CHAPTERIV PERFORMANCE APPRAISAL SYSTEM IN OHPC

PERFORMANCE APPRAISAL SYSTEM IN OHPC

The success of an organization depends on the ultimate performance of its employees, developing skills and abilities to achieve organizational goals and provide maximum possible satisfaction to the employees. Cover major areas of responsibility of HRD department. The goal of performance is to achieve the company`s mission and vision. The focus of performance appraisal system is progress and success towards employee development and organizational improvement & goal achievement. Performance appraisal refers to all formal procedures used to evaluate the contributions and potentials of employees. It is a systematic and periodic evaluation or rating of an employees`s performance in his existing job and on his potentialities for taking of greater responsibilities. The PA system serves as an useful tool for development of

employees but its effectiveness depends on the importance placed on it.The system works when appraisal are factual, honest and they encourage employees to set and achieve both work and personal objectives. It is therefore essential that the appraisal should be an honest reflection of the employee`s abilities, attitude, output and discipline. Performance appraisal process at OHPC normally goes through two process:I.

Executive performance appraisal

II. Non-executive performance appraisal

EMPLOYEES PERFORMANCE APPRAISAL SYSTEM

Employees are key to any organization. Without competent employees no organization is accepted to hold a place of provisions other than valuable resources such as capital, technology, etc. Performance appraisal system is essential for assessment of the performance of both executive and non-executive as well as to plan out other develpoment in an effective management system. Though OHPC is a successful and profit earning organization, its success is devoted to its employees. It has introduced the performance appraisal system with a view the organizational success

depends on the commitment and contribution of the employees. It shall be the policy of the company to introduce an open appraisal system for the officers which will be applied in a fair and equitable manner and designed to help. OHPC has started performance appraisal system in 2002 and it has an objective assessment.

EXECUTIVE PERFORMANCE APPRAISAL

Executive appraisal system is a self appraisal system where each executive has the right to evaluate his own achievement during the year. Executive performance appraisal system in OHPC has certain objectives.
To integrate individual and organizational goals through a system of

performance appraisal system of performance assessment which is linked to the achievement of organization.
To ensure an objective assessment of the executives performance

against mutually agreed target well in advance.

To provide individual executives with continious and periodic feedback

on their performance and identify their developmental needs.

To identify and develop the potential of executive for enhanced

performance.
To identify impediments to performance and action needed to remove

them.
Agreement between the officer concerned and his controlling officer

of an action plan aimed at improving the performance of the individual and of the unit.

Each officer of the company will be appraised during the month of April, May, or June. The appraisal is undertaken by the controlling officer. The appraisal system will evolve a proactive review, by the officer concerned and his controlling officer, of the work related activities and standards of performance relating to both the job and behaviour of the officer. In doing so the appraisal process will provide an overall assessment of each officer`s performance.
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TABLE 2.1

LEVEL OF REPORTING OFFICER, REVIEWING

OFFICER AND ACCEPTING OFFICER

Executive grade and Title Reporting officer Reviewing officer Accepting officer Authority Competent to decide on representatio n against adverse remark E 2 E 3 Junior Manager Assistan t Manager E 4 E 5 E 6 Assitant General Deputy Manager Manager Asst.General Manager Dy.General Manager Asst. Manager/Dy.Mana ger Asst. Manager/Dy.Mana ger Manager Asst. General Manager Asst.Gener al Manager Dy.General Manager General Manager Sr.General Manager Sr.General Manager Sr.General Manager Functional Director Functional Director Functional Director Sr.General Manager Functional Director Manager Asst.Gener al Manager Functional Director

Manager E 7 E 8 E 9 Deputy General Manager General Manager Sr.Gener al Manager Sr.General Manager Functional Director CMD CMD Committee of Board Committee of Board General Manager Sr.General Manager Functional Director CMD

Functional Director CMD

Form Description Of Appraisal Process

Part I (To be filled up by the appraise) Task and Target assigned for the year Part-II (To be filled up by the Reporting Officer)
A. Task Accompolishment B. Work Performance and Managerial Trait appraisal C. Overall evaluation

Part-III (To be filled up by the Reviewing Officer)

A. Performance review and the steps undertaken by the reviewing

officer to improve the performance of appraise.

B. Overall evaluation (to be filled by the reiviewing officer) C. Overall evaluation (to be filled up by Accepting Officer)

Part-I (To be filled by the appraise)

1. Describe responsibilities and specific tasks and targets assigned to you or carried out by you, during the period under review. (Please restrict your description to the space provided below, please do not attach any additional sheets). 2. (a) Mention significant achievements and contributions made by you during improvement or the period under review, with particular refference to any innovation you have conceptualized initiated or

implemented. Highlight the percieved benefits, tangible or intangible, short or long term to the organization. (b) Mention major constraints and difficulties, if any faced by you in accompolishing the desired level of performance in your activities during the period under review. Describe the steps you have taken to overcome them. 3. What are the areas in which you feel you need to have more training and exposure in order to improve your job knowledge, sharpen your functional management skills and refine your style of functioning. 4. How long have you been on your present job? Do you consider it is necessary for your own growth and in organizational interest to have a change of job (assignment) within your function? Yes, indicate the areas in order of preference.

5. Please state wether the annual return on immovable property for the preceding calendar year was. Filled within the prescribed date, i.e. 31st January of the following calendar should be given. year. If not, the date of filling return

SIGNATURE OF THE APPRAISE DATE :

SIGNATURE OF REPORTING OFFICER

Part-II (To be filled up by the reporting officer)

A.

TASK ACCOMPOLISHMENT
1. Comment on actual performance of the appraise with refference

to the responsibilities, tasks, assignments and targets entrusted during the period under review.
2. Mention any situational or environmental factor that may have

helped or hindered the accompolishment of tasks.

3. Mention the major strengths and weakness of the appraise. 4. What steps have you undertaken or propose to undertake to

help the appraise improve his/her performance?

5. Is the appraise`s potential fully utilized on the present job? If

not, what measures do you recommend?

6. Outline the functional area(s)/disciplines(s) where the appraise

can move laterally, if potential for occupying positions in other functions exist.
7. Assess potential for holding a position in the next higher grade

in the present functional area should the opportunity arise.

SIGNATURE OF REPORTING OFFICER DATE:

B.

WORK PERFORMANCE AND MANAGERIAL TRAITS

Points 0-4 5-9 10-14 15-19 20-25 Grade Below average Average Good Very good Outstanding

NB: Please rate the appraise only on relevant attributes for which you have reliable Data
i) For arriving at the overall evaluation, 25% weight age would be

ascribed to the work performance factors and 50% to the managerial traits factors-increase of executives in the level of E8 and above.
ii) For arriving at the overall evaluation, 30% weight age would be

ascribed to the work performance factors and 45% to the managerial trait factors- increase of executives in the level of E5 to E7.
iii) For arriving at the overall evaluation, It is expected that 45% weight

age would be ascribed to work-performance factors and 30% to the managerial traits factors-incase of executives in the level of E2-E4.

A. WORK

POINT RATING (Score 0-25) &

SUPPORTING FACTOR

PERFORMANCE
1. Technical

professional
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knowledge on the present job.

2. Achievements of

assigned/perform ed tasks/targets/ responsibility

3. Quality

of work

performed
4. Technical

knowledge competency take up responsibility

& to higher

5. Cost

consciousness & planning in work performance.

B. MANAGERIAL TRAITS

POINT RATING SUPPORTING (SCORE 0-25) FACTOR

1. Problem analysis and decision

making.(Identification

of

alternative solutions and their evaluation)

2. Initiative/creativity/willingness

to take responsibility of the job entrusted to him without shifting it to juniors or seniors.
3. Group effectiveness.(Ability to

work in teams, sensitivity to others)

4. Communication

skills. appropriate

(Persuasive

and

written /oral communication, clarity of thought and good presentation.)

5. Development of subordinates.

(Ability to delegate, develop, guide, train and objectively assess subordinates.

C. OTHER TRAIT

POINT RATING (SORE SUPPORTING FACTOR 0-25)

1. INTEGRITY

(Moral, rectitude, unassailable dealings and

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personal honesty)
2. ATTENDANCE

PUNCTUALITY
3. CONDUCT INSIDE

AND AFFECT

OUTSIDE

DUTY LIKELY TO PERFORMANCE ON THE JOB

4. GENERAL HEALTH

OVERALL EVALUATION

Kindly indicate the points within the ranges specified.

(20-25)

outstanding

(consistently oustanding

performance

despite constraints, excellence is the distinctive mark)

(15-19)

very good

(exceedingly high level of

performance)

(10-14)

good

(meets what is expected

effectively and efficiently)

(05-09)

average

(requirements are just met)

(below 5)

below average (does not even meet the basic

requiremets)

SIGNATURE

NAME OF REPORTING OFFICER

DESIGNATION DATE:..
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PART-III (To be filled by the reviewing officer)

1. What steps have you undertaken or propose to undertake to help the

appraise improve his/her performance?

2. Is the appraise`s potential fully utilized on the present job?If not, what

measures do you recommend.

3. Outline the functional areas (s)/discipline(s) where the appraise can

move laterally. If potential for occupying positions in other functions exist.

4. Assess potential for holding a position in the next higher grade in the

present functional area or any other functional area, should the opportunity arise.

Ready now:

Needs exposure to other areas by way of job rotation (pl. elaborate)

Needs more experience in the current position (pl. elaborate)

OVERALL EVALUATION (To be filled in by the reviewing officer)

( ) (

( )

Outstanding Below average

Very good

Good

Average

(0-25) Below 5

(15-19)

(10-14)

(5-9)

SIGNATURE

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NAME OF THE REVIEWING OFFICER. DESIGNATION

DATE

Note: please give comments on the assesment of the R.O.

(To be filled in by the Accepting officer)

( ) (

( )

Outstanding Average

Very good Below average

Good

(20-25) (Below 5)

(15-19)

(10-14)

(5-9)

NAME: DESIGNATION: SIGNATURE: DATE:

Note:

please

comment

if

your

rating

is

different

from

that

of

Reporting/Reviewing officer.

PART-IV

STATEMENT

FOR

TRAINING

AND

DEVELOPMENT NEEDS NAME: EMPLOYEE NO: DESIGNATION: DEPARTMENT: GRADE ENTRY DATE: POSTING: PLACE OF

Note: please identify programmes aimed at enhancing the knowledge, reinforcing, updating the skills and improving the attitudes of the appraise with respect to role related responsibility. If any specific external program is considered to be beneficial, please mention the same while giving your recommendations. These recommendations are expected to be acted upon in a span of next two years. Please note that this will serve as the basis on

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which nominations to the in-company and external (both Indian and overseas) training programmes will be decided.

Please consider the observations of the appraise under the item 3 of part-I of this report.

Recommendations of the Reporting officer.

NAME: REPORTING OFFICER DESIGNATION: DATE

SIGNATURE OF

RECOMMENDATIONS OF THE REVIEWING OFFICER

NAME: REVIEWING OFFICER

SIGNATURE OF THE

PARTV (To be filled by the HR Department of corporate office)

Overall score of the appraise (Average of all numerical scores) Action needed, if any:

DESIGNATION:

DATE:

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