COMPETENCY DEVELOPMENT PROCESS MANAGEMENT AND SURVEY ON TRAINING REQUIREMENTS OF ASSOCIATES (SIP project report submitted in partial fulfillment

of the requirements for the PGDM program)

Submitted by: RICHA JAIN(2010178) Supervised By: Mr. Jatinder Pal Singh Prof Jagannath Mohanty

Institute of Management Technology, Nagpur (2010-2012)

ABOUT TCS Tata Consultancy Services (TCS) is one of the world's leading information technology companies. Through its Global Network Delivery ModelŒ, Innovation Network, and Solution Accelerators, TCS focuses on helping global organizations address their business challenges effectively. MISSION To help customers achieve their business objectives, by providing innovative, best-in-class consulting, IT solutions and services.To make it a joy for all stakeholders to work with us. VALUES Leading change, Integrity. Respect for the individual. Excellence. Learning and sharing.

OFFERINGS Services IT SERVICES y y y y y y Custom Application Development Application Management Migration &Re-engineering System Integration Testing Performance Engineering

INFRASTRUCTURE SERVICES

ENTERPRISE SOULUTIONS

CONSULTING BUSINESS PROCESS OUTSOURCING

y IT Service Desk y Data Center Management Services y End-User Computing Services y Application Management Services y Converged Network Services y Managed Security Services y Enterprise System Management y Supply Chain Management y Master Data Management y Customer Relationship Management y RFID y Call Management y Oracle y SAP y Microsoft yConsultation with client to devise a best-in-class solution y Finance &Accounting y Human Capital Management y Supply Chain Management y High Tech BPO yHRO Platform BPO Solutions yF&A Platform BPO Solutions yProcurement Platform BPO Solutions yAnalytics Platform BPO Solutions yStrategic Offerings yTactical Offerings yOperational Offerings: yNew Product Development (NPD) Solutions: yPlant Solutions and Services yProduct Lifecycle Management (PLM) Solutions yGeospatial Technology Solutions yIT-as-a-Service

PLATFORM BPO SOLUTIONS

BUSINESS INTELLIGENCE &PERFORMANCE MANAGEMENT

ENGINEERING AND INDUSTRIAL SERVICES

SMALL AND MEDIUM BUSINESS-SMB

KM yTCS Code Generator Framework yTCS Data Cleansing Framework yTCS MasketeerΠ.CONNECTED MARKETING SOLUTIONS y Interactive Marketing Solution y Enterprise Marketing Management (EMM) Solution y Advanced Marketing Analytics Solution Software TCS BANCS TCS TECHNOLOGY PRODUCTS TCS KNOWLEDGE PRODUCTS ySupportCentral yTCS Digital Certification Services yTCS SmartTest Manager: yTCS Experience-based Knowledge Management .

It has the depth and breadth of experience and expertise that is required to achieve business goals and succeed amidst the fiercest competition. Some of the industries it serves are yBanking & Financial Services yEnergy .yTCS Call Management Solution TCS ENGINEERING PRODUCTS yTCS Direct Metal Deposition CAM yTCS Stand Alone Post Processor yTCS SmartBox yTCS Sevak yTCS Rapid Sigma yTCS Teamcenter for Medical Devices yTCS Enterprise Integration and Control Environment yTCS Teamcenter for Softlines. Hardlines and Footwear .Resources and Utilities yGovernment yLife Sciences and Healthcare yHigh Tech yInsurance yManufacturing yMedia & Information Services yRetail and Consumer Products .Retail OTHER PRODUCTS yMed Mantra yTata Accounts Receivable and Billing System (TARABS) yTCS Clin-e2e yTCS Silicone Ambulatory ECG Device and Solution yTCS Enterprise Integration and Control Environment Solution/ Energy and Utilities yTCS Bio-informatics Solution yVERICUT INDUSTRIES SERVED There are various industries that TCS serve.

These ISUs consists of the different projects which belong to same industry.yTelecom yTravel. By following this ISU model. . develop and deliver the best in class solutions that allow business to meet their stakeholders' diverse interests. Each ISU maintains a dedicated solution team to focus on the unique nature of challenges confronting various industries. This pool of applications expertise forms the cornerstone of its services. Having considerable experience across a number of complex projects around the world.Transportation & Hospitality INDUSTRIAL SOLUTION UNITS(ISU) In TCS. reporting. the specialists are able to conceptualize. each industry is treated as an independent unit which is known as Industrial Solution Unit(ISU). administration and management becomes easy . allowing TCS to translate industrial problems into informed recommendations and optimum solutions.

there is a separate organization structure although the model followed is same yBFS yEnergy . The definition of Government ISU covers the following areas: . transparently managing and reporting on public expenditure.For each ISU. and improving the effectiveness of interactions within various government entities. The Government Industry Solution Unit at TCS recognizes the role technology plays in enabling these goals and works with governments worldwide to develop and deploy sustainable solutions that help them achieve their goals in a quick.Resources and Utilities yGovernment yHi-Tech yInsurance yLife Sciences and Healthcare yManufacturing yMedia & Information Services yRetail and Distribution yTelecom yTravel.Transportation & Hospitality As a part of my summer internship program I was a part of Government ISU ABOUT GOVERNMENT ISU Governments across the world are focusing their energies on improving the delivery of their services to citizens. cost effective manner.

As per the services line. delivery. sales. TCS has been ranked as Number three in Consulting and Number six in Product Support in the top 10 Services Providers in the Government Sector in Asia Pacific. account management. has ranked TCS as Number One in the top five IT services Providers in the Government Sector in India.yFederal/Central Governments and Ministries yState/Provincial Government and Departments/ Counties yMunicipal/Local Government yPublic Sector Health Services yPublic Sector Education Services yHomeland Security and Police yDefense and Paramilitary Forces yGovernment owned Transportation Agencies yCentral. pre-sales. a leading provider of research and analysis on the global information technology industry. growth and profitability of all new and existing Clients and Prospects in the Government Sector A recent report by Gartner. TCS had 32 per cent market share of the Indian Government market in 2006. the Government ISU is fully responsible for end to end functions which include strategy. VISION . State and Defense Public Sector Undertakings For India.

OFFERINGS OF GOVERNEMNT ISU Ready.Use Framework DigitalGov© Tax Admin .to.

TCS¶ Citizen Service Transformation Using MCA21 Information and Communication Technology Solution Citizen Portal TCS¶ Citizen Services Portal Solution Consulting Management Consulting Organisational restructuring Business process re-engineering Institutional strengthening and capacity building Citizen-centric service delivery Technology Consulting e-Governance strategy and roadmaps Information systems and technology planning Services Business Services IT strategy formulation IT architecture and Planning IT process review and Planning Application design and development Prime Architect Strategy formulation IT blueprint IT architecture Advisory Services Organisational restructuring Business process re-engineering Marketing strategy and planning Implementation of Human Resource Development roadmaps. and information systems and .

technology planning Application maintenance and support Leveraging IT for egovernance Portal development Institutional development strategy study Feasibility study Sectoral or Domain Expertise TCS has executed projects in the following government sectors: Agriculture Education Environment Forestry Industry Municipal Bodies Rural Development Taxation / Audit Tourism Water Supply &Sanitation Defence Cooperatives Energy Food and Civil Supplies Health Law and order/Home Planning / Infrastructure Social Welfare Urban Development Tribal Development Housing Transport Institutional Strengthening HR DEPARTMENT As a part of HR department of Government ISU in TCS. I came across various functions that are performed by the HR team: .

.TALENT MANAGEMENT ASSOCIATE ENGAGEMENT LEARNING AND DEVELOPMENT COMPETENCY MANAGEMENT TALENT ACQUISITON COMPETENCY MANAGEMENT DEFINING COMPETENCY The term competency refers to any characteristics of an individual performer that lead to acceptable or outstanding performance.

Clearly. Competencies are the domain of individuals. WHY COMPETENCIES ARE IMPORTANT TO ORGANIZATIONS Research suggests that some individuals may be 20 times more productive than others. yLEVEL OF MOTIVATION y PERSONALITY TRAITS yAWARENESS OF BODIES OF KNOWLEDGE. thus. yOR Just about anything else that can assist in producing results.Competencies may include yTECHNICAL SKILLS. it is important to remember that analysis of successful performers is one of the best ways to isolate and identify qualities that make some people more successful than others. any CEO would welcome as many of these individuals into an organization as could be mass .

not the work they do.´ It might go further and indicate that ³the janitor is willing to take initiative. travel vouchers. competencies are the ³glue´ that holds talent management programs together. all HR efforts should be based on job descriptions. It might further indicate that job incumbents should ³know how to operate floor polishing machines. a job description for a janitor might indicate that a successful applicant would possess a high school diploma. not on the unique characteristics of people who are successful doing the work. job descriptions often fail to address measurable results. job descriptions focus on the work. Competencies are part of people. travel vouchers. counter personnel.´ But of course. they are different from job analysis (a process) and its traditional output (a job description). Theoretically. consider the job description of an executive assistant. which typically have a brief list of knowledge. This has been overlooked or poorly identified in most traditional job descriptions. they are about people. but it will move people in the right direction. select. and promote the most successful people. retaining. and people at various levels of supervision and management. how critical typing is to overall job success. ABC Corporation manages a chain of fast food restaurants. they may change quickly as organizations recognize work assignments or change how the work is done. In that respect. In this regard. Competencies focus on the characteristics of people who are successful performing the work. or other documents are actually produced. Now when hiring. and abilities that may not be specific to the job and may only cover technical skills. A typical work activity on a job description might read. Competencies do better in pinpointing the unique characteristics of people that lead to success. Competencies are more enduring than job tasks. use a broom and a mop. Several years ago. develop. to find direction in attracting.produced. Staff who . what competencies can we assume are present in a high school graduate and how many are really necessary to do this job? Organizations that understand the characteristics of those who get the best results develop a competitive advantage. and what measures are used to determine success in that activity. competencies are an important tool. reports. developing. skills. Matching individual competencies with job competency models puts individuals in positions where they can contribute most. how much of the work involves typing. Competency learning cannot promise a 20-fold increase in productivity. For example.´ But that description of an activity does not indicate how many letters. and positioning the best. reports. ³types letters. much like a compass. ABC developed competency models for all positions in the restaurant. reward. COMPETENCIES IN ORGANIZATIONS Competencies are not about duties. these requirements provide little information about what is really needed to perform this job successfully. and since job descriptions are based on activities or duties. As an example. most productive and promotable people. Unfortunately. such as cooks. and other documents. For instance. Hence. they use the competency models to guide their behavioral interviews. Competency gaps identified during the hiring process help to determine appropriate individual development plans. As a simple example. They are better positioned to recruit. As a result.

XYZ has identified core competencies and values that are key to its growth strategy and are required of all associates. communication. and customer focus. higher-paying positions. organizations can excel at innovation. or speedy delivery of services. efficiency and low cost. These organizational capabilities must be supported by the right collective mix of competencies. For example. Competencies support organizational capabilities.are motivated to move up in their jobs work to develop competencies required by more advanced. For example. Strategic objectives imply that some competencies will be needed more than others to achieve results. reliability. Successful organizations possess capabilities that differentiate them from the competition and help them achieve strategic objectives. . XYZ Corporation manages homes for senior citizens. These include compassion. Organizational leaders can operationalize strategy by clarifying what competencies are needed to achieve future strategic objectives.

Manager Assessments Manager assessments are evaluations of a manager¶s direct reports.COMMON TYPES OF ASSESSMENTS In any organization. These 360-degree assessments have become a well-accepted. the results are useful for creating targeted individual development plans and for selecting current or future work assignments. a 360-degree assessment collects data in a full circle around an individual. subordinates. The competencies included in the assessment come from a relevant competency model (for current job or future jobs of interest). Using competencies as measured by behavioral indicators or work outputs with quality requirements. and certifications. The assessment may be based on a general (for example. An advantage of this approach is that it is fast and does not require much data gathering or number crunching. assessment centers. self-assessments are useful because they can give individuals clues about their areas of strength or weakness. peers. widely used measure of competencies in part because of the inherent attractiveness of comparing different perspectives to one¶s self-rating. A disadvantage. An average score is then calculated for each group. like the self-assessment. an individual may have the option of choosing one or several assessments of greatest pertinence to his or her career interests from a large library of assessments. Some 360-degree reports provide scores for each respondent group. other people²such as an immediate supervisor. A disadvantage is that the results may not be all that accurate because the data reflect only the viewpoint of one person. Once the manager completes the assessment of the individual. . At the same time. and possibly internal customers. such as skill tests. If an organization has completed jobspecific competency models. assessment cycle of a certain competency may comprise of any or all of the below six types of assessments . external customers. A tool for reflection. behavioral anchors. Note that each has its own special strengths and weaknesses. an advantage of this approach is that it is fast (it can usually be completed within 30 minutes) and with supporting technology can be done with little or no administrative effort. or work outputs. and some combine all the respondent groups into one rating to compare to self-ratings. Depending on the types of competencies being assessed. is that the results represent only one of many possible perspectives. full-circle assessment. individuals are asked to rate themselves. and suppliers²are also invited to rate the individual¶s competencies. a 360-degree assessment is simpler to develop than some of the other ways of measuring competencies. Like a competency self-assessment. this can be a significant limitation 360-Degree Assessments Sometimes called a multi-rater. leadership) or job-specific competency model. Self-Assessments A self-assessment allows individuals to evaluate themselves against a competency list with behavioral indicators. Although not easy to administer.

One possible disadvantage of a 360-degree assessment is that it is subject to a variety of rater errors (for example. Assessment centers can provide highly valid and repeatable ratings that can be consistently applied when comparing different employees. and (3) the person you really are.An important assumption of the 360-degree assessment is that greater objectivity can be gained when an individual¶s self-rating is compared to the average of others. However. (Sometimes the raters have performed the job. a job study is conducted to identify what individual performers do and the results they achieve. other people²typically an immediate supervisor and several subordinates only²are invited to rate the individual¶s competencies. It can also provide information from more than a single source. A further advantage of a 360-degree assessment is that it can reveal blind spots (the classic example is the supervisor who incorrectly believes his direct reports appreciate his management style) or suggest areas for improvement. or work outputs with quality requirements. Assessment Centers An assessment center provides an environment in which simulation of the work is performed. A disadvantage is that important perspectives may be left out. Using competencies as measured by behavioral indicators. Assessment centers have been frequently used to measure teamwork and leadership skills. When making selections of executives. It may also suggest strengths that can be advantageously leveraged for oneself and others. every person is really three people: (1) the person you think you are. Next. . an individual may communicate well with peers but not with his or her boss). According to Max DePree in Leadership Is an Art (2004). assessment centers can be expensive to develop. One advantage of carefully designed assessment centers is that these centers can quickly and realistically simulate work environments in one or more critical areas without the risks that the work might be performed incorrectly in the regular work environment. First. behavioral anchors. individuals are asked to rate themselves. raters are selected and trained to evaluate others. assessment centers are often useful. At the same time. and the use of observers can be time consuming and costly.´ This can lead to profound conclusions and possibly motivate people to narrow performance or development gaps. (2) the person others think you are.) The raters observe the worker perform the simulation(s) and then provide ratings based on the observed behaviors or the work outputs produced as measured against the previously identified requirements. By comparing selfratings to ratings by others. ³halo effect´ or ³horn effect´ in which one good or bad deed can exert excessive influence on an assessor). Another possible disadvantage is that not all raters are equally capable of rating people on behaviors linked to competencies because some raters (such as customers) have infrequent or highly focused contact with workers and may not observe the full range of behaviors that the individual performs. Some organizations prefer the 180-degree assessment over the 360-degree assessment because it takes less time and less administrative effort. 180-Degree Assessments A 180-degree assessment collects data in a half-circle around an individual. revealing different realities (for example. individuals can discover the mysterious ³person others think they are´ and compare that to the ³person they think they are. or when assessing the development needs of executives.

and employees generally see it as fair and constructive. the observer watches and evaluates the performance using a pre-developed rating sheet. If employees are successful. identify different components used in a process. If employees are not successful. When the learner is ready to be assessed. Other certifications are conducted by evaluators outside the organization. Requiring learners to understand certain terminology. However. know safety requirements. The first step in the process is to define desired learning outcomes. It can easily be tailored to the specifics of the organization. the supervisor or SME must be given the proper verification tools. they receive positive feedback and the observer signs off on the certification.or 180-degree ratings. but in either case. organizations are asking supervisors or subject matter experts (SMEs) to verify (or certify) the competencies of employees. The observer may be required to ask a set of critical questions but may have the leeway to selectively verify other outcomes. and the approach is likely more practical when a large number of employees are required to demonstrate the same competencies . or understand reporting requirements are all examples. This approach can provide valid and reliable evaluations. they receive positive but corrective feedback and follow-up actions are prescribed.Certifications Increasingly. more upfront work is required than for 360.

For every competency. For eg: Competency tree for competency ³IBM Platform Architecture´ would have JOBTRAC and Ascential Datastage as leaf competency and IBM Information server and IBM Platform Architecture as parent/derived /meta competency.The terminology followed is as below: yLeaf level Competency: The competency that is at a lower level to a meta competency in hierarchy tree.COMPETENCY MODEL @TCS The competency model at TCS is hierarchical in nature where competencies have parent-child relationship among themselves. yMeta Competency : The competency that is at the highest level in the hierarchy . yDerived Competency: The competency that is at a higher level to leaf level competency. The competency at higher level is called parent competency. . Competencies are defined at multiple levels. there is a competency tree defined. yParent Competency: The competency that is at a level higher to a certain competency has a parent child relationship with it. The competency tree comprises of competencies defined at various levels. To acquire this competency other competencies in this hierarchy should have been achieved.

With the help of iCALMS. for Cognos Planning. Cognos Reporting and Cognos Data manager are peer . employees can view at what level a particular competency is placed with respect to the parent child relationship.In the snapshot above. Other terminologies that are used in TCS in regards to competency : yPeer Competencies A peer competency is a competency that belongs to the same leaf/parent group. yConjugate Competencies A conjugate competency is a competency that belongs to a different leaf/parent group.

Held Competency: The Held competency is the current competency of an associate based upon the skills he possess at the time of assessment of his competncy. 2. Required Competency: The Required competency is the one that an associate is required to achieve in a certain period of time. COMPETENCIES @ TCS In TCS. Cognos is a conjugate competency. It is assigned by his supervisor.competencies while for Microsoft Database and BI competency. . there are four types of competencies that can be assigned to an associate: yTechnology yDomain yProcess yBehavioral There are 5 proficiency levels of technical competencies in TCS: E0: The associate is trained in the technology E1: The associate has an experience of 6 months to 2 years E2: The associate is designer in technology E3: The associate is a technical architect E4: The associate is a solution architect 1.

3. A set of competencies has been defined for each role to make it easy for the associate to meet the expectation of his role. for the competency development process . yAssigning Competency After getting the role. supervisor tags competencies( required competency) to associates and associates are required to acquire those competencies within a time frame. Assessment In TCS. Aspirational Competency: The aspirational competency is the one that an associate himself assigns to him. This competency helps associates to acquire a new role based on his aspirations. It helps employees view their learning and competency development needs and the progress achieved against the same. Assignment yAssigning Role There are various roles in a project that can be assigned to an associate. iCALMS is used for the competency management process. The competency development process consists of two phases: 1. Hence. COMPETENCY DEVELOPMENT PROCESS @TCS In TCS. Each role has a set of expected responsibilities and activities. If an associate reaches certain level of competency for a new role. iCALMS is the integrated Competency and Learning management system at TCS. 2. he might get an opportunity to be assigned to his aspirational role. the assessment phase consists of 4 sequential stages: ySelf assessment yCompletion Of LO ySupervisor/Management Assessment ySME Assessment . assigning the role becomes the preliminary stage.

the employee provides details like project experience. assets created etc and submits his self assessment. . trainings conducted/attended.ySelf Assessment In Self assessment stage.

Employees can complete the web based trainings and can also register for the instructor led training.yCompletion Of LO After self assessment. . employees are required to complete all trainings prescribed in LO(learning object) for acquiring the competency they have started the assessment for.

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the supervisor is required to assess and validate the details submitted by the employee. .ySupervisor/Management Assessment Once the LO assessment is completed.

a subject matter expert(SME) is required to assess the process and also complete the process. .ySME Assessment After Manager's assessment.

COMPETENCY ASSESSMENT COMPLETED .

USING ASSESSMENT INFORMATION Regardless of how an individual is assessed. and it may even produce a list of specific behavioral indicators tied to the competencies for individuals to develop or strengths for individuals to leverage. a competency assessment should result in a followup (typically a development plan). The assessment report should indicate competency scores. It is important that the list be .

Supervisor assigns a competency to the associate and associate is required to acquire that level of proficiency. In TCS. internal and external certification. Learning objects are a combination of internal and external Instructor Led Trainings. Employees can use iCALMS to attain/enhance competency by undergoing required training using various learning objects. A Learning Object is a road map to address the learning requirements of a competency at a certain level of proficiency. individuals and their supervisors can collaborate to create an appropriate individual development plan. Online and Offline Tests and Assessments. To acquire that level. PROBLEMS FACED TO FOLLOW A COMPETENCY MODEL Learning and performance professionals typically face two common situations: . The development plan is available before the assessment of the competency. E-learning. there exists learning objects that consist of courses/certifications/curriculum to be completed. These learning objects are somewhat similar to the development plan that must follow the assessment. Web Based Trainings. Once development priorities are agreed upon.prioritized because individuals rarely have time to work on developing more than two or three competencies at one time. a different approach is followed. Sophisticated competency models that have different weights for more important competencies and different desired levels of competency performance depending on job requirements can lead to a list of prioritized development needs included with the assessment report.

learning and performance professionals should prepare all training content in a similar format so that it may be compared. In the first situation. and other planned learning experiences. may be better to build competencies and elicit the desired behaviors. or (2) they must relate their existing slate of online and onsite courses. Finally. In the second situation. Next. many other approaches may be used. They can. Many learning and performance professionals may have to do both. . apart from training. learning and performance professionals will find that linking competencies and their behaviors to the resources needed to build those competencies and elicit those behaviors is not an exact science. They should not assume that traditional classroom training is always the best or the only way to build competencies. to a competency model. be successful if they take steps to ensure that learning resources are linked to the behavioral indicators of the competency model for each targeted group.(1) they are handed a competency model developed by someone else and asked to use it to develop training resources. Then they should relate training content to behaviors. they should decide whether training content should be changed to align better with the competency model or whether other approaches. however. they should relate the behaviors elicited by the existing training course to the behavioral indicators of the competency model applicable to the targeted group.

the competency model is customized as per the varying project requirements. There are multiple competencies defined in iCALMS for the same technology. The major issues faced by the project supervisors in assigning the competency icludes: yAll the competencies are not available in iCALMS and hence it becomes difficult to search for a particular competency. For example: For the competencies IBM 2004 and IBM 2005. HR executives help them in making such decisions by having discussions with them and helping them to find the right competency. The clear demarcation between competencies doesn't exist in iCALMS so as to differentiate competencies on the basis of role . This poses some problems for supervisor in a project to choose the correct competency. E1 etc) to differentiate between the roles. HR executives might suggest the supervisor to assign the IBM 2004 competency for the employees in the project and to assign proficiency level(E0.COMPETENCY MODEL CUSTOMIZED@ GOVT ISU In government ISU. At government ISU. yCompetencies defined in iCALMS are not in strict adherence with the role.

. yHaving discussions with supervisors to help them in deciding the competencies and narrowing down their search in iCALMS. some initiatives have been taken: yA template has been developed which groups competencies on the basis of role.To ensure competency compliance across various projects in ISU. This helps supervisors to choose a competency based on the role of employee.

yThere are no Learning objects defined for certain competencies and this is a major roadblock for competency compliance. There are many employees which are found to be non compliant for competency development process inspite of various initiatives taken by the competency development team. In April generally. These trainings are scheduled from time to time to make it possible for employees to acquire certain competency. HR team needs to find out various reasons for the non complaince For various learning objects. employees need to be re-allocated irrespective of the fact whether they are in the same project or not. yThere are some roles for which competency is not defined Assessment yCertain trainings(like TSL) are required for completing LO for completion of competncy assessment and this results in non compliance. HR sends weekly dashboards indicating the no of people who are found compliant with competency development process to HR head. Employees appears to be unallocated and hence are also tagged as non complaint with the process. The discrepancy is due to resignations. Any delay in the process wipes out the competency from the iCALMS and hence results in non complaince inspite of being compaint. trainings are defined for a competency. . RCMG and HROs. There are various reasons for non compliance: Major Roadblocks in different phases: Assignment yEvery 6 months. yManagers generally treat competency management process as secondary and hence assessments remain pending awaiting managers approval. new joinees and trainees.NON COMPLAINCE ISSUES Corporate Data On weekly basis. this data shows major deviations from previous week records.

and select the relevant competencies for each associate. to ascertain the state of Competency Assessment. customized for each account. Some steps we have undertaken to ensure the smooth assignment of competencies include: yEducating supervisors to assign proficiency level considering the associate¶s experience & knowledge requirement for that competency yManageable number of competencies defined for an associate yIncluding preferred path for completing a competency. . Hence the supervisors just need to go through that list. for choosing the relevant competencies and their level. In this hour the L&D team pulls out the account-wise reports for each individual in that account. in the template yInformation about absence of certain Learning Objects for different competencies Involvement of PMOs & HROs in the process for better turn-around response time yIncreasing the competency assessment coverage Time slot is identified for each target account. Such a template would have the associate names listed against the competencies common to that account.COMPETENCY DEVELOPMENT INITIATIVES yIncreasing the Role & Competency Assignment coverage Competency Assignment Template. for each associate. and the same is communicated to the respective accounts. and identify the reasons for the noncompliance.