CHAPTER 1

INTRODUCTION

Organization in recent years has been experiencing significant changes. There is a steady shift
from the hierarchy based organization to team based organization. The multitier organizational flutter
ones are replacing structure. All these changes would be effective only when employees understand
the values of their organization places in them. This requires clarity on the part of the employee about
the contribution expected from him.
Identifying the contribution to be made by the employee requires detailed understanding of
the knowledge and the skill necessary to make the contribution. A skill matrix gives an outline of
various skills necessary and the level of skills possessed by each employee. This is the first step in the
skill assessment process, which aids in developing world-class employees for world-class
organization. Assessing the individual competencies is an important process in the development and
retention of employees. This assures employees about the value placed in them. The skill matrix is a
simple tool that allows assessment of skill required ranging from entire organization to each and every
individual.

Skills Management is the practice of understanding, developing and deploying people and their
skills. Well-implemented skills management should identify the skills that job roles require, the skills
of individual employees, and any gap between the two. Skill is the practiced application of a topic,
technique or concept. The skills involved can be defined by the organization concerned, or by third
party institutions. To be most useful, skills management needs to be conducted as an ongoing process,
with individuals assessing and updating their recorded skill sets regularly. These updates should occur
at least as frequently as employees' regular line manager reviews, and certainly when their skill sets
have changed.

They are usually defined in terms of a skills framework, also known as a skills matrix. This consists
of a list of skills, and a grading system, with a definition of what it means to be at particular level for a
given skill.

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

In order to perform the functions of management and to assume multiple roles, managers must be
skilled. Robert Katz identified three managerial skills that are essential to successful management:
technical, human, and conceptual. Technical skill involves process or technique knowledge and

1
proficiency. Managers use the processes, techniques and tools of a specific area. Human skill involves
the ability to interact effectively with people. Managers interact and cooperate with employees.
Conceptual skill involves the formulation of ideas. Managers understand abstract relationships,
develop ideas, and solve problems creatively. Thus, technical skill deals with things, human skill
concerns people, and conceptual skill has to do with ideas. A manager's level in the organization
determines the relative importance of possessing technical, human, and conceptual skills. Top level
managers need conceptual skills in order to view the organization as a whole. Conceptual skills are
used in planning and dealing with ideas and abstractions. Supervisors need technical skills to manage
their area of specialty. All levels of management need human skills in order to interact and
communicate with other people successfully.

As the pace of change accelerates and diverse technologies converge, new global industries are being
created (for example, telecommunications). Technological change alters the fundamental structure of
firms and calls for new organizational approaches and management skills.

1.1 EMPLOYEES WHO BENEFIT

Skills management provides a structured approach to developing individual and collective

skills, and gives a common vocabulary for discussing skills. As well as this general benefit, three
groups of employees receive specific benefits from skills management.

INDIVIDUAL EMPLOYEES

As a result of skills management, employees should be aware of the skills their job requires,
and any skills gaps that they have. Depending on their employer, it may also result in a personal
development plan (PDP) of training to bridge some or all of those skills gaps over a given period.

LINE MANAGERS

Skills management enables managers to know the skill strengths and weaknesses of
employees reporting to them. It can also enable them to search for employees with particular skill sets
(e.g. to fill a role on a particular project).

2
ORGANIZATION EXECUTIVES

A rolled-up view of skills and skills gaps across an organization can enable its executives to
see areas of skill strength and weakness. This enables them to plan for the future against the current
and future abilities of staff, as well as to prioritise areas for skills development.

The skill matrix is the heart of a career portfolio. It consists of many cells. Each cell contains the
expected grade level of the skill with which the job has to be performed along with the description
corresponding to that grade. It can be formed in different ways. Skill matrix can be done on three
levels say for the industry, for the organization or for specific roles.

Skill matrix actually depends on the job to be done in the case of skill matrix for specific role. It is a
chart based on the job requirements. We can develop it by discussing with the concerned
managers. The simple skills table will have skill in the columns and posts in the rows.
For example if you have an operator of an automatic computer controlled production
E.g. CNC lathe machine= he should have machine programming skills, drawing reading skills and
also about selecting the proper tools depending on the work piece to be machined. This is one skill set
for that job. The same job will require work planning skills, communication skills, etc depending on
the nature of the job.

1.2 DEVELOPING THE SKILL MATRIX

Step: 1
To view the organization structure and this would give an idea about the hierarchy and
flow of responsibility.
Step: 2
To analyze the job description of each position. A detailed study of the job description
will give an idea about various tasks to be performed by the employee.
Step: 3
To identify the corresponding skills. Identifying the various tasks will help in identifying
various skills required to accomplish the task. A more accurate list of skills required can be obtained
by discussing the job content of the employee with the head of his department.
Essential skill: this refers to a skill that is a must to be possessed by an individual to
accomplish the job. It means that the failure to possess this skill will hinder the employee
from carrying out the task. No compromises can be made about the possession of these skills.
Preferred skill: This belongs to the second cadre with slightly reduced importance. Though
it is not a must for the employee to possess these skills, it is desirable to have them. These

3
 skills help the employee to accomplish the task easily with better standard. Thus the
possession of these skills is an added advantage.
Tertiary skill: This is the lowest order skill. These are given less importance while
calculating the value of the employee. However nowadays the concept of tertiary skill is
vanishing and all skills other than essential skills are considered just to be of added
advantage.
Step: 4
To classify the skills. Skills can be divided based on their importance like essential skill,
preferred skill and tertiary skill. Considering the level of the skill it is divided into five types like Very
high, High, Average, Low, Very low.
Step: 5
To attach weights to the skills based on their importance and the level and finally getting
the employees and superior’s ratings using the questionnaire. Then the skill matrix is obtained after
analysis and interpretation.

1.3 CONCEPTUAL FRAMEWORK

Figure 1.3.1

Identifying the roles of the

employees
Collection of job task of the
identified role
Skill identification

Mapping of skills

Gap analysis

Matrix formation

4
1.4 ADVANTAGES OF SKILL MATRIX

The following are advantages of preparing a skill matrix:

• Improves employee selection
• Reduced overtime and turnover
• Advanced selection procedures
• Increased employee morale
• Identification of training needs of the employees
• Increased productivity
• Helps in identifying the strengths, weakness o0f the employees and thereby
helps in the formation of the competency mapping.
• Reengineering of jobs can be done easily.

1.5 STATEMENT OF THE PROBLEM

More than half of today's businesses find it more difficult than five years ago to recruit
employees with the skills they need, according to the results of a new survey. Communicating the job
responsibilities, skills and the exact nature of the job, what it involves, the good as well as the
mundane part of the job, is very critical for an employer to ensure right candidate is being selected for
his company. If these things are not communicated clearly at the outset, there is a high chance of the
mismatch happening. Indeed, communicating the employer’s level of expectation from an employee
with regard to the possession of the skill with which he has to perform his job seems to be the biggest
factor in setting up the performance level for an employee.
Skill matrix can solve this problem by giving an exact idea to the employee of the employer’s
requirement and will ensure increased performance.

5
1.6 NEED FOR THE STUDY

• The study can enable to know the employer’s level of expectation from an employee.
• It also identifies the necessary skills that are needed for some important positions in a
recruitment consultancy.

1.7 OBJECTIVES

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

SECONDARY OBJECTIVE
 To find out the task involved in executing the job
 To find out the skills essential to execute the job
 To analyze the gap basing on the superior's perception and the employees perception of the
skill requirement.

1.8 SCOPE OF THE PROJECT:

This study has a scope in the following areas:

• Job planning
• Wages and salary administration
• Analyzing training needs
• Career planning
• Basis for promotion criteria
• Recruitment and selection
• Performance appraisal
• Delegation of authority

6
 1.9 RESEARCH METHODOLOGY

1.9.1 RESEARCH DESIGN

The research design adopted for this study was a descriptive design. The objectives stated for the
study was clear and the required was available.

1.9.2 DATA COLLECTION

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

The secondary data was collected from reference books and websites.

1.9.3 SAMPLE SIZE

The number of samples collected in total was 16 employees of which 12 are hr associates, 3 are
team leaders and 1 manager.

1.9.4 DATA ANALYSIS TOOLS

Statistical tools: Analysis was done using weighted average method, Gap
analysis and Independent sample T test.

1.10 LIMITATIONS OF THE STUDY:

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

All data collected are generally limited by the method adopted. The method of data collection being
a questionnaire, data is limited to the extent of data generation available through the method.

7
 CHAPTER 2

REVIEW OF LITERATURE

2.1REVIEW 1:

2.1.1 JOB SKILLS

Job skills are those skills specific to a job or occupation. An administrative assistant is skilled
in typing, word processing, answering telephones, company correspondence and filing. An accountant
would list accounts receivable, performing accounts payable, payroll, figuring taxes, using a 10-key
adding machine and computer accounting programs. A salesperson would include customer service,
record keeping, order processing, inventory management, billing and product displays. Job content
skills are important to employers for obvious reasons. These are the specific skills they look for in a
candidate to accomplish the duties of the job.
It is of four categories 1. Working with people, 2. Working with data & information,
3.Working with things, 4. Working with ideas. Though most of us work with all 4 categories at one
time or the other, we tend to be attracted to 1 or 2 areas in particular. Successful teachers, customer
service rep & salesperson are skilled in working with people. Financial controller, statistical
forecasters are good in working with data & info. Engineers, mechanics enjoy using their skills to
work with things. Inventors, writers use creativity and idea skills.

2.1.2 SELF-MANAGEMENT SKILLS

Sometimes called "personality traits," these self-management skills you use day-by-day to get
along with others and to survive. They're the skills that make you unique. Sincerity, reliability,
tactfulness, patience, flexibility, timeliness and tolerance are examples of self-management skills.
Employers look for these skills in candidates as evidence of how they will fit into the organization.
How a person will fit in is an important consideration to employers. These skills are personality &
value oriented. They describe one’s attitude & work ethics which includes creativity, energy
enthusiasm, logic, resourcefulness, productive, competence, persistence, adaptability & self
confidence.

8
2.2 REVIEW 2:

2.2.1 SKILL MATRIX

- As rightly mentioned, it is a way to capture the skills required for a particular job.
- This can be of two types again: 1. Technical Skill Matrix, 2. Behavioral Skill Matrix
- It is a way, where, you can or should identify the Skills required for a particular job, in a particular
department / team.
- Then map the identified skills, with the technical expertise available, categorizing them as "Experts",
"OK", "Basic" etc., or to be more clear and easy to understand and analyses the data, you may capture
the details as per the years of experience, they had in using / implementing that particular skill.

2.2.2 BENEFITS OF SKILL MATRIX

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

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

2.2.3 DEVELOPING SKILL MATRIX

- As mentioned, through performance appraisals. But, I feel this is not the best way of capturing the
same.
- According to my understanding, (Please correct me if wrong) Skill matrix needs a varied inputs, it
can be prepared
- Through a detailed understanding of the Project profiles that the company undertake
- Discussion or focused group discussions with the Top Management, to understand the expertise
required to perform the project
- Inputs taken from Job Descriptions
- One to one interactions with the employees, and discussions with the HODs, and the PMS system,
can help in identifying the expertise available on a particular skill.

2.2.4 EXAMPLE OF IMPLEMENTATION OF SKILL MATRIX

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

9
consultancies, and Job Portals.
- If the details given by the Client, is segregated in the form of a matrix, with the skills required and
the experience / expertise, then
- From the Profile, one has again this can easily be identified through the Skill matrix, which is /
should be already developed, from the Candidate CV downloaded.
This is just an easy and live example, of the best implementation and utilization of a Skill Matrix.
Similarly an organization generally develop Skill matrix, One Behavioral, which is generally the same
across the company and Different Technical Skill Matrices, for each of the department.

2.3 REVIEW 3:

The author says that they have designed a skills matrix to be used for developing and
assessing undergraduate biochemistry and molecular biology laboratory curricula. We prepared the
skills matrix for the Project Kaleidoscope Summer Institute workshop in Snowbird, Utah (July 2001)
to help current and developing undergraduate biochemistry and molecular biology program designers
to determine which laboratory techniques, skills, and theories to include in a 4-year plan. The skills
matrix can be used to evaluate and assess the types of laboratory skills as well as the level at which
they are taught in biochemistry and molecular biology curricula. The matrix can foster better
communication between faculty in chemistry, biology, math, and physics as they share curricular
information. As an example of utility of the skills matrix, we used it to survey several commonly used
biochemistry laboratory manuals to evaluate the skills covered in each text.

2.4 REVIEW 4:

Some of the curriculum materials reviewed by the NCPQ have documented skills using a
simple matrix configuration or table such as the example below. Others have been more detailed, and
have documented the primary task or competency with supporting subskills, along with the
occupational cluster and academic skill group the task is related to, and a description of the task. The
following matrix from Introduction to International Trade (Crummett & Crummett, 1994) illustrates
one type of design

10
 Table 2.4.1
Related Academic and Workplace Skills List
Unit 5: International Marketing
Task Skill Subskill Description
Evaluate an Foundation skills Reading Comprehending written information,
international and analyzing and applying what
marketing has been read to a specific task
plan Writing Communicating a thought or idea
in a written form in a clear,
concise manner
Learning skills Learning to learn Developing the ability to apply
knowledge to other situations.

2.5 REVIEW 5:

2.5.1 POSITION DESCRIPTION TEMPLATE:

2.5.2 KNOWLEDGE, SKILL AND EXPERIENCE REQUIREMENTS

List the knowledge, skills and experience required for the role itself, not those of the specific
employees performing the role. For evaluation & recruitment purposes, you must indicate which
requirements are essential and which are desirable/preferred.

11
Table 2.5.2.1

Skills
• Interpersonal Skills • Leadership
(eg. Communication, • Team Building
negotiation, leadership) • Time Management
• Communication
• Planning & Organising
• Process Mapping
• Technical
• Analytical
• Results Orientation
Skill requirement (please tick) Essential Preferred
Computer/Software • PMS / GMEN, Dovar, EMR, ORS, Novus, CGU-Connect and
(eg. Access, Project, Adobe, FSRA based systems
Illustrator,standard • MS Office Suite – Word, PowerPoint, Excel, Access and
organisational programs) Project
• Flow / Process Charting, Lotus Notes / Outlook, Internet
Explorer
• Data Base Query/Reporting Skills

Skill requirement (please tick) Essential Preferred

Technical Skills • Business Requirement Documentation
(eg. Driver’s Licence) • Test Plan / Case Development
• System / User Acceptance Testing
• Project Planning / Management
• Knowledge of SDLC Process
• Process Improvement / Mapping
• Change/Problem Management processes

Skill requirement (please tick) Essential Preferred

...

2.6 REVIEW 6

12
2.6.1 ATTRIBUTES

Attributes are ranked on a 1-10 scale, with an average human rating a 4-5 in any one attribute
and 10 being human maximum. CORPS uses six basic Attributes: Strength, Agility, Awareness,
Willpower, Health and Power.

2.6.2 SKILLS

Skills are linked to attribute scores via aptitudes (attribute/4) and applied to a specific area.
Certain skill level requires Skill Points equal to square of the desired skill level minus the square of
the related aptitude. Hence character with a high attribute would have to spend less Skills are further
broken down into Primary, Secondary and Tertiary skills. These break down specializations of
specific skills. Secondary skills have a maximum level of one-half of the associated Primary skill, and
Tertiary skills have a maximum level of one-half of the associated Secondary skill. The aptitude
savings apply only to primary skills.

CHAPTER 3

13
 COMPANY PROFILE

3.1 PROVERGE TECHNOLOGIES

ProVerge Technologies is an established recruiting firm offering a solution to the hiring needs
of various Industries, especially IT, ITES & Sales domains. They have a track record of successfully
placing professionals in various levels. They offer direct hire, and sourcing and screening recruiting
solutions. The client has the choice of recruiting solution that best suits their needs. Their recruiters
have a reputation of developing and maintaining long-term relationships with both clients and
candidates. They work together to achieve current and future recruiting solutions. PROVERGE
TECHNOLOGIES aligns with the Human Resource team to deliver the best candidates in the fastest
time possible.
Whether you are a client or a candidate, the right hiring or career opportunity requires the assistance
of recruiters who understand the needs . ProVerge Technologies is not an employment agency. They
are client driven and have a portfolio of clients whom they work for in the search of suitable
candidates. Their focus is to source, recruit, screen, interview and successfully place candidates today
or tomorrow.

For their clients, they work closely with the company; it's Human Resource people and the hiring
managers to understand the culture, environment and skills that are required for a successful match.
At PROVERGE TECHNOLOGIES they strive to meet every client and candidate to truly understand
the needs and requirements. Their clients are corporate companies. PROVERGE TECHNOLOGIES
only works with clients who offer opportunity and career growth to candidates.

3.2 APPROACH

ProVerge understands how important it is to their clients to find the right candidate at any
management level. They know that the success of a search rests on mutual trust, confidence and
credibility Their approach is compelling yet refreshingly straight forward, its foundations lie in the
depth of understanding they develop with their clients. In an age when competitive advantage
increasingly comes from people, surprisingly few companies view their business and recruitment
strategies as integral parts of one complete strategy. That is why Proverge aims to create a combined
HR consultancy and recruitment partnership. Fundamentally robust, creative and results focussed,
their resourcing processes are developed specifically for each client. The freedom they are given to
live and breathe their clients business generates a unique insight, which when combined with leading
search technology, results in the ideal candidate selection. They employ an experienced team of
researchers who play an prominent role in the process. Their involvement with clients is as

14
comprehensive, and in their view as important, as a HR consulting company. This frontline approach
is a fundamental ingredient to great search

When they undertake an assignment, you receive their individual and collective commitment. This
participation ensures full responsibility and accountability for results through each phase of every
assignment

3.3 MARKET PLACE

They are in the forefront of finding executives and managers for companies facing new
demands as a result of mergers, acquisitions, international expansion, changing factors in the
marketplace, and new entrepreneurial challenges. Their goal is to build a long-term relationship by
investing the necessary time, energy and smart work to become an increasingly knowledgeable,
skillful and persuasive extension of management team in this changing personnel marketplace.

The key factors in their ability to serve you are knowledge, commitment, responsiveness,
professionalism and overall experience

3.4 VISION

To be a company that truly devotes to the needs that meets the challenges and perfectly fulfil
the recruitment needs of its clients.

3.5 MISSION

To establish long-term partnerships with their clients and vendors by completing each and
every assignment with the utmost perfection with dedication and professionalism.

3.6 SERVICES

15
 Size alone does not guarantee good service, but they feel that a company managed by
professionals who themselves are active with various industries alone is more able to understand and
respond to the needs of the industry

This means that their recruitment consultants can develop as specialists within their field. When Job
seeker registers a CV or a client registers a Requirement. They are guaranteed to speak to a personals
who understands their needs.

3.7 ORGANIZATION HIERARCHY:

CEO
CEO Administrative head

Managing director
(MD)

System Associate
Business development Manager
manager
(Centre head)
Accountant

Team leader Facility Maintainer

HR Associates Receptionist

Figure 3.7.1

16
 CHAPTER 4

ANALYSIS AND INTERPRETATION

4.1 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE MANAGER
Table 4.1.1

S.No Skills identified Employee Superior Final

score score Score
(wtd avg)
L N L N L N
Job related skills
1. Establish good customer relation 5 3 4 2 4 2
2. Communication skill 4 3 4 3 4 3
3. Marketing skills 5 1 5 1 5 1
4. Being a liaison (maintains a network of outside 5 3 5 3 5 3
contacts who provide favours and information)
5. Being a figurehead (performs a no. of routine 4 1 5 3 5 1
duties of legal or social nature)
6. Being a leader (motivate and direct employees) 5 3 4 3 4 3
7. Being a spokesperson for the company 5 1 3 1 4 1
8. Thorough knowledge in the recruitment cycle 4 3 3 2 3 2
9. Thorough knowledge about the whole business 4 3 3 2 3 2
process
10. Prior work knowledge in the same domain 5 3 3 2 4 2
11. Decision making skill 5 1 5 1 5 1
12. Monitors the individual and the overall centre 4 1 5 1 5 1
performance
13. Good computer knowledge 3 1 2 1 2 1
14. Invoicing and billing knowledge 3 3 3 1 3 2
15. Being an Entrepreneur (searches for new 5 3 3 1 4 2
opportunity)
16. Ability to suggest strategic hiring and planning 5 2 5 2 5 2
17. Planning the centre’s overall activities 5 1 5 1 5 1
18. Organizing the centre’s activities 5 2 5 2 5 2
19. Staffing employees 4 2 4 1 4 2
20. Leading team leaders 4 1 5 1 5 1
21. Controlling the centre’s overall performance 4 3 5 3 5 3

17
Self Management skills
22. Positive attitude 5 3 5 3 5 3
23. Creative thinking 5 1 5 3 5 1
24. Confident 5 3 5 3 5 3
25. Proactive 5 1 5 1 5 1
26. Flexible 5 2 5 2 5 2
27. High level of commitment 5 3 5 3 5 3

RATING DETAIL

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

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

N- Nature of the skill

3- Essential, 2- Preferred, 1-Tertiary

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

The final score is calculated by weighted average method.

4.1.2 GAP ANALYSIS

Gap analysis comes into picture as there are variations in the ratings of the employee
and that of the superior. The gap levels can be identified as follows.

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

Superior score – 5
From the above rating it can be said that the gap is down by 1 level.
Ex. Being a leader - Employee score – 5 (by table- 4.1)
Superior score – 4
From the above rating it can be said that the gap is up by 1 level.
The gaps in the understanding level of the skills needed for a manager between the employee
(manager) and superior are found from the ratings given by them as in table- 4.2

18
 TABLE 4.1.2.1 - Gap analysis for the level of the skill (L)

S.No Skills identified Gap level

Up Down
1. Establish good customer relation 1 -
2. Listening - 1
3. Report writing - 1
4. Being figurehead - 1
5. Being leader 1 -
6. Being spokesperson 2 -
7. Thorough knowledge in recruitment cycle 1 -
8. Through knowledge in whole business process 1 -
9. Prior work knowledge in the same domain 2 -
10. Decision making skill - 1
11. Monitors the individual and the overall centre - 1
performance
12. Good computer knowledge 1 -
13. Being an Entrepreneur 2 -
14. Leading team leaders - 1
15. Controlling the centre’s overall performance - 1
total 11 7

INFERENCE

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

19
 TABLE 4.1.2.2 Gap analysis for the nature of the skill (N)

S.No Skills identified Gap level

Up Down
1. Establish good customer relation - 1
2. Being figurehead 2 -
3. Thorough knowledge in recruitment cycle - 1
4. Through knowledge in whole business - 1
process
5. Prior work knowledge in the same domain - 1
6. Invoicing and billing knowledge - 2
7. Being an Entrepreneur - 2
8. Staffing employees - 1
9 Creative thinking 2
Grand total 4 9

INFERENCE

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

4.2 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE TEAM LEADER

20
Table 4.2.1

S.No Skills identified Employee Superior Final

score score score
(wtd
avg)
L N L N L N
Job related skills
1. Communication 4 1 4 1 4 1
2. Handling teams 4 1 4 1 4 1
3. Good team player 5 2 4 2 4 2
4. Leadership skills 4 2 4 1 4 1
- Motivating team members
5. Maintaining good rapport with the client’s 4 2 4 2 4 3
HR manager
6. Communicate the job requirements to the 5 2 4 3 4 3
team members
7. Prior work experience in similar domain 3 1 4 1 4 1
8. Marketing skills 4 2 4 3 4 3
9. Ability to make others achieve target 4 2 4 3 4 3
10. Ability to conduct and preside meetings 4 1 3 2 3 1
11. Sensitive to the team member’s needs 4 3 3 3 3 3
12. Placing the right candidate for the right 5 2 4 2 4 2
profile
13. Ability to understand job description 5 1 4 1 4 3
14. Derive and assign targets to the 4 1 4 1 4 1
subordinates
15. Ability to evaluate team members 4 1 3 1 3 1
performance
16. Basic computer skill 3 2 4 3 4 3
17. Planning strategies on hiring 4 2 4 1 4 1
18. Good thought flow 5 3 4 3 4 3
19. Scheduling activities and events 4 3 4 3 4 3
20. Planning the team’s activities and target 4 2 4 1 4 1
21. Organizing the team and its activities 4 3 4 3 4 3
22. Leading the team 4 1 4 1 4 1
23. Controlling the team’s 5 2 4 2 4 2
performance

Self Management skills

21
24. Creative thinking 4 2 4 2 4 2
25. Positive attitude 5 3 5 3 5 3
26. Ability to meet targets 4 1 5 1 5 1
27. Proactive 5 3 5 3 5 3
28. Being responsible 4 1 5 1 5 1
29. Ability to perform under pressure 4 2 5 3 5 3

RATING DETAILS:

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

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

N- Nature of the skill

3- Essential, 2- Preferred, 1-Tertiary

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

The final score is calculated by weighted average method.

22
 TABLE 4.2.2 - Gap Analysis for the Level of the Skill (L)

S.No Skills identified Gap level

Up Down
1. Good team player 1 -
2. Communicate the job requirements to the team 1 -
members
3. Prior work experience in similar domain - 1
4. Ability to conduct and preside meetings 1 -
5. Sensitive to the team member’s needs 1 -
6. Placing the right candidate for the right profile 1 -
7. Ability to understand job description 1 -
8. Ability to evaluate team members performance 1 -
9. Basic computer skill (MS Excel) - 1
10. Good thought flow 1 -
11. Controlling the team’s performance 1 -
12. Monitoring the team activities and its 1 -
performance
13. Taking corrective actions 1 -
14. Ability to meet targets - 1
15. Being responsible - 1
16. Ability to perform under pressure - 1
Grand total 11 5

INFERENCE

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

23
 TABLE 4.2.3 - Gap Analysis for the Nature of the Skill (N)

S.No Skills identified Gap level

Up Down
2. Communicate the job requirements to the team 1 -
members
3. Marketing skills 1 -
4. Ability to make others achieve target 1 -
5. Ability to conduct and preside meetings 1 -
6. Basic computer skill 1 -
7. Planning strategies on hiring - 1
8. Planning the team’s activities and target - 1
15. Ability to perform under pressure 1 -
Grand total 6 2

INFERENCE

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

4.3 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE HR ASSOCIATE

24
Table 4.3.1

S.No Skills identified Employee Superior Final score

score score
L N L N L N
Job related skills
1. Ability to understand the candidates 5 1 5 1 5 1
need on interacting with them
2. Ability to evaluate candidates by 4 1 4 1 4 1
matching the skills with the respective
job description
3. Maintain friendly relationship with the 4 3 4 3 4 3
candidates
4. Ability to convince candidates 3 2 3 1 3 2
5. Marketing skill: 4 1 4 2 4 2
- Having reasonable knowledge
about the client company
6. Social networking 3 3 2 3 2 3
7. Local language exposure 5 1 5 1 5 1
8. Communication (avg value) 4 1 4 2 4 1
9. Telephone etiquettes 5 1 5 1 5 1
10. Ability to understand job description 3 1 3 2 3 1
11. Ability to build the candidate database 3 3 2 2 3 2
12. Ability to source and screen the job 2 1 3 1 2 1
portals as per the requirement
13. Basic computer skill (avg value) 4 1 4 1 4 1
Self Management skills
14. Team work 3 3 4 2 4 2
15. Proactive 3 3 2 3 2 3
16. Positive attitude 4 3 4 2 4 1
17. Creative thinking 3 3 3 2 3 3
18. Drive to achieve target 4 1 5 2 5 1
19. Tolerance/Patience 4 3 5 2 4 2
20. Strive to grow up in the ladder 5 3 5 3 5 3
21. Willing to take up responsibility 4 1 5 2 4 2
22. Ambitious 5 3 5 3 5 3
23. Competitive 5 2 5 1 5 2
24. Learning quickly 5 2 5 2 5 2
25. Flexible 4 3 5 2 5 2

25
 26. Ability to work under stress 3 3 4 3 4 3
27. Time management 5 2 5 3 5 3
28. Planning their daily activities 4 3 4 2 4 2
29. Accept responsibility 5 3 5 3 5 3

RATING DETAILS:

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

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

N- Nature of the skill

3- Essential, 2- Preferred, 1-Tertiary

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

The final score is calculated by weighted average method.

26
 TABLE 4.3.2 - Gap analysis for the level of the skill (L)

S.No Skills identified Gap level

Up Down
1. Social networking 1
2. Ability to build the candidate database 1
3. Ability to source and screen the job portals as per the - 1
requirement
4. Team work - 1
5. Proactive 1
6. Drive to achieve target - 1
7. Tolerance/Patience - 1
8. Willing to take up responsibility - 1
9. Flexible - 1
10. Ability to work under stress - 1
Grand total 3 7

INFERENCE

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

27
 TABLE 4.3.3 - Gap analysis for the nature of the skill (N)

S.No Skills identified Gap level

Up Down
1. Ability to convince candidates - 1

2. Marketing skill: 1 -
- Having reasonable knowledge about the
client company
3. Communication 1 -

4. Ability to understand job description 1 -

5. Ability to build the candidate database - 1

6. Team work - 1

7. Positive attitude - 1

8. Creative thinking - 1

9. Drive to achieve target 1 -

1 Tolerance/Patience - 1
0.

1 Willing to take up responsibility 1 -

1.

1 Competitive - 1
2.

1 Flexible - 1
3.

1 Time management 1 -
4.

1 Planning their daily activities - 1

5.

Grand total 6 9

INFERENCE

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

28
TABLE 4.3.4 - Independent Samples Test (Level of the skill)

Levene's Test for

Equality of
Variances

F Sig. t Sig. (2-tailed)

MATCHIN Equal variances

assumed 1.167 .298 -.899 .384

FRIENDLY Equal variances

assumed 4.375 .055 .837 .417

CONVINCE Equal variances

assumed 1.931 .186 .564 .582

MARKET Equal variances

assumed .100 .756 .273 .789

SOCIAL Equal variances

assumed 3.500 .082 .837 .417

LANGUAGE Equal variances

28.000 .000
assumed
Equal variances
not assumed -2.345 .039

COMMUNICATE Equal variances

assumed .100 .756 -.273 .789

TELEPHONE Equal variances

assumed .000 1.000 .000 1.000

UNDERSTAND Equal variances

assumed .637 .438 1.066 .304

29
DATABASE Equal variances
assumed .438 .519 .564 .582

SCREENING Equal variances

1.008 .332 |.192 .851
assumed
|COMPUTER Equal variances
assumed .318 .582 .000 1.000

TEAM Equal variances

assumed 1.931 .186 .564 .582

PROACTIVE Equal variances

assumed .100 .756 2.000 .065

POSITIVE Equal variances

assumed .428 .524 -1.737 .104

CREATIVE Equal variances

assumed .419 .528 .292 .774

DRIVE Equal variances

122.500 .000
assumed
Equal variances
not assumed -2.803 .017

TOLERANCE Equal variances

assumed 2.800 .116 -1.323 .207

GROW Equal variances

.437 .519 .564 .582
assumed
RESPONSIBLE Equal variances
assumed .437 .519 -.564 .582

AMBITIOUS Equal variances

assumed .000 1.000 .000 1.000

COMPETITION Equal variances

28.000 .000
assumed
Equal variances
not assumed -2.345 .039

LEARNING Equal variances

10.500 .006
assumed

30
 Equal variances
not assumed -1.915 .082

FLEXIBLE Equal variances

4.605 .050
assumed
Equal variances
not assumed -7.000 .000

TIME Equal variances

122.500 .000
assumed
Equal variances
not assumed -2.803 .017

PLANNING Equal variances

assumed 4.375 .055 .837 .417

ACCEPT Equal variances

122.500 .000
assumed
Equal variances
not assumed -2.803 .017

INTERACT Equal variances

.438 .519 .564 .582
assumed

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

Levene's Test for

Equality of
Variances

F Sig. t Sig. (2-tailed)

31
INTERACTING Equal variances
assumed

1.931 .186 .564 .582

MATCHING Equal variances

assumed
5.094 .042

Equal variances
not assumed

1.491 .167

FRIENDLY Equal variances

assumed
28.000 .000

Equal variances
not assumed

-2.345 .039

CONVINCE Equal variances

assumed

.438 .519 .564 .582

MARKET Equal variances

assumed
10.687 .006

Equal variances
not assumed

-3.023 .012

32
SOCIAL Equal variances
assumed

.428 .524 .347 .733

LANGUAGE Equal variances

assumed

.419 .528 .292 .774

COMMUNICATE Equal variances

assumed

. . -3.240 .006

TELEPHONE Equal variances

assumed
10.500 .006

Equal variances
not assumed

1.915 .082

UNDERSTAND Equal variances

assumed

.437 .519 -.564 .582

33
DATABASE Equal variances
assumed

.152 .702 1.225 .241

SCREENING Equal variances

assumed
.419 .528 .292 .774

COMPUTER Equal variances

assumed

2.800 .116 -1.323 .207

TEAM Equal variances

assumed
10.687 .006

Equal variances
not assumed

3.023 .012

PROACTIVE Equal variances

assumed

1.540 .235 -.564 .582

POSITIVE Equal variances

assumed

. . 3.240 .006

34
CREATIVE Equal variances
assumed

1.167 .298 .899 .384

DRIVE Equal variances

assumed

1.167 .298 -.899 .384

TOLERANCE Equal variances

assumed

.419 .528 1.461 .166

GROW Equal variances

assumed
. . .000

Equal variances
not assumed

.000 1.000

RESPONSIBLE Equal variances

assumed

1.931 .186 -1.128 .278

AMBITIOUS Equal variances

assumed
31.500 .000

35
 Equal variances
not assumed

1.000 .391

LEARNING Equal variances

assumed
122.500 .000

Equal variances
not assumed

-2.803 .017

FLEXIBLE Equal variances

assumed
1.931 .186 1.128 .278

STRESS Equal variances

assumed
31.500 .000

Equal variances
not assumed

1.000 .391

TIME Equal variances

assumed
10.500 .006

Equal variances
not assumed

-5.745 .000

36
 PLANNING Equal variances
assumed
.419 .528 1.461 .166

Inference

Independent sample ‘t’test is calculated to find the rating errors between the associates and
the superiors. And the hypothesis is framed as follows
Null : There is no significance difference between associates rating and superiors rating.
Alternate: There is significance difference between associates rating and superiors rating.
Since the significance value is greater than 0.05 in most of the cases, null hypothesis is
accepted.

37
 CHAPTER 5

FINDINGS

5.1 SKILL MATRIX FOR THE MANAGER OF PROVERGE TECHNOLOGIES

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

Level Required

S Skills Required
No
L H
M

ESSENTIAL SKILLS

1. Marketing skills
1

2. Being a figurehead (performs a no. of routine duties of

2 legal or social nature)

3. Being a spokesperson for the company

3

4. Decision making skill

4

5. Monitors the individual and the overall centre performance

5

6. Good computer knowledge

6

7. Planning the centre’s overall activities

7

38
8. Leading team leaders
8

9. Creative thinking
9

1 Proactive
0.
1

PREFERED SKILLS

1. Establish good customer relation

1

2. Thorough knowledge in the recruitment cycle

8.
3. Thorough knowledge about the whole business process
9.
4. Prior work knowledge in the same domain
1

5. Invoicing and billing knowledge

1

6. Being an Entrepreneur (searches for new opportunity)

1

7. Ability to suggest strategic hiring and planning

1

8. Organizing the centre’s activities

1

9. Staffing employees
1

1 Flexible
0.
2

TERTIARY SKILLS

1. Communication skill
2.
2. Being a liaison (maintains a network of outside contacts
4. who provide favours and information)
3. Being a leader (motivate and direct employees)
6.
4. Controlling the centre’s overall performance
2

39
 5. Confident
2

6. High level of commitment

2

Table 5.1.1

5.2 SKILL MATRIX FOR THE TEAM LEADER OF PROVERGE TECHNOLOGIES

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

Level Required

S Skills Required
No
L H
M

ESSENTIAL SKILLS

1 Ability to understand the candidates need on interacting

. with them
1

2 Ability to evaluate candidates by matching the skills with

. the respective job description
2

3 Ability to convince candidates

.
4

4 Local language exposure

.

40
7

5 Ability to understand job description

.
1

6 Team work
.
1

7 Proactive
.
1

8 Creative thinking
.
1

9 Strive to grow up in the ladder

.
2

1 Ambitious
0
.
2

1 Ability to work under stress

1
.
2

1 Planning their daily activities

2
.
2

PREFERED SKILLS

1 Maintain friendly relationship with the candidates

.
3

2 Ability to source and screen the job portals as per the

. requirement
1

3 Competitive
.
2

4 Learning quickly
.
2

41
 TERTIARY SKILLS

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

2 Social networking
.
6

3 Communication
.
8

4 Telephone etiquettes
.
9

5 Ability to build the candidate database

.
1

6 Basic computer skill

.
1

7 Positive attitude
.
1

8 Drive to achieve target

.
1

9 Tolerance/Patience
.
1

1 Willing to take up responsibility

0
.
2

1 Flexible
1
.
2

1 Time management
2
.
2

42
 1 Accept responsibility
3
.
2

Table 5.2.1

5.3 SKILL MATRIX FOR THE HR ASSOCIATE OF PROVERGE

TECHNOLOGIES

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

Level Required

S Skills Required
No
L H
M

ESSENTIAL SKILLS

1. Ability to understand the candidates need on interacting

1. with them
2. Ability to evaluate candidates by matching the skills with
2. the respective job description
3. Local language exposure
7.
4. Communication
8.
5. Telephone etiquettes
9.
6. Ability to understand job description
1

7. Ability to source and screen the job portals as per the

1 requirement

8. Basic computer skill

1

9. Positive attitude
1

1 Drive to achieve target

0.
1

43
 PREFERED SKILLS

1. Ability to convince candidates

4.
2. Marketing skill:
5. - Having reasonable knowledge about the client
company
3. Ability to build the candidate database
1

4. Team work
1

5. Tolerance/Patience
1

6. Willing to take up responsibility

2

7. Competitive
2

8. Learning quickly
2

9. Flexible
2

1 Planning their daily activities

0.
2

TERTIARY SKILLS

1. Maintain friendly relationship with the candidates

3.
2. Social networking
6.
3. Proactive
1

4. Creative thinking
1

5. Strive to grow up in the ladder

2

6. Ambitious
2

7. Ability to work under stress

2

44
 8. Time management
2

9. Accept responsibility
2

Table 5.3.1

CHAPTER 6

SUGGESTIONS

The following were the suggestions given to the organization,

• The skill matrix thus obtained can be extended further into competency mapping by including
the employees possessed level of the skill in questionnaire during the survey.
• The training need analysis can be carried on keeping the skill matrix as base.
• Noting the skills with down gap level the employer can give corresponding training to its
employees for the skills where they lack in to be in par with the expectations of their
superiors.
• The skill matrix can be used as a base for the performance evaluation.
• The skill matrix can be used during the selection process of an employee for the specified
roles in the project so as to find the right fit.
• The skill matrix designed should undergo continuous improvement as per the changing
requirements of the job.

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

45
 CONCLUSION

The skill matrix thus designed clearly communicates to the Proverge Technologies employees of the
standard performance level at which they need to perform, thereby enabling them to become
competent. Thus the skill matrix acts as a benchmark for the employee performance. Hence the
implementation of such HR practises will give a competitive edge to the organization in this
competitive industry.

46
 QUESTIONNAIRE (MANAGER)

Rating details:
L- Expected level of skill to be possessed by the employees
L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High
N- Nature of the skill
E- Essential, P- Preferred, T-Tertiary

Employee details:
Employee name:
Designation:
Service:

S.No Skills identified Employee Superior

score score
L N L N
Job related skills
1. Establish good customer relation
2. Communication skills
 Speaking:
- Clarity in speech
- Neutral accent
- Grammar
- Pronunciation
 Listening skills
 Report writing
3. Marketing skills
- Negotiation
- Presentation
- Convincing
- Thorough knowledge about the client company
4. Being a liaison (maintains a network of outside contacts who
provide favours and information)
5. Being a figurehead (performs a no. of routine duties of legal

47
 or social nature)
6. Being a leader (motivate and direct employees)
7. Being a spokesperson for the company
8. Thorough knowledge in the recruitment cycle
9. Thorough knowledge about the whole business process
10. Prior work knowledge in the same domain
11. Decision making skill:
- Being a disturbance handler
- Being a resource (human, physical
&monetary) allocator ( ie. Forecasting &
planning)
- Being a negotiator
Monitors the individual and the overall centre performance
12.
13. Good computer knowledge
14. Invoicing and billing knowledge
Being an Entrepreneur (searches for new opportunity)
15.
16. Ability to suggest strategic hiring and planning
17.
18. Organizing the centre’s activities
19. Staffing employees
20. Leading team leaders
21. Controlling the centre’s overall performance
Self Management skills
22. Positive attitude
23. Creative thinking
24. Confident
25. Proactive
26. Flexible
27. High level of commitment

48
 QUESTIONNAIRE -TEAM LEADER
Rating details:
L- Expected level of skill to be possessed by the employees
L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High
N- Nature of the skill
E- Essential, P- Preferred, T-Tertiary

Employee details:
Employee name:
Designation:
Service:
S.No Skills identified Employee Superior
score score
L N L N
Job related skills
1. Communication:
 Speaking:
- Clarity in speech
- Neutral accent
- Grammar
- Pronunciation
 Listening skills
2. Handling teams
3. Good team player
4. Leadership skills
- Motivating team members
5. Maintaining good rapport with the client’s HR manager
6. Communicate the job requirements to the team members
7. Prior work experience in similar domain
8. Marketing skills
- Convincing skill
- Through knowledge about the client company
9. Ability to make others achieve target
10. Ability to conduct and preside meetings

49
 11. Sensitive to the team member’s needs
12. Placing the right candidate for the right profile
13. Ability to understand job description
14. Derive and assign targets to the subordinates
15. Ability to evaluate team members performance
16. Basic computer skill
- MS word
- MS excel
17. Planning strategies on hiring
18. Good thought flow
19. Scheduling activities and events
20. Planning the team’s activities and target
21. Organizing the team and its activities(assigning)
22. Leading the team
23. Controlling the team’s performance
- Monitoring the team activities and
its performance
- Taking corrective actions
Self Management skills
24. Creative thinking
25. Positive attitude
26. Ability to meet targets
27. Proactive
28. Being responsible
29. Ability to perform under pressure

50
 QUESTIONNAIRE -HR ASSOCIATE

Rating details:
L- Expected level of skill to be possessed by the employees
L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High
N- Nature of the skill
E- Essential, P- Preferred, T-Tertiary

Employee details:
Employee name:
Designation:
Service:

S.No Skills identified Employee Superi

score or
score
L N L N
Job related skills
1. Ability to understand the candidates need on
interacting with them
2. Ability to evaluate candidates by matching the skills
with the respective job description

3. Maintain friendly relationship with the candidates

4. Ability to convince candidates

5. Marketing skill:
- Having reasonable knowledge about the client
company
6. Social networking
7. Local language exposure

51
 8. Communication:
 Speaking:
- Clarity in speech
- Neutral accent
- Grammar
- Pronunciation
 Listening skills
9. Telephone etiquettes
10. Ability to understand job description
11. Ability to build the candidate database
12. Ability to source and screen the job portals as per the
requirement
13. Basic computer skill:
- MS Word
- MS Excel
- Surfing
Self Management skill
14. Team work
15. Proactive
16. Positive attitude
17. Creative thinking
18. Drive to achieve target
19. Tolerance/Patience
20. Strive to grow up in the ladder
21. Willing to take up responsibility
22. Ambitious
23. Competitive
24. Learning quickly
25. Flexible
26. Ability to work under stress
27. Time management
28. Planning their daily activities
29. Accept responsibility

52
BIBLIOGRAPHY

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

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

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

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

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

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

• www.elsmar.com/Forums/showthread.php

• www.cib.uk.com/pdf/skillsmatrix.pdf

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

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

53