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SUMMER INTERNSHIPPROJECTPHASE 2 REPORT

Project Title: A Study On Competency Mapping &Assessments

2010Vikramadith B (12175)

SIBM - Human Resources5/26/2010

SIBM - Human Resources |SIP - PHASE 2 REPORT 2


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Serial No.

1.

2.

3.

4.

5

6

7

Topic

Executive Summary

Chapter 1

Introduction Objectives of the study

Relevant Literature Reviewed

Chapter 2

Details of the methodology adopted and its usefulness

Logical flow of the Project, including adhering to the

road-map

Benefits to you as a student of management

Benefits to the organization

Chapter 3

Analysis of Data

Chapter 4

Findings and conclusion

Bibliography

Annexure

Page no.

3

5

23

24

26

29

30

31

32

71

74

75



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EXECUTIVE SUMMARY

Assessment means the process of judging and understanding an individual

or situation and determining their individual worth .It is the assessment

process helps the company to reduce the cost and at the same time also

helps to hire the qualitative and stable employees. As it is a Key stage in the

recruitment process Teamlease gave me the opportunity to study how

assessments are carried out at their organization. The information collected

throws light on need for assessment, the tools used in assessment, the

process of assessment and the various levels of assessment.

The primary data was collected by discussions with the Managers & and the

members of the Assessment team at Team Lease whereas the secondary

data has been collected by referring various documents and reports provided

by the organization and also from various search engines on the Web.

I also did a small field study for TeamLease on one of its clients belonging to

the tire industry to check if there Assessment Tool was measuring all

competencies required in the field .This was done by administering the Job

Analysis Questionnaire. This information also helped sourcing information for

my Competency mapping part of the project.

The other aspect of the project was Competency Mapping. As Competence

is what companies are focusing on these days as they believe an employee



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with strong core competencies is the most valuable resource in an

organization. As part of my project I had the chance to get some on the job

experience in working with the ICP Team in the Assessment Department. I

worked with them on a daily basis and help to source information and helped

create a few Ideal Candidates profiles. An Ideal candidate profile is a

selection frame work to identify the ideal candidate for a job .The ICP can be

matched with assessment results to evaluate a candidates performance.

The Creation of the ICPs is identifying the Key roles and responsibilities

associated with the job and mapping the competencies required to perform

that job effectively for a particular Profile and creating a competency

dictionary. My focus was mainly on sales roles apart from helping out the

team in sourcing other data.



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CHAPTER 1 - INTRODUCTION

Introduction to the Staffing Industry:

Staffing:-newest HR concept in India

The phenomenon of temporary staffing is finally catching up in India. While

industry experts estimate employee leasing to be $140 billion business

worldwide, the domestic staffing industry is yet to boast of big figures. The

scenario is however about to change considering the fact that in the near

future 2.5 to 3 percent of the workforce in the country will be hired on a

temporary basis. The IT industry being a trendsetter of sorts, will witness a

large percentage of such hiring in the next few years.

A temp is a temporary worker with an organization who is on a third-party

(staffing company) payroll. A well-accepted norm in global companies, many

large Indian organizations are now hiring a part of their workforce from

employee leasing firms. The reason is not too difficult to guessas

organizations focus on their core business strengths in a highly competitive

environment, the non-core functions are outsourced. The manpower for the

latter is provided by the employee leasing company. The contracts can

range from three to six months, and there are no hassles normally

associated with recruiting and retaining people.



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Regarding this Ashok Reddy, managing director of TeamLease gave his view

i.e. , While so far, the leasing workforce was active in order to meet short-

term assignments of companies to augment their workforce during peak

periods or replace leave vacancies or sudden terminations, the current

trend has seen corporates going for leasing for specialized requirements,. It

is imperative that the demand for temporary workers has been fuelled by

companies looking for greater workforce flexibility, faced with fast paced

market changes, including changes in consumer demands and shorter

product life cycles.

The positions offered

It is a known fact that most companies prefer temporary staff to permanent

ones, furthermore there is a growing trend of outsourcing non-core functions

to outsourced staff. These range from accounts, front-office, sales, andmarketing and back-end operations. TeamLease one of Indias largest HR

outsourcing services companies in the space of employee leasing undertakes

outsourcing for diverse sectors, including banking, telecommunications,

FMCGs, IT, manufacturing and retail. The service spectrum caters to

functional activities involving office administration, technical support,

accounts and finance, HR support, marketing and sales.

In the IT industry, positions that are largely outsourced are people at the

entry level like programmers, software engineers, networking and system

administrators.



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Types of services offered

These companies offer a plethora of staffing solutions to their clients. It

includes:

Temporary staffing:

Enabling the client to respond to short-term temporary manpower needs

with specific skill set requirements or for supplementing the workforce.

These services could be of a part-time, full-time or job sharing nature.

Temporary-to-permanent services:

The client can hire associates as temporary employees for a trial period of

employment; after a satisfactory trial period, a company has the opportunity

to add a temporary worker to its permanent staff; by moving the employee

from staffing companys payroll to that of its own.

Long-term contract:

Corporates can opt to enter into assignments for long-term and indefinite

periods of time with staffing co.s associates.

Managed services:

The staffing companies provide the onsite management of the contingent

workforce at the client facility. It retains the responsibility for the supervision

of the leased employees as well as the accountability for the results of the

facility or function that have been leased.



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Benefits to the organization (Clients):

The trend of temporary staffing has been popularized in India by MNCs who

have been aware of the benefits in their experiences in other countries. The

advantages are many like:

The opportunity to concentrate on core areas as non-core areas are taken

care by experts, benefits of scale, long-term cost benefits and a responsible

employer image.

There is flexibility of employment, and ease of recruitment and replacements

Statutory complexities are also taken care of by the staffing company.

The future

Temporary staffing is expected to grow exponentially in the country, in the

near future. It is the quality and ease of availability of manpower that woulddefine the role employee leasing organizations stand to play, not only in non-

core functions but also certain core business areas of organizations, it is also

necessary for outsourcing partners to be equipped with vertical and

functional specializations, with key differentiators customized to the Indian

employment scenario.

In a recruitment market where the concept of full-time employment is

increasingly becoming a thing of the past, temporary staffing is emerging as

the viable option.

Advantages of temporary staffing



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The opportunity for organizations to focus on core areas

Flexibility of employment

Ease of recruitment and replacement

Long-term cost advantages

Benefits of scale

Introduction of the Company:

TeamLease was started by Ashok Reddy, Managing Director, Manish

Sabharwal, Chairman and Mohit Gupta, Director and is currently run by a

deep bench of professionals managed by the Executive Committee.

The idea of TeamLease came from the reality that the temp market in India

did not exist as an organized play while internationally it was an over $140

billion dollar industry. More importantly, it represented the entrepreneurial

triad the co-founders identified for their next venture; fun, profitable and

good for India. TeamLease journey has evolved into a powerful brand in the

employment industry in five years, one which is attempting to reduce India's

unemployment and raise her labor migration rates by giving the traditionally

disadvantaged (less skilled, less educated, people from small towns, first-

time job seekers, women, etc) a portal to formal sector jobs. Their motto is

Putting India to work.

TeamLease services is Indias leading staffing solution company providing a

range of temporary and permanent staffing services to its client partnersand is also the largest temping company



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TeamLease services believes in leasing out the right kind of people to an

organization to complement their full time employee base, TeamLease

brings a cutting edge advantage to any company wishing to save on

administrative overhead and focus on core competencies. They recruit train

and deploy staff at client sites in record turnaround times TeamLease is a

single window solution availed of by any industry, across functions and

across levels.

In todays competitive landscape concepts like TeamLease only strengthen

position in the market place we address a large number of corporate

requirements across industry and functions and can accordingly map

candidate skill sets to market needs. TeamLease adopts a holistic approach

develop company specific staffing solutionsthat are highly research oriented

with process capabilities and a strong technology platform. Our approach is

derived from organizational experience and is customized to client needs.They have the expertise and the talent pool to provide comprehensive

solutions for all cadres in an organization.

TeamLease started operations in 2002 and now has 80,000 employees in

over 600 locations. Their core team of 1000+ employees operates via a

network of branches that give them a national footprint. Clients and

Employees are serviced via a proprietary portal called TLnet, an integrated

contact centre for voice and email and a dedicated team of relationship

managers.



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The company is countrys largest HR services provider and is on track to be

Indias largest private employer

Their offices are present across 18 cities in India, namely Ahmadabad,

Bangalore, Chandigarh, Chennai, New Delhi, Goa, Hyderabad, Indore, Jaipur,

Jamshedpur, Kochi, Kolkata, Lucknow, Mumbai, Nasik, Noida, Pune and

Visakhapatnam.

Introduction to Competency Mapping:

One aspect of the Project deals with Competencies and Competency

Mapping. Competence is what companies are focusing on these days .They

believe in excelling and not competing. It is better to build a core

competency that will see them through crisis. And what other way than to

develop the people, for human resource is the most valuable resource any

organization has.

Organizations of the future will have to rely more on their competent

employees than any other resource. It is a major factor that determines the

success of an organization. Competencies are the inner tools for motivating



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employees, directing systems and processes and guiding the business

towards common goals that allow the organizations to increase its value

Definition :

A combination of knowledge, skills, abilities and personality of an individual

as applied to a role or job in the context of the present and future

environment that accounts for sustained success within the framework of

Organizational Values.

Competencies include the collection of success factors necessary for

achieving important results in a specific job or work role in a particular

organization. Success factors are combinations of knowledge, skills, and

abilities (more historically called KSAs) that are described in terms of

specific behaviors, and are demonstrated by superior performers in those

jobs or work roles. Competencies also Include Attributes which are personal

characteristics, traits, motives, values or ways of thinking that impact anindividuals behavior.

Knowledge Skill and abilities can be defined as classified as per the below:


Knowledge Skills Abilities

ut specific areas, knowledge comprises many factors like memory, numerical ability, linguistic ability etcThe power to perform an observable activity at the present time. Abilities are an underlyin


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Explicit

Knowled

ge`

Tacit

Knowl

edge

Expressed

in words

and

numbers

and shared

in the form

of data,

scientificformulae,

product

specificati

ons,

manuals,

universal

principles,

and so

forth. This

kind of

knowledge

can be

readily

transmitte

d across

individuals

formally

and

systematic

ally

Highly

person

al and

hard to

formali

ze,

makingit

difficult

to

commu

nicate

or

share

with

others.

Subject

ive

insights

,

intuitio

ns and

hunche

s fall

into

this

categor

y ofknowle

dge

Mental

ability

Physical

ability

Cognitive

ability

The power to

learn or retain

knowledge.

This involveshe ability to

Numerically

interpret

data ,Critically

analyze

problems etc

The ability to

perform some

physical act

.This involvesability to lift

heavy objects

,walk at a fast

pace etc

Brain-based

skills and

mental

processes

that are

needed to

carry out

any task

from the

simplest to

the most

complex.

successfully


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Functional

Skills

Technical Skills Behavioral /Soft

skills

Cognitive

Skills

Functional Skills areskills which are

specific to one

particular

domain/function like

function like HR, MKtg

Finance,Operation,Lo

gistics

Operational capabilitiesnecessary to perform

certain job

specifications. technical

skills are purely related

to technology or

technical knowhow ex.

computer knowledge

,internet, Word-

processing etc

A set of skills thatinfluence how we

interact with each other.

It includes such abilities

as effective

communication,

creativity analytical

thinking, diplomacy

flexibility change

readiness and problem

solving, leadership,

team building and

listening skills

Cognitive skills areany mental skills

that are used in the

process of acquiring

knowledge; these

skills include

reasoning,

perception, and

intuition, working

memory,

processing, visual

processing, auditory

processing, logic

and Reasoning.

SKILLS:pacity to carry out a task often with the minimum outlay of time, energy, or both.Skills are the proficiency to


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History :

A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid

the foundation for identifying educational objectives and thereby defining

the knowledge, attitudes and skills needed to be developed in education.

David McClelland the famous Harvard Psychologist has pioneered the

competency movement across the world. His classic books on "Talent and

Society", "Achievement Motive", "The Achieving Society", "Motivating

Economic Achievement" and "Power the Inner Experience" brought out

several new dimensions of the competencies. These competencies exposed

by McClelland dealt with the affective domain in Bloom's terminology.

The turning point for competency movement is the article published inAmerican Psychologist in 1973 by McClelland, wherein he presented that

traditional achievement and intelligence scores may not be able to predict

job success and what is required is to profile the exact competencies

required to perform a given job effectively and measure them using a variety

of tests.

Latter McBer a Consulting Firm founded by David McClelland and his

associate Berlew have specialized in mapping the competencies ofentrepreneurs and managers across the world. They even developed a new

and yet simple methodology called the Behavior Event Interviewing (BEI) to

map the competencies.



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COMPETENCY BROAD CATRGORIES


TECHNICAL/FUNTIONAL

GENERIC MANAGERIAL

MarketKnowledge

CompetitionTracking

ComputerSkills

Selling Skills

Communicatio

n Skills

Interpersonal

Skills

Adaptability Integrity

Resilience

Detail

Consciousnes

s

Self

Management

Independence

Stress

Tolerance

Problem Analysis

Creativity

Planning skills

Critical thinking

Decision Making Risk Taking

Business sense

External/Organiza

tional Awareness

Tenacity

Leadership Skills

COMPETENCY

perform any job in the organization within a defined technical or functional area of work.GENERIC

mpetencies which are considered essential for all employees regardless of their function or MANAGERIAL

petencies which are considered essential for employees with managerial or supervisory re


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MEANING AND CONCEPT OF COMPETENCY MAPPING

It is a process of identification of the competencies required to performsuccessfully a give job or role or a set tasks at a given point of time. Itconsists of breaking a given role or job into its constituents task or activitiesand identifying the competencies (Technical, managerial, Behavioral,conceptual knowledge and Attitude and skills etc) needed to perform the

same successfully.

Competency Map. A competency map is a list of an individualscompetencies that represent the factors most critical to success ingiven jobs, departments, organizations, or industries that are part ofthe individuals current career plan.

Competency Mapping. Competency mapping is a process anindividual uses to identify and describe competencies that are themost critical to success in a work situation or work role

Competency profiling It is the process of identifying the knowledge,skills, abilities, attitudes, and judgment required for effective

performance in a particular occupation or profession. Competencyprofiling is business/company specific.

USE OF COMPETENCY MAPPING

Competency mapping serves a number of purposes. It is done for thefollowing functions:

Gap Analysis Role Clarity

Selection, Potential Identification, Growth Plans. Succession Planning. Restructuring Inventory of competencies for future planning



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Introduction to Assessments:

Assessment means the act of judging a person or a situation

or an event with respect to its worth. Assessment is about

understanding multiple attributes of an Individual.

Assessment Tools and Their Uses

Different types of assessment tools and procedures that organizations

commonly use to conduct personnel assessment. Included are

techniques such as employment interviews and reference checks, as

well as various types of professionally developed assessment

instruments

1. Mental and physical ability tests

2. Achievement tests

3. Bio data inventories

4. Employment interviews

5. Personality inventories

6. Honesty and integrity measures



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7. Education and experience requirements (including licensing and

certification)

8. Recommendations and reference checks

9. Assessment centers

10. Medical examinations

11. Drug and alcohol tests

It takes a good deal of knowledge and judgment to properly use

assessment tools to make effective employment-related decisions. To

ensure that test users have the necessary qualifications, some test

publishers and distributors require proof of qualifications before they

will release certain tests.

Role of Assessment in Recruitment

Assessment testing is designed to provide insight into an individual's

personality, ability, aptitude, knowledge, interest and can indicatethings like leadership potential, decision-making ability, and general

temperament. It is recognized that one of the most crucial aspects of

successful employment is for the individual employee to fit well into

the organizations cultural environment; that is, they share similar

values and work ethics. Also it is essential that the new employee

blend into the team and they are no personality clashes. Job profiles

can therefore be specific about the type of personality a successful

candidate must possess and psychometric tests are just another way

of objectively matching the right candidate to the right position. Tests

are developed over a number of years by occupational psychologists



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and tested on thousands of subjects. And they are not designed to trap

you; there are no right and wrong answers. They can be used to:

identify the best candidate for a job;

support succession planning and internal promotions;

help with outsourcing during downsizing; and

Maximizing an organizations performance by improving

accuracy of selection;

Improving employee retention by better matching individuals to

jobs;

Avoiding the financial and personal costs associated, on both

sides, with poor recruitment decisions;

Optimizing the use of peoples capacities by helping focus

development activity;

Achieving better career management by matching individual

aspirations to their organizations opportunities.

Psychometric assessments fall into two broad categories:

Ability tests:

These examine someones ability in a particular skill typically verbal,

numerical or conceptual thinking skills. The tests nearly always use

what is called a forced-choice answer format where the person

completing the test has to select the right answer from a set of

alternatives. Aptitude tests are used to assess logical reasoning or



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thinking performance and are often referred to as tests of maximum

performance.

Personality assessments:

These are designed to measure typical behavior and do not have right

or wrong answers. Personality questionnaires are concerned with the

way in which individuals characteristically relate to each other, how

they deal with problems and stress, their ability to deal with their own

and others emotions, their motivations, determination and general

outlook. Personality questionnaires are used for both selection and

development.

ADVANTAGES OF ASSESSMENT TESTS:

Assessment tests are an additional opportunity to demonstrateyour skills

Assessment tests provide a fairer assessment of your skills Assessment tests can help you understand more about yourabilities Tests provide organizations with a fair and objective method of

measurement.

Mostly, the tests are quick and easy to score thus giving

maximum information for a minimum of time.

The increased use of technology in test administration provides

even more flexibility. When used for recruitment purposes, they provide a reliable

indicator of job fit.



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When used for development purposes, they help individuals to

raise their self awareness.

They are cost effective if used correctly.

It is impartial and objective

DISADVANTAGE OF ASSESSMENT TEST:

Initial training for users can be both expensive and time

consuming.

Providing feedback to all participants is time consuming but

essential.

Some participants may be uneasy about taking tests.

Tests do not measure everything, so they need to be part of a

bigger process.

Tests can be faked and learned, so they can sometimes give a

false picture of an individual.

Tests provide a snapshot rather than the whole picture.

If someone has had a bad experience of a psychometric test this

can lead to cynicism.

Internal candidates for jobs can sometimes feel disgruntled

because they are being treated in the same way as external

candidates.

Some tests are more complex to score; training is required for

administration and interpretation.



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The initial set-up can be costly, including the initial purchase of

re-usable materials and training of test administrators and

interpreters.

Tests may not be able to measure the 'whole candidate' and will

typically be used in Conjunction with other information.

Psychometric tests can play a very useful role in both the

assessment and the development of individuals. They can give

objective evidence of the human attributes they measure, and have

been shown to be one of the best predictors of job performance

when used in selection. In practice, they will generally be used in

conjunction with other methods such as interviews in order to give

the 'whole picture'.

It is a valid and reliable instrument on the basis of which

inferences are made about Individual differences such as

personal characteristics or traits, underlying reasons for actions

and possible future behaviors. Psychometric Testing Falls Into

Three (3) Main Types:

Aptitude Tests which measure the ability to perform or

carry out different tasks

Interest Inventories which measure variations inmotivation, in the direction and strength of our interests,

and in values and opinions



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Personality Tests which measure differences in the style or

manner of doing things and in the way people interact with

their environment and other people.

Use of Psychological Assessments:

1. The Cost of Hiring Mistakes

Today, the chances of making a bad hiring decision are greater than

ever, as applicants have become more skilled at presenting

themselves in resumes and interviews. Identifying potentially

counterproductive employees before you hire them is one of the

greatest challenges to a manager who makes hiring decisions. The

problem of hiring counterproductive employees has reached epidemic

proportions.

2. Application and Resume Falsification

More than 20 percent of data regarding previous employment

contained on applications or resumes is falsified to some extent.

Exaggeration, omission and falsification most often occur in critical job-

related areas.

3. Employee Theft

In retail establishments, employee theft is the biggest source of losses.

This is estimated at 43 percent of shrinkage losses, compared to only



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30 percent attributed to shoplifting. Overall, employee theft can

increase the cost of retail merchandise as much as 15 percent. In

financial institutions, losses have nearly doubled in recent years.

Losses due to internal fraud have been about four times that of

burglary and robbery.

4. Pre-employment Screening Methods

Most companies use several selection methods when assessing job

applicants because no single applicant screening procedure alone can

determine employability. This decision was based on whether or not

these particular selection procedures are cost-effective in terms of

time, money and other resources needed to perform them and the

quality of the employees hired using them.

5. Interviews

Interviewing is probably the most common pre-employment screening

technique. However, interviewing may not be as effective as

employers would like because it is often a subjective, non-directed

process. Also, it can be difficult to determine truthfulness when

discussing work history and the level of skills and abilities.

Unfortunately, most interviewers are not formally trained in

interviewing techniques and may not have the ability to elicit the types

of information the employer needs.

6. Reference Checks



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Reference checks are useful for verifying information on an application

form or a resume and for providing background information on an

applicant's work history. Unfortunately, reference checks do not always

yield reliable information because many employers are reluctant to say

anything negative about a past employee, and because misconduct,

even if it did occur, may have gone undetected.

7. Criminal History Checks

When an individual with a criminal history applies for a position of

trust, criminal history checks can alert an employer to this background

information. The drawbacks to criminal history checks are primarily

that they are costly and difficult to obtain and that any information

gathered may be incomplete or misleading.

8. Pre-employment Polygraph Exams

The purpose of pre-employment polygraph exams is to determine an

individual's suitability for employment based on the verification of

answers to job-related questions.

9. Psychological Inventories

Psychological inventories are an effective means of obtaining

information about an applicant. Psychological inventories used for pre-

employment screening are generally designed and validated in

accordance with legal requirements and professional guidelines.



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Objectives of the Study:

1. The First objective of the project is to develop a Generic Competency

mapping for Sales roles .It will identify all the competencies needed for

successful completion of the job with proper descriptions. This will

further lead to the development of an Ideal Candidate Profile.

2. The Second is A Study of the Pre Hire assessment tools used in

TeamLease .The objective here would be learning what assessments

are about, what practices take place and getting a broad understating

how they work.

3. The third objective was a Comparison of on the Job Competencies of candidates

selected using the Pre hire assessment tools with the competencies being measured

in the Assessment Tool



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Literature Review

1) The Handbook of Competency Mapping Seema Sanghi (Second

Edition)(Sage Publications)

The book is about helping Managers to understand, develop, manage and

map competencies within their organizations. It focuses mainly on:

Understand and developing competencies

Integrating the competency framework within the HR system of an

organization

Implementing and mapping competencies in an assessment center.

Reviewing the plethora of application based experiences and existing

models

Effectively Managing the consequent changes in the organization



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Human competence is undoubtedly the key and critical element for the

success of an organization. It is a well recognized fact that the

competencies of the employees and a supportive organizational structure

are sine quo-non for any organization to achieve its strategic goals as also

to adapt to constant change. This calls for a right blend of right person

with right competencies for the right job

2)360 Degree Feedback, Competency Mapping and Assessment

Centers for Personal and Business Development- Radha Sharma,

Tata McGraw Hill

This book talks about how 360 degree feedback and Competencies are

related and how they the 360 degree feedback Competency Assessment

methodology is being used by companies like Motorola. The book has

different structures on what Competency Mapping is about and how to

interlink it with assessments. It also focuses on how Emotional Intelligenceoverrides

IQ in Leadership



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3) Other Literature reviewed was provided by the company from it database.

The company website was also referred to in the study. The other material

referred to was documents got on the internet about assessments and

competencies by running a search on various search engines.The literature

described the processes, defined concepts, and provided in depth knowledge

about assessment. All literature referred to was connected to assessmentsand Competencies and they were all relevant to the study and helped in

understanding the various aspects of the topic in a better way and form a

broader perspective.



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CHAPTER 2

Methodology

Understanding Competencies and Competency Mapping

This involved a deep understanding of Competencies and it

applications. This was done by extensive research on the topic from

various books like the Handbook of Competency Mapping Seema

Sanghai and various other websites

Developing Ideal Candidate Profiles

The first step involved sitting with the ICP team in the Assessments

department to understand what Ideal Candidate Profiles are and how

are they useful

The second step was sourcing data for Job Descriptions from the web

from various Job Portals and company websites.

The third step was going through the database Library of Team Lease

to help in sourcing more data.

The Fourth step was going to the Mandate Requisition (MRF) Forms

which are filled out by the HR Personal of Teamleases clients.

The Fifth step was clearly defining the levels of the competencies

required for each position in the hierarchy this was done by the



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information attained from the above steps. Information for my Job

Analysis Questionnaire also helped me in this step

The sixth step was developing a competency dictionary clearly

defining the competencies

The next step was assigning suitable scores for each competency

.Since creation of ICPs is a new roll out for TeamLease there is no set

validation of the scores .So the scores assigned in the ICP created by

me was done with the Consultation of the Assessment expert(AE) of

the ICP Team.

The next step was creating a different Format for the ICPs so the

company can explore different options before they finalize on a set

format.

Understanding Assessments

Study on the Assessments was carried out by

Primary data

The primary data for the research was collected from the Managers

and team members of the Assessment Team.

I also spent time with the content developer of the Assessment Team

who showed me how he goes about developing framing questions for

the tests conducted.

He also gave me the opportunity to take of the Assessments Tests

which they administer. The test I took was 1) The Level C Assessment



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Test and also a Hollandss Model Test which was developed byJohn

Holland who is famous for personality-job fit theory which

TeamLease follows in developing their content for some of their

Assessment Tests. This gave me a fair understanding on how

assessments test are developed.

Secondary data

Secondary data for the research was collected from the company

website, search engines and also documents available with the

company.

Comparison of Assessment test with the Field study of Candidates

who took the Assessment Test

The first step of this objective clear study of the assessment test the

candidates took.

This study was done by

Taking the Assessment Test to have a clear understanding of the

questions asked.



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Meeting with the content developer of the Test to identify what

competencies are being measured

The next step was identifying what all competencies are required for

the particular profile to aid in the development of the Job Analysis

questionnaire .Information here was obtained from the findings while

working with the Ideal Candidate Profiling Team.

The next step was designing the Job Analysis questionnaire .This was

done by reascearcing various other Job Analysis Questionnaires

available on the web and then framing the questions so that it would

be able to capture all the competencies required for doing the job.

The Next step was getting the questionnaire filled out and analyzing

the findings for attaining the comparison results.

PROJECT ROAD MAP

Activities5th April 10 5

th

June 10Week

1

Week

2

Week

3

Week

4

Week

5

Week

6

Week

7

Week

8

Induction and orientation

process



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Study of Competency frame

works & AssessmentsUnderstanding the

requirement of company in

terms of DeliveryAnalysis of Assessment tools

and Working with the ICP

Team

Framing of the Job AnalysisQuestionnaire and field study

of sale executives

Analysis of data

Creating an Ideal Candidate

profile

Formulation of company

report and Presentation

BENEFITS AS A STUDENT OF MANAGEMENT

Internships can be extremely beneficial to students, or anyone looking forhands-on expertise. As an intern, you can develop knowledge, competencies,

and experience related directly to your career goal.



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The main benefit is getting an opportunity to learn directly from the

professionals who are already in the industry and make an effort to gain the

confidence and experience that you need to achieve your goals.

Since this particular project dealt with topics like Competencies and

Assessments I have gained valuable knowledge in the field of HR because

these two topics are related to HR fields such as

Recruitment

Training

Performance Appraisal

As a student of HR I am interested in getting into the recruitment line .So

understanding what competencies are and how Assessments tests are

developed will definitely be a value add when I enter into the field

Other benefits of doing this Internship are:

Gain Valuable Work Experience

Have an Edge in the Job Market

Networking Opportunities

Apply Classroom Knowledge

Gain Confidence



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Last but not the least having worked in this team I would have opportunities

in doing Live Projects for the company in the coming year

BENEFITS TO THE ORGANISATION AND MY CONTRIBUTION

Having worked with the Assessment Team at TeamLease I have been

able to help the Organization in sourcing and Analyzing the

information and the creation of the ICPs will help them complete the

first Phase of the roll out and can start with the validation Phase at an

earlier date .

Having developed a new format for the ICPs the company can explore

new options in changing their template.

The project can serve as documentation for Teamlease to help new

joiners or future Interns in gaining an overview of what Assessmentsand Ideal Candidate Profiles are about.

With conducting the comparison the Assessment Team has been able

to identify what competencies are not being covered in their General

Employability assessment tool



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CHAPTER 3

Data Analysis

Building of Generic Competency Map for Sales Roles and Developing an Ideal

Candidate Profile

The First objective of the project is to develop a Generic Competency

mapping for Sales roles .It will identify all the competencies needed for

successful completion of the job with proper descriptions. This will further

lead to the development of an Ideal Candidate Profile.

What is an ICP?

ICP means Ideal Candidate Profile

ICP is a document based on which assessment tools are developed.

Ideal means reaching a certain standard of excellence keeping knowledge,

skills and behavior in mind for a particular profile.

If we are able to source ideal candidates then the job fitment would be better

and attrition rates will reduce. The candidates will be checked against an ICP

using the assessment tools like questionnaires, self assessment tests, face-

to-face interviews and so on



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Assessment of the candidate starts with first touch point that is by any

interface that includes: Field, Outbound, Web, and Inbound and also a

second touch point which is the assessment executive at the Locational

office. ICP is generally used by the Sourcing team to gauge a profile and link

the same to a job fitment. Based on various set of questions mentioned in

the ICP, we measure various attributes resulting in profiling a candidate and

matching the same to an available Job.

Purpose of an ICP:

Accessing and hiring quality talent is becoming increasingly challenging in a

people driven economy. While talent exists in large numbers the toughest

task for recruitment professionals lies in understanding the availability of

dynamic talent pools and choosing the candidates that best fit with the job-

role and organization. It is imperative for companies to get it right the first

time, to have a healthy and productive workforce.

ICPs have been created to make the assessment more objective

(minimizing subjectivity) at different levels (Field, Out Bound, Inbound & AE)

and to capture the candidates exact profile.

In simpler terms, it is used to capture a candidates Strengths &

Weaknesses



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Attributes used in an ICP are to check on the Interest, Aptitude, Skill,

Knowledge, Behavior and Longevity / Stability of candidates.

Adherence to Uniformity, Quality & Processes

Types of ICP:

a. Generic ICP (Profile): ICP is designed according to the profiles in

general (All profiles), with respect to Ideal & Standard attributes required for

that profile (keeping roles & responsibilities in mind) in existing job market

conditions.

b. Specific ICP: This ICP is designed according to the specific need /

requirement of client. The ICP will be based on the MRF (Downloads of the

required attributes, roles & responsibilities for the job, culture, stress etc as

assigned by the client). The effectiveness of the Specific ICP (Mandate Job

Profile-ICP) will depend on complete understanding of the download by thePL, AE and Sourcing team.



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Steps involved in creating an ICP


Analysis of the JDsBased on the understanding arrive at the list of critical attributes(Data, Skill, Knowledge, Behaviour) required for the profile

Arrive at Score bandwidth for each attribute based on the importance of that critical attributesto given profile with respect to their levels (Roles & responsibilities)

Create an ICP using the given base template incorporating the attributes & respective scorebandwidth in accordance to primary attribute category (data, knowledge, skill, behavior)

Collect information form Job Descriptions form web portals andMRFs

If yes Useattributes assign

appropriate scores

ranges

Check whether attributes exist in libraryIf not there the CAT

team will review the

attribute and add the

attribute to the Library.


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Analysis of the JDsBased on the understanding arrive at the list of critical attributes(Data, Skill, Knowledge, Behaviour) required for the profile

Arrive at Score bandwidth for each attribute based on the importance of that critical attributesto given profile with respect to their levels (Roles & responsibilities)

Create an ICP using the given base template incorporating the attributes & respective scorebandwidth in accordance to primary attribute category (data, knowledge, skill, behavior)

Collect information form Job Descriptions form web portals andMRFs

If yes Use

attributes assignappropriate scores

ranges

Check whether attributes exist in libraryIf not there the CATteam will review the

attribute and add the

attribute to the Library.


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Ideal Candidate Profiles for Sales Roles

Area o f Ex per t ise Business development & sales in Assigned Areas Expansion and management of Sales Channels Quarterly performance reviews of the sales force Manage special promotions dictated by executive management such as sales

pushes, which try to increase clients usage of certain products or services Initiate sales forecasting, sales promotion and planning. Ensure that all branch employees with sales/sales related responsibility

maintain a consistent high standard of performance

COMPETENCIES

BEHAVIOURAL KNOWLEDGE SKILL

Confidence

Patience

Adaptability

Maturity

Motivation

Flexibility

Enterprising

English Sales and Marketing

Market Knowledge

Competition Tracking

Business Sense Administration and

Management

Customer and Personal

Communication Skills

Analytical Skill

Sales Skills

Networking Skills

Decision Making Skills Problem Solving Skills

Critical Thinking

Coordination Skills

Computer Skills


PROFLE

Branch Sales Manger


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Stress Tolerance Service

Sr

No

ELEMENTAL

COMPETENCIES

Proficiency Requirement

1 2 3 4 5 6 7 8 9 10

B-1 ConfidenceB-2 Patience

B-3 Adaptability

B-4 Maturity

B-5 Motivation

B-6 Flexibility

B-7 Enterprising

B-8 Stress Tolerance

K-1 English

K-2 Sales and Marketing

K-3 Market Knowledge

K-4

CompetitionTracking

K-5 Business Sense



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K -6 Administration and

Management

k-7 Customer and

Personal Service

S-1 Communication Skills

S-2 Networking Skills

S-3 Decision Making Skills

S-4 Critical Thinking

S-5 Sales Skills

S-6 Team Building

S-7 Computer Skills

S-8 Coordination Skills


SCALE

POOR 1-2

BELOW

AVERAGE

3-4

AVERAGE 5-6

GOOD 7-8

EXCELLENT 9-10

Sr No : B Behavioral

K Knowledge

S -Skill


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PROFLE

Area Sales Manger

Area o f Ex per t ise Responsible for Marketing & Sales Design & implement strategies to achieve targeted Sales Implementing innovative promotional campaigns and ensuring business

development Ensuring the sales executives of a particular branch meet their revenue targets Generating the sales report of all the branches and so on. Deciding the incentive programs

COMPETENCIES




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Confidence

Patience

Adaptability

Maturity

Motivation

Flexibility

Enterprising

Stress Tolerance

English Sales and Marketing

Market Knowledge


Business Sense


Analytical Skill

Sales Skills

Networking Skills Decision Making Skills

Problem Solving Skills

Critical Thinking

Sr

No

ELEMENTAL

COMPETENCIES


1 2 3 4 5 6 7 8 9 10

B-1 Confidence

B-2 Patience

B-3 Adaptability

B-4 Maturity

B-5 Motivation

B-6 Flexibility

B-7 Enterprising

B-8 Stress Tolerance



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K-1 English



K-4 Competition

Tracking

K-5 Business Sense




S-4 Critical Thinking

S-5 Sales Skills

S-6 Team Building

S-8 Computer Skills

SCALE

POOR 1-2

BELOW

AVERAGE

3-4

AVERAGE 5-6

GOOD 7-8

EXCELLENT 9-10



K Knowledge

S -Skill


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PROFLE

Field Sales Manger


Area o f E xper t i se Direct a sales team, provide leadership to achieve maximum profitability growth in line with company vision Managing the client portfolio and also expanding the existing one Conduct regular performance reviews &submit a report to the management Keep track of competition Handle complaints in a timely and professional manner

Engage with managers to set realistic target, attend appointed calls, involvement in marketingplanning, problem solving and so on


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Sr

No

ELEMENTAL

COMPETENCIES


1 2 3 4 5 6 7 8 9 10

B-1 Confidence

B-2 Patience

B-3Adaptability

B-4 Maturity


COMPETENCIES


Confidence

Patience

Adaptability

Maturity Motivation

Flexibility

Assertive

English

Sales and Marketing

Market Knowledge


Business Sense Customer and Personal Service


Planning Skills

Sales Skills

Networking Skills

Decision Making Skills Problem Solving Skills

Negotiation Skills

Team Bulding


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B-5 Motivation

B-6 Flexibility

B-7 Assertive

K-1 English



K-4 Competition

Tracking

K-5 Business Sense

k-6 Customer and

Personal Service


S-2 Planning Skills


S-4 Negotiation Skills

S-5 Sales Skills

S-6 Team Building

S-7 Problem solving



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PROFLE


SCALE

POOR 1-2

BELOW

AVERAGE

3-4

AVERAGE 5-6

GOOD 7-8

EXCELLENT 9-10


K Knowledge

S -Skill


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SALES PROMOTER


Area o f E xper t i se Visiting outlets on a daily basis

Ensure the stock visibility and merchandising, Communicate the brand to a range of consumers, address their queries, and explain theoffers

Execute sampling and any other promotional activity. Maintain monthly report sheet and submit the same to the supervisor


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SrNo

ELEMENTALCOMPETENCIES


1 2 3 4 5 6 7 8 9 10

B-1 Confidence

B-2 Patience

B-3 Adaptability

B-4 Maturity

B-5 Motivation


COMPETENCIES


Confidence

Patience

Adaptability

Maturity

Motivation

Persistence

Assertive

English

Sales and Marketing

Market Knowledge

Customer and Personal Service


Planning Skills

Sales Skills

Decision Making Skills

Observation Skill

Negotiation Skills

Problem Solving


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B-6 Persistence

B-7 Assertive

K-1 English



k-6 Customer and

Personal Service


S-2 Planning Skills



S-5 Sales Skills

S-6 Observation Skill

S-7 Problem solving



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SCALE

POOR 1-2

BELOW

AVERAGE

3-4

AVERAGE 5-6

GOOD 7-8

EXCELLENT 9-10


K Knowledge

S -Skill


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PROFLE

Senior Field Sales Executive


Area o f E xper t i se Getting new leads

Generating sales Giving product training and demonstration to dealer/users/fitters Liaising with suppliers to check the progress of existing orders Feeding future buying trends back to employers


61/123

Sr

No

ELEMENTAL

COMPETENCIES


1 2 3 4 5 6 7 8 9 10

B-1 Confidence

B-2 Patience

B-3 Adaptability

B-4 Maturity

B-5 Motivation

B-6 Enterprising


COMPETENCIES


Confidence

Patience

Adaptability

Maturity

Motivation

Flexibility

English

Sales and Marketing

MultiLinguistic


Planning Skills

Sales Skills

Networking Skills

Negotiation Skills


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B-7 Assertive

K-1 English


K-3 MultiLinguistic


S-2 Planning Skills


S-5 Sales Skills



PROFLE

Junior Field Sales Executive


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Area o f E xper t i se The job would involve selling products/services to the customers

Feeding future buying trends back to employers Evaluating outlets

COMPETENCIES


Confidence

Patience

Adaptability

Maturity

Motivation

Enterprising

English

Sales and Marketing

MultiLinguistic


Planning Skills

Sales Skills

Networking Skills

Negotiation Skills


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Sr

No

ELEMENTAL

COMPETENCIES


1 2 3 4 5 6 7 8 9 10

B-1 Confidence

B-2 Patience

B-3 Adaptability

B-4 Maturity

B-5 Motivation

B-6 Enterprising

K-1 English


K-3 MultiLinguistic


S-2 Planning Skills


S-5 Sales Skills


COMPETENCY DICTIONARY



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COMPETENCY DESCRIPTIONPer sonal Competencies

Adaptability Adjusts to changing circumstances by altering attitudes and

behaviors; displays resilience and flexibility in response to

setbacks and stressful situations with energy and optimism.

Self Confidence Faith in one's own ideas and capability to be successful;

willingness to take an independent position in the face ofopposition

Enterprising This type enjoys influencing and leading others to attain

organizational goals or economic gain. They prefer work

that rewards their ability to sell, persuade, and motivate

others.

Patience The capacity to endure hardship, difficulty, or inconvenience

without complaint. Itemphasizes calmness, self-control, and

the willingness or ability to tolerate delayStress Tolerance The ability to keep functioning effectively when under

pressure and maintain self control in the face of hostility or

provocation

Assertiveness The ability to be confident and direct in claiming one's

rights or putting forward one's views.

Self-Motivation Motivated or driven by oneself or one's own desires,

without any external agency

Presentation

Skills

Skills that are required in showing an Audience Pre planned

Material for a specific purpose. Appropriate body language

and good interpersonal communication skills are the main



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skills required

Positive Attitude The belief that one can increase achievement through

optimistic thought processes. It comes from observational

learning in the environment and is partially achieved when

a vision of good natured change in the mind is applied

toward people, circumstances, events, or behaviors

Communication

Skills

The ability to listen, to articulate and to ensure that

understanding happens at both ends

Maturity The capacity to face unpleasantness and frustration, discomfort and defeatwithout complaint or collapse

Interpersonal Competencies

Flexibility Openness to different and new ways of doing things;

willingness to modify one's preferred way of doing things

Persuasion The use of appeals to reasons, values, beliefs, and emotions

to convince a listener or reader to think or act in a particular

way

Team Spirit Works cooperatively with others, contributes to and accepts

group opinion; and understands that organizational and

team goals take precedence over individual goals.

Negotiation

Skills

The ability of getting the best terms once the other side

starts to act on their interest. It is a skill which requires oneto be able to influence others to reach an agreement.

Team

Management

The Ability to Lead ,develop strategic plans and influences

others so that they will strive willingly and enthusiastically



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Skills toward the achievement of goals that support the mission of

the department

Networking

Skills

Building and actively maintaining working relationships

and/or networks of contacts to further the organizations

goals

Result Oriented

Proactive

Approach

Identifying what needs to be done and doing it before being

asked or before the situation requires it.

Risk Taking

It refers to the tendency to engage in behaviors that have

the potential to be harmful or dangerous, yet at the same

time provide the opportunity for some kind of outcome that

can be perceived as positive.

Planning &

Organizing

Defining tasks and milestones to achieve objectives, while

ensuring the optimal use of resources to meet those

objectives

Time

Management

Systematic ,Priority based structuring of time allocation and

distribution of competing demands



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Business Sense It is the application of wisdom for today s business, orsimply put, common sense in business. It is insight, theability to interpret developments and the Business

Environment differently, and to see, discern, and usedifferently and profitably, what others see but ignorebecause they look so ordinary or appear foolish.

Observation Skills The ability of taking notice, the act of seeing or fixing the mind upon

anything

Managerial

Problem

Analysis

Problem analysis is a set of techniques that flush out and

define areas in which the end users are unsatisfied with an

existing solution. These techniques help understand the

business problems and their context sufficiently to avoid

introducing negative side effects with the solutions made

Creativity Generates novel and imaginative contributions and

solutions to problems, projects, processes and situations

Decision Making Generates successful approaches to analyzing and resolving

problems and makes good decisions based upon a mixture

of analysis, wisdom, experience, and judgment.

Critical Thinking Questioning conventional approaches, exploring

alternatives and responding to challenges with innovative

solutions or services, using intuition, experimentation and

http://www.articlesbase.com/leadership-articles/what-is-business-sense-901298.htmlhttp://www.articlesbase.com/leadership-articles/what-is-business-sense-901298.html


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fresh perspectives

Logical

Approach

The ability to tackle a problem by using a logical,

systematic, sequential approach.

Functional

SALES SKILLS Understanding and meeting the requirement of the

customer by convincing them to but the

idea/service/product and getting value in return.

Market

Knowledge

Understanding the workings, structure and culture of the

organization as well as the political, social and economic

issues, to achieve results

Competition

Tracking

The process of identifying the performance and marketing

strategy of competitive brands or products in the

marketplace. In order to plan an effective marketing

strategy, marketers need to know about the competitive

environment and to find out all they can about competitors'

products, prices, communication channels quality, and

service so as to determine areas of competitive advantage

and disadvantage.

Computer Skills Refers to one's ability to utilize the software (and

sometimes hardware) of a computer

The above data was the creation of ICPs I developed based on my study.

The format followed here is a new format I developed which was different

from TeamLeases ICP Template format,



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Study of the Pre Hire assessment tools used in TeamLease

At Team Lease, currently they provide a basic tool called

Employability Assessment. Employability Assessment is done using

online tools or pen and paper tests according to the candidates



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convenience. The candidates vocational preferences are gauged

keeping their personality, working environments and behavior patterns

in mind. Employability Assessment is beneficial to students for

chalking out career paths, for freshers to figure out potential job

areas, for employed people to make career shifts and for companies to

get the right employees. This leads to direct placement, identification

of training needs or job path recommendations according to the varied

results found. In addition to Employability Assessment, we at Team

Lease take it a step further for our Clients by also providing Domain

specific Assessments. These are specific to the Knowledge Levels and

Specific Skills required acing a job. Domain Assessments can be

custom -made to the perfect job fitment desired. The better the match

the better it is for the client in terms of saving time, effort and money.

The tools currently available with us are as follows:

a. Employability Assessment Tool

b. Behavioral Mapping Tool

c. Basic screening products

d. Domain Specific

Electrical

- Fitter

- Welder



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Testing Knowledge, Skill, Behavior through Assessments for

Employability and Skill gap

Reason behind TeamLease coming out with the concept

ASSESSMENT

Hiring quality talent is becoming increasingly challenging in a

people driven economy.

TL developed a UNIQUE JOB assessment tool, to save on Time,Money & improve quality of Personnel to benefit employers

bringing down the attrition level and increasing Longevity /

Stability of candidates.

Assessing and hiring quality talent is becoming increasingly

challenging in a people driven economy.

While talent exists in large numbers the toughest task for

recruitment professionals lies in understanding the availability of

dynamic talent pools and choosing the candidates that best fit

with the job-role and organization.

It is imperative for companies to get it right the first time to have

a healthy and productive workforce.

Mode of assessment

Web-based Assessment

The candidate contacting Team Lease is asked to take a web-

based assessment if he has knowledge of computers.



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He is provided with a user name and password and asked to take

a test online.

Once he administers the test online he gets profiled.

He can be offered a Job immediately if suitable match is found or

he will be kept in stock till we get a suitable opening for him.

Pen & Paper Assessment

The candidate contacting Team Lease is asked to take a pen and

paper assessment only if he has no knowledge of computers.

He is provided with a set of questions and an answer script (in

OMR format) and asked to take a test offline.

Once he administers the test offline he gets profiled.

He can be offered a Job post profiling and report generation. Only

if suitable match is found job is offered or he will be kept in

stock.

Telephonic Assessment

The candidate contacting Team Lease finds it difficult to take up

web-based or pen & paper, only then he would be suggested the

telephonic assessment.

He is provided with a telephone number and asked to call on the

same and get assessment done.

Once he administers the test he gets profiled.

He can be offered a Job post profiling report generation only if

suitable match is found or he will be kept in stock



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T EAMLEASE Employability ASSESSSMENT process flow


CANDIDATE CALLS--60012345

L0 Data Fields (10) captured in Hire Craft

Unique Candidate ID is generated in Hire Craft

Candidate ID & LO Data transferred from CLCS to

The Candidate ID is keyed in the TL Assessment Engine, the engine throws up

available Jobs (Mandates) matching the L0 data of the candidate captured in C

+ The CRE counsels the candidate to take the paid assessment test at an

If candidate is not willing to Pay &take Test Candidate willing to pa


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Converted to Stock (with L0 Data) in CLCS (candidate life cycle system)Phase 1 Assessment - Candidate walks into Assessm

The test report (L1+L2) is provided to the candidate. The test scores are transferred from the A

Not willing to meet AE / not turned

up to location office for L3+L4

Stocked in CLCS as L2

assessed candidateCandidate willing to complete t

L3+L4 assessment is directed

The cumulative score derived from the Phase 1 and Phase 2 assessment i

matched for fitment with the score bandwidth of the MSICPs for active Job

If candidates fails / not tagged

Gap Analysis Report

Repair Counseling

Job Assessment (for listed clie

Candidate is sent to the most suited client from tNot Inte

Sto

(with

asses

Phase 2 Assessment -The

candidate is assessed by the AE on Domain

knowledge for top ten listed MSICPs


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Assessment Process

The process of assessment starts when any desired candidate calls

to 60012345. When the candidate calls the data will be captured from

him/her and will be stored in the hire craft for the purpose of creating a

unique candidate ID. Once the candidate ID is done the data will be

transferred to the Candidate Life Cycle System (CLCS). After

transferring the data to the CLCS it will be processed further with the

assessment engine to find out the matching jobs for the candidate


Not

Willing

for

Stock(with

complete

assessment

re ort

Willing to

undergo

Training

Job

Placement

Sent to next

best suitable

client from

the list / Co

Comp

Offer

Letter

On

boarding


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profile. After finding out the matching jobs the candidate will be asked

to take the paid assessment test.

If in case the candidate is not willing to take the paid test, those

candidates will be maintained as stock and their data will be

maintained in the Hire craft.

If the candidate is willing to take the paid test, then the

particular candidate has to walk into the assessment center and

he/she will be asked to take the Level 1 and Level 2 assessment

test. After conducting the assessment test if the candidate is

able to meet the standard set by the assessment engine he/she

will get level 3 and Level 4 assessment test or else they will be

converted as stock and their data will be maintained in the Hire

craft.

Once the candidate performance is assessed by the assessment

engine the cumulative scores scored by the candidate will be find out

to check candidate performance by comparing it with the standards

set by MSICP (Mandatory Specific Ideal candidate Profile).

If candidate fails in meeting the standards for them the Gap

analysis will be made and training will be provided if the

candidate is willing to undergo for the training. If the candidate is able to meet the MSICP standards, he will be

placed if the particular candidate is interested to work with the

specific job profile. If the candidate is not interested, then his



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data will be maintained in the CLCS and will be converted as a

stock.

Assessment Levels and their description

Lev

els Description

L0

Candidate's personal information is

captured on a platform to understand

his/her demographics. Sample below states

the L0 data captured.

L1

The interest of the candidate is measured

using a Behavioral Assessment tool

comprising of 45 Questions. The candidate's

behavioral attribute scores are derived on

completion of the assessment.

L2

The general Aptitude and English knowledge

of the candidate is measured using an

Assessment tool comprising of 35

Questions. The candidate's scores for the

Aptitude and English knowledge attributes

are derived on completion of the

assessment.



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L3

The candidate is counseled if there is a

mismatch between his interest specified at

L0 and interests derived post assessment.

This will help them either in taking up a

suitable job or to opt for training.

L4

After completing the L1 & L2 Assessment,

the candidates' job fitment and job

knowledge will be assessed by a domain

specific assessment tool at this level. The

assessment will be administered by an

Assessment Executive trained to do this

activity.

L5

If the candidate is found to have a skill gap

he is counseled for skill gap training. He will

be assessed at this level for trainability. Post

skills development program, the candidate

takes an assessment to identify whether he

clears the exit scores specified.

L6

The existing tool will be sampled on

Candidates of similar job profiles. Based on

the findings, the Assessment Tool will be

refined. The ICP's and assessment tools will

go through continuous refinement based on

Market demand and research.



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Difficulty Levels of Assessment

Level A- 8th standard to 10th Standard, ITI, below 12th Standard

Level B- 12 standard, Diploma

Level C- Graduates & Above

3. Comparison of on the Job Competencies of candidates selected

using the Pre hire assessment tools with the assessment Tools

Team lease administered a Level C Employability Assessment Test recently

to hire Candidates for different sales roles one of their clients as part of their

Permanent Staffing Services.

The Level C Assessment Test is designed for people who are Graduates &

above.

The test measures the 25 different competencies .The Competencies are

divided into 5 different categories

Managerial Competencies



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Personal Competencies

Interpersonal Competencies

Result Oriented Competencies

Functional

The list of Competencies Measured by the Level C Assessment is given

below:

Managerial Personal Interpersonal Result

Oriented

Functional


TeamLease Level C Assessment Test Competencies


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DECISION MAKING

SKILLS

MANAGERIAL

SKILLS

PROBLEM SOLVING

SKILLS

OBSERVATION

SKILLS

ANALYTICALSKILLS

CRITICAL

THINKING

IMAGINATIVE

PRAGMATIC

RELIABLE

ASSERTIVE

COLLECTIVE

COMMUNICATION

SKILLS

CONFIDENCE

ENTERPRISING

EXPLORATORY

MOTIVATION

ADAPTABILITY

CONSERVATIVE

PATIENCE

ENGLISH

INTERPERSONAL

SKILLS

NETWORKING

SKILLS

MATURITY

PROACTIVE

ORGANISATIONAL

SKILLS

SALES SKILLS

When the candidate takes the test the competencies are rated and the

results are generated in the form of a Bar chart as shown in the diagram

below.



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With a study of the On the Job Competencies it was found that the Level CAssessment test does measure most of the competencies the Salesexecutives require.

The below diagram shows the essential competencies required which isbeing measured by the Assessment tool

Based on the findings form the Job Analysis it was found that there were a

few other competencies which were essential for performing the the job

which the Assessment tool was not covering.



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The most essential competencies which had a high ranking of importance

was

Negotiation Skills

Presentation Skills

Business Sense

Market Knowledge / Awareness

The other competencies which were not being measured in the test are :

Under Functional Competencies Computer Skills of the candidate was

not being measured.

Under Result oriented Competencies the candidates Planning Skills and

Time Management skills was not being measured.



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Under Personal Competencies the candidates Flexibility, Presentation

Skills & Stress Tolerance levels were not being measured.



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CHAPTER 4

Findings & Conclusion

Findings:

The assessment process is very much required for the assessing and

understanding the demands of any particular job profile like candidate

experience, pay scale, candidate skills and so on. Assessment is necessary

to be conducted so that the right candidate for the job would be selected

and hence which in turn would reduce the attrition rate in the company and

also the costs of the company would reduce since they need not hire more

employees again and again and also need not spend time and money in the

training process.The assessment process has direct relationship with the creation of ICPs play

an important role in making an assessment process success.

The ICPs (Ideal Candidate Profile) helps in reducing time as well as cost, as it

assess the job profile as well as matching candidate profile; it helps in finding

out the perfect candidate as per the clients requirements or as per job

profile demand.

Since the roll out of the creation of Ideal Candidate Profiles have been rolled

out recently there is a lot of data collection and Validation which has to be



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completed to ensure that the process is complete .Since the team gets most

of the data it requires from secondary data like web portals and

Management Requisition Forms but to check real validity of the ICP can be

done only through on the field Job Analysis .Even though on field visits are in

the second phase of the role out ,given the current pace the team is working

it will take a lot of time to reach the second phase due to the lack of

headcount. My suggestions to this process is

Increase the Head count of the current ICP team

Hire more Interns to help in the search and analysis of secondary data

If these steps can be done the Phase 2 can be rolled out much earlier and

the company can complete the roll out of this Ideal Candidate Profiling .A

detail documentation of the ICP should also be created which could justify

the relevance of creation. This document can help new jonnies gain some

understanding of the process much better and the can also share thisdocument with their clients to show them how they arrive at selecting the

right candidate for their company which will help them gain a competitive

edge.

With the study of assessments we learn that the costs for the company

regarding recruitment are very high; assessment process helps the company

to reduce the cost and at the same time also helps to hire the qualitative

and stable employees. A good assessment tool will be able to clearly identify

the candidates Knowledge, Skill & Abilities.



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Advantages to the Candidates

Assessment is mainly needed for a candidate to know him / her

and to arrive at a fair view about his Interest (Preferential &

Derived), knowledge, skill and so on. It enables the candidate to fit

in the right field, at the right time in the job market in addition to

TeamLease.

Advantages to the employer

While talent exists in large numbers the toughest task for

recruitment professionals lies in understanding the availability of

dynamic talent pools and choosing the candidates that best fit the

job-role and organization.

It is imperative for companies to get it right the first time, to have

a healthy and productive workforce.

Currently Team Lease is changing the scoring pattern of the assessments

tests to match it with the scores of the ICPs so that when a candidate takes

sip_phase 2_report team lease 7

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