data analysis and interpretation
TRANSCRIPT
DATA ANALYSIS AND INTERPRETATION
To understand and study the theoretical prescription in HRM practices
Below stated is a skeleton of the theoretical prescription which is discussed in detail in the early chapter.
The study is mainly divided into two parts
PART 1 – which details about the introduction – Evolution of HRM – challenges related to the management of HRM and related topics.
PART 2 – deals with the function of HRM
PART 1
- INTRODUCTION TO HRMo Definition of human resources
- HISTORY OF HRMo The different stages of development of HRM
- HUMAN RESOURCE MANAGEMENT – chronology of development.- WHAT IS HUMAN RESOURCE MANAGEMENT?
o A process - system view of HRM
- TRANSISTIONAL NATURE OF HUMAN RESOURCE MANAGEMENTo strategic and operational roles of HRM
- HRM ROLES- HRM ACTIVITIES- FACETS OF HRM- OBJECTIVES OF HRM- DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT- CHALLENGES RELATED TO THE MANAGEMENT OF HUMAN
RESOURCES IN ORGANIZATION
PART 2
- HUMAN RESOURCE PLANNING (HRP)o Meaning and definition
o Purpose and importance of HRP
o HRP & strategic planning
o Factors that determine HR plans
o Linking the process of HRP and strategic planning
o The Human Resource Planning Process
- JOB ANALYSIS &DESIGNo Meaning & definition
o Nature of job analysis
o Job analysis and other HR activities
o Job analysis process
o Job analysis methods
- RECRUITMENT o Meaning & definition
o Recruitment process
o Methods of locating qualified job candidates
o Diversity management in recruitment
- SELECTION: matching people & jobso Selection process
o Selection tests
o Type of tests
o Selection interview
- ORIENTATION AND PLACEMENTSo Employee orientation
o Using orientation to reduce stress
o Placement
- TRAINING AND DEVELOPMENT EMPLOYEESo A system approach to training / need
o Training methods
o Training for special purpose
o Managerial development & training
o Management development methods
- APPRAISING AND MANAGEMENT PERFORMANCEo Appraisal steps
o Purpose of performance appraisal
o Appraisal methods
o The role of appraisal in managing performance
- JOB EVALUATION o OBJECTIVE OF JOB EVALUATION
o METHODS OF JOB EVALUATION
- COMPENSATIONo Main components of compensation
- CAREER PLANNING AND DEVELOPMENTo Career development roles
o Elements of career development programs
- MANAGING GLOBAL HUMAN RESOURCE MANAGEMENTo Managing International HR activities
o Basics steps in International HRM
To understand the new recruitment & selection practices and concepts followed in the IT organizations
TABLE-1 Sources of Recruitment
Sources Actual PercentageInternal 1 10%External 7 70%Both 2 20%Total 10 100%
Internal External Both0%
10%
20%
30%
40%
50%
60%
70%
80%
ActualPercentage
CHART-1
Recruitment plays an important role whenever an organization wants to hire people, and the sources through which these people are hired also is important. 70% of the respondent use External sources of recruitment. 20% of the respondents consider both the internal and external sources for recruitment, while 10% of them only opt for the internal source of recruitment.
Inference: External source of recruitment is most frequently used source to get in people into the organization. Organizations can opt for both the sources, ie., internal as well as the external sources in case required.
TABLE-2 Method of Recruitment
Method Actual percentageEmployee referrals 10 24%Advertisements 10 24%Professional association 3 7%Consultants 2 5%Internet 8 19%College recruitment 5 12%Executive search firms 3 7%Tele-recruiting 1 2%Others 0 0%Total 42 100%
Employee
referr
als
Advertisem
ents
Professional a
ssociati
onConsultan
tsIntern
et
College re
cruitm
ent
Executive s
earch firms
Tele-rec
ruitingOthers
0%
5%
10%
15%
20%
25%
30%
Actualpercentage
CHART-2
24% of the organizations today use Employee Referrals and Advertisement methods to recruit people. While 19% of the respondents are into use of the internet i.e., www, which they consider to be an easy and cost saving technique to recruit. Campus recruitment, executive search firms and Tele-recruiting and also use today more often to choose the right candidate.
Inference:
Many of the organization are using employee referrals and advertisement method to recruit because employ referral gives the organizations the confidences regarding the candidate and advertisement helps them to find candidates from around the world. Internet can also be use more frequently because it save time and cost.
Table 3 Effectiveness of Recruitment Sources
Sources Avg – no. of respondents
Avg - percent
Employees referrals 3.9 20%
Advertisements 2.9 15%executive search firms 2.3 12%Professionals association
2.4 12%
Consultants 1.3 7%Internet 2.2 11%College recruitment 3.2 16%Tele – recruiting 1.3 7%total 19.5
Employee
s refer
rals
Advertisem
ents
executive
search
firms
Professio
nals as
sociation
Consultants
Internet
College r
ecruitm
ent
Tele –
recru
iting
0%
5%
10%
15%
20%
25%
Avg – no. of respondentsAvg - percent
CHART 3
20% of the respondents say that Employee referrals are more effective than the other sources. While 15% of the respondents rate Advertisement to be effective. College recruitment, Executive search firms, professional association are rated as 16%, 12% and 12% effective methods. Internet is rated effective to the extent of 11% & consultants & Tele- recruiting is effective to the extent of 7% each.
Inference:
Though employee referrals and advertisement were considered to be the most widely used methods, but when it comes to effectiveness Employees referrals is consider being more effective. College recruitment can be encouraged as it gives the organization a wide range of options. Internet can also be more effective if proper reference checks are done.
TABLE-4 Use of Internet/ Intranet for Recruitment Selection
Reasons Agree Strongly Disagree Strongly Undecided
Agree disagreeReduced cost
3 7 0 0 0
Saves time 5 5 0 0 0Identify better candidates
9 1 0 0 0
Faster response to candidate
6 4 0 0 0
Total 23 17 0 0 0
CHART 4
Agree Strongly Agree
Disagree Strongly disagree
Undecided0
5
10
15
20
25
Reduced costSaves timeIdentify better candidatesFaster response to candidateTotal
By use of Internet/Intranet 41% of the respondents Strongly Agree that it Reduces Costs of recruitment to their organization. While 29% and 24% of the respondents strongly Agree that it Saves time and Gives faster response to candidates. The rest 39%, 26%, and 22% of the respondents Agree that Identifies better candidates, Gives faster response to candidates and saves time by use of Internet/Intranet.
Inference: Use of Internet/Intranet really saves times and reduced costs to the organization in the process of recruitment and selection. Most of the organizations today are the having their LAN, WAN, MAN networks in order to communicate
faster and save time. Even from the candidate’s point of view Internet is the best option as it provides faster response.
TABLE – 5 USE Six Sigma in Recruiting
RESPONSE ACTUAL PERCENTAGEYes 6 60No 4 40Total 10
CHART 5
ACTUAL PERCENTAGE0%
20%
40%
60%
80%
100%
Yes No
60% 0f the respondents use Six Sigma in recruitment process which is considered to be the most important aspect of quality management. While the rest 40% of the respondents do not use Six Sigma but are willing to adopt the concept.
TABLE – 6 Future plans to implement Six Sigma in Recruiting
RESPONSE ACTUAL PERCENTAGEYes 4 100No 0 0
CHART 6
Yes No0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
ACTUAL
ACTUAL
Yes No0
20
40
60
80
100
120
PERCENTAGE
PERCENTAGE
Inference:
IT organization today is quality conscious, for those people are considered to be the most vital resource through which they can prosper. Hence they are always in the move to have 100% results in all aspects of activity. Today most of them are implementing Six Sigma in the recruiting process also in order to have a competitive edge over others. And rest of organization has realized the importance is in the process of implementing Six Sigma in recruiting.
TABLE-6 Use of Behavioral Interview in Selection
Response Actual PercentageYes 7 70%No 3 30%Total 10
Actual Percentage0%
20%
40%
60%
80%
100%
Yes No
CHART-6
nterviewing process today has undergone a major change in itself. There are different methods used in the interview process . Behavioral based interview is one such method used and 70% of the respondents say that they use it to select the new employees. And 30% of the respondents don not use it.
Inference: As said earlier today, the whole interviewing process and the interview methods have undergone a major change. Organizations are trying to be more secure in order to get competent employees into the organization, hence they are using different interview methods to know more about the candidates’sbehaviour in personal and would be behaviour on the job. Behavioural based interview is one such method which is more often used to select.
TABLE – 7 Response to behavioral interview used to predict future On-the-job behavior
Response Actual PercentageStrongly disagree 0 0%Somewhat disagree 3 30%
Undecided 0 0%Somewhat agree 4 40%Strongly agree 3 30%Total 10
Strongly disagree
Somewhat disagree
Undecided Somewhat agree Strongly agree0%
10%
20%
30%
40%
50%
ActualPercentage
Chart 7
60% of the respondents somewhat agree that behavioral Interview helps them to predict the future on-the-job behavior of the new employee. While 30% and 30% 0f the respondent strongly agree and also strongly disagree that behavioral interview is used to predict future OTJ behavior
INFERENCE:
From the above statistics, organizations are using Behavioral interview to predict the candidate’s future on –the- job behavior. Organizations are very stringent today in their recruiting and selection process because it’s a cost to them and human resource is one such resource which is a competitive edge to compete with their competitors.
TABLE – 8 provision of company handbook
Response Actual PercentageYes 10 100%No 0 0%Total 10
CHART 8
Yes No0
2
4
6
8
10
12
Actual
Actual
Yes No0%
20%
40%
60%
80%
100%
120%
Percentage
Percentage
All the it organization provide an orientation program which will be for 2-4 days, or even a few weeks or even months where the company policies, procedure, work rules, employees benefits etc., are conveyed through the broucher or a handbook and new recruits are made to feel at home in the new environment.
INFERENCE:
Organizations are known to spend a few weeks or even months or orientation programs. The idea is to make the new employees feel ‘at home’ in the new environment. It is a well-known fact that employees are anxious on entering an organization. They feel adequate when they compare with the more experienced employees, and they are concerned about how well they will get along with their co- workers. Effective orientation program reduces the anxiety of new employees by providing them information on the job environment, by introducing them to co- workers, and through handbooks.
TABLE – 9 Use of technology for reference checks
Response Actual PercentageYes 5 50%No 5 50%Total 10 100%
CHART 9
Yes No0
1
2
3
4
5
6
Actual
Actual
Yes No0%
10%
20%
30%
40%
50%
60%
Percentage
Percentage
50% of the respondents use technology for doing reference checks, while the other 50% do not use any kind of technology to do reference checks.
INFERENCE:
When the labor market is very tight, organizations sometimes hire applicants before checking references. Checking references is considered to be important in the IT industry and organizations are using their own created applicants to do reference checks. That is they are using technology to do reference checks.
TABLE – 10 use of Human Resource Information System in HR functions
HR Functions Actual PercentagePayroll processing 7 11%Employee data maintenance
9 14%
Benefits administration 8 12%Compensation planning & management
6 9%
Compliance reporting 6 9%Performance management 4 6%Organization/position 5 8%
managementRecruitment & selection 6 9%Retiree administration 3 5%HRP 6 9%Employee training & development
1 2%
Employee relations 2 3%Diversity program 3 5%Total 66
Payro
ll pro
cessin
g
Employe
e data
main
tenan
ce
Benefi
ts ad
ministrati
on
Compensati
on planning &
man
agem
ent
Compliance
reporti
ng
Perform
ance
manag
emen
t
Organiza
tion/positi
on man
agem
ent
Recruitm
ent &
selec
tion
Retiree
administ
ration
HRP
Employe
e trai
ning & dev
elopmen
t
Employe
e rela
tions
Diversi
ty pro
gram
0%2%4%6%8%
10%12%14%16%
ActualPercentage
CHART 10
Advancements in information technology have enabled organizations to take advantage of information explosion. With computer networks, unlimited amount of
data can be stored, retrieved and used in a wide variety of ways, from simple keeping to controlling complex equipment’s. Hence 13% of the respondents say that they use HRIS for Employee data maintenance. For other HR functions like payroll processing, Benefits administration, recruitment and selection, 11% of respondents and 6% of respondents use Information System for their most of the HR functions.
INFERENCE:
Information technology has, of course, has changed the face of HRM all over the world. The most central use of technology in HRM is an organization’s Human Resource Information System (HRIS), which provides current and accurate data for purpose of control and decision making; in this sense it moves beyond simply storing and retrieving information to include broader applications such as producing reports, forecasting HR needs, strategic planning, career and promotion planning, and evaluating HR policies and procedure.
To analyze the training and development, career management activities in the organizations.
Table – 11 training and development considered from strategic viewpoint
Actual PercentageYes 10 100%No 0 0%Total 10
CHART – 11
Yes No0
2
4
6
8
10
12
Actual
Actual
Yes No0%
20%
40%
60%
80%
100%
120%
Percentage
Percentage
100% of the respondents agree to the point that training and development is very important and has to be viewed from a strategic level. When proper training & employment measures are taken up in the organization, there will be a greater stability, flexibility and capacity for growth in an organization; hence all the respondents have plans for T&D at a strategic level.
INFERENCE:
Training & Development efforts are designed to the employees satisfy personal goals through higher level of skills and compensation, facilitating higher contribution at their present jobs and preparing them for the next level of responsibility, develop individuals and teams to meet the total needs of the organization. Hence, organization today is considering planning of T&D program from the strategic point of view.
TABLE – 12 percentage of revenue spent on T & D, Education & Research
Response Actual PercentageLess than 5% 3 30%5% - 10% 2 20%10% - 15% 3 30%15% - 20% 2 20%20% &above 0 0%
Total 10 100%
Less than 5% 5% - 10% 10% - 15% 15% - 20% 20% &above0%
5%
10%
15%
20%
25%
30%
35%
ActualPercentage
CHART 12
30% of the respondents state that they spend 10 – 15% of the revenue, while the other 30% of the respondents state that they spend less than 5% on T&D, Education and Research. 5 – 10 % of the revenue is spent by 20% of the respondents while the other 20% of the respondents spend 15 – 20% on T&D, Education and Research activities. Hence one can say that T&D, Education & Research play an important role in bringing out organizational innovation and creativity.INFERENCE:
Most of the organizations today have their own schools, or training centers or learning centers where training, education and the research facilities are provided. This is one way where the organization is trying to build up the career of the employees working with the organization.
Table – 13 Frequency of different training programs
+ Weekly
Monthly Quarterly Annually As needed
Not provided
Technical skills/ knowledge training
2 20% 6 60% 5 50% 8 80%
Executive development
4 40% 2 20% 6 60% 2 20%
Personal growth 2 20% 6 60% 5 50% 1 10%Management skills/ development
50% 3 30% 3 30% 10 100%
Communication skills
1 10% 1 10% 8 80% 2 20%
Customer service
5 50% 4 40% 2 20% 10 100%
Software related/ technology related
1 10% 3 30% 4 40% 10 100%
Technica
l skills
/ knowled
ge tra
ining
Executive
developmen
t
Personal g
rowth
Manage
ment sk
ills/ d
evelopmen
t
Communication sk
ills
Customer
servic
e
Software
relat
ed/ te
chnology rel
ated
0%10%20%30%40%50%60%70%80%90%
100%
Not ProvidedAsneededAnuallyQuarterlyMonthlyWeekly
Chart 13
Training program in the organizations is designed accordingly in order to increase the performance. From the above chart, it can be inferred that 80% of the respondents provide technical skills/ knowledge training to their employees as and
when needed, 50% of them quarterly, 30% of them on a monthly basis and 20 % of them weekly basis. Executive development is provided as and when needed which 60% of them provide, 40% of them on a quarterly basis, 20% of them on an annual basis and 20% of them actually don’t provide such training. In case of personal growth training about 60% of the respondents conduct quarterly, 20% of them monthly, 50% of them as needed and 10% of them do not have any such training. Coming to management skills/ development 100% of the respondents provide it as and when needed, while 50% monthly, 30% of them quarterly and other 30% annually. Communication skills are also provided wherein 80% of them say it is need based, 10% on an annual period, 10% quarterly and the other 20% donot have any such training. Customer service training which is also given by the respondenys as and when need arises, 50% on a weekly basis, 40% monthly and 20% of them on a quarterly basis. Lastly, software related, again 100% of the respondents provide on a need basis, 40% annually, 30% quarterly and 10% monthly.
INFERENCE:
Training and development activities have become very important to the organization today. It’s not like before wherein selected people and selected programs where used for training. There is a drastic change in the whole system of training and development of the employees. Organization also have felt the importance and are adequately funding and time and again conducting training programs in order to upgrade their employees and make them more competitive.
TABLE – 14 Methods used to upgrade the competencies of employees
Responses Actual PercentageE – learning 7 23%Coaching / mentoring 8 26%Classroom 8 26%On-the-job 3 10%Others 5 16%Total 31
E – learning Coaching / mentoring Classroom On-the-job Others0%
5%
10%
15%
20%
25%
30%
ActualPercentage
CHART 14
Scanning competencies of applicants provides the company a pool of employees with a great potential for performance excellence. In this view organizations plan up different methods to upgrade employee competency. 26% of the respondents use coaching / mentoring to upgrade competencies while other 26% of the respondents use class room methods. E – learning is encouraged to a great extent, hence 23% of the respondents are using E – learning.
INFERENCE:
Competency is an underlying skill, personal characteristics, or motive demonstrated by various observable behaviors that contribute to outstanding performance in a job. Hence organization is opting for new methods of upgrading competencies of the employees so that they perform better and make the organization more competitive.
Table 15 importance of E – learning
Response Strongly disagree
Somewhat disagree
Undecided Somewhat agree
Strongly agree
6 4
E – Learning is seen earlier is been adopted by many organizations. The importance of e- learning is shown above which states that 60% of the respondents somewhat agree that e – learning is beneficial and the rest 40% of the respondents strongly agree that e – learning is important and it provides more merits than compared to any other methods.
INFERENCE:
E – Learning has gained importance over a period of time, organization are training and developing their employees through e – learning methodology as the training session can be accessed by an individual whenever he/she is free. Through e – learning an employee can upgrade other aspects of his skills and knowledge in turn also, it saves time and cost to an extent also.
Table – 16 Emphasis of behavioral training
Response Highly emphasized
Emphasized
Not much emphasized
Not at all emphasized
Team building
4 27% 3 20% 3 43% 0 0%
interpersonal skill
2 13% 5 33% 1 14% 2 67%
Communication skill
5 33% 3 20% 1 14% 1 33%
Culture sensitivity training
4 27% 4 27% 2 29% 0 0%
Chart 16
Highly e
mphasized
Emphasi
zed
Not much em
phasized
Not at a
ll emphasi
zed
0
1
2
3
4
5
6
Team buildinginterpersonal skillCommunication skillCulture sensitivity training
Considering the other training methods behavioral training is being practiced in organization. 33% of the respondents highly emphasize training on communication skill, 27% on team building and the rest 27% of the respondents on culture sensitive training. Around 33% of the respondents are emphasizing on interpersonal skills and 27% of them on culture sensitivity training.
INFERENCE:
Behavioral training like team building, communication skills, interpersonal skills are much practiced in the IT industry. This is because the organization has to deal with customers, and they can prove their competitiveness through proper
communication. Culture also plays an important role as organization is going global and they need to adapt themselves more than one culture.
TABLE – 17 benchmarking of training methods
RESPONSE ACTUAL PERCENTAGEYes 6 60No 4 40Total 10
CHART 17
Yes No0
1
2
3
4
5
6
7
ACTUAL
ACTUAL
Yes No0
10
20
30
40
50
60
70
PERCENTAGE
PERCENTAGE
60% of the respondents benchmark the training methods used in the organization, while the rest 40% of the respondents do not benchmark the training methods.
INFERENCE:
Benchmarking of training methods helps the organization to have a standardized use of the methods.
TABLE – 18 different career initiatives taken up
Response Actual percentageWorkshops 6 15%Mentoring 7 18%Career self-management 10 26%Glass- ceiling audits 4 10%Organizing training courses
6 15%
Others 6 15%Totals 36 100%
Workshops
Mentorin
g
Career
self-m
anage
ment
Glass- c
eiling a
udits
Organizin
g trai
ning course
sOthers
0%
5%
10%
15%
20%
25%
30%
Actualpercentage
Chart 18
Careful situational and self-analysis is the key to successful long range development of individual career success skills. Hence, organizations are trying to manage career of the individuals in such a way that they are retained for a long run. 26% of the respondents try to manage their career on their own. 18% use of the respondents mentoring and 15% of the respondents use workshops, and other 15% of them organize different training courses. 10% of the respondents have training on glass- ceiling audits.
INFERENCE:
Strategic career adaptation and flexibility self-management is part of the new information / knowledge age reality. Hence, different career initiatives are taken in order to have a career path of the employees. Manager and professional need to combine self- assessment with a careful analysis of the organizational culture and the power and influence system. Many organizations provide assistance in skills development through courses, job rotation and mentoring etc.
TABLE – 19 Practices of rewarding or providing incentives for employee suggestion
Response Actual PercentageYes 10 100%No 0 0%Total 10
CHART 19
Common appraisal Different appraisal0
2
4
6
8
10
12
Actual
Actual
Common appraisal Different appraisal0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Percentage
Percentage
100% of the respondents try to provide certain kind of incentives or reward their employees for the valuable suggestions given in order to improve the productivity
INFERENCE:
Organizations have realized that Human Resource is one which can provide a competitive advantage. All the organization encourages the employees to bring forward their creative and innovative ideas which help the organization to improve productivity. In fact the employees are given a chance to bring out innovative ideas, and even training is provided to bring out the creativity in them.
Table – 20 Objectives which drives pay and reward changes
Responses Actual PercentageImprove employee focus 8 23%Broaden competencies skills 6 17%Focus on customer needs 9 26%Competitive advantage through work force 6 17%Reinforce corporate values 6 17%Total 35
Improve
employee
focus
Broaden
compete
ncies s
kills
Focus o
n custo
mer need
s
Competitive
advan
tage t
hrough work
force
Reinforce
corporat
e valu
es
0%
5%
10%
15%
20%
25%
30%
ActualPercentage
CHART 20
265 of the respondents states that focusing on customer needs can be one significant objective for change in pay and reward systems. 23% of the respondents
say that such change in reward and pay will improve employees focus towards productivity. While 17% of the respondents say that reinforce corporate values and other 17% says that it tries to bring out competitive advantage through work force.
INFERENCE:there should be a practice of changes in the reward and pay system as these are the motivators for the employee in order to improve their productivity and retain them in the organizations.
To find out the new roles of the HR department in managing performance and study the new employment practices followed in the organizations
Table – 21 type of appraisal form across different levels
Responses Actual PercentageCommon appraisal 0 0%Different appraisal 10 77%Others 3 23%Total 13
Common appraisal Different appraisal Others0
2
4
6
8
10
12
Actual
Actual
Common appraisal Different appraisal Others0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Percentage
Percentage
CHART 21
Performance appraisal is one motivator which motivates employees to perform better and know about the deficiencies in the employees. 77% of the respondents use different appraisal forms for different levels. While 23% of the respondents use other method of appraisal for different levels
INFERENCE:
Performance appraisal at first glance might seem for a narrow purpose to evaluate who is doing a good job. But in reality performance appraisal isone of the most versatile tools available to managers. They can be used for development and administrative purposes. Each level of work is different and responsibilities are different. Hence, organization tries to maintain different appraisal forms for different levels.
TABLE – 22 right match of competencies which gives best performance
Response Actual PercentageMotivation 5 26%Work environment 8 42%Incentives 6 32%Total 19
Motivation Work environment Incentives0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
ActualPercentage
CHART 22
If there is a right match of competencies available with the employee then it helps them to give their best of performance. 42% of the respondents believe that it’s the work environment which help them to have that match and which brings a right match. 32% of the respondents state that it’s due to incentives and 26% of them state it’s because of proper motivation.
INFERENCE:competency is an underlying skill, personal characteristics, or motive demonstrated by various observable behaviors that contribute to outstanding performance in the job. There has to be right5 match of competencies with the employees which help them to perform better.
TABLE – 23 Use of competency mapping in performance management
RESPONSE ACTUAL PERCENTAGEYes 4 40%No 6 60%Total 10 100%
CHART 23
Yes No0
1
2
3
4
5
6
7
ACTUAL
ACTUAL
Yes No0
10
20
30
40
50
60
70
PERCENTAGE
PERCENTAGE
40% of the respondents use competency mapping in the performance management. While the rest 60% of the respondents are yet realize the importance of competency mapping.
INFERENCE:
Competency mapping involves the determination of the extent to which the various competencies related to a job are possessed by the person. Organization which are fast growing, performing well are using competency mapping for selecting and developing their human asset. In order to aim for higher performance organization need to use more reliable tools for identifying competencies which become the base of the foundation for the future performance of the employees.
TABLE – 24 Use of PCMM
RESPONSE ACTUAL PERCENTAGEYes 2 20%No 8 80%Total 10 100%
Yes No0
1
2
3
4
5
6
7
8
9
ACTUAL
ACTUAL
Yes No0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
PERCENTAGE
PERCENTAGE
CHART 24
80% of the respondents have not implemented PCMM in their organization, while 20% of the respondentshave totally implemented PCMM, and are reaping benefit of it.
Table 25 Level of PCMM achieved
Responses Actual PercentageLevel 1 0Level 2 0Level 3 0Level 4 0Level 5 2 20%Total 2
Chart 25
20% of the respondents have already implemented and have reached level 5. The rest 80% of the respondentsare in plan of implementing PCMM.
TABLE 26 Plans of implementing PCMM
RESPONSE ACTUAL PERCENTAGEYes 8 80
No 0 0Total 8
Yes No0
1
2
3
4
5
6
7
8
9
ACTUAL
ACTUAL
Yes No0
10
20
30
40
50
60
70
80
90
PERCENTAGE
PERCENTAGE
CHART 26
80% of the respondents, who have not adopted PCMM, are now planning slowly to implement PCMM in their organization.
INFERENCE:
PCMM model aims at providing guidance to organization that want to improve the way they address the people related issues. It provides guidance on how to improve the ability of software organization to attract, develop, motivate, organize and retain the talent needed to steadily improve their software development capability. PCMM integrates the practices of HR and OD with TQM. PCMM model has been adopted by many of the organizations, and many are realizing the importance and are planning up to implement the model in their organization in order to improve their talent. PCMM model has gained importance in many of the organizations, and simultaneously who have implemented it have already reap the benefit.
TABLE – 27 Uses of competency mapping / PCMM model creates a difference in performance
Response Actual PercentageStrongly disagree 0%Somewhat disagree 0%
Undecided 0%Somewhat agree 4 40%Strongly agree 6 60%Total 10
Strongly disagree
Somewhat disagree
Undecided Somewhat agree
Strongly agree0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
ActualPercentage
Chart 27
60% of the respondents strongly agree to the point that competency mapping / PCMM model does provide a difference in the performance, while 40% of the respondents somewhat agree that it will provide the difference.
INFERENCE: competency mapping / PCMM model and many other such methods or concepts have benefited the organizations to improvise in their performance. Any organization, its Human resource which is vital and acts as a competitive advantage, because it’s through them that the organization is built. Hence, using new techniques / concepts to retain the talent is more important, and many of them have realized this and are trying to have talent management.
TABLE 28 Process Mapping in HR functions
RESPONSE ACTUAL PERCENTAGEYes 4 40No 6 60Total 10
Yes No0
1
2
3
4
5
6
7
ACTUAL
ACTUAL
Yes No0
10
20
30
40
50
60
70
PERCENTAGE
PERCENTAGE
CHART 28
Nearly 40% of the respondents have process mapping in some of the HR functions, while the other 60% of the respondents do not follow any such activity of process mapping.
TABLE – 26.1 process mapping in HR Functions
