FOUNDATION PHASE:

Project SYNOPSIS

ORGANIZATIONAL STUDY
1.

ACKNOWLEDGEMENTS

2.

PREFACE

3.

PART A : EXECUTIVE SUMMARY(Summarize your study)

4.

Introduction

5.

Statement of Objectives

6.

Findings

7.

Limitations

8.

PART B : INTRODUCTION

9.

Introduction

10. History & Background

11. Organizational Profile
12. Product Profile/Service Area
13. Quality Policy and other company policies
14. Awards and Achievements and Recognitions of the company
15. PART C : DEPARTMENT STUDY(Complete Departmental study)
16. Sales Department
17. Planning
18. Purchase Department
19. HR Department
20. Stores Department
21. Quality Assurance Department
22. Finance Department
23. ANY OTHER DEPARTMENTS ETC.

PHASE I
1. Conduct a job analysis by asking all the Tier-1 employees to complete a position
information questionnaire (PIQ). This can be provided for Tier-1 employees to
complete, or you can conduct one-on-one interviews using the PIQ as a guide.
The primary goal is to gather from Tier-1 employees what they feel are the key
behaviors necessary to perform their respective jobs.
Ultimately

your

report

should

help

the

company

in

with

hiring

or promotion decisions
The PIQ should necessarily contain the nature and scope of the specific job role,
skills required, the level of knowledge required, technical qualifications required,
and behavioral capacities required to use that knowledge and skills for that
particular job.
You can begin the competency mapping with the Tier 1 employees in these ways:

Interviewing them(if they permit)

Giving them group work to come out with the roles they do in their
company

And best way through questionnaire

Soujanya, Come up with your PIQ questionnaire and mail it to me I will go

through it and make necessary changes if any.

Then begin using that questionnaire and give them appropriate time to fill and
submit it back to you.
Some competencies which they would be mentioning either in interview or in PIQ
would be such as teamwork, initiation, leadership, decision making etc (which are
like individual strengths)
Even when they mention it as their strengths, the competency mapping should
not consider it as all the same, you should be able to gather the data as
FUNCTIONAL & BEHAVIORAL

Functional skills include all of the practical knowledge that a person needs to
perform a job.
secretary might include typing ability, familiarity with computer systems and
office machinery, and bookkeeping knowledge.
These skills are generally easy to measure through task-specific questions in your
PIQ, and can help define whether a worker is capable of carrying out his or her
basic responsibilities.
Behavioral Skills : It is sometimes more difficult to quantify, and should be the
focus of you competency mapping.
This type of analysis examines personal skills such as leadership, active listening,
teamwork, and morale. Draft questions in your PIQ

that accurately identify

behavioral strengths and weaknesses, because the employee to whom you would
give your PIQ may try to answer in a way that makes him/her look his best rather
than providing an honest response.

This type of testing is important for getting a complete picture of an individual's

skill-set, Try Questions which focus on how the person sets goals for himself, how
he adapts to changing situations, or how he deals with failure, and other work
related events to know which behavior is displayed in his answers.
Also try to gather the Work history through the PIQ,
And remember no vague questions, ask questions such as this:
Question: "Do you finish projects before their deadlines most of the time?"
Since this question can be verified by work history and allows a "yes" or "no"
answer, it may provide more useful information.

Go to this page to check what all competancies one may list , so that you can use it in
your PIQ:
http://www.microsoft.com/education/en-us/training/competencies/pages/default.aspx#Competencies

Also Remember that once the Tier one employees complete your PIQ, you need to send
same PIQ to the line managers(or immediate supervisiors) asking them to assess the
skills of individual employees
e.g. as manager of person Mr. A assessing their 'communication' skills, I(i.e manager)
see them as a 'novice'
Any gaps between the individual's perception of their own skills and their line managers
perceptions of their skills is the 'skills gap'. This will identify the training courses that are
needed to help the individual fill the gap.

II PHASE :
2. Using the results of the job analysis, you will be able to develop a competency
based job description. A sample of a competency based job description
generated from the PIQ may be analyzed. This can be developed after carefully
analyzing the input from the represented group of Tier-1 employees and
converting it to standard competencies.

III PHASE :

3. Once the JD(job description ) is done, With a competency based job description,
you can now begin mapping the competencies throughout all human resources
processes.
The competencies of the respective JDs(job description) will become your factors
for assessment on the performance evaluation. Using the listed competencies
from their JDs , will now help you to perform more objective evaluations based
on displayed or not displayed behaviors.

IV PHASE :

4. Taking the competency mapping one step further, you can use the results of your
evaluation to identify in what competencies individuals are in need and whether
any additional development or training is essential for them or not.
This will help the company to focus on the training needs and help employees
develop toward the ultimate success of the organization.