FORM 2
THE PATENTS ACT, 1970
(39 of 1970)
&
THE PATENTS RULES 2003
COMPLETE SPECIFICATION
(See section 10, rule 13)

1. Title of the invention:
STRATEGIC STAFFING

2. Applicant(s)
NAME
NATIONALITY ADDRESS
TATA CONSULTANCY INDIAN Nirmal Building, 9th Floor, Nariman Point
SERVICES LIMITED Mumbai-400021, Maharashtra, India

3. Preamble to the description
COMPLETE SPECIFICATION
The following specification particularly describes the invention and the manner in which it
is to be performed.

TECHNICAL FIELD
[0001] The present subject matter, in general, relates to recruitment and staffing, and in
particular, to a system and method of strategic staffing in an organization.
BACKGROUND
[0002] Employees are the backbone of any organization. Organizations, enterprises, etc.,
spend a substantial amount of resources and man-hours in recruitment and staffing to identify the best candidate for a role. Recruitment and staffing is usually done at regular intervals to replace former employees, hire new recruits to meet new business demands, etc.
[0003] Conventional methods of recruitment and staffing usually involve advertising a
job or a role and inviting applications from individuals, either from within the organization or outside, having certain educational qualifications, work experience, etc., for the same. The submitted applications, individuals are short-listed based on their educational qualifications, skill-set, work experience, etc. Short-listed individuals may undergo further screening processes like written test(s), interview(s), etc. At the end of the process, usually the best fitting individual is offered the job. The conventional methods of recruitment and staffing are performed manually and are subject to the skill of a personnel recruiting an individual. The personnel may often fail to comprehend complete information regarding the work experience, skills etc. of the individual leading to hiring of an unsuitable individual for the job thus leading to employee dissatisfaction and low work quality.
[0004J Further, new recruits are not always ready in terms of requisite expertise or skill
set for the work profile they have been assigned or recruited for. Hence, the new recruits usually undergo a training program or equivalent thereof to make them ready for the job. Organizations usually spend a considerable amount of resources on training its new recruits. To make the investment in training new recruits profitable, the organization usually wants to assign suitable roles to its employees based on their educational qualifications, skill-set, work experience, etc., so as to enhance productivity and maximize output and profits which in turn ensure employee satisfaction and employee retention.

[0005] Thus, it is important to identify the right employee for a role or a work profile so
as to match the employee's goals and aspirations with organizational objectives and hence increase employee satisfaction resulting in increased productivity and better work quality.
; SUMMARY
[0006] This summary is provided to introduce concepts related to a system and method
of strategic staffing, which is further described below in the detailed description. This summary is not intended to identify essential features of the present subject matter nor is it intended for use in determining or limiting the scope of the present subject matter.
(0007] In one embodiment, system and the method of strategic staffing provides for
determining a current competency index of an employee based on details retrieved from employee details data, computing a required competency index for one or more roles in a new or existing project and ascertaining trie deviation between the current competency index of the employee and the required competency index.
BRIEF DESCRIPTION OF DRAWINGS
[0008] The above and other features, aspects, and advantages of the subject matter will
be better understood with regard to the following description, appended claims, and accompanying figures. In the figures, the left-most digit(s) of a reference number identifies the figure in which the reference number first appears. The use of the same reference number in different figures indicates similar or identical items.
[0009] Fig. 1 illustrates an exemplary network implementation of a strategic staffing
system, according to an embodiment of the present subject matter.
[00010] Fig. 2 illustrates a strategic staffing system, in accordance with one embodiment
of the present subject matter.
[00011] Fig. 3 illustrates an exemplary method for strategic staffing based on multilevel
features, according to an embodiment of the present subject matter.
[00012] Fig. 4 illustrates an exemplary method for career profile generation, according to
an embodiment of the present subject matter.

DETAILED DESCRIPTION
[00013] The present subject matter relates to a system and method of strategic staffing in
an organization. Inflow of new business, new requirements of clients often require an organization to hire individuals with varying skill sets, educational qualifications, work-experience, etc., or move existing employees to new roles and assign them new responsibilities. Conventionally, organizations advertise the requirements of a job or work profile and invite applications for the same from individuals and existing employee of an organization. While existing employees may typically apply to a human resource department of their organization, other individuals usually apply either directly to the organization, for example through a website of the organization, or may apply through one or more external agencies like online job portals, placement agencies, etc. All the applications are then short-listed either manually or by one or more software tools running on one or more computing systems according to pre-defined criteria of the organization like educational qualifications, previous projects, etc. Further, usually in case of other individuals, screening rounds like test(s), group discussion(s), mterview(s), etc., may also be conducted to identify the best individual.
[00014] Even in cases where an existing employee of an organization is selected for new
roles arising out of new business needs, some screening may be required to ascertain that the employee is appropriate for the new role. Many a times, a new recruit, i.e. an individual recruited for a new role, irrespective of he is an existing employee or not, is usually not ready to be put on the job directly, in spite of possessing the required skill set, educational qualifications, etc. This is because he is not accustomed to the workflows and processes pertaining to the new role of the new or even existing project of the organization. Thus, recruitment involves time and resources of the organization.
[00015] Further, organizations usually invest considerable resources and man hours in
training the new recruits and making them acquainted with the organization's business model(s), process(es), culture, regulations, technology, etc. Thus, a considerable amount of time elapses before a new recruit can be put on the job. This may result in loss of business opportunities due to individuals not being ready for new roles or profiles, low billing of clients due to delayed deputation of individuals on the job, dissatisfaction of the client due to low productivity and efficiency, etc. Also the investments made by the organization in recruitment and training

sometimes adversely effects the compensation package offered to new recruit, leading to employee dissatisfaction, low efficiency and productivity. These factors may even lead to employee attrition leading to further losses of an organization. Accordingly, to get proper return on investment made in recruiting, it is important to ensure that the new recruits are suitable for the role they are being recruited for.
[00016] To this end, the present subject matter discloses a system and method of strategic
staffing in an organization, henceforth referred to as the system, wherein existing employees of an organization or new employees are identified for new roles which may arise due to inflow of new business or clients' requirements. The system, according to an embodiment, evaluates the suitability of an employee for a future or prospective job or role based on one or more factors like educational qualifications, skill sets, past projects, past roles, past performance, etc. In another example, the system includes a career growth module, which identifies one or more possible future roles for an individual based on his current work profile, educational qualifications, skill sets, past projects, interests, etc., and provides information to the individual how to make himself competent for the same.
[00017] Thus, the system, according to an embodiment of the present subject matter, also
helps in intra-organizational staffing reducing recruiting costs, training costs, increasing billing opportunities, enhancing performance and productivity, etc. The system also helps in preventing career stagnation by offering an individual growth opportunities in form of varied roles, work challenges and opportunities, i.e. lateral or vertical movements, according to his choice-cum-proflle and business requirements of the organization.
[00018] The system, according to an embodiment of the present subject matter, also
prepares the individual for moving to a new role and be on the job right away by identifying the
gap in the competencies as possessed by the individual and as required for the job or profile. The
system also helps project managers to identify the employees who may potentially move to a
new role and helps the managers to prepare in advance for the same, thus enhancing new
business opportunities without adversely affecting the current projects. These and other aspects
of the system are discussed in detail in conjunction with the following figures.
[00019] The described subject matter provides for effective and efficient strategic staffing.
The manner in which the methods and system for strategic staffing is implemented shall be

explained in details with respect to the following figures. While aspects of the described systems and methods can be implemented in any number of different devices, systems, environments, and/or configurations, the embodiments are described in the context of the following exemplary system architectures). Furthermore, a)\ examples recited herein are principally intended onJy to aid the reader in understanding the principles of the present subject matter and the concepts contributed by the inventor(s) to furthering the art, and are to be construed as being without limitation to such specifically recited examples and conditions.
[00020] Further, even though the concepts related to the strategic staffing are herein
explained in context of intra organization staffing, it will be appreciated by one skilled in the art that the concept explained in context thereto may be extended to other applications, which include and are not restricted to external hiring, hiring from institutes and so on, without deviating from the scope and spirit of the present subject matter.
[00021] Figure 1 illustrates an exemplary network 100 implementation of a strategic
staffing system 102, in accordance with an embodiment of the present subject matter. In the network environment 100, the strategic staffing system 102 is connected to various client devices 104-1, 104-2, ... 104-N, collectively referred to as client devices 104 via a network 106. The client devices 104 may be in form of mainframe computers, workstations, personal computers, desktop computers, hand-held devices, multiprocessor systems, personal digital assistants (PDAs), laptops, network computers, minicomputers, servers and the like. The client devices 104 are connected to the strategic staffing system 102 through the network 106. The client devices 104 may be located at physically and geographically different places. In one embodiment, the client devices 104 are used by the system administrators, human resource executive, current and prospective employees to interact with the strategic staffing system 102.
[00022] The strategic staffing system 102 may be any computing device connected to the
network 106. For instance, the strategic staffing system 102 may be implemented as mainframe computers, workstations, personal computers, desktop computers, hand-held devices, multiprocessor systems, personal digital assistants (PDAs), laptops, network computers, minicomputers, servers and the like. In addition, the strategic staffing system 102 may include multiple servers to perform mirrored tasks for users, thereby relieving congestion or minimizing

traffic. Further the strategic staffing system 102 may also include computer readable data storage
media, such as hard disk drives and RAM memory, which store program instructions and data,
[00023] The network 106 may be a wireless network, a wired network, or a combination
thereof. The network 106 can also be an individual network or a collection of many such individual networks interconnected with each other and functioning as a single large network, e.g., the Internet or an intranet. The network 106 can be implemented as one of the different types of networks, such as intranet, local area network (LAN), wide area network (WAN), the internet and such. The network 106 may either be a dedicated network or a shared network, which represents an association of the different types of networks that use a variety of protocols, for example, Hypertext Transfer Protocol (HTTP), Transmission Control Protocol/Internet Protocol (TCP/IP), Wireless Application Protocol (WAP), etc., to communicate with each other. Further, the network 106 may include network devices, such as network switches, hubs, routers, HBAs, for providing a link between the strategic staffing system 102 and the client devices 104. The network devices within the network 106 may interact with the strategic staffing system 102 and the client devices 104 through communication links.
[00024] The details associated with a project, project detail data, are entered into the
strategic staffing system 102. The project detail data may include client name, nature and domain of business, technology involved, platform to be used; complexity of task, skill set required, etc. In one embodiment the system administrator or a project manager or a human resource executive may directly enter the requirements of a new project. The strategic staffing system 102 includes an attribute identification module 108 which analyzes the project detail data and generates a required competency index for each of the various roles associated with the project. The required competency index indicates competency level required for each of the role in the project. In one example, the required competency index for a role is based on the skill set, knowledge and expertise required for the role. As is evident, the required competency index;for each role cumulatively indicates the list of skill set, knowledge and expertise required for the completion of the project.
[00025] The attribute identification module 108 further analyzes the employee data i.e.
details of current and prospective employees to analyze their suitability for a role in the project. The employee data includes educational qualification, certifications, domain knowledge, skill

set, experience, previous roles, previous performance, interests, aptitude, etc. Based 0n the employee data, a current competency index, which indicates the current competency level of an employee, may be determined for each employee.
[00026] Further, the attribute identification module log analyses the difference in the
required competency index associated with a role and the current competency index of the employee. In one embodiment the attribute identification module 108 identifies suitable training or course which can be undertaken by an employee to bridge The gap in the competency indices.
[00027] In one embodiment the training and courses can be broadly classified as
technology based training and role based training. For example an employee who is a software developer proficient in coding in a language, say python, is selected for the role of a project leader in a project which involves development in django, which is a framework for developing python applications. For the prospective new role the employee may have to undergo technical training involving the use ofdjango framework. On the other hand, he may also have to undergo some role based training such as project expense management, client managernent and interaction, etc., which are more closely associated with the policies and vision of the organization.
[00028] Thus the analysis performed by the attribute identification module 108 helps in
identifying suitable prospective or existing employees for a new role in a project based on their current competency index and the required competency index of the new role in the project Further, the attribute identification module 108 identifies suitable training and generates a training schedule for the current or existing employee so as to make him suitable for the new role in the project. The training schedule determines the time duration which an employee will take to become ready for the new role. Determination of the time duration before hand time duration among other benefits, allows the project manager of existing or ongoing projects to plan the re_ allocation of the employees so as to ensure that the existing projects do not suffer adversely
[00029] Fig. 2 illustrates the strategic staffing system 102 in accordance with one
embodiment of the present subject matter. The strategy staffing system 102 includes
processor(s) 202, a memory 204 coupled to the processor(s) 202 and I/O interface(s), referred t0
as interface(s) 206 to facilitate communication with other devices and systems.

[00030] The processor(s) 202 can be a single processing unit or a combination of
multiple processing units.: The processor(s) 202 can be implemented as one or more microprocessors, microcomputers, microcontrollers, digital signal processors, central processing units, state machines, logic circuitries, or any devices that manipulate signals based on operational instructions. Among other capabilities, the processor(s) 202 are configured to fetch and execute computer-readable instructions and data stored in the memory 204.
[00031] The interface(s) 206 may include a variety of software and hardware
interfaces, for example, interface for peripheral device(s) such as a keyboard, a mouse, an external memory, a printer, etc. Further, the interfaces 206 may enable the strategic staffing system 102 to communicate with other computing devices, such as servers, client devices 104 and external databases. The interfaces 206 may facilitate multiple communications within a wide variety of protocols and networks, such as the network 106, including wired networks, such as LAN, cable, etc., and wireless networks, e.g., WLAN, cellular, satellite, etc. The interfaces 206 may include one or more ports for connecting the strategic staffing system 102 to the other network devices.
[00032) The memory 204 can include any computer-readable medium known in the art
including, for example, volatile memory such as static random access memory (SRAM) and dynamic random access memory (DRAM), and/or non-volatile memory, such as read only memory (ROM), erasable programmable ROM, flash memories, hard disks, optical disks, and magnetic tapes. The memory 204 includes modules 208 and data 210.
[00033] The modules 208 include the attribute identification module 108, a career profile
generation module 212, a project auditing module 214 and other module(s) 216. The other module(s) 216, in general, include routines, programs, objects, components, data structures, etc., that perform particular task or implement particular abstract data types and may include programs that supplement applications implemented by the strategic staffing system 102.
[00034] The data 210 includes employee details data 218. The employee details data 218
further includes an employee engagement data 220 and an employee proficiency data 222. Further the data 210 includes a project repository 224, a role-skill set mapping data 226 and other data 228. The other data 228 may include any of the instructions, inference rules which might be required for the functioning of the strategic staffing system 102.

[00035] The employee engagement data 220 stores previous projects and current
deployment details of an employee. The details include technology and domain worked in, roles and responsibilities in previous projects, performance in previous projects, etc. The employee proficiency data 222 includes the educational qualification, technical skills, certifications, language skills, awards, etc. of an employee. Further the employee details data 218 further includes personal details of an employee such as personal preferences, interests, location and role preferences, etc. The employee details data 218 thus includes all relevant data of the employee as required by the strategic staffing system 102 to carry out various functions.
[00036] The project repository 224 includes details of past, current and prospective
projects. The details may include domain and technology to which the project relates to, the skill set, the knowledge lever and the expertise required for successful completion of the project, audit reports of projects completed in the past, targeted duration of the project, estimated budget for the project, etc. The role skill set mapping data 226 maps the exact role of an employee to the skill set. For example an employee in an accounts department may have various roles such as tax calculation, payroll management, using spreadsheets to generate reports, etc. The role skill set mapping data 226 helps in identifying employees, both current and prospective, who may be from a relatively unrelated background but may be suitable for a role in a new project.
[00037] The other data 228 includes information which may be required by the strategic
staffing system. For example, the other data 228 may include statistical reports of working of the strategic staffing system, which may be used in the future to optimize the strategic staffing system 102 even farther.
[00038] In operation the attribute identification module 108 retrieves relevant data from
the project repository 224 identifies the key features of a project and the various roles thereof, such as the domain and, technology the project relates to, the skill set and the expertise that should be possessed by the employees allocated different roles of that project for the successful completion of the project and generates a required competency index indicative of the same. Further the attribute identification module 108 analyses the details of the current and prospective employees retrieved from the employee details data 218 and identifies their competency level and, skill set to determine the current competency index of an employee. Additionally the attribute identification module 108 also determines the deviation in the current and required

competency index which indicates the gap in the competency level currently possessed by the employee and the competency level required for a role in a project.
[00039] The career profile generation module 212 analyses the data retrieved from the
employee details data 2I8j such as their educational qualification, certifications, skill set, interests, previous performance and suggests possible future roles in the organization based on the analysis. The career profile generation module 212 may also generate a list of the trainings or certifications that an employee must undergo so as to be eligible for the possible future roles. Additionally, the career profile generation module 212 may also suggest opportunities in related departments of the organization that might be of interest to the employee. For example, the career profile generation module 212 may suggest a possible future role for someone in information technology support division is as a test engineer in the software quality assurance and testing team.
[00040] The project auditing module 214 evaluates the project based on one or more
parameters so as to streamline future projects. Further the project auditing module 214 retrieves data from the project repository 224 to evaluate the status of a project and predict when an employee may be allocated a different or a new project. The project auditing module 214 ensures that the relocation of employees to a different or a new project does not adversely affect the ongoing projects. On the other side, the project auditing module 214 also alerts the project manager about the possibility of relocation of an employee to different or a new project allowing the project manager to take preventive or corrective steps.
[00041] In one embodiment, the system administrator or the project manager may provide
the details of a new project to the system 102 which is then stored in the project repository 224. The attribute identification module 108 analyses the details entered and determines the requirements of manpower for the successful completion of the project within the constraints of time and budget. The attribute identification module 108 may identify several parameters such as educational qualifications, skill set, proficiency, etc. which should be present in an employee and generates a required competency index for each role in the project.
[00042] The attribute identification module 108 identifies employees who fulfill the
requirements of manpower by retrieving data from the employee details data 218. The attribute identification module 108 generates a current competency ind^x which indicates the competency

level of the current and prospective employees based on analysis of the retrieved data. Further, the attribute identification module 108 determines the deviation in competency indices which indicates the gap in the current competency level of the employee and the required competency level of the employee based on the project details.
[00043] The career profile generation module 212 identifies various trainings and
certifications that an employee should take to fulfill the gap in the competency level. As mentioned earlier, the trainings may be technical or role based or both. The project auditing module 214 determines the time which an employee may take to acquire the required competency level based on pre-defined parameters such as complexity of training, previous exposure of the employee, competency level of the employee, previous performance of the employee, etc. This also helps project managers of ongoing projects to plan for the movement of the employees working on the project to a new or different project and take measures so that the ongoing projects do not suffer adversely.
[00044] Further the career profile generation module 212 may suggest future roles to an
employee based on his education, skill set, expertise, etc. The employee may choose one or more future roles as his focus area. The career profile generation module 212 generates the training and the certifications that ah employee must undergo so as to meet the required competency index of the future role.
[00045] Thus, the strategic staffing system 102 optimizes resource and time consumption
in recruitment of both internal end external employees. Further, the strategic staffing system 102 suggests various career paths for an employee, which he may follow according to his aptitude and interests. Further the strategic staffing system 102 may also optimize the training process of an employee. Additionally placing an employee in a role where he is most suited and assigning him responsibilities according to his competency and interest increase employee satisfaction and thus increases productivity and counters factors which may potentially lead to attrition.
[00046] It should be understood by those skilled in the art that even though the exemplary
strategic system 102 have been depicted as a single system, in another embodiment the various components of the strategic staffing system 102 may be distributed across multiple computing systems located in the same or different geographical locations and connected to each other through one or more networks. For example, employee details data 218 and project repository

224 may be pre-existing data stored in an external database or data repository communicatively coupled with the strategic staffing system 102. It will be appreciated that these external database or data repository may be stand alone/independent systems or may be associated with other systems or devices. For example, the employee details data 218 may be a data repository either associated with or integrated with an appraisal management system of the organization. Similarly, project repository 224 may be a part of or be associated with a project management system of the organization. It will be apparent to one skilled in the art, that many organizations constantly maintain and update employee details as well as project details for various purposes and such pre-existing may be utilized by the strategic staffing system 102. However, in one embodiment, as described earlier, the strategic staffing system 102 may have dedicated storage for employee details, project details etc.
[00047] Fig. 3 illustrates an exemplary method 300 for strategic staffing, according to
an embodiment of the present subject matter. The method 300 may be described in the general context of computer executable instructions. Generally, computer executable instructions can include routines, programs, objects, components, data structures, procedures, modules, functions, etc., that perform particular functions or implement particular abstract data types. The method 300 may also be practiced in a distributed computing environment where functions are performed by remote processing devices that are linked through a communication network. In a distributed computing environment, computer executable instructions may be located in both local and remote computer storage media, including memory storage devices.
[00048] The order in which the method 300 is described is not intended to be construed as
a limitation, and any number of the described method blocks can be combined in any order to implement the method 300, or an alternative method. Additionally, individual blocks may be deleted from the method 300 without departing from the spirit and scope of the subject matter described herein. Furthermore, the method 300 can be implemented in any suitable hardware, software, firmware, or combination thereof. The method 300 is presently provided for strategic staffing. Although, the method 300 has been described in context of strategic staffing, the same should not be construed as a limitation.
[00049] At block 302, project detail data, i.e. the details pertaining to a project are
retrieved and analyzed to determine the domain, technology, platform, etc, to which the project

pertains to. Further the complexity of the project and the various roles in which the team members should be taken and the competency index required for each role in the project is determined. For example, a: project may require system administrators, coders, testers having varying skill set, expertise and experience. The competency level required for each role in the project is determined by the required competency index determined for each role in the project.
[00050] At block 304, the current competency index of one or more employees is
determined. Employees include both current and prospective employees of an organization. The current competency index of an employee is determined based on the current competency level of an employee. The competency level may include various parameters such as educational qualification, certifications, previous projects, previous performance records, trainings attended, previous roles and responsibilities, etc. Further the competency level may also include managerial skills like people or team management, time management, ability to deliver the end results within time and within budget and so on.
[00051] As illustrated in block 306, one or more employees are identified as prospective
team members for the successful execution of the project. The prospective team members are identified based on the closest match between the required competency index for a role and the current competency index of an employee. Further other factors such as interests, personal preferences, aspirations of ah employee may also be factors in the identification of prospective team members. Further, engagement of the employee in one or more ongoing projects, criticality and priority of the ongoing project as well as the new project may also be taken as factors.
[00052] The deviation between the required competency index for a role and the current
competency index of an employee is determined as illustrated in step 308. The deviation, if any, may be due to lack of certain technical skills or lack of knowledge regarding processes and norms followed by the organization. The deviation in the competency indices is accounted for by generating a training schedule for an employee as shown in block 310. The training schedule includes training and certifications that an employee has to undergo to make him suitable for a role in the project. The training schedule also helps the project managers of ongoing projects to plan the phasing out of a team member who is being allocated the new project.
[00053] Thus the method of strategic staffing 300 optimizes the utilization of an
employee's competency and synchronizes an employee's aspirations with organizational goals.

Further this provides opportunities to employees to work on varying domains and in varying roles leading to employee satisfaction. Also preparing the employees for future project roles helps in increasing the billing window leading to increased profits. Further, since the process of identification of roles in a new project may be initiated even when a project is in the process of being undertaken, the employees may be trained and made ready to fit into new roles as soon as a deal is finalized leading to client satisfaction and goodwill.
[00054] Fig. 4 illustrates an exemplary method 400 for career profile generation,
according to an embodiment of the present subject matter. The method 400 may be described in the general context of computer executable instructions. Generally, computer executable instructions can include routines, programs, objects, components, data structures, procedures, modules, functions, etc., that perform particular functions or implement particular abstract data types. The method 400 may also be practiced in a distributed computing environment where functions are performed by remote processing devices that are linked through a communication network. In a distributed computing environment, computer executable instructions may be located in both local and remote computer storage media, including memory storage devices.
[00055] The order in which the method 400 is described is not intended to be construed as
a limitation, and any number of the described method blocks can be combined in any order to implement the method 400, or an alternative method. Additionally, individual blocks may be deleted from the method 400 without departing from the spirit and scope of the subject matter described herein. Furthermore, the method 400 can be implemented in any suitable hardware, software, firmware, or combination thereof. The method 400 is presently provided for career profile generation. Although, the method 300 has been described in context of career profile generation, the same should not be construed as a limitation.
[00056] At block 402, the current competency index of an employee is generated. The
current competency index indicates the competency level currently possessed by an employee. The competency level of an employee depends on various parameters such as educational qualifications, certifications, trainings, previous projects, previous experience and roles, previous performance records, etc:
[00057] Based on the competency index of an employee, future career profile of the
employee is generated,as shown in block 404. The future career profile indicates possible future

roles which may be of interest to the employee in the same or different divisions of the organizations. For example, a IT support executive's future role may be as a system administrator in the same department or as a testing engineer in the quality assurance division and so on. The strategic system 102 may suggest one or more future roles for the employee based on his details. Alternatively the employee may select one or more future roles as his focus area. In one embodiment, the future career profile is generated based on based on the similarity of ;the one or more future roles with the previous roles and responsibilities of the employee. Further-the educational qualifications, certifications, trainings, past performance of an employee are also taken into consideration.
[00058] The required competency index of the selected future roles is determined, as
shown in block 406. The required competency index indicates the competency level required for suitable fulfilling the future role. At block 408, the deviation of the required and current competency index is determined. The deviation indicates the gap in the skill set, knowledge level, expertise current possessed by and employee and as required for a future role.
[00059] As shown in block 410, a training schedule is generated for the employee so that
he can achieve the competency index required for a future role. This makes the employee ready for appraisal or moving to a new role in a different ongoing or a new project. Thus the method 400 encourages the career growth of the employee leading to greater employee satisfaction and increased productivity.
[00060] Thus the systems and methods of strategic staffing described herein helps to
identify suitable employees, either current or prospective, for existing or future roles in a new or ongoing project. Further the systems and methods enhance the professional growth of the employees leading to greater employee satisfaction and increasing productivity. Further, the strategic the systems and methods help to train employees for roles in a new project, thus enabling employees to work on a new project as soon as a project is undertaken. This increases the billing window leading to higher profits. Further, putting the employees on the project right at the start enhances confidence of the client and leads to enhancement of goodwill.
[00061] Although embodiments for methods and systems for strategic staffing have been
described in a language specific to structural features and/or methods, it is to be understood that

the invention is not necessarily limited to the specific features or methods described. Rather, the specific features and methods are disclosed as exemplary embodiments strategic staffing.

1/ We Claim:
1. A computer implemented method for strategic staffing, the method comprising:
determining a current competency index of an employee based on employee details data;
generating a required competency index of at least one role in a project;
computing a deviation based on the current competency index of the employee and the required competency index for each of the at least one role in a project; and
evaluating the suitability of the employee for the at least one role in the project based on the deviation.
2. The computer implemented method for strategic staffing as claimed in claim 1, wherein the method further comprises generating a training schedule for the employee based on the deviation.
3. The computer implemented method for strategic staffing as claimed in claim 1, wherein the employee details data includes at least one of education details, number of certifications, number of trainings, previous projects, previous roles and responsibilities, previous performance, skill set and expertise.
4. The computer implemented method for strategic staffing as claimed in claim 1, wherein the required competency level of the role in the project is based on at least one of a domain of the project, technology the project pertains to and, complexity of the project,
5. A computer implemented method for career profile generation, the method comprising:
generating a current competency index of an employee;
determining at least one future role of the employee based on employee details data;
computing a required competency index for each of the at least one future role of the employee; and

ascertaining a training schedule for the employee based on a deviation between the current competency index of the employee and the required competency index of the at least one future role of the employee.
6. The computer implemented method for career profile generation as claimed in claim 5,
wherein the at least one of the at least one future role of the employee is suggested as a
focused role,
7. A strategic staffing system (102) comprising:
a processor (202); and
a memory (204) coupled to the processor (202), wherein the memory (204) comprises:
an attribute identification module (108) configured to determine at least one of a required competency index for a role in a project and a current competency index of an employee.
8. The strategic staffing system (102) as claimed in claim 7, wherein the attribute identification module (108) is further configured to determine the deviation between the required competency index and the current competency index.
9. The strategic staffing system (102) as claimed in claim 7, wherein the strategic staffing system (102) further comprises a career profile generation module (212) configured to identify at least one future role for the employee based on employee details data (218).
10. The strategic staffing system (102) as claimed in claim 7, wherein the strategic staffing system (102) further comprises role skill set mapping data (226) to define one or more roles pertaining to a project.
11. A computer-readable medium having embodied thereon a computer program for executing a method for strategic staffing, the method comprising:
determining a current competency index of an employee based on employee details data;

generating a required competency index of at least one role in a project; and computing a deviation based on the current competency index of the employee
and the required competency index for each of the at least one role in a project.
12. A computer-readable medium having embodied thereon a computer program for
executing a method for career profile generation, the method comprising:
generating a current competency index for an employee;
determining at least one future role of the employee based on employee details data;
computing a required competency index for the at least one future role of the employee; and
ascertaining a training schedule for the employee based on a deviation between the current competency index for the at least one future role of the the at least one future role of the employee.