SIP - Phase 2 - Report Team Lease 7

2010
Vikramadith B (12175)
SUMMER INTERNSHIP SIBM - Human Resources
5/26/2010
PROJECT
PHASE 2 REPORT
Project Title: “A Study On Competency Mapping &
Assessments”
SIBM - Human Resources |SIP - PHASE 2 REPORT 2

Serial No. Topic Page no.
1. Executive Summary 3
2. Chapter 1
• Introduction 5
• Objectives of the study
23
• Relevant Literature Reviewed
24
3. Chapter 2
• Details of the methodology adopted and its usefulness 26
• Logical flow of the Project, including adhering to the
29
road-map
• Benefits to you as a student of management 30
• Benefits to the organization
31
Chapter 3
4. 32
• Analysis of Data
Chapter 4
5 71
• Findings and conclusion
6 Bibliography 74
7 Annexure 75

EXECUTIVE SUMMARY
Assessment means the process of judging and understanding an individual

or situation and determining their individual worth .It is the assessment
process helps the company to reduce the cost and at the same time also
helps to hire the qualitative and stable employees. As it is a Key stage in the
recruitment process Teamlease gave me the opportunity to study how
assessments are carried out at their organization. The information collected
throws light on need for assessment, the tools used in assessment, the
process of assessment and the various levels of assessment.
The primary data was collected by discussions with the Managers & and the
members of the Assessment team at Team Lease whereas the secondary
data has been collected by referring various documents and reports provided
by the organization and also from various search engines on the Web.
I also did a small field study for TeamLease on one of its clients belonging to
the tire industry to check if there Assessment Tool was measuring all
competencies required in the field .This was done by administering the Job
Analysis Questionnaire. This information also helped sourcing information for
my Competency mapping part of the project.
The other aspect of the project was Competency Mapping. As Competence

is what companies are focusing on these days as they believe an employee
with strong core competencies is the most valuable resource in an
organization. As part of my project I had the chance to get some on the job
experience in working with the ICP Team in the Assessment Department. I
worked with them on a daily basis and help to source information and helped
create a few Ideal Candidates profiles. An Ideal candidate profile is a
selection frame work to identify the ideal candidate for a job .The ICP can be
matched with assessment results to evaluate a candidate’s performance.
The Creation of the ICPs is identifying the Key roles and responsibilities
associated with the job and mapping the competencies required to perform
that job effectively for a particular Profile and creating a competency
dictionary. My focus was mainly on sales roles apart from helping out the
team in sourcing other data.

CHAPTER 1 -INTRODUCTION
Introduction to the Staffing Industry:
Staffing:-newest HR concept in India

The phenomenon of temporary staffing is finally catching up in India. While
industry experts estimate employee leasing to be $140 billion business
worldwide, the domestic staffing industry is yet to boast of big figures. The
scenario is however about to change considering the fact that in the near
future 2.5 to 3 percent of the workforce in the country will be hired on a
temporary basis. The IT industry being a trendsetter of sorts, will witness a
large percentage of such hiring in the next few years.
A “temp” is a temporary worker with an organization who is on a third-party

(staffing company) payroll. A well-accepted norm in global companies, many
large Indian organizations are now hiring a part of their workforce from
employee leasing firms. The reason is not too difficult to guess—as
organizations focus on their core business strengths in a highly competitive
environment, the non-core functions are outsourced. The manpower for the
latter is provided by the employee leasing company. The contracts can
range from three to six months, and there are no hassles normally
associated with recruiting and retaining people.

Regarding this Ashok Reddy, managing director of TeamLease gave his view
i.e. , “While so far, the leasing workforce was active in order to meet short-
term assignments of companies to augment their workforce during peak
periods or replace ‘leave vacancies’ or sudden terminations, the current
trend has seen corporates going for leasing for specialized requirements,”. It
is imperative that the demand for temporary workers has been fuelled by
companies looking for greater workforce flexibility, faced with fast paced
market changes, including changes in consumer demands and shorter
product life cycles.
The positions offered
It is a known fact that most companies prefer temporary staff to permanent

ones, furthermore there is a growing trend of outsourcing non-core functions
to outsourced staff. These range from accounts, front-office, sales, and
marketing and back-end operations. TeamLease one of India’s largest HR
outsourcing services companies in the space of employee leasing undertakes
outsourcing for diverse sectors, including banking, telecommunications,
FMCGs, IT, manufacturing and retail. The service spectrum caters to
functional activities involving office administration, technical support,
accounts and finance, HR support, marketing and sales.
In the IT industry, positions that are largely outsourced are people at the
entry level like programmers, software engineers, networking and system
administrators.

Types of services offered
These companies offer a plethora of staffing solutions to their clients. It
includes:
Temporary staffing:
Enabling the client to respond to short-term temporary manpower needs
with specific skill set requirements or for supplementing the workforce.
These services could be of a part-time, full-time or job sharing nature.
Temporary-to-permanent services:
The client can hire associates as temporary employees for a trial period of
employment; after a satisfactory trial period, a company has the opportunity
to add a temporary worker to its permanent staff; by moving the employee
from staffing company’s payroll to that of its own.
Long-term contract:
Corporates can opt to enter into assignments for long-term and indefinite
periods of time with staffing co.’s associates.
Managed services:
The staffing companies provide the onsite management of the contingent
workforce at the client facility. It retains the responsibility for the supervision
of the leased employees as well as the accountability for the results of the
facility or function that have been leased.

Benefits to the organization (Clients):
The trend of temporary staffing has been popularized in India by MNCs who
have been aware of the benefits in their experiences in other countries. The
advantages are many like:
The opportunity to concentrate on core areas as non-core areas are taken
care by experts, benefits of scale, long-term cost benefits and a responsible
employer image.
There is flexibility of employment, and ease of recruitment and replacements
Statutory complexities are also taken care of by the staffing company.
The future
Temporary staffing is expected to grow exponentially in the country, in the
near future. It is the quality and ease of availability of manpower that would
define the role employee leasing organizations stand to play, not only in non-
core functions but also certain core business areas of organizations, it is also
necessary for outsourcing partners to be equipped with vertical and
functional specializations, with key differentiators customized to the Indian
employment scenario.
In a recruitment market where the concept of full-time employment is
increasingly becoming a thing of the past, temporary staffing is emerging as
the viable option.
Advantages of temporary staffing

• The opportunity for organizations to focus on core areas
• Flexibility of employment
• Ease of recruitment and replacement
• Long-term cost advantages
• Benefits of scale
Introduction of the Company:

TeamLease was started by Ashok Reddy, Managing Director, Manish
Sabharwal, Chairman and Mohit Gupta, Director and is currently run by a
deep bench of professionals managed by the Executive Committee.
The idea of TeamLease came from the reality that the temp market in India
did not exist as an organized play while internationally it was an over $140
billion dollar industry. More importantly, it represented the entrepreneurial
triad the co-founders identified for their next venture; fun, profitable and
good for India. TeamLease journey has evolved into a powerful brand in the
employment industry in five years, one which is attempting to reduce India's
unemployment and raise her labor migration rates by giving the traditionally
disadvantaged (less skilled, less educated, people from small towns, first-
time job seekers, women, etc) a portal to formal sector jobs. Their motto is
“Putting India to work”.
TeamLease services is India’s leading staffing solution company providing a

range of temporary and permanent staffing services to its client partners
and is also the largest temping company

TeamLease services believes in leasing out the right kind of people to an
organization to complement their full time employee base, TeamLease
brings a cutting edge advantage to any company wishing to save on
administrative overhead and focus on core competencies. They recruit train
and deploy staff at client sites in record turnaround times TeamLease is a
single window solution availed of by any industry, across functions and
across levels.
In today’s competitive landscape concepts like TeamLease only strengthen

position in the market place we address a large number of corporate
requirements across industry and functions and can accordingly map
candidate skill sets to market needs. TeamLease adopts a holistic approach
develop company specific staffing solutions that are highly research oriented
with process capabilities and a strong technology platform. Our approach is
derived from organizational experience and is customized to client needs.
They have the expertise and the talent pool to provide comprehensive
solutions for all cadres in an organization.
TeamLease started operations in 2002 and now has 80,000 employees in

over 600 locations. Their core team of 1000+ employees operates via a
network of branches that give them a national footprint. Clients and
Employees are serviced via a proprietary portal called TLnet, an integrated
contact centre for voice and email and a dedicated team of relationship
managers.

The company is country’s largest HR services provider and is on track to be
India’s largest private employer
Their offices are present across 18 cities in India, namely Ahmadabad,
Bangalore, Chandigarh, Chennai, New Delhi, Goa, Hyderabad, Indore, Jaipur,
Jamshedpur, Kochi, Kolkata, Lucknow, Mumbai, Nasik, Noida, Pune and
Visakhapatnam.
Introduction to Competency Mapping:
One aspect of the Project deals with Competencies and Competency

Mapping. Competence is what companies are focusing on these days .They
believe in excelling and not competing. It is better to build a core
competency that will see them through crisis. And what other way than to
develop the people, for human resource is the most valuable resource any
organization has.
Organizations of the future will have to rely more on their competent

employees than any other resource. It is a major factor that determines the
success of an organization. Competencies are the inner tools for motivating

employees, directing systems and processes and guiding the business
towards common goals that allow the organizations to increase its value
Definition:
A combination of knowledge, skills, abilities and personality of an individual

as applied to a role or job in the context of the present and future
environment that accounts for sustained success within the framework of
Organizational Values.
Competencies include the collection of success factors necessary for

achieving important results in a specific job or work role in a particular
organization. Success factors are combinations of knowledge, skills, and
abilities (more historically called “KSA’s”) that are described in terms of
specific behaviors, and are demonstrated by superior performers in those
jobs or work roles. Competencies also Include Attributes which are personal
characteristics, traits, motives, values or ways of thinking that impact an
individual’s behavior.
Knowledge Skill and abilities can be defined as classified as per the below:
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Skills skills Skills
Functional Skills are Operational capabilities A set of skills that Cognitive skills are
skills which are necessary to perform influence how we any mental skills
specific to one certain job interact with each other. that are used in the
particular specifications. technical It includes such abilities process of acquiring
domain/function like skills are purely related as effective knowledge; these
function like HR, MKtg to technology or communication, skills include
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History :
A team of Educationists lead by Benjamin Bloom in the USA in mid fifties laid
the foundation for identifying educational objectives and thereby defining
the knowledge, attitudes and skills needed to be developed in education.
David McClelland the famous Harvard Psychologist has pioneered the
competency movement across the world. His classic books on "Talent and
Society", "Achievement Motive", "The Achieving Society", "Motivating
Economic Achievement" and "Power the Inner Experience" brought out
several new dimensions of the competencies. These competencies exposed
by McClelland dealt with the affective domain in Bloom's terminology.
The turning point for competency movement is the article published in

American Psychologist in 1973 by McClelland, wherein he presented that
traditional achievement and intelligence scores may not be able to predict
job success and what is required is to profile the exact competencies
required to perform a given job effectively and measure them using a variety
of tests.
Latter McBer a Consulting Firm founded by David McClelland and his

associate Berlew have specialized in mapping the competencies of
entrepreneurs and managers across the world. They even developed a new
and yet simple methodology called the Behavior Event Interviewing (BEI) to
map the competencies.

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• Self • Leadership Skills
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MEANING AND CONCEPT OF COMPETENCY MAPPING
It is a process of identification of the competencies required to perform

successfully a give job or role or a set tasks at a given point of time. It
consists of breaking a given role or job into its constituent’s task or activities
and identifying the competencies (Technical, managerial, Behavioral,
conceptual knowledge and Attitude and skills etc) needed to perform the
same successfully.
• Competency Map. A competency map is a list of an individual’s

competencies that represent the factors most critical to success in
given jobs, departments, organizations, or industries that are part of
the individual’s current career plan.
• Competency Mapping. Competency mapping is a process an
individual uses to identify and describe competencies that are the
most critical to success in a work situation or work role
• Competency profiling It is the process of identifying the knowledge,
skills, abilities, attitudes, and judgment required for effective
performance in a particular occupation or profession. Competency
profiling is business/company specific.
USE OF COMPETENCY MAPPING
Competency mapping serves a number of purposes. It is done for the

following functions:
• Gap Analysis
• Role Clarity
• Selection, Potential Identification, Growth Plans.
• Succession Planning.
• Restructuring
• Inventory of competencies for future planning

Introduction to Assessments:
“Assessment” means the act of judging a person or a situation

or an event with respect to its worth. Assessment is about
understanding multiple attributes of an Individual.
Assessment Tools and Their Uses
Different types of assessment tools and procedures that organizations

commonly use to conduct personnel assessment. Included are
techniques such as employment interviews and reference checks, as
well as various types of professionally developed assessment
instruments
1. Mental and physical ability tests

2. Achievement tests
3. Bio data inventories
4. Employment interviews
5. Personality inventories
6. Honesty and integrity measures

7. Education and experience requirements (including licensing and
certification)
8. Recommendations and reference checks
9. Assessment centers
10. Medical examinations
11. Drug and alcohol tests
It takes a good deal of knowledge and judgment to properly use

assessment tools to make effective employment-related decisions. To
ensure that test users have the necessary qualifications, some test
publishers and distributors require proof of qualifications before they
will release certain tests.
Role of Assessment in Recruitment
Assessment testing is designed to provide insight into an individual's

personality, ability, aptitude, knowledge, interest and can indicate
things like leadership potential, decision-making ability, and general
temperament. It is recognized that one of the most crucial aspects of
successful employment is for the individual employee to fit well into
the organizations cultural environment; that is, they share similar
values and work ethics. Also it is essential that the new employee
blend into the team and they are no personality clashes. Job profiles
can therefore be specific about the type of personality a successful
candidate must possess and psychometric tests are just another way
of objectively matching the right candidate to the right position. Tests
are developed over a number of years by occupational psychologists

and tested on thousands of subjects. And they are not designed to trap
you; there are no right and wrong answers. They can be used to:
• identify the best candidate for a job;
• support succession planning and internal promotions;
• help with outsourcing during downsizing; and
• Maximizing an organization’s performance by improving

accuracy of selection;
• Improving employee retention by better matching individuals to

jobs;
• Avoiding the financial and personal costs associated, on both

sides, with poor recruitment decisions;
• Optimizing the use of people’s capacities by helping focus

development activity;
• Achieving better career management by matching individual

aspirations to their organization’s opportunities.
Psychometric assessments fall into two broad categories:
Ability tests:
These examine someone’s ability in a particular skill – typically verbal,

numerical or conceptual thinking skills. The tests nearly always use
what is called a forced-choice answer format where the person
completing the test has to select the right answer from a set of
alternatives. Aptitude tests are used to assess logical reasoning or

thinking performance and are often referred to as tests of maximum
performance.
Personality assessments:
These are designed to measure typical behavior and do not have right
or wrong answers. Personality questionnaires are concerned with the
way in which individuals characteristically relate to each other, how
they deal with problems and stress, their ability to deal with their own
and others’ emotions, their motivations, determination and general
outlook. Personality questionnaires are used for both selection and
development.
ADVANTAGES OF ASSESSMENT TESTS:
• Assessment tests are an additional opportunity to demonstrate

your skills
• Assessment tests provide a fairer assessment of your skills
• Assessment tests can help you understand more about your
abilities
• Tests provide organizations with a fair and objective method of
measurement.
• Mostly, the tests are quick and easy to score thus giving
maximum information for a minimum of time.
• The increased use of technology in test administration provides
even more flexibility.
• When used for recruitment purposes, they provide a reliable
indicator of job fit.

• When used for development purposes, they help individuals to
raise their self awareness.
• They are cost effective if used correctly.
• It is impartial and objective
DISADVANTAGE OF ASSESSMENT TEST:
• Initial training for users can be both expensive and time

consuming.
• Providing feedback to all participants is time consuming but
essential.
• Some participants may be uneasy about taking tests.
• Tests do not measure everything, so they need to be part of a
bigger process.
• Tests can be faked and learned, so they can sometimes give a
false picture of an individual.
• Tests provide a snapshot rather than the whole picture.
• If someone has had a bad experience of a psychometric test this
can lead to cynicism.
• Internal candidates for jobs can sometimes feel disgruntled

because they are being treated in the same way as external
candidates.
• Some tests are more complex to score; training is required for

administration and interpretation.

• The initial set-up can be costly, including the initial purchase of
re-usable materials and training of test administrators and
interpreters.
• Tests may not be able to measure the 'whole candidate' and will
typically be used in Conjunction with other information.
Psychometric tests can play a very useful role in both the

assessment and the development of individuals. They can give
objective evidence of the human attributes they measure, and have
been shown to be one of the best predictors of job performance
when used in selection. In practice, they will generally be used in
conjunction with other methods such as interviews in order to give
the 'whole picture'.
It is a valid and reliable instrument on the basis of which

inferences are made about Individual differences such as
personal characteristics or traits, underlying reasons for actions
and possible future behaviors. Psychometric Testing Falls Into
Three (3) Main Types:
· Aptitude Tests which measure the ability to perform or

carry out different tasks
· Interest Inventories which measure variations in

motivation, in the direction and strength of our interests,
and in values and opinions

· Personality Tests which measure differences in the style or
manner of doing things and in the way people interact with
their environment and other people.
Use of Psychological Assessments:
1. The Cost of Hiring Mistakes
Today, the chances of making a bad hiring decision are greater than
ever, as applicants have become more skilled at presenting
themselves in resumes and interviews. Identifying potentially
counterproductive employees before you hire them is one of the
greatest challenges to a manager who makes hiring decisions. The
problem of hiring counterproductive employees has reached epidemic
proportions.
2. Application and Resume Falsification
More than 20 percent of data regarding previous employment

contained on applications or resumes is falsified to some extent.
Exaggeration, omission and falsification most often occur in critical job-
related areas.
3. Employee Theft
In retail establishments, employee theft is the biggest source of losses.

This is estimated at 43 percent of shrinkage losses, compared to only

30 percent attributed to shoplifting. Overall, employee theft can
increase the cost of retail merchandise as much as 15 percent. In
financial institutions, losses have nearly doubled in recent years.
Losses due to internal fraud have been about four times that of
burglary and robbery.
4. Pre-employment Screening Methods
Most companies use several selection methods when assessing job

applicants because no single applicant screening procedure alone can
determine employability. This decision was based on whether or not
these particular selection procedures are cost-effective in terms of
time, money and other resources needed to perform them and the
quality of the employees hired using them.
5. Interviews
Interviewing is probably the most common pre-employment screening

technique. However, interviewing may not be as effective as
employers would like because it is often a subjective, non-directed
process. Also, it can be difficult to determine truthfulness when
discussing work history and the level of skills and abilities.
Unfortunately, most interviewers are not formally trained in
interviewing techniques and may not have the ability to elicit the types
of information the employer needs.
6. Reference Checks

Reference checks are useful for verifying information on an application
form or a resume and for providing background information on an
applicant's work history. Unfortunately, reference checks do not always
yield reliable information because many employers are reluctant to say
anything negative about a past employee, and because misconduct,
even if it did occur, may have gone undetected.
7. Criminal History Checks
When an individual with a criminal history applies for a position of

trust, criminal history checks can alert an employer to this background
information. The drawbacks to criminal history checks are primarily
that they are costly and difficult to obtain and that any information
gathered may be incomplete or misleading.
8. Pre-employment Polygraph Exams
The purpose of pre-employment polygraph exams is to determine an

individual's suitability for employment based on the verification of
answers to job-related questions.
9. Psychological Inventories
Psychological inventories are an effective means of obtaining

information about an applicant. Psychological inventories used for pre-
employment screening are generally designed and validated in
accordance with legal requirements and professional guidelines.

Objectives of the Study:
1. The First objective of the project is to develop a Generic Competency

mapping for Sales roles .It will identify all the competencies needed for
successful completion of the job with proper descriptions. This will
further lead to the development of an Ideal Candidate Profile.
2. The Second is A Study of the Pre Hire assessment tools used in

TeamLease .The objective here would be learning what assessments
are about, what practices take place and getting a broad understating
how they work.
3. The third objective was a Comparison of on the Job Competencies of candidates

selected using the Pre hire assessment tools with the competencies being measured
in the Assessment Tool

Literature Review
1) The Handbook of Competency Mapping –Seema Sanghi (Second

Edition)(Sage Publications)
The book is about helping Managers to understand, develop, manage and

map competencies within their organizations. It focuses mainly on:
• Understand and developing competencies

• Integrating the competency framework within the HR system of an
organization
• Implementing and mapping competencies in an assessment center.
• Reviewing the plethora of application –based experiences and existing
models
• Effectively Managing the consequent changes in the organization

Human competence is undoubtedly the key and critical element for the
success of an organization. It is a well recognized fact that the
competencies of the employees and a supportive organizational structure
are sine quo-non for any organization to achieve its strategic goals as also
to adapt to constant change. This calls for a right blend of right person
with right competencies for the right job
2)360 Degree Feedback, Competency Mapping and Assessment

Centers for Personal and Business Development- Radha Sharma,
Tata McGraw Hill
This book talks about how 360 degree feedback and Competencies are
related and how they the 360 degree feedback Competency Assessment
methodology is being used by companies like Motorola. The book has
different structures on what Competency Mapping is about and how to
interlink it with assessments. It also focuses on how Emotional Intelligence
overrides
IQ in Leadership

3) Other Literature reviewed was provided by the company from it database.
The company website was also referred to in the study. The other material
referred to was documents got on the internet about assessments and
competencies by running a search on various search engines. The literature
described the processes, defined concepts, and provided in depth knowledge
about assessment. All literature referred to was connected to assessments
and Competencies and they were all relevant to the study and helped in
understanding the various aspects of the topic in a better way and form a
broader perspective.

CHAPTER 2
Methodology
Understanding Competencies and Competency Mapping
• This involved a deep understanding of Competencies and it

applications. This was done by extensive research on the topic from
various books like the Handbook of Competency Mapping –Seema
Sanghai and various other websites
Developing Ideal Candidate Profiles

• The first step involved sitting with the ICP team in the Assessments
department to understand what Ideal Candidate Profiles are and how
are they useful
• The second step was sourcing data for Job Descriptions from the web
from various Job Portals and company websites.
• The third step was going through the database Library of Team Lease
to help in sourcing more data.
• The Fourth step was going to the Mandate Requisition (MRF) Forms
which are filled out by the HR Personal of Teamlease’s clients.
• The Fifth step was clearly defining the levels of the competencies
required for each position in the hierarchy this was done by the

information attained from the above steps. Information for my Job
Analysis Questionnaire also helped me in this step
• The sixth step was developing a competency dictionary clearly
defining the competencies
• The next step was assigning suitable scores for each competency
.Since creation of ICP’s is a new roll out for TeamLease there is no set
validation of the scores .So the scores assigned in the ICP created by
me was done with the Consultation of the Assessment expert(AE) of
the ICP Team.
• The next step was creating a different Format for the ICP’s so the
company can explore different options before they finalize on a set
format.
Understanding Assessments
Study on the Assessments was carried out by

• Primary data
The primary data for the research was collected from the Managers
and team members of the Assessment Team.
I also spent time with the content developer of the Assessment Team
who showed me how he goes about developing framing questions for
the tests conducted.
He also gave me the opportunity to take of the Assessments Tests

which they administer. The test I took was 1) The Level C Assessment

Test and also a Hollands’s Model Test which was developed by John
Holland who is famous for personality-job fit theory which
TeamLease follows in developing their content for some of their
Assessment Tests. This gave me a fair understanding on how
assessments test are developed.
• Secondary data
Secondary data for the research was collected from the company
website, search engines and also documents available with the
company.
Comparison of Assessment test with the Field study of Candidates

who took the Assessment Test
The first step of this objective clear study of the assessment test the
candidates took.
This study was done by
• Taking the Assessment Test to have a clear understanding of the

questions asked.

• Meeting with the content developer of the Test to identify what
competencies are being measured
• The next step was identifying what all competencies are required for
the particular profile to aid in the development of the Job Analysis
questionnaire .Information here was obtained from the findings while
working with the Ideal Candidate Profiling Team.
• The next step was designing the Job Analysis questionnaire .This was
done by reascearcing various other Job Analysis Questionnaires
available on the web and then framing the questions so that it would
be able to capture all the competencies required for doing the job.
• The Next step was getting the questionnaire filled out and analyzing
the findings for attaining the comparison results.
PROJECT ROAD MAP
5th April ’10 – 5th June ’10

Activities Week Week Week Week Week Week Week Week
1 2 3 4 5 6 7 8
Induction and orientation
process
Study of Competency frame
works & Assessments
Understanding the
requirement of company in
terms of Delivery
Analysis of Assessment tools
and Working with the ICP
Team
Framing of the Job Analysis
Questionnaire and field study
of sale executives
Analysis of data
Creating an Ideal Candidate

profile
Formulation of company
report and Presentation
BENEFITS AS A STUDENT OF MANAGEMENT
Internships can be extremely beneficial to students, or anyone looking for

hands-on expertise. As an intern, you can develop knowledge, competencies,
and experience related directly to your career goal.

The main benefit is getting an opportunity to learn directly from the
professionals who are already in the industry and make an effort to gain the
confidence and experience that you need to achieve your goals.
Since this particular project dealt with topics like Competencies and
Assessments I have gained valuable knowledge in the field of HR because
these two topics are related to HR fields such as
• Recruitment
• Training
• Performance Appraisal
As a student of HR I am interested in getting into the recruitment line .So
understanding what competencies are and how Assessments tests are
developed will definitely be a value add when I enter into the field
Other benefits of doing this Internship are:
• Gain Valuable Work Experience
• Have an Edge in the Job Market
• Networking Opportunities
• Apply Classroom Knowledge
• Gain Confidence

Last but not the least having worked in this team I would have opportunities
in doing Live Projects for the company in the coming year
BENEFITS TO THE ORGANISATION AND MY CONTRIBUTION
• Having worked with the Assessment Team at TeamLease I have been

able to help the Organization in sourcing and Analyzing the
information and the creation of the ICP’s will help them complete the
first Phase of the roll out and can start with the validation Phase at an
earlier date .
• Having developed a new format for the ICP‘s the company can explore
new options in changing their template.
• The project can serve as documentation for Teamlease to help new
joiners or future Interns in gaining an overview of what Assessments
and Ideal Candidate Profiles are about.
• With conducting the comparison the Assessment Team has been able
to identify what competencies are not being covered in their General
Employability assessment tool

➢
CHAPTER 3
Data Analysis
Building of Generic Competency Map for Sales Roles and Developing an Ideal
Candidate Profile
The First objective of the project is to develop a Generic Competency

mapping for Sales roles .It will identify all the competencies needed for
successful completion of the job with proper descriptions. This will further
lead to the development of an Ideal Candidate Profile.
What is an ICP?
• ICP means “Ideal Candidate Profile”
• ICP is a document based on which assessment tools are developed.

‘Ideal’ means reaching a certain standard of excellence keeping knowledge,
skills and behavior in mind for a particular profile.
If we are able to source ideal candidates then the job fitment would be better
and attrition rates will reduce. The candidates will be checked against an ICP
using the assessment tools like questionnaires, self assessment tests, face-
to-face interviews and so on……

Assessment of the candidate starts with “first touch point” that is by any
interface that includes: Field, Outbound, Web, and Inbound and also a
“second touch point” which is the assessment executive at the Locational
office. ICP is generally used by the Sourcing team to gauge a profile and link
the same to a job fitment. Based on various set of questions mentioned in
the ICP, we measure various attributes resulting in profiling a candidate and
matching the same to an available Job.
Purpose of an ICP:
Accessing and hiring quality talent is becoming increasingly challenging in a

people driven economy. While talent exists in large numbers the toughest
task for recruitment professionals lies in understanding the availability of
dynamic talent pools and choosing the candidates that best fit with the job-
role and organization. It is imperative for companies to get it right the first
time, to have a healthy and productive workforce.
•ICP’s have been created to make the assessment more objective

(minimizing subjectivity) at different levels (Field, Out Bound, Inbound & AE)
and to capture the candidate’s exact profile.
•In simpler terms, it is used to capture a candidate’s Strengths &

Weaknesses

•Attributes used in an ICP are to check on the Interest, Aptitude, Skill,
Knowledge, Behavior and Longevity / Stability of candidates.
•Adherence to Uniformity, Quality & Processes
Types of ICP:
a. Generic ICP (Profile): ICP is designed according to the profiles in

general (All profiles), with respect to Ideal & Standard attributes required for
that profile (keeping roles & responsibilities in mind) in existing job market
conditions.
b. Specific ICP: This ICP is designed according to the specific need /

requirement of client. The ICP will be based on the MRF (Downloads of the
required attributes, roles & responsibilities for the job, culture, stress etc as
assigned by the client). The effectiveness of the Specific ICP (Mandate Job
Profile-ICP) will depend on complete understanding of the download by the
PL, AE and Sourcing team.

Steps involved in creating an ICP
Create
Arrive
Collect
Based
Check an
aton
If yes
whetherinformation
ICP
Score
theusing
“Use understanding
bandwidth
attributes the
form
given
Analysis
exist inJob
for base
arrive
each
Descriptions
oftemplate
library the
attribute
at the
JD’slist
incorporating
form
based
of critical
web
on the
portals
attributes
importance
the and
attributesof&that
respective
critical attributes
score
If attributes
not thereSkill,
bandwidth
(Data, assign
theto
in CAT
accordance
given
Knowledge,
profile
to with
primary
Behaviour)
MRF’s
respect
attribute
to
required
their
category
levels
for the
(Roles
(data,
profile
knowledge,
& responsibilities)
skill, behavior)
team
appropriate”
will review
scores
the
attributeranges
and add the
attribute to the Library.

Create
Arrive
Collect
Based
Check an
aton
If yes
whetherinformation
ICP
Score
theusing
“Use understanding
bandwidth
attributes the
form
given
Analysis
exist inJob
for base
arrive
each
Descriptions
oftemplate
library the
attribute
at the
JD’slist
incorporating
form
based
of critical
web
on the
portals
attributes
importance
the and
attributesof&that
respective
critical attributes
score
If attributes
not thereSkill,
bandwidth
(Data, assign
theto
in CAT
accordance
given
Knowledge,
profile
to with
primary
Behaviour)
MRF’s
respect
attribute
to
required
their
category
levels
for the
(Roles
(data,
profile
knowledge,
& responsibilities)
skill, behavior)
team
appropriate”
will review
scores
the
attributeranges
and add the
attribute to the Library.

Ideal Candidate Profiles for Sales Roles
PROFLE
Branch Sales Manger
Area of Expertise
• Business development & sales in Assigned Areas
• Expansion and management of Sales Channels
• Quarterly performance reviews of the sales force
• Manage special promotions dictated by executive management such as sales
pushes, which try to increase clients’ usage of certain products or services
• Initiate sales forecasting, sales promotion and planning.
• Ensure that all branch employees with sales/sales related responsibility
maintain a consistent high standard of performance
COMPETENCIES
BEHAVIOURAL KNOWLEDGE SKILL
➢ Confidence ➢ English ➢ Communication Skills

➢ Patience ➢ Sales and Marketing ➢ Analytical Skill
➢ Market Knowledge ➢ Sales Skills
➢ Adaptability
➢ Competition Tracking ➢ Networking Skills
➢ Maturity ➢ Decision Making Skills
➢ Business Sense
➢ Motivation ➢ Problem Solving Skills
➢ Administration and
➢ Critical Thinking
➢ Flexibility Management
➢ Coordination Skills
➢ Enterprising ➢ Customer and Personal
➢ Computer Skills

➢ Stress Tolerance Service
Sr ELEMENTAL Proficiency Requirement

No COMPETENCIES
1 2 3 4 5 6 7 8 9 10
B-1 Confidence
B-2 Patience
B-3 Adaptability
B-4 Maturity
B-5 Motivation
B-6 Flexibility
B-7 Enterprising
B-8 Stress Tolerance
K-1 English
K-2 Sales and Marketing
K-3 Market Knowledge

K-4 Competition
Tracking
K-5 Business Sense

K -6 Administration and
Management
k-7 Customer and
Personal Service
S-1 Communication Skills
S-2 Networking Skills

S-3 Decision Making Skills
S-4 Critical Thinking
S-5 Sales Skills
S-6 Team Building
S-7 Computer Skills
S-8 Coordination Skills
SCALE
Sr No : B –
Behavioral POOR 1-2
K– BELOW 3-4
Knowledge
S -Skill AVERAGE
AVERAGE 5-6
GOOD 7-8
EXCELLENT 9-10

PROFLE
Area Sales Manger
Area of Expertise
• Responsible for Marketing & Sales
• Design & implement strategies to achieve targeted Sales
• Implementing innovative promotional campaigns and ensuring business
development
• Ensuring the sales executives of a particular branch meet their revenue targets
• Generating the sales report of all the branches and so on.
• Deciding the incentive programs
COMPETENCIES

➢ Patience ➢ Sales and Marketing ➢ Analytical Skill
➢ Adaptability
➢ Maturity ➢ Decision Making Skills
➢ Business Sense
➢ Motivation ➢ Problem Solving Skills
➢ Critical Thinking
➢ Flexibility
➢ Enterprising
➢ Stress Tolerance

No COMPETENCIES
1 2 3 4 5 6 7 8 9 10
B-1 Confidence
B-2 Patience
B-3 Adaptability
B-4 Maturity
B-5 Motivation
B-6 Flexibility
B-7 Enterprising
B-8 Stress Tolerance

K-1 English

K-4 Competition
Tracking
K-5 Business Sense

S-4 Critical Thinking
S-5 Sales Skills
S-6 Team Building
S-8 Computer Skills
Sr No : B –
Behavioral SCALE
K– POOR 1-2
Knowledge
S -Skill BELOW 3-4
AVERAGE
AVERAGE 5-6
GOOD 7-8
EXCELLENT 9-10

PROFLE
Field Sales Manger
Area of Expertise
• Direct a sales team, provide leadership to achieve maximum profitability growth in line with company vision
• Managing the client portfolio and also expanding the existing one
• Conduct regular performance reviews &submit a report to the management
• Keep track of competition
• Handle complaints in a timely and professional manner
• Engage with managers to set realistic target, attend appointed calls, involvement in marketing
planning, problem solving and so on

COMPETENCIES

➢ Patience ➢ Sales and Marketing ➢ Planning Skills
➢ Adaptability
➢ Maturity ➢ Business Sense ➢ Decision Making Skills
➢ Motivation ➢ Customer and Personal Service ➢ Problem Solving Skills
➢ Negotiation Skills
➢ Flexibility
➢ Team Bulding
➢ Assertive

No COMPETENCIES
1 2 3 4 5 6 7 8 9 10
B-1 Confidence
B-2 Patience
B-3 Adaptability
B-4 Maturity

B-5 Motivation
B-6 Flexibility
B-7 Assertive
K-1 English

K-4 Competition
Tracking
K-5 Business Sense
k-6 Customer and
Personal Service
S-2 Planning Skills

S-4 Negotiation Skills
S-5 Sales Skills
S-6 Team Building
S-7 Problem solving

SCALE
Sr No : B –
Behavioral POOR 1-2
K–
Knowledge BELOW 3-4
S -Skill AVERAGE
AVERAGE 5-6
GOOD 7-8
EXCELLENT 9-10
PROFLE

SALES PROMOTER
Area of Expertise
• Visiting outlets on a daily basis
• Ensure the stock visibility and merchandising,
• Communicate the brand to a range of consumers, address their queries, and explain the
offers
• Execute sampling and any other promotional activity.
• Maintain monthly report sheet and submit the same to the supervisor

COMPETENCIES

➢ Adaptability
➢ Customer and Personal Service ➢ Decision Making Skills
➢ Maturity ➢ Observation Skill
➢ Motivation ➢ Negotiation Skills
➢ Problem Solving
➢ Persistence
➢ Assertive

No COMPETENCIES
1 2 3 4 5 6 7 8 9 10
B-1 Confidence
B-2 Patience
B-3 Adaptability
B-4 Maturity
B-5 Motivation

B-6 Persistence
B-7 Assertive
K-1 English

k-6 Customer and
Personal Service
S-2 Planning Skills

S-5 Sales Skills
S-6 Observation Skill
S-7 Problem solving

Sr No : B – SCALE
Behavioral
K– POOR 1-2
Knowledge
BELOW 3-4
S -Skill
AVERAGE
AVERAGE 5-6
GOOD 7-8
EXCELLENT 9-10

PROFLE
Senior Field Sales Executive
Area of Expertise
• Getting new leads
• Generating sales
• Giving product training and demonstration to dealer/users/fitters
• Liaising with suppliers to check the progress of existing orders
• Feeding future buying trends back to employers

COMPETENCIES

➢ MultiLinguistic ➢ Sales Skills
➢ Adaptability
➢ Networking Skills
➢ Maturity ➢ Negotiation Skills
➢ Motivation
➢ Flexibility

No COMPETENCIES
1 2 3 4 5 6 7 8 9 10
B-1 Confidence
B-2 Patience
B-3 Adaptability
B-4 Maturity
B-5 Motivation
B-6 Enterprising

B-7 Assertive
K-1 English
K-3 MultiLinguistic
S-2 Planning Skills

S-5 Sales Skills
PROFLE
Junior Field Sales Executive

Area of Expertise
• The job would involve selling products/services to the customers
• Feeding future buying trends back to employers
• Evaluating outlets
COMPETENCIES

➢ MultiLinguistic ➢ Sales Skills
➢ Adaptability
➢ Networking Skills
➢ Maturity ➢ Negotiation Skills
➢ Motivation
➢ Enterprising

No COMPETENCIES
1 2 3 4 5 6 7 8 9 10
B-1 Confidence
B-2 Patience
B-3 Adaptability
B-4 Maturity
B-5 Motivation
B-6 Enterprising
K-1 English
K-3 MultiLinguistic
S-2 Planning Skills

S-5 Sales Skills
COMPETENCY DICTIONARY
COMPETENCY DESCRIPTION
Personal Competencies
Adaptability Adjusts to changing circumstances by altering attitudes and

behaviors; displays resilience and flexibility in response to
setbacks and stressful situations with energy and optimism.
Self Confidence Faith in one's own ideas and capability to be successful;

willingness to take an independent position in the face of
opposition
Enterprising This type enjoys influencing and leading others to attain

organizational goals or economic gain. They prefer work
that rewards their ability to sell, persuade, and motivate
others.
Patience The capacity to endure hardship, difficulty, or inconvenience

without complaint. It emphasizes calmness, self-control, and
the willingness or ability to tolerate delay
Stress Tolerance The ability to keep functioning effectively when under

pressure and maintain self control in the face of hostility or
provocation
Assertiveness The ability to be confident and direct in claiming one's

rights or putting forward one's views.
Self-Motivation Motivated or driven by oneself or one's own desires,

without any external agency
Presentation Skills that are required in showing an Audience Pre planned

Skills Material for a specific purpose. Appropriate body language
and good interpersonal communication skills are the main

skills required
Positive Attitude The belief that one can increase achievement through
optimistic thought processes. It comes from observational
learning in the environment and is partially achieved when
a vision of good natured change in the mind is applied
toward people, circumstances, events, or behaviors
Communication The ability to listen, to articulate and to ensure that

Skills understanding happens at both ends
Maturity The capacity to face unpleasantness and frustration, discomfort and defeat
without complaint or collapse
Interpersonal Competencies
Flexibility Openness to different and new ways of doing things;

willingness to modify one's preferred way of doing things
Persuasion The use of appeals to reasons, values, beliefs, and emotions

to convince a listener or reader to think or act in a particular
way
Team Spirit Works cooperatively with others, contributes to and accepts

group opinion; and understands that organizational and
team goals take precedence over individual goals.
Negotiation The ability of getting the best terms once the other side
Skills starts to act on their interest. It is a skill which requires one
to be able to influence others to reach an agreement.
Team The Ability to Lead ,develop strategic plans and influences

Management others so that they will strive willingly and enthusiastically
Skills toward the achievement of goals that support the mission of
the department
Networking Building and actively maintaining working relationships

Skills and/or networks of contacts to further the organization’s
goals
Result Oriented
Proactive Identifying what needs to be done and doing it before being

Approach asked or before the situation requires it.
It refers to the tendency to engage in behaviors that have

the potential to be harmful or dangerous, yet at the same
Risk Taking
time provide the opportunity for some kind of outcome that
can be perceived as positive.
Planning & Defining tasks and milestones to achieve objectives, while

Organizing ensuring the optimal use of resources to meet those
objectives
Time Systematic ,Priority based structuring of time allocation and

Management distribution of competing demands

Business Sense It is the application of wisdom for today s business, or
simply put, common sense in business. It is insight, the
ability to interpret developments and the Business
Environment differently, and to see, discern, and use

differently and profitably, what others see but ignore
because they look so ordinary or appear foolish.
Observation Skills The ability of taking notice, the act of seeing or fixing the mind upon
anything
Managerial
Problem Problem analysis is a set of techniques that flush out and

define areas in which the end users are unsatisfied with an
Analysis
existing solution. These techniques help understand the
business problems and their context sufficiently to avoid
introducing negative side effects with the solutions made
Creativity Generates novel and imaginative contributions and

solutions to problems, projects, processes and situations
Decision Making Generates successful approaches to analyzing and resolving

problems and makes good decisions based upon a mixture
of analysis, wisdom, experience, and judgment.
Critical Thinking Questioning conventional approaches, exploring

alternatives and responding to challenges with innovative
solutions or services, using intuition, experimentation and

fresh perspectives
Logical The ability to tackle a problem by using a logical,

Approach systematic, sequential approach.
Functional
SALES SKILLS Understanding and meeting the requirement of the

customer by convincing them to but the
idea/service/product and getting value in return.
Market Understanding the workings, structure and culture of the

Knowledge organization as well as the political, social and economic
issues, to achieve results
Competition The process of identifying the performance and marketing

Tracking strategy of competitive brands or products in the
marketplace. In order to plan an effective marketing
strategy, marketers need to know about the competitive
environment and to find out all they can about competitors'
products, prices, communication channels quality, and
service so as to determine areas of competitive advantage
and disadvantage.
Computer Skills Refers to one's ability to utilize the software (and

sometimes hardware) of a computer
The above data was the creation of ICP’s I developed based on my study.
The format followed here is a new format I developed which was different
from TeamLease’s ICP Template format,

Study of the Pre Hire assessment tools used in TeamLease
At Team Lease, currently they provide a basic tool called

Employability Assessment. Employability Assessment is done using
online tools or pen and paper tests according to the candidate’s

convenience. The candidate’s vocational preferences are gauged
keeping their personality, working environments and behavior patterns
in mind. Employability Assessment is beneficial to students for
chalking out career paths, for fresher’s to figure out potential job
areas, for employed people to make career shifts and for companies to
get the right employees. This leads to direct placement, identification
of training needs or job path recommendations according to the varied
results found. In addition to Employability Assessment, we at Team
Lease take it a step further for our Clients by also providing Domain
specific Assessments. These are specific to the Knowledge Levels and
Specific Skills required acing a job. Domain Assessments can be
custom -made to the perfect job fitment desired. The better the match
the better it is for the client in terms of saving time, effort and money.
The tools currently available with us are as follows:
a. Employability Assessment Tool
b. Behavioral Mapping Tool
c. Basic screening products
d. Domain Specific
– Electrical
- Fitter
- Welder

“Testing Knowledge, Skill, Behavior – through Assessments for
Employability and Skill gap”
Reason behind TeamLease coming out with the concept

“ASSESSMENT”
• Hiring quality talent is becoming increasingly challenging in a

people driven economy.
• TL developed a UNIQUE JOB assessment tool, to save on Time,
Money & improve quality of Personnel to benefit employers
bringing down the attrition level and increasing Longevity /
Stability of candidates.
• Assessing and hiring quality talent is becoming increasingly
challenging in a people driven economy.
• While talent exists in large numbers the toughest task for
recruitment professionals lies in understanding the availability of
dynamic talent pools and choosing the candidates that best fit
with the job-role and organization.
• It is imperative for companies to get it right the first time to have
a healthy and productive workforce.
Mode of assessment
Web-based Assessment
• The candidate contacting Team Lease is asked to take a web-

based assessment if he has knowledge of computers.

• He is provided with a user name and password and asked to take
a test online.
• Once he administers the test online he gets profiled.
• He can be offered a Job immediately if suitable match is found or
he will be kept in stock till we get a suitable opening for him.
Pen & Paper Assessment
• The candidate contacting Team Lease is asked to take a pen and

paper assessment only if he has no knowledge of computers.
• He is provided with a set of questions and an answer script (in
OMR format) and asked to take a test offline.
• Once he administers the test offline he gets profiled.
• He can be offered a Job post profiling and report generation. Only
if suitable match is found job is offered or he will be kept in
stock.
Telephonic Assessment
• The candidate contacting Team Lease finds it difficult to take up

web-based or pen & paper, only then he would be suggested the
telephonic assessment.
• He is provided with a telephone number and asked to call on the
same and get assessment done.
• Once he administers the test he gets profiled.
• He can be offered a Job post profiling report generation only if
suitable match is found or he will be kept in stock

TEAMLEASE Employability ASSESSSMENT process flow
CANDIDATE CALLS--60012345
L0 Data Fields (10) captured in Hire Craft
Unique Candidate ID is generated in Hire Craft
Candidate ID & LO Data transferred from CLCS to

Assessment Engine
The Candidate ID is keyed in the TL Assessment Engine, the engine throws up the
available Jobs (Mandates) matching the L0 data of the candidate captured in CLCS
+ The CRE counsels the candidate to take the paid assessment test at an
If candidateSIBM - Human
is not willingResources |SIP -Test
to Pay &take PHASE 2 REPORT 74 willing to pay
Candidate
Phase 1 Assessment - Candidate walks into Assessment Ce
Converted to Stock (with L0 Data) in CLCS (candidate life cycle system)
The test report (L1+L2) is provided to the candidate. The test scores are transferred from the Assessm
Not willing to meet AE / not turned

up to location office for L3+L4
Stocked in CLCS as L2 Candidate willing to complete the

assessed candidate L3+L4 assessment is directed to
interact with the AE
Phase 2 Assessment - The
candidate is assessed by the AE on Domain
knowledge for top ten listed MSICP’s
The cumulative score derived from the Phase 1 and Phase 2 assessment is
matched for fitment with the score bandwidth of the MSICPs for active Jobs
If candidates fails / not tagged Job Assessment (for listed clients)
Gap Analysis Report Not Interested

Candidate is sent to the most suited client from the list
Repair Counseling
Stock
SIBM - Human Resources |SIP - PHASE 2 REPORT 75 (with full
assessme
nt report)
Not Willing to
Willing undergo Select
for Training
Training
Offer
Job Letter
Placement Reject
On
boarding
Stock (with
complete Sent to next
assessment best suitable
report) client from
the list / Co
Comp
Competenci
Assessment Process
The process of assessment starts when any desired candidate calls

to 60012345. When the candidate calls the data will be captured from
him/her and will be stored in the hire craft for the purpose of creating a
unique candidate ID. Once the candidate ID is done the data will be
transferred to the Candidate Life Cycle System (CLCS). After
transferring the data to the CLCS it will be processed further with the
assessment engine to find out the matching jobs for the candidate
profile. After finding out the matching jobs the candidate will be asked
to take the paid assessment test.
• If in case the candidate is not willing to take the paid test, those
candidates will be maintained as stock and their data will be
maintained in the Hire craft.
• If the candidate is willing to take the paid test, then the
particular candidate has to walk into the assessment center and
he/she will be asked to take the Level 1 and Level 2 assessment
test. After conducting the assessment test if the candidate is
able to meet the standard set by the assessment engine he/she
will get level 3 and Level 4 assessment test or else they will be
converted as stock and their data will be maintained in the Hire
craft.
Once the candidate performance is assessed by the assessment

engine the cumulative scores scored by the candidate will be find out
to check candidate performance by comparing it with the standards
set by MSICP (Mandatory Specific Ideal candidate Profile).
• If candidate fails in meeting the standards for them the Gap

analysis will be made and training will be provided if the
candidate is willing to undergo for the training.
• If the candidate is able to meet the MSICP standards, he will be
placed if the particular candidate is interested to work with the
specific job profile. If the candidate is not interested, then his
data will be maintained in the CLCS and will be converted as a
stock.
Assessment Levels and their description
Lev
els Description
Candidate's personal information is

captured on a platform to understand
L0
his/her demographics. Sample below states
the L0 data captured.
The interest of the candidate is measured

using a Behavioral Assessment tool
L1 comprising of 45 Questions. The candidate's
behavioral attribute scores are derived on
completion of the assessment.
The general Aptitude and English knowledge

of the candidate is measured using an
Assessment tool comprising of 35
L2 Questions. The candidate's scores for the
Aptitude and English knowledge attributes
are derived on completion of the
assessment.

The candidate is counseled if there is a
mismatch between his interest specified at
L3 L0 and interests derived post assessment.
This will help them either in taking up a
suitable job or to opt for training.
After completing the L1 & L2 Assessment,

the candidates' job fitment and job
knowledge will be assessed by a domain
L4 specific assessment tool at this level. The
assessment will be administered by an
Assessment Executive trained to do this
activity.
If the candidate is found to have a skill gap

he is counseled for skill gap training. He will
be assessed at this level for trainability. Post
L5
skills development program, the candidate
takes an assessment to identify whether he
clears the exit scores specified.
The existing tool will be sampled on

Candidates of similar job profiles. Based on
the findings, the Assessment Tool will be
L6
refined. The ICP's and assessment tools will
go through continuous refinement based on
Market demand and research.

Difficulty Levels of Assessment
• Level A- 8th standard to 10th Standard, ITI, below 12th Standard
• Level B- 12 standard, Diploma
• Level C- Graduates & Above
3. Comparison of on the Job Competencies of candidates selected

using the Pre hire assessment tools with the assessment Tools
Team lease administered a Level C Employability Assessment Test recently

to hire Candidates for different sales roles one of their clients as part of their
Permanent Staffing Services.
The Level C Assessment Test is designed for people who are Graduates &
above.
The test measures the 25 different competencies .The Competencies are

divided into 5 different categories
➢ Managerial Competencies

➢ Personal Competencies
➢ Interpersonal Competencies
➢ Result Oriented Competencies
➢ Functional
The list of Competencies Measured by the Level C Assessment is given

below:
TeamLease Level C Assessment Test Competencies
Managerial Personal Interpersonal Result Functional

Oriented

DECISION MAKING PRAGMATIC INTERPERSONAL PROACTIVE SALES SKILLS
SKILLS SKILLS
RELIABLE ORGANISATIONAL
MANAGERIAL NETWORKING SKILLS
SKILLS ASSERTIVE SKILLS
PROBLEM SOLVING COLLECTIVE MATURITY

SKILLS
COMMUNICATION
OBSERVATION SKILLS
SKILLS
CONFIDENCE
ANALYTICAL
SKILLS ENTERPRISING
CRITICAL EXPLORATORY
THINKING
MOTIVATION
IMAGINATIVE
ADAPTABILITY
CONSERVATIVE
PATIENCE
ENGLISH
When the candidate takes the test the competencies are rated and the
results are generated in the form of a Bar chart as shown in the diagram
below.

With a study of the On the Job Competencies it was found that the Level C
Assessment test does measure most of the competencies the Sales
executives require.
The below diagram shows the essential competencies required which is

being measured by the Assessment tool
Based on the findings form the Job Analysis it was found that there were a
few other competencies which were essential for performing the the job
which the Assessment tool was not covering.

The most essential competencies which had a high ranking of importance
was
• Negotiation Skills
• Presentation Skills
• Business Sense
• Market Knowledge / Awareness
The other competencies which were not being measured in the test are :
• Under Functional Competencies Computer Skills of the candidate was

not being measured.
• Under Result oriented Competencies the candidates Planning Skills and

Time Management skills was not being measured.

• Under Personal Competencies the candidates Flexibility, Presentation
Skills & Stress Tolerance levels were not being measured.

CHAPTER 4
Findings & Conclusion
Findings:
The assessment process is very much required for the assessing and
understanding the demands of any particular job profile like candidate
experience, pay scale, candidate skills and so on. Assessment is necessary
to be conducted so that the right candidate for the job would be selected
and hence which in turn would reduce the attrition rate in the company and
also the costs of the company would reduce since they need not hire more
employees again and again and also need not spend time and money in the
training process.
The assessment process has direct relationship with the creation of ICPs play
an important role in making an assessment process success.
The ICPs (Ideal Candidate Profile) helps in reducing time as well as cost, as it
assess the job profile as well as matching candidate profile; it helps in finding
out the perfect candidate as per the client’s requirements or as per job
profile demand.
Since the roll out of the creation of Ideal Candidate Profiles have been rolled
out recently there is a lot of data collection and Validation which has to be

completed to ensure that the process is complete .Since the team gets most
of the data it requires from secondary data like web portals and
Management Requisition Forms but to check real validity of the ICP can be
done only through on the field Job Analysis .Even though on field visits are in
the second phase of the role out ,given the current pace the team is working
it will take a lot of time to reach the second phase due to the lack of
headcount. My suggestions to this process is
• Increase the Head count of the current ICP team
• Hire more Interns to help in the search and analysis of secondary data
If these steps can be done the Phase 2 can be rolled out much earlier and
the company can complete the roll out of this Ideal Candidate Profiling .A
detail documentation of the ICP should also be created which could justify
the relevance of creation. This document can help new jonnies gain some
understanding of the process much better and the can also share this
document with their clients to show them how they arrive at selecting the
right candidate for their company which will help them gain a competitive
edge.
With the study of assessments we learn that the costs for the company
regarding recruitment are very high; assessment process helps the company
to reduce the cost and at the same time also helps to hire the qualitative
and stable employees. A good assessment tool will be able to clearly identify
the candidates Knowledge, Skill & Abilities.

Advantages to the Candidates
• Assessment is mainly needed for a candidate to know him / her

and to arrive at a fair view about his Interest (Preferential &
Derived), knowledge, skill and so on. It enables the candidate to fit
in the right field, at the right time in the job market in addition to
TeamLease.
Advantages to the employer
• While talent exists in large numbers the toughest task for

recruitment professionals lies in understanding the availability of
dynamic talent pools and choosing the candidates that best fit the
job-role and organization.
• It is imperative for companies to get it right the first time, to have

a healthy and productive workforce.
Currently Team Lease is changing the scoring pattern of the assessments

tests to match it with the scores of the ICP’s so that when a candidate takes
an assessment test his scores are matched with the ICP. Teamlease then will
be able to ascertain which is the best profile he will fit into. My suggestion to
this roll out would be to conduct a Job performance filed study on candidates
to see how effective the ICP profiling is working before making all the
changes to the Assessment tool.

The Study on the current Level C assessment tools which client companies
are using to hire the work force showed that for a particular Sale profile all
competencies are not being measured which for the research showed that
few of the competencies (as mentioned earlier ) were not being measured.
My suggestion here would be that Teamlease should pitch to the clients
about the benefits of making a customized Assessment test for their
mandate requirement which will ensure that the candidates are being hired
have all the competencies required to do the job. If the customized
assessment tool is carried out Teamlease can charge more money for the
use of the customized assessment test for hiring candidates than compared
to the General Level C Employability test.

BIBLIOGRAPHY
Primary sources: TeamLease website, database and its official documents
Secondary Sources: This information was got form the World Wide Web
• www.google.com
• www.citehr.com
• www.wikipedia.com
• www.skillsoft.com
• www.hrdirect.com
• www.HRworld.com
• www.iseek.org
• www.onet.com
• www.Timesjob.com
• www.monsterindia.com
• www.naukri.com

•
ANNEXURES
Job Analysis Questionnaire
This questionnaire is intended for us to understand your job responsibilities and

duties plus the job
specifications for the purpose of an internal study

Please note that this questionnaire is not an assessment of your individual job performance
but rather a survey of the tasks and responsibilities you routinely perform.
Please read the entire questionnaire before answering any questions.
Name and phone number: Job Title:
Supervisor Name: Department:
How long have you been in this Does anyone report you?
position?
(Mention N\A if required)
2. General Summary: Please summarize the primary purpose of your job in four to
seven sentences. Describe the major overall end results (what is done) and the key means

by which you achieve these end results (why and how it is done). Describe any specific
measures of your job responsibilities (e.g., Sales forecasting, Sales revenues, Planning
number of customers, geographic areas of responsibility, etc.). Helpful hint: Think about how
you would describe the job to tour friend if he asked you what you do?

3. Principal Duties and Responsibilities: Please describe the principal duties and responsibilities that
are part of your job. Provide as much detail as necessary to give an accurate, complete picture of the
job. List them in order of their importance; beginning with the ones you consider being the most
important to your job. Omit occasional responsibilities that individually take less than 5% of your
time. In the second column, indicate how often you perform each duty (D = daily, W = weekly, M =
monthly, Q = quarterly, A = annually)In the third column, indicate the approximate percentage of
time you spend performing that duty. The total of all duties should be no more than 100%
Attach any additional information you believe is relevant.
Job Duty Frequenc % of

y Time
(please describe)
Annuall
y
(D/W/M/Q/
A)
Example:
Developing dealer channels and Sale reports. M 25%
1.
2.

3.
4.
5.
7.

8.
9.
10.
4. Contacts:
(A) With what other departments in the organization do you have regular
contact, and what is the purpose of these contacts?

B. Describe the nature and purpose of external contacts required by your job.

5. Efficiency and Quality:
A. What tasks must generally be completed before work comes to you?
B. In what ways do you believe the workflow can be improved?

6: Skills/ Knowledge:
(A) What skills do you think you require for performing your day to day activities?

(B)Please rank the below competencies needed to perform the job in order
of their importance.

Managerial Personal Interpersonal Result Functional
Oriented
Competen Ran Competenci Ran Competen Ran Competen Ran Competen Ran
cies k es k cies k cies k cies k
Problem Assertivenes Flexibility Proactive Market

s Approach Knowledg
Analysis e/
Awarenes
s
Creativit Confidence Team Risk Competiti

y Spirit Taking on
Tracking
Decisivene Positive Persuasion Organizing Computer

ss / Attitude Skills Skills
Decision
Making
Critical Stress Matured Planning Selling

Thinking Tolerance Approach Skills Skills
Logical Patience Ability to Time

Approach Align To Managem
Team ent
Strategies
Self- Negotiatio Business

Motivation n Skills Sense
(C) What level of experience and skills are required for your position?
Please use the below definitions to indicate your answer
Beginner-Has a very limited awareness of the subject area. Possess very little
ability to put their ideas into practice. Training is required to perform the
job effectively.
Practitioner-Has a deeper understanding of how to apply basic theories and

methodologies. Possess the ability to innovate and can make reliable judgments.
Can provide training to beginners and is able to supervise work and manage a small
team.
Expert-Has an advanced understanding of how to apply basic theories and

methodologies. Able to get outstanding results with little or no conscious effort. Has
high degree of insight and perception into various situations. Can provide advanced
training and able to manage and supervise a large team.
Beginner
Practitioner
Expert
(E)What is the average time required to learn and perform this job in an
acceptable manner?

Less than 3 Months One Year
Two Years
3 Months to 6 Months
6 Months to 9 Months N/A
(F) (a) What is the minimum level of specialized training (either on-the-job or a
formal course) is needed to perform your job effectively?

(b)What training or skills have you acquired outside your current job that may be
relevant to the wider organization?
(G)Mention your education qualification?

(H)What Sales promotions activities do you perform in your job?
E.G PRICE DEALS, CONTESTS/SWEEPSTAKES, SPECIAL EVENTS, PREMIUMS etc
(I) What are the Client /Customer relationship management activities that
you perform as part of your job?

(J)Does Market Awareness help you gain a competitive advantage in your job? If
YES, how?

(k)What systems /Procedures are involved in your job?
E.g. Update secondary sales data for all outlets and tertiary data at selected
outlets to track our brand shares

(L) Does your job require you to prepare schemes and how often do you prepare
them?

7) Abilities required:
(A)What reasoning or problem solving techniques do you perform in your job?
1) Brainstorming: suggesting a large number of solutions or ideas and

combining and developing them until an optimum is found.
2) Lateral thinking: approaching solutions indirectly and creatively.
3) Research: employing existing ideas or adapting existing solutions to

similar problems.
4) Root cause analysis: eliminating the cause of the problem.

5) Means-ends analysis: choosing an action at each step to move closer to
the goal.
(B)What interpersonal abilities are required to perform your job?
1) Maintaining group cooperation and support

2) Expressing one's feelings appropriately
3) Understanding the feelings of others
4) Teaching a skill, concept, or principle to others
5) Analyzing behavior of self and others in different situations
6) Demonstrating effective social behavior in a variety of settings and under different

circumstances
7) Working under time and environmental pressures
8) Making commitments to people
(C)What physical abilities such as strengths, coordination, a visually acuity

must you have?
(D)Does your work require you the use of computers or word processors’?
[ ] YES [ ] No

If YES, what type of applications do you use?
Microsoft Word
Microsoft Excel
Microsoft PowerPoint
Microsoft Outlook
Microsoft Tools
Please mention any additional software’s you work with in your job?
8. Job criteria / results
(A) How would you define success in your work? E.G (Achieving Sales
targets, increasing the customer base both Internal & External etc)

(B) Have work standards been established? If so, what are they?
Examples
• Specified target in volume and value

• Number of New customer additions.
• New Dealer / Distributor addition
• Level Penetration into new markets
9 Records and Reports

(A)What records or reports do you prepare as part of your job?
(B)Whom do you have to send these reports?
10. Supervisor
(A)Who is your supervisor?

(B)What kinds of questions or problems would you ordinarily refer to your
supervisor?

11) Authority
(A)What are you accountable for and to whom are you accountable?
(B)What kinds of independent actions were you allowed to take?

12. Knowledge
(A)What special knowledge of specific work aids are needed for this
position?
(B)What sort of on the job training (OJT) is needed for this position?

EMPLOYEE COMMENTS
May you think of any other information that would be important in
understanding your job? If so, please give us your comments below

Use the following to differentiate between “Rarely” “occasionally” and “Frequently”
• Rarely – An activity performed infrequently (or not at all)

that is not a key
• Occasionally – An activity performed less often, but the
activity is a job function
• Frequently – An activity performed every day as a primary
job function.
To complete the survey, read each statement and relate it to the particular job.
FOR EACH CIRLCE SELTECT THE BEST DECRIPTER
Rarely, Occasionally or Frequently
1)This job requires the acceptance of

another individual’s influence or Rarely Occasionally
Frequently
authority
2) This job requires being comfortable Rarely Occasionally

with others taking leadership Frequently
3)This job requires being diplomatic

Rarely Occasionally
Frequently

4)This job requires taking a leadership
role
Rarely Occasionally
Frequently
5)This job is very competitive
Rarely Occasionally
Frequently
6)This job requires constant supervision
Rarely Occasionally
Frequently
7)This job has specific goals
Rarely Occasionally
Frequently
8)This job requires a self reliant
approach
Rarely Occasionally
Frequently
9)This job requires the ability to set own
goals and accomplishments Rarely Occasionally
Frequently
10)This job requires persistence
Rarely Occasionally
Frequently
11)This job requires working after hours
to achieve desired goals
Rarely Occasionally
Frequently
12)This job requires working in a
stressful environment Rarely Occasionally
Frequently
13)This job requires working with time
pressures Rarely Occasionally
Frequently
14)This job requires a high degree of
autonomy Rarely Occasionally
Frequently
15)This job requires a measured and
deliberate approach
Rarely Occasionally
Frequently

planning
Rarely Occasionally
Frequently
17)This job requires an individual to be
constantly on the move
Rarely Occasionally
Frequently
18)This job requires a strong sense of
team work
Rarely Occasionally
Frequently
19)This job can be stressful due to client
demands
Rarely Occasionally
Frequently
customer service
Rarely Occasionally
Frequently
21)This job requires a focus on
achieving sales not customer service
Rarely Occasionally
Frequently
22)This job requires a will to “win”
Rarely Occasionally
Frequently
23)This job requires that motivation be
self generated
Rarely Occasionally
Frequently
24) How often do you have to monitor
sales activities
Rarely Occasionally
Frequently
25) How often do you have to negotiate
with dealers? Rarely Occasionally
Frequently
26)Does the job involve dealing with
high level of competition
Rarely Occasionally
Frequently

27) Does the job involve in dealing with
a dynamic market?
Rarely Occasionally
Frequently
28)Does Price Fluctuations affect the job
Rarely Occasionally
Frequently
29)Does the job require high Analytical

abilities
Rarely Occasionally
Frequently
30)Does the job involve adapting to a
dynamic market Rarely Occasionally
Frequently
31) Does your job involve any stock
monitoring activities Rarely Occasionally
Frequently
32) How often do you need to be update
your market knowledge? Rarely Occasionally
Frequently
33) How often do you need to be in
contact with your Rarely Occasionally
customers(Internal/External) Frequently
34) Does your job require you to analyze

the competition? Rarely Occasionally
Frequently
Manpower Requisition Form

Company Name :
Client ID : Requirement ID
Description about Company
Brief description about the Client products/services: Forgings.

Date of Request:
Experience Required: Educational Qualification-For technical / professional diplomas

/degrees / vendor certification/ITI pls. specify the Stream/Trade:
Age Range:
Gender Preference:
Position/Designation: Division/SBU/Posting location :
Position reports to:
Roles & Responsibilities / KRA:
Job Description of the candidate (9-5):
Mandatory Skills:

Desired Skills:
Work Timings: Provision of Food (in case of Night Shift or Food allowance in
lieu):
Shift Timings (if applicable):

Salary / DA / Incentives/ Other Reimbursements:
Night Shift(If applicable):

Others: Conveyance:
Night Shift Allowance:

Mobile: Location restriction:
Transport to work site provided, in case of Night Shift-Pick

up / Drop: Two Wheeler Required (Y/N):
CTC Structure (Per month):

SIP - Phase 2 - Report Team Lease 7

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2010

SIBM - Human Resources |SIP - PHASE 2 REPORT 2

SIBM - Human Resources |SIP - PHASE 2 REPORT 4

Assessment means the process of judging and understanding an individual

The other aspect of the project was Competency Mapping. As Competence

SIBM - Human Resources |SIP - PHASE 2 REPORT 6

Introduction to the Staffing Industry:

Staffing:-newest HR concept in India

A “temp” is a temporary worker with an organization who is on a third-party

SIBM - Human Resources |SIP - PHASE 2 REPORT 7

The positions offered

It is a known fact that most companies prefer temporary staff to permanent

SIBM - Human Resources |SIP - PHASE 2 REPORT 8

SIBM - Human Resources |SIP - PHASE 2 REPORT 9

Advantages of temporary staffing

SIBM - Human Resources |SIP - PHASE 2 REPORT 10

Introduction of the Company:

TeamLease services is India’s leading staffing solution company providing a

SIBM - Human Resources |SIP - PHASE 2 REPORT 11

In today’s competitive landscape concepts like TeamLease only strengthen

TeamLease started operations in 2002 and now has 80,000 employees in

SIBM - Human Resources |SIP - PHASE 2 REPORT 12

Introduction to Competency Mapping:

One aspect of the Project deals with Competencies and Competency

Organizations of the future will have to rely more on their competent

SIBM - Human Resources |SIP - PHASE 2 REPORT 13

A combination of knowledge, skills, abilities and personality of an individual

Competencies include the collection of success factors necessary for

Knowledge Skills Abilities

SIBM - Human Resources |SIP - PHASE 2 REPORT 15

Functional Technical Skills Behavioral /Soft Cognitive

SIBM - Human Resources |SIP - PHASE 2 REPORT 16

The turning point for competency movement is the article published in

Latter McBer a Consulting Firm founded by David McClelland and his

SIBM - Human Resources |SIP - PHASE 2 REPORT 17

COMPETENCY – BROAD CATRGORIES

It is a process of identification of the competencies required to perform

• Competency Map. A competency map is a list of an individual’s

USE OF COMPETENCY MAPPING

Competency mapping serves a number of purposes. It is done for the

SIBM - Human Resources |SIP - PHASE 2 REPORT 20

“Assessment” means the act of judging a person or a situation

Assessment Tools and Their Uses

Different types of assessment tools and procedures that organizations

1. Mental and physical ability tests

SIBM - Human Resources |SIP - PHASE 2 REPORT 21

It takes a good deal of knowledge and judgment to properly use

Role of Assessment in Recruitment

Assessment testing is designed to provide insight into an individual's

SIBM - Human Resources |SIP - PHASE 2 REPORT 22

• identify the best candidate for a job;

• support succession planning and internal promotions;

• help with outsourcing during downsizing; and

• Maximizing an organization’s performance by improving

• Improving employee retention by better matching individuals to

• Avoiding the financial and personal costs associated, on both

• Optimizing the use of people’s capacities by helping focus

• Achieving better career management by matching individual

Psychometric assessments fall into two broad categories:

These examine someone’s ability in a particular skill – typically verbal,

SIBM - Human Resources |SIP - PHASE 2 REPORT 23

ADVANTAGES OF ASSESSMENT TESTS: