garima sharma sndt phdthesis 2014 -...
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Appendix A: Questionnaire for Non HR Managers
Research Study
A study on Competency Mapping in Indian Organizations- Current Status, Extent of Usage, Identification of Critical Success Factors and roadblocks in its Implementation
Dear Respondent,
This is to submit that I am a Research scholar (associated with SNDT University) doing research on Competency mapping practices in Indian Organizations. The research aims at improving organizational effectiveness by way of using Competency based HRM
I solicit your time to help me in my research by filling in the questionnaire enclosed. Your free and frank opinion will go a long way in enabling the afore-mentioned research work. Most of the questions would involve ticking the responses given and ranking the statements according to your perception or experience. A few are open ended where you could write responses in your own words.
Needless to add your responses would be kept confidential and the responses would be analysed in aggregate only. Furthermore, the findings of the research will be shared with all the respondents.
Thanking you in anticipation,
Yours sincerely,
Garima Sharma
Contact No: 9833536798
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Questionnaire
Note: To be filled in by managers from Non HR area only
1. A) Please tick mark the appropriate Competency Mapping tools you are aware of
Competency Mapping Tools Aware
Yes/No
Industry Benchmark
Mock Centers
Assessment Centers
Development Centers
Expert Panels
BARS(Behavioural Anchored Rating Scale)
Threshold Scales
Repertory Grids
Forced Rank Order
Job Role Clarification
Checklists for Observations
Any other
Does your organization use competency mapping?
I) Yes II) No B) If yes, since when
a) Less than a year b) 1-2 years c) 3-5 years d) more than 5 years
C) If no, Please go to Section II (Page 8)
D) Please tick mark the appropriate Competency Mapping tools which are being used in your organization.
Competency Mapping Tools Usage
Yes/ No
Industry Benchmark
Mock Centers
Assessment Centers
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Competency Mapping Tools Usage
Yes/ No
Development Centers
Expert Panels
BARS
Threshold Scales
Repertory Grids
Forced Rank Order
Job Role Clarification
Checklists for Observations
Any other
I. Who does Competency Mapping in your organization? a) In house
i) dedicated team----- ii) included in HR managers KRAs---- iii) Operation/Line Managers ---iv) Any Other -------
b) Outsourced
Agency i) Independent consultant -----ii) Consultancy Firms -----iii) Institution ----iv) Any other
Basis i) Time bound---- ii) Project bound----iii) Retainer Basis---- iv) Any Other----------
Scope -what part of Competency Mapping is outsourced i)Development of Competency Mapping ii) Development of framework iii) Assessment of individual competencies iv) Any other
c) As a manager have you ever been part of a competency related exercise either as a subject or an assessor? If yes in what areas and how were you involved?
_____________________________________________________________________________________________________________________________________________________________________________________________________________
d) What is the degree of involvement of different levels in development and implementation of Competency Mapping in your organization?
Level Degree of involvement
iv
Nil Low Medium High
Board of Directors
Chief Executives
Top Management
Middle Management
Operating Management
Consultant
II. Applications of Competency Mapping
A. Please tick mark the Applications /usage of Competency Mapping in various sub-segments of HR on a five point scale ranging from No or very low usage (1) to high usage (5)
Sr. No.
Sub- systems of HR No /Very Low
Low Medium High Very High
1. Recruitment & Selection
2 Training & Development
3 Performance Management
4 Compensation & Reward
5 Career Planning
6 Building Appropriate Culture
7 Succession Planning
8 Change Enablement
9 Talent Management
10 others
III. Which of the following statement/s is /are true for your organization?
Sr. No
Item Yes/ True
False
1 Your organization has a competency dictionary
2 Purpose of a competency model initiative is made clear to all involved
3 Employees(Assesses) are involved in planning the development of the competency model
4 The reward given is adequate for supporting the effort
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Sr. No
Item Yes/ True
False
5 Time frame for implementation of model is too short
6 Time frame for implementation of model is too long
7 There is a history of poorly implemented changes to human resources system / HR processes.
8 Employees are informed about his or her level of competency.
9 An individual is rewarded if his/her current competency level meets or exceeds the required competency level
IV. Do you perceive/face any roadblocks in its usage or implementation? Please
mention _____________________________________________________________________________________________________________________________________________________________________________________________________________
V. Which of the following roadblocks do you face in usage of Competency Mapping? 1) Lack of adequate time available 2) Lack of knowledge/skills on the part of assessors or participants 3) Lack of financial/ budgetary support 4) Business environment related 5) Organizational resources/ capabilities related 6) Non availability of Competency Mapping tools 7) Complexity/ difficulty in use of Competency Mapping tools 8) Complexity of implementation 9) Unclear description of competencies 10) Non Availability of assessors 11) 12) Question mark on Validity of exercises 13) Lack of Organizational commitment 14) Lack of Inter-rater reliability 15) Noninvolvement of Line managers 16) Lack of data security 17) Any other
VI. Please tick the statements which describe the roadblocks faced in using Competency Mapping in your organization on a five point scale ranging from strongly disagree (1) to strongly agree (5) S.No Item Statement 1 2 3 4 5
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1 There is lack of dedicated staff for handling Competency Mapping, Development of Competency framework and assessment of competencies
2 Operational managers/Line managers are not able to handle competency based recruitment
3 There is lack of training for employees on Competency Mapping and its usage in various HR processes
4 It is Difficult to identify competencies in detail.
5 It is Difficult to implement competency based models
6 Competencies required for a job or class of jobs are always in a flux owing to volatile business environment
7 High attrition rate makes it difficult to implement Competency Mapping.
8 Paucity of time makes it difficult to adhere to Competency Mapping framework
9 Frequent Transfers and mobility of employees makes it difficult to implement Competency Mapping
10 Multitasking expected from employees makes it difficult to implement Competency Mapping
11 There is lack of dedicated resources for implementing Competency Mapping in HR
12 There is lack of top management support for usage of Competency Mapping in HR
VII. Please rank the following challenges of Competency Mapping in descending
order. (1 for most challenging & 3 for least challenging) S. No Competency Mapping Process Rank
1 Mapping of competencies for a job or a class of jobs
2 Development of a competency framework
3 Assessment of competencies of individual employees
VIII. Are you aware of the benefits that accrue to your organization owing to usage of competency Mapping? Yes / No.
If yes, Please specify
___________________________________________________________________ IX. Please rate the following statements -which describe the benefits which accrued
to your organization owing to use of Competency Mapping in various areas and
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sub functions of HR -on a five point scale where 1 being strongly disagree to 5 being strongly agree.
S.No Item statement 1 2 3 4 5
1 Competency Mapping results in better productivity
2 Competency Mapping results in Cost savings
3 Use of Competency Mapping brings about transparency in various HR processes.
4 Competency Mapping provides a benchmark for measuring performance and identifying employee potential
5 Competency Mapping assists in pin pointing training and development needs of employees
6 Competency Mapping facilitates designing appropriate training activities for the staff and managerial cadre.
7 Competency Mapping aids monitoring of individual progress
8 Competency Mapping Clarifies the link between pay and performance
9 Competency Mapping helps create meaningful grading structure
10 Competency mapping leads to better alignment between individual and team behaviour
11 Any other (specify)
X. What are the key requirements for successful implementation of Competency Mapping?
Enablers (factors which facilitate implementation of Competency Mapping) _____________________________________________________________________________________________________________________________________________________________________________________________________________ Antecedents- (A process, thing or event that ideally exists before or logically precedes Competency Mapping) _______________________________________________________ _________________________________________________________________________________________________________________________________________
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XI. Please rate the importance of following factors for successful implementation of Competency Mapping on a scale of 1-5 (1 being least important, 5 being most important)
Statement Not at all important
1
Somewhat Important
2
Important
3
Very Important
4
Most Important/Indispensable 5
1.Top Management buy in is important for successful implementation
2.Dedicated HR resource is required for successful implementation of Competency Mapping
3. Availability of Competency Mapping tools is indispensable for successful implementation of Competency Mapping.
4.Training of HR managers in Competency Mapping related skills is required for successful implementation of Competency Mapping
5.Adequate financial resources are required for successful implementation of Competency Mapping
6. Allocation of dedicated time for Competency Mapping is important for successful implementation of Competency Mapping
7. Any other(please
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specify)
XII. Please mention any other factor which may be important for usage of Competency Mapping in an organization.
__________________________________________________________________________________________________________________________________________
XIII. What outcomes are desired when using Competency Mapping in your organization?
Measurable Indicators By percentage
Sales revenue increased <10% 11-20% 21-30% More than 30%
Profit increased <10% 11-20% 21-30% More than 30%
Productivity increased <10% 11-20% 21-30% More than 30%
Attrition reduced <10% 11-20% 21-30% More than 30%
Cost per recruit reduced <10% 11-20% 21-30% More than 30%
Ratio of high performing hires to total hires improved
<10% 11-20% 21-30% More than 30%
Top talent retention <10% 11-20% 21-30% More than 30%
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Section II XIV. What are the reasons for your organization not taking up Competency Mapping?
_______________________________________________________________________________________________________________________________________________________________________________________________________________
XV. Which of the following reasons best describe the non usage of Competency Mapping in your organization? a) Lack of adequate time available b) Lack of knowledge/skills on the part of assessors or participants c) Lack of financial/ budgetary support d) Business environment related e) Organizational resources/ capabilities related f) Non availability of Competency Mapping tools g) Complexity/ difficulty in use of Competency Mapping tools h) Complexity of implementation i) Unclear description of competencies j) Non Availability of assessors k) l) Question mark on Validity of exercises m) Lack of Organizational commitment n) Lack of Inter-rater reliability o) Noninvolvement of Line managers p) Lack of data security q) Any other
XVI. Please tick the statements which describe the reasons for not using Competency Mapping in your organization on a five point scale ranging from strongly disagree (1) to strongly agree (5) S.No Item Statement 1 2 3 4 5
1 There is lack of dedicated staff for handling Competency Mapping, Development of Competency framework and assessment of competencies
2 Operational managers/Line managers are not able to handle competency based recruitment
3 There is lack of training for employees on Competency Mapping and its usage in various HR processes
4 It is Difficult to identify competencies in detail.
5 It is Difficult to implement competency based models
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6 Competencies required for a job or class of jobs are always in a flux owing to volatile business environment
7 High attrition rate makes it difficult to implement Competency Mapping.
8 Paucity of time makes it difficult to adhere to Competency Mapping framework
9 Frequent Transfers and mobility of employees makes it difficult to implement Competency Mapping
10 Multitasking expected from employees makes it difficult to implement Competency Mapping
11 There is lack of dedicated resources for implementing Competency Mapping in HR
12 There is lack of top management support for usage of Competency Mapping in HR
XVII. What are the key requirements for successful implementation of Competency Mapping?
Enablers (factors which facilitate implementation of Competency Mapping) _____________________________________________________________________________________________________________________________________________________________________________________________________________ Antecedents- (A process, thing or event that ideally exists before or logically precedes Competency Mapping) _______________________________________________________ ________________________________________________________________________________________________________________________________________
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Thank you
Name of the Organization (Optional)_______________________________
Sector/ Industry______________________________________
Year of establishment______________________
No of employees in the Organization: ____
Annual Turnover______________________________
Name of respondent_ (__optional_)___________________
E-mail address______
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Appendix B: Questionnaire for HR Managers
Research Study
A study on Competency Mapping in Indian Organizations- Current Status, Extent of Usage, Identification of Critical Success Factors and roadblocks in its Implementation
Dear Respondent,
This is to submit that I am a Research scholar (associated with SNDT University) doing research on Competency mapping practices in Indian Organizations. The research aims at improving organizational effectiveness by way of using Competency based HRM.
I solicit your time to help me in my research by filling in the questionnaire enclosed. Your free and frank opinion will go a long way in enabling the afore-mentioned research work. Most of the questions would involve ticking the responses given and ranking the statements according to your perception or experience. A few are open ended where you could write responses in your own words.
Needless to add your responses would be kept confidential and the responses would be analysed in aggregate only. Furthermore, the findings of the research will be shared with all the respondents.
Thanking you in anticipation,
Yours sincerely,
Garima Sharma
Contact No: 9833536798
xiv
Questionnaire Current status of Competency Mapping in Indian Organization
I. Which of the following HR interventions does your organization undertake? Please tick the options below and indicate degree of usage of each intervention on a 5 point scale ranging from Not used at all (1) to very high usage (5)
HR Intervention Not used at all/ Very low 1
Low 2
Medium 3
High 4
Very high 5
Job Design
Job enlargement
Laboratory Training
Career Planning
Stress Management
Team Building
Process Consultation
Quality Circles
Role Negotiation
Role Analysis Techniques
Grid Organizational Development
Third Party Intervention
Organization Mirror
Quality of Work Life
Any other (specify)
II. Does your organization use competency mapping?
1) Yes 2) No (If No please go to Section II Page 10)
A. If yes, since when b) Less than a year b) 1-2 years c) 3-5 years d) more than 5
years
B. In what areas (Please specify ) 1)
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2) 3)
C. Which of the following approach best describes the development of Competency Mapping in your organization?
a) development exercise is periodic b) development exercise is continuous
D. Competency Assessment in your organization is a) one-time exercise b) continuous
E. Competency frameworks in your organizations are aligned to a) short term business goals b) long term business goals
F. Who is responsible for the Competency Mapping exercise? a) HR b) LINE MANAGERS c) Others
G. What is the degree of involvement of different levels in development and implementation ofCompetency Mapping in your organization?
Level Degree of involvement
Nil Low Medium High
Board of Directors
Chief Executives
Top Management
Middle Management
Operating Management
Consultant
III. Applications of Competency Mapping
B. Please tick mark the Applications /usage of Competency Mapping in various sub-segments of HR on a five point scale ranging from No or very low usage (1) to high usage (5)
Sr. No.
Sub- systems of HR No /Very Low
Low Medium High Very High
1. Recruitment & Selection
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Sr. No.
Sub- systems of HR No /Very Low
Low Medium High Very High
2 Training & Development
3 Performance Management
4 Compensation & Reward
5 Career Planning
6 Building Appropriate Culture
7 Succession Planning
8 Change Enablement
9 Talent Management
10 Others
C. Please read the statements and indicate your response. For every statement please mark the response closest to your position.
S. No
Items Totally Ineffective
Ineffective Medium Effective Totally Effective
1 Competency
for Recruitment and Selection in our organization is
2 Competency
for Training and Development in our organization is
3 Competency
for Performance Management System in our organization is
4 Competency ge
for Compensation & Reward in our organization is
5 Competency
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S. No
Items Totally Ineffective
Ineffective Medium Effective Totally Effective
for Career Planning in our organization is
6 Competency
for building appropriate Culture in our organization is
7 Competency e
for Succession Planning in our organization is
8 Competency
for managing change/ Change enablement is
9 Competency
for Talent Management in our organization is
IV. Competency Mapping tools
A. Please tick mark the appropriate Competency Mapping toolsyou are aware of. Competency Mapping Tools Aware
Yes/No
Industry Benchmark
Mock Centers
Assessment Centers
Development Centers
Expert Panels
BARS
Threshold Scales
Repertory Grids
Forced Rank Order
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Job Role Clarification
Checklists for Observations
Behavioral Event Interview
Behavioral Description Interview
Any other
B. Please tick mark the appropriate Competency Mapping tools which are being
used in your organization. Competency Mapping Tools Usage
Yes/ No
When it is used (Competency Identification, Assessment or Validation)
Industry Benchmark
Mock Centers
Assessment Centers
Development Centers
Expert Panels
BARS
Threshold Scales
Repertory Grids
Forced Rank Order
Job Role Clarification
Checklists for Observations
Behavioral Event Interview
Behavioral Description Interview
Any other
C. Which of the following statement/s is /are true for your organization?
Sr. No
Item Yes/ True
False
1 Your organization has a competency dictionary
2 Purpose of a competency model initiative is made clear to all involved
3 Employees(Assesses) are involved in planning the development of the competency model
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4 The reward given is adequate for supporting the effort
5 Time frame for implementation of model is too short
6 Time frame for implementation of model is too long
7 There is a history of poorly implemented changes to human resources system / HR processes.
8 Employees are informed about his or her level of competency.
9 An individual is rewarded if his/her current competency level meets or exceeds the required competency level
V. Who does Competency Mapping in your organization? a) In house
i) dedicated team----- ii) included in HR managers KRAs---- iii) Operation/Line Managers iv) Any Other -------
b) Outsourced Agency i) Independent consultant -----ii) Consultancy Firms -----iii) Institution ----iv) Any other
Basis i) Time bound---- ii) Project bound----iii) Retainer Basis----iv) Any Other----------
Scope -what part of Competency Mapping is outsourced i) Competency Mapping ii) Development of framework iii) Assessment of individual competencies iv) Any other
VI. Do you perceive/face any roadblocks in its usage or implementation? Please mention
a) Yes b) No
_____________________________________________________________________________________________________________________________________________________________________________________________________________
VII. If yes, which of the following roadblocks do you face in usage of Competency Mapping?
1) Lack of adequate time available 2) Lack of knowledge/skills on the part of assessors or participants 3) Lack of financial/ budgetary support 4) Business environment related 5) Organizational resources/ capabilities related 6) Non availability of Competency Mapping tools 7) Complexity/ difficulty in use of Competency Mapping tools
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8) Complexity of implementation 9) Unclear description of competencies 10) Non Availability of assessors 11) 12) Question mark on Validity of exercises 13) Lack of Organizational commitment 14) Lack of Inter-rater reliability 15) Non-involvement of Line managers 16) Lack of data security 17) Any other
VIII. Following items describe the roadblocks faced in using Competency Mapping. Please read the statements and indicate your responses on a five point scale where 1describes strongly disagree and 5 describes strongly agree.
S.No Item Statement 1 2 3 4 5
1 There is lack of dedicated staff for handling Competency Mapping, Development of Competency framework and assessment of competencies
2 Operational managers/Line managers are not able to handle competency based recruitment
3 There is lack of training for employees on Competency Mapping and its usage in various HR processes
4 It is Difficult to identify competencies in detail.
5 It is Difficult to implement competency based models
6 Competencies required for a job or class of jobs are always in a flux owing to volatile business environment
7 High attrition rate makes it difficult to implement Competency Mapping.
8 Paucity of time makes it difficult to adhere to Competency Mapping framework
9 Frequent Transfers and mobility of employees makes it difficult to implement Competency Mapping
10 Multitasking expected from employees makes it difficult to implement Competency Mapping
11 There is lack of dedicated resources for implementing Competency Mapping in HR
12 There is lack of top management support for usage of Competency Mapping in HR
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IX. Please rank the following challenges of Competency Mapping in descending order. (1 for most challenging & 3 for least challenging)
S. No Competency Mapping Process Rank
1 Mapping of competencies for a job or a class of jobs
2 Development of a competency framework
3 Assessment of competencies of individual employees
X. Please tick the following statements which describe the benefits which accrued to your organization owing to use of Competency Mapping in various areas and sub functions of HR.Also rate them on a scale of 1 to 5, I being strongly disagree and 5 being strongly agree.
S.No Item statement 1 2 3 4 5
1 Competency Mapping results in better productivity
2 Competency Mapping results in Cost savings
3 Use of Competency Mapping brings about transparency in various HR processes.
4 Competency Mapping provides a benchmark for measuring performance and identifying employee potential
5 Competency Mapping assists in pin pointing training and development needs of employees
6 Competency Mapping facilitates designing appropriate training activities for the staff and managerial cadre.
7 Competency Mapping aids monitoring of individual progress
8 Competency Mapping Clarifies the link between pay and performance
9 Competency Mapping helps create meaningful grading structure
10 Competency mapping leads to better alignment between individual and team behaviour
11 Any other (specify)
XI. What are the key requirements for successful implementation of Competency Mapping?
Enablers (factors which facilitate implementation of Competency Mapping)
xxii
_____________________________________________________________________________________________________________________________________________________________________________________________________________
Antecedents- (A process, thing or event that existed before or logically precedes Competency Mapping) _____________________________________________________________________ ________________________________________________________________________________________________________________________________________
XII. Please rate the importance of following factors for successful implementation of Competency Mapping on a scale of 1-5 (1 being least important 5 being most important)
Statement Not at all important
1
Somewhat Important
2
Important
3
Very Important
4
Most Important/Indispensable
5 1.Top Management buy in is important for successful implementation
2.Dedicated HR resource is required for successful implementation of Competency Mapping
3. Availability of Competency Mapping tools is indispensable for successful implementation of Competency Mapping.
4.Training of HR managers in Competency Mapping related skills is required for successful implementation of Competency Mapping
5.Adequate financial resources are required for successful implementation of Competency Mapping
6. Allocation of dedicated time for Competency Mapping is important for successful implementation of Competency Mapping
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7. Any other(please specify)
XIII. Please mention any other factor which may be important for usage of Competency Mapping in an organization.
__________________________________________________________________________________________________________________________________________
XIV. What are the benefits your organization reaped after implementing Competency Mapping?
Measurable Indicators By percentage
Sales revenue increased <10% 11-20% 21-30% More than 30%
Profit increased <10% 11-20% 21-30% More than 30%
Productivity increased <10% 11-20% 21-30% More than 30%
Attrition reduced <10% 11-20% 21-30% More than 30%
Cost per recruit reduced <10% 11-20% 21-30% More than 30%
Ratio of high performing hires to total hires improved
<10% 11-20% 21-30% More than 30%
Top talent retention <10% 11-20% 21-30% More than 30%
xxiv
Section II XVIII. What are the reasons for your organization not taking up Competency Mapping?
_______________________________________________________________________________________________________________________________________________________________________________________________________________
XIX. Which of the following reasons best describe the non usage of Competency Mapping in your organization? a) Lack of adequate time available b) Lack of knowledge/skills on the part of assessors or participants c) Lack of financial/ budgetary support d) Business environment related e) Organizational resources/ capabilities related f) Non availability of Competency Mapping tools g) Complexity/ difficulty in use of Competency Mapping tools h) Complexity of implementation i) Unclear description of competencies j) Non Availability of assessors k) l) Question mark on Validity of exercises m) Lack of Organizational commitment n) Lack of Inter-rater reliability o) Noninvolvement of Line managers p) Lack of data security q) Any other
XX. Please tick the statements which describe the reasons for not using Competency Mapping in your organization on a five point scale ranging from strongly disagree (1) to strongly agree (5) S.No Item Statement 1 2 3 4 5
1 There is lack of dedicated staff for handling Competency Mapping, Development of Competency framework and assessment of competencies
2 Operational managers/Line managers are not able to handle competency based recruitment
3 There is lack of training for employees on Competency Mapping and its usage in various HR processes
4 It is Difficult to identify competencies in detail.
5 It is Difficult to implement competency based models
xxv
6 Competencies required for a job or class of jobs are always in a flux owing to volatile business environment
7 High attrition rate makes it difficult to implement Competency Mapping.
8 Paucity of time makes it difficult to adhere to Competency Mapping framework
9 Frequent Transfers and mobility of employees makes it difficult to implement Competency Mapping
10 Multitasking expected from employees makes it difficult to implement Competency Mapping
11 There is lack of dedicated resources for implementing Competency Mapping in HR
12 There is lack of top management support for usage of Competency Mapping in HR
I. What are the key requirements for successful implementation of Competency Mapping?
Enablers (factors which facilitate implementation of Competency Mapping) _______________________________________________________________________________________________________________________________________________________________________________________________________________
Antecedents- (A process, thing or event that ideally exists before or logically precedes Competency Mapping) _____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
xxvi
Thank you
Name of the Organization (OPTIONAL)_______________________________
Sector/ Industry______________________________________
Year of establishment______________________
No of employees in the Organization: Management____ Staff________Workers____
Annual Turnover______________________________
Department________________________
Designation/Position held in the organization
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Appendix C: Discussion Guide for In-depth interviews with Consultants
Research Study
A study on the challenges to Competency Mapping in Indian Organizations and identification of Critical Success Factors
Domain / area of Expertise: Recruitment / Training/ Organization Development/Performance Development
What are the industries or segments to which your clientele belong FMCG/ CD
BFSI
IT/ ITES
Educational institutions
Media & Entertainment
Hospitality
Retail
Infrastructure
Telecom
Utilities
Oil & Exploration
Do you give Competency mapping related advisory and consultancy services to your clients? Yes /No
Please specify the areas in which you offer competency mapping services ?
Recruitment & Selection Training & Development
xxviii
Performance Management Compensation & Reward Career Planning Building Appropriate Culture Succession Planning Change Enablement Talent Management Others
What approach do your clients have towards competency development? What holds true
for most of your clients?
a) one-time exercise b) continuous
What informs the development of Competency frameworks in your clients organizations?
Are the frameworks aligned to
a) short term business goals
b) long term business goals
c) both of the above
Who is responsible for the Competency Mapping exercise in most organizations you dealt with?
a) HR b) LINE MANAGERS c) Both HR & LINE Managers d) Others
What is the scope and basis of your assignment as regards Competency Mapping? What is the degree of involvement of different levels in development and implementation
of Competency Board of Directors Chief Executives Top Management Middle Management Operating Management Consultant
In what all Sub-systems of HR is Competency Mapping used or integrated ?
Sr. No. Sub- systems of HR 1. Recruitment & Selection 2 Training & Development
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3 Performance Management 4 Compensation & Reward 5 Career Planning 6 Building Appropriate Culture 7 Succession Planning 8 Change Enablement 9 Talent Management 10 others
What challenges do you perceive in its usage or implementation? Please mention ___________________________________________________________________________
How serious are your clients regarding the design and implementation of Competency Mapping in their organizations?
___________________________________________________________________________
Is ownership of Competency Mapping process an issue? Which of the following roadblocks does your client face in usage of Competency
Mapping? 1) Inadequate time available 2) Inadequacy of knowledge/skills related 3) financial/ budget related 4) Business environment related 5) Organizational resources/ capabilities related 6) Non availability of Competency Mapping tools 7) Complexity/ difficulty in use of Competency Mapping tools 8) Complexity of implementation 9) Unclear description of competencies 10) Non availability of assessors 11) 12) Validity of exercises 13) Organizational commitment 14) Inter-rater reliability issues 15) Non involvement of Line managers 16) Data security issues 17) Any other
What is your view regarding these roadblocks and their severity ? S.No Item Statement 1 There is lack of dedicated staff for handling Competency Mapping, Development
of Competency framework and assessment of competencies 2 Operational managers/Line managers are not able to handle competency based
recruitment 3 There is lack of training for employees on Competency Mapping and its usage in
xxx
various HR processes 4 It is Difficult to identify competencies in detail for a job or class of jobs 5 It is Difficult to implement competency based models in organizations 6 Competencies required for a job or class of jobs are always in a flux owing to
volatile business environment 7 High attrition rate makes it difficult to implement Competency Mapping. 8 Paucity of time on the part of HR Managers makes it difficult to adhere to
Competency Mapping framework 9 Paucity of time on the part of non HR Managers makes it difficult to adhere to
Competency Mapping framework 10 Frequent Transfers and mobility of employees makes it difficult to implement
Competency Mapping 11 Multitasking expected from employees makes it difficult to implement
Competency Mapping 12 There is lack of dedicated resources for implementing Competency Mapping in
HR 12 There is lack of top management support for usage of Competency Mapping in
HR
Which part of the competency mapping process is found to be most challenging by your clients and what are the reasons for the same.
S. No Competency Mapping Process 1 Mapping of competencies for a job or a class of jobs 2 Development of a competency framework 3 Assessment of competencies of individual employees
Are your clients aware of the benefits of competency mapping? If no, then how do you convince them?
What kinds of benefits have accrued to your clients post CM implementation? better productivity in organizations
Cost savings for Organizations
transparency in various HR processes.
benchmark for measuring performance and identifying employee potential
pin pointing training and development needs of employees
Facilitates designing appropriate training activities for the staff and managerial cadre.
monitoring of individual progress
Clarifying the link between pay and performance
Creating meaningful grading structure in an Organization
better alignment between individual and team behaviour
Any other (specify)
xxxi
What are the key requirements for successful implementation of Competency Mapping? Enablers (factors which facilitate implementation of Competency Mapping)
Antecedents- (processes that logically precede in time and order)
________________________________________________________________________
What is your view on various CSFs and their importance for successful implementation of Competency Mapping
Statement 1.Top Management buy in is important for successful implementation 2.Dedicated HR resource is required for successful implementation of Competency Mapping 3. Availability of Competency Mapping tools is indispensable for successful implementation of Competency Mapping.
4.Training of HR managers in Competency Mapping related skills is required for successful implementation of Competency Mapping 5.Training of Operational managers/ Supervisors in Competency Mapping related skills is required for successful implementation of Competency Mapping 6.Adequate financial resources are required for successful implementation of Competency Mapping 7. Allocation of dedicated time for Competency Mapping is important for successful implementation of Competency Mapping 8. Any other(please specify)
Please mention any other factor which may be important for usage of Competency Mapping in an organization.
___________________________________________________________________________
What are the business outcomes desired by your client? 1) Improved recruitment and selection processes 2)
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3) Career development plan 4) Development of a Training calendar 5) Identification of training needs and Training Need Analysis 6) itive position 7) Increased market share 8) Improved customer service 9) Innovation in various organizational areas 10) Improved efficiency/ enhanced employee productivity 11) Decrease in time to market 12) Improved decisions 13) Any other
Do you clients have any metrics in place to measure the outcomes of various interventions- OD/ HR interventions in particular??
Mapping?
Measurable Indicators By percentage Sales revenue increased <10% 11-
20% 21-30%
More than 30%
Profit increased <10% 11-20%
21-30%
More than 30%
Productivity increased <10% 11-20%
21-30%
More than 30%
Attrition reduced <10% 11-20%
21-30%
More than 30%
Cost per recruit reduced
<10% 11-20%
21-30%
More than 30%
Ratio of high performing hires to total hires improved
<10% 11-20%
21-30%
More than 30%
Top talent retention <10% 11-20%
21-30%
More than 30%
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Appendix D: Discussion Guide for Interviews with CEOs, HR Heads and Line Heads
Discussion Guides
What HR Interventions are used in your organizations?
Do you have Competency Mapping in your organization? If yes,
In what HR processes/ areas do you use competency mapping? Recruitment and Selection Training & Development Performance Management Compensation & Reward Career Planning Building appropriate Culture Change Enablement Talent Management Organizational Development
How effective is the application of Competency Mapping in these various areas? Who is responsible for the Competency Mapping exercise?
a) HR b) LINE MANAGERS c) both d) Others
Are external consultants or agencies roped in? If yes what is the scope and basis of engagement?
What is the approach for Development of Competency Mapping in your organization?
What is the approach to Competency Assessment in your organization?
What informs the development of Competency frameworks in your organizations? Are aligned to short term business goals or long term business goals .
What is the degree of involvement of different levels in development and
implementation of Competency Mapping in your organization? Level Board of Directors Chief Executives Top Management Middle Management Operating Management Consultant
Have you ever faced any roadblocks in development of Competency framework, assessment of competencies and implementation of Competency based HRM?
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What are the benefits your organization reaped after implementing Competency Mapping?
Do you have any metrics in place to measure the impact of Competency mapping on various organizational aspects?
SECTION II
If no
Why do you think it has not been rolled out in your organization? What other interventions are used in various HR sub-segments? What are the roads blocks which you envisage in the development, assessment or
implementation of Competency based HRM? Who is the deciding authority for implementation of OD/ HR Interventions in your
organization? Have you ever roped in Consultants for design or implementation of interventions? Who is responsible for the implementation of HR Interventions? What is the degree of involvement of different levels of management in development
and implementation of various OD Interventions in your organization?
Do you measure the impact of various interventions deployed in your organization?
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Appendix E: Validation Instrument
Dear Sir / Madam,
It gives me a sense of immense pride to connect, interact with you as a part of my Ph.D Research project. I am glad to share that the objective of the study is to develop an authoritative list of Critical Success Factors and Roadblocks when an organization is adopting CM. The research method used requires responses to be gathered from domain experts , Consultants, CEOs, HR Heads and Line Heads who have sizeable experience or exposure to the roll-out of competency mapping and its integration with various HR processes.
I solicit your valuable time to enable my research by filling in the one page questionnaire enclosed. The questions involve rating of the statements pertaining to CSF and Roadblocks for CM implementation on the basis of your perception and experience. The instructions for answering the same are provided at the start of the two broad questions.
Needless to add your responses would be kept confidential and the responses would be analyzed in aggregate only. Furthermore, the findings of the research will be shared with all the respondents through mail.
Thanking you in anticipation,
Yours sincerely,
Garima Sharma
Contact No: 9833536798
Name of the Organization (optional) _______________________________
Sector/ Industry______________________________________
Year of establishment______________________
Name of respondent_
E-mail address______
Designation/Position held in the organization ______________Department
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Implementation of Competency Mapping - Critical Factors of Success, Roadblocks, Challanges and Reasons for Failure
Some factors that may contribute to successful implementation of Competency Mapping as a practice in an organization are enumerated below. I would very much like to seek your opininon on how critical you think each of these is to that success. You may wish to score them on a scale of 1 to 10, 1 being 'Not important at all' whereas 10 being 'The most important of all'. You may also use fractional rating, if you feel the need, e.g. giving a 7.5 for 3/4ths, 6.66 for 2/3rds etc.
Potential Critical Success Factor Statement Importance (1 to 10)
Monitoring of progress and evaluation of deliverables by a Steering Committee Logical breaking-up and customization of implementation phases into modules and blocks relevant to each participating business vertical Knowledge of Senior Management about Competency Mapping and understanding of what Competency Mapping orientation means Use of External Specialists / Consultants Openness to change in organizational working that is needed / will occur with Competency Mapping implementation Top Management support for the philosophy of Competency Mapping as also to its implementation project Announce and celebrate implementation milestone achievements regularly along the way Synchronization of Competency Mapping implementation project timelines with business cycles and annual book closure / appraisal cycles Upfront information to personnel about what Competency Mapping means, why it is being introduced and what it entails Let key personnel participate in designing and subsequent fine-tuning of the implementation Identify, nominate and empower implementation champion in each participating function Planning for and communicating positive project results early and along the way New competency mapping processes and workflows for each vertical should be designed to be compatible with existing operational processes and workflows therein Well-defined deliverables and milestones of implementation Management of expectations of stakeholders Synchronisation and coordination between HR and Line participants in implementation Imparting of overall orientation and training in Competency Mapping process thinking, vocabulary, tools and templates to all affected staff Formal decision of Senior Management to introduce Competency Mapping
- the overall roll-out Pitching-in and 'selling' of Competency Mapping concept to department heads to secure their buy-in Adoption of a standardized system for measuring, analysing, and reporting on implementation deliverables Prior organizational history of successful implementation of any intervention Communication of Competency Mapping benefits in business benefit / business impact terminology to department heads Project management approach to Competency Mapping Implementation including definition of stages, individual and team deliverables and corresponding timelines, and use of project management tools
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Implementation of Competency Mapping - Critical Factors of Success, Roadblocks, Challanges and Reasons for Failure
Likewise, some factors may be roadblocks, challenges or may contribute to unsuccessful implementation of Competency Mapping as a practice in an organization. I would also like to seek your opinion on how severe an impact you think each of these has as well. As before, please score them on a scale of 1 to 10, 1 being 'Not important at all' whereas 10 being 'The most important of all'. You may also use fractional rating, if you feel the need, e.g. giving a 7.5 for 3/4ths, 6.66 for 2/3rds etc.
Potential Roadblock or Challenge or Reason for Failure Statement Magnitude of Impact (1 to 10)
Inability of staff to adapt to change Unsatisfactory quality of staff allocated to Competency Mapping Lack of Dedicated Resources
Conflict / poor coordination due to Dual / Matrix (operational and project) reporting of line managers participating in Competency Mapping implementation
Conflict between / interference of organization's annual appraisal / financial year closing cycle with Competency Mapping implementation cycle Absence of strong recognition of need for Competency Mapping Lack of Senior Management knowledge about and understanding of what Competency Mapping means Lack of HR / Line Interdepartmental communication and collaboration
Apparently high voiced commitment of department heads to Competency Mapping implementation not backed up by actual resource / time commitment on ground by them Insufficient specific training to Line managers about Competency Mapping concept / Competency Mapping tools Competency Mapping implementation not given required weightage among participants' performance targets Inadequate Competency Mapping awareness percolation among staff Incomplete implementation due to losing will / direction mid-way Pressure of operational deliverable expectations from bosses of implementing managers Low organizational appetite for failures / delays
Pre-mature declaration of completion / Abandonment of Competency Mapping implementation due to weakening of organizational commitment Low level of expertise of participating managers Inadequate recognition of implementers' Competency Mapping implementation achievements in their annual appraisals Lack of flexible / adaptable methodology for process change upon Competency Mapping implementation Low Competency Mapping / implementation knowledge of HR Managers Deliverables produced at group meetings only Management resistance against calling in for outside professional expertise or against use of vendor's / paid tools Over-aggressive implementation time-line or over-ambitious expectation of speed of implementation by management Lack of formal definition of goals and objectives
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Appendix F:
Following is the list of Organizations to which the survey respondents belong. Most managers agreed to participate on conditions of anonymity and strict confidentiality. Many respondents did not want their organizations name and co-ordinates to be revealed anywhere.
Organisations, wherever permitted to disclose (Total 392 Unique Organisation Names)
3G global service Bernhald Schult Ship Management Defence Establishment
Abbott Healthcare Bharat Serum and vaccines Delhi Press Champak
Abbott Healthcare 1 Bharti AXA Life Insurance Deutsche Bank
ABC Consultants Biotron Deutsche Bank Operations International
AC Neilson BNP Paribas DHL Logistics
ACC Limited Bombay Intelligence Securities P L DiagnoSearch Life Sciences
Accenture BPCL Digicable Network
Accenture Services Limited Braitrim India P L D-Mart
Accurex C research Doyen Infosolutions
Afcons Infrastructure Limited CapGemini DP World
Air India CapGemini 1 Dynason System and Solutions
Aircel Limited CapGemini 2 Dysler India
Alcatel Lucent Managed Services Limited CapGemini 3 Eastern Clearing & Forwarding AgencyP L
Alchem Laboratories Capital India Private Ltd ECGC of India Limited
All Cargo Logistics Centrum Direct Limited Eclerx Services
Altisource Business Solution Pvt Ltd Cheers Intercative Pvt Ltd Eidelweiss
Ambuja Cement Chembond Chemicals limited Era Placement
American Express Business Travel Chemspec chemical private ltd Essar Group Company
Anand international Chevrolet Essar Oil
Aneet technologie Cholamandalam Investment Finance Essar Steel Ltd
AON Hewitt Associates CIMB SECURITIES Euclid Infotech P L
AP Moller (Maersk group) Cipla Expat-group
AP Mollier Mersk Citius Tech Solution Expertus
Apar Industries Pvt Ltd Click Group of Companies Finance Ministry
Arctern Consultancy CMS Finlinea Helthvits P L
ARDEE Saigal Group Cognizant Tech Solutions First Flight Couriers Pvt Ltd
Arvato Bertelsmen Computer Society of India First Source Ltd
AS Jewellers Contaxt Resource Management Foresight Visioncare Company
ASAPP Media P L CONTROL S Framco Indian Pharmaceuticals
Ashapura International Limited Credence Analytics Friends Colour Imager
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Aura Advertising CRISIL Future Group
Aviation Enterprise Csi Software Future Learning
Avishkar Technical Services P L Cumin Hsopitality Services G3 Motors Ltd
Axis Bank Cybermarine Knowledge System Garware ClubHous
Axis capital Daikin Geo Chem Group
Axis sales & securities limited Danone Foods and Beverage India giriraj corporation
Bank of America Datacenter Dynamics Glaxo
Bank of Baroda Datamatics Financial services Glenmark
Bank of Maharashtra Datamatics Staffing Solutions Globe Op financial services
BASF India Limited DBS Globus
GM Pens International Pvt Ltd. INDICO Krisln Syntheticks Pvt Ltd
Godrej & Boyce Indus KS Associate
Godrej & Boyce Manufacturing C.Ltd. IndusInd Bank Kuoni
Godrej Hershey InfraSoft Technologies Limited L&T
Godrej Industries ING Vyasya L&T Finance Holdings Limited
Godrej Tyson Food Limited Integreon L&T Infotech
Gozoop Online Pvt Ltd Intelliswift Software India Limited lakme
Greenback Forex Services Private Limited Inter-craft trading
Larson & Tubro Construction (Formerly ECC)
Greenlight Planet India P L International Business Advisors Link Intime India PvtLtd
H&R Johnson Inventiv Health Linkmark Consultancy
Handygo Technologies IOT Infra Energy Ltd Lodha Group
HANSA DIRECT I-Pro HR Services P L Lynn Cargo Pvt. Ltd.
HCCA ISS Facility Services/AS Maersk
HDFC ITM Maersk Global service Center
HDFC Bank ITW INDIA Maersk Sealine
HDFC Life J P Morgan Chase Mahindra & Mahindra
HDFS Asset Management Company Jardine Lloyd Thompson Mancer Consulkting Services
Health Prime International Jasmine Art Printers Manpower Group
HELM INDIA PVT LTD JIT Marquistech
Henkel Adhesives Technology India Johnson & Johnson Mastermind Consutancy
Hiranandani Const Pvt Ltd Johnson Controls Inc India Maxval Technologies Pvt ltd
Hotel Leelaventure Limited JP Morgan media circle pvt ltd
HSBC JP Morgan CHASE Merittrac Assessment
Hybrid Cyber Solutions JR Laddha Financial Services P L MIEL e-Security P L
IBM JRA Law Associates Milan Laboratories India Pvt Ltd
IBS Jubilant Life Sciences Millward Brown
IBS Business school JWT Mind craft
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ICICI Prudential AMC Kamani Oil Inds. Mirah Group
ICICI Bank Kansai Nerolac Paints Mittal group
IDBI Kataria Roadlines Money-on Mobile
IDBI BANK Ltd KFC Shoemakers Pvt. Ltd. MSC Agency India Pvt Ltd
IDBI Intech KMIPL MSEB
iGate KMSL MSH Sarees Limited
Igate Patni Kohinoor Business School MSM
IIFL Kokuyo Camlin Limited MT Educare Limited
India Assistance Komli Media India Nandan Enterprises
India Infoline Kotak Mahindra Naprod Life Science P L
Indiabulls Asset Management Kotak Mahindra Bank Narendra Forwards Pvt Ltd
Indian Oxylates Limited Kotak Securities National Stock Exchange of India
Indian Register of Shipping KPIT Cummuns NBB BEARINGS LTD
NCDEX Radiant HSPL SIDBI (CGTMSE)
Ness Technologies Rakshit Infrastructure Siemens
Net Business Solutions Rank Logistics Siroya FM Constructions Pvt. Ltd.
New Age eCommerce RATNAKAR BANK Sitel
Nilesh Surgicals Pvt Ltd RBS MV Sitel India Pvt Ltd
Nippen Electrical Inst Company Red Chillies Skyskape India Pvt Ltd
Nokia L&C Registro Italiano Noval Soundlines HR Consultancy
Nokia Location and Commerce Reliance Capital SPK Advantage Service
Nokia Seimens Networks Reliance Communication Sriram Finance
Nomura Reliance globalcom SSK
Nomura Bank Reliance Group Company Star Union Daiichi Life Insurance
NOMURA SERVICERS INDIA P L Reliance Home Finance Limited State Street Syntel
Nori Corp Reliance Industries Stratune Consulting
Novartis Reliance Industries Limited Successworks HR Solutions
Novartis India Reliance infrastructure Sunlife AMC
NTK Reliance Retail Sunshine Pictures P L
NYK Line Roche Diagnostics Supreme Builders
Omnitech Info Solution Royal Bank of Scotland suraksha marine
Osource India Pvt Ltd Royal Bank of Scotland Business Services Survival Technologies Pvt Ltd
Pantson Pharma P L S H Bhalja & Company Sutherland Global Services
Parker Hannifin S M Elemech & Engineering P L Swan Solutions & Serviices Pvt. Ltd
PCS Tecnologies S&S Business Solutions Pvt Ltd Swati Constructions P L
Pentair thermal management Saf Labs Private Limited Sydler Remedies P L
Perfect Relations Sahara PrimeCity Limited Syntel
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Personnel Search Services Sahara Star Taj Group
Pfizer Animal Health Saint Pauls TATA AIG
Phesolsa Samsara Group Tata Communications
Phi Creative Solutions SANDOZ PHARMA TATA TELESERVICES
PKCL Limited SAP Labs India TCI
Plexitech Pvt Ltd Saraswat Bank TCS
Polaris Satec Env Engineering TCS bpo
Portrait Advertising and Marketing P L Savex Computers Ltd TCS Eserve
Poshs metal industries pvt ltd Seco Tools Team India
Prana Studios P L Serco Global Services Pvt Ltd Technove
Pratibha Industries Limited Serum Institute of India Thomas Cook India Ltd
Coca Cola Shoppers stop Tidal Lab Pvt Ltd
Procter & Gamble Shree Siddheshwar Enterprises Toyo Engineering India Limited
PRS Permacel P L Shree Tirupati Group Toyo Engineering India Subsidiary
PSL Limited Shri HR Consultants Transparent Value P L
Publicis Advertising Shriram Transport Finance Limited Trinus Corporation
Tristar Consultants Videocon D2H White Crow Research
Tulip Overseas Education Consultants Vishal Shipping WILLIS LTD
Turner Construction Vision Marketing ltd Wipro
UBM India Pvt Ltd Vodafone Wipro Technologies
UCB Pharmaceuticals VPP Consultants WNS
UFO Movies India Limited VR Solution WNS Global Services
Ujjivan Financial Services Pvt Ltd. Vserv digital services pvt ltd Yes Bank
Unichem Labs Limited Wallem Ship Management Youth Development Organization
Unique global logitic pvt ltd Water Resource Department Zelle Biotechnology
Unitech Infrastructure Way2Wealth Brokers Limited Zensar Technologies Limited
viacom 18 media pvt ltd Whisling Woods
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Appendix G: List of Experts for Validation
Following is the list of the Experts who validated the list of Candidate Critical Success Factors and roadblocks and rated the 48 odd factors on a ten point scale. A total of 32 Experts responded. Few names are being withheld on request.
S.No. Name of the Expert Designation/Area of Expertise
Organization
1 Sumeet Verghese Founder, YOUR HR BUDDY Former Associate, T.V. Rao & Associates
2 Maqsood Patel Partner Consultant Empower Services 3 V. Jayaraman Asstt. Vice President-HR Kasturi & Sons Limited (THE
HINDU GROUP) 4 Shawn Crasta Senior Consultant Acumen Business Consulting 5 Arvind R. Budhkar Human Resources &
Labour Law Consultant
6 A.I. Navalkar Management & HR consultant
7 Pravin Mohite CEO Olive DC 8 Vinayak L Nagarkar Consultant, HR and
Employee Relations VIN-2 HR SOLUTIONS
9 Arvind D. Inamdaar Management Consultant 10 Vineet Verma Director Ministry of
Telecommunications,, GOI 11 Ashish Tayal Addl. GM, Training &
Development ALTTC
12 Dr. Hemjit Bala Group Senior Vice President Strategy & HR
HealthPrime INTERNATIONAL
13 Joanita Borges HR Head Milaaya International 14 Sanjeev R.Nair Sr. Manager SBE Software 15 Divij Sharma Regional Head Rashtradoot Media Group 16 Anupama Iyer Founder Quintessence HR Consultant 17 Lalit Chaturvedi CEO Aakriti Landcon 18 Neil Sequeria Head HR Hinduja Hospital 19 V.K. Dwivedi Director, DOT GOI 20 Bharti Dekate OD Consultant 21 Swati Rupani Management Consultant 22 A.K. Banthiya Partner Banthiya & Company 23 Charu Sharma Head, Training BRBRAITT 24 Sudhanshu Vyas HR head Purity tex 25 Haresh Wadhwa Head - Process & Projects IndusInd Bank 26 Divya Ramakrishnan Senior Consultant, SAP HR ATOS Group 27 Name Withheld Regional Head - Retail Private Bank 28 Nitin P Designation withheld Organization Withheld 29 Name Withheld Crompton Greaves 30 HR Manager PCI 31 P.D.Dubey PMIR Consultant Zonal HR Head (Retd.)
Punjab National Bank 32 O.P.Shrivastav Director Operations ICICI Ventures
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Appendix H: Exhaustive list of Industries by Industry Category
Figures in parentheses indicate number of Respondents belonging to each category)
Consulting, IT, ITES, Telecom,
BPO (186)
Mining, Manufacturing, Engineering (68) BFSI (104)
BPO-Finance AUTO ANCILLIARY ATM MANAGEMENT BPO-IT AUTOMOBILES & FARMING EQUIPMENT BANKING BPO-ITES BAR-CODING PRODUCTS BANKING OPERATIONS BPO / KPO BASES FINANCIAL SERVICES BPO-Pharma BIOMEDICAL BOURSE BPO/CRO CEMENT BROKING BPO-Credit rating CHEMICALS CAPITAL MARKETS BPO-Logistics PAINTS COMMERCIAL FINANCE COMMUNICATION EDIBLE OILS COMMODITY TRADING CONSULTING ENGINEERING EQUITY RESEARCH DATA CENTER MACHINE TOOLS MORTGAGE IT-Helthcare FABRICATION FOREX IT-Media FERTILIZERS & REFINERY INSURANCE IT-Airlines HYDRAULIC SOLUTIONS INSURANCE BROKING IT Consulting METALS & MINERALS INVESTMENT BANKING IT-Retail MINING & CONSTRUCTION EQUIPMENT MICROFINANCE IT-Software OIL MUTUAL FUND IT-Security PACKAGING NON-BANKING FINANCE COMPANY IT-Services PAINTS RECOVERY IT-Pharma PETROCHEMICALS SECURITIES IT CONSULTING PIGMENTS MOBILE VAS REFINING TELECOM SOLAR LIGHTS TELECOM INFRA STEEL
TEXTILES TRANSFORMERS
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Shipping, Logistics, Infrastructure & Construction (73)
Business to Business (93) Pharmaceuticals, Consumer Goods & Durables (53)
BANKING INFRASTRUCTURE ADVERTISING AIR-CONDITIONING CONSTRUCTION AUDIT BIO-PHARMA FREIGHT FORWARDING BACKGROUND SCREENING BIOTECH INFRASTRUCTURE CA FIRM CONSUMER GOODS LOGISTICS OPERATIONS CLINICAL RESEARCH COSMETICS LOGISTICS SERVICES DIGITAL MEDIA DURABLES MARINE DESIGN E-COMMERCE FMCG MARINE TERMINAL OPERATIONS ELECTRONIC SECURITY FOOD OFFSHORE SHIPPING ENERGY SERVICES GARMENTS OIL & GAS EVENT MANAGEMENT GEMS & JEWELLERY TURNKEY PROJECTS EXECUTIVE SEARCH MEDICAL PROJECT MANAGEMENT FACILITIES MANAGEMENT PHARMACEUTICALS UTILITY (DISTRIBUTION) HR CONSULTING SOFT DRINKS REAL ESTATE HR RECRUITMENT SHIPPING INDUSTRY RESEARCH Government Sector,
INTERNATIONAL TRADE NGO, NPO (7)
Consumer Services (42) IT RECRUITMENT GEOGRAPHICAL INFORMATION SERVICES
AIRLINES & TRAVEL LEGAL CONSULTING ENGINEERING APPAREL RETAIL MARKET RESEARCH STATE GOVERNMENT AUTOMOBILE RETAIL MEDIA DISCOM AVIATION MEDIA & ENTERTAINMENT GoI CABLE BROADCAST ANIMATION DEFENCE CONSUMER SERVICES MERCHANT TRADING SOCIAL SERVICES
EDUCATION ONLINE SALES AND MARKETING RESEARCH INSTITUTION
EMERGENCY ASSISTANCE OUTDOOR ADVERTISING GARMENT RETAIL OUTSOURCING HEALTHCARE PLACEMENT AGENCY HOSPITALITY PUBLIC RELATIONS HOTEL PRINTING RETAIL PUBLICATION TRAVEL & HOSPITALITY RATING & RESEARCH TRAVEL & TOURISM RELATIONSHIP CENTER
RESEARCH SAP IMPLEMENTATION SECURITY SERVICES TECHNICAL EDUCATION TESTING TRAINING & DEVELOPMENT TRANSPORTATION