TATA Performance Management System

Presented By: Mahima Suri Aman Sharma Bhanuj Sharma

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Introduction
Aims at EDGE( ensuring development and growth of employees). Shift- to evaluate & reward good performance to emphasis on individual growth, in addition to performance. Success depends on communicating the expectations, understand the need of employees using PMS.

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Evidence Recording
performance Contracting April-May Mid yr review & Feedback October

KRA Finalization March-April

Annual Performance Evaluation April-May

Feedback Jun-July
23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Year end Talent Review May

Elements Of Edge
Kra measures Linked to business drivers Aligned across levels and functions actionable Target setting Well defined calendar Top down aspiration setting, bottom up budgeting Multiple target levels linked to consequen ces Evaluation and review mechanism Development focused Performance review Talent reviw Feedback Dialoguebased Developme nt focused

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Performance Contracting
It is the process of arriving at targets against each KRA measure through discussion between officer and superior to agree on rating scale and qualitative grids. KRA measures: Finance Customer Internal business process People development Special projects.

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Evidence Recording
Evidence recording is the process of documenting information and observation related to subordinates efforts/activity by superior. Need: To substantiate objective and meaningful feedback to subordinates and Meaningful individual talent review. Responsibility: Immediate superior to closely observe subordinates performance

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Mid-year Review
Performance review in month of October with immediate superior. Purpose: feedback and performance against KRAs, resolve bottlenecks, preparation for final review. Performance evaluation is annual exercise (April/May) aims at: Basic improvement of employee performance. Structure record. Input for career and job rotation.

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Process of performance evaluation

Part A: self evaluation Part B: superiors evaluation Part C: performance and potential categorization into functional expert Part D: feedback

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Talent Review
It is focused, fact based and comprehensive discussion by a panel of higher level on performance, potential & development of subordinates. Talent pool and Review groups. Participants: Presenter, Chairperson Owner, Guest Invitee, HR.

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Feedback:
Evaluator rating and the final performance and potential categorization. Key decisions and discussion during talent review. Once the evaluatee has received the feedback, he is required to sign the document. After feedback increment letter is handed over to evaluator The letters are handed over even in case of disagreements but with a commitment that the issue will be handled and sorted out at the earliest.
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Performance Ethic Programme (PEP)

Qualitative contributions and their direct impact on organizational performance Competency assessment to be more transparent and authentic Jobs to be identified and positioned according to their work content and impact levels Strengthening HR process and uplifting HR by professional and upgraded HR support

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Personal development plan

The PDP outlines the developmental initiatives to be taken to improve functional & managerial competency of the individual. It addresses current need as well as future needs Key features: focus on the important competencies to be developed during the year Outlines activity plan for the year to address competency needs Creates alignment between individual and superior thinking clearing their responsibilities Provides greater support for learning

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

PDP Implementation:
Process
Discussion between superior and subordinate Managerial and Functional need identification Both off the job and On the job development

Responsibility:
Superior facilitated (by HR)

Compliance and monitoring:

Regularly by superior Mandatory review b HR

Timelines:
End February

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Reflection
Reflection is what this exercise of multi rater feedback is Process : for each employee, the feedback are collected through a questionnaire. Respondents are classified into the following categories: Self, Superior, subordinates, Peers and customers. The questionnaire: presents series of behaviors for rating and some narrative response questions. There are two open ended questions at the end. Feedback : What will you have to do as a respondent? You will have to consider each behavior under the various heads in the questionnaire and reflect on your observation of the person for whom you are filing the form. You need to rate each statement on a 4 point scale.

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Rating scale
Defined as : To what extent do you agree that each statement accurately describes his/her characteristic behavior? Rating scale not applicable/not observed Almost never/to limited extent Just sometimes/to moderate extent A lot of times/a great extent Almost always/to a very great extent Sending the form: Once filling up the questionnaire is completed, it is sent to HRS Final report: A formal report will be sent after analyzing the feedback Confidentiality and anonymity: will be maintained all throughout the process

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Job Rotation
In tata steel job rotation is positioned to give employees developmental experiences It helps officers to : Perform more effectively in their present position Prepare for positions of greater or different responsibility Support individual professional development by offering range of learning The objective is developing expertise in management and technology both

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

 Format 1: development plan for listers

Detailed career plan on the officers movement/development with justifications.

Format 2 :development plan for others i.e. potential

stars, solid performers, under performers, strugglers Potential category will be one of the imputs to thetalent review very high potential High potential Some potential Yet to demonstrate No potential

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Job rotation in tata steel

Fresh recruits: irrespective of their area all fresh recruits should be rotated atleast once and preferably twice from the year of join Officers with more than five years of experience within or outside tata steel : they will figure into one of the performance category, rotation flow will then follow Listers: rotated within two to three years time through a structured plan Potential star: such officers should be rotated in the same function once in five years.

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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS

Thank You
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23/08/2011, PGDM4, Session 11, Team name F, Topic name- TATA PMS