Short delivery time and fast expansion Usages of standard products in standard configurations results in

short lead time and facilitate faster expansion, for the operators.

Tower Operating CentreAnother step reinforcing Viom's commitment towards its customer is the introduction of one of its kind Tower Operating Centre (TOC). TOC shall connect over 38,000 towers spread across the length & breadth of the

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country with a 24x7 monitoring system. It is also supported by a field work-force of more than 30,000 resulting in reduced downtime and efficient remote monitoring mechanism. 

The Tower Operation Centre at Viom Networks is capable of monitoring, controlling and reporting of all cell sites. This 24x7 service center handles MIS reports and issues specific passive infrastructure alarms. The key functions of the service center are:

SLA monitoring and control Generation of event activity input for a trouble ticket system Monitoring of all infrastructure performance data Performance monitoring of work force management Generation of MIS reports for KPI monitoring

Innovation @ ViomAt Viom, Innovation is a way of life...

Distributed Antenna Systems (DAS)DAS is an innovative solution that will offer significant coverage, capacity and performance benefits of antennae systems. Still under evaluation, this antenna is expected to have far reaching impact on the Capex and Opex of shared service providers. Not only this, it will increase the coverage area of existing sites by 10 - 30 times as well as quality of indoor coverage improves by 2 - 4 times

Tower & BTS Improvement New light weight hybrid tower designs with a potential to reduce up

to 30% of cost and up to 35% weight for typical towers of 50m height with 4 tenant loading

Use of outdoor BTS with battery chiller will potentially reduces capex by 15% and power & fuel opex by 25%. Through small outdoor chiller in the absence of shelter, it will also help in battery cooling.

Energy Efficient SystemsSolar energy initiatives are currently being tested with few sites already under trial.

CNG generators are being explored in place of DG Sets that can reduce fuel opex to the extent of 14%

Energy storage platform are being explored from Deeya Energy with pilot project implemented on 10 sites

Fuel Cell instead of conventional Diesel Generator Set in non-EB sites can potentially reduce fuel opex by 25%

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Installation of wide band Static Voltage Stabilizers has already been deployed on 250 sites

Free cooling units are being considered at existing sites which can save AC opex up to 25%

Other OfferingsViom's offerings to its customers include a comprehensive site with all accessories to provide a smooth plug & play operation, including:

Site Acquisition Site Buildup Statutory Permission Equipment

 Along with tower, Viom provides complete accessories, suitable for shared telecom infrastructure. These accessories include, shelter, DG, ACPDB, DC Power System, Battery Backup, Electrical System, Alarm System, Air Conditioning etc.24 X 7 Operations & Maintenance ServicesViom provides complete O & M services for the passive infrastructure of the sites. This will include preventive maintenance of towers, predictive & preventive maintenance of DG, AC, Battery, Shelter, earthling and all other Electrical items. We ensure uninterrupted service through its professionally managed O&M team.

Security ServicesExecution ModelWith the rich experience gained from the successful implementation of the pilot projects in Punjab & Karnataka, Viom has already developed in-house capabilities to rollout any project in India. Execution ModelWith the rich experience gained from the successful implementation of the pilot projects in Punjab & Karnataka, Viom has already developed in-house capabilities to rollout any project in India. 

In order to cater to the requirement of Indian Telecom Industry & to enhance customer satisfaction, Viom is continuously improving its competency through partnership & outsourcing especially in Technology, Project Management & Equipment Sourcing etc. 

As an Infrastructure service Provider (Holder of IP1 License) Viom will be responsible for delivering complete telecom sites - plug & play - as per agreed contract terms & conditions. The responsibility includes site acquisition as per pre approved site coordinates, site development

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including civil work, equipment sourcing, erection & testing, final acceptance test and handing over the sites. Every activity is well defined with robust processes and enough of control mechanisms to ensure the best of the quality in the best turnaround time. We have 3rd party quality audits in place for various activities like Tower erection, civil works, electrical installations etc.

Online Project Management Tool – Site-ShareTo devise automated ERP solutions for its telecom infrastructure network and to speed up its business processes related to site rollout and sharing, Viom Networks has entered into a contract with UK-based software innovator Tarantula.net.

Site-share.com service will provide a suite of ERP applications including Site Finder, Site Rollout and Sharing Project Management, Supply Chain Management, Operations & Maintenance Management, Asset Management, Billing Management and MIS to Viom. Tarantula.net specializes in providing Telecom ERP solution for end-to-end management of mobile telecom infrastructure and site rollout, sharing, operations and maintenance processes through site-share.com. 

Site-share.com is a new and innovative concept in India which is proven and trusted by all the cellular operators in the UK. With this arrangement, Viom foresees significant time and cost savings. Just-In-Time order and delivery will help the company prevent leakage of operational assets, thereby improving the company's cash flows. Viom will be able to clearly view the progress by adopting a recognized and best-practice-approach to the management of rollout and sharing projects. Also, the uniformity of the process will enable Viom to prevent work duplication, thereby improving productivity and ensuring transparency. The systematic and automated process will help manage the quality of delivery and ensure customer satisfaction through improved service-level management and strict adherence to regulations.

Project Management 

Project management is the key strength of Viom and has been the key driver for successful implementation of existing projects. Viom's project management starts from the mutually agreed offer acceptance stage and continues through the planning, material sourcing, execution, and handover phases.For effective & uninterrupted implementation of the project, Viom has adopted 2 layer approaches. 

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The project management team consists of corporate team from the Head Office & execution team in each circle. The responsibilities of corporate team include, but not limited to project monitoring & control, equipment sourcing, coordination with vendors etc. 

The execution teams at each circle are the primarily responsible for site rollout starting from site acquisition, site development, civil construction, equipment erection & commissioning, final acceptanceIn a pre agreed time frame each team handovers specified number of sites to next team for their part of execution. The cycle continues till the entire project rollout is over.

Viom Site Buildup Process

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InvestorsViom continues to have a strong and mutually beneficial relationship with its investor partners. The investors in Viom include some leading names in the industry.

IDFC Private Equity IDFC Private Equity is India’s largest and most active private equity firm focused on infrastructure and manages a corpus of USD 1.3 billion through its three funds. It has investments in companies whose underlying assets range from ships, airports, trucks, power plants, telecom towers, hotel rooms, amusement parks, roads and bridges, gas pipeline, clean energy and rail container licenses.

Macquarie SBI Infrastructure Fund Macquarie SBI Infrastructure Investments Pte. Limited (MSIF) is a joint venture between Macquarie Capital, the State Bank of India (SBI) and the International Finance Corporation (IFC). The Company's main purpose is to manage the Macquarie SBI Infrastructure Fund. Viom continues to have a strong and mutually beneficial relationship with its investor partners. The investors in Viom include some leading names in the industry.

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IDFC Private Equity

 IDFC Private Equity is India’s largest and most active private equity firm focused on infrastructure and manage a corpus of USD 1.3 billion through its three funds. It has investments in companies whose underlying assets range from ships, airports, trucks, power plants, telecom towers, hotel rooms, amusement parks, roads and bridges, gas pipeline, clean energy and rail container licenses.

Macquarie SBI Infrastructure Fund

 

Macquarie SBI Infrastructure Investments Pte. Limited (MSIF) is a joint venture between Macquarie Capital, the State Bank of India (SBI) and the International Finance Corporation (IFC). The Company's main purpose is to manage the Macquarie SBI Infrastructure Fund.

MSIF provides qualified institutional and professional investors located outside India with access to the growing number of investment opportunities available to the private sector in India's infrastructure and infrastructure-like assets. MSIF had its initial close in April 2009 and is currently raising further capital. It is expected that MSIFwill have commitments of $US1.5 billion at the end of the capital raising period.Oman Investment Fund

 

Oman Investment Fund (OIF) is an investment fund, owned by the Govt. of Oman. OIF has been established with a mandate for global investments, predominantly in Private Equity and Real Estate assets. In the last few years, OIF has been actively investing in Europe and Asia. The Fund is working to establish long term relationships with quality partners and management. The OIF Board is chaired by H.E. Ahmed Macki, Minister of National Economy and Deputy Chairman of Financials Affairs and Energy Resources Counsel.

 GIC-Singapore

 

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In divest Ptv. Ltd. is an investment holding company managed by GIC Special Investments. GIC Special Investments (GIC SI) was set up in 1982 as the private equity investment arm of Government of Singapore Investment Corporation (GIC).

GIC is a global investment management company established in 1981 to manage Singapore's foreign reserves. GIC SI’s investment covers a wide spectrum which includes leveraged buyouts, venture capital, growth capital, mezzanine financing, distressed situations, infrastructure and other special situation investments. With a network of seven offices in key financial capitals around the world, GIC invests internationally in equities, fixed income, foreign exchange, commodities, money markets, alternative investments, real estate and private equity. Since inception,

GIC has grown from managing a few billion dollars, to well above US$100 billion today. Our investments over the years have covered the areas of leveraged buyouts, venture capital, growth capital, mezzanine financing, distressed situations and other special situation investments. Since inception, we have invested in over 400 fund partnerships and companies. Today, GIC SI ranks as one of the largest private equity investors worldwide.

 Existing CustomersOur customers include all the leading names in the Indian telecom sector offering their services using different technologies. With customer centricity and innovation at the core of our business, our various innovative solutions and steps taken to enhance efficiencies in the system have resulted in reducing the total cost of ownership for our operator partners. 

Property OwnersViom Networks has long-standing and mutual relationships with nearly 38000 landlords. We invite new relationships with potential land-owners with whom we will work in future for long-term agreements. Interested parties can leave details with us.Environment, Health & SafetyViom has adopted various tools for monitoring EHS-SA performance of tower sites, ensured display of do's & don't & performed internal audits based on Tower site Audit Checklist. Few key initiatives are as follows:

1. The organization has taken adequate steps to avoid or minimize risks and impact on the Health and Safety of employees & the local community during the project life cycle from both routine and non-routine

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circumstances during the design, construction and operation phase. Care has been taken to safeguard personnel and property in a legitimate manner that avoids or minimizes risks to the community's safety and security.2. An Environment Management Plan has been developed to avoid or minimize adverse impacts on human health and the environment by avoiding or minimizing pollution from project activities. Special precautions are taken to reduce emissions that contribute to climate change during the design, construction and operation phase. The Environment Management Plan includes Air Pollution Management, Noise Generation Control and Solid & Hazardous Waste Management.3. The organization is also ready with an Emergency Preparedness Plan for accidental and emergency situations in a manner appropriate to the operational risks and the need to prevent their potential negative consequences. This includes plan that addresses the training, resources, responsibilities, communication, procedures, and other aspects required to effectively respond to emergencies associated with project hazards. Viom collaborates with local community & government agencies Fire Stations, Hospitals to respond effectively to emergency situations, especially when their participation and collaboration are necessary to respond to such emergency situations.Social AccountabilityViom has aligned itself as per SA 8000 standards. The organization is committed to develop a culture which ensures compliance with all Social Accountability areas by the organization and business partners. The operations are aligned to proactively address and respond to community concerns regarding Environmental, Health, Safety and Social issues. Management provides organizational structure support and directive to make the associated activities practically feasible and successful, while addressing the requirements and interests of the organization.Energy Efficiency MeasuresEnergy Efficiency Measures are introduced at various stages like conceptualization, pilot testing and commercial production/deployment at sites. The other aspects like CAPEX, OPEX, potential CO2 emission reduction is also being worked out for these initiatives.

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Viom is working on four areas mainly:

Large BTS (base transceiver station)/cell site deployments are costly, making the traditional network expansion process expensive. Even if the operators are willing to invest in new macro cell sites, local regulatory requirements make this process extremely cumbersome and practically impossible.1. Alternate Energy Sources – Fuel cell, CNG generator, flow rate batteries and biodiesel. These initiatives are expected to save the diesel consumption from 10-15%. Fuel cell is already being deployed at many tower sites that have potential of saving of approx 25% diesel consumption.2. Lower cooling requirement – Outdoor BTS, Battery chiller and free cooling units are some of the areas of work.3. Improved efficiency of equipments – Viom is working on replacement with high efficiency PIUs and SMPs, fuel economizer, etc.4. Renewable Energy – Viom is working on renewable energy like solar powered tower station, biomass and wind energy. Solar power is in advance stage of pilot testing for their implementation

Business Process Management System (BPMS)Viom has adopted a business process management system (BPMS) that focuses on alignment all organizational aspects with client requirements while focusing on Cost Reduction, Defect Reduction, Revenue Enhancement and Risk & Loss Avoidance at the same time. The approach aims at studying  the  state  of the business, identifying challenges &

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issues, establishing efficiency through process documentation and automation, compliance with processes & policies and following best practices, providing an innovative, agile system where process updations are controlled but easy to build into the existing system and implement, ensuring performance visibility and optimization.

BPMS has developed world class documented SOPs (Standard Operating Procedures) for all key functions. These SOPs define in detail the execution process, roles & responsibilities, SLAs & TATs of various processes under different functions. Post releasing these SOPs across the country and ensuring access to key stakeholders, a thorough training was organized for the relevant target audience. Initiatives have been taken to ensure 100% process compliance to the documented SOPs.

BPMS is streamlining process & procedures as per ISO requirements. The organization is poised for ISO 9001: 2008 Certification.Technical Quality

In Viom, Technical Quality covers Projects and O&M activities. It ensures effective execution of Project Management activities during tower erection and associated civil work, adherence to customer timelines resulting in high customer satisfaction, timely and effective rollout of sites with adequate focus on quality, adherence to safety, health and environment guidelines, to monitor progress of maintenance activities, real-time analysis of trends, reporting of repetitive failures and their rectification to bring down outages.Manufacturing QualityManufacturing Quality process starts with defining Quality Assurance Strategy & identification of right partners for implementation and concludes with pre-dispatch analysis & defining scope of improvement. It includes defining product quality assurance strategy, implementation of this strategy, continual improvement of the pre-dispatch product quality and at the same time ensuring compliance to EHS policy of the organization.

Viom is engaged in achieving the following objectives:

1. Effective implementation of Manufacturing Quality Processes.2. Working with partners on creating right tools 3. Working with design teams & partners for new products       4. Facilitate performance improvement (on Quality) of the Manufacturing Partners 

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5. Ensure defect free product dispatch to site from plant 6. Ensure dispatched product is in correct quantity and is correctly marked for traceability 7. Effective tracking of inspecting partner performance                                 

Field QualityField Quality team ensures all activities performed during tower erection and associated civil work is as per specifications and activities are completed within defined SLAs. It also provides support to Projects & O&M Departments for continual improvement in product quality & services delivered are as per global quality standards. The process begins with mapping & planning Acceptance Test (AT) agency capacity for number of sites to be built by the projects department, followed by site-allocation, inspection and punch point closure and continual improvement for existing sites. The activities include:

1. Civil Inspections: 3 stage inspection for all sites2. Tower Inspections: Final stage inspection for all sites3. Electrical Inspection: Inspection of Shelter, AC, DG, PIU, Earthing, Battery Bank, etc.4. Ensures field compliance to EHS policy of organization. 

Total Quality Management (TQM)In Viom, the objective of the TQM team is to build a quality culture across the organization and to develop competence on quality and improvement tools & techniques such as 7 QC tools, problem solving processes, root cause analysis etc. All employees are covered in the scope of TQM.TQM team in Viom is engaged in:1. Development of training programs.2. Utilization of internal resources as trainers.3. Execution of improvement projects & ensures timely completion of

same to address business goals.4. Identifying tangible benefits from improvement projects.

Solar energy initiatives are currently being tested with few sites already under trial.CNG generators are being explored in place of DG Sets that can reduce fuel opex to the extent of 14%.Energy storage platform are being explored from Deeya Energy with pilot project implemented on 10 sitesFuel Cell instead of conventional Diesel Generator Set in non-EB sites can potentially reduce fuel opex by 25%

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INTRODUCTION

Human resource management: (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations In simple sense, HRM means employing people, developing their capacities, utilizing, maintaining and compensating their services in tune with the job and organizational requirement.

Features

Its features include:

Organizational management Personnel administration Manpower management Industrial management

But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even employee and industrial relations are confusingly listed as synonyms, although these normally refer to the relationship between management and workers and the behavior of workers in companies.

Human Resource Management (HRM) is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organizations.

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Business practice

Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.

Workforce planning Recruitment (sometimes separated into attraction and selection) Induction, Orientation and Onboarding Skills management Training and development Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than

HRM) Payroll (sometimes assigned to accounting rather than HRM) Employee benefits administration Personnel cost planning Performance appraisal Labor Relations

HRM Strategy

An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization’s HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies; however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.

An HRM strategy typically consists of the following factors: "Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly Organisational goals, an organization’s HRM

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strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organization. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.

Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization’s corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.

Continual monitoring of the strategy, via employee feedback, surveys, etc.

The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the Organisational culture within the firm or the industry that the firm operates in.

Functions

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have—and are aware of—personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have.

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Competency MappingCompetency 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.

Competency mapping also requires some thought, time, and analysis, and some people simply may not want to do the work involved to sufficiently map competencies. Thus a book like the above is often used with a human resources team, or with a job coach or talented headhunter. Competency mapping alone may not produce accurate results unless one is able to detach from the results in analyzing past successes and failures. Many studies find that people often overestimate their abilities, making self-competency mapping results dubious.

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 individuals must seek new jobs, knowing one’s competencies can give one a competitive edge in the job market.

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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.

Rating scale for assessment of competencies

Level of competencies Description

At the minimum optimum levels, needs great

Levels, needs great

improvement

Possesses minimal competencies required for

Carrying out the assigned job, there is a large

scope of development, in almost all areas.

Need some improvement Possesses most of the competencies required

for carrying out the assigned job; however,

there are specific areas of development for

which training interventions are required.

Meet expectation Possesses all the competencies required for

Carrying out the assigned job and has the

potential to perform the job to a desired level

of perfection. Is prepared to develop

additional competencies.

Moderately above

Expectations

Possesses all the competencies required for

Carrying out the assigned job and through not an expert has the

potential to be one and can be developed with

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Minimum training

Significantly exceeds

Expectations.

Possesses all the competencies required for

Performing the assigned job. Is viewed as an internal expert in his

areas. Peers seek his opinion across the unit/

Company in his domain uses current

Expertise to provide coaching guidance and

Transferring knowledge to subordinates and

Peers by conducting training programs.

Kindly Respond to the following Competencies as requested:

I possess the following competencies to the extent circled.

5-Always, 4-Sometimes, 3-Don't Know, 2-Very Rarely, 1-Never

Kindly refer to the annexure to know what all things you should consider while rating so that you can rate Su-Kam better.

HR

S.No Attributes Never Very Rarely

Don't know Sometime Always

1 Ability to Anticipating Problem 1 2 3 4 5

2 Confidence in interacting with People 1 2 3 4 5

3 Awareness 1 2 3 4 54 Knowledge of using SAP 1 2 3 4 55 Maintaining Confidentiality 1 2 3 4 56 Impartiality in taking Decision 1 2 3 4 5

7 Confidence in use of legal knowledge 1 2 3 4 5

8 Update myself with latest trends 1 2 3 4 59 Contingency approach 1 2 3 4 510 Negotiating skills 1 2 3 4 5

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BehavioralS.No Attribute NeverVery RarelyDon't know Sometime Always1 Team Membership 1 2 3 4 52 Ability to Motivate Others 1 2 3 4 53 Negotiating 1 2 3 4 54 Decision Making 1 2 3 4 55 Compatibility 1 2 3 4 56 Impartiality 1 2 3 4 57 Empathy 1 2 3 4 58 Patience 1 2 3 4 59 Extroversion 1 2 3 4 510 Stress Management 1 2 3 4 5

COMPETENCIES MATRICES OF VARIOUS COMPETENCIES

Human Resource Department Matrices

Ability to Anticipate problemEmp. No Self Senior Optimum Difference Training1 3 4 5 -2 Y2 3 3 5 -2 Y3 3 2 5 -3 Y4 4 5 5 -2 Y5 3 4 5 -2 Y

Confidence in interacting with People

Emp. No Self Senior Optimum Difference Training1 3 3 4 -1 N2 3 4 4 -1 N3 2 4 4 -2 Y4 3 2 4 -2 Y5 2 3 4 -2 Y

Awareness of Happening in Industry

Emp. No Self Senior Optimum Difference Training1 3 4 4 -1 N2 3 3 4 -1 N3 2 3 4 -2 Y4 4 4 4 0 N5 3 2 4 -2 Y

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Skill of using SAP relating to HR matters

2 2 3 5 -3 Y3 3 3 5 -2 Y4 3 3 5 -2 Y5 2 4 5 -3 Y

Update myself with latest trend

Emp. No SelfSeniorOptimum Difference Training

1

4

Emp. No Self Senior Optimu

m Difference Training

1 3 3 4 -1 N2 2 3 4 -2 Y3 3 2 4 -2 Y4 4 4 4 0 N5 3 4 4 -1 N

Emp. No Self Senior Optimum Difference Training

1 4 5 5 -1 N2 4 4 5 -1 N3 3 4 5 -2 Y4 4 3 5 -2 Y 5 3 3 5 -2 Y

Impartiality in taking decisions

Emp. No Self Senior Optimu

m Difference Training

1 3 4 4 -1 N2 3 3 4 -1 N3 2 4 4 -2 Y4 3 4 4 -1 N5 2 4 4 -2 Y

Confidence in use of legal Knowledge

3 4 -1 N

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Emp. No Self Senior Optimum Difference Training

1 3 3 5 -2 Y24 4 4 0 N33 4 4 -1 N43 3 4 -1 N54 3 4 -1 N

Contingency Approach

Emp. No Self Senior Optimum Difference Training1 2 3 4 -2 Y2 2 2 4 -2 Y3 3 4 4 -1 N4 4 3 4 -1 N5 3 3 4 -1 N

Negotiating Skills

Emp. No Self Senior Optimum Difference Training1 2 3 5 -3 Y2 3 3 5 -2 Y3 4 3 5 -2 Y4 4 4 5 -1 N5 3 4 5 -2 Y

N-Training not required is at an optimum levelY- Training is not required is at lower levelE-Exercise has expertise in this specific competency

HR

S.No. CompetencyNo. Of People need training

Total no of people Percentage

1 Ability to Anticipating Problem 5 5 100

2 Confidence in interacting with People 3 5 60

3 Awareness 2 5 40

4 Knowledge of using SAP 2 5 40

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5 Maintaining Confidentiality 3 5 60

6 Impartiality in taking Decision 2 5 40

7 Confidence in use of legal knowledge 5 5 100

8 Update myself with latest trends 0 5 0

9 Contingency approach 2 5 4010 Negotiating skills 4 5 80

HR Department Behavioral Competency Training Needs

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Behavioral Competency Training Needs of HR Department

Team Membership- Means how well you can work in teams. In HR this

quality is regarded as core competency. As HR people should be able to

work within teams so that the department can achieve the goals set by the

company. HR employee should have things kind of competency in their

behavior as they need to meet thousands of people and make sure that all

the departments and the company go towards the set objective smoothly.

40% employees need training on this competency. This shows that this

is really a

matter for concern and proper training can give better results to the

company.

Motivating Others- Awards given in kind work more than monetary

awards. A pat on back of an employee when he succeeds in his work

motivates him. Maslow’s need theory says that try and understand what

kind of needs a person has and try to motivate him to work better to

achieve a higher level of satisfaction.

Negotiating skills- HR employee as a person should have negotiating

skills in him. He should be aware when, where and how to compromise in

what conditions. When this comes to the company it is extremely

important that an HR professional is a good negotiator as when a company

hires an employee it should be able to see the real worth of that employee

and try to get the best possible deal for the company while fixing his

salary. This being a core competency, statistics shows that 60% of the

people need training in this, which is extremely high. If a manager

compromises on a recurring expenditure of the company such as

employees’ salary. It will prove to be very expensive for the company. So

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this kind of competency needs to improved through extensive training

program and should be checked time and again.

Decision Making- Employees represent the company. One correct

decision by an employee can create a paradigm shift in the market and one

incorrect decision can make the company lose its reputation, which is

earned in years but lost in seconds. This quality is also treated as important

but not core.40% people need training on this competency. Training would

help the company to grow as decisions of the company make a difference.

Compatibility – Situations keep on changing. The person who can adjust

well with the situations can make the company grow easily. The world is

changing and each and every person does not welcome changes. If HR

person himself resists the change how will that be applicable to the

company so it is necessary that company takes care that at least the HR

people are compatible with changing situations so that they can make sure

that other people adjust with the change easily. Compatibility does not

means to adjust with situations alone but also means to adjust with people.

This is treated as a CORE competency for an HR professional and

statistics show that 40% people need training so this aspect should be

taken care of.

Impartiality – This research is working on an assumption that 20% error is

allowed and every one cannot be perfect to the same extent. No doubt that

today’s world works on the concept that if I help you today I expect the

same from you tomorrow. This means that if you ask a favor from

someone today you should be ready that he may ask some favor from you

tomorrow and you may have to be partial towards him while deciding

something. Your decisions are actually guided by the people who have

influencing power on your decision. So your conscience and our behavior

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should be set to a particular level and it should not allow partiality to a

great extent. This is not a core competency but it still needs concern. 40%

employees need training in this competency so it is extremely important

that we take care of it.

Empathy- It is important to be a good listener besides being a good

presenter. An HR professional should be a good listener. He should

actually feel the problem of other person and suggest him solution by

imagining himself in that problem. Every employee might have different

kind of problem which might be affecting his life and family and he can

get solutions from HR people only so it is extremely important that an HR

professional treats this as best competency. Research shows that 60% of

the people need training in this, which is regarded as a CORE

Competency. So training for this competency is extremely important.

Patience- An HR professional is actually like a parent for the company. He

should act as a mediator between those whose concept or thinking does

not match. If the parent himself is impatient and gets heated up soon and

spoils the situation how will the things work. Even if some thing unhappy

is happening he should know how to handle the situation. Getting angry or

cold war can spoil the situation. Though this is not a core competency but

even then 40% of the employees need training on this competency and this

is quite critical because this can spoil the situation and make it difficult for

other to work.

Extroversion- It is preferred that an HR professional should be an

extrovert person to some extent professional so that he is able to build

relations and make good number of contacts with people. That helps a lot

as an HR professional gets to know different people and they can be

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HR Department Training Needs

5 3 2 2 3 25

0 2 4

100

60

40 40

60

40

100

0

40

80

0

20

40

60

80

100

120

No of People NeedTraining

Percentage

helpful in the growth of business. So this competency is quite important

even though it is not a CORE Competency. 40% of people still lack in this

competency and they need training in this so that a little bit

Change in their behavior can help the company grow.

Stress Management- In today’s corporate world there are no work timings

and even if they exist, they are just on papers. Private companies paying

handsome pay packs expect a high quality work. So one person is

handling a bundle of responsibilities and this actually builds stress on his

mind. Managing stress in a smooth manner can help a person work

smoothly.40 % of employees lack in this competency and if training is not

given for this it can lead to some dangerous effects on the company and

the person himself.

HR Department Training Needs

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Anticipate Problem- Anticipating problems is regarded as a core

competency when it comes to HR department. Director HR Mrs. Geeta

Sachdeva specifically says “If you can prevent the problem from coming I

honor your skill but if you allow problem coming in and then solve it that

anyone can do”. He believes that “Prevention is better than cure”. It is

extremely sad to see that 100% people need training in this competency

but it is good that at least this research will help the HR professional to

know which all areas people and they themselves lack in so that they can

improve the same through training.

Confidence in interacting with other people- It is extremely important for

an HR professional to build contacts and keep on interacting with people

so that he can use his contacts when ever needed. An HR professional

should be extrovert in nature so that he can get in touch with all the

employees not only of his office but also with people employed in other

circles of Su-kam. He should make contact with other people who can

help them in many ways like news reporters, lawyers, doctors, and event

managers’ etc.60% of employees need training in this competency.

Awareness of happenings in industry-A person who keeps sitting in his

cabin and does not even know what is going in the environment is actually

getting outdated. There are many more things that matter in business

besides work, and work. Person should be aware of the various

happenings around him in the industry so that the problems the other

companies are facing do not creep in the firm. Learn from the mistakes of

others and even find out the factors behind their success. 40% people lack

in this competency so it is important that training is arranged for such a

competency so that employee can know what is the benefit of being aware

of happenings in the industry.

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Skill of using SAP relating HR matters- An HR professional has to take

care of employee right from joining till exit. He has to make sure that each

and every detail about the employees is duly updated in SAP so that

employee does not face any kind of problem in getting his salary. An HR

professional should be able to use SAP comfortably because each and

every thing is done through SAP right from appointment letters to transfer,

confirmation, and promotions etc. 40 % employees lack in this

competency which can have dangerous effects because any changes made

in SAP are made on centrally located server. So it is important that the

company makes sure that HR professionals are well equipped with the

knowledge needed to use SAP.

Maintaining Confidentiality- this is treated as a core competency. Records

of employees have each and every detail about salary, transfer promotion

etc and if this information lands in wrong hands every employee being

affected would really try to get the best for himself, which might create

problems. Information like performance appraisal grades and other things

about a person should not be known to any other employee as that might

affect the working and the relationship that the employee has with others

in the company.. 60% of employees need training for this competency. It

is important that company makes sure that the information does not land

up any where else except where it is needed.

Impartial Decision Making- An HR professional has to make sure that

people does not guide his decisions. He should not be easily influenced by

pressure of people because once a person is to be hired company

reputation, performance, and hiring cost is at stake so an HR professional

should be strategic in his approach keeping company’s interest at the top.

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40% of the people lack in this competency. People lacking should be

trained well that any one does not affect their decisions. One partial

decision can create a problem for the company. The problem can even go

to the extent of a case being filed against the company that hampers the

reputation of the company. Reputation earned in years should not be lost

in seconds by one incorrect decision. So it should be made sure that fair

and just decisions are taken.

Confidence in the use of legal knowledge- Use of legal knowledge comes

into picture when some case is filed against the company or some mishap

has happened with an employee of the company. At the time when some

thing unhappy has already occurred it has to be dealt calmly with full legal

knowledge. What effect would ySu-Kam actions have on the person being

affected? Full knowledge of all acts including employee compensation,

Industrial dispute Act etc is of great importance for a service sector

industry. 100% employees need training for this competency. The

companies have separate legal advisors so HR professionals never bother

to gain perfect knowledge legality. Training should be given to employees

to gain legal knowledge and discuss solutions to practical case studies.

They should even study how the various company cases are resolved.

Update yourself with latest trends- Updating yourself with the latest trends

going on in the industry is essential for a HR professional. Updating alone

is not enough. The latest trend must be applied to make the company

grow. 0% employees need training in this competency it is nice to see such

a kind of approach of employees towards their work.

Use of MIS (Management Information Systems)- HR professional needs

to make many kind of reports like performance appraisal report, Total

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expenditure on salary department wise, Attendance report, Training

schedules, vacancy schedule, interview summary reports, sorting bio data

as per the required candidates so a person should be extremely good with

Microsoft excel and other MIS compilation software.40% people need

training in this competency so it is important that the company hires

computer professionals to make sure that all employees are well equipped

with knowledge to use MIS compilation software and have multiple

results.

Negotiating skills- HR employee as a person should have negotiating

skills in him. He should be aware when, where and how to compromise in

what conditions. When this comes to the company it is extremely

important that an HR professional is a good negotiator as when a company

hires an employee while fixing his salary he should be able to see the real

worth of that employee and try to get the best possible deal for the

company. This being a core competency data shows that 80% of the

people need training in this, which is extremely high. If an employee

compensates on a recurring expenditure of the company such as

employee’s salary it’s cost extremely high to the company. So this kind of

competency needs to improved through extensive training program and

should be checked time and again.

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Kindly Respond to the following Competencies as requested

.I possess the following competencies to the extent circled

5-Always, 4-Sometimes, 3-Don't Know, 2-Very Rarely, 1-Never

Behavioral

S.No Attribute NeverVery Rarely Don't know Sometime Always

1 Team Membership 1 2 3 4 52 Ability to Motivate other 1 2 3 4 53 Negotiating skills 1 2 3 4 54 Decision Making 1 2 3 4 55 Compatibility 1 2 3 4 56 Impartiality 1 2 3 4 57 Empathy 1 2 3 4 58 Patience 1 2 3 4 59 Extroversion 1 2 3 4 510 Stress Management 1 2 3 4 5

COMPETENCY MAPPING

This model tries to find out many things. It is actually a model, which finds out relationship between Competencies required for a job and competencies being displayed by the person performing that job. This helps in finding the missing links between the two (keeping in view the minimum level to which that competency should be present in the employee). An employee rates himself on a particular competency and then the functional head also rates him on that particular competency. A comparison is then made of each of these ratings with the minimum level required. Whichever difference is more, is treated as a gap and if the gap is more than 20% it is considered that the employee needs training. Head of that functional department or a team that has core knowledge and experience of that area may identify the competencies required for a job? This team or head of the functional department tries to identify the skills, attitude, and behaviors requiredfor that job. Competencies may be classified into two different areas:

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Competencies

HRFinance Marketin

gTechnical

Behavioral Competencies

Behavioral Competencies and Technical Competencies.Behavioral competencies are studies of those employees who come under these functional areas and are a part of Competency Mapping survey.

Behavioral competencies are the ones, which tell what kind of behavior shoulda person performing particular job posses.

Technical Competencies relate to the techniques required for performing a particular job.

HR Department designs a performance appraisal method to check what allcompetencies and to what extent are being displayed by the employee while performing his job.

Then a comparison is made between the competencies that head of thefunctional department was looking for and the competencies displayedby the employee in that job. This provides us the missing links or gaps, which can be bridged by Training.Thus this model finally helps us in knowing the training needs as discussed in figure 1(A) The degree to which these competencies

Are required also matter a lot. SomeCompetencies, which are extremely essential for a job, are CORE COMPETENCIES. CORE here means.

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Critical Organizational Really Essential Competencies.

These are related to (Balance Score Card) BSC modified version of KRA , which are required to a very high degree in an individual.

REFERENCES:HUMAN RESOURCE MANAGEMENT :- BY C.B. GUPTA

PRINCIPLES AND PRACTICES OF MANAGEMENT

BY L.M. PRASAD

COMPETENCY MAPPING BY SEEMA SANGHI

http://www.viom networks.com

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http://www.about/HR.com