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 1
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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
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
11. Monitors the individual and the overall centre performance
- 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
19
TABLE 4.1.2.2 Gap analysis for the nature of the skill (N)
S.No Skills identified Gap level
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
20
Table 4.2.1
S.No Skills identified Employee score
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
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 Manager who is next in the hierarchy of the company.
The final score is calculated by weighted average method.
22
TABLE 4.2.2 - Gap Analysis for the Level of the Skill (L)
S.No Skills identified Gap level
Up Down
1. Good team player 1 -
2. Communicate the job requirements to the team members
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.
23
TABLE 4.2.3 - Gap Analysis for the Nature of the Skill (N)
S.No Skills identified Gap level
Up Down
2. Communicate the job requirements to the team members
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
24
S.No Skills identified Employee score
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
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
16. Positive attitude 4 3 4 2 4 1
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:
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 HR Associates refers to theTeam leaders and the Manager.
The final score is calculated by weighted average method.
26
TABLE 4.3.2 - Gap analysis for the level of the skill (L)
S.No Skills identified Gap level
Up Down
1. Social networking 1
2. Ability to build the candidate database 1
3. Ability to source and screen the job portals as per the requirement
- 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
S.No Skills identified Gap level
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
not assumed -2.803 .017
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
not assumed -2.345 .039
LEARNING Equal variances
assumed10.500 .006
Equal variances
not assumed -1.915 .082
FLEXIBLE Equal variances
assumed4.605 .050
Equal variances
not assumed -7.000 .000
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
not assumed -2.803 .017
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
Equal variances not assumed
-2.345 .039
CONVINCE Equal variances assumed
.438 .519 .564 .582
MARKET Equal variances assumed
10.687 .006
Equal variances not assumed
-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
Equal variances not assumed
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
Equal variances not assumed
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
Equal variances not assumed
.000 1.000
RESPONSIBLE Equal variances assumed
1.931 .186 -1.128 .278
AMBITIOUS Equal variances assumed
31.500 .000
Equal variances not assumed
1.000 .391
LEARNING Equal variances assumed
122.500 .000
35
Equal variances not assumed
-2.803 .017
FLEXIBLE Equal variances assumed
1.931 .186 1.128 .278
STRESS Equal variances assumed
31.500 .000
Equal variances not assumed
1.000 .391
TIME Equal variances assumed
10.500 .006
Equal variances not assumed
-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
5. Monitors the individual and the overall centre performance
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
LEVELS (L- LOW, M- MODERATE, H- HIGH)
Skills Required
Level Required
39
SNo L M H
ESSENTIAL SKILLS
1. Ability to understand the candidates need on interacting with them
2. Ability to evaluate candidates by matching the skills with the respective job description
3. Ability to convince candidates
4. Local language exposure
5. Ability to understand job description
6. Team work
7. Proactive
8. Creative thinking
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
1. Maintain friendly relationship with the candidates
2. Ability to source and screen the job portals as per the requirement
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
LEVELS (L- LOW, M- MODERATE, H- HIGH)
SNo
Skills Required
Level Required
L M H
ESSENTIAL SKILLS
1. Ability to understand the candidates need on interacting with them
2. Ability to evaluate candidates by matching the skills with the respective job description
3. Local language exposure
41
4. Communication
5. Telephone etiquettes
6. Ability to understand job description
7. Ability to source and screen the job portals as per the requirement
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
1. Maintain friendly relationship with the candidates
2. Social networking
3. Proactive
4. Creative thinking
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
N- Nature of the skill
E- Essential, P- Preferred, T-Tertiary
Employee details:
Employee name:
Designation:
Service:
S.No Skills identified Employee score
Superior score
L N L NJob related skills
1. Establish good customer relation2. Communication skills
Speaking:- Clarity in speech- Neutral accent- Grammar- Pronunciation
- 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
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:
L- Expected level of skill to be possessed by the employees
L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High
N- Nature of the skill
E- Essential, P- Preferred, T-Tertiary
Employee details:
Employee name:
Designation:
Service:
S.No Skills identified Employee score
Superior score
L N L NJob related skills
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:
L- Expected level of skill to be possessed by the employees
L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High
N- Nature of the skill
E- Essential, P- Preferred, T-Tertiary
Employee details:
Employee name:
Designation:
Service:
S.No Skills identified Employeescore
Superior score
L N L NJob related skills
1. Ability to understand the candidates need on interacting with them
2. Ability to evaluate candidates by matching the skills with the respective job description
3. Maintain friendly relationship with the candidates
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