competency mapping

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CONTENTS
CHAPTER NO PARTICULARS Page no
1 INTRODUCTION 6
2 INDUSTRY PROFILE 20
3 COMPANY PROFILE 27
4 RESEARCH METHODOLOGY 33
5 DATA ANALYSIS & INTERPRETATION 38
6 FINDINGS & SUGGESTIONS 83
CONCLUSION 85
BIBILIOGRAPHY 86
APPENDIX

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LIST OF TABLES
NO List of Tables Page No.
4.1.1 Awareness of competency mapping 37
4.1.2 Competency Mapping in manpower Planning 39
4.1.3 Performance Competency mapping regularly in company 41
4.1.4 Recruitment and selection processes carried out considering
competency of the Individuals
43
4.1.5 Competency mapping in individual career development 45
4.1.6 competency that help the most 47
4.1.7 Challenges in job or role 49
4.1.8 High competition for talented people in marketing place 51
4.1.9 Setbacks due to lack of competency people 53
4.1.10 Missing of business opportunities in the recent past 55
4.1.11 Competencies can be developed through continuous efforts and
interventions
57
4.1.12 Investing time and effort in building the competencies 59
4.1.13 Building a competency based organization 61
4.1.14 Recruiting people based on competencies 63
4.1.15 Competency based coaching scheme 65
4.1.16 Success through competent managers 67

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4.1.17 Training identification of competent gaps and competent needs 69
4.1.18 Promotion through competency assessment 71
4.1.19 Organisation value talent and Excellence 73
4.1.20 Innovations and scientific way of doing things 75
4.1.21 Chi-square test on challenges in your job or role 77
4.1.22 Chi-square test on Competencies can be developed through
continuous efforts and interventions
78
4.1.23 Chi-square test on Investing time and effort in building the
competencies
79
4.1.24 Chi-square test on Building a competency based organization 80
4.1.25 Chi-square test on Recruit people based on competencies 81

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LIST OF GRAPHS
NO List of graphs Page. No.
4.1.1 Awareness of competency mapping 38
4.1.2 Competency Mapping in manpower Planning 40
4.1.3 Performance Competency mapping regularly in
company
42
4.1.4 Recruitment and selection processes carried out
considering competency of the Individuals
44
4.1.5 Competency mapping in individual career development 46
4.1.6 competency that help the most 48
4.1.7 Challenges in job or role 50
4.1.8 High competition for talented people in marketing place 52
4.1.9 Setbacks due to lack of competency people 54
4.1.10 Missing of business opportunities in the recent past 56
4.1.11 Competencies can be developed through continuous
efforts and interventions
58
4.1.12 Investing time and effort in building the competencies 60
4.1.13 Building a competency based organisation 62
4.1.14 Recruiting people based on competencies 64
4.1.15 Competency based coaching scheme 66
4.1.16 SUCCESS THROUGH COMPETENT MANAGERS 68

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4.1.17 Training identification of competent gaps and competent
needs
70
4.1.18 Promotion through competency assessment 72
4.1.19 Organisation value talent and Excellence 74
4.1.20 Innovations and scientific way of doing things 76

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INTRODUCTION
In this modern competitive world, managers are required to improve the efficiency and
effectiveness of their business operations. As there are several factors that affect efficiency and
effectiveness of operations, the improvement is required to be carried out in every factor. They
are required to bring every factor in synchronization with other factors. TQM, TPM, BPR and
other similar initiatives provide direction to improvement in business operations.
Good managers are generally aware about different qualities a person must possess to do
a job effectively, and they make use of their knowledge to select and train their subordinates.
Competency mapping helps to develop objective system for recruitments, Promotions, training &
development, and performance diagnostics.
HR professionals are entrusted with the responsibility for selection, training and
development, administration, deployments support, performance appraisal and performance
diagnostics of the employees. The most important part of these responsibilities is assessment of
the individuals for their suitability for different functional tasks, and development of their
potential to be effective and excel in assigned tasks.
HR functions entrusted with the responsibility to find right person for every job and
development of the employed person to do the assigned job effectively, have found competency
mapping and assessment as a very effective tool.
OBJECTIVE
1. To know about the level of awareness about the competency mapping among the
employees
2. To know about how HCL Infosystems get benefit out of this Competency mapping
3. To know about how the Competency mapping can be used for various purposes

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SCOPE OF THE STUDY
The study is mainly conducted to know about the competency mapping for the
employees in an organization and also about how the organization will get benefit out of this
competency mapping. So by conducting the research at the end we gather more information
regarding how the competency instrument will give benefit to both the employees and the
organization. And to find „Is they any pitfalls behind that‟. Through this we can give necessary
suggestion wherever necessary and also to suggest innovative ideas so that it will prevent the
company from future challenges to a greater extent.
LIMITATIONS
The study is fully focused on only one organization
The time and cost are constraints
Self bias or data is insufficient
COMPETENCY MAPPING
DEFINITION:-
1.1 Competency Mapping is the process of identifying, measuring and developing human
performance in organizations and tries to:
 Give feedback to employees to improve subsequent performance.
 Identify employee training needs.
 Document criteria used to allocate organizational rewards.
 Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
 Provide the opportunity for organizational diagnosis and development Facilitate
communication between employee and administrator.

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OVERVIEW OF COMPETENCY MAPPING
 Ideally Competency Mapping allows management to specify what employee must do
combines feedback and goal setting.
 Everyone involved needs to recognize that Competency Mapping involves human
judgment and information processing can never by totally objective or infallible
 System should aim to be easy to operate, easy to explain, easy to maintain, easy to
administer
 System should be job related, relevant, sensitive, reliable, acceptable, practical, open,
fair, and useful.
 Need to take legal issues into account.
Competency for a job can be defined as a set of human attributes that enable an
employee to meet and exceed expectations of his internal as well as external customers and
stakeholders.
Competency mapping helps to develop objective system for recruitments, Promotions,
training & development, and performance diagnostics.
HR professionals are entrusted with the responsibility for selection, training and
development, administration, deployments support, performance appraisal and performance
diagnostics of the employees. The most important part of these responsibilities is assessment of
the individuals for their suitability for different functional tasks, and development of their
potential to be effective and excel in assigned tasks.
HR functions entrusted with the responsibility to find right person for every job and
development of the employed person to do the assigned job effectively, have fount competency
mapping and assessment as a very effective tool.

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A SAMPLE DEVELOPMENT CURVE
The scale below illustrates the development of an individual‟s levels of
Competence.
L
E
V
E
L
S
O
F
C
O
M
P
E
T
E
N
C
E
EXPERIENCE
EMPLOYEE COMPETENCY MAP IS A VERY USEFUL DOCUMENT
AND CAN BE USED FOR THE FOLLOWING APPLICATIONS:-
1. Candidate appraisal for recruitment
2. Employee potential appraisal for promotion or functional shift
3. Employee training need identification
4. Employee performance diagnostics
5. Employee self development initiatives

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1. Candidate appraisal for recruitment
Selection of candidates for employment is very important decision for any organization.
A wrong selection costs the organization in terms of recruitment costs, time, and opportunity.
Whereas landing into unsuitable job is very painful unsettling experience for the candidate. Job
position competency map provides clear guidelines and reliable process for selection.
Competency map for the job position and assessment of candidate‟s for the required
competencies give comparatively reliable indication about suitability of the candidate. The
assessment also provides guidelines on the training need for the candidate if selected for the
position. Normally only core competencies are assessed for selection.
2. Employee potential appraisal for promotion or functional shift
Every job position requires different set of competency and hence an excellent performer
in junior position may not necessarily perform to the expectation when promoted to a senior
position. Also an average performer in a junior position may turn into a star performer when
promoted to senior position. Similarly a successful person in one department may turn out to be
unsatisfactory in another department and also a not so competent person in one department may
give excellent results in other department.
Hence departmental shifts and promotion need carful assessment of the competencies of
the person with respect to the required competencies of the new position. It is recommended to
assess core competencies for the promotion or functional shift.
3. Employee training need identification
Competency mapping and assessment provides clear indication of employee‟s
developmental needs. Candidate weakness with respect to the required competencies discovered
in the assessments shows opportunity for development for the candidate.

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Employee competency assessment can be conducted periodically, preferably along with
performance appraisal, to identify developmental needs of every employee.As competency based
training need identification has direct relation with the employee performance, effectiveness of
training can be directly gauged through the assessment of performance of
competencies.Generally core competencies are used for training need identification.
4. Employee performance diagnostics
Competency based assessment provide excellent understanding of performance problems.
Observance of non performance of an employee can be due to factors that are out of the control
of the employee or due to lack of required competencies.
Employees those are not able to the expectation should be assessed for core as well as
support competencies and any observed inadequacy should carefully studied to understand its
effect before taking any remedial measures.
5. Employee self development initiatives
The competency map and behavioral indicators help individual to understand direction
for their own development. They can very easily identified the gaps and work on the
inadequacies
Performance appraisal with traditional method can assess the performance with respect to
set targets, but these appraisals do not guide for improving the performance. Competency map
very clearly and reliably guides the employees for self development.The competency map
indicates the competencies that are required for improved performance and behavioral indicators
shows the factors that build up the competency
Organization should develop the competency map document and make it available to all
employees for reference and study.
Good managers are generally aware about different qualities a person must possess to do
a job effectively, and they make use of their knowledge to select and train their subordinates.
Organizational psychologists have studied and convert into a structured and formal process thus
making it available for business application.

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In organizational and business context, competency required for a particular job depends
on many factors. These factors include social culture, nature of business, business environment,
business environment, organizational culture, work environment, organizational structure, duties
and responsibilities, nature of process and assigned activities, attitude and motives of colleagues,
superiors & subordinates. Some of these factors may change with time, and thus changing
competency requirements for the same job position in the organization
Competency for any job position at a particular is a unique set and as organization has
many different job positions, managing many such sets is a difficult task. Hence for the purpose
of HR management, the job competency is divided into elemental competencies.
Every job position is a unique set of relationship, responsibilities, objectives and assigned
resources. Every job position should be clearly identified, analyzed, studied and documented for
identification and competencies associated with it.
Job factors
The job factors can be used for different application include job design, recruitment,
training need identification, remuneration scheme design, organization restructuring, competency
mapping etc.
Envisioning
Direction
Organization and planning
Resources mobilization
Coordination
Execution
Human interaction
Technology
Creativity
Costs
Value addition
1. Envisioning

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Whether developing vision is part of the job under study what is the extent and coverage
of envisioning requirement? The vision may be related to market servicing, operating
arrangement, technology environment, facility planning etc. envisioning is requirement of
leadership and managerial roles.
2. Direction
Whether directing business operation or policy formulation is the responsibility of the job
under study? What is the extended and coverage of direction is requirement of leadership and
managerial roles.
3. Organizing and planning
Whether the job involves identification of human or material resources and assigning
these resources? Whether the job involving and scheduling usage of resources, controlling and
monitoring usage of these resources? What is the extent and coverage of organizing and
planning? This is requirement of leadership and managerial roles.
4. Resource mobilization
Whether the job involves preparation of the resources for use? What extent and coverage
of resources mobilization responsibility for the job? This involves proper instruction to be issued
to all concerned, ensuring serviceability of the resources and ensuring required consumables and
inputs are available.
5. Coordination
Whether the job involves interaction with other excecutives to ensure synchronization of
activities for effective and efficient utilization of available resources? What is the extent of
coordination requirement of the job?
6. Execution
What are the execution activities of the job? What is the kind of skills required to execute
the activities?

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7. Human interaction
What is the nature and extent of human interaction in the job within the organization?
What is the nature and extent of human interaction outside the organization?
8. Technology
What is the nature of technological responsibilities for the job? What kind of technical
decisions are required to be made in discharge of the job responsibilities?
9. Creativity
Does the job require generation of implementable option as part of responsibility? What
is the scope to novelty and innovation the job provides?
10.Costs
What is the cost of the job? How much organizational cost the job controls and
influences?
11.Value addition
How much value does the job adds in relation with other jobs?
COMPETENCY FRAMEWORK:
Aspiration management is a continuous process involving appropriate assessment
procedures, feedback to employees and interventions designed to match opportunities that create
“career best” experiences for the maximum number of employees.
Managing aspirations begins with assessment at the time of hiring. Skilled
interviewers alone can do justice to the assessment. Often, interviews are focused on checking
technical knowledge, overlooking the candidate‟s aspirations. And sometimes, unintentionally,
interviewers even raise aspiration level by overselling the job and future prospects without
clarifying the stringent standards for fast track promotions.

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A well-thought out competency framework is key to assessing employees‟ future
growth potential and sharing it with them; this will help moderate aspirations at realistic levels.
The competency framework in many organizations is a standalone initiative from HR or another
function. In order to provide relevant assessment and feedback, competency frameworks should
be thought out carefully in the light of an organization‟s strategic priorities.
COMPETENCY FRAMEWORK:
A robust competency framework, an objective assessment process and transparent
communication with employees will help manage aspirations well with limited or no negative
fall- outs. Those who appreciate the messaging will seek to leverage their strengths to the
maximum and organizations should create roles and opportunities to facilitate them to experience
their career best. And those who refuse to appreciate the feedback and adjust to the reality will
leave the system rather than sticking around as disengaged and disgruntled employees.
S
T
R
A
T
E
G
Y
TECHNICAL
COMPETENCIES
BEHAVIORAL &
LEADERSHIP
COMPETENCIES
COMPETENCY
FRAMEWORK &
ASSESSMENT
ASSESSMENT &
FEEDBACK
REALISTIC
RESETTING OF
ASPIRATIONS

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COMPETENCY MODEL:
The model has three parts:
1. Sample of competency map.
2. Competency assessment instruments
3. Competency grading guidelines
1. Sample of Competency map
The competency model should be for different department and at different
level. The levels are:
Junior executive level
Middle Management level
Senior/ corporate management
In this method, for assessment they allot roles and responsibilities and then they
will assess the individual.
2. Competency assessment instruments
Competency assessment instruments of forms for competencies included in the model
attached herewith for ready reference. These forms describe behavioral indicators for each of
the elemental competency. The behavioral selected for the instruments are the ones that can be
identified in the interviews. The indicators those are difficult to be identified in the interviews
are not included in the assessment instruments. The sheets also indicate relative importance of
the behavioral indicators for the particular competency.
3. Competency Grading
Every employee has to get maximum level of required competency but it is not
practically applicable. The basic levels are:
Below average (without potential for improvement)

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Below average (with potential for improvement)
Average (Generally delivers satisfactory results)
Proficient (Always delivers satisfactory results)
Highly proficient (Generally delivers more than satisfactory results)
Expert (Delivers reliably good results)
Master (Can deliver precise results)
This is mainly based on the nature and the extent of evidence of behavioral
indicators.
Elemental competencies and their levels need to be differentiated as “Base
Competencies requirements” and “Environmental Competency requirement” to take changing
environment into consideration for competency assessment.
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.
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

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cannot provide a position for an employee that fits him or her better, competency mapping
may be of little use.
However, competency mapping can ultimately serve the individual who decides
to seek employment in an environment where he or she perhaps can learn new things and be
more intellectually challenged. Being able to list competencies on resumes and address this
area with potential employers may help secure more satisfying work. This may not resolve
issues for the company that initially employed competency mapping, without making
suggested changes. It may find competency mapping has produced dissatisfied workers or led
to a high worker turnover rate.
PROCESS OF COMPETENCY MAPPING:
1. Introduction
The facilitator will discuss about the objective of the program and explain
about the concept and practice of competency mapping and assessment.
2. Overview of organization, organizational design and job:
Here the facilitator will briefly present and discuss:
Business, market, customer and customer requirements
Organizational structure
Technical processes
Business and Management processes
3. Overview of Competency model:
The facilitator will briefly discuss about the competency model. They
should explain different competencies and their behavioral indicators. Facilitator should
provide examples of relationships between competencies and business process requirements
like elemental competency of influencing ability and sales process, Competency of team
working & interpersonal effectiveness and production process etc.,

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Facilitator will answer the questions that participants may have, to clear
their doubts. This will complete the orientation of the program.
4. Identification of core competencies:
Facilitators will every job its duties and responsibilities, processes
participated, critical factors for performance and criticality of the job etc., and will
facilitate discussion among participants with respect to the job factors.
The objective is to identify up to ten most important 10 elemental
competencies for each of the job from the list of 20 elemental competencies and divide them
into two groups: core competencies and supporting competencies.
5. Minimum acceptable level of competency:
To decide minimum acceptable level of each of the competency.
6. Base competency map:
Prepare a table of competency and their minimum acceptable level of each
of the job position in the organization. This may be called as Base competency map for the
organization.
7. Further development of the competency model:
The Base competency map based on the model provides broad
requirements for each of the job. This map helps to establish basic requirements for a
competency based performance and potential appraisal system.
For performance diagnostic applications the model needs to be further
refined with in-depth job studies for each of the job.
The overall competency requirement for a job needs to be understood in terms of
elemental competencies which depend upon education, knowledge, training, experience,
technical and non-technical skills, attitude, personal image etc., and some of these attributes are
difficult to objectively assess and measure.

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INDUSTRY PROFILE
Technological revolutions sometimes bring unexpected opportunities for countries.
India, a relative laggard among developing countries in terms of economic growth, seems to have
found such an opportunity in the IT revolution as an increasingly favoured location for
customized software development. India‟s success at software has led to speculation about
whether other developing countries can emulate its example, as well as whether this constitutes a
competitive challenge to software industries in the developed world. Indian experience for other
developing regions and for software industries in the developed world.
The Indian software industry has attracted a disproportionate amount of interest as
a source of software. Its $4 billion software revenues in revenues in 1998-99 is just a tiny
fraction of the estimated world software market of over $300-500 billion.3 Most of impressive of
all, the industry has grown at over 50% per year over the last five or six years, and if current
trends persist, software exports may account for a full quarter of Indian exports within the next
five years4.IT companies faces a number of challenges as the labour cost advantages diminish
and competition from other countries with supplies of educated and under-utilized workers.
The Indian success story has, been a combination of resource endowments, a
mixture of benign neglect and active encouragement from a normally intrusive government, and
good timing. By the late 1980s, India was graduating approximately 150,000 English-speaking
engineers and science graduates, with only a limited demand for their services from the rest of
the economy. By the late 1980s as well, India‟s economic liberalization was also well under way.
Around this time, the information technology revolution in the developed world
had begun to take root and shortages of skilled programmers and IT professionals were
beginning to develop. By this time a number of Indians were working in very substantial
numbers in US firms. Some of them played an important, although as yet undocumented role, in
bridging the gap and matching the buyers in the US with the suppliers in India. Responding
quickly to the growing demand, a number of Indian firms arose in quick time. The State
encouraged this growth by considerably simplifying the process for obtaining the numerous
clearances and permits that any firm in the organized sector in India typically needs. Finally,

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given the many weaknesses in the Indian financial system, Indian entrepreneurs greatly benefited
from the low levels of initial investment required to start a software services firm.
HCL Infosystems Ltd., a listed subsidiary of HCL, is an India-based hardware and
systems integrator with a focus on markets. It has a presence in 170 cities and 505 points of
presence reaching 4000 towns throughout India and operations in emerging markets including
South Asia, Middle East & Africa. It has a strong distribution network of 93,000 outlets in over
9,000 towns in India. Its manufacturing facilities are based in Chennai, Pondicherry
and Uttarakhand. It is headquartered at Noida. The total employee strength was 6165
R&D
Market research has shown consumer electronics shifting in focus towards integration,
multi-functional capabilities and ease of use. HCL's capability to leverage technology from
several verticals such as Telecom, ISV, and Storage combined with expertise in solutions such as
Cloud and SaaS, Mechanical and IDE, VLSI and Systems engineering brings immense value to
consumer electronics firms in meeting innovation and business goals
AEROSPACE AND DEFENSE
HCL's Aerospace & Defense practice has evolved from its first Avionics project to
the largest dedicated Aerospace Practice in India, providing technology led solutions to
Aerospace and Defense manufacturers, helping them achieve their growth and profitability goals
in an intensely competitive market place.
INDUSTRIAL SERVICES
The Financial Services is one of the largest growing verticals in HCL. Using a value
centric approach to the enterprise, we have been transforming technology into competitive
advantage for some of the largest financial services organizations in the world.
The Financial Services practice in HCL is built on strong domain competencies spanning
Retail and Corporate Banking, Capital Markets, and Insurance, catering to the IT and operational
needs of leading financial services companies.

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Using a value-based multi services approach and deep domain expertise in focused
verticals, HCL helps leading global financial services firms manage risk, comply with
regulations, enhance product features, and manage transformational challenges while driving
efficiency and improving service levels.
INDUSTRIAL MANUFACTURING
The HCL, committed towards helping its customers derive value through their IT
investments. In the process it have made significant investments in understanding manufacturing
operations of industrial manufacturing industry. This has enabled to conceptualize and develop
industry specific services and solution accelerators.
HCL HELP MANUFACTURING CUSTOMERS REALIZED BY:
1. Optimizing manufacturing operations
2. Enhanced visibility into supply chain operations and greater responsiveness to demand
fluctuations
3. Enable revenue growth through enhanced customer experience
4. Leveraging industry best practices and methodologies
5. Adoption of niche technologies and solutions
RETAIL CONSUMER
HCL‟s Retail practice delivers an end-to-end array of solutions and services that address
strategic and operational challenges of retail companies. With our customer centric approach
aptly complemented by rich set of retail solutions offerings, accelerators and partnerships, we
have established our footprint across the entire retail value chain from vendor management,
planning, supply chain efficiency, store operations, merchandising, and customer loyalty to
conceptualizing, building and managing multichannel.
PROFESSIONAL SERVICES
Focused towards delivering value propositions to the unique needs of Professional
Services Firms, HCL Professional Services Vertical leverages the breadth and depth of its
Enterprise Services and Solutions across Verticals and Horizontals to offer cutting edge Business
and Technology based solutions to its clientele. Firms being focused include Audit, Tax &

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Consulting, Legal Services, Real Estate and Private Equity.To meet all business challenges,
HCL's Professional Services Vertical delivers you the best-of-breed solutions with powerful
combination of technology and comprehensive business applications.
The key challenges faced by professional services firms are -
1. Winning the right business
2. Retaining key talent
3. Manage complex global projects
4. Improving service delivery and profitability of customers
The Professional Services practice in HCL with its robust team for maximum flexibility and
interoperability, help global professional services companies manage transformational challenges
while driving efficiency and improving service levels.
AUTOMOTIVE
At HCL, we provide IT, Electronics and Engineering solutions to automotive
players across the world to address the challenges. The HCL automotive practice works with
leading automotive OEMs and Tier 1 suppliers, enabling them to adapt to the changing market.
Our industry expertise and business experience helps players across the supply chain - from tier
2 to tier 1 supplier, OEMs and dealers manage businesses better.
Our automotive practice has sustained growth since its inception and our continued investments
in people, industry associations, tools and solution sets, helps us maintain our reputation as one
of the leading services vendor for this industry. At HCL, we help automotive companies gain
high performance through
1. Collaboration across supply chain
2. Engineering led product development
3. Investment in IPs and new technologies
4. Industry associations and partnerships
INDEPENDENT SOFTWARE VENTORS
HCL is a market leader in providing Product Engineering and IT services for ISVs, and
has the largest share of ISV business amongst its peers. With a unique knowledge of ISV focus

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areas and challenges coupled with experience in handling large ISV clients, HCL provides the
perfect combination of capability and credibility.
With 3 decades of technology and innovation excellence and more than 80 satisfied
ISV customers, HCL today has a comprehensive portfolio of services along the entire product
lifecycle, backed by revolutionary business models. Together, these offerings help ISVs drive
results across all its 3 core focus areas:
1. Power Revenue Growth
2. Transform R&D
3. Transform Business Operations
To deliver services aligned to these focus areas, the ISV practice at HCL has developed a unique
performance-driven approach that leverages various tools and frameworks to ensure that
measurable impact is delivered to the business.
TELECOM
HCL‟s Telecom Practice serves the all elements of the telecommunications ecosystem,
providing end-to-end solutions in Engineering and R&D services, Custom and Enterprise
applications, Infrastructure Management and BPO. HCL‟s service in this domain include
Engineering Cost Optimization, Ticket Lifecycle Management, Advanced Technologies
Empowerment Services, Interoperability, Unified Communications, and VoIP/IMS services.
HCL has the largest outsourced engineering center in the telecom space, developed outside the
USA.
With a verticalized focus and a strong team of domain experts, HCL Telecom practice
is ideally positioned to cater to the explosive growth in the telecom industry. The highlights of
the telecom practice in HCL include:
1. Coverage of the depth and breadth of the domain
2. Assets that cut across the various telecom structures like wireless, wire line, equipment,
test and measurement, telecom services, and ISVs
3. End-to-end integrated offerings that include turnkey implementations, system integration
and concept to field implementation

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4. Service offerings like infrastructure management and business process outsourcing that
encompass all elements of the telecommunications ecosystem
5. End-to-end capabilities in hardware, software, piece manufacturing, and compliance
testing
To provide end-to-end solutions to the customers, HCL has partnered with many leading
companies to provide software licenses like:
1. Adobe
2. Broad Vision
3. CA Technologies
4. Citrix
5. Computer Associates
6. IBM
7. Linux/SCO
8. McAfee Antivirus and Antispam
9. Microsoft
10. Novell
11. Oracle
12. SAP
13. Symantec
14. VERITAS
INDUSTRIAL CHALLENGES
Success depends on how well high-tech companies address ever-changing customer
needs, quickly bring innovative technologies to market, and find new ways to advance into new
markets before their competitors do. In addition, there are new challenges around enterprise
strategy, customer retention, supply chain management, and a growing number of governmental
regulations.
HCL AXON's High Tech Practice offers services and solutions that address these

26
industry challenges by leveraging the power of the leading enterprise resource planning (ERP)
platforms. These include:
1. Out of the box pre-configuration and methodologies that leverage proven best practices to
ensure a cost effective and quicker time to value
2. Supply Chain Management capabilities to transform to a lean and agile supply network
that includes outsourced operations
3. Leading customer relationship management solutions to manage and grow a profitable
service business and improve channel collaboration
4. Accelerating innovation with Product Lifecycle management solutions
5. Out of the box Revenue recognition solutions VERITAS
INDUSTRIAL CHALLENGES/COMPETITORS
Success depends on how well high-tech companies address ever-changing customer
needs, quickly bring innovative technologies to market, and find new ways to advance into new
markets before their competitors do. In addition, there are new challenges around enterprise
strategy, customer retention, supply chain management, and a growing number of governmental
regulations.
HCL AXON's High Tech Practice offers services and solutions that address these industry
challenges by leveraging the power of the leading enterprise resource planning (ERP) platforms.
These include:
1. Out of the box pre-configuration and methodologies that leverage proven best practices to
ensure a cost effective and quicker time to value
2. Supply Chain Management capabilities to transform to a lean and agile supply network
that includes outsourced operations
3. Leading customer relationship management solutions to manage and grow a profitable
service business and improve channel collaboration
4. Accelerating innovation with Product Lifecycle management solutions Out of the box
Revenue recognition solutions

27
COMPANY PROFILE
Type : Public
Industry : IT sector
Founder : Mr.Shiv Nadar
Services : IT and outsourcing services
Revenue : 11,024.14 crore
Operating income : 256.58 crore
Net income : 177.23 crore
Website : www.hclinfosystems.in
HISTORY OF HCL
HCL Info systems Ltd is one of the pioneers in the Indian IT market, with its
origins in 1976. For over quarter of a century, we have developed and implemented solutions
for multiple market segments, across a range of technologies in India. We have been in the
forefront in introducing new technologies and solutions.
The highlights of the HCL saga are summarized below:
1976- Hindustan Computer limited (HCL) is born.
1977- Forms distribution alliance with Toshiba for copier & Notebooks.
1978- HCL Successfully ships in house designed micro-computer at the same time as Apple.
1983- Indigenously develops an RDBMS, a Networking OS & a client server architecture, at
the same time as global.
1986- HCC Becomes the largest IT Company in India.
1989- Introduce fine grained Multiprocessor UNIX 3 yr a head of “sun& HP”
1991- HCL Hewlett Packard J. Develops Multi Processor UNIX of HP & Heralds HCLS
entry into contract R&D.
1994- Forges distribution alliances with Ericsson Switches & Nokia cell Phone.

28
1997- HCL‟ s R&D spinoff as HCL Technology Mark advent info Software services.
2007- HCL Becomes the first company to cross the 1,00,000 unit Milestone in the Indian
Desktop PC Market.
2008- HCL Technologies Get accorded by Meta Spectrum with leader status in off have out
sourcing.
2009- JV with NEC, Japan -HCL Set up first Power PC Architecture design centre outside of
IBM.
2010- HCL info system ties up with Apple for iPod distribution. -HCL Technologies sign
largest over, software services deal with DSG.
2011- HCL as an enterprise sources the $ 4 billion watermark.-HCL announces opening of its
second European outsourcing facility in June with the establishment of the delivery centre in
Krakow Poland.
HCL ENTERPRISE:
HCL Enterprise is a US $ 5 billion leading Global Technology and IT enterprise
that comprises two companies listed in India - HCL Technologies & HCL Info systems. The
3-decade-old enterprise, founded in 1976, is one of India's original IT garage start-ups. Its
range of offerings spans Product Engineering, Custom & Package Applications, BPO, IT
Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products.
The HCL team comprises approximately 60,000 professionals of diverse
nationalities, who operate from 23 countries including 500 points of presence in India. HCL
has global partnerships with several leading Fortune 1000 firms, including leading IT and
Technology firm.

29
CHAIRMAN & CEO
Mr.Vineet Nayar is Vice Chairman and Chief Executive Officer of HCL
Technologies Ltd. IT hardware manufacturer and systems integrator HCL Infosystems Ltd
has acquired the remaining 40 per cent stake in HCL Infosystems MEA FZCo for an
undisclosed amount. HCL Infosystems already held majority stake in the venture and the
latest deal makes the company a wholly owned arm.
In the same year, the company acquired 20 per cent equity stake in another Dubai-
based firm Tech mart Telecom Distribution FZCO through its Singapore-based subsidiary
HCL Investments Pvt Ltd.Part of HCL Group which includes IT services firm HCL
Technologies, HCL Infosystems Ltd offers a wide spectrum of ICT products that includes
computing, storage, networking, security, telecom, imaging and retail. Last month, the firm
had acquired education content provider Edurix, a part of Atta no Media and Education and
designs content for the K-12 education segment for an undisclosed amount. In 2008, HCL
Info acquired stake in Natural Technologies Pvt Ltd for $2.1 million.
VISION
"To be the technology partner of choice for forward looking customers by collaboratively
transforming technology into business advantage."

30
MISSION
"We will be the employer of choice and the partner of choice by focusing on our stated
values of Employees First, Trust, Transparency, Flexibility and Value Centricity."
MILESTONE
Hancom Inc. has announced its tie up with HCL Infosystems Ltd. to extend
Hancom's Think Free Mobile - Android edition on HCL Tablets. HCL is one of India‟s
most well known hardware, services and ICT systems integration and Distribution
Company
The latest version of Think Free Mobile app has been embedded in 'HCL ME U1‟, HCL
Infosystem‟s recently launched range of Tablet PCs, available for Rs. 7999. In the past too,
HCL's Android tablets have had Think Free Mobile as one of their standard apps.
HCL PRODUCTS (some)
Voice solution products
Presentation product Documentation product

31
Home PC‟s Home Notebooks
Business PC‟s Business Note Books

32
ORGANISATION STRUCTURE
MANAGING DIRECTOR
GENERAL MANAGER
CORPORATE LEVEL MANAGER
TRAINING DEPARTMENTMARKETING
WORKERS WORKERS
FINANCE
WORKERS
HUMAN RESOURCE
WORKERS
PRODUCTION
WORKERS

33
RESEARCH METHODOLOGY
INTRODUCTION:
An organized, systematic,data-based,critical,objective,scientific inquiry or investigation
into a specific problem undertaken with the purpose of finding answers or solutions to it. In
essence, research provides the needed information that guides to make inform the decisions to
successfully deal with the problems. It comprises of defining and redefining of problems,
formulating, hypothesis, collecting,organizing and evaluating data for making alterations and
reaching conclusion.
THE OBJECTIVES OF THIS STUDY ARE:
1. Proper understanding and analysis of the concept of Competency mapping.
2. Conducting an employee‟s survey and understanding their Competencies in HCL Info
systems.
3. Understanding the importance of competencies for employees.
This study is containing both primary and secondary data. The sampling size of this study
is 100. The data for the project from the HR Manager and the employees of HCL Infosystems.
For interpretation, the study has used method.
TYPE OF PROJECT
DESCRIPTIVE RESEARCH DESIGN
Descriptive research has been used for the study, because the aims of the descriptive
research are to describe accurately the characteristics of particular individual situation or group
and to determine the frequency of occurrence of such events.
SAMPLING TECHNIQUE
In this researcher have used convenience sampling method of Non-probability
sampling. Non probability refers to selection of units within a sample involves human judgment
rather than pure chance. In convenience sampling the selection of the sample is left to the

34
researcher who is to select the sample and here the information‟s are collected from the members
of the population who are conveniently available to provide it.
SAMPLE SIZE
A total of 100 samples were selected out of 500.
DATA COLLECTION METHOD
The method of data collection includes two types for the study, such as primary data and
secondary data.
SOURCES OF DATA
PRIMARY DATA
Primary data is the data that is collected for the first time by the researcher. The primary
data are collected with specific set of objective to assess the current status of any variable
studied. Primary data is useful only particular period.
SECONDARY DATA
Secondary data can be internal or external. The secondary data has been collected from
journals, text books, magazines, internet etc.
METHODS OF PRIMARY DATA COLLECTION
The main methods used in primary data collection are:
a. Questionnaire
b. Interview
In this study primary data has been collected by using questionnaire

35
QUESTIONNAIRE
In this method, pre-printed list of questions arranged in a sequence which is used by the
researcher for collecting data. The questionnaire is filled by the respondents. The questionnaire is
considered as the heart of the survey.
3.4 STATISTICAL TOOLS
The statistical tools are used to obtain findings and information in logical sequence from
the data collected. Percentage method & coefficient of correlation can be used for representation
of analysis and computation.
PERCENTAGE METHOD
In this proportion of an individual observation in a distribution is described. The
most convention for describing the position of an individual score in distribution of scores is a
percentage method.
No of respondents
Percentage = × 100
Total No of respondents
CHI-SQUARE TEST:
It is a statistical method used in the context of sampling analysis fpr comparing variance to a
theoretical variance. It is a non parametric test, it can be used to determine if categorical data
shows dependencies (or) two classifications are independent the researcher used this text to
i. To test the fitness
ii. To test the significant association between two attributes

36
FORMULA
1) λ² = σs²/ σp²(n-1)
σs² = variance of sample
σp² = variance of population
(n-1) =degree of freedom
n = no of items in the sample
2) R = (O-E) ² /E
O = Observed frequency
E = Expected frequency

37
DATA ANALYSIS AND INTERPRETATION
TABLE: 1
AWARENESS OF COMPETENCY MAPPING
S.NO AWARENESS
NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Yes 80 80
2 No 20 20
Total 100 100
INTERPRETATION:
The above table spells about the respondents having awareness about the
competency mapping, where 80% of the respondents are having awareness about the
competency mapping and the remaining 20% of the respondents don‟t have awareness about the
competency mapping. The awareness can be created through various programs which can be
conducted by the organization.

38
CHART: 1
AWARENESS OF COMPETENCY MAPPING

39
TABLE: 2
COMPETENCY MAPPING IN MANPOWER PLANNING
S.NO Manpower Planning
NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Invariably 5 5
2 Frequently 0 0
3 Rarely 5 5
4 Never 90 90
Total 100 100
INTERPRETATION:
The above table explains about the manpower in competency mapping, where
90% of the employee suggests that competency mapping can‟t help in doing manpower planning,
but 5% of the employees supporting towards the presence of competence mapping in manpower
and remaining 5% cant able to suggest.

40
CHART: 2
COMPETENCY MAPPING IN MANPOWER PLANNING

41
TABLE: 3
PERFORMING COMPETENCY MAPPING REGULARLY IN
COMPANY
S.NO NECESSSITY
NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Invariably 93 93
2 Frequently 5 5
3 Rarely 2 2
4 Never 0 0
Total 100 100
INTERPRETATION:
The above table explains about the respondents of necessity of competency
mapping in the present scenario. From the above table, it is clear that 93% of the employees say
that competency mapping is necessary for the growth of organization and 5% suggest they
performing competency mapping frequently and the remaining 2 said rarely.

42
CHART: 3
PERFORMING COMPETENCY MAPPING REGULARLY IN
COMPANY

43
TABLE: 4
RECRUITMENT AND SELECTION PROCESSES CARRIED OUT CONSIDERING
COMPETENCY OF THE INDIVIDUALS
S.NO ASSESSMENT
NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Yes 15 15
2 No 85 85
Total 100 100
INTERPRETATION:
The above table spells about the respondents of assessing competency mapping in
the past. From the above table it is clear that 15% of the respondents have assessed the
competency mapping in the past and the remaining 85% of the respondents didn‟t assess that
Recruitment and selection processes carried out considering competency of the Individuals.Now
the organization has training the employees about the ways through which they assess their
competencies.

44
CHART: 4
RECRUITMENT AND SELECTION PROCESSES CARRIED OUT CONSIDERING
COMPETENCY OF THE INDIVIDUALS

45
TABLE: 5
COMPETENCY MAPPING HELPFUL IN INDIVIDUAL CAREER DEVELOPMENT
S.NO Career Development NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Strongly agree 67 67
2 Agree 33 33
3 Moderate 0 0
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
INTERPRETATION:
The above table explains about the career development through Competency
Mapping where 67% accepting and 33% said no to career development through competency
mapping.

46
CHART: 5
COMPETENCY MAPPING HELPFUL IN INDIVIDUAL CAREER DEVELOPMENT

47
TABLE: 6
THE COMPETENCY THAT HELP THE MOST
S.NO Competency
NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Knowledge of basic accounting
principles and procedures
15 15
2 Ability to read, understand and
follows written direction
55 55
3 Facilitation skills ability to focus
and direct group discussion
15 15
4 Decision making skills ability to
weigh options and foresee
consequences of decisions
15 15
Total 100 100
INTERPRETATION:
The above table explains about the respondents using various competence that
help the most. From the above table, it is clear that 15% of the employees have assessed their
competencies through Knowledge of basic accounting principles and procedures , 55% of the
respondents have assessed by Ability to read, understand and follows written direction , 15% of
the respondents have assessed their competency by Facilitation skills ability to focus and direct
group discussion and the remaining 15% of the respondents have assessed by Decision making
skills ability to weigh options and foresee consequences of decisions

48
CHART: 6
THE COMPETENCY THAT HELP THE MOST

49
TABLE: 7
CHALLENGES IN JOB OR ROLE
S.NO Challenges
NO OF
RESPONDENTS
NO OF
RESPONDENTS %
2 Agree 50 50
3 Neutral 0 0
4 Disagree 35 35
5 Strongly disagree 0 0
Total 100 100
INTERPRETATION:
The above table spells out the respondents having challenges in Job. From the
statistical data, it is clear that most of the respondents agreed that they are facing challenges in
their job environment.

50
CHART: 7
FACING CHALLENGES IN JOB OR ROLE

51
TABLE: 8
HIGH COMPETITION FOR TALENTED PEOPLE IN MARKETING PLACE
S.NO High Competitions NO OF
RESPONDENTS
NO OF
RESPONDENT
%
1 Yes 54 54
2 No 46 46
Total 100 100
INTERPRETATION:
The above table spells out the respondents may or may not facing high challenges
in market place. The results are certainly similar.

52
CHART: 8
HIGH COMPETITION FOR TALENTED PEOPLE IN MARKETING PLACE

53
TABLE: 9
EXPERIENCED ANY SETBACKS DUE TO LACK OF COMPETENCY PEOPLE
S.NO Setbacks NO OF
RESPONDENTS
NO OF
RESPONDENTS %
1 Yes 35 35
2 No 65 65
Total 100 100
INTERPRETATION:
The above table explains about the respondents are not having much setbacks in
the recent past due to lack of competence people.

54
CHART: 9
EXPERIENCED ANY SETBACKS DUE TO LACK OF COMPETENCY PEOPLE

55
TABLE: 10
MISSED BUSINESS OPPORTUNITIES IN THE RECENT PAST
S.NO Missed business
Opportunities
NO OF
RESPONDENTS
NO OF
RESPONDENTS %
1 Yes 20 20
2 No 80 80
Total 100 100
INTERPRETATION:
The above table explains the majority (80%) respondents suggest that they never
missed any business opportunities in the recent past but 20% said they missed some important
business opportunities.

56
CHART: 10
MISSED BUSINESS OPPORTUNITIES IN THE RECENT PAST

57
TABLE: 11
COMPETENCIES CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND
INTERVENTIONS
S.NO CONTINUOUS EFFORT
AND INTERVENTIONS
NO OF
RESPONDENTS
NO OF
RESPONDENT %
2 Agree 20 20
3 Neutral - 0
4 Disagree - 0
5 Strongly disagree - 0
Total 100 100
INTERPRETATION:
The above table explains about, whether Competencies can be developed through continuous
efforts and interventions. From the above statistical data, it is clear that most of the respondents
strongly agreed that their competencies are developed through continuous efforts and
interventions.

58
CHART: 11
COMPETENCE CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND
INTERVENTIONS

59
TABLE: 12
INVEST TIME AND EFFORT IN BUILDING THE COMPETENCIES
S.NO TIME AND EFFORT NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
2 Agree 30 30
3 Moderate 20 20
4 Disagree 5 5
Total 100 100
INTERPRETATION:
The above table clearly explains the respondents were using various ways for
assessing their competencies. From the above table, it is clear that 40% of the respondents
strongly agreed with spending their time and effort on building competency, 30% agreed ,20%
of the respondents made a moderate approach and the remaining 10% of the respondents was not
at all agreed with spending their time and effort on building competency.

60
CHART: 12
INVESTING TIME AND EFFORT IN BUILDING THE COMPETENCIES

61
TABLE: 13
BUILDING A COMPETENCY BASED ORGANIZATION
S.NO BUILDING COMPETENCY NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
2 Agree 50 50
3 Moderate 20 20
4 Disagree - 0
Total 100 100
INTERPRETATION:
The above table clearly explains the respondents believes in building competency
based organization. From the above table, it is clear that 25% of the respondents have strongly
agreed, majority of 55% respondents have agreed with building competency based organization,
20% of the respondents were moderately accepting and the remaining 5% of the respondents
were strongly disagreed.

62
CHART: 13
BUILDING A COMPETENCY BASED ORGANIZATION

63
TABLE: 14
RECRUIT PEOPLE BASED ON COMPETENCIES
S.NO RECRUIT PEOPLE NO OF
RESPONDENTS
NO OF
RESPONDENCES
%
2 Agree 93 93
3 Neutral - 0
4 Disagree - 0
Total 100 100
INTERPRETATION:
The above table explains about the majority of the respondents have agreed with
recruiting employees based on competencies

64
CHART: 14

65
TABLE: 15
ALREADY HAVE A COMPETENCY BASED COACHING SCHEME
S.NO COACHING SCHEME NO OF
RESPONDENTS
NO OF
RESPONDENTS %
1 Yes 30 30
2 No 70 70
Total 100 100
INTERPRETATION:
The above table explains about the respondents response about the existence of
competency based coaching scheme before and majority of the respondents (i.e) 70% said NO
to the availability of competency coaching scheme in the recent past.

66
CHART: 15
ALREADY HAVE A COMPETENCY BASED COACHING SCHEME

67
TABLE: 16
SUCCESS THROUGH COMPETENT MANAGERS
S.NO SUCCESS THROUGH
COMPETENT
MANAGERS
NO OF
RESPONDENTS
RESPONDENTS
%
1 Strongly agree - 0
2 Agree 85 85
3 Neutral 15 15
4 Disagree - 0
Total 100 100
INTERPRETATION:
The above table explains about the success of the organization through competent
managers and the majority 85% of the respondent was agreed with this statement

68
CHART: 16
SUCCESS THROUGH COMPETENT MANAGERS

69
TABLE: 17
TRAINING IDENTIFICATION OF COMPETENT GAPS AND COMPETENT NEEDS
S.NO TRAINING NO OF
RESPONDENTS
NO OF
RESPONDENTS (%)
1 Yes 55 55
2 No 45 45
Total 100 100
INTERPRETATION:
The above table spells about the respondents training based on scientific
or at least systematic identification of competency gaps and competency needs. Here 55%
accepting and 45% was not accepting the training based on scientific or at least systematic
identification of competency gaps and competency needs.

70
CHART: 17
TRAINING IDENTIFICATION OF COMPETENT GAPS AND COMPETENT NEEDS

71
TABLE: 18
PROMOTION THROUGH COMPETENCY ASSESSMENT
S.NO PROMOTION NO OF
RESPONDENTS
RESPONDENCE %
2 Agree 70 70
3 Neutral 10 10
4 Disagree - 0
Total 100 100
INTERPRETATION:
The above table explains about the respondents got the motivation and
support from the organization. From the above statistical data, it is clear that most of the
respondents agreed that their promotion policies require some form of competency assessment.

72
CHART: 18
PROMOTION THROUGH COMPETENCY ASSESSMENT

73
TABLE: 19
ORGANISATION VALUE TALENT AND EXCELLENCE
S.NO VALUE NO OF
RESPONDENTS
RESPONDENCE %
2 Agree 80 80
3 Neutral 10 10
4 Disagree - 0
Total 100 100
INTERPRETATION:
The above table explains about the organisation value talent and
excellence. From the above statistical data, it is clear that most of the respondents agreed that
they their organisation value talent and excellence.

74
CHART: 19
ORGANIZATION VALUE TALENT AND EXCELLENCE

75
TABLE: 20
INNOVATIONS AND SCIENTIFIC WAY OF DOING THINGS
S.NO TRAINING PROGRAM
INCREASES
PRODUCTIVITY
NO OF
RESPONDENTS
RESPONDENT %
2 Agree 70 70
3 Neutral 20 20
4 Disagree - 0
Total 100 100
INTERPRETATION:
The above table spells out the organisation encourages innovative and
scientific way of doing things and 70% of the respondents accepted the fact(i.e) their
organisation encourage innovations and scientific way of doing things.

76
CHART: 20
INNOVATIONS AND SCIENTIFIC WAY OF DOING THINGS

77
CHI-SQUARE TEST
CHALLENGES IN YOUR JOB OR ROLE
Challenges Observed
frequency(O)
Expected
frequency(E)
(O-E) (O-E)² (O-E)²/E
Strongly
Agree
15 20 -5 25 1.25
Agree 50 20 30 900 45
Neutral 0 20 -20 400 20
Disagree 35 20 15 225 11.25
Strongly
Disagree
0 20 -20 400 20
Total 100 100 97.75
R = (O-E) ²/E
= 97.75
Degree of freedom = (n-1)
=5-1
=4
Degree of freedom at 5% level of significance=6.26
Since the table value is less than the calculated value Null Hypothesis is rejected.

78
COMPETENCIES CAN BE DEVELOPED THROUGH CONTINUOUS EFFORTS AND
INTERVENTIONS
Continuous
efforts and
Interventions
Observed
frequency(O)
Expected
frequency(E)
(O-E) (O-E)² (O-E)²/E
Strongly
Agree
80 20 -60 3600 180
Agree 20 20 0 0 0
Neutral 0 20 -20 400 20
Disagree 0 20 -20 400 20
Strongly
Disagree
0 20 -20 400 20
Total 100 100 240
R = (O-E) ²/E
= 240
=5-1
=4

79
INVESTING TIME AND EFFORT IN BUILDING THE COMPETENCIES
Investing time
and efforts
Observed
frequency(O)
Expected
frequency(E)
(O-E) (O-E)² (O-E)²/E
Strongly
Agree
40 20 20 400 20
Agree 30 20 10 100 5
Neutral 20 20 0 0 0
Disagree 5 20 -15 225 11.25
Strongly
Disagree
5 20 -15 225 11.25
Total 100 100 48
R = (O-E) ²/E
= 48
=5-1
=4

80
BUILDING A COMPETENCY BASED ORGANISATION
Building
Competency
Observed
frequency(O)
Expected
frequency(E)
(O-E) (O-E)² (O-E)²/E
Strongly
Agree
25 20 5 25 1.25
Agree 50 20 30 900 45
Neutral 20 20 0 0 0
Disagree 0 20 -20 400 20
Strongly
Disagree
5 20 -15 225 11.25
Total 100 100 77.5
R = (O-E) ²/E
= 77.5
=5-1
=4

81
RECRUITMENT Observed
frequency(O)
Expected
frequency(E)
(O-E) (O-E)² (O-E)²/E
Strongly Agree 7 20 -13 169 8.45
Agree 93 20 73 5329 266.45
Neutral 0 20 -20 400 20
Disagree 0 20 -20 400 20
Strongly
Disagree
0 20 -20 400 20
Total 100 100 334.9
R = (O-E) ²/E
= 334.9
=5-1
=4

82
FINDINGS & SUGGESTION
FINDINGS
80% of the employees in HCL Infosystems have the awareness about the concept of
Competency mapping. Because they have this concept in their organization.
90% of the employee suggests that competency mapping can‟t help in doing manpower
planning,
93% of the employees say that competency mapping is necessary for the growth of
organization.
85% of the respondents didn‟t assess that Recruitment and selection processes carried out
considering competency of the Individuals.
67% accepted that their career was developed through Competency Mapping
Competency that help the most is the Ability to read, understand and follows written direction
The most of the respondents agreed that they are facing challenges in their job environment.
The Employees are consequently facing high challenges in market place.
The Employees are not having setbacks in the recent past due to lack of competence people.
The Employess never missed any business opportunities in the recent past due to lack of
competent people to handle any one or more functions or territories or lines of business.
The Employees are strongly agreed that their competencies are developed through
continuous efforts and interventions.
Top managements are willing to invest time and effort in building the competencies of
employees on a continuous basis
93% of Enployees are intended to recruit people on the basis of competencies that are
needed to perform each job.
There is no competency based coaching scheme before.
83% of the Top managers believe that the success of their organization depend on having
competent managers.

83
55% of Employees are accepting the training based on scientific or at least systematic
identification of competency gaps and competency needs.
80% of the Employees agreed that their promotion policies require some form of
competency assessment.
80% of the Employees agreed that they their organisation value talent and excellence.
70% of the Employees accepted the fact(i.e) their organisation encourage innovations and
scientific way of doing things

84
SUGGESTIONS
The organization should create awareness about the Competency mapping and their uses
among the employees through various programs.
The organization should enhance the employee‟s competencies through various training and
development programs.
The HR manager can take the initial steps to teach their employees for assessing the
employee‟s competencies.
After finding their skills, they can provide the initiatives to the employees to excel as a
potential employee with specific skill. And also they can enhance the multiple skills among
the employees.
By giving a proper communication, the organization can avoid the problems while
implementing the competency mapping.
Recruitment and Selection processes must be carried out by considering competency of the
individuals
The organization should create awareness about the Competency mapping and their uses
among the employees through various programs.
The organization should enhance the employee‟s competencies through various training and
development programs.
The HR manager can take the initial steps to teach about the range of methods for assessing
the employee‟s competencies.
After finding their skills, they can provide the initiatives to the employees to excel as a
potential employee with specific skill. And also they can enhance the multiple skills among
the employees.
The organization should provide a separate cabin for each employee to excel their talents so
that the employee also feels independence in their work.
By giving a proper communication, the organization can avoid the problems while
implementing the competency mapping.

85
CONCLUSION
Competency mapping and assessment provides clear indication of employee
developmental needs. Candidate weakness with respect to the required competencies discovered
in the assessments shows opportunity for development for the candidate.
HCL Infosystems also benefited out of the Competency mapping. For that, the
HR manager has also taken many initiatives for the welfare of both the employees and the
organization. This organization has used the competency mapping for various purposes like
selection process, performance appraisal, succession planning & promotion etc. There is no
doubt that if the organization has used the competency mapping, they will definitely get the
success.
At present scenario, Competency mapping is essential for every organization.
Only thing that if the organization used it effectively means, they will definitely get benefit. The
employee‟s competencies can be enhanced through conducting various training and
development program, assigning projects, to involve all the employees in decision-making
process etc.

86
BIBLIOGRAPHY
BOOKS:
Training and Development - V.V.Reddy
Human Resource Management - Dr. Nagarajan
Creativity in Training - Sumati Reddy
Human Resource Management - L.M.Prasad
NEWSPAPER:
Business Line
MAGAZINES:
HR review
Business world
Environmental Management
Business Today
WEBSITES:
www.wisegeek.com
www.tvrls.com
www.citehr.com
www.lukew.com
www.sunrise.net.in
www.careertrainer.com
www.e-hresources.com
www.hinduonnet.com

87
ANNEXURE
EMPLOYEE RELATED QUESTION
Good morning /evening, SirMadam. I am V.N.STEFFY doing my MBA at
Nesamony Memorial Christian College,Marthnadam. As a part of the partial fulfillment for
the MBA course, I am undertaking a project titled “A STUDY OF EMPLOYEES ON
COMPETENCY MAPPING” ,IN HCL INFOSYSTEMS. I would be happy if you spend some
time in answering the following questions. This study is purely for academic purpose only. The
answers would be kept confidential.
QUESTIONNAIRE
Name :
Qualification :
Designation :
1. Are you aware of the term Competency?
a. [ ] Yes
b. [ ] No
2. Does competency mapping help you to do manpower planning?
a. Invariably [ ]
b.Frequently [ ]
c.Rarely [ ]
d.Never [ ]
3. Do you perform competency mapping regularly in your company?
a. Invariably [ ]
b.Frequently [ ]
c.Rarely [ ]

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d.Never [ ]
4. Does Recruitment and Selection processes carried out considering competency of the
individuals?
a. Yes [ ]
b. No [ ]
5. Does competency mapping helpful in individual‟s career development?
a. Strongly Agree
b. Agree
c. Moderate
d. Disagree
e. Strongly Disagree
6. What Competency helps you the most?
a. [ ] Knowledge of basic accounting principles and procedures.
b. [ ] Ability to read, understands, and follows written directions.
c. [ ] Facilitation skills – ability to focus and direct group discussions.
d. [ ] Decision-making skills – ability to weigh options and foresee consequences of decisions.
7. Have you faced any challenges in your job or role?
a. [ ] Strongly Agree
b. [ ] Agree
c. [ ] Moderate
d. [ ] Disagree
e. [ ] Strongly Disagree
8. Are you in a business where there is high competition for talented people in market place?
a) [ ] Yes
b) [ ] No

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9. Has your organization experienced any setbacks in the recent past due to lack of competent
people?
a) [ ] Yes
b) [ ] No
10.Has your organization missed any business opportunities in the recent past due to lack of
competent people to handle any one or more functions or territories or lines of business etc?
a) [ ] Yes
b) [ ] No
11. My top management believes that competencies can be developed through continuous effort
and interventions?
a. [ ] Strongly agree
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
e. [ ] Strongly disagree
12. My top management willing to invest time and effort in building the competencies of my
employees on a continuous basis?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
13. My top management believes in building a competency based organization?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree

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14.I intend to recruit people on the basis of competencies needed to perform each job?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
15.I already have a competency based coaching scheme?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
16. My Top managers believe that the success of my organization depend on having competent
managers?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
17. Is your training based on scientific or at least systematic identification of competency gaps
and competency needs?
a) [ ] Yes
b) [ ] No

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18. My promotion policies require some form of competency assessment?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
19. My organization value talent and excellence?
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
20. My organization encourages innovations and scientific way of doing things?
a. [ ] strongly agree
b. [ ] Agree
c. [ ] Moderate
d. [ ] disagree
e. [ ] strongly disagree
Thank You.

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REVIEW OF LITERATURE
Mr. Milind Kotwal had already studied the competency mapping under the title
“Model and method for Competency Mapping and Assessment”. As per their objective,
Competency mapping helps to develop objective system for recruitments, Promotions, training &
development, and performance diagnostics. And also they are offering consultancy services in
the following areas: organizational diagnostic studies, corporate and strategic planning,
performance management and performance appraisal, competency mapping and assessment,
customer satisfaction studies. They have studied the competency mapping in relation with job
description.
For Competency mapping and Assessment, Milind Kotwal‟s study had taken job
description, job factors, and organization culture. But this study is studied under the title” A
study on Competency mapping for the employees”. 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.
I have interviewed HR manager and employees of HCL Infosystems for this
study. Here the study will analyze about how the competency mapping is useful for assessing
individual and providing performance appraisal.

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CHAPTER II
INDUSTRY PROFILE

95
CHAPTER III
COMPANY PROFILE

96
CHAPTER IV
RESEARCH
METHODOLGY

97
CHAPTER V
DATA ANALYSIS
&
INTERPRETATION

98
CHAPTER VI
FINDING
&
SUGGESTIONS

99
A SAMPLE
IMPLEMENTED GRAPH
OF COMPETENCY
MAPPING

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