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Competency Mapping at L and T
L and T have a behavioral competency model which is based on
various job roles in the organization.
The process of implementation is detailed below:
1. Having defined the various job roles, a focused study was
initiated where job role holders wereinterviewed on the critical
incident method and the data of success-critical factors was
collated.
2. The job roles and deliverables were finalized on the basis of
the competencies derived from thedata. This data was further
analyzed, and on the basis of this competencies that had an
impact
on the job roles and deliverables were finalized.
3. After identifying the competencies, a job analysis exercise
was carried out where theimportance level of every competency was
ascertained before freezing the competency model.
4. For team leaders and project managers, the company also runs
development centers in-house;here, individuals are profiled on
behavioral competencies required for their position. This
process creates awareness in the individual about his behavioral
traits in detail, and helps him
chalk out an individual development plan. Development centers
help map an individual's
potential, which is useful to both the individual and the
organization.
5. All management development programs are also fine-tuned to
address the specific competencyneeds at different levels; the
360-degree feedback has also been designed on the competency
model, enabling managers to get feedback from their teams. This
feedback is based on the
rating of the competencies which are an integral part of their
managerial skill-set.
L&T InfoTech, a PCMM Level 5 company, has a successful
competency-based HR system. Recruitment,
training, job rotation, succession planning and promotions-all
are defined by competency mapping.
Nearly all the HR interventions in the company are linked to
competency. Competencies are enhanced
through training and job rotation. All people who have gone
through job rotation undergo a
transformation and get a broader perspective of the company. For
instance, a person lacking in
negotiation skills might be put in the sales or purchase
department for a year to hone his skills in the
area. The competency mapping process in the company took eight
months for development of six roles
and two variations. Eventually, 16-18 profiles were worked out.
The company uses PeopleSoft for
competency mapping. Behavioral competencies do not change every
month. Two appraisals are done
subsequently every project-end for skills, and annual for
behavioral competencies. Every quarter, an
SBU-based skills portfolio is published. As far as training and
development is concerned, instead of
asking people to attend classes, they themselves get pulled to
the classes. Introduction of competency
mapping has also involved introducing skill appraisals in
performance appraisals. This has also led to
training people on how to assess subordinates on
competencies.
L&T Infotech shall be:
A globally benchmarked solution provider
A preferred partner, through creation of high
value for customers
An enriching workplace for employees to excel through innovation
and teamwork
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We are committed to:
Delivering high fidelity services and solutions
Time-tested institutionalized processes with
a firm belief that quality is a cost-saver
OUR VALUES
Agility
Dependability
Innovation
Integrity
Meritocracy & Fairplay
Passion
Teamwork
Our deeply committed people are our most important asset. Our
teams combine diverse capabilities andprofile that range from
domain experts to technologists and solution architects. They are
united by an
unwavering integrity and a strong sense of commitment to our
clients. Our people have earned
spontaneous appreciation time and again for going that extra
mile.
We are committed to maintaining a professional, value-driven,
work environment where every
employee feels fulfilled and respected. We have adopted a
multi-pronged approach to competency
development and retention that allows us to attract, retain and
build the best talent.
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To cater to changing technology landscapes and new business
paradigms, we continually customize and
revise our training and development modules, adding new,
innovative programs year-on-year. They
encompass all key domains:
Over and above in-house training programmes, we actively expose
our employees to domain
experts & raining faculty from across the world. The
operating philosophy is to learn from the
best. Powered by our strong information technology backbone. We
deploy interactive andparticipatory methodologies
which are in line with the language of the new world. Our
various e-learning tools like virtual
classrooms, high-end work stations and digital library enable
focused training with lesserresources, diminish geographical
barriers and facilitate employees to learn - any time, any
place,
at their own pace.
