its an report for skill matrix

1. PROJECT REPORT ON
SKILL MATRIX AND COMPETENCY MAPPING
SUBMITTED TO
Textron India Pvt. Ltd.
Global Village, RVCE Post,
Mylasandra, Off Mysore Road,
Bangalore -560 059, Karnataka, India.
&
BIRLA INSTITUTE OF MANAGEMENT TECHNOLOGY
GREATER NOIDA
BY
JOJAN V. JOSE
09DM050
2010
1

2. CERTIFICATE
This is to certify that the Project Report on
SKILL MATRIX AND COMPETENCY MAPPING
Is a bonafide work and it is submitted to
BIRLA INSTITUTE OF MANAGEMENT TECHNOLOGY, GREATER NOIDA
BY
JOJAN V. JOSE
09DM050
During the academic year 2009-2010
Under the guidance of
Dr. MANOSI CHAUDHURI
(Project Mentor)
BIRLA INSTITUTE OF MANAGEMENT TECHNOLOGY, GREATER
NOIDA
2009-2011
2

3. ACKNOWLEDGEMENT
I would like to take this moment to express my deepest gratitude to the group of people
without whose help and support I would not have been able to complete this project.
I wish to begin by thanking the management at Textron India Pvt. Ltd., especially Mr. N.R.
Mohanty (President, Textron India) and Mr. Suraj Chettri (Director, Human Resources) for
providing me this great opportunity to work in their esteemed organization. I would also like
to thank them for the help, support and guidance that they have provided me with during the
course of my project work.
I would also like to deeply thank my industry mentor Mr. Surjith Surendran (HR Generalist,
Textron) for his valuable insights and constant guidance and support.
I express my deep sense of gratitude to the management of BIMTECH for imparting me with
the required help. I would like to specially thank my college mentor Dr. Manosi Chaudhuri,
for her guidelines, support and motivation which have been a great help to me for this project.
A special thanks to all the employees of Textron India Pvt. Ltd., for providing me with the
data that I required for the making of the project.
I would also like to thank all those people who spent their valuable time in this project, and
all those people who directly or indirectly contributed in making this project a success.
3

4. Contents
1. Executive Summary 06
2. Company Profile 07
2. Introduction 17
3. Objective 18
4. Project Scope 18
5. Theory & Terminology 20
a. Skill Matrix 20
b. Competency Map 27
c. Other Designs for Skill Matrix 30
6. Research Methodology 38
a. Problem Definition 38
b. Research design 38
c. Sampling 39
d. Data Collection Techniques 39
7. Research Procedure 40
8. Observations & Results 45
9. Recommendations 46
10. Limitations 47
11. Conclusion 48
12. References 49
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5. 13. Bibliography 50
14. Annexure 1- Sample Soft Skill Matrices 51
15. Annexure 2 – Sample Technical Skill Matrices 60
16. Annexure 3- Sample Competency Maps 69
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6. Executive Summary
The theme of this project can be stated as Training Need Analysis. The major objectives of
the project were:
 Finding out the skill and competency levels of the employees of Textron India Pvt.
Ltd.
 Comparing with the benchmarks and recording the data for further use.
 Analysing training needs as per the recorded data.
In order to achieve the foresaid objectives, the tools those were devised and used for each
team were:
1. Skill Matrix
2. Competency Maps
The skill matrix was developed in consultation with the team leaders and rated by all the
members of the team. While the competency map was developed and rated with the help of
the skill matrix.
The major findings from the exercise were as follows (the findings are for all the 19 teams
which were included in the exercise):
 The complete list of the skills that the organization as a whole possesses i.e. the skills
inventory of the organization.
 The skill levels of each individual employee for each individual skill that is being
used by him/her.
 The pin pointed areas/employees all through the organization that need to be focussed
upon for training purposes.
 The employees who are capable of training other employees and the skills that they
specialize in.
 The competency levels of the organization, the excess or the lack of it with detailed
information.
 The commonalities of the skills among various teams so that these teams could be
clubbed together for the training purposes.
The exercise covered 135 employees and provided the organization with a tool to plan their
training programmes with. In this competitive scenario, giving the right kind of training to the
right employees does not only improve the efficiency of the organization but also cuts down
cost considerably.
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7. Company Profile
Textron was founded in 1923, and has grown into a network of businesses with total revenues
of $14.2 billion, and approximately 37,000 employees with facilities and presence in 29
countries, serving a diverse and global customer base. Headquartered in Providence, Rhode
Island, U.S.A., Textron is ranked 173rd on the FORTUNE 500 list of largest U.S. companies.
Organizationally, Textron consists of numerous subsidiaries and operating divisions, which
are responsible for the day-to-day operation of their businesses ("Textron businesses")
Textron Inc. started as a small textile company in 1923, when 27-year-old Royal Little
founded the Special Yarns Corporation in Boston, Massachusetts.
Textron Businesses:
Textron consists of numerous subsidiaries and operating units. These businesses are known
by familiar brand names, including Bell Helicopter, Cessna Aircraft, Greenlee and E-Z-GO,
among others. Every Textron business is intensely committed to delivering innovative,
market-leading solutions that ensure the success of our customers. Textron continues to
expand leadership positions in five core business segments:
 Bell
 Cessna
 Textron Industrial Systems
 Textron information Systems
 Textron Finance.
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8. Figure showing the various BU’s of Textron:
Textron India GTC
Bell Cessna Aircraft Textron Industrial Textron Systems Textron Financial
1
Helicopter
s
E –Z - Go Greenlee Jacobsen Kautex
2
AAI Lycoming Overwatch Defence Marine &
Corporation Engines systems Land
Systems
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9. Bell Helicopter:
With more than 34,000 helicopters delivered to customers around the globe, Bell is teaming
with Boeing to introduce leading edge tilt rotor technology into aviation via the military V-22
Osprey. And they are translating this exciting technology into civilian aircraft such as the
BA609. In addition to these platforms, Bell manufactures a variety of models of military
and civil aircraft, such as our latest - the Bell 429.
Cessna Aircraft:
Cessna Aircraft Company is the world’s largest manufacturer of general aviation airplanes.
Headquartered in Wichita, Kansas, U.S.A, Cessna designs and manufacturers business jets,
utility turboprops and single engine piston aircraft. Some 192,000 Cessna airplanes have been
delivered to nearly every country in the world since the company was originally established
in 1927.
Citation Aircraft:
Cessna's Citation business aviation leadership spans 40 years. The company has delivered
more than 6,000 Cessna Citations, making it the largest fleet of business jets in the world.
Today, Cessna offers the most comprehensive line of business jets in the industry including
the Citation Mustang, Citation CJ1+, Citation CJ2+, Citation CJ3, Citation CJ4, Citation
XLS+, Citation Sovereign and Citation X.
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10. Propeller Aircraft:
In its 80-year history, Cessna has established the standard in the production of single and
multi-engine propeller aircraft by delivering more than 154,000 single engine pistons, 16,000
multi-engines and 1,900 Caravan turboprop aircraft. The propeller aircraft produced today are
the 162 Skycatcher, 172 Skyhawk, 172S Skyhawk SP, 182 Skylane, T182 Turbo Skylane,
206 Stationair, T206 Turbo Stationair, Corvalis and Corvalis TT and three models of the
Caravan single-engine turboprop utility aircraft.
Textron Industrial:
1) E-Z-GO:
E-Z-GO is the world's largest manufacturer of golf cars and utility vehicles, including the
number-one selling golf car in the world. E-Z-GO golf cars are found on more golf courses
around the world than any other brand.
E-Z-Go also produces dependable turf maintenance vehicles, heavy-duty industrial burden
carriers, versatile shuttle personnel carriers and rugged ST trail vehicles.
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11. 2) Jacobsen:
Jacobsen manufactures a full range of turf maintenance equipment and utility vehicles for
golf courses, sports fields, turf grass production and the large estate lawn care markets.
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12. 3) Greenlee:
A leader in wire and cable installation systems, Greenlee is the premier source for
professional wire and cable installation tools and test instruments. The product lines include
hole making, wire and cable termination, electrical and communications testing and
measurement, bending and pulling, and hydraulic tools
4) Kautex:
Kautex is a leading global supplier of plastic fuel systems, including plastic and metal fuel
assemblies. In fact, we pioneered the development of plastic fuel tanks. Kautex’s Clear
Vision System, which provides automotive windshield and headlamp cleaning, is rapidly
becoming the leading brand in the global market.
Kautex also manufactures blow-moulded ducting and fluid reservoirs, cooling pipes and
acoustic components.
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13. Textron Systems:
Textron Systems, comprises of five businesses including subsidiaries and operating divisions,
is known for its unmanned aircraft systems, advanced marine craft, armoured vehicles,
intelligent battlefield and surveillance systems, intelligence software solutions, precision
smart weapons, piston engines, test and training systems, and total life cycle sustainment
services. In 2009, these businesses generated 18 percent of Textron's total revenues. This
segment has manufacturing facilities in 3 countries, and approximately 5,600 employees, of
which 2 percent are based outside the United States.
1) AAI Corporation:
AAI’s innovative aerospace and defence technologies include unmanned aircraft systems,
training and simulation systems, automated aerospace test and maintenance equipment,
armament systems, aviation ground support equipment, and logistical, engineering, and
supply chain services.
2) Lycoming Engines:
Currently, more than half the world's general aviation fleet, both rotary and fixed wing, is
powered by Lycoming piston engines. Lycoming produces the most complete line of
horizontally opposed, air cooled four, six, and eight cylinder aircraft engines available, with
power ranging from 100 to 400 HP.
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14. 3) Overwatch:
Overwatch is the leading provider of commercial, off-the-shelf image exploitation and
geospatial analysis software tools, and a world-class provider of multi-source intelligence
framework solutions for the warfighter, first responder and counterterrorism analysts.
4) Textron Defence Systems:
Textron Defence Systems develops and manufactures state-of-the-art smart weapons;
airborne and ground-based sensors and surveillance systems; and protection systems for the
defence, aerospace and homeland security communities
5) Textron Marine & Land Systems:
Textron Marine & Land Systems is a world leader in the design, production and support of
advanced marine craft, light armoured combat vehicles, turrets and related subsystems.
Textron Financial:
Textron Financial is a diversified commercial finance company that provides financing
programs for products manufactured by its parent company; Textron Inc. Current specialties
include Aviation Finance and Golf Equipment Finance. The company also manages a
portfolio of receivables which originated in various businesses, including Asset-Based
Lending, Distribution Finance, Golf Mortgage Finance, Resort Finance and Structured
Capital.
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15. VISION AND STRATEGY:
Strategy:
Textron strategy is to create superior shareholder value by building world-class competencies
in:
Enterprise Management - building, deploying and leveraging world-class operating
capabilities through a focus on customers, people and processes
Portfolio Management - identifying, selecting, acquiring and integrating the right mix of
businesses that will drive higher performance while benefiting from our Enterprise
Management capabilities.]
Vision:
Textron's vision is to become the premier multi-industry company, recognized for our
network of powerful brands, world-class enterprise processes and talented people. Textron
continues to grow as an industry leader with strong brands such as Bell Helicopter, Cessna
Aircraft, Kautex, Lycoming, E-Z-GO, Jacobsen and Greenlee, among others.
Textron Six Sigma:
Textron have adopted a disciplined, data-driven approach to problem-solving and
performance improvement. In addition to the traditional Six Sigma elements of Variation
Reduction and Design for Six Sigma, Textron's approach includes the discipline of Lean
Manufacturing –- most commonly known through the Toyota Production System. This
unique combination of all three disciplines makes Textron Six Sigma a more comprehensive,
continuous improvement program than those with similar names implemented by other
companies.
Supply Chain Management:
Textron are building competitive advantage by addressing all aspects of the supply chain –
from raw materials to after-market service. Across the enterprise, they are leveraging their
purchasing, increasing their level of global sourcing from low-cost regions, and optimizing
their manufacturing footprint. Textron is also focused on building strong talent and material
15

16. savings processes as well as driving a broader implementation of the Lean systems,
processes, and tools of Textron Six Sigma to achieve more dramatic improvement within our
manufacturing operations.
Shared Services
Textron has internal shared service organizations to assist their businesses at a lower cost and
with greater speed and efficiency than a traditional decentralized model. These shared
services include Human Resources, IT and Finance, all of which are offering the benefit of
common services and resources across our diverse businesses.
CULTURE AND VALUES:
A Culture of Continual Improvement
Textron has transformed itself in recent years by applying Textron Six Sigma methods and
Lean processes to move closer to their goal of becoming the premier multi-industry company.
They use consistent processes and methods at their businesses around the globe – so no
matter where you are in the world, you’ll be speaking the same language as your colleagues.
Much of the innovation at Textron comes about through partnering and teamwork. Project
teams are made up of individuals from various functions or business units throughout Textron
who bring their skills together to achieve results.
A Vision of Inclusion
Textron actively recruits diverse individuals who bring rich experience, skill, talent,
perspective and culture to the company. The culture and values are rooted in the belief that
the success of the whole begins with the contributions of each individual.
"We need to maintain a culture that supports a balanced cross-section of men and women
from around the world. People have to want to come here and stay here, and they have to feel
good about it. They have to feel safe. We are fully committed to building an inclusive,
respectful culture so Textron can remain a strong, viable global company."
Scott Donnelly
President and Chief Executive Officer
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17. Introduction
In this age of cut throat competition, companies around the world are looking for that one
thing that could give them the edge. And over the period of time they have come to realise
that the advantage that they were looking for are their employees. The human factor in
companies is way beyond important now as the companies have come to realise that a
fighting fit work force with the correct amount of motivation would do the wonders that
could not even be done by plain miracles.
This project deals with this factor of the corporate world. To keep the work force in the best
shape possible the keywords that come into play are “Training and Development”. It is a
critical requirement to train ones employees according to the demands of the job and also
according to the demands of the market and customers. But only with the correct knowledge
of where the employees stand in terms of their skills, can any organization decide upon what
training needs to be imparted to the employees.
This is where Skill Matrix and Competency Mapping comes into the picture. Skill matrix in
the most basic terms defines the skills and skill levels of each employee, as per his/her
perception and also as per the supervisor /team leader /manager’s perception.
While competency mapping deals with a pre defined set of competencies called Lominger
Competencies which it relates and links to the skill matrix ratings, so as to find out how good
the employees are.
These exercises are not meant to rank employees or for compensation purposes. In a nutshell,
this is not an exact exercise as performance appraisal. As in performance appraisal there is a
more in depth analysis at 180, 270 or 360 degrees. But in this case, all that is being done is a
compilation of the ratings in order to have a base on which to plan and schedule the training
programs for a whole year.
The analysis done in this project is majorly manual. The idea again being finding out areas of
weakness and strength in each of the departments according to the bench mark levels set as
per the discussions with the supervisor /team leader /manager. The analysed sheets are colour
coded so that they can work as a tool for many purposes. Also the competency map is also
made in a manner such that it can be used as it is to help plan.
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18. Objectives
The theme of the project is Training Need Analysis, based on an exhaustive compilation and
analysis of employee skill levels. It is an essential exercise for the organization as it needs to
be aware of the competency levels of the employees, so that it can train and develop them,
thus improving the Organizational Competency Levels as a whole. This is vital for any
organization that intends to survive and stay above the intense competition that exists in the
industry today.
The various objectives of the project are enlisted below:
1. To create a list of skills required in the various business units and for different job
descriptions.
2. To understand the manager’s perspective of the employee skill level and performance.
3. To understand the employee’s own perspective of the skills that he/she possesses.
4. To identify the various points where there is a certain need of training.
5. To use the Skill Matrix to map as many competencies as possible for the business
units.
Project Scope
This project is an important one when looked at from the Organization’s perspective. That is
because at any given time, the motto of the organization as concerned with the employees is
generally that they become more and more skilled and competent so that they can contribute
better to the organization’s growth and sustenance. This project gives the organization a lot of
concrete data regarding the employee skill levels which can be further used to plan the
training content for the employees.
Regarding the area that is covered by the project it is as follows:
 The project was performed for all the employees of Textron India Pvt. Ltd.,
Bangalore.
 The employees were divided into 19 separate teams as per their area of work.
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19.  The two main matrix that are to be covered for all are the soft skills matrix and the
technical skills matrix
 The competency map would cover 12 of the Lominger competencies that can be
related to the organization and the skills mentioned as in the soft skills matrix.
 Other than these, 3 other general competencies are also mapped according to the
records of the organization.
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20. Theory and Terminology
This section is majorly divided into two categories which explain the topics given below in
detail with samples:
1. Skill Matrix
2. Competency Map
Skill Matrix
The skill matrix is a tool for determining a lot of skill related aspects of the organization and
its employees. The skill matrix can be used to identify the following:
 The skills required for working in any particular team or position.
 Identify the Skill Inventory of the Organization
 The level of skills (Ratings)
 The Required/ Preferred level of skills
 The combination of skills that could be formed (Competencies)
 The points where skill improvement is required
 The people who could impart training on certain specific skills (Experts)
The skill matrix can be designed in various ways as per the requirement of the organization
and the results that are expected out of the matrix. This specific matrix is designed to scale
each employee on the various skills that are chosen as per the requirement of Textron India
Pvt. Ltd.
The X-Axis of the matrix contains the names of the employees of a particular team while the
Y-Axis contains the names of the skills. There are two separate kinds of skill matrix that are
used in this project: - the Soft Skill Matrix and the Technical (Hard) Skill Matrix. The Skills
mentioned on both of these kinds vary.
Samples of these skill matrices are given below:
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21. 21
9
8
7
6
5
4
3
2
1
S.NO.
5
4
3
2
1
EMP.NO.
Rating
Good
Weak
Average
Proficient
Benchmark
EMPLOYEE 9
EMPLOYEE 8
EMPLOYEE 7
EMPLOYEE 6
EMPLOYEE 5
EMPLOYEE 4
EMPLOYEE 3
EMPLOYEE 2
EMPLOYEE 1
Excellent( Trainer)
SAMPLE
NAME
SKILL MATRIX
Written
Oral
Presentation
Listening
Telephone
Communication
Meeting Management
Behavior Flexibility
People Perception
Leadership
Group Process
3 3 3 3 3 3 3 3 3 3 3
Persistence
Negotiation/Conflict
3
Management
Interpersonal
3
Team Player
3
Persuasiveness / Influence
Stress Mgmt.
Innovation / Creativity
Adaptability
Energy
SOFT SKILL NAMES
Initiative
3 3 3 3 3 3
Professional Development
RATINGS TO BE FOLLOWED
Personal Development
Personal / Motivational
Time Management
SPACE FOR PROVIDING RATINGS
Integrity
Planning
EMPLOYEE NAMES (SPECIFIC TEAMS)
Follow up
BENCHMARK RATINGS FOR EACH SKILL
Problem Analysis
Project Management
Decisiveness
3 3 3 3 3 3 3 3 3
Administrative
Judgment
Organizational
3
Sensitivity/Perception
Delegation
3
Employee Development
3
Performance Coaching
Performance Management
3 3
Managerial
Participative Management
3
Cultural Perception
3
SOFT SKILL MATRIX (SAMPLE)

22. 22
9
8
7
6
5
4
3
2
1
S.NO.
4
3
2
1
0
EMP.NO.
Rating
Benchmark
No Knowledge
Expert (Trainer)
EMPLOYEE 9
EMPLOYEE 8
EMPLOYEE 7
EMPLOYEE 6
EMPLOYEE 5
EMPLOYEE 4
EMPLOYEE 3
EMPLOYEE 2
EMPLOYEE 1
Fully Competent
Just Aware/Novice
SAMPLE
NAME
Capable With Assistance
TECH SKILL MATRIX
Automotive
3
Sheet metal
Hydraulic
3 3
Casting & Machining
3
GD&T
3
Tol Stake-up
3 3
Linear Analysis
3
Non-Linear Analysis
3
Weldments
3
ECO View / e Edit
3
ECO Closing
3
Oracle 11i View
3
Oracle 11i Exporting
2
Data Management
3
Adobe Illustrator
3
Adobe Frame Maker
Product Knowledge
3 2
Authoring Skill
TECHNICAL SKILL NAMES
RATINGS TO BE FOLLOWED
Web Development
3
Unigraphics NX-6
SPACE FOR PROVIDING RATINGS
Surface Modeling 3
EMPLOYEE NAMES (SPECIFIC TEAMS)
3
Parametric Modeling
BENCHMARK RATINGS FOR EACH SKILL
3
User Defined Function
3
UG Routings
2
UG Customization
MS Excel
MS Power Point
3 3 3
MS Project Plan
3
Team center application
2
TCe Customization
TECHNICAL (HARD) SKILL MATRIX- (SAMPLE)

23. The skills names used in the technical skill matrix vary for each team and are mainly
populated by discussing with the Team Leaders for each specific team. While the soft skills
matrix used has a common set of skills for all the teams. These skills are mainly divided into
five types:
1. Communication
2. Interpersonal
3. Personal/Motivational
4. Administrative
5. Managerial
The meanings of the terminology used for the soft skills are given below:
Communication Skills
 Written – The capability of the individual to clearly communicate via any written mode of
communication like letter, memo, emails etc. This mainly refers to the clarity, correctness
and effectiveness of the communication.
 Oral- The capability of the individual to clearly communicate via oral mode of
communication like discussion, lecture etc. This mainly refers to the clarity,
correctness and effectiveness of the communication.
 Presentation- The capability of the individual to clearly present his/her thoughts,
opinions and ideas to another person or group of people. This mainly refers to the
clarity, correctness and effectiveness of the communication.
 Listening- The capability of the individual to listen, grasp and understand whatever is
spoken to him/her. The ability to recall the same when needed with correctness and
completeness also gives an insight into the listening effectiveness.
 Telephone – The capability of the individual to communicate clearly, effectively and
correctly via a telephone.
 Meeting Management – The capability of the individual to plan, inform and conduct a
meeting. This involves all the aspects of a meeting like location, atmosphere, agenda,
and involvement. The individual should be capable enough to bring together the right
people at the right time to discuss and bring out results in a focussed and efficient
manner.
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24. Interpersonal Skills
 Behaviour Flexibility- The capability of the individual to change his/her behaviour
according to the situations and circumstance to bring out a favourable result or
solution. Especially needed when dealing with other employees.
 People Perception- This refers to the level of understanding that the individual has
regarding the people he/she might be working with or might be in acquaintance with.
The understanding of how others think, behave and act is a part of this skill itself and
is an integral part for team building or leading a team.
 Leadership- The capability of the individual to lead a certain group of people to
achieve a desired result or goal. This skill deals with empowering, guiding,
motivating and controlling the team so as to get a combined effort towards goal
attainment.
 Group Process- The capability of the individual to work in and as a part of a group.
This skill mainly refers to the cohesiveness or abrasiveness that might be created by
the individual and the effect of the same on the group.
 Persistence- The capability of the individual to have and impart a never dying attitude
to all around. The skill means to identify the resolute character that the individual
might possess.
 Negotiation/Conflict Management- The capability of the individual to handle a
conflict situation. This is the most important interpersonal skill and thus is more
weighted. The individual must have the presence of mind and the clarity of thought
and words in order to calm down a nasty situation and bring the wheels back in
control.
 Team Player- The capability of the individual to get along with the team and work as
an integral part of it for the benefit of the whole team. This measures the spirit that an
individual brings to the team.
 Persuasiveness / Influence- The capability of the individual to persuade and influence
the other members of the team, department or the organization. The image and
authority that an individual can build up in front of the other employees is a critical
factor for this as it directly influences how others perceive the individual.
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25. Personal / Motivational Skills
 Stress Management- The capability of the individual to keep his/her cool in a stressful
situation and not let it affect the quality or the quantity of work that is being
accomplished. This is directly linked to the decision making skills as well as the mind
should not be subdued by the stress while taking critical decisions.
 Innovation / Creativity- The capability of the individual to bring forth new and varied
ideas which could be used directly or indirectly for the betterment of the organization,
its processes, people or customer.
 Adaptability - The capability of the individual to quickly get in line with the
circumstances as they are and then yield out of it the best results possible. The
individual should have the physical and mental flexibility in order to be able to adapt
to the conditions and work in them.
 Energy- The capability of the individual at all times to keep a good energy level
which would keep him/her going strong and also would motivate the people that
surround as well. The individual should not bring in disinterest, boredom, lethargy or
any such negative energy attitudes to the work place as it could affect others as well.
 Initiative- The capability of the individual to take the first step in any issues that
might require him/her to do so. This could be a new venture, a stand against incorrect
procedures or practices, or any such activities.
 Professional Development- The capability of the individual to constantly improve
his/her work’s efficiency, quality and scope. The individual should always strive to
better self in the profession that he/she might be pursuing.
 Personal Development- The capability of the individual to constantly improve his/her
self as a person. This deals with discipline, concern, values etc. The individual should
not only grow as a professional but should also try to improve as a person.
 Time Management- The capability of the individual to make the most efficient and
optimum use of the time that is allotted to him/her. Wasting time or slogging without
results is a negative to this skill. The individual should be capable of planning and
executing in strict accordance to schedules.
 Integrity- The capability of the individual to adhere to a strict moral and ethical code.
The individual should be unbiased and a steadfast follower of values at the work
place.
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26. Administrative Skills
 Planning- The capability of the individual to understand the on goings and plan the
future courses of actions accordingly. The individual should be capable of covering
all aspects of the issue while planning.
 Follow up- The capability of the individual to keep tracking the progress of any
activity and push through the bottle necks that might hinder the process.
 Problem Analysis- The capability of the individual to understand the problem in its
completeness. The individual must be able to see the bigger picture while he/she
should also give attention to minor nuances and details.
 Project Management- The capability of the individual to plan, organize, execute and
monitor the on goings of a complete project. This would include man, machine,
material and money.
 Decisiveness- The capability of the individual to quickly understand the situation at
hand and take a decision based on logic and experience. The quality of the decision is
of great importance as it is the deciding factor.
 Judgement- The capability of the individual to judge the situation at hand correctly so
as to come down to a quality decision.
 Organizational Sensitivity/Perception- The capability of the individual to understand
the organization and its working in the complete sense. The individual should be clear
about the organizations vision, mission, goal, values and culture. He/she should also
be very clear about the role that he/she plays and the importance of his/her actions to
the organization as a whole.
Managerial Skills
 Delegation- The capability of the individual to successfully allot the correct work to
the correct people so as to bring up the efficiency of the team and the organization as
a whole.
 Employee Development- The capability of the individual to develop his/her
subordinates professionally and personally in order to strengthen the team and also
develop the employees as assets.
 Performance Coaching- The capability of the individual especially the team leaders
or managers (mentors) to guide their subordinates in improving their performance.
26

27.  Performance Management- The capability of the individual to manage the
performance of their subordinates in all aspects. This deals not only with improving
the skills, but also correcting mistakes, planning goals etc.
 Participative Management- The capability of the individual to get into the team that
he/she leads and manage them being one of them and not as their leader. This skill
improves the level of the trust that the employees have in the manager and thus the
manager is able to keep the team motivated.
 Cultural Perception- The capability of the individual to understand all the culture
based issues and situations that could arise in his/her team and be prepared to prevent
it or face it. The manager should have the understanding of different cultures and their
ways and beliefs, in order to successfully be able to acquire this skill.
Competency Map
Competency can be defined as a group of skills taken together to achieve a desired task. In
this project the competencies used are taken from the Lominger’s set of competencies (119
defined competencies). There are 13 such competencies and 2 general competencies. The
exercise has been performed for all the teams and the competencies used are based on the soft
skill matrices, except the 2 general competencies which have been mapped using company
employee records.
The competencies are mapped according to a legend prepared after discussion with the
mentors which is given further ahead. According to that legend the skills are segregated and
averaged out to give a competency rating. Then the competency rating is compared according
to the scale given below:
RATING SCHEME USED
Average rating of all the skills included 0 to <1.5 1.5 to <2.5 2.5 to <3.5 3.5 to <4.5 4.5 - 5
Rating Given Weak Average Good Proficient Expert
27

28. The legend used for mapping the competencies is given below:
Cultural Perception
Participative
Management
Performance
Management
Performance
Coaching
Employee
Development
Delegation
Organizational
Sensitivity /
Perception
Judgement
Decisiveness
Project Management
Problem Analysis
Follow up
Planning
Integrity
Time Management
Personal Development
Professional
Development
Initiative
Energy
Adaptability
Innovation / Creativity
Stress Mgmt.
Persuasiveness /
Influence
Team Player
Negotiation/Conflict
Management
Persistence
Group Process
Leadership
People Perception
Behaviour Flexibility
Meeting Management
Telephone
Listening
Presentation
Oral
Written
Technical Skill Matrix /
Employee Records
1 TECHNICAL / PROFESSIONAL EDUCATION
10 FUNCTIONAL / TECHNICAL SKILLS
2 WORK HISTORY / REQUIREMENTS
COMPETENCY
5 DEALING WITH AMBIGUITY
12 ORGANIZATIONAL AGILITY
7 CONFLICT MANAGEMENT
3 COMMUNICATION SKILLS
13 PEER RELATIONSHIPS
14 PERSONAL LEARNING
6 BUSINESS ACUMEN
9 CUSTOMER FOCUS
11 INTEGRITY / TRUST
4 ACTION ORIENTED
8 CREATIVITY
15 PLANNING
Sr No
28

29. The General and Lominger Competencies that are used in this project are defined below:
 Technical/ Professional Education- This competency is mapped according to the
employee records of qualification levels and the company requirements.
 Work History/ Requirements- This competency is mapped according to the employee
records of work experience levels and the company requirements.
 Communication Skills- This competency deals with all modes of communication i.e.
written, oral, listening, presentation etc.
 Action Oriented- This competency defines the focus of the individual towards his/her
actions and the goals that need to be achieved.
 Dealing with Ambiguity- This competency defines the capability of the individual to
deal with ambiguous situations with clarity and presence of mind.
 Business Acumen- This competency deals with the levels of knowledge possessed by
the individual regarding the various different aspects of the business.
 Conflict Management- This competency covers the capability of the individual to deal
calmly and cautiously with conflict situations to bring out a solution and good results.
 Creativity- This competency defines how an individual is able to bring in new ideas
and concepts into the work place and also implement it with success.
 Customer Focus- This competency deals with the ways and means in which the
individual is able to keep the customer satisfied.
 Functional / Technical Skills- This competency includes all the skills covered in the
Technical skill matrix.
 Integrity / Trust- This competency covers the factors that decide the integrity of an
individual and the levels of trust that he/she enjoys among peers and others.
 Organizational Agility- This competency is about the level of energy and alertness
that an individual possesses to go through the tasks with ease.
 Peer Relationships- This covers all the aspects of the relationship that an individual
enjoys with his/her peers in the organization.
 Personal Learning- The ability of an individual to constantly improve self.
 Planning- The ability of the individual to plan with completeness and clarity.
29

30. Other Designs for Skill Matrix
A skill matrix is a tool which is not predefined in a hard and fast manner. It is a flexible tool
and can be designed for use in specific purposes. The skill matrix that has been used in this
research is the basic Employee Vs Skills Matrix as shown below:
Skill 10
Skill 11
Skill 12
Skill 13
Skill 14
Skill 15
Skill 16
Skill 17
Skill 18
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skill 6
Skill 7
Skill 8
Skill 9
S.NO.
NAME
1 Emp A
2 Emp B
3 Emp C
4 Emp D
5 Emp E
6 Emp F
7 Emp G
8 Emp H
9 Emp I
But this is not the only way in which a skill matrix can be designed.
A few examples of how the skill matrix could be designed in other manners are covered in
this section. The major types of designs that have been covered here are:
 Skill comparison matrix for teams using similar kinds of skills
 Skill comparison matrix for the same team but at different times/ time intervals
 360 degree ratings for a far more accurate employee skills assessment
 Skill comparisons for employees based on achievements
There could be many more ways in which one could design the matrix and it is purely
organization specific. The organizations needs and what it expects out of the exercise are the
factors which directly influence the design of the skill matrix. The above mentioned designs
have been thought of using such organizational needs only.
30

31. Now we could look at the designs in a little more detail. The sample templates which give a
clearer idea as to what the results would look like are given along with each design and
description.
Skill comparison matrix for teams using similar kinds of skills
So far we had only seen the skill matrix which would compare the skills with reference to
each individual employee. Now for example for a common set of skills which is used for all
the teams across the organization a comparing chart could be prepared which would give a
clearer idea as to which team stands where.
Horizontal Axis - This axis holds all the Skill Names which are common to the teams and thus
can be used to compare the teams
Vertical Axis - This axis holds all the Team Names which are to be compared.
Benefits of such a matrix:
 Concise report as to where each team stands
 Pin points the areas to be worked upon for each team
 The ratings can be done via a team meeting, so during the brainstorming the team
itself clears out where it stands and thus it’s an eye opener
 Areas of strengths of each team is highlighted (Can be used for bringing up other
teams)
 Areas of weakness of each team is highlighted (Can be worked upon by the team, and
help can be sought from other teams which are better)
31

32. Sample template:
SKILL COMPARISON FOR TEAMS USING SIMILAR SKILLS
KNOWLEDGE Modelling Analysis Softwares
Skill 10
Skill 11
Skill 12
Skill 13
Skill 14
Skill 15
Skill 16
Skill 17
Skill 18
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skill 6
Skill 7
Skill 8
Skill 9
S.NO.
TEAM NAME
1 TEAM A
2 TEAM B
3 TEAM C
4 TEAM D
5 TEAM E
6 TEAM F
7 TEAM G
8 TEAM H
9 TEAM I
Skill comparison matrix for the same employee/team but at different times/ time
intervals
We have now seen the comparison of employees and skills, and also teams and skills. Now if
we assume that an organization is a continuously learning one and needs to keep a constant
tab on the progress of the employees. This could be true for smaller growing organizations
which need to grow fast and strong but also have lesser number of employees so the task is
not that tedious or exhausting. Thus a comparison chart could be prepared for each employee
based on the improvements over a period of time. It could be monthly, quarterly or half
yearly and could use more extensive rating scales.
Horizontal Axis - This axis holds all the Skill Names which are the points on which the
employee will be rated all through.
Vertical Axis - This axis holds all the Time periods of comparison.
32

33. Benefits of such a matrix:
 It helps in following up of the skill updates
 It shows whether the employee/team is improving, stagnant or becoming worse
 Tests could be used for the exact ratings which would remove all bias and the by
products of office politics.
 The employee/team will be motivated to continuously work on improving
his/her/their skills as it’s a constant rating process and is being kept for the record.
 Would help in the final performance appraisal process as a reference if prepared and
recorded accurately.
Sample template:
SKILL COMPARISON FOR THE SAME EMPLOYEE AT DIFFERENT TIME INTERVALS
MATRIX FOR Employee A
KNOWLEDGE Modelling Analysis Softwares
Skill 10
Skill 11
Skill 12
Skill 13
Skill 14
Skill 15
Skill 16
Skill 17
Skill 18
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skill 6
Skill 7
Skill 8
Skill 9
S.NO.
TIME PERIOD
1 MARCH
2 APRIL
3 MAY
4 JUNE
5 JULY
6 AUGUST
7 SEPTEMBER
8 OCTOBER
9 NOVEMBER
10 DECEMBER
11 JANUARY
12 FEBRUARY
360 degree ratings for a far more accurate employee skills assessment
This idea was actually suggested by one of the employees of Textron India Pvt. Ltd., while
the ratings were being collected. It is a very time consuming exercise with a lot of scope of
33

34. mistakes being committed. But if done accurately, the quality of ratings that could be
generated will be very high. The rating of each employee for each other team member will be
taken, rather than just the team leader ratings as done in this research. That is why it’s called
the 360 degree rating scheme. All the data will be then consolidated for the teams specifically
and the final result would yield a massive analysed collection of the skills inventory, with a
fairly accurate assessment of the skill levels.
Horizontal Axis - This axis holds all the Skill Names which are the points on which the
employee will be rated all through.
Vertical Axis - This axis holds all the Employee Names that belong to the same team, but in
each template the person who is rating the other members will be listed first. A special
template needs to be prepared for each employee as such.
Benefits of such a matrix:
 Its far more exhaustive research
 The quality of the outputs is much better
 The analysis will provide further more details to the managers to work upon
 Could also point out the employee psychologies to an extent
 If used properly, could also define the employee relations for the specific teams.
 Could become a powerful reference for the performance appraisal process if executed
and recorded accurately.
 Could be also used to find out which teams bond better and which don’t, thus relate
efficiency directly to team cohesion.
34

35. Sample templates:
360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIX
Employee-A's ratings for self and all
other team members KNOWLEDGE Modelling Analysis Softwares
Skill 10
Skill 11
Skill 12
Skill 13
Skill 14
Skill 15
Skill 16
Skill 17
Skill 18
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skill 6
Skill 7
Skill 8
Skill 9
S.NO.
TEAM NAME
1 EMPLOYEE-A (Self)
2 EMPLOYEE-B
3 EMPLOYEE-C
360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIX
Employee-B's ratings for self and all
other team members KNOWLEDGE Modelling Analysis Softwares
Skill 10
Skill 11
Skill 12
Skill 13
Skill 14
Skill 15
Skill 16
Skill 17
Skill 18
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skill 6
Skill 7
Skill 8
Skill 9
S.NO.
TEAM NAME
1 EMPLOYEE-B (Self)
2 EMPLOYEE-A
3 EMPLOYEE-C
360 DEGREE RATINGS FOR MORE ACCURATE SKILL MATRIX
Employee-C's ratings for self and all
other team members KNOWLEDGE Modelling Analysis Softwares
Skill 10
Skill 11
Skill 12
Skill 13
Skill 14
Skill 15
Skill 16
Skill 17
Skill 18
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5
Skill 6
Skill 7
Skill 8
Skill 9
S.NO.
TEAM NAME
1 EMPLOYEE-C (Self)
2 EMPLOYEE-A
3 EMPLOYEE-B
35

36. Skill comparisons for employees based on achievements
We have till now used mainly Skill matrices based on two axes. This matrix though has two
separate items on the vertical axis which makes it even more concise and sharp. The
achievements used in this could be different levels that could be achieved for each skill in the
organization. Or these could be awards and recognitions that would be given by the
organization or any external agency for a particular skill.
Horizontal Axis –
1. The outer shell of the axis contains the skill names that each employee needs to be
rated on.
2. The inner shell contains the names of the employees, repeated over for each skill that
the outer shell contains.
Vertical Axis - This axis holds all the Achievements Levels which are to be connected to the
skill sets. If need be the achievements can be changed for each skill.
Benefits of such a matrix:
 Clearer picture as the ratings is linked to achievements
 No chance of bias or favouritism
 The chart is categorised into skills so easy to interpret and analyse the employee skill
levels.
 The achievements could be in the form of awards, recognitions, targets, numbers etc.
Thus it gives a flexibility to the chart
 The chart could be used to compare employees and also plan the future course of
action for each employee based on each skill set as the skills are categorised as shown
in the sample template
36

37.  A very strong tool with solid foundation of facts and records for the performance
appraisal process. Could be used as a concise evidence book for each decision of the
appraisal process.
Sample template:
SKILL COMPARISON FOR EMPLOYEES USING ACHIEVEMENTS
Achievement 10
Achievement 11
Achievement 12
Achievement 13
Achievement 14
Achievement 15
Achievement 16
Achievement 17
Achievement 18
Achievement 1
Achievement 2
Achievement 3
Achievement 4
Achievement 5
Achievement 6
Achievement 7
Achievement 8
Achievement 9
Skills
Employee Names
Employee A
Skill 1 Employee B
Employee C
Employee A
Skill 2 Employee B
Employee C
Employee A
Skill 3 Employee B
Employee C
37

38. Research Methodology
Problem definition
The problem in this case is the unavailability of the current positions of the employee skill
levels and competency levels. That leaves the management in a blind folded condition with
regards to the manner in which the employees are to be trained and developed for the
betterment of the organization as a whole. So the problem definition of this project can be put
as:
Problem Statement- “The identification and compilation of the skills inventory of the
organization and the individual employee skill levels. Also mapping the competency levels,
and comparison of the same with the organization’s requirements”
Approach to the Problem- The approach to the problem is as follows:
 Designing and developing of the BU specific skill matrix
 Getting the manager/employee ratings in the matrices
 Analysing the matrix for the discrepancies from the benchmarked levels
 Colour coding for easy identification
 Defining competencies for the organization as per the profile
 Mapping the competencies with the help of the skill ratings
By following this approach the benefit that could be gained is that the organizational skill
inventory and competency level will be recorded in an organized matrix form for easy
analysis. This matrix could be further used by the organization as a tool for planning and
organizing the training and development programmes for the year.
Research Design
This research did not make use of any of the research tools that are used conventionally. The
compilation of data and analysis is done manually using excel sheets. The data collection
method is also in the form of ratings which is described in detail further.
The research pattern was specifically designed as per the needs and guidelines of the senior
management.
38

39. Sampling
This study was carried out for all the employees of Textron India Pvt. Ltd., Bangalore and
thus no sampling technique was required.
If that be the case it can be said that out of the various companies working in the same field,
Textron India Pvt. Ltd. employees were selected for the study.
The sample consisted of a total of 135 employees. The remaining number of employees were
on tour to the US and thus could not be involved in the exercise.
The sample was reached via emails mostly, except for the few cases where the employees had
to be approached in person. There was always face to face contact with the team leaders.
Data Collection Techniques
Data was collected from two different sources via emails:
1) The team leaders/ managers/ supervisors ratings (here the rating was given to all team
members.
2) The employee self rating (as the name suggests, the employees were supposed to rate only
themselves.
39

40. Research Procedure
Given below is the procedure which was followed for each of the 19 teams for which the
exercise was conducted:
Step 1: Skill and employee listing
Compilation and listing of the current technical skills for all the various business units (BU)
while coordinating with the team leaders is first step. In this step the team leader/ manager
were approached and the list of technical skills used by the team was populated after brain
storming with them. The member list (employee names) of the specific team is also updated
during this step. This step also includes the deciding of the benchmarks to be set for each of
the skills as per the difficulty level of the skill.
Step 2: Developing BU specific skill matrix (Template).
After the lists have been created, the skill matrix template meant for rating is created. A
sample of the raw template is given below:
SAMPLE SKILL MATRIX
0 No Knowledge
1 Just Aware/Novice
2 Cabable With Assistance
TEAM-Z FEEDBACK
3 Fully Competent
4 Expert
NA Not Applicable
Bench mark 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
KNOWLEDGE Modelling Analysis Softwares
Experimental
Hypermesh
Strength of
NASTRAN
Theory of
Dynamics
CATIA V4
CATIA V5
PA TRAN
Materials
Elasticity
LS-Dyna
Element
Method
Testing
ANSYS
Fortran
Matlab
EMP.NO.
Crash
Finite
Static
S.NO.
2D
3D
NAME
1 EMPLOYEE 1
2 EMPLOYEE 2
4 EMPLOYEE 3
6 EMPLOYEE 4
8 EMPLOYEE 5
Step 3: Team leader/ manager ratings
Once the template is prepared, it is send first to the team leaders/managers via email, for their
final approval and ratings. The team leaders/ managers give ratings to all the employees
40