www.theinternationaljournal.org > RJSSM: Volume: 02, Number: 04, August-2012 Page 124 Abstract—This article proposes a solution to the concept of enhancement of productivity through competency identification and assessment in respect of team leaders in selected Information Technology companies. This study is based on primary data collected from various IT companies in and around Kolkata. The study reveals that the performance of team leaders is significantly influenced by certain people competencies. It was observed that these people competencies were desirable because of the highly competitive work environment in which the IT firms were operating. Index Terms— Competency mapping, emotional intelligence, assessment centre, transformational leadership, I. INTRODUCTION A growing number of organizations see competence as the key to enduring performance. Competency enhancement is undertaken for business needs, aligning behaviors with business strategies and for integration of HR systems based on competencies. Managers of organizations face the globalization of business, rapid technological change, continual reorganizing and competence-based competition. These developments challenge the skills, competencies and capabilities of managers in organizations. In the light of these dynamic changes, managers’ competencies also need to be renewed on a regular basis. Human capital appreciates the more you develop it; hence the need for measuring and developing competencies. Competencies are now becoming a frequently used and written about vehicle for organizational applications such as:  Defining the factors of success in jobs ( i.e. work) and work roles within the organization  Assessing the current performance and future development needs of persons holding jobs  Mapping succession possibilities for employees within organizations  Assigning compensation grades and levels to particular jobs and tasks  Selecting applicants for open positions, using competency-based interviewing techniques Competencies in organizations tend to fall into two broad categories:  Personal Functioning Competencies – these competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligent behaviours).  Functional/Technical Competencies – these competencies include specific success factors in a given work function or industry. Organizations describe or map competencies using one or more of the following four strategies: 1. Organization-wide ( core competencies) 2. Job Family or Business Unit Competency Sets 3. Position-Specific Competency Sets 4. Competency Sets Defined Relative to the Level of Employee Contribution ( i.e. individual contributor, manager or organizational leader) Besides the above specific competency sets emotional competencies are both linked to emotional intelligence and they are based on emotional intelligence. Emotional Intelligence indicates a person’s “potential” to learn basic practical skills. Emotional competencies indicate the degree of application of the potential. Emotional competencies indicate the level of individuals’ work performance. That is to say, even though they have similar IQ levels, individuals may have different work performance because of their Emotional Intelligence (Sevinc, 2001; Emmerling and Goleman, 2003). Emotional intelligence abilities may account for a large difference between effective top leaders’ and non effective leaders’ performance (Goleman, 1998). while working. These competencies are learned and they lead to higher performance at offices/working areas. High emotional intelligence does not guarantee the development of emotional competencies, it only shows that there is a potential to improve emotional competencies. Therefore, a certain level of emotional intelligence is necessary to learn the emotional competencies (Gowing, 2001). II. OPERATIONALISING VARIABLES The term “core competency” was first introduced by Selznick (1957) who used distinctive competency to depict the corporate advantage through various value activities. The concept of individual competence is widely used in human resource management (Boyatzis, 1982, Schroder, 1989,Burgoyne, 1993). Boyatzis (1982) describes competencies as underlying characteristics of an individual, which are, causally related to effective job performance. A Study on Team Leaders’ People Competencies in Select IT Companies Shampa Chakraberty, Assistant Professor, NSHM Knowledge Campus, Kolkata-Group of Institutions Dr. Aloke Sen, Director, Management Education Centre, Heritage Institute of Technology, Kolkata