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).

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ORGANIZATION EXECUTIVES
A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities of staff, as well as to prioritise areas for skills development. The skill matrix is the heart of a career portfolio. It consists of many cells. Each cell contains the expected grade level of the skill with which the job has to be performed along with the description corresponding to that grade. It can be formed in different ways. Skill matrix can be done on three levels say for the industry, for the organization or for specific roles. Skill matrix actually depends on the job to be done in the case of skill matrix for specific role. It is a chart based on the job requirements. We can develop it by discussing with the concerned managers. The simple skills table will have skill in the columns and posts in the rows. For example if you have an operator of an automatic computer controlled production E.g. CNC lathe machine= he should have machine programming skills, drawing reading skills and also about selecting the proper tools depending on the work piece to be machined. This is one skill set for that job. The same job will require work planning skills, communication skills, etc depending on the nature of the job.

1.2 DEVELOPING THE SKILL MATRIX Step: 1
To view the organization structure and this would give an idea about the hierarchy and flow of responsibility. Step: 2 To analyze the job description of each position. A detailed study of the job description will give an idea about various tasks to be performed by the employee.

Step: 3
To identify the corresponding skills. Identifying the various tasks will help in identifying various skills required to accomplish the task. A more accurate list of skills required can be obtained by discussing the job content of the employee with the head of his department.

Essential skill: this refers to a skill that is a must to be possessed by an individual to
accomplish the job. It means that the failure to possess this skill will hinder the employee from carrying out the task. No compromises can be made about the possession of these skills.

Preferred skill: This belongs to the second cadre with slightly reduced importance. Though
it is not a must for the employee to possess these skills, it is desirable to have them. These 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

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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 Reengineering of jobs can be done easily.

helps in the formation of the competency mapping.

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

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6 NEED FOR THE STUDY • • The study can enable to know the employer’s level of expectation from an employee.1. 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.7 OBJECTIVES PRIMARY OBJECTIVE To design skill matrix for specific roles (manager. 1. 1. It also identifies the necessary skills that are needed for some important positions in a recruitment consultancy.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. 1. 1.9. 7 .1 RESEARCH DESIGN The research design adopted for this study was a descriptive design. The method of data collection being a questionnaire.9.9. 1. 1. Gap analysis and Independent sample T test. The secondary data was collected from reference books and websites. The objectives stated for the study was clear and the required was available. 3 are team leaders and 1 manager.10 LIMITATIONS OF THE STUDY: This study is limited to the company PROVERGE TECHNOLOGIES in Coimbatore.3 SAMPLE SIZE The number of samples collected in total was 16 employees of which 12 are hr associates. data is limited to the extent of data generation available through the method.9 RESEARCH METHODOLOGY 1. All data collected are generally limited by the method adopted.4 DATA ANALYSIS TOOLS Statistical tools: Analysis was done using weighted average method.2 DATA COLLECTION The primary data was collected using a structured closed ended questionnaire using random sampling technique.9.

figuring taxes. They're the skills that make you unique. record keeping. How a person will fit in is an important consideration to employers. performing accounts payable. 2." these self-management skills you use day-by-day to get along with others and to survive. order processing. competence. A salesperson would include customer service. They describe one’s attitude & work ethics which includes creativity.Working with things. These skills are personality & value oriented. Though most of us work with all 4 categories at one time or the other. answering telephones. Job content skills are important to employers for obvious reasons. flexibility. statistical forecasters are good in working with data & info. productive. patience. reliability. It is of four categories 1. Employers look for these skills in candidates as evidence of how they will fit into the organization.1 JOB SKILLS Job skills are those skills specific to a job or occupation.1. Working with people. These are the specific skills they look for in a candidate to accomplish the duties of the job. Working with data & information. logic. An administrative assistant is skilled in typing. adaptability & self confidence. An accountant would list accounts receivable. billing and product displays.1. we tend to be attracted to 1 or 2 areas in particular. word processing. 4. energy enthusiasm. tactfulness. Inventors. using a 10-key adding machine and computer accounting programs. customer service rep & salesperson are skilled in working with people. resourcefulness. Financial controller. Engineers. company correspondence and filing. Working with ideas.2 SELF-MANAGEMENT SKILLS Sometimes called "personality traits. 3. inventory management. timeliness and tolerance are examples of self-management skills. persistence. 8 .1REVIEW 1: 2. mechanics enjoy using their skills to work with things. Sincerity. Successful teachers. 2.CHAPTER 2 REVIEW OF LITERATURE 2. payroll. writers use creativity and idea skills.

.2 BENEFITS OF SKILL MATRIX . I feel this is not the best way of capturing the same.Along with that. recruitment strategies. where implementation of a skill matrix is more beneficial is the Recruitment 9 . it can also be used for developing strategies like succession planning. (Please correct me if wrong) Skill matrix needs a varied inputs. for cost effectiveness.As mentioned. 2.The best example. through performance appraisals. you can or should identify the Skills required for a particular job. .. 2.As mentioned.Through a detailed understanding of the Project profiles that the company undertake . . and discussions with the HODs. they had in using / implementing that particular skill. with the technical expertise available.2.One to one interactions with the employees.Inputs taken from Job Descriptions .It is a way. 2. .As rightly mentioned. "OK".1 SKILL MATRIX .Then map the identified skills. "Basic" etc. it is a way to capture the skills required for a particular job. categorizing them as "Experts". or to be more clear and easy to understand and analyses the data. can help in identifying the expertise available on a particular skill. etc. But.2. where.Discussion or focused group discussions with the Top Management.3 DEVELOPING SKILL MATRIX .2 REVIEW 2: 2.2. it can be prepared .This can be of two types again: 1. you may capture the details as per the years of experience. Behavioral Skill Matrix . in a particular department / team.4 EXAMPLE OF IMPLEMENTATION OF SKILL MATRIX . and the PMS system. 2. to understand the expertise required to perform the project .2. it can be best used for Training.2. Technical Skill Matrix.According to my understanding.

which is / should be already developed. Others have been more detailed. along with the occupational cluster and academic skill group the task is related to. We prepared the skills matrix for the Project Kaleidoscope Summer Institute workshop in Snowbird. from the Candidate CV downloaded. with the skills required and the experience / expertise. As an example of utility of the skills matrix.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. for each of the department. One Behavioral. 2.consultancies. then .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. math. is segregated in the form of a matrix. The following matrix from Introduction to International Trade (Crummett & Crummett. biology. and theories to include in a 4-year plan. This is just an easy and live example. of the best implementation and utilization of a Skill Matrix.From the Profile.If the details given by the Client. 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. and physics as they share curricular information. Utah (July 2001) to help current and developing undergraduate biochemistry and molecular biology program designers to determine which laboratory techniques. we used it to survey several commonly used biochemistry laboratory manuals to evaluate the skills covered in each text. 1994) illustrates one type of design 10 . Similarly an organization generally develop Skill matrix. which is generally the same across the company and Different Technical Skill Matrices. skills. The matrix can foster better communication between faculty in chemistry. and Job Portals. . and have documented the primary task or competency with supporting subskills. and a description of the task. one has again this can easily be identified through the Skill matrix. 2.

11 .5. 2. a thought in a or idea form clear.5 REVIEW 5: 2.Table 2. skills and experience required for the role itself.2 KNOWLEDGE.1 Related Academic and Workplace Skills List Unit 5: International Marketing Task Skill Evaluate an Foundation skills international marketing plan Writing Subskill Reading Description Comprehending written information. For evaluation & recruitment purposes. and analyzing and applying what has been read to a specific task Communicating in Learning skills Learning to learn a written the concise manner Developing ability to apply knowledge to other situations.4. you must indicate which requirements are essential and which are desirable/preferred.5. not those of the specific employees performing the role. SKILL AND EXPERIENCE REQUIREMENTS List the knowledge.1 POSITION DESCRIPTION TEMPLATE: 2.

Excel. Internet Explorer Data Base Query/Reporting Skills Preferred Skill requirement (please tick) Technical Skills (eg.standard organisational programs) • Results Orientation Essential Preferred • • • • PMS / GMEN. leadership) • • • • • • • • Leadership Team Building Time Management Communication Planning & Organising Process Mapping Technical Analytical Skill requirement (please tick) Computer/Software (eg. EMR. Novus. Essential 2. Access.6 REVIEW 6 12 .5. CGU-Connect and FSRA based systems MS Office Suite – Word. Access and Project Flow / Process Charting. Lotus Notes / Outlook. Communication. ORS. negotiation. Illustrator. Driver’s Licence) Essential • • • • • • • Business Requirement Documentation Test Plan / Case Development System / User Acceptance Testing Project Planning / Management Knowledge of SDLC Process Process Improvement / Mapping Change/Problem Management processes Preferred Skill requirement (please tick) . Adobe.1 Skills • Interpersonal Skills (eg.2.Table 2... PowerPoint. Dovar. Project.

6. The aptitude savings apply only to primary skills. Secondary and Tertiary skills. Awareness. Secondary skills have a maximum level of one-half of the associated Primary skill. Willpower. Health and Power. CHAPTER 3 13 .1 ATTRIBUTES Attributes are ranked on a 1-10 scale. Agility. with an average human rating a 4-5 in any one attribute and 10 being human maximum. and Tertiary skills have a maximum level of one-half of the associated Secondary skill. Hence character with a high attribute would have to spend less Skills are further broken down into Primary.2. Certain skill level requires Skill Points equal to square of the desired skill level minus the square of the related aptitude.6. 2. CORPS uses six basic Attributes: Strength.2 SKILLS Skills are linked to attribute scores via aptitudes (attribute/4) and applied to a specific area. These break down specializations of specific skills.

their resourcing processes are developed specifically for each client. creative and results focussed. environment and skills that are required for a successful match. Whether you are a client or a candidate. The client has the choice of recruiting solution that best suits their needs. ITES & Sales domains. They employ an experienced team of researchers who play an prominent role in the process.1 PROVERGE TECHNOLOGIES ProVerge Technologies is an established recruiting firm offering a solution to the hiring needs of various Industries. They offer direct hire. results in the ideal candidate selection. They have a track record of successfully placing professionals in various levels. and sourcing and screening recruiting solutions. That is why Proverge aims to create a combined HR consultancy and recruitment partnership. Their involvement with clients is as 14 . PROVERGE TECHNOLOGIES aligns with the Human Resource team to deliver the best candidates in the fastest time possible. Their clients are corporate companies. confidence and credibility Their approach is compelling yet refreshingly straight forward. interview and successfully place candidates today or tomorrow. They know that the success of a search rests on mutual trust. At PROVERGE TECHNOLOGIES they strive to meet every client and candidate to truly understand the needs and requirements. In an age when competitive advantage increasingly comes from people. Their recruiters have a reputation of developing and maintaining long-term relationships with both clients and candidates. screen. recruit. Fundamentally robust. PROVERGE TECHNOLOGIES only works with clients who offer opportunity and career growth to candidates.2 APPROACH ProVerge understands how important it is to their clients to find the right candidate at any management level. they work closely with the company. surprisingly few companies view their business and recruitment strategies as integral parts of one complete strategy. 3. They are client driven and have a portfolio of clients whom they work for in the search of suitable candidates.COMPANY PROFILE 3. the right hiring or career opportunity requires the assistance of recruiters who understand the needs . The freedom they are given to live and breathe their clients business generates a unique insight. its foundations lie in the depth of understanding they develop with their clients. For their clients. especially IT. They work together to achieve current and future recruiting solutions. which when combined with leading search technology. Their focus is to source. it's Human Resource people and the hiring managers to understand the culture. ProVerge Technologies is not an employment agency.

6 SERVICES 15 . international expansion. Their goal is to build a long-term relationship by investing the necessary time. energy and smart work to become an increasingly knowledgeable.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. 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. commitment. skillful and persuasive extension of management team in this changing personnel marketplace. This participation ensures full responsibility and accountability for results through each phase of every assignment 3. changing factors in the marketplace. 3. The key factors in their ability to serve you are knowledge. This frontline approach is a fundamental ingredient to great search When they undertake an assignment. you receive their individual and collective commitment. responsiveness. as a HR consulting company. and in their view as important. and new entrepreneurial challenges. acquisitions.comprehensive.3 MARKET PLACE They are in the forefront of finding executives and managers for companies facing new demands as a result of mergers.

3. They are guaranteed to speak to a personals who understands their needs. When Job seeker registers a CV or a client registers a Requirement.7 ORGANIZATION HIERARCHY: CEO CEO Administrative head Managing director (MD) System Associate Business development manager Manager (Centre head) Team leader Accountant Facility Maintainer HR Associates Receptionist Figure 3.7.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.1 16 .

3. of routine duties of legal or social nature) Being a leader (motivate and direct employees) Being a spokesperson for the company Thorough knowledge in the recruitment cycle Thorough knowledge about the whole business process Prior work knowledge in the same domain Decision making skill Monitors the individual and the overall centre performance Good computer knowledge Invoicing and billing knowledge Being an Entrepreneur (searches for new opportunity) Ability to suggest strategic hiring and planning Planning the centre’s overall activities 5 4 5 5 4 5 5 4 4 5 5 4 3 3 5 5 5 5 4 4 4 Organizing the centre’s activities Staffing employees Leading team leaders Controlling the centre’s overall performance 17 . 15. 19. 12. 16. 9. 21. 18. 14. 6.1 S. 11. 2.1 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE MANAGER Table 4. 17. 5. 20. 4. 7.1. 10. 8. 13.No Skills identified Employee score L Job related skills 1. Superior score L 4 4 5 5 5 4 3 3 3 3 5 5 2 3 3 5 5 5 4 5 5 N 3 3 1 3 1 3 1 3 3 3 1 1 1 3 3 2 1 2 2 1 3 N 2 3 1 3 3 3 1 2 2 2 1 1 1 1 1 2 1 2 1 1 3 Final Score (wtd avg) L N 4 4 5 5 5 4 4 3 3 4 5 5 2 3 4 5 5 5 4 5 5 2 3 1 3 1 3 1 2 2 2 1 1 1 2 2 2 1 2 2 1 3 Establish good customer relation Communication skill Marketing skills Being a liaison (maintains a network of outside contacts who provide favours and information) Being a figurehead (performs a no.CHAPTER 4 ANALYSIS AND INTERPRETATION 4.

Positive attitude Creative thinking Confident Proactive Flexible High level of commitment 5 5 5 5 5 5 3 1 3 1 2 3 5 5 5 5 5 5 3 3 3 1 2 3 5 5 5 5 5 5 3 1 3 1 2 3 RATING DETAIL L.Average.Self Management skills 22. 23.Low. 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. the MD who is next to the manager in the hierarchy of the company.Very High.High. 1-Tertiary The superior for the manager refers to his immediate senior.Expected level of the skill to be possessed by the employees 5. 4.1.Nature of the skill 3. 25. Being a leader .2 (by table. The gap levels can be identified as follows.4.4. 24.4.Employee score – 4 Superior score – 5 From the above rating it can be said that the gap is down by 1 level. 26. 1. 27. 2. 2.Very Low N.2 GAP ANALYSIS Gap analysis comes into picture as there are variations in the ratings of the employee and that of the superior. 3. 4.Employee score – 5 Superior score – 4 From the above rating it can be said that the gap is up by 1 level. The final score is calculated by weighted average method. Ex.1) (by table.Preferred. Listening . Ex.Essential.1) 18 .

1. 9. Skills identified Establish good customer relation Listening Report writing Being figurehead Being leader Being spokesperson Thorough knowledge in recruitment cycle Through knowledge in whole business process Prior work knowledge in the same domain Decision making skill Monitors the individual and the overall centre performance Good computer knowledge Being an Entrepreneur Leading team leaders Controlling the centre’s overall performance total Gap level Up 1 1 2 1 1 2 1 2 11 Down 1 1 1 1 1 1 1 7 INFERENCE Gap level Up > Gap level Down – which shows that manager gives high importance to certain skills than his superior. 7. It indicates that the manager focuses on delivering high performance 19 . 10. 8. 2. 5.2. 12.Gap analysis for the level of the skill (L) S.TABLE 4. 3. 11. 6.1 .No 1. 14. 13. 4. 15.

8. 9 Skills identified Establish good customer relation Being figurehead Thorough knowledge in recruitment cycle Through knowledge in whole business process Prior work knowledge in the same domain Invoicing and billing knowledge Being an Entrepreneur Staffing employees Creative thinking Grand total Gap level Up 2 2 4 9 Down 1 1 1 1 2 2 1 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. 7. 6.2 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE TEAM LEADER 20 .1. 2. 5. 4. 3.2 Gap analysis for the nature of the skill (N) S.No 1.TABLE 4. 4.2.

10.Motivating team members Maintaining good rapport with the client’s HR manager Communicate the job requirements to the team members Prior work experience in similar domain Marketing skills Ability to make others achieve target Ability to conduct and preside meetings Sensitive to the team member’s needs Placing the right candidate for the right profile Ability to understand job description Derive and assign targets to the subordinates Ability to evaluate team members performance Basic computer skill Planning strategies on hiring Good thought flow Scheduling activities and events Planning the team’s activities and target Organizing the team and its activities Leading the team Controlling the team’s performance 4 4 5 4 4 5 3 4 4 4 4 5 5 4 4 3 4 5 4 4 4 4 5 Self Management skills 21 . 20. 4. 12. 9.Table 4. 11. 3. 13. 22. Superior score L 4 4 4 4 4 4 4 4 4 3 3 4 4 4 3 4 4 4 4 4 4 4 4 1 1 2 1 2 3 1 3 3 2 3 2 1 1 1 3 1 3 3 1 3 1 2 N 1 1 2 2 2 2 1 2 2 1 3 2 1 1 1 2 2 3 3 2 3 1 2 N Final score (wtd avg) L N 4 4 4 4 4 4 4 4 4 3 3 4 4 4 3 4 4 4 4 4 4 4 4 1 1 2 1 3 3 1 3 3 1 3 2 3 1 1 3 1 3 3 1 3 1 2 Communication Handling teams Good team player Leadership skills . 7. 5. 16. 2. 17.2. 19. 21. 15.No Skills identified Employee score L Job related skills 1. 14. 18.1 S. 8. 23. 6.

26.Essential. 29.Preferred. 25.High.Nature of the skill 3. Creative thinking Positive attitude Ability to meet targets Proactive Being responsible Ability to perform under pressure 4 5 4 5 4 4 2 3 1 3 1 2 4 5 5 5 5 5 2 3 1 3 1 3 4 5 5 5 5 5 2 3 1 3 1 3 RATING DETAILS: L. 22 . 28. 3.Expected level of the skill to be possessed by the employees 5.Very Low N. 1.24. The final score is calculated by weighted average method. 27.Average.Low. 1-Tertiary The superior for the manager refers to his immediate senior. 2. 4.Very High. the Manager who is next in the hierarchy of the company. 2.

15. Skills identified Good team player Gap level Up 1 1 1 1 1 1 1 1 1 1 1 11 Down 1 1 1 1 1 5 Communicate the job requirements to the team members Prior work experience in similar domain Ability to conduct and preside meetings Sensitive to the team member’s needs Placing the right candidate for the right profile Ability to understand job description Ability to evaluate team members performance Basic computer skill (MS Excel) Good thought flow Controlling the team’s performance Monitoring the team activities and its performance Taking corrective actions Ability to meet targets Being responsible Ability to perform under pressure Grand total INFERENCE Gap level Up > Gap level Down – which shows that Team Leaders gives high importance to certain skills than his superior. 6. 3. 8. 4. 10.2 . 9. 12.TABLE 4. 5. 11. 7.No 1. 16. 14.Gap Analysis for the Level of the Skill (L) S. 23 .2. 2. It indicates that the they focus on delivering high performance. 13.

8.No 2.TABLE 4. 4.2.Gap Analysis for the Nature of the Skill (N) S. 4. 5. 15. 3. Skills identified Communicate the job requirements to the team members Marketing skills Ability to make others achieve target Ability to conduct and preside meetings Basic computer skill Planning strategies on hiring Planning the team’s activities and target Ability to perform under pressure Grand total Gap level Up 1 1 1 1 1 1 6 Down 1 1 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.3 . 7.3 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE HR ASSOCIATE 24 . 6.

Having reasonable knowledge about the client company 4 3 4 3 5 4 5 3 3 2 4 3 3 4 3 4 4 5 4 5 5 5 4 3 2 1 3 1 1 1 1 3 1 1 3 3 3 3 1 3 3 1 3 2 2 3 4 3 4 2 5 4 5 3 2 3 4 4 2 4 3 5 5 5 5 5 5 5 5 3 1 2 3 1 2 1 2 2 1 1 2 3 2 2 2 2 3 2 3 1 2 2 4 3 4 2 5 4 5 3 3 2 4 4 2 4 3 5 4 5 4 5 5 5 5 3 2 2 3 1 1 1 1 2 1 1 2 3 1 3 1 2 3 2 3 2 2 2 Social networking Local language exposure Communication (avg value) Telephone etiquettes Ability to understand job description Ability to build the candidate database Ability to source and screen the job portals as per the requirement Basic computer skill (avg value) Team work Proactive Positive attitude Creative thinking Drive to achieve target Tolerance/Patience Strive to grow up in the ladder Willing to take up responsibility Ambitious Competitive Learning quickly Flexible Self Management skills 25 . 6. 4. Ability to understand the candidates need on interacting with them Ability to evaluate candidates by matching the skills with the respective job description Maintain friendly relationship with the candidates Ability to convince candidates Marketing skill: . 10. 9. 22. 21. 19. 18. 17. 2.No Skills identified Employee score L N 5 4 1 1 Superior score L N 5 4 1 1 Final score L 5 4 1 1 N Job related skills 1. 20. 14. 23. 11.1 S. 15. 12. 16. 3. 7. 25.3. 8. 13.Table 4. 24. 5.

2. 3. 2.Very High.26. 4. Ability to work under stress Time management Planning their daily activities Accept responsibility 3 5 4 5 3 2 3 3 4 5 4 5 3 3 2 3 4 5 4 5 3 3 2 3 RATING DETAILS: L. 1.Very Low N. 27.Preferred. The final score is calculated by weighted average method. 28.Low.Nature of the skill 3. 29.Essential. 26 .High. 1-Tertiary The superior for the HR Associates refers to theTeam leaders and the Manager.Expected level of the skill to be possessed by the employees 5.Average.

5. 6.3. It indicates that the Associates should focus on delivering high performance in their job as expected by his superiors.Gap analysis for the level of the skill (L) S. 7. 8. 9. 4.TABLE 4. Skills identified Social networking Ability to build the candidate database Ability to source and screen the job portals as per the requirement Team work Proactive Drive to achieve target Tolerance/Patience Willing to take up responsibility Flexible Ability to work under stress Grand total Gap level Up 1 1 1 3 1 1 1 1 1 7 1 1 Down INFERENCE Gap level Up < Gap level Down – which shows that Team Leaders gives high importance to certain skills than the Associates.2 . 27 .No 1. 10. 3. 2.

4. 1 0.No 1.Gap analysis for the nature of the skill (N) S. 7. 3. 1 2. Skills identified Ability to convince candidates Marketing skill: .Having reasonable knowledge about the client company Gap level Up 1 1 1 1 1 1 6 Down 1 1 1 1 1 1 1 1 1 9 Communication Ability to understand job description Ability to build the candidate database Team work Positive attitude Creative thinking Drive to achieve target Tolerance/Patience Willing to take up responsibility Competitive Flexible Time management Planning their daily activities Grand total 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.3. 1 3. 28 .3 . 5. 9. 1 1. 6.TABLE 4. 8. 2. 1 4. 1 5.

789 1.167 .186 .000 .417 .637 .3.000 1.273 .082 .066 .4 .756 -.384 Sig.039 .756 .564 .438 1.345 .TABLE 4.055 .298 -.100 .417 1.837 .500 28.000 -2.789 3.375 .273 .931 . (2-tailed) 29 .304 .837 .000 . t Sig.000 .000 1.100 .582 4.899 .Independent Samples Test (Level of the skill) Levene's Test for Equality of Variances F MATCHIN Equal variances assumed FRIENDLY Equal variances assumed CONVINCE Equal variances assumed MARKET Equal variances assumed SOCIAL Equal variances assumed LANGUAGE Equal variances assumed Equal variances not assumed COMMUNICATE Equal variances assumed TELEPHONE Equal variances assumed UNDERSTAND Equal variances assumed .

437 .000 1.582 PROACTIVE Equal variances assumed .437 .000 -2.006 30 .008 .017 .318 .000 .582 AMBITIOUS Equal variances assumed .292 .564 -.116 -1.524 -1.519 .000 .582 .756 2.582 .000 .564 |.803 .800 .500 .186 .345 .323 .519 .039 LEARNING Equal variances assumed 10.000 COMPETITION Equal variances assumed Equal variances not assumed 28.DATABASE Equal variances assumed .931 .192 .419 122.000 -2.851 1.528 .500 .774 DRIVE Equal variances assumed Equal variances not assumed TOLERANCE Equal variances assumed 2.438 1.737 .207 GROW RESPONSIBLE Equal variances assumed Equal variances assumed .000 SCREENING |COMPUTER Equal variances assumed Equal variances assumed TEAM Equal variances assumed 1.564 .519 .428 .564 .104 CREATIVE Equal variances assumed .582 .000 .000 1.332 .065 POSITIVE Equal variances assumed .100 .

500 .519 4.082 4. (2-tailed) 31 .Independent Samples Test (Nature of the skill) Levene's Test for Equality of Variances F Sig.055 .564 .Equal variances not assumed FLEXIBLE Equal variances assumed Equal variances not assumed TIME Equal variances assumed Equal variances not assumed PLANNING Equal variances assumed ACCEPT Equal variances assumed Equal variances not assumed INTERACT Equal variances assumed .017 .915 .050 -7.000 -2.017 TABLE 4.000 .803 .000 -2.417 -1.3.582 .438 .803 .837 .500 .375 122.5 . t Sig.605 .000 122.

687 .519 .039 CONVINCE Equal variances assumed .006 Equal variances not assumed -3.582 MATCHING Equal variances assumed 5.000 .438 .094 .345 .000 Equal variances not assumed -2.564 .023 .186 .042 Equal variances not assumed 1.INTERACTING Equal variances assumed 1.167 FRIENDLY Equal variances assumed 28.564 .012 32 .931 .491 .582 MARKET Equal variances assumed 10.

582 33 .428 .419 .082 UNDERSTAND Equal variances assumed .240 .774 COMMUNICATE Equal variances assumed .500 .528 .519 -.006 TELEPHONE Equal variances assumed 10. .437 .SOCIAL Equal variances assumed .564 .915 .006 Equal variances not assumed 1.292 .733 LANGUAGE Equal variances assumed . -3.524 .347 .

DATABASE Equal variances assumed .235 -.006 Equal variances not assumed 3.292 . .687 .240 .006 34 .702 1.564 .023 .012 PROACTIVE Equal variances assumed 1.419 .528 . 3.152 .774 COMPUTER Equal variances assumed 2.116 -1.540 .582 POSITIVE Equal variances assumed .323 .241 SCREENING Equal variances assumed .207 TEAM Equal variances assumed 10.800 .225 .

899 .167 .000 35 .167 .CREATIVE Equal variances assumed 1.278 AMBITIOUS Equal variances assumed 31.298 -.000 Equal variances not assumed .899 .500 .000 RESPONSIBLE Equal variances assumed 1.419 .128 .186 -1.931 .461 .384 DRIVE Equal variances assumed 1.384 TOLERANCE Equal variances assumed .166 GROW Equal variances assumed . . .298 .000 1.528 1.

006 Equal variances not assumed -5.278 STRESS Equal variances assumed 31.500 .000 .000 .803 .128 .931 .745 .500 .391 LEARNING Equal variances assumed 122.Equal variances not assumed 1.500 .186 1.000 Equal variances not assumed 1.000 36 .017 FLEXIBLE Equal variances assumed 1.000 Equal variances not assumed -2.391 TIME Equal variances assumed 10.

null hypothesis is accepted.419 .PLANNING Equal variances assumed .166 Inference Independent sample ‘t’test is calculated to find the rating errors between the associates and the superiors. 37 . Alternate: There is significance difference between associates rating and superiors rating. And the hypothesis is framed as follows Null : There is no significance difference between associates rating and superiors rating.461 .05 in most of the cases.528 1. Since the significance value is greater than 0.

of routine duties of legal or social nature) Being a spokesperson for the company Decision making skill Monitors the individual and the overall centre performance Good computer knowledge Planning the centre’s overall activities H 38 . 2 3.MODERATE. 5 6. 3 4. H.CHAPTER 5 FINDINGS 5. 1 2.HIGH) Level Required S No Skills Required L M ESSENTIAL SKILLS 1. M.LOW. 7 Marketing skills Being a figurehead (performs a no.1 SKILL MATRIX FOR THE MANAGER OF PROVERGE TECHNOLOGIES LEVELS (L. 4 5. 6 7.

2 Communication skill Being a liaison (maintains a network of outside contacts who provide favours and information) Being a leader (motivate and direct employees) Controlling the centre’s overall performance 39 . 3. 9 1 0. 2. 6. 1 2. 9. 1 9. 1 1 0. 4. 1 6.8. 4. 1 Leading team leaders Creative thinking Proactive PREFERED SKILLS 1. 2. 3. 1 8. 8 9. 4. 1 7. 1 5. 8. 2 Establish good customer relation Thorough knowledge in the recruitment cycle Thorough knowledge about the whole business process Prior work knowledge in the same domain Invoicing and billing knowledge Being an Entrepreneur (searches for new opportunity) Ability to suggest strategic hiring and planning Organizing the centre’s activities Staffing employees Flexible TERTIARY SKILLS 1.

4 4 . Ability to understand the candidates need on interacting with them Ability to evaluate candidates by matching the skills with the respective job description Ability to convince candidates H Local language exposure 40 .1 5. H. 2 Confident High level of commitment Table 5. 2 6.LOW.HIGH) Level Required S No Skills Required L M ESSENTIAL SKILLS 1 .MODERATE. M. 2 3 . 1 2 .5.1.2 SKILL MATRIX FOR THE TEAM LEADER OF PROVERGE TECHNOLOGIES LEVELS (L.

1 8 . 1 3 . 1 7 . 2 Ability to understand job description Team work Proactive Creative thinking Strive to grow up in the ladder Ambitious Ability to work under stress Planning their daily activities PREFERED SKILLS 1 . 2 1 1 . 1 6 . 2 1 0 . 2 Maintain friendly relationship with the candidates Ability to source and screen the job portals as per the requirement Competitive Learning quickly 41 . 1 9 .7 5 . 3 2 . 2 4 . 2 1 2 .

8 4 . 1 7 . 9 5 . 1 8 . 6 3 .Having reasonable knowledge about the client company Social networking Communication Telephone etiquettes Ability to build the candidate database Basic computer skill Positive attitude Drive to achieve target Tolerance/Patience Willing to take up responsibility Flexible Time management 42 . 1 6 . 5 2 .TERTIARY SKILLS 1 . 2 Marketing skill: . 2 1 2 . 1 9 . 1 1 0 . 2 1 1 .

5. H.1 5.2.MODERATE. 7. 3.HIGH) Level Required S No Skills Required L M ESSENTIAL SKILLS 1. M. 1. 2. 2. 1 8.LOW. 2 Accept responsibility Table 5. 9. 4. 8.3 SKILL MATRIX FOR THE HR ASSOCIATE OF PROVERGE TECHNOLOGIES LEVELS (L. 1 Ability to understand the candidates need on interacting with them Ability to evaluate candidates by matching the skills with the respective job description Local language exposure Communication Telephone etiquettes Ability to understand job description Ability to source and screen the job portals as per the requirement Basic computer skill Positive attitude Drive to achieve target H 43 . 1 9. 1 7. 6. 1 1 0.1 3 .

2 7. 2 Maintain friendly relationship with the candidates Social networking Proactive Creative thinking Strive to grow up in the ladder Ambitious Ability to work under stress 44 . 4.Having reasonable knowledge about the client company Ability to build the candidate database Team work Tolerance/Patience Willing to take up responsibility Competitive Learning quickly Flexible Planning their daily activities TERTIARY SKILLS 1. 1 5. 2 6. 2. 2 9. 6. 3. 2 8. 1 5. 2 1 0. 1 6. 2. 1 4. 3. 5.PREFERED SKILLS 1. 3. 2 7. 1 4. 2 Ability to convince candidates Marketing skill: .

2 Time management Accept responsibility Table 5.8. 2 9. The skill matrix designed should undergo continuous improvement as per the changing requirements of the job. • • • The skill matrix can be used as a base for the performance evaluation. 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 training need analysis can be carried on keeping the skill matrix as base.1 CHAPTER 6 SUGGESTIONS The following were the suggestions given to the organization. • The skill matrix as prepared can be extended further to other roles in the organization too. 45 . 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.3. • • • 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.

Thus the skill matrix acts as a benchmark for the employee performance. thereby enabling them to become competent.CONCLUSION The skill matrix thus designed clearly communicates to the Proverge Technologies employees of the standard performance level at which they need to perform. Hence the implementation of such HR practises will give a competitive edge to the organization in this competitive industry. 46 .

High.Essential. P. Being a liaison (maintains a network of outside contacts who provide favours and information) 5.Pronunciation  Listening skills  Report writing 3.Clarity in speech .Very Low. L4.Low. Marketing skills Negotiation Presentation Convincing Thorough knowledge about the client company 4.QUESTIONNAIRE (MANAGER) Rating details: L.No Skills identified Employee Superior score score L N L N Job related skills 1.Very High N. T-Tertiary Employee details: Employee name: Designation: Service: S.Neutral accent . Being a figurehead (performs a no.Preferred.Expected level of skill to be possessed by the employees L1. Communication skills  Speaking: .Average. L2.Grammar . of routine duties of legal 47 . L5. Establish good customer relation 2.Nature of the skill E. L3.

6. 9. 13. High level of commitment 48 . 17. Confident 25. or social nature) Being a leader (motivate and direct employees) Being a spokesperson for the company Thorough knowledge in the recruitment cycle Thorough knowledge about the whole business process Prior work knowledge in the same domain Decision making skill: Being a disturbance handler Being a resource (human. 21. Positive attitude 23. 16. 19. 11. 7. 15. 14. Flexible 27. 20. Forecasting & planning) Being a negotiator Monitors the individual and the overall centre performance Good computer knowledge Invoicing and billing knowledge Being an Entrepreneur (searches for new opportunity) Ability to suggest strategic hiring and planning Organizing the centre’s activities Staffing employees Leading team leaders Controlling the centre’s overall performance Self Management skills 22. 10. physical &monetary) allocator ( ie. Creative thinking 24. 18. Proactive 26. 12. 8.

Clarity in speech .Very High N.Essential.High.Pronunciation  Listening skills 2.Preferred. L5. L4.No Skills identified Employee score L N Superior score L N Job related skills 1.Low. Communicate the job requirements to the team members 7. T-Tertiary Employee details: Employee name: Designation: Service: S.QUESTIONNAIRE -TEAM LEADER Rating details: L. Communication:  Speaking: . Handling teams 3.Nature of the skill E. 10. Prior work experience in similar domain 8. P.Neutral accent . Convincing skill Through knowledge about the client company Ability to make others achieve target Ability to conduct and preside meetings 49 . L2.Expected level of skill to be possessed by the employees L1.Average.Very Low.Motivating team members 5. Marketing skills 9. Good team player 4. Maintaining good rapport with the client’s HR manager 6.Grammar . Leadership skills . L3.

Planning strategies on hiring 18. Planning the team’s activities and target 21. 50 . 13. Good thought flow 19. Leading the team 23. 12. Creative thinking 25. 15. Ability to meet targets 27. 16. Being responsible 29. Ability to perform under pressure 11. Controlling the team’s performance Monitoring the team activities and its performance Taking corrective actions Self Management skills 24. 14. Proactive 28.Sensitive to the team member’s needs Placing the right candidate for the right profile Ability to understand job description Derive and assign targets to the subordinates Ability to evaluate team members performance Basic computer skill MS word MS excel 17. Scheduling activities and events 20. Positive attitude 26. Organizing the team and its activities(assigning) 22.

L2. L3.QUESTIONNAIRE -HR ASSOCIATE Rating details: L. 4.High.Very High N.Expected level of skill to be possessed by the employees L1.Very Low.Essential. Ability to evaluate candidates by matching the skills with the respective job description 3. L5. L4. Ability to understand the candidates need on interacting with them 2. 7.Preferred. N Superi or score L N Maintain friendly relationship with the candidates Ability to convince candidates Marketing skill: .Average.Having reasonable knowledge about the client company Social networking Local language exposure 51 . 6. T-Tertiary Employee details: Employee name: Designation: Service: S.No Skills identified Employee score L Job related skills 1. P. 5.Low.Nature of the skill E.

Communication:  Speaking: . Accept responsibility 52 . 13. Ability to work under stress 27. 10.MS Word . Ambitious 23. Proactive 16. Strive to grow up in the ladder 21.MS Excel .Pronunciation  Listening skills Telephone etiquettes Ability to understand job description Ability to build the candidate database Ability to source and screen the job portals as per the requirement Basic computer skill: . Flexible 26. Team work 15. Tolerance/Patience 20. Time management 28. Learning quickly 25. Drive to achieve target 19.Grammar . Competitive 24.Neutral accent . 9.Surfing Self Management skill 14. Willing to take up responsibility 22. Positive attitude 17. Planning their daily activities 29. Creative thinking 18. 12.Clarity in speech .8. 11.

Prentice Hall of India Private Limited.com/28119-regarding-skill-matrix.cib.uk.com/account.com/india/storypage.php www.gov.citehr.ecademy. New Delhi.elsmar. (2002) “Methodology of research in social sciences”. Robbins (Eleventh Edition).com/Forums/showthread.com/pdf/skillsmatrix. Himalaya Publishing House.BIBLIOGRAPHY • • • Stephen P.com/Replies/1784/1/What-is-Skills-Matrix-. John Wiley & Sons.R.sa.html http://recruitbetter. v32 n1 p11-16 Jan 2004 http://www.chrmglobal.O. “A Curriculum Skills Matrix for Development and Assessment of Undergraduate Biochemistry and Molecular Biology Laboratory Programs” Biochemistry and Molecular Biology Education.html www.pdf http://www. Dr.php?id=145751 http://www.businessstandard. New Delhi. “Organizational Behavior”.php?autono=302816 • • • • • • • 53 .au/define/role-analysis/ www.Krishnaswami.

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