Final Project

CHAPTER 1

INTRODUCTION

Organization in recent years has been experiencing significant changes. There is a steady shift

from the hierarchy based organization to team based organization. The multitier organizational flutter

ones are replacing structure. All these changes would be effective only when employees understand

the values of their organization places in them. This requires clarity on the part of the employee about

the contribution expected from him.

Identifying the contribution to be made by the employee requires detailed understanding of

the knowledge and the skill necessary to make the contribution. A skill matrix gives an outline of

various skills necessary and the level of skills possessed by each employee. This is the first step in the

skill assessment process, which aids in developing world-class employees for world-class

organization. Assessing the individual competencies is an important process in the development and

retention of employees. This assures employees about the value placed in them. The skill matrix is a

simple tool that allows assessment of skill required ranging from entire organization to each and every

individual.

Skills Management is the practice of understanding, developing and deploying people and their

skills. Well-implemented skills management should identify the skills that job roles require, the skills

of individual employees, and any gap between the two. Skill is the practiced application of a topic,

technique or concept. The skills involved can be defined by the organization concerned, or by third

party institutions. To be most useful, skills management needs to be conducted as an ongoing process,

with individuals assessing and updating their recorded skill sets regularly. These updates should occur

at least as frequently as employees' regular line manager reviews, and certainly when their skill sets

have changed.

They are usually defined in terms of a skills framework, also known as a skills matrix. This consists

of a list of skills, and a grading system, with a definition of what it means to be at particular level for a

given skill.

Peter Drucker (1993) argued that a skill could not be explained in words, it could only be

demonstrated.

In order to perform the functions of management and to assume multiple roles, managers must be

skilled. Robert Katz identified three managerial skills that are essential to successful management:

technical, human, and conceptual. Technical skill involves process or technique knowledge and

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http://en.wikipedia.org/wiki/Skill

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Skill

proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves

the ability to interact effectively with people. Managers interact and cooperate with employees.

Conceptual skill involves the formulation of ideas. Managers understand abstract relationships,

develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill

concerns people, and conceptual skill has to do with ideas. A manager's level in the organization

determines the relative importance of possessing technical, human, and conceptual skills. Top level

managers need conceptual skills in order to view the organization as a whole. Conceptual skills are

used in planning and dealing with ideas and abstractions. Supervisors need technical skills to manage

their area of specialty. All levels of management need human skills in order to interact and

communicate with other people successfully.

As the pace of change accelerates and diverse technologies converge, new global industries are being

created (for example, telecommunications). Technological change alters the fundamental structure of

firms and calls for new organizational approaches and management skills.

1.1 EMPLOYEES WHO BENEFIT

Skills management provides a structured approach to developing individual and collective

skills, and gives a common vocabulary for discussing skills. As well as this general benefit, three

groups of employees receive specific benefits from skills management.

INDIVIDUAL EMPLOYEES

As a result of skills management, employees should be aware of the skills their job requires,

and any skills gaps that they have. Depending on their employer, it may also result in a personal

development plan (PDP) of training to bridge some or all of those skills gaps over a given period.

LINE MANAGERS

Skills management enables managers to know the skill strengths and weaknesses of

employees reporting to them. It can also enable them to search for employees with particular skill sets

(e.g. to fill a role on a particular project).

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ORGANIZATION EXECUTIVES

A rolled-up view of skills and skills gaps across an organization can enable its executives to

see areas of skill strength and weakness. This enables them to plan for the future against the current

and future abilities of staff, as well as to prioritise areas for skills development.

The skill matrix is the heart of a career portfolio. It consists of many cells. Each cell contains the

expected grade level of the skill with which the job has to be performed along with the description

corresponding to that grade. It can be formed in different ways. Skill matrix can be done on three

levels say for the industry, for the organization or for specific roles.

Skill matrix actually depends on the job to be done in the case of skill matrix for specific role. It is a

chart based on the job requirements. We can develop it by discussing with the concerned

managers. The simple skills table will have skill in the columns and posts in the rows.

For example if you have an operator of an automatic computer controlled production

E.g. CNC lathe machine= he should have machine programming skills, drawing reading skills and

also about selecting the proper tools depending on the work piece to be machined. This is one skill set

for that job. The same job will require work planning skills, communication skills, etc depending on

the nature of the job.

1.2 DEVELOPING THE SKILL MATRIX

Step: 1

To view the organization structure and this would give an idea about the hierarchy and

flow of responsibility.

Step: 2

To analyze the job description of each position. A detailed study of the job description

will give an idea about various tasks to be performed by the employee.

Step: 3

To identify the corresponding skills. Identifying the various tasks will help in identifying

various skills required to accomplish the task. A more accurate list of skills required can be obtained

by discussing the job content of the employee with the head of his department.

Essential skill: this refers to a skill that is a must to be possessed by an individual to

accomplish the job. It means that the failure to possess this skill will hinder the employee

from carrying out the task. No compromises can be made about the possession of these skills.

Preferred skill: This belongs to the second cadre with slightly reduced importance. Though

it is not a must for the employee to possess these skills, it is desirable to have them. These

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skills help the employee to accomplish the task easily with better standard. Thus the

possession of these skills is an added advantage.

Tertiary skill: This is the lowest order skill. These are given less importance while

calculating the value of the employee. However nowadays the concept of tertiary skill is

vanishing and all skills other than essential skills are considered just to be of added

advantage.

Step: 4

To classify the skills. Skills can be divided based on their importance like essential skill,

preferred skill and tertiary skill. Considering the level of the skill it is divided into five types like Very

high, High, Average, Low, Very low.

Step: 5

To attach weights to the skills based on their importance and the level and finally getting

the employees and superior’s ratings using the questionnaire. Then the skill matrix is obtained after

analysis and interpretation.

1.3 CONCEPTUAL FRAMEWORK

Figure 1.3.1

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Identifying the roles of the employees

Collection of job task of the identified role

Skill identification

Mapping of skills

Gap analysis

Matrix formation

1.4 ADVANTAGES OF SKILL MATRIX

The following are advantages of preparing a skill matrix:

Improves employee selection

Reduced overtime and turnover

Advanced selection procedures

Increased employee morale

Identification of training needs of the employees

Increased productivity

Helps in identifying the strengths, weakness o0f the employees and thereby helps in

the formation of the competency mapping.

Reengineering of jobs can be done easily.

1.5 STATEMENT OF THE PROBLEM

More than half of today's businesses find it more difficult than five years ago to recruit

employees with the skills they need, according to the results of a new survey. Communicating the job

responsibilities, skills and the exact nature of the job, what it involves, the good as well as the

mundane part of the job, is very critical for an employer to ensure right candidate is being selected for

his company. If these things are not communicated clearly at the outset, there is a high chance of the

mismatch happening. Indeed, communicating the employer’s level of expectation from an employee

with regard to the possession of the skill with which he has to perform his job seems to be the biggest

factor in setting up the performance level for an employee.

Skill matrix can solve this problem by giving an exact idea to the employee of the employer’s

requirement and will ensure increased performance.

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1.6 NEED FOR THE STUDY

The study can enable to know the employer’s level of expectation from an employee.

It also identifies the necessary skills that are needed for some important positions in a

recruitment consultancy.

1.7 OBJECTIVES

PRIMARY OBJECTIVE

To design skill matrix for specific roles (manager, team leader, hr associate) in Proverge

Technologies

SECONDARY OBJECTIVE

To find out the task involved in executing the job

To find out the skills essential to execute the job

To analyze the gap basing on the superior's perception and the employees perception of the

skill requirement.

1.8 SCOPE OF THE PROJECT:

This study has a scope in the following areas:

Job planning

Wages and salary administration

Analyzing training needs

Career planning

Basis for promotion criteria

Recruitment and selection

Performance appraisal

Delegation of authority

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1.9 RESEARCH METHODOLOGY

1.9.1 RESEARCH DESIGN

The research design adopted for this study was a descriptive design. The objectives stated for the

study was clear and the required was available.

1.9.2 DATA COLLECTION

The primary data was collected using a structured closed ended questionnaire using random

sampling technique.

The secondary data was collected from reference books and websites.

1.9.3 SAMPLE SIZE

The number of samples collected in total was 16 employees of which 12 are hr associates, 3 are

team leaders and 1 manager.

1.9.4 DATA ANALYSIS TOOLS

Statistical tools: Analysis was done using weighted average method, Gap

analysis and Independent sample T test.

1.10 LIMITATIONS OF THE STUDY:

This study is limited to the company PROVERGE TECHNOLOGIES in Coimbatore.

All data collected are generally limited by the method adopted. The method of data collection being

a questionnaire, data is limited to the extent of data generation available through the method.

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CHAPTER 2

REVIEW OF LITERATURE

2.1REVIEW 1:

2.1.1 JOB SKILLS

Job skills are those skills specific to a job or occupation. An administrative assistant is skilled

in typing, word processing, answering telephones, company correspondence and filing. An accountant

would list accounts receivable, performing accounts payable, payroll, figuring taxes, using a 10-key

adding machine and computer accounting programs. A salesperson would include customer service,

record keeping, order processing, inventory management, billing and product displays. Job content

skills are important to employers for obvious reasons. These are the specific skills they look for in a

candidate to accomplish the duties of the job.

It is of four categories 1. Working with people, 2. Working with data & information,

3.Working with things, 4. Working with ideas. Though most of us work with all 4 categories at one

time or the other, we tend to be attracted to 1 or 2 areas in particular. Successful teachers, customer

service rep & salesperson are skilled in working with people. Financial controller, statistical

forecasters are good in working with data & info. Engineers, mechanics enjoy using their skills to

work with things. Inventors, writers use creativity and idea skills.

2.1.2 SELF-MANAGEMENT SKILLS

Sometimes called "personality traits," these self-management skills you use day-by-day to get

along with others and to survive. They're the skills that make you unique. Sincerity, reliability,

tactfulness, patience, flexibility, timeliness and tolerance are examples of self-management skills.

Employers look for these skills in candidates as evidence of how they will fit into the organization.

How a person will fit in is an important consideration to employers. These skills are personality &

value oriented. They describe one’s attitude & work ethics which includes creativity, energy

enthusiasm, logic, resourcefulness, productive, competence, persistence, adaptability & self

confidence.

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2.2 REVIEW 2:

2.2.1 SKILL MATRIX

- As rightly mentioned, it is a way to capture the skills required for a particular job.

- This can be of two types again: 1. Technical Skill Matrix, 2. Behavioral Skill Matrix

- It is a way, where, you can or should identify the Skills required for a particular job, in a particular

department / team.

- Then map the identified skills, with the technical expertise available, categorizing them as "Experts",

"OK", "Basic" etc., or to be more clear and easy to understand and analyses the data, you may capture

the details as per the years of experience, they had in using / implementing that particular skill.

2.2.2 BENEFITS OF SKILL MATRIX

- As mentioned, it can be best used for Training, for cost effectiveness.

- Along with that, it can also be used for developing strategies like succession planning, recruitment

strategies, etc.

2.2.3 DEVELOPING SKILL MATRIX

- As mentioned, through performance appraisals. But, I feel this is not the best way of capturing the

same.

- According to my understanding, (Please correct me if wrong) Skill matrix needs a varied inputs, it

can be prepared

- Through a detailed understanding of the Project profiles that the company undertake

- Discussion or focused group discussions with the Top Management, to understand the expertise

required to perform the project

- Inputs taken from Job Descriptions

- One to one interactions with the employees, and discussions with the HODs, and the PMS system,

can help in identifying the expertise available on a particular skill.

2.2.4 EXAMPLE OF IMPLEMENTATION OF SKILL MATRIX

- The best example, where implementation of a skill matrix is more beneficial is the Recruitment

consultancies, and Job Portals.

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- If the details given by the Client, is segregated in the form of a matrix, with the skills required and

the experience / expertise, then

- From the Profile, one has again this can easily be identified through the Skill matrix, which is /

should be already developed, from the Candidate CV downloaded.

This is just an easy and live example, of the best implementation and utilization of a Skill Matrix.

Similarly an organization generally develop Skill matrix, One Behavioral, which is generally the same

across the company and Different Technical Skill Matrices, for each of the department.

2.3 REVIEW 3:

The author says that they have designed a skills matrix to be used for developing and

assessing undergraduate biochemistry and molecular biology laboratory curricula. We prepared the

skills matrix for the Project Kaleidoscope Summer Institute workshop in Snowbird, Utah (July 2001)

to help current and developing undergraduate biochemistry and molecular biology program designers

to determine which laboratory techniques, skills, and theories to include in a 4-year plan. The skills

matrix can be used to evaluate and assess the types of laboratory skills as well as the level at which

they are taught in biochemistry and molecular biology curricula. The matrix can foster better

communication between faculty in chemistry, biology, math, and physics as they share curricular

information. As an example of utility of the skills matrix, we used it to survey several commonly used

biochemistry laboratory manuals to evaluate the skills covered in each text.

2.4 REVIEW 4:

Some of the curriculum materials reviewed by the NCPQ have documented skills using a

simple matrix configuration or table such as the example below. Others have been more detailed, and

have documented the primary task or competency with supporting subskills, along with the

occupational cluster and academic skill group the task is related to, and a description of the task. The

following matrix from Introduction to International Trade (Crummett & Crummett, 1994) illustrates

one type of design

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Table 2.4.1

Related Academic and Workplace Skills List

Unit 5: International Marketing

Task Skill Subskill Description

Evaluate an

international

marketing

plan

Foundation skills Reading Comprehending written information,

and analyzing and applying what

has been read to a specific task

Writing Communicating a thought or idea

in a written form in a clear,

concise manner

Learning skills Learning to learn Developing the ability to apply

knowledge to other situations.

2.5 REVIEW 5:

2.5.1 POSITION DESCRIPTION TEMPLATE:

2.5.2 KNOWLEDGE, SKILL AND EXPERIENCE REQUIREMENTS

List the knowledge, skills and experience required for the role itself, not those of the specific

employees performing the role. For evaluation & recruitment purposes, you must indicate which

requirements are essential and which are desirable/preferred.

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Table 2.5.2.1

Skills

Interpersonal Skills

(eg. Communication,

negotiation, leadership)

Leadership

Team Building

Time Management

Communication

Planning & Organising

Process Mapping

Technical

Analytical

Results Orientation

Skill requirement (please tick) Essential Preferred

Computer/Software

(eg. Access, Project, Adobe,

Illustrator,standard

organisational programs)

PMS / GMEN, Dovar, EMR, ORS, Novus, CGU-Connect and

FSRA based systems

MS Office Suite – Word, PowerPoint, Excel, Access and

Project

Flow / Process Charting, Lotus Notes / Outlook, Internet

Explorer

Data Base Query/Reporting Skills


Technical Skills

(eg. Driver’s Licence)

Business Requirement Documentation

Test Plan / Case Development

System / User Acceptance Testing

Project Planning / Management

Knowledge of SDLC Process

Process Improvement / Mapping

Change/Problem Management processes


...

2.6 REVIEW 6

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2.6.1 ATTRIBUTES

Attributes are ranked on a 1-10 scale, with an average human rating a 4-5 in any one attribute

and 10 being human maximum. CORPS uses six basic Attributes: Strength, Agility, Awareness,

Willpower, Health and Power.

2.6.2 SKILLS

Skills are linked to attribute scores via aptitudes (attribute/4) and applied to a specific area.

Certain skill level requires Skill Points equal to square of the desired skill level minus the square of

the related aptitude. Hence character with a high attribute would have to spend less Skills are further

broken down into Primary, Secondary and Tertiary skills. These break down specializations of

specific skills. Secondary skills have a maximum level of one-half of the associated Primary skill, and

Tertiary skills have a maximum level of one-half of the associated Secondary skill. The aptitude

savings apply only to primary skills.

CHAPTER 3

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COMPANY PROFILE

3.1 PROVERGE TECHNOLOGIES

ProVerge Technologies is an established recruiting firm offering a solution to the hiring needs

of various Industries, especially IT, ITES & Sales domains. They have a track record of successfully

placing professionals in various levels. They offer direct hire, and sourcing and screening recruiting

solutions. The client has the choice of recruiting solution that best suits their needs. Their recruiters

have a reputation of developing and maintaining long-term relationships with both clients and

candidates. They work together to achieve current and future recruiting solutions. PROVERGE

TECHNOLOGIES aligns with the Human Resource team to deliver the best candidates in the fastest

time possible.

Whether you are a client or a candidate, the right hiring or career opportunity requires the assistance

of recruiters who understand the needs . ProVerge Technologies is not an employment agency. They

are client driven and have a portfolio of clients whom they work for in the search of suitable

candidates. Their focus is to source, recruit, screen, interview and successfully place candidates today

or tomorrow.

For their clients, they work closely with the company; it's Human Resource people and the hiring

managers to understand the culture, environment and skills that are required for a successful match.

At PROVERGE TECHNOLOGIES they strive to meet every client and candidate to truly understand

the needs and requirements. Their clients are corporate companies. PROVERGE TECHNOLOGIES

only works with clients who offer opportunity and career growth to candidates.

3.2 APPROACH

ProVerge understands how important it is to their clients to find the right candidate at any

management level. They know that the success of a search rests on mutual trust, confidence and

credibility Their approach is compelling yet refreshingly straight forward, its foundations lie in the

depth of understanding they develop with their clients. In an age when competitive advantage

increasingly comes from people, surprisingly few companies view their business and recruitment

strategies as integral parts of one complete strategy. That is why Proverge aims to create a combined

HR consultancy and recruitment partnership. Fundamentally robust, creative and results focussed,

their resourcing processes are developed specifically for each client. The freedom they are given to

live and breathe their clients business generates a unique insight, which when combined with leading

search technology, results in the ideal candidate selection. They employ an experienced team of

researchers who play an prominent role in the process. Their involvement with clients is as

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comprehensive, and in their view as important, as a HR consulting company. This frontline approach

is a fundamental ingredient to great search

When they undertake an assignment, you receive their individual and collective commitment. This

participation ensures full responsibility and accountability for results through each phase of every

assignment

3.3 MARKET PLACE

They are in the forefront of finding executives and managers for companies facing new

demands as a result of mergers, acquisitions, international expansion, changing factors in the

marketplace, and new entrepreneurial challenges. Their goal is to build a long-term relationship by

investing the necessary time, energy and smart work to become an increasingly knowledgeable,

skillful and persuasive extension of management team in this changing personnel marketplace.

The key factors in their ability to serve you are knowledge, commitment, responsiveness,

professionalism and overall experience

3.4 VISION

To be a company that truly devotes to the needs that meets the challenges and perfectly fulfil

the recruitment needs of its clients.

3.5 MISSION

To establish long-term partnerships with their clients and vendors by completing each and

every assignment with the utmost perfection with dedication and professionalism.

3.6 SERVICES

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Size alone does not guarantee good service, but they feel that a company managed by

professionals who themselves are active with various industries alone is more able to understand and

respond to the needs of the industry

This means that their recruitment consultants can develop as specialists within their field. When Job

seeker registers a CV or a client registers a Requirement. They are guaranteed to speak to a personals

who understands their needs.

3.7 ORGANIZATION HIERARCHY:

CEO

Figure 3.7.1

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CEO

Team leader

HR Associates

Administrative head

Facility Maintainer

System Associate

Receptionist

Accountant

Business development manager

Managing director

(MD)

Manager

(Centre head)

CHAPTER 4

ANALYSIS AND INTERPRETATION

4.1 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE MANAGER

Table 4.1.1

S.No Skills identified Employee score

Superior score

Final Score(wtd avg)

L N L N L N

Job related skills

1. Establish good customer relation 5 3 4 2 4 2

2. Communication skill 4 3 4 3 4 3

3. Marketing skills 5 1 5 1 5 1

4. Being a liaison (maintains a network of outside contacts who provide favours and information)

5 3 5 3 5 3

5. Being a figurehead (performs a no. of routine duties of legal or social nature)

4 1 5 3 5 1

6. Being a leader (motivate and direct employees) 5 3 4 3 4 3

7. Being a spokesperson for the company 5 1 3 1 4 1

8. Thorough knowledge in the recruitment cycle 4 3 3 2 3 2

9. Thorough knowledge about the whole business process

4 3 3 2 3 2

10. Prior work knowledge in the same domain 5 3 3 2 4 2

11. Decision making skill 5 1 5 1 5 1

12. Monitors the individual and the overall centre performance

4 1 5 1 5 1

13. Good computer knowledge 3 1 2 1 2 1

14. Invoicing and billing knowledge 3 3 3 1 3 2

15. Being an Entrepreneur (searches for new opportunity)

5 3 3 1 4 2

16. Ability to suggest strategic hiring and planning 5 2 5 2 5 2

17. Planning the centre’s overall activities 5 1 5 1 5 1

18. Organizing the centre’s activities 5 2 5 2 5 2

19. Staffing employees 4 2 4 1 4 2

20. Leading team leaders 4 1 5 1 5 1

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21. Controlling the centre’s overall performance 4 3 5 3 5 3

Self Management skills

22. Positive attitude 5 3 5 3 5 3

23. Creative thinking 5 1 5 3 5 1

24. Confident 5 3 5 3 5 3

25. Proactive 5 1 5 1 5 1

26. Flexible 5 2 5 2 5 2

27. High level of commitment 5 3 5 3 5 3

RATING DETAIL

L- Expected level of the skill to be possessed by the employees

5- Very High, 4- High, 3- Average, 2- Low, 1- Very Low

N- Nature of the skill

3- Essential, 2- Preferred, 1-Tertiary

The superior for the manager refers to his immediate senior, the MD who is next to the manager in the hierarchy of the company.

The final score is calculated by weighted average method.

4.1.2 GAP ANALYSIS

Gap analysis comes into picture as there are variations in the ratings of the employee

and that of the superior. The gap levels can be identified as follows.

Ex. Listening - Employee score – 4 (by table- 4.1)

Superior score – 5

From the above rating it can be said that the gap is down by 1 level.

Ex. Being a leader - Employee score – 5 (by table- 4.1)

Superior score – 4

From the above rating it can be said that the gap is up by 1 level.

The gaps in the understanding level of the skills needed for a manager between the employee

(manager) and superior are found from the ratings given by them as in table- 4.2

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TABLE 4.1.2.1 - Gap analysis for the level of the skill (L)

S.No Skills identified Gap level

Up Down

1. Establish good customer relation 1 -

2. Listening - 1

3. Report writing - 1

4. Being figurehead - 1

5. Being leader 1 -

6. Being spokesperson 2 -

7. Thorough knowledge in recruitment cycle 1 -

8. Through knowledge in whole business process 1 -

9. Prior work knowledge in the same domain 2 -

10. Decision making skill - 1


- 1

12. Good computer knowledge 1 -

13. Being an Entrepreneur 2 -

14. Leading team leaders - 1

15. Controlling the centre’s overall performance - 1

total 11 7

INFERENCE

Gap level Up > Gap level Down – which shows that manager gives high importance to certain skills than his superior. It indicates that the manager focuses on delivering high performance

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TABLE 4.1.2.2 Gap analysis for the nature of the skill (N)


Up Down

1. Establish good customer relation - 1

2. Being figurehead 2 -

3. Thorough knowledge in recruitment cycle - 1

4. Through knowledge in whole business process

- 1

5. Prior work knowledge in the same domain - 1

6. Invoicing and billing knowledge - 2

7. Being an Entrepreneur - 2

8. Staffing employees - 1

9 Creative thinking 2

Grand total 4 9

INFERENCE

Gap level Down > Gap level – which shows that the manager is not much aware of the nature of certain skills that are required for his job.

4.2 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE TEAM LEADER

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Table 4.2.1


Superior score

Final score(wtd avg)

L N L N L N

Job related skills

1. Communication 4 1 4 1 4 1

2. Handling teams 4 1 4 1 4 1

3. Good team player 5 2 4 2 4 2

4. Leadership skills- Motivating team members

4 2 4 1 4 1

5. Maintaining good rapport with the client’s HR manager

4 2 4 2 4 3

6. Communicate the job requirements to the team members

5 2 4 3 4 3

7. Prior work experience in similar domain 3 1 4 1 4 1

8. Marketing skills 4 2 4 3 4 3

9. Ability to make others achieve target 4 2 4 3 4 3

10. Ability to conduct and preside meetings 4 1 3 2 3 1

11. Sensitive to the team member’s needs 4 3 3 3 3 3

12. Placing the right candidate for the right profile

5 2 4 2 4 2

13. Ability to understand job description 5 1 4 1 4 3

14. Derive and assign targets to the subordinates

4 1 4 1 4 1

15. Ability to evaluate team members performance

4 1 3 1 3 1

16. Basic computer skill 3 2 4 3 4 3

17. Planning strategies on hiring 4 2 4 1 4 1

18. Good thought flow 5 3 4 3 4 3

19. Scheduling activities and events 4 3 4 3 4 3

20. Planning the team’s activities and target 4 2 4 1 4 1

21. Organizing the team and its activities 4 3 4 3 4 3

22. Leading the team 4 1 4 1 4 1

23. Controlling the team’s performance 5 2 4 2 4 2

Self Management skills24. Creative thinking 4 2 4 2 4 2

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26. Ability to meet targets 4 1 5 1 5 1

27. Proactive 5 3 5 3 5 3

28. Being responsible 4 1 5 1 5 1

29. Ability to perform under pressure 4 2 5 3 5 3

RATING DETAILS:





The superior for the manager refers to his immediate senior, the Manager who is next in the hierarchy of the company.


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TABLE 4.2.2 - Gap Analysis for the Level of the Skill (L)


Up Down

1. Good team player 1 -


1 -

3. Prior work experience in similar domain - 1

4. Ability to conduct and preside meetings 1 -

5. Sensitive to the team member’s needs 1 -

6. Placing the right candidate for the right profile 1 -

7. Ability to understand job description 1 -

8. Ability to evaluate team members performance 1 -

9. Basic computer skill (MS Excel) - 1

10. Good thought flow 1 -

11. Controlling the team’s performance 1 -

12. Monitoring the team activities and its performance

1 -

13. Taking corrective actions 1 -

14. Ability to meet targets - 1

15. Being responsible - 1

16. Ability to perform under pressure - 1

Grand total 11 5

INFERENCE

Gap level Up > Gap level Down – which shows that Team Leaders gives high importance to certain skills than his superior. It indicates that the they focus on delivering high performance.

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TABLE 4.2.3 - Gap Analysis for the Nature of the Skill (N)


Up Down


1 -

3. Marketing skills 1 -

4. Ability to make others achieve target 1 -

5. Ability to conduct and preside meetings 1 -

6. Basic computer skill 1 -

7. Planning strategies on hiring - 1

8. Planning the team’s activities and target - 1

15. Ability to perform under pressure 1 -

Grand total 6 2

INFERENCE

Gap level Down < Gap level Up – which shows that the Team Leaders are much aware of the nature of skills that are required for their job.

4.3 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE HR ASSOCIATE

Table 4.3.1

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Superior score

Final score

L N L N L N

Job related skills

1. Ability to understand the candidates need on interacting with them

5 1 5 1 5 1

2. Ability to evaluate candidates by matching the skills with the respective job description

4 1 4 1 4 1

3. Maintain friendly relationship with the candidates

4 3 4 3 4 3

4. Ability to convince candidates 3 2 3 1 3 2

5. Marketing skill: - Having reasonable knowledge

about the client company

4 1 4 2 4 2

6. Social networking 3 3 2 3 2 3

7. Local language exposure 5 1 5 1 5 1

8. Communication (avg value) 4 1 4 2 4 1

9. Telephone etiquettes 5 1 5 1 5 1

10. Ability to understand job description 3 1 3 2 3 1

11. Ability to build the candidate database 3 3 2 2 3 2

12. Ability to source and screen the job portals as per the requirement

2 1 3 1 2 1

13. Basic computer skill (avg value) 4 1 4 1 4 1

Self Management skills

14. Team work 3 3 4 2 4 2

15. Proactive 3 3 2 3 2 3


17. Creative thinking 3 3 3 2 3 3

18. Drive to achieve target 4 1 5 2 5 1

19. Tolerance/Patience 4 3 5 2 4 2

20. Strive to grow up in the ladder 5 3 5 3 5 3

21. Willing to take up responsibility 4 1 5 2 4 2

22. Ambitious 5 3 5 3 5 3

23. Competitive 5 2 5 1 5 2

24. Learning quickly 5 2 5 2 5 2

25. Flexible 4 3 5 2 5 2

26. Ability to work under stress 3 3 4 3 4 3

27. Time management 5 2 5 3 5 3

25

28. Planning their daily activities 4 3 4 2 4 2

29. Accept responsibility 5 3 5 3 5 3

RATING DETAILS:





The superior for the HR Associates refers to theTeam leaders and the Manager.


26

TABLE 4.3.2 - Gap analysis for the level of the skill (L)


Up Down

1. Social networking 1

2. Ability to build the candidate database 1


- 1

4. Team work - 1

5. Proactive 1

6. Drive to achieve target - 1

7. Tolerance/Patience - 1

8. Willing to take up responsibility - 1

9. Flexible - 1

10. Ability to work under stress - 1

Grand total 3 7

INFERENCE

Gap level Up < Gap level Down – which shows that Team Leaders gives high importance to certain skills than the Associates. It indicates that the Associates should focus on delivering high performance in their job as expected by his superiors.

TABLE 4.3.3 - Gap analysis for the nature of the skill (N)

27


Up Down

1. Ability to convince candidates - 1

2. Marketing skill: - Having reasonable knowledge about the

client company

1 -

3. Communication 1 -

4. Ability to understand job description 1 -

5. Ability to build the candidate database - 1

6. Team work - 1

7. Positive attitude - 1

8. Creative thinking - 1

9. Drive to achieve target 1 -

10. Tolerance/Patience - 1

11. Willing to take up responsibility 1 -

12. Competitive - 1

13. Flexible - 1

14. Time management 1 -

15. Planning their daily activities - 1

Grand total 6 9

INFERENCE

Gap level Down > Gap level – which shows that the Associates are not much aware of the nature of certain skills that are required for their job.

TABLE 4.3.4 - Independent Samples Test (Level of the skill)

Levene's Test for

Equality of

28

Variances

F Sig. t Sig. (2-tailed)

MATCHIN Equal variances

assumed1.167 .298 -.899 .384

FRIENDLY Equal variances

assumed4.375 .055 .837 .417

CONVINCE Equal variances

assumed1.931 .186 .564 .582

MARKET Equal variances

assumed.100 .756 .273 .789

SOCIAL Equal variances

assumed 3.500 .082 .837 .417

LANGUAGE Equal variances

assumed28.000 .000

Equal variances

not assumed -2.345 .039

COMMUNICATE Equal variances

assumed.100 .756 -.273 .789

TELEPHONE Equal variances

assumed .000 1.000 .000 1.000

UNDERSTAND Equal variances

assumed.637 .438 1.066 .304

DATABASE Equal variances

assumed .438 .519 .564 .582

SCREENING Equal variances

assumed1.008 .332 |.192 .851

|COMPUTER Equal variances

assumed .318 .582 .000 1.000

TEAM Equal variances

assumed 1.931 .186 .564 .582

PROACTIVE Equal variances .100 .756 2.000 .065

29

assumed

POSITIVE Equal variances

assumed .428 .524 -1.737 .104

CREATIVE Equal variances

assumed .419 .528 .292 .774

DRIVE Equal variances

assumed122.500 .000

Equal variances


TOLERANCE Equal variances

assumed 2.800 .116 -1.323 .207

GROW Equal variances

assumed.437 .519 .564 .582

RESPONSIBLE Equal variances

assumed .437 .519 -.564 .582

AMBITIOUS Equal variances

assumed .000 1.000 .000 1.000

COMPETITION Equal variances

assumed28.000 .000

Equal variances


LEARNING Equal variances

assumed10.500 .006

Equal variances


FLEXIBLE Equal variances

assumed4.605 .050

Equal variances


TIME Equal variances

assumed122.500 .000

Equal variances -2.803 .017

30

not assumed

PLANNING Equal variances

assumed 4.375 .055 .837 .417

ACCEPT Equal variances

assumed122.500 .000

Equal variances


INTERACT Equal variances

assumed.438 .519 .564 .582

TABLE 4.3.5 - Independent Samples Test (Nature of the skill)

Levene's Test for Equality of Variances

F Sig. t Sig. (2-tailed)

INTERACTING Equal variances assumed

1.931 .186 .564 .582

MATCHING Equal variances assumed

5.094 .042

31

Equal variances not assumed

1.491 .167

FRIENDLY Equal variances assumed

28.000 .000


-2.345 .039

CONVINCE Equal variances assumed

.438 .519 .564 .582

MARKET Equal variances assumed

10.687 .006


-3.023 .012

SOCIAL Equal variances assumed

.428 .524 .347 .733

32

LANGUAGE Equal variances assumed

.419 .528 .292 .774

COMMUNICATE Equal variances assumed

. . -3.240 .006

TELEPHONE Equal variances assumed

10.500 .006


1.915 .082

UNDERSTAND Equal variances assumed

.437 .519 -.564 .582

DATABASE Equal variances assumed

.152 .702 1.225 .241

SCREENING Equal variances assumed

.419 .528 .292 .774

33

COMPUTER Equal variances assumed

2.800 .116 -1.323 .207

TEAM Equal variances assumed

10.687 .006


3.023 .012

PROACTIVE Equal variances assumed

1.540 .235 -.564 .582

POSITIVE Equal variances assumed

. . 3.240 .006

CREATIVE Equal variances assumed

1.167 .298 .899 .384

DRIVE Equal variances assumed

1.167 .298 -.899 .384

34

TOLERANCE Equal variances assumed

.419 .528 1.461 .166

GROW Equal variances assumed

. . .000


.000 1.000

RESPONSIBLE Equal variances assumed

1.931 .186 -1.128 .278

AMBITIOUS Equal variances assumed

31.500 .000


1.000 .391

LEARNING Equal variances assumed

122.500 .000

35


-2.803 .017

FLEXIBLE Equal variances assumed

1.931 .186 1.128 .278

STRESS Equal variances assumed

31.500 .000


1.000 .391

TIME Equal variances assumed

10.500 .006


-5.745 .000

PLANNING Equal variances assumed

.419 .528 1.461 .166

36

Inference

Independent sample ‘t’test is calculated to find the rating errors between the associates and

the superiors. And the hypothesis is framed as follows

Null : There is no significance difference between associates rating and superiors rating.

Alternate: There is significance difference between associates rating and superiors rating.

Since the significance value is greater than 0.05 in most of the cases, null hypothesis is

accepted.

37

CHAPTER 5

FINDINGS

5.1 SKILL MATRIX FOR THE MANAGER OF PROVERGE TECHNOLOGIES

LEVELS (L- LOW, M- MODERATE, H- HIGH)

SNo

Skills Required

Level Required

L M H

ESSENTIAL SKILLS

1. Marketing skills

2. Being a figurehead (performs a no. of routine duties of legal or social nature)

3. Being a spokesperson for the company

4. Decision making skill


6. Good computer knowledge

7. Planning the centre’s overall activities

8. Leading team leaders

9. Creative thinking

10.10

Proactive

PREFERED SKILLS

1. Establish good customer relation

2. Thorough knowledge in the recruitment cycle

3. Thorough knowledge about the whole business process

4. Prior work knowledge in the same domain

5. Invoicing and billing knowledge

6. Being an Entrepreneur (searches for new opportunity)

38

7. Ability to suggest strategic hiring and planning

8. Organizing the centre’s activities

9. Staffing employees

10.26

Flexible

TERTIARY SKILLS

1. Communication skill

2. Being a liaison (maintains a network of outside contacts who provide favours and information)

3. Being a leader (motivate and direct employees)

4. Controlling the centre’s overall performance

5. Confident

6. High level of commitment

Table 5.1.1

5.2 SKILL MATRIX FOR THE TEAM LEADER OF PROVERGE TECHNOLOGIES


Skills Required

Level Required

39

SNo L M H

ESSENTIAL SKILLS



3. Ability to convince candidates

4. Local language exposure

5. Ability to understand job description

6. Team work

7. Proactive


9. Strive to grow up in the ladder

10.2

Ambitious

11.2

Ability to work under stress

12.2

Planning their daily activities

PREFERED SKILLS



3. Competitive

4. Learning quickly

TERTIARY SKILLS

1. Marketing skill: - Having reasonable knowledge about the client

company2. Social networking

3. Communication

40

4. Telephone etiquettes

5. Ability to build the candidate database

6. Basic computer skill

7. Positive attitude

8. Drive to achieve target

9. Tolerance/Patience

10.2

Willing to take up responsibility

11.2

Flexible

12.2

Time management

13.2

Accept responsibility

Table 5.2.1

5.3 SKILL MATRIX FOR THE HR ASSOCIATE OF PROVERGE TECHNOLOGIES


SNo

Skills Required

Level Required

L M H

ESSENTIAL SKILLS



3. Local language exposure

41

4. Communication

5. Telephone etiquettes

6. Ability to understand job description


8. Basic computer skill

9. Positive attitude

10.18

Drive to achieve target

PREFERED SKILLS

1. Ability to convince candidates

2. Marketing skill: - Having reasonable knowledge about the client

company3. Ability to build the candidate database

4. Team work

5. Tolerance/Patience

6. Willing to take up responsibility

7. Competitive

8. Learning quickly

9. Flexible

10.28

Planning their daily activities

TERTIARY SKILLS


2. Social networking

3. Proactive


5. Strive to grow up in the ladder

42

6. Ambitious

7. Ability to work under stress

8. Time management

9. Accept responsibility

Table 5.3.1

CHAPTER 6

SUGGESTIONS

The following were the suggestions given to the organization,

The skill matrix thus obtained can be extended further into competency mapping by including

the employees possessed level of the skill in questionnaire during the survey.

The training need analysis can be carried on keeping the skill matrix as base.

Noting the skills with down gap level the employer can give corresponding training to its

employees for the skills where they lack in to be in par with the expectations of their

superiors.

The skill matrix can be used as a base for the performance evaluation.

The skill matrix can be used during the selection process of an employee for the specified

roles in the project so as to find the right fit.

The skill matrix designed should undergo continuous improvement as per the changing

requirements of the job.

The skill matrix as prepared can be extended further to other roles in the organization too.

43

CONCLUSION

The skill matrix thus designed clearly communicates to the Proverge Technologies employees of the

standard performance level at which they need to perform, thereby enabling them to become

competent. Thus the skill matrix acts as a benchmark for the employee performance. Hence the

implementation of such HR practises will give a competitive edge to the organization in this

competitive industry.

44

QUESTIONNAIRE (MANAGER)

Rating details:

L- Expected level of skill to be possessed by the employees

L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High


E- Essential, P- Preferred, T-Tertiary

Employee details:

Employee name:

Designation:

Service:


Superior score

L N L NJob related skills

1. Establish good customer relation2. Communication skills

Speaking:- Clarity in speech- Neutral accent- Grammar- Pronunciation

Listening skills Report writing

3. Marketing skills- Negotiation - Presentation - Convincing

45

- Thorough knowledge about the client company4. Being a liaison (maintains a network of outside contacts who

provide favours and information)5. Being a figurehead (performs a no. of routine duties of legal

or social nature)6. Being a leader (motivate and direct employees)7. Being a spokesperson for the company8. Thorough knowledge in the recruitment cycle 9. Thorough knowledge about the whole business process10. Prior work knowledge in the same domain11. Decision making skill:

- Being a disturbance handler - Being a resource (human, physical

&monetary) allocator ( ie. Forecasting & planning)

- Being a negotiator

12.Monitors the individual and the overall centre performance

13. Good computer knowledge14. Invoicing and billing knowledge

15.Being an Entrepreneur (searches for new opportunity)

16. Ability to suggest strategic hiring and planning17.18. Organizing the centre’s activities 19. Staffing employees20. Leading team leaders21. Controlling the centre’s overall performance

Self Management skills22. Positive attitude23. Creative thinking24. Confident25. Proactive26. Flexible27. High level of commitment

46

QUESTIONNAIRE - TEAM LEADER

Rating details:





Employee details:

Employee name:

Designation:

Service:


Superior score


1. Communication: Speaking:

- Clarity in speech- Neutral accent- Grammar- Pronunciation

Listening skills2. Handling teams3. Good team player4. Leadership skills

- Motivating team members5. Maintaining good rapport with the client’s HR manager6. Communicate the job requirements to the team members7. Prior work experience in similar domain 8. Marketing skills

47

- Convincing skill - Through knowledge about the client company

9. Ability to make others achieve target10. Ability to conduct and preside meetings11. Sensitive to the team member’s needs12. Placing the right candidate for the right profile13. Ability to understand job description14. Derive and assign targets to the subordinates15. Ability to evaluate team members performance16. Basic computer skill

- MS word - MS excel

17. Planning strategies on hiring18. Good thought flow19. Scheduling activities and events20. Planning the team’s activities and target21. Organizing the team and its activities(assigning)22. Leading the team23. Controlling the team’s performance

- Monitoring the team activities and its performance

- Taking corrective actionsSelf Management skills24. Creative thinking25. Positive attitude26. Ability to meet targets27. Proactive28. Being responsible29. Ability to perform under pressure

48

QUESTIONNAIRE - HR ASSOCIATE

Rating details:





Employee details:

Employee name:

Designation:

Service:

S.No Skills identified Employeescore

Superior score





4. Ability to convince candidates5. Marketing skill:

- Having reasonable knowledge about the client company

6. Social networking

49

7. Local language exposure8. Communication:

Speaking:- Clarity in speech- Neutral accent- Grammar- Pronunciation

Listening skills 9. Telephone etiquettes

10. Ability to understand job description11. Ability to build the candidate database12. Ability to source and screen the job portals as per the

requirement13. Basic computer skill:

- MS Word- MS Excel- Surfing

Self Management skill14. Team work15. Proactive16. Positive attitude17. Creative thinking18. Drive to achieve target19. Tolerance/Patience20. Strive to grow up in the ladder21. Willing to take up responsibility22. Ambitious23. Competitive24. Learning quickly25. Flexible26. Ability to work under stress27. Time management28. Planning their daily activities29. Accept responsibility

50

BIBLIOGRAPHY

Stephen P. Robbins (Eleventh Edition), “Organizational Behavior”. Prentice Hall of India

Private Limited, New Delhi.

Dr.O.R.Krishnaswami. (2002) “Methodology of research in social sciences”. Himalaya Publishing House, New Delhi.

John Wiley & Sons, “A Curriculum Skills Matrix for Development and Assessment of Undergraduate Biochemistry and Molecular Biology Laboratory Programs” Biochemistry and Molecular Biology Education, v32 n1 p11-16 Jan 2004

http://www.chrmglobal.com/Replies/1784/1/What-is-Skills-Matrix-.html

http://recruitbetter.sa.gov.au/define/role-analysis/

www.citehr.com/28119-regarding-skill-matrix.html

www.elsmar.com/Forums/showthread.php

www.cib.uk.com/pdf/skillsmatrix.pdf

http://www.ecademy.com/account.php?id=145751

http://www.businessstandard.com/india/storypage.php?autono=302816

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