Role & Competency Assessment Framework

We build career for all our associates

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Challenges in Competency Management

Associates not willing to join Competency initiatives

Apprehensions about Career Path in such initiatives Billable is perceived as the most important part than the learning

Attitude of learning only from Projects that too in bits and pieces Deployability of Business waits was always in question Long learning curve in Projects Skill Mismatch escalations Customer escalations on issues related to soft factors as well

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Challenges in Competency Management: Suggested Approach

Issue Skill Mismatch Non-Product escalations Long Learning Curve Attitude of learning only in Projects Career based Apprehensions Deployability of associates Individual dependent Training

Approach A scientific definition of skill set to bring all stakeholders to one understanding Ownership on soft part of associates even if managed by MSLW Practical training on Project life Cycle Cultivate continuous learning Show career path support in COE Scientific rating of deployability Standardize the expected content

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Role & Competency Assessment Framework: Process

Standard Definitions of Competencies (Product and Non Product) Rationale to define the competency levels Role definitions Training & Mentoring Definitions Competency Training Matrix Role Competency Matrix Evaluate the associate for Role Fitment Identify the strong and weak Competencies for the associate in respect to role Suggest, monitor and deliver training and mentoring Assess the associate again Stakeholders to certify the associate as deployable You can also Check the fitment of an associate for a role Check the associate fitting to a role Identify the migration path for aspired role

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Role & Competency Assessment Framework: Competencies

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Role & Competency Assessment Framework: Training &Mentoring

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Role & Competency Assessment Framework: Competency Training Matrix

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Role & Competency Assessment Framework: Roles Master

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Role & Competency Assessment Framework: Role Competency Matrix

Satyam

Role & Competency Assessment Framework: Role Competency Matrix

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Role & Competency Assessment Framework: Evaluation

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Role & Competency Assessment Framework: Evaluation Summary

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Approach
New comer or aspirant is assessed on the skill set through
Test Interview and Discussions Observations

Feed the observations and compute the rating index Identify the areas of improvement Train and mentor the associate through
Class room training Asset building through well designed requirements Project life cycle simulated Organization and Circle Updates that motivated them and sped up their enthusiasm Others Associate reassessed and the rating index compared The associate is evaluated by the SME and is certified with the updated Index Before Deployment associate is briefed on decorum to be followed in the projects Based on all observations, the feedback is provided time to time in constructive manner The Process must continue periodically or on event basis (Ex: Project release)
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Case1: Non Technical to Billable Technical

Associate was Non-Technical but with excellent attitude The role assessment provided the promise for ECM Team Member The associate managed the KM Portal (built using ECM) on regular basis
proactively Involved in Project Life Cycle in KM enhancement project The associate cleared telecon followed by VC interviews and selected for assignment Deployed the associate in recent engagement There were no escalation either on Product or Soft Factors

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Case 2: Associate Role Fitment Issue

Associate in Band Bi Expected to play a PM or DM role Associate is evaluated for strengths and weaknesses Based on aspirations and capabilities, offered a Technology leader / Presales Leader Associate performed exceptionally well Today he is an asset for the organization

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Achievements and Learning

An associate working with focus for 6 hours a day needed just 2,3 weeks to
acquire a skill at a deployable level as TM Continuous engagement of associates helped them acquire multiple skills Learning Curve improved A Focused observations and mentoring has only Sky as the limit to improve any associate An Non-Technical Person could be engaged in Billable technical engagement An associate moderate in one area excelled very well in another area Associates work for the organization at the best level when organization thinks best for them Sitting and spending time with associates made wonders Some roles in COE do not offer much to career path of associates, we used rotation policy for the same as per associate aspirations and role fitment Any level of automation and standardization in knowledge transfer still needs human touch

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Contributors
Review, Pilot and Implement Contributors Contributors

Sastry Varanasi Sravan Dasoju Haritha Nimishakavi Vinod Kumar Kurma Satyavathi Dharmala Krishnakanth Miriyala Pankaj Gurumukhi Venkataramana Kolla

Sai Chaitanya Shilpa B Haarika M Sirsha G Zubair Sravan Kumar Rekha Rani A
Contributors

Santhi Siri Sriram Praveena G Prashanth Bhargavi Dutt Sailaja Y Pratyusha P

Contributors

Contributors

Contributors

Hanuh Agrawal Suchi_Agarwal Swathi Seth Swati Jain Shivanand Udaya Sri N Mansi Goel
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Mayank Pratap Surya Prakash Sravanth S Kishore G Vivek J R_Jain ira Shrivastava

Madhusmita P Upendra Y Pavan Kumar Raja Sekhar G Pragathi Mani Chaitanya G Chandana K
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Rakhi Y Sweta Y M Harshitha H N Sirajuddin Sk Jyothsna N Ragini K KVN Lakshmi

Feel free to contact me raja_ivaturi@mahindrasatyam.com 040- 3067 4106

satyam.com
Safe Harbor This document contains forward-looking statements within the meaning of section 27A of Securities Act of 1933, as amended, and section 21E of the Securities Exchange Act of 1934, as amended. The forward-looking statements contained herein are subject to certain risks and uncertainties that could cause actual results to differ materially from those reflected in the forward-looking statements. Satyam undertakes no duty to update any forward-looking statements. For a discussion of the risks associated with our business, please see the discussions under the heading Risk Factors in our report on Form 6-K concerning the quarter ended September 30, 2008, furnished to the Securities and Exchange Commission on 07 November, 2008, and the other reports filed with the Securities and Exchange Commission from time to time. These filings are available at http://www.sec.gov

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