DATA ANALYSIS AND INTERPRETATION

To understand and study the theoretical prescription in HRM practices

Below stated is a skeleton of the theoretical prescription which is discussed in

detail in the early chapter.

The study is mainly divided into two parts

PART 1 – which details about the introduction – Evolution of HRM – challenges

related to the management of HRM and related topics.

PART 2 – deals with the function of HRM

PART 1

- INTRODUCTION TO HRM
o Definition of human resources
- HISTORY OF HRM
o The different stages of development of HRM
- HUMAN RESOURCE MANAGEMENT – chronology of development.
- WHAT IS HUMAN RESOURCE MANAGEMENT?
o A process - system view of HRM
- TRANSISTIONAL NATURE OF HUMAN RESOURCE MANAGEMENT
o strategic and operational roles of HRM
- HRM ROLES
- HRM ACTIVITIES
- FACETS OF HRM
- OBJECTIVES OF HRM
- DIFFERENCE BETWEEN HRM AND PERSONNEL MANAGEMENT
- CHALLENGES RELATED TO THE MANAGEMENT OF HUMAN
RESOURCES IN ORGANIZATION
PART 2

- HUMAN RESOURCE PLANNING (HRP)

o Meaning and definition
o Purpose and importance of HRP
o HRP & strategic planning
o Factors that determine HR plans
o Linking the process of HRP and strategic planning
o The Human Resource Planning Process
- JOB ANALYSIS &DESIGN
o Meaning & definition
o Nature of job analysis
o Job analysis and other HR activities
o Job analysis process
o Job analysis methods
- RECRUITMENT
o Meaning & definition
o Recruitment process
o Methods of locating qualified job candidates
o Diversity management in recruitment
- SELECTION: matching people & jobs
o Selection process
o Selection tests
o Type of tests
o Selection interview
- ORIENTATION AND PLACEMENTS
o Employee orientation
o Using orientation to reduce stress
o Placement
- TRAINING AND DEVELOPMENT EMPLOYEES
o A system approach to training / need
o Training methods
o Training for special purpose
o Managerial development & training
o Management development methods
- APPRAISING AND MANAGEMENT PERFORMANCE
o Appraisal steps
o Purpose of performance appraisal
o Appraisal methods
o The role of appraisal in managing performance
- JOB EVALUATION
o OBJECTIVE OF JOB EVALUATION
o METHODS OF JOB EVALUATION
- COMPENSATION
o Main components of compensation
- CAREER PLANNING AND DEVELOPMENT
o Career development roles
o Elements of career development programs
- MANAGING GLOBAL HUMAN RESOURCE MANAGEMENT
o Managing International HR activities
o Basics steps in International HRM
To understand the new recruitment & selection practices and concepts
followed in the IT organizations

TABLE-1 Sources of Recruitment

Sources Actual Percentage

Internal 1 10%
External 7 70%
Both 2 20%
Total 10 100%

80%

70%

60%

50%

40% Actual
Percentage
30%

20%

10%

0%
Internal External Both

CHART-1

Recruitment plays an important role whenever an organization wants to hire

people, and the sources through which these people are hired also is important.
70% of the respondent use External sources of recruitment. 20% of the respondents
consider both the internal and external sources for recruitment, while 10% of them
only opt for the internal source of recruitment.

Inference: External source of recruitment is most frequently used source to get in

people into the organization. Organizations can opt for both the sources, ie.,
internal as well as the external sources in case required.
TABLE-2 Method of Recruitment

Method Actual percentage

Employee referrals 10 24%
Advertisements 10 24%
Professional association 3 7%
Consultants 2 5%
Internet 8 19%
College recruitment 5 12%
Executive search firms 3 7%
Tele-recruiting 1 2%
Others 0 0%
Total 42 100%

30%

25%

20%

15%

10% Actual
percentage
5%

0%

CHART-2
24% of the organizations today use Employee Referrals and Advertisement
methods to recruit people. While 19% of the respondents are into use of the
internet i.e., www, which they consider to be an easy and cost saving technique to
recruit. Campus recruitment, executive search firms and Tele-recruiting and also
use today more often to choose the right candidate.

Inference:

Many of the organization are using employee referrals and advertisement method
to recruit because employ referral gives the organizations the confidences
regarding the candidate and advertisement helps them to find candidates from
around the world. Internet can also be use more frequently because it save time and
cost.

Table 3 Effectiveness of Recruitment Sources

Sources Avg – no. of Avg - percent

respondents
Employees referrals 3.9 20%
Advertisements 2.9 15%
executive search firms 2.3 12%
Professionals 2.4 12%
association
Consultants 1.3 7%
Internet 2.2 11%
College recruitment 3.2 16%
Tele – recruiting 1.3 7%
total 19.5
 25%

20%

15%

10%
Avg – no. of respondents
5%
Avg - percent
0%

CHART 3

20% of the respondents say that Employee referrals are more effective than the
other sources. While 15% of the respondents rate Advertisement to be effective.
College recruitment, Executive search firms, professional association are rated as
16%, 12% and 12% effective methods. Internet is rated effective to the extent of
11% & consultants & Tele- recruiting is effective to the extent of 7% each.

Inference:

Though employee referrals and advertisement were considered to be the most

widely used methods, but when it comes to effectiveness Employees referrals is
consider being more effective. College recruitment can be encouraged as it gives
the organization a wide range of options. Internet can also be more effective if
proper reference checks are done.

TABLE-4 Use of Internet/ Intranet for Recruitment Selection

Reasons Agree Strongly Disagree Strongly Undecided

 Agree disagree
Reduced 3 7 0 0 0
cost
Saves time 5 5 0 0 0
Identify 9 1 0 0 0
better
candidates
Faster 6 4 0 0 0
response to
candidate
Total 23 17 0 0 0

CHART 4

25

20 Reduced cost

15
Saves time
10
Identify better candidates
5
Faster response to
0 candidate
Total

By use of Internet/Intranet 41% of the respondents Strongly Agree that it Reduces

Costs of recruitment to their organization. While 29% and 24% of the respondents
strongly Agree that it Saves time and Gives faster response to candidates. The rest
39%, 26%, and 22% of the respondents Agree that Identifies better candidates,
Gives faster response to candidates and saves time by use of Internet/Intranet.

Inference: Use of Internet/Intranet really saves times and reduced costs to the
organization in the process of recruitment and selection. Most of the organizations
today are the having their LAN, WAN, MAN networks in order to communicate
faster and save time. Even from the candidate’s point of view Internet is the best
option as it provides faster response.

TABLE – 5 USE Six Sigma in Recruiting

RESPONSE ACTUAL PERCENTAGE

Yes 6 60
No 4 40
Total 10

CHART 5

100%

80%

60%
Yes

40% No

20%

0%
ACTUAL PERCENTAGE

60% 0f the respondents use Six Sigma in recruitment process which is considered
to be the most important aspect of quality management. While the rest 40% of the
respondents do not use Six Sigma but are willing to adopt the concept.

TABLE – 6 Future plans to implement Six Sigma in Recruiting

RESPONSE ACTUAL PERCENTAGE

Yes 4 100
No 0 0

CHART 6
 ACTUAL PERCENTAGE
4.5 120
4
100
3.5
3 80
2.5
60
2 ACTUAL PERCENTAGE
1.5 40
1
20
0.5
0 0
Yes No Yes No

Inference:

IT organization today is quality conscious, for those people are considered to be

the most vital resource through which they can prosper. Hence they are always in
the move to have 100% results in all aspects of activity. Today most of them are
implementing Six Sigma in the recruiting process also in order to have a
competitive edge over others. And rest of organization has realized the importance
is in the process of implementing Six Sigma in recruiting.

TABLE-6 Use of Behavioral Interview in Selection

Response Actual Percentage

Yes 7 70%
No 3 30%
Total 10
 100%

80%

60%
Yes
40% No

20%

0%
Actual Percentage

CHART-6

nterviewing process today has undergone a major change in itself. There are
different methods used in the interview process . Behavioral based interview is
one such method used and 70% of the respondents say that they use it to select the
new employees. And 30% of the respondents don not use it.

Inference: As said earlier today, the whole interviewing process and the interview
methods have undergone a major change. Organizations are trying to be more
secure in order to get competent employees into the organization, hence they are
using different interview methods to know more about the candidates’sbehaviour
in personal and would be behaviour on the job. Behavioural based interview is one
such method which is more often used to select.

TABLE – 7 Response to behavioral interview used to predict future On-the-

job behavior

Response Actual Percentage

Strongly disagree 0 0%
Somewhat disagree 3 30%
Undecided 0 0%
 Somewhat agree 4 40%
Strongly agree 3 30%
Total 10

50%

40%

30%
Actual
20%
Percentage
10%

0%
Strongly Somewhat Undecided Somewhat Strongly agree
disagree disagree agree

Chart 7

60% of the respondents somewhat agree that behavioral Interview helps them to
predict the future on-the-job behavior of the new employee. While 30% and 30%
0f the respondent strongly agree and also strongly disagree that behavioral
interview is used to predict future OTJ behavior

INFERENCE:

From the above statistics, organizations are using Behavioral interview to predict
the candidate’s future on –the- job behavior. Organizations are very stringent today
in their recruiting and selection process because it’s a cost to them and human
resource is one such resource which is a competitive edge to compete with their
competitors.

TABLE – 8 provision of company handbook

Response Actual Percentage

Yes 10 100%
No 0 0%
Total 10
CHART 8
 Actual Percentage
12 120%

10 100%

8 80%

6 60%
Actual Percentage
4 40%

2 20%

0 0%
Yes No Yes No

All the it organization provide an orientation program which will be for 2-4 days,
or even a few weeks or even months where the company policies, procedure, work
rules, employees benefits etc., are conveyed through the broucher or a handbook
and new recruits are made to feel at home in the new environment.

INFERENCE:

Organizations are known to spend a few weeks or even months or orientation

programs. The idea is to make the new employees feel ‘at home’ in the new
environment. It is a well-known fact that employees are anxious on entering an
organization. They feel adequate when they compare with the more experienced
employees, and they are concerned about how well they will get along with their
co- workers. Effective orientation program reduces the anxiety of new employees
by providing them information on the job environment, by introducing them to co-
workers, and through handbooks.

TABLE – 9 Use of technology for reference checks

Response Actual Percentage

Yes 5 50%
No 5 50%
Total 10 100%
CHART 9

Actual Percentage
6 60%

5 50%

4 40%

3 30%
Actual Percentage
2 20%

1 10%

0 0%
Yes No Yes No

50% of the respondents use technology for doing reference checks, while the other
50% do not use any kind of technology to do reference checks.

INFERENCE:

When the labor market is very tight, organizations sometimes hire applicants
before checking references. Checking references is considered to be important in
the IT industry and organizations are using their own created applicants to do
reference checks. That is they are using technology to do reference checks.

TABLE – 10 use of Human Resource Information System in HR functions

HR Functions Actual Percentage

Payroll processing 7 11%
Employee data 9 14%
maintenance
Benefits administration 8 12%
Compensation planning & 6 9%
management
Compliance reporting 6 9%
Performance management 4 6%
Organization/position 5 8%
management
Recruitment & selection 6 9%
Retiree administration 3 5%
HRP 6 9%
Employee training & 1 2%
development
Employee relations 2 3%
Diversity program 3 5%
Total 66

16%
14%
12%
10%
8%
6%
4%
2%
Actual
0%
Percentage

CHART 10

Advancements in information technology have enabled organizations to take

advantage of information explosion. With computer networks, unlimited amount of
data can be stored, retrieved and used in a wide variety of ways, from simple
keeping to controlling complex equipment’s. Hence 13% of the respondents say
that they use HRIS for Employee data maintenance. For other HR functions like
payroll processing, Benefits administration, recruitment and selection, 11% of
respondents and 6% of respondents use Information System for their most of the
HR functions.

INFERENCE:

Information technology has, of course, has changed the face of HRM all over the
world. The most central use of technology in HRM is an organization’s Human
Resource Information System (HRIS), which provides current and accurate data
for purpose of control and decision making; in this sense it moves beyond simply
storing and retrieving information to include broader applications such as
producing reports, forecasting HR needs, strategic planning, career and promotion
planning, and evaluating HR policies and procedure.

To analyze the training and development, career management activities in the

organizations.

Table – 11 training and development considered from strategic viewpoint

Actual Percentage
Yes 10 100%
No 0 0%
Total 10

CHART – 11
 Actual Percentage
12 120%

10 100%

8 80%

6 60%
Actual Percentage
4 40%

2 20%

0 0%
Yes No Yes No

100% of the respondents agree to the point that training and development is very
important and has to be viewed from a strategic level. When proper training &
employment measures are taken up in the organization, there will be a greater
stability, flexibility and capacity for growth in an organization; hence all the
respondents have plans for T&D at a strategic level.

INFERENCE:

Training & Development efforts are designed to the employees satisfy personal
goals through higher level of skills and compensation, facilitating higher
contribution at their present jobs and preparing them for the next level of
responsibility, develop individuals and teams to meet the total needs of the
organization. Hence, organization today is considering planning of T&D program
from the strategic point of view.

TABLE – 12 percentage of revenue spent on T & D, Education & Research

Response Actual Percentage

Less than 5% 3 30%
5% - 10% 2 20%
10% - 15% 3 30%
15% - 20% 2 20%
20% &above 0 0%
Total 10 100%

35%

30%

25%

20%
Actual
15%
Percentage
10%

5%

0%
Less than 5% - 10% 10% - 15% 15% - 20% 20%
5% &above

CHART 12

30% of the respondents state that they spend 10 – 15% of the revenue, while the
other 30% of the respondents state that they spend less than 5% on T&D,
Education and Research. 5 – 10 % of the revenue is spent by 20% of the
respondents while the other 20% of the respondents spend 15 – 20% on T&D,
Education and Research activities. Hence one can say that T&D, Education &
Research play an important role in bringing out organizational innovation and
creativity.
INFERENCE:

Most of the organizations today have their own schools, or training centers or
learning centers where training, education and the research facilities are provided.
This is one way where the organization is trying to build up the career of the
employees working with the organization.

Table – 13 Frequency of different training programs

+ Weekl Monthly Quarterly Annually As Not
y needed provided
Technical skills/ 2 20% 6 60% 5 50% 8 80%
knowledge
training
Executive 4 40% 2 20% 6 60% 2 20%
development
Personal growth 2 20% 6 60% 5 50% 1 10%
Management 50% 3 30% 3 30% 10 100%
skills/
development
Communication 1 10% 1 10% 8 80% 2 20%
skills
Customer 5 50% 4 40% 2 20% 10 100%
service
Software related/ 1 10% 3 30% 4 40% 10 100%
technology
related

100%
90%
80%
70%
60% Not Provided
50%
40% Asneeded
30%
20% Anually
10%
0% Quarterly
Monthly
Weekly

Chart 13

Training program in the organizations is designed accordingly in order to increase

the performance. From the above chart, it can be inferred that 80% of the
respondents provide technical skills/ knowledge training to their employees as and
when needed, 50% of them quarterly, 30% of them on a monthly basis and 20 %
of them weekly basis. Executive development is provided as and when needed
which 60% of them provide, 40% of them on a quarterly basis, 20% of them on an
annual basis and 20% of them actually don’t provide such training. In case of
personal growth training about 60% of the respondents conduct quarterly, 20% of
them monthly, 50% of them as needed and 10% of them do not have any such
training. Coming to management skills/ development 100% of the respondents
provide it as and when needed, while 50% monthly, 30% of them quarterly and
other 30% annually. Communication skills are also provided wherein 80% of them
say it is need based, 10% on an annual period, 10% quarterly and the other 20%
donot have any such training. Customer service training which is also given by the
respondenys as and when need arises, 50% on a weekly basis, 40% monthly and
20% of them on a quarterly basis. Lastly, software related, again 100% of the
respondents provide on a need basis, 40% annually, 30% quarterly and 10%
monthly.

INFERENCE:

Training and development activities have become very important to the

organization today. It’s not like before wherein selected people and selected
programs where used for training. There is a drastic change in the whole system of
training and development of the employees. Organization also have felt the
importance and are adequately funding and time and again conducting training
programs in order to upgrade their employees and make them more competitive.

TABLE – 14 Methods used to upgrade the competencies of employees

Responses Actual Percentage

E – learning 7 23%
Coaching / mentoring 8 26%
Classroom 8 26%
On-the-job 3 10%
Others 5 16%
Total 31
 30%

25%

20%

15% Actual
Percentage
10%

5%

0%
E – learning Coaching / Classroom On-the-job Others
mentoring

CHART 14

Scanning competencies of applicants provides the company a pool of employees

with a great potential for performance excellence. In this view organizations plan
up different methods to upgrade employee competency. 26% of the respondents
use coaching / mentoring to upgrade competencies while other 26% of the
respondents use class room methods. E – learning is encouraged to a great extent,
hence 23% of the respondents are using E – learning.

INFERENCE:

Competency is an underlying skill, personal characteristics, or motive

demonstrated by various observable behaviors that contribute to outstanding
performance in a job. Hence organization is opting for new methods of upgrading
competencies of the employees so that they perform better and make the
organization more competitive.

Table 15 importance of E – learning

Response Strongly Somewhat Undecided Somewhat Strongly

disagree disagree agree agree
6 4
E – Learning is seen earlier is been adopted by many organizations. The
importance of e- learning is shown above which states that 60% of the respondents
somewhat agree that e – learning is beneficial and the rest 40% of the respondents
strongly agree that e – learning is important and it provides more merits than
compared to any other methods.

INFERENCE:

E – Learning has gained importance over a period of time, organization are

training and developing their employees through e – learning methodology as the
training session can be accessed by an individual whenever he/she is free. Through
e – learning an employee can upgrade other aspects of his skills and knowledge in
turn also, it saves time and cost to an extent also.

Table – 16 Emphasis of behavioral training

Response Highly Empha Not Not at

emphasi sized much all
zed empha emphas
sized ized
Team 4 27% 3 20% 3 43% 0 0%
building
interpersonal 2 13% 5 33% 1 14% 2 67%
skill
Communicat 5 33% 3 20% 1 14% 1 33%
ion skill
Culture 4 27% 4 27% 2 29% 0 0%
sensitivity
training

Chart 16

4
Team building
3 interpersonal skill
Communication skill
2
Culture sensitivity training
1

0
Highly Emphasized Not much Not at all
emphasized emphasized emphasized

Considering the other training methods behavioral training is being practiced in

organization. 33% of the respondents highly emphasize training on communication
skill, 27% on team building and the rest 27% of the respondents on culture
sensitive training. Around 33% of the respondents are emphasizing on
interpersonal skills and 27% of them on culture sensitivity training.

INFERENCE:

Behavioral training like team building, communication skills, interpersonal skills

are much practiced in the IT industry. This is because the organization has to deal
with customers, and they can prove their competitiveness through proper
communication. Culture also plays an important role as organization is going
global and they need to adapt themselves more than one culture.

TABLE – 17 benchmarking of training methods

RESPONSE ACTUAL PERCENTAGE

Yes 6 60
No 4 40
Total 10

CHART 17

ACTUAL PERCENTAGE
7 70

6 60

5 50

4 40

3 ACTUAL 30 PERCENTAGE

2 20

1 10

0 0
Yes No Yes No

60% of the respondents benchmark the training methods used in the organization,
while the rest 40% of the respondents do not benchmark the training methods.

INFERENCE:

Benchmarking of training methods helps the organization to have a standardized

use of the methods.
TABLE – 18 different career initiatives taken up

Response Actual percentage

Workshops 6 15%
Mentoring 7 18%
Career self-management 10 26%
Glass- ceiling audits 4 10%
Organizing training 6 15%
courses
Others 6 15%
Totals 36 100%

30%
25%
20%
15%
10%
5% Actual
0% percentage

Chart 18

Careful situational and self-analysis is the key to successful long range

development of individual career success skills. Hence, organizations are trying to
manage career of the individuals in such a way that they are retained for a long run.
26% of the respondents try to manage their career on their own. 18% use of the
respondents mentoring and 15% of the respondents use workshops, and other 15%
of them organize different training courses. 10% of the respondents have training
on glass- ceiling audits.
INFERENCE:

Strategic career adaptation and flexibility self-management is part of the new

information / knowledge age reality. Hence, different career initiatives are taken in
order to have a career path of the employees. Manager and professional need to
combine self- assessment with a careful analysis of the organizational culture and
the power and influence system. Many organizations provide assistance in skills
development through courses, job rotation and mentoring etc.

TABLE – 19 Practices of rewarding or providing incentives for employee

suggestion

Response Actual Percentage

Yes 10 100%
No 0 0%
Total 10

CHART 19

Actual Percentage
12 90%
80%
10
70%
8 60%
50%
6
40%
Actual Percentage
4 30%
20%
2
10%
0 0%
Common Different Common Different
appraisal appraisal appraisal appraisal

100% of the respondents try to provide certain kind of incentives or reward their
employees for the valuable suggestions given in order to improve the productivity
INFERENCE:

Organizations have realized that Human Resource is one which can provide a
competitive advantage. All the organization encourages the employees to bring
forward their creative and innovative ideas which help the organization to improve
productivity. In fact the employees are given a chance to bring out innovative
ideas, and even training is provided to bring out the creativity in them.

Table – 20 Objectives which drives pay and reward changes

Responses Actual Percentage

Improve employee focus 8 23%
Broaden competencies skills 6 17%
Focus on customer needs 9 26%
Competitive advantage through work force 6 17%
Reinforce corporate values 6 17%
Total 35

30%
25%
20%
15%
10%
5% Actual
0%
Percentage

CHART 20

265 of the respondents states that focusing on customer needs can be one
significant objective for change in pay and reward systems. 23% of the respondents
say that such change in reward and pay will improve employees focus towards
productivity. While 17% of the respondents say that reinforce corporate values and
other 17% says that it tries to bring out competitive advantage through work force.

INFERENCE:
there should be a practice of changes in the reward and pay system as these are the
motivators for the employee in order to improve their productivity and retain them
in the organizations.

To find out the new roles of the HR department in managing performance

and study the new employment practices followed in the organizations

Table – 21 type of appraisal form across different levels

Responses Actual Percentage

Common appraisal 0 0%
Different appraisal 10 77%
Others 3 23%
Total 13

Actual Percentage
12 90%
80%
10 70%
60%
8 50%
40%
6 30%
20%
Actual 10% Percentage
4 0%
2

0
Common Different Others
appraisal appraisal

CHART 21
Performance appraisal is one motivator which motivates employees to perform
better and know about the deficiencies in the employees. 77% of the respondents
use different appraisal forms for different levels. While 23% of the respondents use
other method of appraisal for different levels

INFERENCE:

Performance appraisal at first glance might seem for a narrow purpose to evaluate
who is doing a good job. But in reality performance appraisal isone of the most
versatile tools available to managers. They can be used for development and
administrative purposes. Each level of work is different and responsibilities are
different. Hence, organization tries to maintain different appraisal forms for
different levels.

TABLE – 22 right match of competencies which gives best performance

Response Actual Percentage

Motivation 5 26%
Work environment 8 42%
Incentives 6 32%
Total 19

45%

40%

35%

30%

25%
Actual
20%
Percentage
15%

10%

5%

0%
Motivation Work environment Incentives
 CHART 22

If there is a right match of competencies available with the employee then it helps
them to give their best of performance. 42% of the respondents believe that it’s the
work environment which help them to have that match and which brings a right
match. 32% of the respondents state that it’s due to incentives and 26% of them
state it’s because of proper motivation.

INFERENCE:
competency is an underlying skill, personal characteristics, or motive demonstrated
by various observable behaviors that contribute to outstanding performance in the
job. There has to be right5 match of competencies with the employees which help
them to perform better.

TABLE – 23 Use of competency mapping in performance management

RESPONSE ACTUAL PERCENTAGE

Yes 4 40%
No 6 60%
Total 10 100%

CHART 23
 ACTUAL PERCENTAGE
7 70

6 60

5 50

4 40

3 ACTUAL 30 PERCENTAGE

2 20

1 10

0 0
Yes No Yes No

40% of the respondents use competency mapping in the performance management.

While the rest 60% of the respondents are yet realize the importance of
competency mapping.

INFERENCE:

Competency mapping involves the determination of the extent to which the various
competencies related to a job are possessed by the person. Organization which are
fast growing, performing well are using competency mapping for selecting and
developing their human asset. In order to aim for higher performance organization
need to use more reliable tools for identifying competencies which become the
base of the foundation for the future performance of the employees.

TABLE – 24 Use of PCMM

RESPONSE ACTUAL PERCENTAGE

Yes 2 20%
No 8 80%
Total 10 100%
 ACTUAL PERCENTAGE
9 90%
8 80%
7 70%
6 60%
5 50%
PERCENTAG
4 ACTUAL 40% E
3 30%
2 20%
1 10%
0 0%
Yes No Yes No

CHART 24

80% of the respondents have not implemented PCMM in their organization, while
20% of the respondentshave totally implemented PCMM, and are reaping benefit
of it.

Table 25 Level of PCMM achieved

Responses Actual Percentage

Level 1 0
Level 2 0
Level 3 0
Level 4 0
Level 5 2 20%
Total 2
Chart 25

20% of the respondents have already implemented and have reached level 5. The
rest 80% of the respondentsare in plan of implementing PCMM.

TABLE 26 Plans of implementing PCMM

RESPONSE ACTUAL PERCENTAGE

Yes 8 80
No 0 0
Total 8

ACTUAL PERCENTAGE
10 100
8 80
6 60
4 ACTUAL 40 PERCENTAGE

2 20
0 0
Yes No Yes No

CHART 26

80% of the respondents, who have not adopted PCMM, are now planning slowly to
implement PCMM in their organization.

INFERENCE:

PCMM model aims at providing guidance to organization that want to improve the
way they address the people related issues. It provides guidance on how to improve
the ability of software organization to attract, develop, motivate, organize and
retain the talent needed to steadily improve their software development capability.
PCMM integrates the practices of HR and OD with TQM. PCMM model has been
adopted by many of the organizations, and many are realizing the importance and
are planning up to implement the model in their organization in order to improve
their talent. PCMM model has gained importance in many of the organizations,
and simultaneously who have implemented it have already reap the benefit.

TABLE – 27 Uses of competency mapping / PCMM model creates a difference

in performance

Response Actual Percentage

Strongly disagree 0%
Somewhat disagree 0%
Undecided 0%
Somewhat agree 4 40%
Strongly agree 6 60%
Total 10

100%
90%
80%
70%
60%
50% Actual
40%
30% Percentage
20%
10%
0%
Strongly Somewhat Undecided Somewhat Strongly agree
disagree disagree agree

Chart 27

60% of the respondents strongly agree to the point that competency mapping /
PCMM model does provide a difference in the performance, while 40% of the
respondents somewhat agree that it will provide the difference.

INFERENCE:
competency mapping / PCMM model and many other such methods or concepts
have benefited the organizations to improvise in their performance. Any
organization, its Human resource which is vital and acts as a competitive
advantage, because it’s through them that the organization is built. Hence, using
new techniques / concepts to retain the talent is more important, and many of them
have realized this and are trying to have talent management.

TABLE 28 Process Mapping in HR functions

RESPONSE ACTUAL PERCENTAGE

Yes 4 40
No 6 60
Total 10
 ACTUAL PERCENTAGE
7 70

6 60

5 50

4 40
PERCENTAG
3 ACTUAL 30 E
2 20

1 10

0 0
Yes No Yes No

CHART 28

Nearly 40% of the respondents have process mapping in some of the HR functions,
while the other 60% of the respondents do not follow any such activity of process
mapping.

TABLE – 26.1 process mapping in HR Functions