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There are two basic levels of competencies: technical and behavioural. The
first level, Technical Competencies are predominately about acquired
knowledge and technical abilities and skills. These competencies are often
easier to see, train for and develop. Examples of technical competencies
include knowledge of applicable legislation and case law, knowledge of
valuation methodology.
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2. appraisal
3. Systems
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6. Communications Skills
8. Customer Focus
9. Professional Conduct
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: The things a person consistently thinks about or wants that
cause action. Motives ³drive, direct, and select´ behavior toward certain
actions or goals and away from others.cE.g. achievement-motivated people
consistently set challenging goals for themselves and use feedback to do
better.c
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Competencies which are considered essential for all employees, regardless
of their function or level. - Communication, teamwork, result oriented,
interpersonal.
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Competency mapping is a process through which one assesses and
determines one¶s strengths as an individual worker and in some cases, as
part of an organization. It generally examines two areas: emotional
intelligence or emotional quotient (EQ), and strengths of the individual 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. They may also use competency mapping to analyze the
combination of strengths in different workers to produce the most effective
teams and the highest quality work.
Competencies are derived from specific job families within the organization
and are often grouped around categories, such as strategy, relationships,
innovation, leadership, risk-taking, decision-making, emotional intelligence,
etc.
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steps:
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´ ± Behavioural Event Interview (BEI)
basically intends to find out what people really do instead of hearing the
stories about what they wanted to do or what they propose to do. In other
words BEI finds out the knowledge, skill, motives, traits, and self-concept
from their behavioural actions, which are verifiable, rather than through
abstract explanations. The BEI method includes Thematic apperception
Test (TaT) probes, which yield data about the interviewees¶ personality and
cognitive style like what they think about, feel and want to accomplish in
dealing with the situation. This enables interviewers to measure
competencies such as achievement motivation or logical ways of thinking
and solving problems.
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´ ± In the survey method, the HR department or the
consultants based on their understanding of the job roles will prepare a
questionnaire containing various competencies. The questionnaires will be
then distributed to the role holders, their supervisors and any other persons
(like HR professionals and consultants) who are thoroughly knowledgeable
about the concerned job roles. The information collected through the
questionnaire is then analyzed using descriptive statistical tools to
determine the core competencies required for successful performance of
the said job.
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Which are associated with superior and average performers.
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In this step, your agency¶s Human Resources Manager and other key HR
staff will become familiar with the Competency Model and the
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Interact with others in a way that gives them confidence in one¶s motives and
representations and those of the organization. Is seen as direct and truthful;
keeps confidences, promises, and commitments.
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Builds constructive working relationships with clients/customers, other work
units, community organizations and others to meet mutual goals and
objectives. Behaves professionally and supportively when working with
individuals from a variety of ethnic, social and educational backgrounds.
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Makes customers/clients and their needs a primary focus of one¶s actions;
shows interest in and understanding of the needs and expectations of
internal and external customers (including direct reports); gains customer
trust and respect; meets or exceeds customer expectations
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Helps plan and supports the development of individuals¶ skills and abilities
so that they can fulfill current of future job/role responsibilities more
effectively.
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Monitors the work of direct reports to insure quality standards and
thoroughness; considers the knowledge, experience, and skill of staff
members when determining extent of review.
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Takes action without being asked or required to; achieves goals beyond job
requirements; being proactive; taking prompt action to accomplish
objectives.
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Uses creativity and imagination to develop new insights into situations and
applies new solutions to problems. Comes up with new and unique ideas.
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Shows ability to plan, schedule, direct work of self and others; balances task
requirements and individual abilities; organizes materials to accomplish
tasks; sets challenging yet achievable goals for self and others.c
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Seeks opportunities and calculates risks to accomplish results that can lead
to substantial benefit knowing the real possibility of significant negative
consequences.
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Being aware of conditions and circumstances that affect one¶s own safety or
the safety of direct reports.
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Sets high standards and well-defined, realistic goals for one¶s self; displays a
high level of effort and commitment towards completing assignments in a
timely manner; works with minimal supervisor; is motivated to achieve.
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In this step, you¶ll validate the list of competencies and rankings obtained
in your focus group meetings.
In this step, the results obtained from two sets of focus group meetings are
reconciled .
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In this step, the competencies for the targeted job/s with the leadership
team get reviewed and get final approval.
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S.
Companies
NO.
1. TCS
2. Infosys
3. Wipro
4. HP
5. IBM
6. Satyam
7. HCL
8. Patni
9. Polaris
10. Cisco
"If an individual is able to discuss the above with his manager, it will
help him to chalk out his growth perspectives in the company," states
D'Silva.
Zensar has a behavioural competency
model which is based on various job roles
in the organisation. D'Silva describes the
process of implementation:
ñ Development
ñ Testing
ñ Customization
ñ Documentation
ñ Interoperability
ñ Localization
ñ Geo customization
ñ Support
ñ Proof of concept
ñ Process management
ñ Process consultancy
The benefits for our customers from our UC practice would be:
ñ Increased productivity
ñ Reduced costs
ñ Increased control
ñ Optimized enterprise TCO leading to increase in sales
Tools available
The tools and products available with the UC practice are:
Wipro Infotech Consulting practice gives you the full benefit of:
What is E-government?
Like all organizations, Wipro Infotech also has a career path framework
which tells the transition of an employee from one level to another, after
serving the organization for particular time period and project tenure. The
five levels also known as µBands¶ at Wipro Infotech is identified as a1 ±
a3, B1, B2, C1, C2 and the highest level which succeeds C2. This
framework is a applicable to all the consulting divisions under Wipro
Infotech including E-Governance Consulting Practice.
The diagrammatic representation of the career path is shown as below:
The five Bands also give us the designation basket for its employees
which are as under:
When Wipro Infotech inducts new employees the primary basis for doing
the same is the years of experience a prospective employee holds in the
field of consulting and the total number of years of experience. apart from
experience, the qualifications of a prospective employee are also taken
into consideration i.e. the university he/she has obtained the degree from.
accordingly the new employee is put in band levels and only after staying
in that particular band for a pre-decided tenure in the role, he/she is
promoted further up the hierarchy.
The span of the study instead of being limited to one particular band of the
E-Governance Consulting Practice, [leaving the
Programmers/Developers]; is spread over all the other 4 bands i.e. B1,
B2, C1, C2. Since E-Governance Consulting Practice is a relatively new
Practice, and is picking up on its demands; the study on finding
competencies relevant to it will bring about dynamism in tuning the
Practice to such levels, that always it will yield to high performance and
the Practice will be able to gain more in being the most sought after.
U Probable competencies that are identified from the last stage, is now
reviewed to check for any internal consistency, validity versus other
jobs, exhaustiveness of competencies to fulfill the job objectives and
purposes
U The competencies are now finalized for each job role
U It is agreed with the management teams
Stage 2: Construct competency definitions
U Each of the competencies are now defined in the context of the role
profile
Thus the benchmark competencies have been determined. Now the next
task is to identify the competencies and mapping them, such that it is
compared against the benchmarks. This is done by following the
Repertory Grid Technique.
Stage 3: Validation
List down the competencies for each band differentiating by years of experience
U The primary limitation of the study being, that all the employees
existing in various bands are scattered all over India, where their
client bases lie; largely at Gurgaon/Noida. This indirectly means that
many of the Consulting Practice employees don¶t have an access to
their Wipro Infotech Company ID and may take longer to respond.
Neither can they be administered with better methods of
Competency Mapping like BEI, Critical Incident Technique, Focus
Group Discussion, since even a phone interview is remotely
impossible or may take considerable amount of time to actualize.
U The lowest band a1-a3 are not to be administered with the
questionnaire since they act as Programmers/Developers for all the
Consulting Practices of Wipro Infotech , and do not pertain to one
particular Practice like the E-Governance Consulting.
U By in large the awareness of what is Competency Mapping and why
it needs to be done in an organization, as well as what benefits will it
bring to an individual or group of people and in turn the organization;
is low
U The above stated reason also is validated by the reluctance of
employees to identify high performers and low performers as asked
in the Repertory Grid Technique.
U The employees were asked to identify 3 High Performers and 3 Low
Performers from their job role, correspondingly the underlying
behaviour. However to be on the safe side the employees have
identified either their immediate
bosses/superiors/subordinates/people who've left the Practice and
who are not in their job roles.
U No Gap analysis can be done, as Repertory Grid Technique has
been followed. Gap analysis is more proficiently done when an
individual is interviewed and his/her competencies are compared to
the benchmarks
U Thus individual development followed after Gap analysis cannot be
implemented.
Their main Competency lies in the kind of expertise they hold for c
as well as Ú c " , and the diverse
projects undertaken by them exhibit the same. Throughout the study it has
been found that each level at different Bands, there is a demand of a high
level of Domain Knowledge and from Band B2 onwards a great echelon of
Client Interaction/Orientation. apart from these some other Competencies
that echoed throughout were analytical skills, Presentation Skills, and
Communication Skills. There is a continual need felt for improving upon
their expertise and developing, as well as fine tuning themselves as per the
market requirements of the clients. This never-ending process results to the
various activities Wipro Infotech engages in for team building purpose,
which indeed plays a vital role for the individual competencies to emerge
into an amalgamation of a strong team. To name a few of the activities they
have: birthday bashes for each employee of the various Bands [either as a
celebration or sending e-mails to them at client bases]; quarterly
celebrations; an employees¶ 5 year completion at Wipro; yearly consulting
celebrations; internal discussions whereby good work is appreciated;
monthly reports by the Head, Consulting division whereby the High
Performers¶ names¶ are mentioned.