COLLEGE OF IT AND MANAGEMENT

EDUCATION
Plot No. 4, Sector–A, Zone–B, Mancheswar
Industrial Estate,
Bhubaneswar -751010

A Presentation On : COMPARTIVE ANALYSIS OF COMPETENCY MAPPING

ON
IT COMPANIES

INTERNAL GUIDE : PRESENTED BY :

MRS. BANDANA SARANGI SIPRASIT PRADHAN
FACULTY IN HR, MBA HR SPECIALIZATION
2NDYEAR, MBA
1906107061
 CONTENTS

• Introduction
• Objectives
• Research Methodology
• Limitation
• Company Profile
• Findings
• Conclusion
 INTRODUCTION
Competency mapping is important and is an essential. Every well managed firm should have
well defined roles and list of competencies required to perform each role effectively. Such list
should be used for recruitment, performance management, promotions, placement and
training needs identification. In performing or carrying out work, it is essential that the
required job skills first be articulated. Generally speaking competency mapping examines
emotional intelligence and strengths of the individuals in areas like team structure, leadership
and decision making. Large organizations frequently employ some form of competency
mapping to understand how to most effectively employ the competencies of strengths of
workers. This information not only helps to identify individuals who have the matching skills
for doing the work but also the skills that will enhance the successful performance of the
work.
The intent of this paper is to trace the concept of competency mapping and comparative
analysis of competency practices at selected companies.
 OBJECTIVES

• To know the importance of competency mapping

• To make a comparative analysis of competency mapping

strategies followed in 5 software companies
 RESEARCH METHODOLOGY

Sources of data collection: Secondary data has been collected from company websites, companies’
web page and scholarly articles for comparison purpose.

Statistical tool: Descriptive statistics has been used to study and identify the strategies adopted in
the companies.

Sample size: 5 companies.

Research Problem: Employees are the backbone of any organization. A human brain is one of the
most important elements of any company. Matching the qualification, skills and experience with
the correct job is the need of the hour , therefore the need was felt to make a comparative analysis
of the policies that are adopted in these software solution companies whose main asset is their
employees.
 COMPANIES PROFILE
1.Infosys Limited, is an Indian multinational corporation that provides business consulting, information technology
and outsourcing services. The company is headquartered in Bangalore, Karnataka, India. 

2.Deloitte Touché Tohmatsu, commonly referred to as Deloitte, is a multinational professional services network.
Deloitte is one of the Big Four accounting organizations and the largest professional services network in the world
by revenue and number of professionals, with headquarters in London, United Kingdom.

3.Tata Consultancy Services Limited is an Indian multinational information technology services and consulting
company headquartered in Mumbai, Maharashtra, India. It is a subsidiary of the Tata Group and operates in 149
locations across 46 countries. TCS is the largest Indian company by market capitalisation.

4.IBM is a global technology and innovation company that stands for progress. It operated in more 170 countries,
IBM’ers around the world invent and integrate hardware, software and services to help forward-thinking
enterprises, institutions and people everywhere succeed in building a smarter planet.

5.Wipro Limited is an Indian multinational corporation that provides information technology, consulting and
business process services. It is headquartered in Bangalore, Karnataka, India. In 2013, Wipro separated its non-IT
businesses and formed the privately owned Wipro Enterprises
 DATA ANALYSIS

Generally there are two things which determine how successful a Competency Mapping system is
place in an organization.
• The content/design of the competency mapping form
• The manner in which competency mapping is conducted
While organizations lay great emphasis on the content/design part, spending much of time, money
and energy on designing most suitable, objective, comprehensive formats, it comes to a naught if
the appraising process is not conducted properly. Effectiveness of the competency mapping system
depends on how seriously it is perceived, importance given to it by both the subordinate and
reporting officer, and the impact it is going to have on possible rewards and punishments.
 FINDINGS
INFOSYS : With the new performance linked model, company has embarked on a massive exercise to chart
out a role-based framework for the company to work in. The idea is to clearly define roles and the
competencies they require and make it easier for each employee to understand where he stands. This also
clearly maps out the career path or ladder and there is no ambiguity in an employee’s knowing where he
is on the performance matrix.

DELOITTE : The Success Profile created by DDI separates four important and distinct components of
success, resulting in a powerful framework for selection decisions. This separation allows HR to give
personal dispositions and motivations— that are difficult to develop—extra attention when considering
candidates for a role. The competency component defines the specific behaviours and capabilities that
need to be demonstrated proficiently to achieve success. And, with the clear identification of specific
experiences and knowledge vital for success in a growth assignment, development can be individually
targeted.

TCS : TCS uses iCALMS, which is a Competency Management tool which helps to integrate the skills set
required & manpower available at a point of time. It bridges the gap between the existing competency &
expected competency required for the associates. These gaps are then addressed by learning modules
designed to fulfil the needs of the organization.
•IBM: In IBM, a competency was defined as not only knowledge but the ability to apply the
knowledge. Competencies such as trustworthiness, passion for the business and drive to
achieve are inherent in all IBM’ers, and IBM’ers are expected to demonstrate these
competencies in the performance of their jobs. Competency models have evolved in the
area of leadership and are used as a touchstone or reference point for skills but not as the
basis for a job role.

•WIPRO : Wipro took a generic competency model based on the McBer model and then
tailored it by defining and selecting relevant competencies. Then functional dictionaries
relevant for roles like HR, finance, software etc. were developed for specifically assisting
in the framework. All generic positions within Wipro Technologies have been evaluated
based on the role dimensions, accountability, and technical and leadership competencies,
based on the competency framework of Wipro. Each career group is categorized by a
significant change in contribution, decision-making capability and responsibility from
those of the previous group.
 LIMITATIONS

1. The study is confines to only 5 selected companies

2. The data is subject to changes in the future with change in company policies
 CONCLUSION

From the above information’s it can be concluded that competency

mapping is an important part of very organization especially with
software companies and each company has its own strategies but every
strategy is to make to employee even more competent to face the
growing and diversifying challenging in the changing environment which
helps in developing the required leadership skills.
In no two organizations can competency frameworks be the same; it will
vary over time even in one organization. It is not timeless, it is contextual.