Professional Documents
Culture Documents
PRESENTED BY-
Sandeep Arora
ITM gurgaon
ABSTRACT
whether the process helps in improving performance effectiveness, thus identifying what
are the areas that have to fine tuned or reworked.
Research Methodology:
a. Research type: Qualitative exploratory research and quantitative conclusive research
b. Research method:
•In depth interviews- done for customer associates and area sales manager.
•Focus group method
•Structured Questionnaires
Tools of data collection
Primary data:-The questionnaires will be used to gauge the preference of the customer’s
associate whether they are satisfied with their own behavior and are they given the
required attention. Area sales manager will also be informally interviewed for 10-15 min.
Focus group discussion:-It would be done to identify the behavior of customers whether
they are satisfied with the behavior of the customer associate’s and sales managers. It will
consist of a panel of approx.
(8-10) people.
Secondary data: - The secondary data will be collected through internet and literature
from books and various companies report.
Normally, the purpose of analyzing training needs is to uncover the gap that exists
between the present competence of the enterprise and the competency needed to reach the
strategic goals in the future. A determining factor for what problems may arise is the
choice of level of precision or how complex a concept of competency one uses.
Competency mapping process helps in meeting various demands that customers are
expecting from them. This also helps the organization in developing a clear strategy for
developing competencies of their workforce. Overall it will support successful
performance of the employees within the organization
.
CERTIFICATE OF ORIGINALITY
This is to certify that the thesis has been completed under my guidance.
4
Alterations
MR Sanjay Govil
(V.P Finance)
Bhartya International
Dear Kanika,
5
This is to inform that the thesis topic “ Competency Mapping of Front-Line Staff - A Study in Relation
to the Retail Sector.”, as proposed by you, has been approved .This email is an official
confirmation that you would be doing your thesis work under the guidance of Mr.
Please ensure that the objectives as stated by you in your synopsis are met using the
appropriate research design.
You must always use the thesis title as approved and registered with us.
You are required to correspond with us by sending atleast six response sheets to
Thesis.ss68@iipm.edu ( format attached along with this mail) at regular intervals, before
31st May 2008 (the last date for thesis submission)
Regards,
Sumanta Sharma
New Delhi
Sumanta.sharma@iipm.edu
ACKNOWLEDGEMENT
6
This work is synergistic products of many minds. I am grateful for the inspiration,
encouragement information and wisdom of many resource people who helped me to
bring this project into life.
I owe my sincere gratitude towards following personnel for their endeavors, guidance and
sustained help extended to me during the course of this project.
To the Sovereign Lord God, Father and Creator of all things for his Grace,
wisdom & energy.
Mr. Sanjay Govil (VP-Finance – Bharti International)
Prof. Sumanta Sharma(Dean, projects)
Mr. Vijay Kumar Boddu
To our loved ones: parents, friends and colleagues for their prayers, love,
support and guidance.
CONTENTS
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1) Chapter-1
Introduction Pg 13-23
1.1 Overview
1.2 Brief about the global Retail Industry
1.3 Emerging trends in the retail industry
1.4 Technology impact
1.5 Indian Retail: A Large and unorganized Sector
1.6 Changes in the Retail Sector
1.7 Core competencies for Retail industry
2) Chapter-2
Literature Review Pg 24-41
2.1 Definition of Competency Mapping
2.2 Steps involved in the process:
2.3 Competency mapping: A Human Resource
Approach for a Globalizing Scenario
2.4 Competency Model
2.5 Need for Competency Frameworks
2.6 Identification of Role Competencies
2.7 Competency Assessment
2.8 Competency Development
2.9 Importance of Competency Based Performance
Management System (CBPMS)
2.10 Common Pitfalls in implementing
A competency mapping system
3) Chapter-3
Methodology Pg 42-43
4) Chapter-
Reports on data collection Pg 44-54
5) Chapter-5
8
Analysis Pg 55-65
5.1 Questionnaire data analysis
6) Chapter-6
Recommendations Pg 66-67
7) Chapter-7
Conclusion and Implications Pg 68-71
8) Bibliography Pg 72
9) Appendices Pg 73-81
LIST OF FIGURES
9
PROJECT SYNOPSIS
Details of the Student:
Name: - Kanika Vashishta
Batch: - Spring Summer 2006-2008
Specialization: - Human Resource and Marketing
Phone No: - 9810538080
Email: - kanika301085@gmail.com
b. Research method:
• In depth interviews- done for customer associates and area
sales manager.
• Focus group method
• Structured Questionnaires
Chapter-1
INTRODUCTION
1.1 Overview
With changing business scenario and new challenges emerging in the competitive world,
successful performance in any job/task has taken a critical place, for organizational
success. Competency mapping is one such process that helps in identifying and mapping
competencies required for successful performance in a particular role. Competency
mapping and assessment has gained paramount importance in organizations, for keeping
people development strategies and processes in sync with organizational growth &
objectives and maximizing the utilization of human potential.
Creating competency based culture and systems in organizations are the need of the hour.
This creates a demand for HR professionals to have specialized skills and have a
continuous up-gradation of knowledge.
Working on solutions to help the Retail Industry in addressing the front-line staff
Challenges around Hiring, Training, and Retention.
Solutions should be developed based on the retail industry’s priorities to address issues
such as:
• Recruitment and Retention: Retail employers struggle to attract and retain the
best and brightest employees because of the misperception that jobs are low-wage
and lack growth potential. In reality, today’s retail industry is dynamic with
diverse career ladders covering a wide range of fields including: information
technology, marketing, communications, loss prevention, finance, and
merchandise sourcing.
• Competency Models: Though the retail industry has started work on initial
training models and skills certifications, they are not yet used consistently across
the industry to build skills competency requirements for positions at all levels and
to encourage career growth. Retailers are struggling to attract qualified
individuals, train them, and have them advance their careers.
14
Competence is also used to work with more general descriptions of the requirements of
human beings in organizations and communities. Examples are educations and other
organizations who want to have a general language to tell what a graduate of an
education must be able to do in order to graduate or what a member of an organization is
required to be able to do in order to be considered competent. An important detail of this
approach is that all competencies have to be action competencies, which means you show
in action, that you are competent. In the military the training systems for this kind of
competence is called Artificial Experience, which is the basis for all simulators.
Retail, with total sales of $6.6 trillion, is the world’s largest private industry ahead of
financial industries $5.1 trillion. It is also home to a number of the world’s largest
enterprises. Over 50 of the fortune 500 companies, and around 25of the Asian top 500
companies, are retailers. The industry accounts for over 8% of the GDP in western
economies. The level of consolidation within each country has increased significantly
over the last few decades. This is most marked in the grocery, where large chains have
leveraged superior scales of operations and souring to capture share from the unorganized
15
players, while offering consumers the best price. This trend has led to organized networks
capturing up to 80% of the groceries market in the developed economies.
Traditionally, most retailers have had very localized operations. This localized nature of
the industry is changing as retailers face low rates of growth and threatened profitability
at home.
New geographies will help them sustain top-line growth as well as permit global
sourcing. Further, global markets will progressively get easier to tap as product market
barriers relaxed and as taste converge.
Profits in retail have steadily been rising and have generated 18% shareholder returns
between 1994 and 1999. Significantly, retail is one of the largest employers, accounting
for instance 16% of the U.S workforce. Factors such as scale in sourcing, merchandising,
operational effectiveness and ambience have driven the spread of organized retail.
Groceries, electronics are examples of categories that compete on the strength of better
pricing, which in turn is driven by superior sourcing and merchandising and cost-efficient
operations. Wal-Mart, Home Depot and Kingfisher are benchmark retailers in these
fields.
In apparel, home furnishings and furniture, the advantage is driven by the marketer’s
ability to provide better products in a comfortable ambience at affordable prices. In these
cases sourcing capabilities has to be backed by strong design capability and store
management. IKEA and GAP are good examples of this model of retailing. Over the last
few decades, retail formats have changed radically. The basic department stores and co-
operatives of the early 20th century have given way to mass merchandisers, hypermarkets,
warehouses clubs, category killers, discounters and convenience stores. Each of these
formats has been driven by the market’s need to offer relevant, distinctive and economic
propositions to an evolving consumer base.
Global retailers have also reached a position of strength that enables their brand to be
leveraged across a wide range of services. Many of them have expanded their offering,
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over the years to include fuel retail, car retail, convenience services and personal finance
services. This has put them in a position where they are not only beginning to capture
growth from geographical expansion, but are also entering large new areas of business.
The recent evolution of the internet has helped further broaden the scope of operations of
large retailers. Further, a large number of retailers are pursuing innovative aggregation
and supply chain-streamlining initiatives using B2B technology.
For a long time, the corner grocery store was the only choice available to the consumers,
especially in the urban areas. The traditional food and grocery segment has seen the
emergence of supermarkets/grocery chains (Food world, Nilgiries, Apna Bazaar),
convenience stores and fast food chains (McDonalds, Dominos)
In order to appeal to all classes of the society, retail stores would have to identify with
different lifestyles. In a sense, this trend is already visible with the emergence of stores
with an essentially value for money.
The single most important evolution that took place along with the retailing revolution
was the rise and fall of the dotcom companies. A sudden concept of non – store shopping
emerged, which threatened to take away the potential of the store. More importantly, the
17
very nature of the customer segment being addressed was almost the same. The
computer – savvy individuals was also a sub segment of the store frequenting traffic.
Internationally, the concept of net shopping is yet to be proven. And the poor financial
performance of most of the companies offering virtual shopping has resulted in store-
based retailing regaining the upper hand. Other forms of non-store shopping including
various formats such as catalogue/mail order shopping, direct selling and so on are
growing rapidly. However the size of the direct market industry is too limited to deter the
retailers. For all the conveniences that it offers , electronic retailing does not suit the
products where look and see attributes are of importance, as in apparel or where the value
is very high, such as in jewellery or where the performance has to be tested, as of
consumer durables. The most critical issue in electronic retailing, especially in a country
such as ours, relates to payments and the various security issues involved.
The other aspects of retailing relates to technology. It is widely felt that the key
differentiator between the successful and not so successful retailers is primarily in the
area of technology. Simultaneously it will be technology that will help the organized
retailers score over the unorganized players, giving both cost and service advantages.
Data Warehousing is an established concept in the advanced nations-With the help of the
database retailing, information on existing and potential customers is tracked. Besides
knowing what was purchased and by whom, information on softer issues such as
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It would be important to note, however, that the retailing industry in India is still a
protected industry-It is one of the few sectors, which still has restrictions on FDI.
There are multiple causes for this low level of modernization in Indian retail. Primary
among them are the stringent restrictions on consumer goods and consumerism that
existed till the 1990’s.The inability to offer a wide range of products was further
worsened by the marketer’s inability to create economies of scale in sourcing. The high
fragmentation in supplies and the supply chain, the restriction on inter-state movement
and on stocking prevented development of scale. Further the limited set of organized
options prevented retailers from negotiating better terms with the suppliers.
The lack of consumer’s culture, along with low incomes, prevented the development of
formats such as department stores that work on superior ambience and design to capture
19
customers. Limited products put consumers perpetually on the back foot. The high tax
regime and savings biased government programs stressed thrift denial over indulgence.
Further the country was effectively isolated from the rest of the world through a tightly
controlled radio and television media and did not share in the growing consumer oriented
culture sweeping the west and other parts of Asia.
Together with this was also the limited access to capital, land or people available to
aspirant retailers.
Very few banks were willing to invest in retail, while real estate restrictions made it
impossible to access land of reasonable size. The lack of retail oriented education made it
difficult to get the trained people.
Will’s lifestyle are focusing on specific market segments and have established
themselves strongly in their sectors.
Discount Stores:
As the name suggests, discount stores or factory outlets, offer discounts on the
MRP through selling in bulk reaching economies of scale or excess stock left over at
the season. The product category can range from a variety of perishable/ non
perishable goods
Department Stores:
Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer
needs. Further classified into localized departments such as clothing, toys, home,
groceries, etc. Departmental Stores are expected to take over the apparel business
from exclusive brand showrooms. Among these, the biggest success is K Raheja's
Shoppers Stop, which started in Mumbai and now has more than seven large stores
(over 30,000 sq. ft) across India and even has its own in store brand for clothes called
Stop!.
Hyper marts/Supermarkets:
Large self service outlets, catering to varied shopper needs are termed as
Supermarkets. These are located in or near residential high streets. These stores today
contribute to 30% of all food & grocery organized retail sales. Super Markets can
further be classified in to mini supermarkets typically 1,000 sq ft to 2,000 sq ft and
large supermarkets ranging from of 3,500 sq ft to 5,000 sq ft. having a strong focus
on food & grocery and personal sales.
Convenience Stores:
These are relatively small stores 400-2,000 sq. feet located near residential areas.
They stock a limited range of high-turnover convenience products and are usually open
for extended periods during the day, seven days a week. Prices are slightly higher due to
the convenience premium.
21
MBO’s :
Multi Brand outlets, also known as Category Killers, offer several brands across a
single product these usually do well in busy market places and Metros
Experimentation with formats: Retailing in India is still evolving and the sector is
witnessing a series of experiments across the country with new formats being tested out.
Ex. Quasi-mall, sub-urban discount stores, Cash and carry etc.
Store design: Biggest challenge for organized retailing to create a “customer-pull”
environment that increases the amount of impulse shopping. Research shows that the
chances of senses dictating sales are upto 10-15%. Retail chains like Music World,
Baristas, Piramyd and Globus are laying major emphasis & investing heavily in store
design.
Emergence of discount stores: They are expected to spearhead the organized retailing
revolution. Stores trying to emulate the model of Wal-Mart. Ex. Big Bazaar, Bombay
Bazaar, RPGs.
Organized retailing in India has been largely an urban phenomenon with affluent
classes and growing number of double-income households.
More successful in cities in the south and west of India. Reasons range from
differences in consumer buying behavior to cost of real estate and taxation laws.
Rural markets emerging as a huge opportunity for retailers reflected in the share
of the rural market across most categories of consumption
– ITC is experimenting with retailing through its e-Choupal and Choupal
Sagar – rural hypermarkets.
– HLL is using its Project Shakti initiative – leveraging women self-help
groups – to explore the rural market.
– Mahamaza is leveraging technology and network marketing concepts to
act as an aggregator and serve the rural markets.
IT is a tool that has been used by retailers ranging from Amazon.com to eBay to
radically change buying behavior across the globe.
‘e-retailing’ slowly making its presence felt.
Companies using their own web portal or tie-sups with horizontal players like
Rediff.com and Indiatimes.com to offer products on the web.
A core competency can take various forms, including technical/subject matter know how,
a reliable process, and/or close relationships with customers and suppliers. It may also
include product development or culture such as employee dedication. Modern business
theories suggest that most activities that are not part of a company's core competency
should be outsourced.
23
Characteristics of Core Competencies: There are three tests for Core Competencies
Chapter-2
Literature Review
2.1 Definition of Competency Mapping
So what does `Competency Mapping' really mean? Competency Mapping is a process of
identifying key competencies for a company or institution and the jobs and functions
within it.
Technical or functional competencies: knowledge, attitudes and skills associated with the
technology or functional expertise required to perform the role
Managerial: knowledge, attitudes and skills required to plan, organize, mobilize and
utilize various resources
Human: knowledge, attitudes and skills required to motivate, utilize and develop human
resources
Conceptual: the abilities needed to visualize the invisible, think at abstract levels and use
the thinking to plan future business
First: A job analysis is carried out by asking employees that asks them to describe what
they are doing, and what skills, attitudes and abilities they need to have to perform it
well. There would be a bit that requests them to list down attributes needed to make it up
to the next level, thus making it behavioral as well as skill-based.
Third: Having agreed on the job requirements and the skills and attitudes needed to
progress within it and become more productive, one starts mapping the capability of the
employees to the benchmarks. There are several index points within the responsibility
level. An almost (but not quite) arbitrary level of attainment is noted against each
25
benchmark indicating the areas where the assessee is in terms of personal development
and achievement.
These give an adept HR manager a fairly good picture of the employee to see whether he
(or she) needs to perform better or to move up a notch on the scale. Once the employee
`tops' every indicator at his level, he moves on to the next and begins there at the bottom -
in short, he is promoted.
This reasonably simple though initially (the first year only) tedious method helps
everybody to know what the real state of preparedness of an organization to handle new
business (or its old one) because it has a clear picture of every incumbent in the
organization.
It helps in determining the training and development needs and importantly it helps to
encourage the best and develop the rest. “A win-win situation for everyone. “
Human resources (HR) in any organization can be classified in to four categories using
two simple yet effective criteria ? the ability to learn and the willingness to learn.
Individuals who are high on both counts are the ?stars? of the workplace. They need to be
encouraged and rewarded. Individuals who are low on both dimensions often may need to
be retrenched in the interests of maintaining or improving organizational efficiency. The
in-betweens are those who are high on the ability to learn but low on willingness to
learn ? who need to be re-trained; and those who are high on the willingness to learn but
low on the ability to learn ? who need to be redeployed. Many organizations however, are
unable to effectively manage these four categories of employees, often because they are
unable to match employee with category reliably. As a result, even those organizations
that have the will to proactively manage their HR, ultimately are rendered powerless to
effect change in their employees. Indeed, such has been the story of many Indian firms,
particularly those entrenched in the traditional manufacturing sector.
A competency model is a valid, observable, and measurable list of the knowledge, skills,
and attributes demonstrated through behavior that results in outstanding performance in a
particular work context.
27
Competency model is a model that describes the requirements and attributes for
competent human performance in one or more roles or performance settings. As such, the
elements of a competency model communicate, in clear terms, the circumstances and
conditions of performance. Individual competencies are organized into competency
models to enable people in an organization or profession to understand, discuss, and
apply the competencies to workforce performance.
The element to be included in the competency model is decided based on the purpose that
the model is going to serve. There are few aspects that has to be taken into consideration
when a model is been developed by any organization.
HR Expert
Business
Knows HR Principles
Mission Oriented
Customer Oriented
Strategic Planner
Applies Business Procedures
Systems Innovator
Manages Resources
Understands Team Behavior
Uses HR Tools
Change Agent
Manages Change
Consults
Analyzes Advocate
Uses Coalition Skills Values
Leader
Influences Others Diversity
Ethical
Takes Risks Resolves
Decisive Conflict
Develops Staff Communicates
Creates Trust Well
Respects
Others
This is a competency era. It is beyond doubt that it is beneficial and cost effective, to
have competent people to occupy higher-level positions. Competency refers to the
intellectual, managerial, social and emotional competency. Many organizations in India
and abroad are channeling their efforts to mapping competencies and implementing
assessment and development centers. The need of the hour as indicated by many
organizations is to design and implement low cost assessment and development centers
specially designed to meet the requirements of developing countries like outs. Normally,
the purpose of analyzing training needs is to uncover the gap that exists between the
present competence of the enterprise and the competency needed to reach the strategic
goals in the future. A determining factor for what problems may arise is the choice of
level of precision or how complex a concept of competency one uses.
29
COMPETENCY
STRATEGIC COMPETENCY
MODELING
FRAMEWORK FRAMEWORK
FRAMEWORK
Organizational Strategy
Stakeholder
Vision, Mission, Values,
Strategic,
Core Competencies Interest
• Translate agency vision into clear measurable outcomes that define success and
that are shared throughout the agency and with customers and stakeholders
30
• Provide a look for assessing, managing and improving the overall health and
success of business systems.
• Continue to shift from perspective, audit and compliance-based oversight, to an
ongoing, forward-looking strategic partnership, involving agency headquarters
and field components.
• Identify core capabilities in the business and in the individual to help connect
work with behaviors, consequently influencing the performance and results.
• Include measures of quality, cost, seed, customer service and employee
alignment, motivation and skills to provide an in-depth, predictive performance
management system; and
• Replace existing assessment models with a consistent approach to competency
management.
• Implement efficiently
• Undertake pilots as necessary
• Go for the kill once acceptance is gained for across the broad execution.
The traditional approach of job analysis used by many organizations earlier is slowing
changing into a competency approach. The competency approach is different and
effective when compared to the job analysis approach used.
- Long lists of tasks and the skills / knowledge required to perform each of those tasks
- Data generation from subject matter experts; job incumbents
- Effective Performance
- Outstanding Performance
Currently many organizations have adopted system which relate to the competencies or
rather competency approach such as
Link between Competency and other parameters is gaining more importance in the
current industrial scenario as Competencies have started playing a major role in the
development of the organization as well as the employees of the organization.
Performance
Management
System
Reward
System
Career Plan
& Career
Competency
Development
requirement
Competency
availability
Competency
acquisition/
Development
Recruitment
& Selections
Succession
plans &
Training Succession
/developme Development
nt Plans &
Programs
COMPETENCY
DEVELOPMENT
Maturity framework & matrix
Areas of improvement
Action Plan
35
Listing all the roles in the structure, Identifying redundant and overlapping roles
And preparing the final list of roles.
• Definition of roles: Identify KPAs of the role, Linking the KPAs with Dept. and
Organizational goals, state the content of the above in one or two sentences
Then Position the role in perspective with that of others.
• Job description: List down all the activities/tasks (small,big,routine and creative)
Structured
Experiences
Simulations
Business Games
Competency Assessment is the, Evaluation of the extent to which a given individual or a
set of individuals possess these competencies required by a given role or set of roles or
levels of jobs. Competency Assessment is given importance in organization, so as to
determine the competencies that an individual posses to work in that particular job as
well as in that organization. Assessment helps in identifying the skill, capabilities and
experience that one has to carry out the job in a successful manner.
Team competencies are those that are concerned with the needs of self with that of the
world group of which the individual is a part. These competencies that have been agreed
with the other members of the team, and are seen as being of benefit to the team as a
whole. Team competencies, are different in kind to the personal goals of the team
members and do not represent a simple connection of their personal goals. One crucial
difference is that team competencies will reveal the extent of which there is an
interdependence and synergy between the group members and extent of which it is an
effective and a cohesive unit.
Team task competencies, are goals of task objectives which a recognizable team is
required to achieve. The team task goals require a successful integration.
• It helps to align people effectively in a culture with a vision, common purpose and
a reason for existence.
• The vision when clearly defined helps employees to follow a path to achieve what
is required and even more.
39
CBPMS is important as it defines the following for the organization, team working as
well as the individuals:
Mapping is an easy task but the difficulty lies in the audit and analysis. These are the areas where
most fraught with stumbling blocks and problems. The process or the map becomes a colossal
41
waste of time and money without proper analysis. The major pitfall occurs when the map is
considered as the desired end result without going into proper analysis. This is where many
organization loss out as they do not get into a proper analysis. For a proper analysis there should
be proper questions at the outset.
If the questions is not asked properly one is bound to get an improper answer rather a bad answer.
So valuable questions will results in valuable answer. If the questions are not proper it means the
objective or mission of a competency map is not defined clearly. The map is not in itself good,
but it is best only when it brings a positive change in the organization.
This can be achieved by understanding the communication flow in the organization. This will
help in knowing how and where to close the flow and decide what is desirable and not desirable
for strategies developed by the organization.
This is what is called not knowing what the MISSION of the organization is. One should know
where the organization is heading to. If the organization has to be in the reality then it should
focus on something beyond reality so that it land in reality.
The mission must be to create and sustain a knowledge flow that is more profitable to your
organization. Then the map becomes a measure of how close to the ideal you already are in order
to benchmark for future measures of how much change you have been able to effect. The mission
must reach far beyond the map.
Focus should be on achieving what is always better than where you are right now.
Data from any source should be reliable and be valid so that it can be used for further process
effectively. Reliability and validity are indications of how usable a particular measuring tool
really is.
"Reliability tells us how consistently we are measuring whatever we are measuring. Validity is
concerned with whether we are measuring what we say we are measuring."
42
Reliable data should be consistent both internally and across time. If one measure any part any
time anywhere the results should be consistent.
The reliability and validity of data depends on the questionnaire as well as the measurement tool.
The data cannot be reliable and valid, if our measuring tool is not accurately consistently
measuring what we say we are measuring. The question is really the key. If the question cannot
be assessed to be reliable and valid, there is no sense in even beginning the process.
Once if all the above pitfalls have been successfully flowed through, the greatest challenge lies in
using the results effectively with proper assessment. The greatest danger lies in potential misuse
of data.
Now once we know the pitfalls, we should go ahead boldly and map it. But it should always be
done with knowledge. Knowing about the pitfalls will help the organization to chart the mapping
activities with confidence.
The effective mapping processes requires, Involvement and participation of the management,
Proper planning and allocation of responsibilities, Participation and involvement of employees,
Use of consultants, Proper follow up and feedback.
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Chapter-3
METHODOLOGY
3.1 Research Design:
• Sampling,
• Data collection methods,
• Research instruments.
3.2. Sampling:
Simple Random sampling was done for the study. Various players like UCB, Levis
Pantaloon, Color plus, Zodiac, Arrow etc were identified and the sample was selected at
random. The respondents were from HR and front-line departments of the companies
Secondary data was collected to gain more knowledge about the topic under study; it was
done to get to know the topic and its relevance in present scenario. Primary data was
collected with the help of questionnaires which were filled and answered by the
employees who were selected randomly.
Primary data:-The questionnaires will be used to gauge the preference of the customer’s
associate whether they are satisfied with their own behavior and are they given the
required attention.
44
Focus group discussion:-It would be done to identify the behavior of customers whether
they are satisfied with the behavior of the customer associate’s and sales managers. It will
consist of a panel of approx.
(8-10) people.
Research Design:
The design consists of using both the exploratory research as well as to use Conclusive
research so as to bring about the relationship that competency mapping has and its effect
on the performance effectiveness.
Exploratory Research – Experience Survey carried out to obtain an insight and ideas
about the topic through depth interviews so as to probe deep into the competency
mapping system of the company.
Conclusive Research in the form of descriptive research will used just for determining the
relationship and effect of competency mapping on performance management system.
45
Chapter-4
REPORT OF DATA COLLECTION
1. Team Work • Ability to work in a • Actively involves others • Is focused on individual goals
group, supporting and • Shows sensitivity to team members • Does not cooperate with other team members
involving team • Seeks and shares information • Does not listen – shoots down opinions without
members, integrating evaluation
• Listens to contribution from others
contributions and • Does not seek others involvement /opinion
• Focuses team efforts towards the • Creates decibels without impact on the objective
working towards the goals • Insensitive to the needs of others
team objective • Asks questions to gain interest and
• Seeks to gain the involvement from others
cooperation of others & • Actively confronts barriers to team
to develop a good team effectiveness
spirit when working in a
• Proactively encourages others to
team
participate
• Empathizes with team members
• Builds on team members points
2. Analytical Analyses issues and breaks • Develops and uses clear criteria for • Gets bogged down in detail
Reasoning / information down into • Has difficulty in analyzing and evaluating information
guiding decisions
Problem component parts; makes • Is not able to recognize what is relevant
Solving • Identifies cause and effect
systematic and rational • Judgments based on ‘gut feeling’ rather than a
relationships
judgments based on rational interpretation of data
• Thinks through the consequences • Judgments based on part information
relevant information of different courses of action
• Evaluates information effectively
and systematically identifying
relevant and irrelevant issues
• Arrives at logical conclusions using
information available to good effect
• Performs calculations and
combines quantitative information
to diagnose and solve a problem
Resilience- maintaining own • Resourceful in seeking alternative • Loses sight of objective easily
3. Resilience/ effectiveness when approaches • Confused by external influences
Man objectives/ rules/ procedures • Is unable to adapt to changed circumstances in
agin
• Maintains focus on objectives
are changed by others despite setbacks meeting objectives
g
Cha (People/ resources, etc.) Shows initiative in modifying approach
nge Flexibility – Modifies with alternative methods
approach to gain the same
objective
4. Initiative Engaging in proactive • Demonstrates positive energy • Plays a passive role in the group
behavior; seizing opportunity • Takes the lead for a task • Is not able to identify opportunities
• Questions the way things are done • Brings the group to focus on the what’s not
• Sees an opportunity and takes there/not fair/sees the gloomy side of the picture/does n
action options
• Proactively scans the environment
for new ideas, trends, etc.
• Brings the group to focus on the
available options, what’s there,
actions to minimize the damage
46
• • •
5. Result • Focusing attention on • Demonstrates a clear concept of • Has difficulty in identifying objectives / goals
Orientatio key objective; wanting goal • Does not break task into activities
n effective outcomes • Can develop realistic objectives to • Is unable to prioritize
achieve the goal • Has no concept of urgency or dead lines
• Readily identifies priorities • Is overwhelmed by information
• Is conscious of time lines •
• Plans and schedules activities to
achieve objectives
• Monitors progress vis-a- vis
resources / constraints
•
6. Ability to Focusing attention on key • Demonstrates a clear concept of • Has difficulty in identifying objectives / goals
see bigger objective; wanting effective goal • Does not break task into activities
picture outcomes • Can develop realistic objectives to • Is unable to prioritize
achieve the goal • Has no concept of urgency or dead lines
- Planning • Readily identifies priorities • Is overwhelmed by information
- • Is conscious of time lines • Does not evaluate the long term impact of a
Organizin • Plans and schedules activities to decision
g achieve objectives
• Monitors progress vis-a- vis
resources / constraints
• Evaluates the long term impact of a
decision
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.
Group Discussion
• Don’t speak for the sake of speaking - weigh what you are saying
• You would only be heard when you have a reasonable/logical thought
• DON’T GET AGGRESSIVE or PERSONAL
• POSITIVE LANGUAGE… e.g use however not but, we not I
• 10 People …. 10 Mins… you have only ONE MINUTE to be heard
• LISTEN….
• Be Proactive and not Reactive..think before you speak.
• Don’t be the only one talking, give others a fair chance
• Acknowledge and appreciate your peers if you agree with them..
Case Study/Presentation
• Get your self to present at least one Case Study and speak for the Team.
• Approach - Think of Solutions and don’t get stuck with the problem
• Keep an Open Mind - try and think OUT OF THE BOX
• DON’T GET AGGRESSIVE or PERSONAL
• Convince or be Convinced, be a TEAM PLAYER
• Don’t digress from the Point of Discussion
• Acknowledge and appreciate your peers if you agree with them..
Extempore
Psychometric Exercises
• Relax…
• Your being Natural would help the most
• Think POSITIVE and be consistent
• Don’t contradict yourself…. Be Clear in your thoughts
• Time your self well, you may not get too much time to respond
• Believe in what you say and don’t pretend
• Don’t get conscious of the observers
Dream Team
The Priorities process consists of 5 Simple Steps, which will be expanded on through the
balance of this document. The 5 Simple Steps are:
Role purpose defines what an employee is expected to do and should support the business
priorities.
Operating Objectives:
51
The manager and employee are expected to jointly create the employee's
development plan, which should, to the extent possible, be a blend of the
employee's professional /career interests along with the knowledge, skills, training
and experience necessary for the employee to meet the immediate and future
needs . Identifying key motivators, interests, professional and career development
goals and opportunities should take place in conjunction with the development
planning discussions.
Nomination
Fig-7: Process Map on basis of >
= Regional
Appraisal
Rating
Preliminary
Conduct Presentation
Steps
of Know Your Ops
Short-listing for
Assessment GD
Next Round
Centre
Carries 40 Marks,
To score 28 to qualify for
next Round at HO
Announce Results
and Give Consensus
Performance of
Counselling to Assessors
each Participant
Their chain is
Sales manager – retail associates
Name of their assessment exam is DAT
Exercises are
53
• Written test
• In basket exercise
• Average billing system
• One to one session
• Store performance is important than individual performance
The employee can sit in the exam after one year. For one year the company observes
his/her on the job behavior.
There is no appraisal system as such in Levis as they don’t believe in paper work. The
criteria for their evaluation are:
• Work Experience
• Interest of the employee
• If he/ she is their from some references
• Internal promotions
• Knowledge
• On the job behavior
Employees are expected to work harder in order to meet its targets. However, driving
performance is not all about pushing employees to make figures but equally important is
for them to know how to meet their targets. Many leaders concentrate on what needs to
be done instead of how to get there. Refocusing on how goals are achieved becomes more
essential because it facilitates learning and initiating action in the employee. It also
provides support in terms of enhancing an employee’s capabilities, preparing them to
meet future challenges. However, an effective performance management system is
necessary. Results indicate that a good performance management system enables
employees to attain all their performance goals, which leads to successful business
outcomes. Depending on the type of outcome, such as hard results like revenue growth,
productivity and profitability, or soft results like customer or employee satisfaction,
organizations with effective performance management systems are more likely to
outperform their competitors. To the respondents, these qualities made their performance
plan more meaningful and valuable to them, influencing a positive impact on business
outcomes, employee productivity and satisfaction.
However, one of the biggest challenges that leaders face is how to effectively motivate,
initiate change and sustain improved performance among employees. Not all employees
have the same sources of motivation or can they be influenced to initiate action and
change behavior by the considering the same factors. Factors that contribute to an
employee’s performance are can be specific and vary per individual. It then becomes
imperative for leaders to determine what organizational factors contribute to effective
outcome and must be able to enhance and maintain them, both on an individual and group
level.
Performance
Appraisal using a
predetermined
format
56
Chapter-5
ANALYSIS
5.1 QUESTIONNAIRE DATA ANALYSIS
It is aimed at understanding the employee’s role. How do they perceive their role,
performed in the organization .Do they feel that the respective role performed by them
adds any value to the organization. .The results were: 70% of the respondents felt that
their role holds a great importance. Whereas 10% of them slightly agree with the
statement, 17% of them slightly disagree with the statement questioned and 3% of them
did not have much of an opinion to voice.
Role importance
10% 3%
17%
Strongly disagree
Slightly disagree
strongly agree
Slightly agree
70%
It was found that there is a very clear understanding of the reason for the existence of the
process from the percentage of people who feel their role being important. 70% of the
employees felt that there is a definite contribution of their role in the organization. On
average combining the respondents who felt it important i.e. 10%, it is determined that
57
the employees of the organization feel that the role play a somewhat importance in the
organization.
This is also to find the link that the competencies had in relation to the critical success
factors of the job that they were performing. Like the front-line staff felt that the main
purpose of their job was, delighting the customer by performing on time deliver, effective
communication and meeting targets on time and if possible under promise.
This question helps to analyze that how important the training program is and are they
able to utilize the training and expertise in the role performed by them. This is to
understand whether the organization has proactively planned system to handle employees
who were low on competencies and whether proper expertise and training is provided. No
system or process is effective without an immediate feedback as well as traning.It not
only tell the individual his current position, but also help to understand the individual’s
problems and reasons for not exhibiting that kind of behavior.
It will also help the organization from bringing in more clarity to the system and how the
individual understand the training system. It helps in identifying the right training needs.
0% 5% 0%
Strongly disagree
Slightly disagree
strongly agree
Slightly agree
95%
58
95% of the respondents confirmed that there is an effective training provided to them
soon after their evaluation and appraisals. Just about 5% felt that they are not able to
make the effective use of training and expertise given to them and they do not have solid
reasons to support the same.
The purpose of asking this question was to know is there any value addition done by the
employees to enhance their role. Are they able to add any creativity to their role?
5%
15%
15%
Strongly disagree
Slightly disagree
strongly agree
Slightly agree
65%
Since front-line staff have direct interaction with customers and their main job is to
satisfy customers. Customers like to inquire about many things, and front-line staff have
to attend their inquiries, so this question help us to analyze how much value do they add,
and how they use new tactics to satisfy customers. The result shows that 65% strongly
agree that they are able to do some new things in their role,whereas15% slightly agree, as
the job structure is very rigid.15% of them slightly disagree and 5% of them didn’t raise
any voice.
59
4. The fourth question talks about the opportunities and scope given to the employees to
enhance their professional growth.
0%
13%
0%
Strongly disagree
Slightly disagree
strongly agree
Slightly agree
87%
So majority of the respondents do strongly agree that they are given opportunities to
enhance their growth in career.. 87% of the respondents believed that the competency
mapping process helps in doing this. Most of them agreed that the have seen a
considerable increase in the improvement of their performance over years.
60
Only about 13% felt that they do not get enough opportunities. They felt competency
mapping is another tool to evaluate them along with the performance evaluation and it
only aimed at their behavioral aspects.
2%
0%
23%
Strongly disagree
Slightly disagree
strongly agree
Slightly agree
75%
This question was aimed at finding out whether the respondents think that company
focuses on improving performance of the employees rather than just evaluation. In the
present scenario many organization follow a competency based performance
61
management system. This is the same in case of retail industry. This question gives clear
picture on whether the employees think that competency mapping plays an important role
in performance evaluation. Do they think whether competency mapping should be given
importance along with performance evaluation, and whether it should be linked with the
performance management system?
13%
yes
no
87%
But the chart clearly shows that a majority of the employees strongly give importance to
both the process and system and strongly feel that competency does play an important
role in the performance evaluation and feel that it should always be linked with the
performance management system.
The question was also aimed at knowing whether they appreciate the companies system
of linking it with the performance evaluation. So the inference from this chart is that
62
majority of the respondents do prefer do have the system linked and find it really
important, that competency mapping plays a key role in performance evaluation.
40%
strongly agree
Slightly agree
60%
o Identifying strengths
o Identifying areas of growth
o Developmental planning
o Coaching and career planning
o How might a performance appraisal contribute to an individual’s
development
40% companies still link the performance appraisal with administrative factors like
o Compensation
o Promotion dismissal
o Downsizing layoffs
8. The eighth question is in continuation of the previous question. This is a follow up
questions so as to know from the respondents that determining training needs helps in
encouraging the best talent.
Determining the training needs helps in encouraging the best talent.
10%
strongly agree
Slightly agree
90%
The result obtained shows a clear inclination towards the importance of training needs.
As 90% of the respondents feel that training can help in encouraging the best talent.
• Makes an employee more useful to a firm
64
Only 10% feel that it does not deliver the benefits and does not ensure the best talent to
come up.
9. Are you satisfied with the assessment methods used by the company?
a) Yes b) No
This is to know the views of the respondents, whether are they really satisfied with the
competency framework developed by the organization as well as the framework on which
they are being evaluated. For any system to be implemented and carried out effectively it
requires the acceptance and willingness to adapt to the system with interest, commitment
and a level of satisfaction that the individual is benefited from the same.
15%
yes
no
85%
85% of the respondents are satisfied with assessment methods, whereas about 15% of the.
The respondents were dissatisfied about the entire framework.
65
The satisfied respondents felt that the assessment framework on which they were
evaluated and assessed was effective in terms of analyzing their competencies in relation
to their job and believed that the system is good enough to assess them and link it with
their performance evaluation.
The dissatisfied respondents felt that the framework needs to be revamped and cannot be
generalized for all, as even the behavioral and soft skills differ from person to person and
it cannot be changed with a help of a common assessment module.
a) Yes b) No
40%
yes
no
60%
Various suggestions were given by the respondents on the methods for competency
development. Some suggestion provided by the respondents is as follows
- Focused training
- Competency Maps
Thus these are some the general methods that the respondents felt was best for the
employees performance.
11. What are your career plans for next six months?
This question was an open-ended question and subject to get an insight about the career
plans of the front-line staff.
Most of them were looking to move up the ladder in their respective hierarchy .Like the
Sales personnel aims to become supervisor or floor manager. And ASM heads towards
store manager.
67
Chapter-6
Recommendations
• The competency evaluation and the performance evaluation are done on yearly
basis. Competency Evaluation can be more effective if it carried out at least twice
a year, so that it keeps reminding the employees where they stand and what they
have to achieve the required objectives. The organization can also focus on
providing regular counseling and feedback every month or quarter. This can be
done by the superior or the boss who can act as a mentor and guide him to do
better. This will help the individual to correct and change accordingly. This will
yield better results in the time of appraisal making it easier to judge the
individuals progress.
• Combining performance appraisal with assessment centre will help in improving
the competencies, skills, ability and compensation which makes employees to
work with passion and feel strong connection to their company.
68
Chapter-7
Conclusions & Implications
Dictionary definitions often fall short in describing a concept. But the leading companies
might describe a Competency as “a cluster of related knowledge, attitudes, skills and other
personal characteristics that …
• Affects a major part of one’s job
• Correlates with performance on the job
• Can be measured against well-accepted standards
• Can be improved via training and development”
This is Competency era and a significant shift towards Competency Based Organization
has been observed. People and their competencies have become the most significant factors
that give a competitive edge to any corporation. HR Professionals and Line Managers can
contribute a great deal to develop competency-based organizations.
Any underlying characteristic required for performing a given task, activity or role
successfully can be considered as competency. Competency may take the following forms:
Knowledge, attitude, skill and Other characteristics of an individual including motives
values, traits, self concept etc.
Competency-based performance management processes are becoming more prevalent in
many organizations, but they are particularly appropriate for organizations where there are:
• Uncertain environments
• Qualitative/process service jobs
• Self-managed teams
• Developmental jobs
• Changing organizations
Competency mapping begins with identification of the workforce competencies required
To perform the organizational business activities. Once the competencies are identified,
a mapping between the targeted vs. actual value of competencies is required to
Measure, analyze and predict the future capability of competencies and take necessary
Corrective/preventive action to either enhance or maintain the current capability.
Identifying the tasks, skills, knowledge and attitude required to perform various
70
Assessment centers make it possible for organizations to make use of the best
methodology for assessing their employees. “And if the assessment is competency-based
—the information available on individuals can be aggregated for the organization to
provide data on the overall levels of capability in the business relative to the business
needs in the future. We call this ‘real-time succession planning’—where the organization
can use the overview data to plan, acquire and develop the capabilities that it will need
for the future. This is potentially hugely beneficial and cost effective for the
organization,” adds Martin.
The pertinent question is: Is it essential for all organizations (irrespective of size) to set
up an assessment centre? It is necessary for all organizations to have an objective process
(like the assessment centre), the fact remains that they can be quite ‘resource intensive’,
so particularly for smaller organizations the value-for-money issue is the key. “It is vital
to have the necessary expertise either in-house or available via appropriate qualified
external providers—to ensure appropriate design and effective delivery. Just like
anything else, the ‘rubbish in/rubbish out’ principle applies. If the ‘assessment’ assesses
wrong things, or the process is delivered by untrained, unskilled assessors—it will tell the
organization nothing of value and will be a waste of money.
To make sure an organization achieve excellence, the strategies and plans should be
focused on reaching the vision and mission. Processes like Competency Mapping process
should be developed and should be aligned with the organization’s strategies so as to
make sure the system is effective.
73
BIBLIOGRAPHY
Reference Books:
Website:
1. www.citehr.com
2. www.careertrainer.com
3. www.e-hresources.com
4. www.hbr.com
5. www.employment-studies.co.uk
6. www.managementissues.com
74
APPENDICES
INSTRUMENT QUESTIONNAIRES
NAME: ________________________________________
DESIGNATION: _________________________________
AGE: ________
NO. OF YEARS IN COMPANY: ___________
9. Are you satisfied with the assessment methods used by the company?
a) Yes b) No
a) Yes b) No
If yes, please specify them appropriately.
11. What are your career plans for next six months?
QUESTIONNAIRE-(HR Manager)
NAME: ________________________________________
AGE: ________
NO. OF YEARS IN COMPANY: ________
a) Yes b) No
3. What are the motivational forces in your opinion to actively involve the
employees in competency mapping?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
___
8. What are the reasons for choosing this time span and what are the strategies
you use for it?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
__
10. If few short listed employees are not promoted what is done to maintain their
performance?
77
_________________________________________________________________
_________________________________________________________________
_
11. What do you plan for your employees in the near future?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
___
ARTICLE- 1
Competency Mapping: What Is It and How It Can Be Done by Individuals
by Steve Garrett
--------------------------------------------------------------------------------
This article has been provided by the Career Planning and Adult Development Network.
Consider
Overview
Over the past 10 years, human resource and organizational development professionals
have generated a lot of interest in the notion of competencies as a key element and
measure of human performance. Competencies are becoming a frequently-used and
written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within the
organization
• Assessing the current performance and future development needs of persons holding
jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based interviewing
techniques
78
What has not been written about or explored as much over the past decade are the
answers to the following two questions:
1. How do competency-based human resource management methods of defining and
measuring human performance impact individual workers? What impact does an
organization’s use of competencies have on individual employees’ career management
planning and actions in the long-term?
2. How can career management professionals help prepare their individual clients to
identify and present their competency strengths in various work or job search situations?
The answers to these questions are the basis of this article. However, before I answer
these questions, I need to lay a foundation with some definitions.
The emphasis of this article will be on how both types of competencies impact the ways
career professionals can advise their clients to use competencies in their personal career
management efforts. In this article, however, the predominant focus will be on
practitioners’ and clients’ work on personal functioning competencies, since they tend to
differentiate success over time more often than do workers’ functional/technical
competencies.
Although the definition above for “competency mapping” refers to individual employees,
organizations also “map” competencies, but from a different perspective. Organizations
describe, or map, competencies using one or more of the following four strategies:
This article will not go into depth about the differences among the four mapping
strategies. Instead, the focus here will be on ways that individuals need to present or
demonstrate the use of the various kinds of competencies when interacting with
organizations.
Research is ongoing about the nature of competencies that are important for success
across many organizations. There are a number of sources that describe some very
common personal functioning competencies found to be important for employees at all
levels across organizations. One good quote in this area is from Michael Zwell (2000,
pgs. 53-55), the author of Creating A Culture of Competence when he says, “From the
body of competency research to date, a basic set of 6 competencies would differentiate
the top quartile of performers from the rest in most positions in an organization:
Initiative, Influence, Results Orientation, Teamwork, Service Orientation, and, Concern
for Quality.”
ARTICLE-2
Competency mapping
Posted online: Monday , January 24, 2005 at 0000 hrs IST
Competency-based HR is considered the best HR. In India however competency
development and mapping still remains an unexplored process in most organizations
despite the growing level of awareness. After all, Level 3 of PCMM is focused on the
competency framework in an organization.
Is the underlying principle of competency mapping just about finding the right people for
the right job? The issue is much more complex than it appears, and most HR departments
have been struggling to formulate the right framework for their organization.
Competency mapping is a process of identifying key competencies for a particular
position in an organization, and then using it for job-evaluation, recruitment, training and
development, performance management, succession planning, etc. “The competency
framework serves as the bedrock for all HR applications. As a result of competency
81
mapping, all the HR processes like talent induction, management development, appraisals
and training yield much better results,” states well-known HR expert Ullhas Pagey.
Experts agree that the competency mapping process does not fit the one-size-fits all
formula. It has to be specific to the user organisation. “My suggestion is to develop
models that draw from but are not defined by existing research, using behavioural
interview methods so that the organisation creates a model that reflects its own strategy,
its own market, its own customers, and the competencies that bring success in that
specific context (including national culture). Start with small, discrete groups or teams,
ideally in two directions-a ‘horizontal slice’ across the business that takes in a multi-
functional or multi-site group, more or less at the same organisational level, and a
‘vertical slice’ taking in one whole department or team from top to bottom....
competencies” and “mapping” them, most human resources professionals are still
struggling to do this in a meaningful and systematic way. This is possible by matching
the right people to the right jobs thus making for a happier and more productive
workforce.
Objectives
To provide a definitive roadmap to understanding, designing and implementing
competency models in organizations.
Contents
Key Phases:
The conceptual foundations of competencies and how they work both in people and in
organizations.
How competency frameworks can be designed, developed and implemented.
The role of competencies in an organization as a vital tool for recruitment, selection and
retention.
How to develop customized competency models based on the management philosophy,
customer needs, and existing processes of the organization.
Potential Mapping through Assessment Centre.
83
RESPONSE SHEETS
Response sheet number: (1)
Thesis synopsis ( Attach thesis synopsis [ if response sheets are emailed] with
every response sheet )
Literature Review
So what does `Competency Mapping' really mean? Competency Mapping is a process of
identifying key competencies for a company or institution and the jobs and functions
within it.
Technical or functional competencies: knowledge, attitudes and skills associated with the
technology or functional expertise required to perform the role
84
Managerial: knowledge, attitudes and skills required to plan, organize, mobilize and
utilize various resources
Human: knowledge, attitudes and skills required to motivate, utilize and develop human
resources
Conceptual: the abilities needed to visualize the invisible, think at abstract levels and use
the thinking to plan future business
_______________________________________________________________________
_
_______________________________________________________________________
_
Note: -Whenever a student emails his/her response sheet, he/she has to send all the previous response
sheets too. Response sheets should be emailed to thesis.ss68@iipm.edu or can be submitted in person
at Gurgaon campus. Signature of guide not mandatory through email.
Email: - kanika301085@gmail.com
Thesis synopsis ( Attach thesis synopsis [ if response sheets are emailed] with
every response sheet )
Research Methodology:
Thesis ss68 to me
Apr 4
Kindly make changes in the Questionnaire for Non Hr. Do more reading on the
competency mapping for better understanding the concept.
Regards
Vijay Boddu
Thesis synopsis ( Attach thesis synopsis [ if response sheets are emailed] with
every response sheet )
The format of questionnaire is enclosed along with response sheet. Two questionnaires
are prepared. One for the front-line staff (including customer associates &ASM) and
other for Hr manager to collect the adequate data. In regard to our conversation I have
made some changes in the questionnaire for front- line staff
I would be covering the following retail outlets….
Thesis ss68 to me
Apr 9
Regards
Vijay Boddu
Thesis synopsis ( Attach thesis synopsis [ if response sheets are emailed] with
every response sheet )
Research finding
Thesis synopsis ( Attach thesis synopsis [ if response sheets are emailed] with
every response sheet )
Dictionary definitions often fall short in describing a concept. But the leading companies
might describe a Competency as “a cluster of related knowledge, attitudes, skills and other
personal characteristics that …
• Affects a major part of one’s job
• Correlates with performance on the job
• Can be measured against well-accepted standards
• Can be improved via training and development”
Thesis synopsis ( Attach thesis synopsis [ if response sheets are emailed] with
every response sheet )
Recommendations
• Increasing business literacy of the workforce to help employees better
understands how competency mapping contributes to the organization’s success.
• Actively involving a broad-base of employees in the development of competency
mapping actions and initiatives for driving strategy execution..
89
Thesis ss68 to me
14th may
Alpi