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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.


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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 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, tele communications). Technological change alters the

fundamental structure of firms and calls for new organizational approaches and

management skills.

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 jobrequires, 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.


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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).

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 cellcontains 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.

DEVELOPING THE SKILL MATRIX

Step: 1

To view the organization structure and this would give an idea about the

hierarchy and flow of responsibility.


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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 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 superiors ratings using the questionnaire. Then the skill matrix is

obtained after analysis and interpretation.


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CONCEPTUAL FRAMEWORK

Figure 1.1.1

ADVANTAGES OF SKILL MATRIX

The following are advantages of preparing a skill matrix:

y Improves employee selectiony Reduced overtime and turnovery Advanced selection proceduresy Increased employee moraley Identification of training needs of the employeesy Increased productivityy Helps in identifying the strengths, weakness o0f the employees and thereby

helps in the formation of the competency mapping.

y Reengineering of jobs can be done easily.

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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COMPANY PROFILE

1.2 AIDIN CONSULTING GROUP

Aidin Consulting Group is an established recruiting firm offering a solution to the

hiring needs of various Industries, especially IT, ITES & Sales domains. They have a track

record of successfully placing professionals in various levels. They offer direct hire, and

sourcing and screening recruiting solutions. The client has the choice of recruiting solution

that best suits their needs. Their recruiters have a reputation of developing and maintaining

long-term relationships with both clients and candidates. They work together to achieve

current and future recruiting solutions. AIDIN CONSULTING GROUP aligns with the

Human Resource team to deliver the best candidates in the fastest time possible.

Whether you are a client or a candidate, the right hiring or career opportunity requires the

assistance of recruiters who understand the needs . Aidin Consulting Group is not an

employment agency. They are client driven and have a portfolio of clients whom they work

for in the search of suitable candidates. Their focus is to source, recruit, screen, interview

and successfully place candidates today or tomorrow.

For their clients, they work closely with the company; it's Human Resource people and the

hiring managers to understand the culture, environment and skills that are required for a

successful match. At AIDIN CONSULTING GROUP they strive to meet every client and

candidate to truly understand the needs and requirements. Their clients are corporate

companies. AIDIN CONSULTING GROUP only works with clients who offer opportunity

and career growth to candidates.

APPROACH

Aidin understands how important it is to their clients to find the right candidate at

any management level. They know that the success of a search rests on mutual trust,confidence and credibility Their approach is compelling yet refreshingly straight forward,

its foundations lie in the depth of understanding they develop with their clients. In an age

when competitive advantage increasingly comes from people, surprisingly few companies

view their business and recruitment strategies as integral parts of one complete strategy.

That is why Aidin aims to create a combined HR consultancy and recruitment partnership.


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Fundamentally robust, creative and results focussed, their resourcing processes are

developed specifically for each client. The freedom they are given to live and breathe their

clients business generates a unique insight, which when combined with leading search

technology, results in the ideal candidate selection. They employ an experienced team of

researchers who play an prominent role in the process. Their involvement with clients is as

comprehensive, and in their view as important, as a HR consulting company. This frontline

approach is a fundamental ingredient to great search

When they undertake an assignment, you receive their individual and collective

commitment. This participation ensures full responsibility and accountability for results

through each phase of every assignment

MARKET PLACE

They are in the forefront of finding executives and managers for companies facing

new demands as a result of mergers, acquisitions, international expansion, changing factors

in the marketplace, and new entrepreneurial challenges. Their goal is to build a long-term

relationship by investing the necessary time, energy and smart work to become an

increasingly knowledgeable, skillful and persuasive extension of management team in this

changing personnel marketplace.

The key factors in their ability to serve you are knowledge, commitment, responsiveness,

professionalism and overall experience

VISION

To be a company that truly devotes to the needs that meets the challenges and

perfectly fulfil the recruitment needs of its clients.

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.


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1.3 SERVICES

Size alone does not guarantee good service, but they feel that a company managed

by professionals who themselves are active with various industries alone is more able to

understand and respond to the needs of the industry

This means that their recruitment consultants can develop as specialists within their field.

When Job seeker registers a CV or a client registers a Requirement. They are guaranteed to

speak to a personals who understands their needs.

ORGANIZATION HIERARCHY:

CEO

Figure 1.3.1

CEO

Team leader

HR Associates

Administrative head

Facility Maintainer

System Associate

Receptionist

Accountant

Business development

mana er

Managing director

(MD)

Manager

(Centre head)


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CHAPTER 2

REVIEW OF LITERATURE

2.1 REVIEW 1:

2.1.1 JOB SKILLS

Job skills are those skills specific to a job or occupation. An administrative assistant

is skilled in typing, word processing, answering telephones, company correspondence and

filing. An accountant would list accounts receivable, performing accounts payable, payroll,

figuring taxes, using a 10-key adding machine and computer accounting programs. A

salesperson would include customer service, record keeping, order processing, inventory

management, billing and product displays. Job content skills are important to employers for

obvious reasons. These are the specific skills they look for in a candidate to accomplish the

duties of the job.

It is of four categories 1. Working with people, 2. Working with data & information,

3.Working with things, 4. Working with ideas. Though most of us work with all 4

categories at one time or the other, we tend to be attracted to 1 or 2 areas in particular.Successful teachers, customer service rep & salesperson are skilled in working with people.

Financial controller, statistical forecasters are good in working with data & info. Engineers,

mechanics enjoy using their skills to work with things. Inventors, writers use creativity and

idea skills.

2.1.2 SELF-MANAGEMENT SKILLS

Sometimes called "personality traits," these self-management skills you use day-by-

day to get along with others and to survive. They're the skills that make you unique.

Sincerity, reliability, tactfulness, patience, flexibility, timeliness and tolerance are examples

of self-management skills. Employers look for these skills in candidates as evidence of how

they will fit into the organization. How a person will fit in is an important consideration to

employers. These skills are personality & value oriented. They describe ones attitude &


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work ethics which includes creativity, energy enthusiasm, logic, resourcefulness,

productive, competence, persistence, adaptability & self confidence.

2.2 REVIEW 2:

2.2.1 SKILL MATRIX

- As rightly mentioned, it is a way to capture the skills required for a particular job.

- This can be of two types again: 1. Technical Skill Matrix, 2. Behavioral Skill Matrix

- It is a way, where, you can or should identify the Skills required for a particular job, in a

particular department / team.

- Then map the identified skills, with the technical expertise available, categorizing them as

"Experts", "OK", "Basic" etc., or to be more clear and easy to understand and analyses the

data, you may capture the details as per the years of experience, they had in using /

implementing that particular skill.

2.2.2 BENEFITS OF SKILL MATRIX

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

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

recruitment strategies, etc.

2.2.3 DEVELOPING SKILL MATRIX

- As mentioned, through performance appraisals. But, I feel this is not the best way of

capturing the same.

- According to my understanding, (Please correct me if wrong) Skill matrix needs a varied

inputs, it can be prepared

- Through a detailed understanding of the Project profiles that the company undertake

- Discussion or focused group discussions with the Top Management, to understand the

expertise required to perform the project

- Inputs taken from Job Descriptions

- One to one interactions with the employees, and discussions with the HODs, and the PMS

system, can help in identifying the expertise available on a particular skill.


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2.2.4 EXAMPLE OF IMPLEMENTATION OF SKILL MATRIX

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

Recruitment consultancies, and Job Portals.

- If the details given by the Client, is segregated in the form of a matrix, with the skills

required and the experience / expertise, then

- From the Profile, one has again this can easily be identified through the Skill matrix,

which is / should be already developed, from the Candidate CV downloaded.

This is just an easy and live example, of the best implementation and utilization of a Skill

Matrix. Similarly an organization generally develop Skill matrix, One Behavioral, which is

generally the same across the company and Different Technical Skill Matrices, for each of

the department.

2.3 REVIEW 3:

The author says that they have designed a skills matrix to be used for developing

and assessing undergraduate biochemistry and molecular biology laboratory curricula. We

prepared the skills matrix for the Project Kaleidoscope Summer Institute workshop in

Snowbird, Utah (July 2001) to help current and developing undergraduate biochemistry and

molecular biology program designers to determine which laboratory techniques, skills, and

theories to include in a 4-year plan. The skills matrix can be used to evaluate and assess the

types of laboratory skills as well as the level at which they are taught in biochemistry and

molecular biology curricula. The matrix can foster better communication between faculty in

chemistry, biology, math, and physics as they share curricular information. As an example

of utility of the skills matrix, we used it to survey several commonly used biochemistry

laboratory manuals to evaluate the skills covered in each text.

2.4 REVIEW 4:

Some of the curriculum materials reviewed by the NCPQ have documented skills

using a simple matrix configuration or table such as the example below. Others have been

more detailed, and have documented the primary task or competency with supporting

subskills, along with the occupational cluster and academic skill group the task is related to,


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and a description of the task. The following matrix from Introduction to International Trade

(Crummett & Crummett, 1994) illustrates one type of design

Table 2.4.1

Related Academic and Workplace Skills List

Unit 5: International Marketing

Task Skill Subskill Description

Evaluate an

international

marketing

plan

Foundation skills Reading Comprehending written information,

and analyzing and applying what

has been read to a specific task

Writing Communicating a thought or idea

in a written form in a clear,

concise manner

Learning skills Learning to learn Developing the ability to apply

knowledge to other situations.

2.5 REVIEW 5:

2.5.1 POSITION DESCRIPTION TEMPLATE:

2.5.2 KNOWLEDGE, SKILL AND EXPERIENCE REQUIREMENTS

List the knowledge, skills and experience required for the role itself, not those of the specific

employees performing the role. For evaluation & recruitment purposes, you must indicate which

requirements are essential and which are desirable/preferred.


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Table 2.5.2.1

Skills

y Interpersonal Skills(eg. Communication,

negotiation, leadership)

y Leadershipy Team Buildingy Time Managementy Communicationy Planning & Organisingy Process Mappingy Technicaly Analyticaly Results Orientation

Skill requirement (please

tick)

Essential Preferre

d

Computer/Software

(eg. Access, Project,

Adobe,

Illustrator,standard

organisational programs)

y PMS / GMEN, Dovar, EMR, ORS, Novus, CGU-Connect and FSRA based systems

y MS Office Suite Word, PowerPoint, Excel, Access andProject

y Flow / Process Charting, Lotus Notes / Outlook, InternetExplorer

y Data Base Query/Reporting Skills


tick)

Essential Preferre

d

Technical Skills

(eg. Drivers Licence)

y Business Requirement Documentationy Test Plan / Case Developmenty

System / User Acceptance Testingy Project Planning / Managementy Knowledge of SDLC Processy Process Improvement / Mappingy Change/Problem Management processes


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tick)

Essential Preferre

d

...

2.6 REVIEW 6

2.6.1 ATTRIBUTES

Attributes are ranked on a 1-10 scale, with an average human rating a 4-5 in any one

attribute and 10 being human maximum. CORPS uses six basic Attributes: Strength,

Agility, Awareness, Willpower, Health and Power.

2.6.2 SKILLS

Skills are linked to attribute scores via aptitudes (attribute/4) and applied to a

specific area. Certain skill level requires Skill Points equal to square of the desired skill

level minus the square of the related aptitude. Hence character with a high attribute would

have to spend less Skills are further broken down into Primary, Secondary and Tertiary

skills. These break down specializations of specific skills. Secondary skills have a

maximum level of one-half of the associated Primary skill, and Tertiary skills have a

maximum level of one-half of the associated Secondary skill. The aptitude savings apply

only to primary skills.


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RESEARCH METHODOLOGY

3.1 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 employers 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 biggestfactor 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

employers requirement and will ensure increased performance.

3.2 NEED FOR THE STUDY

y The study can enable to know the employers level of expectation from anemployee.

y It also identifies the necessary skills that are needed for some important positionsin a recruitment consultancy.

3.3 SCOPE OF THE PROJECT:

This study has a scope in the following areas:

y Job planningy Wages and salary administrationy Analyzing training needsy Career planningy Basis for promotion criteriay Recruitment and selectiony Performance appraisaly Delegation of authority


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3.4 OBJECTIVES

PRIMARY OBJECTIVE

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

Aidin Consulting Group

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.

To suggest the training need analysis required to improve the skills of the employee.

3.5 RESEARCH METHODOLOGY

3.5.1 RESEARCH DESIGN

The research design adopted for this study was a descriptive design. The objectives

stated for the study was clear and the required was available.

3.6 DATA COLLECTION

The primary data was collected using a structured closed ended questionnaire using

random sampling technique.

The secondary data was collected from reference books and websites.

3.6.1 SAMPLE SIZE

The number of samples collected in total was 66 employees of which 52 are hr

associates, 13 are team leaders and 1 manager.


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3.7 DATA ANALYSIS TOOLS

Statistical tools: Analysis was done using weighted average method, Gap

analysis and Independent sample T test.

3.8 LIMITATIONS OF THE STUDY:

This study is limited to the company AIDIN CONSULTING GROUP in Coimbatore.

All data collected are generally limited by the method adopted. The method of data

collection being a questionnaire, data is limited to the extent of data generation available

through the method.


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CHAPTER 4

ANALYSIS AND INTERPRETATION

4.1 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE MANAGER

Table 4.1.1

S.No Skills identified Employee

score

Superior

score

Final

Score

(wtd

avg)

L N L N L N

Job related skills

1. Establish good customer relation 5 3 4 2 4 2

2. Communication skill 4 3 4 3 4 3

3. Marketing skills 5 1 5 1 5 1

4. Being a liaison (maintains a network of

outside contacts who provide favours and

information)

5 3 5 3 5 3

5. Being a figurehead (performs a no. of routine

duties of legal or social nature)4 1 5 3 5 1

6. Being a leader (motivate and directemployees)5 3 4 3 4 3

7. Being a spokesperson for the company 5 1 3 1 4 1

8. Thorough knowledge in the recruitment cycle 4 3 3 2 3 2

9. Thorough knowledge about the whole

business process4 3 3 2 3 2

10. Prior work knowledge in the same domain 5 3 3 2 4 2

11. Decision making skill 5 1 5 1 5 1

12. Monitors the individual and the overall centre

performance4 1 5 1 5 1

13. Good computer knowledge 3 1 2 1 2 1

14. Invoicing and billing knowledge 3 3 3 1 3 2

15. Being an Entrepreneur (searches for new

opportunity)5 3 3 1 4 2

16. Ability to suggest strategic hiring and

planning5 2 5 2 5 2

17. Planning the centres overall activities 5 1 5 1 5 1


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18. Organizing the centres activities 5 2 5 2 5 2

19. Staffing employees 4 2 4 1 4 2

20. Leading team leaders 4 1 5 1 5 1

21. Controlling the centres overall performance 4 3 5 3 5 3

Self Management skills

22. Positive attitude 5 3 5 3 5 3

23. Creative thinking 5 1 5 3 5 1

24. Confident 5 3 5 3 5 3

25. Proactive 5 1 5 1 5 1

26. Flexible 5 2 5 2 5 2

27. High level of commitment 5 3 5 3 5 3

RATING DETAIL

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

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

N-Nature of the skill

3- Essential, 2- Preferred, 1-Tertiary

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

The final score is calculated by weighted average method.

4.1.2 GAP ANALYSIS

Gap analysis comes into picture as there are variations in the ratings of the employee

and that of the superior. The gap levels can be identified as follows.

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

Superior score 5

From the above rating it can be said that the gap is down by 1 level.

Ex. Being a leader - Employee score 5 (by table- 4.1)

Superior score 4

From the above rating it can be said that the gap is up by 1 level.


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The gaps in the understanding level of the skills needed for a manager between the

employee

(manager) and superior are found from the ratings given by them as in table- 4.2

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

S.No Skills identified Gap level

Up Down

1. Establish good customer relation 1 -

2. Listening - 1

3. Report writing - 1

4. Being figurehead - 1

5. Being leader 1 -

6. Being spokesperson 2 -

7. Thorough knowledge in recruitment cycle 1 -

8. Through knowledge in whole business process 1 -

9. Prior work knowledge in the same domain 2 -

10. Decision making skill - 1

11. Monitors the individual and the overall centre

performance- 1

12. Good computer knowledge 1 -

13. Being an Entrepreneur 2 -

14. Leading team leaders - 1

15. Controlling the centres overall performance - 1

total 11 7

INFERENCE

Gap level Up > Gap level Down which shows that manager gives high importance to

certain skills than his superior. It indicates that the manager focuses on delivering high

performance


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


Up Down

1. Establish good customer relation - 1

2. Being figurehead 2 -3. Thorough knowledge in recruitment cycle - 1

4. Through knowledge in whole business

process- 1

5. Prior work knowledge in the same domain - 1

6. Invoicing and billing knowledge - 2

7. Being an Entrepreneur - 2

8. Staffing employees - 1

9 Creative thinking 2

Grand total 4 9

INFERENCE

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


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4.2 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE TEAM LEADER

Table 4.2.1


score

Superior

score

Final

score

(wtd

avg)

L N L N L N

Job related skills

1. Communication 4 1 4 1 4 1

2. Handling teams 4 1 4 1 4 1

3. Good team player 5 2 4 2 4 2

4. Leadership skills

-Motivating team members 4 2 4 1 4 15. Maintaining good rapport with the clients

HR manager4 2 4 2 4 3

6. Communicate the job requirements to theteam members

5 2 4 3 4 3

7. Prior work experience in similar domain 3 1 4 1 4 1

8. Marketing skills 4 2 4 3 4 3

9. Ability to make others achieve target 4 2 4 3 4 3

10. Ability to conduct and preside meetings 4 1 3 2 3 1

11. Sensitive to the team members needs 4 3 3 3 3 3

12. Placing the right candidate for the rightprofile

5 2 4 2 4 2

13. Ability to understand job description 5 1 4 1 4 3

14. Derive and assign targets to the

subordinates4 1 4 1 4 1

15. Ability to evaluate team members

performance4 1 3 1 3 1

16. Basic computer skill 3 2 4 3 4 3

17. Planning strategies on hiring 4 2 4 1 4 1

18. Good thought flow 5 3 4 3 4 3

19. Scheduling activities and events 4 3 4 3 4 3

20. Planning the teams activities and target 4 2 4 1 4 1

21. Organizing the team and its activities 4 3 4 3 4 3

22. Leading the team 4 1 4 1 4 1

23. Controlling the teams performance 5 2 4 2 4 2


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26. Ability to meet targets 4 1 5 1 5 1

27. Proactive 5 3 5 3 5 3

28. Being responsible 4 1 5 1 5 1

29. Ability to perform under pressure 4 2 5 3 5 3

RATING DETAILS:





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

hierarchy of the company.



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

S.NoSkills identified Gap level

Up Down

1. Good team player 1 -

2. Communicate the job requirements to the team

members1 -

3. Prior work experience in similar domain - 1

4. Ability to conduct and preside meetings 1 -

5. Sensitive to the team members needs 1 -

6. Placing the right candidate for the right profile 1 -

7. Ability to understand job description 1 -

8. Ability to evaluate team members performance 1 -

9. Basic computer skill (MS Excel) - 1

10. Good thought flow 1 -

11. Controlling the teams performance 1 -

12. Monitoring the team activities and itsperformance

1 -

13. Taking corrective actions 1 -

14. Ability to meet targets - 115. Being responsible - 1

16. Ability to perform under pressure - 1

Grand total 11 5

INFERENCE

Gap level Up > Gap level Down which shows that Team Leaders gives high importance to

certain skills than his superior. It indicates that the they focus on delivering high

performance.


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


Up Down

2. Communicate the job requirements to the team

members1 -

3. Marketing skills 1 -

4. Ability to make others achieve target 1 -

5. Ability to conduct and preside meetings 1 -

6. Basic computer skill 1 -

7. Planning strategies on hiring - 1

8. Planning the teams activities and target - 1

15. Ability to perform under pressure 1 -

Grand total 6 2

INFERENCE

Gap level Down < Gap level Up which shows that the Team Leaders are much aware of

the nature of skills that are required for their job.


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4.3 RATING GIVEN FOR THE SKILLS REQUIRED FOR THE HR ASSOCIATE

Table 4.3.1


score

Superior

score

Final score

L N L N L N

Job related skills

1. Ability to understand the candidates

need on interacting with them5 1 5 1 5 1

2. Ability to evaluate candidates by

matching the skills with the respective

job description

4 1 4 1 4 1

3. Maintain friendly relationship with the

candidates

4 3 4 3 4 3

4. Ability to convince candidates 3 2 3 1 3 2

5. Marketing skill:

- Having reasonable knowledgeabout the client company

4 1 4 2 4 2

6. Social networking 3 3 2 3 2 3

7. Local language exposure 5 1 5 1 5 1

8. Communication (avg value) 4 1 4 2 4 1

9. Telephone etiquettes 5 1 5 1 5 1

10. Ability to understand job description 3 1 3 2 3 111. Ability to build the candidate database 3 3 2 2 3 2

12. Ability to source and screen the job

portals as per the requirement2 1 3 1 2 1

13. Basic computer skill (avg value) 4 1 4 1 4 1


14. Team work 3 3 4 2 4 2

15. Proactive 3 3 2 3 2 3



18. Drive to achieve target 4 1 5 2 5 1

19. Tolerance/Patience 4 3 5 2 4 2

20. Strive to grow up in the ladder 5 3 5 3 5 3

21. Willing to take up responsibility 4 1 5 2 4 2

22. Ambitious 5 3 5 3 5 3


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23. Competitive 5 2 5 1 5 2

24. Learning quickly 5 2 5 2 5 2

25. Flexible 4 3 5 2 5 2

26. Ability to work under stress 3 3 4 3 4 3

27. Time management 5 2 5 3 5 3

28. Planning their daily activities 4 3 4 2 4 2

29. Accept responsibility 5 3 5 3 5 3

RATING DETAILS:





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



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


Up Down

1. Social networking 1

2. Ability to build the candidate database 1

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

requirement- 1

4. Team work - 1

5. Proactive 1

6. Drive to achieve target - 1

7. Tolerance/Patience - 1

8. Willing to take up responsibility - 1

9. Flexible - 1

10. Ability to work under stress - 1

Grand total 3 7

INFERENCE

Gap level Up < Gap level Down which shows that Team Leaders gives high importance to

certain skills than the Associates. It indicates that the Associates should focus on deliveringhigh performance in their job as expected by his superiors.


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


Up Down

1. Ability to convince candidates - 12. Marketing skill:

- Having reasonable knowledge aboutthe client company

1 -

3. Communication 1 -4. Ability to understand job description 1 -5. Ability to build the candidate database - 16. Team work - 17. Positive attitude - 18. Creative thinking - 19. Drive to achieve target 1 -10. Tolerance/Patience - 111. Willing to take up responsibility 1 -12. Competitive - 113. Flexible - 114. Time management 1 -15. Planning their daily activities - 1

Grand total 6 9

INFERENCE

Gap level Down > Gap level which shows that the Associates are not much aware of the

nature of certain skills that are required for their job.


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

Levene's Test for

Equality of

Variances

F Sig. t

Sig. (2-

tailed)

MATCHIN Equal variances

assumed1.167 .298 -.899 .384

FRIENDLY Equal variances

assumed4.375 .055 .837 .417

CONVINCE Equal variances

assumed1.931 .186 .564 .582

MARKET Equal variances

assumed.100 .756 .273 .789

SOCIAL Equal variances

assumed3.500 .082 .837 .417

LANGUAGE Equal variancesassumed

28.000 .000

Equal variances

not assumed-2.345 .039

COMMUNICATE Equal variances

assumed.100 .756 -.273 .789

TELEPHONE Equal variances

assumed.000 1.000 .000 1.000

UNDERSTAND Equal variances

assumed.637 .438 1.066 .304

DATABASE Equal variances

assumed.438 .519 .564 .582

SCREENING Equal variances 1.008 .332 |.192 .851


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Equal variances

not assumed -1.915 .082

FLEXIBLE Equal variances

assumed4.605 .050

Equal variances


TIME Equal variances

assumed122.500 .000

Equal variances


PLANNING Equal variances

assumed4.375 .055 .837 .417

ACCEPT Equal variances

assumed122.500 .000

Equal variances


INTERACT Equal variances

assumed.438 .519 .564 .582

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

Levene's Test for

Equality of

Variances

F Sig. t Sig. (2-tailed)

INTERACTING Equal variances

assumed

1.931 .186 .564 .582


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MATCHING Equal variances

assumed5.094 .042

Equal variances

not assumed

1.491 .167

FRIENDLY Equal variances

assumed28.000 .000

Equal variances

not assumed

-2.345 .039

CONVINCE Equal variances

assumed

.438 .519 .564 .582

MARKET Equal variances

assumed10.687 .006

Equal variances

not assumed

-3.023 .012

SOCIAL Equal variances

assumed

.428 .524 .347 .733


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LANGUAGE Equal variances

assumed

.419 .528 .292 .774

COMMUNICATE Equal variances

assumed

. . -3.240 .006

TELEPHONE Equal variances

assumed10.500 .006

Equal variances

not assumed

1.915 .082

UNDERSTAND Equal variances

assumed

.437 .519 -.564 .582

DATABASE Equal variances

assumed

.152 .702 1.225 .241

SCREENING Equal variances

assumed.419 .528 .292 .774


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COMPUTER Equal variances

assumed

2.800 .116 -1.323 .207

TEAM Equal variances

assumed10.687 .006

Equal variances

not assumed

3.023 .012

PROACTIVE Equal variances

assumed

1.540 .235 -.564 .582

POSITIVE Equal variances

assumed

. . 3.240 .006

CREATIVE Equal variances

assumed

1.167 .298 .899 .384

DRIVE Equal variances

assumed

1.167 .298 -.899 .384


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TOLERANCE Equal variances

assumed

.419 .528 1.461 .166

GROW Equal variances

assumed. . .000

Equal variances

not assumed

.000 1.000

RESPONSIBLE Equal variances

assumed

1.931 .186 -1.128 .278

AMBITIOUS Equal variances

assumed31.500 .000

Equal variances

not assumed

1.000 .391

LEARNING Equal variances

assumed122.500 .000


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Equal variances

not assumed

-2.803 .017

FLEXIBLE Equal variances

assumed1.931 .186 1.128 .278

STRESS Equal variances

assumed31.500 .000

Equal variancesnot assumed

1.000 .391

TIME Equal variances

assumed10.500 .006

Equal variances

not assumed

-5.745 .000

PLANNING Equal variances

assumed.419 .528 1.461 .166


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Inference

Independent sample ttest is calculated to find the rating errors between the associates

and the superiors. And the hypothesis is framed as follows

Null : There is no significance difference between associates rating and superiors rating.

Alternate: There is significance difference between associates rating and superiors rating.

Since the significance value is greater than 0.05 in most of the cases, null hypothesis is

accepted.


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6. Being an Entrepreneur (searches for new opportunity)

7. Ability to suggest strategic hiring and planning

8. Organizing the centres activities

9. Staffing employees

10. Flexible

TERTIARY SKILLS

1. Communication skill2. Being a liaison (maintains a network of outside

contacts who provide favours and information)

3. Being a leader (motivate and direct employees)4. Controlling the centres overall performance

5. Confident

6. High level of commitment

Table 5.1.1


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5.2 SKILL MATRIX FOR THE TEAM LEADER OF AIDIN CONSULTING

GROUP

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

SNo

Skills Required

Level

Required

L

M H

ESSENTIAL SKILLS

1. Ability to understand the candidates need oninteracting with them

2. Ability to evaluate candidates by matching the skillswith the respective job description

3. Ability to convince candidates4. Local language exposure5. Ability to understand job description

6. Team work

7. Proactive

8. Creative thinking

9. Strive to grow up in the ladder

10. Ambitious

11. Ability to work under stress


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12. Planning their daily activities

PREFERED SKILLS

1. Maintain friendly relationship with the candidates2. Ability to source and screen the job portals as per the

requirement

3. Competitive

4. Learning quickly

TERTIARY SKILLS

1. Marketing skill:- Having reasonable knowledge about the

client company

2. Social networking3. Communication4. Telephone etiquettes5. Ability to build the candidate database

6. Basic computer skill

7. Positive attitude

8. Drive to achieve target

9. Tolerance/Patience

10. Willing to take up responsibility

11. Flexible


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12. Time management

13.

Accept responsibility

Table 5.2.1

5.3 SKILL MATRIX FOR THE HR ASSOCIATE OF AIDIN CONSULTING

GROUP

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

SNo

Skills Required

Level Required

L M H

ESSENTIAL SKILLS

1. Ability to understand the candidates need oninteracting with them

2. Ability to evaluate candidates by matching the skillswith the respective job description

3. Local language exposure4. Communication5. Telephone etiquettes6. Ability to understand job description

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




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PREFERED SKILLS

1. Ability to convince candidates2. Marketing skill:

- Having reasonable knowledge about the clientcompany

3. Ability to build the candidate database

4. Team work



7. Competitive

8. Learning quickly

9. Flexible


TERTIARY SKILLS

1. Maintain friendly relationship with the candidates2. Social networking3. Proactive



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6. Ambitious


8. Time management

9. Accept responsibility

Table 5.3.1


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SUGGESTIONS

The following were the suggestions given to the organization,

y The skill matrix thus obtained can be extended further into competency mapping byincluding the employees possessed level of the skill in questionnaire during the

survey.

y The training need analysis can be carried on keeping the skill matrix as base.y 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.

y The skill matrix can be used as a base for the performance evaluation.y 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.

y The skill matrix designed should undergo continuous improvement as per thechanging requirements of the job.

y The skill matrix as prepared can be extended further to other roles in theorganization too.


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CONCLUSION

The skill matrix thus designed clearly communicates to the Aidin Consulting Group

employees of the standard performance level at which they need to perform, thereby

enabling them to become competent. Thus the skill matrix acts as a benchmark for the

employee performance. Hence the implementation of such HR practises will give a

competitive edge to the organization in this competitive industry.


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BIBLIOGRAPHY

y Stephen P. Robbins (Eleventh Edition), Organizational Behavior. Prentice Hall ofIndia Private Limited, New Delhi.

y Dr.O.R.Krishnaswami. (2002) Methodology of research in social sciences.Himalaya Publishing House, New Delhi.

y John Wiley & Sons, A Curriculum Skills Matrix for Development andAssessment of Undergraduate Biochemistry and Molecular Biology Laboratory

Programs Biochemistry and Molecular Biology Education, v32 n1 p11-16 Jan

2004

y http://www.chrmglobal.com/Replies/1784/1/What-is-Skills-Matrix-.htmly http://recruitbetter.sa.gov.au/define/role-analysis/y www.citehr.com/28119-regarding-skill-matrix.htmly www.elsmar.com/Forums/showthread.phpy www.cib.uk.com/pdf/skillsmatrix.pdfy

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

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


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QUESTIONNAIRE (MANAGER)

Rating details:

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

L1- Very Low, L2- Low, L3- Average, L4- High, L5- Very High

N- Nature of the skill

E- Essential, P- Preferred, T-Tertiary

Employee details:

Employee name:

Designation:

Service:

S.No Skills identified Employeescore

Superiorscore

L N L N

Job related skills

1. Establish good customer relation

2. Communication skills

Speaking:- Clarity in speech- Neutral accent- Grammar- Pronunciation

Listening skills Report writing

3. Marketing skills

- Negotiation- Presentation- Convincing- Thorough knowledge about the client company

4. Being a liaison (maintains a network of outside contacts

who provide favours and information)

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

legal or social nature)

6. Being a leader (motivate and direct employees)

7. Being a spokesperson for the company8. Thorough knowledge in the recruitment cycle

9. Thorough knowledge about the whole business process

10. Prior work knowledge in the same domain

11. Decision making skill:

- Being a disturbance handler- Being a resource (human, physical

&monetary) allocator ( ie. Forecasting &

planning)


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- Being a negotiator12.

Monitors the individual and the overall centre performance

13. Good computer knowledge

14. Invoicing and billing knowledge

15.

Being an Entrepreneur (searches for new opportunity)

16. Ability to suggest strategic hiring and planning

17.

18. Organizing the centres activities

19. Staffing employees

20. Leading team leaders

21. Controlling the centres overall performance




24. Confident

25. Proactive26. Flexible

27. High level of commitment


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QUESTIONNAIRE -TEAM LEADER

Rating details:





Employee details:

Employee name:

Designation:

Service:

S.No Skills identified Employeescore

Superiorscore

L N L N

Job related skills

1. Communication:

Speaking:- Clarity in speech- Neutral accent- Grammar- Pronunciation

Listening skills2. Handling teams3. Good team player

4. Leadership skills

-Motivating team members5. Maintaining good rapport with the clients HR manager

6. Communicate the job requirements to the team members

7. Prior work experience in similar domain

8. Marketing skills

- Convincing skill- Through knowledge about the client company

9. Ability to make others achieve target

10. Ability to conduct and preside meetings

11. Sensitive to the team members needs

12. Placing the right candidate for the right profile

13. Ability to understand job description

14. Derive and assign targets to the subordinates

15. Ability to evaluate team members performance


- MS word- MS excel


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17. Planning strategies on hiring

18. Good thought flow

19. Scheduling activities and events

20. Planning the teams activities and target

21. Organizing the team and its activities(assigning)

22. Leading the team

23. Controlling the teams performance- Monitoring the team activities and its

performance

- Taking corrective actionsSelf Management skills



26. Ability to meet targets

27. Proactive

28. Being responsible

29. Ability to perform under pressure


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QUESTIONNAIRE -HR ASSOCIATE

Rating details:





Employee details:

Employee name:

Designation:

Service:


score

Superior

score

L N L N

Job related skills

1. Ability to understand the candidates need on

interacting with them

2. Ability to evaluate candidates by matching the skills

with the respective job description

3. Maintain friendly relationship with the candidates

4. Ability to convince candidates

5. Marketing skill:

- Having reasonable knowledge about the clientcompany

6. Social networking

7. Local language exposure

8. Communication:

Speaking:-

Clarity in speech- Neutral accent- Grammar- Pronunciation

Listening skills9. Telephone etiquettes

10. Ability to understand job description

11. Ability to build the candidate database


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

requirement

13. Basic computer skill:

- MS Word- MS Excel- Surfing

Self Management skill14. Team work

15. Proactive







22. Ambitious

23. Competitive

24. Learning quickly

25. Flexible


27. Time management


29. Accept responsibility

formatted final

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