Introduction TELECOM SECTOR AN OVERVIEW

The $8 billion telecommunications sectors in India have undergone a major transformation in the past couple of decades. From a complete monopoly of the public sector, the telecom industry has witnessed the breaking down of monopolies and significant policy reforms, favoring the entry of private players. The private sector has been allowed to make a foray not only into value added services, such as cellular and paging services, but also the basic telephony services. eforms have taken place in the telecom sector in three phases. The first phase began in the !"8#s when in !"8$% private manufacturing of customer premise e&uipment was given the go' ahead. (roliferation of individual )T*+I)*+(,- network took place through out the country by way of private individuals franchisees. .lso, two large corporate entities, the /ahanagar Telephone 0igam 1/T023 and 4harat )anchar 0igam 2td.14)023 were created out of the department of telecommunications 1*-T3 to handle the sectors of /umbai and *elhi respectively. . high' powered telecom commission was set up in !"8" and 5idesh )anchar 0igam 2td. 15)023 was made the international service provider catering to all telecom services originating from India. The second phase of reforms in the telecom sector commenced in !""! with the announcement of the new economic policy. To begin with the manufacturing of telecom e&uipment was delicensed in !""!, while radio paging services opened up in the !""6. In

!""$, the basic telephony sector was opened up by providing licenses to si7 companies to operate in the basic areas.

These Companies were: 4harti Telenet, 5odafone, /T),8ughes Telecom, Tata Teleservices and eliance Telecom. The 0ational Telecom (olicy in !""$ emphasi9ed on :niversal )ervices and ;ualitative Improvement in telecom services. <hile an independent statutory regulatory was established in !""=, the Internet services were opened up in !""8. )ince then, more companies have been given the go'ahead to basic telephony, such as 8F,2, 4harati, .ircel, *igilink and 4irla .T>T. The third phase of reforms in the telecom sector began in the late !""#s, with the announcement of the 0ew Telecom (olicy in !""". The underlying theme of the reform process of 0T( was to usher in full competition through unrestricted entry of private players in all service sectors. The policy favored the migration of e7isting operators from the era of fi7ed license fee regime to that of revenue sharing. The duopoly rights of the /T02 and 5)02 15)02s monopoly ended in .pril 6##6 when the sector was thrown open to the private sector3 were discontinued to herald the era of unlimited competition in the industry. eliance, Tatas,

INTRODUCTION TO THE COMPANY

Founded

by Shri. Dhirubhai

Ambani in the year 1966 Think without constraints !!!

We were small then - an infant in We are small now at

industry .
doorsteps of

the

opportunity.

We will create the next generation communication network and information technology infrastructure that will bring immense value to every Indian, and

leapfrog

India

into

the

center

stage

of

global

Infocomm space

Reliance - ADA Group

The eliance Aroup, founded by *hirubhai 8irachand .mbani 1!"?6'6##63, is IndiaBs largest private sector enterprise, with businesses in the energy and materials value chain. AroupBs annual revenues are in e7cess of :)* 66 billion. The flagship company, eliance Industries 2imited, is a Fortune Alobal @## company and is the largest private sector company in India. 4ackward vertical integration has been the cornerstone of the evolution and growth of eliance. )tarting with te7tiles in the late seventies, eliance pursued a strategy of backward vertical integration ' in polyester, fiber intermediates, plastics, petrochemicals, petroleum refining and oil and gas e7ploration and production ' to be fully integrated along the materials and energy value chain. The AroupBs activities span e7ploration and production of oil and gas, petroleum refining and marketing, petrochemicals 1polyester, fiber intermediates, plastics and chemicals3, te7tiles and retail. Trust enjoys global leadership in its businesses, being the largest polyester yarn and fiber producer in the world and among the top five to ten producers in the world in major petrochemical products. The Aroup e7ports products in e7cess of :)* !! billion to more than !## countries in the world. There are more than 6@,### employees on the rolls of Aroup ,ompanies. /ajor Aroup ,ompanies are eliance Industries 2imited 1including main subsidiaries eliance (etroleum 2imited and eliance etail limited3, Indian (etrochemicals ,orporation 2imited and eliance Industrial Infrastructure 2imited. .cross different companies, the group has a customer base of over @# million, the largest in India, and a shareholder base of over 8 million, among the largest in the world. ,ommunications 1 eliance ,ommunications 2td.3, and financial services 1 eliance ,apital 2td3, to generation, transmission and distribution of power 1 eliance Cnergy3, infrastructure and entertainment.

RELIANCE COMMUNI CA ADLABS TIONS ENERGY RELIANCE

RELAINCE CAPITAL

ADAG

RELIANCE MONEY

RELIANCE MUTUAL FUNDS

RELIANCE TELECOM

Chairman's Pro ile

ANI! DHIRU"HAI AM"ANI

egarded as one of the foremost corporate leaders of contemporary India, .nil *hirubhai .mbani is the ,hairman of all listed Aroup companies, namelyE eliance ,ommunications, eliance ,apital, eliance Cnergy and eliance 0atural esources 2imited. Till recently, he also held the post of 5ice ,hairman and /anaging *irector in eliance Industries 2imited 1 I23, IndiaBs largest private sector enterprise. .nil * .mbani joined eliance in !"8? as ,o',hief C7ecutive -fficer, and was centrally involved in every aspect of the companyBs management over the ne7t 66 years. 8e is credited with having pioneered a number of path'breaking financial innovations in the Indian capital markets. 8e spearheaded the countryBs first forays into the overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. )tarting in !""!, he directed eliance Industries in its efforts to raise over :)$ 6 billion. 8e also steered the !##'year Fankee bond issue for the company in Ganuary !""=.

He is a mem#er o $
<harton 4oard of -verseers, The <harton )chool, :).. ,entral .dvisory ,ommittee, ,entral Clectricity egulatory ,ommission. 4oard of Aovernors, Indian Institute of /anagement, .hmedabad. 4oard of Aovernors Indian Institute of Technology, Hanpur% In Gune 6##$, he was elected for a si7'year term as an independent member of the ajya )abha, :pper 8ouse of IndiaBs (arliament a position he chose to resign voluntarily on /arch 6@, 6##D.

A&ar's an' Achie(emen)s$

,onferred the B,C- of the Fear 6##$B in the (latts Alobal Cnergy .wards ated as one of BIndiaBs /ost .dmired ,C-sB for the si7th consecutive year in the 4usiness 4arons ' T0) /ode opinion poll, 6##$ ,onferred BThe Cntrepreneur of the *ecade .wardB by the 4ombay /anagement .ssociation, -ctober 6##6 .warded the First <harton Indian .lumni .ward by the <harton India Cconomic Forum 1<ICF3 in recognition of his contribution to the establishment of eliance as a global leader in many of its business areas, *ecember 6##!. )elected by .sia week maga9ine for its list of B2eaders of the /illennium in 4usiness and FinanceB and was introduced as the only Bnew heroB in 4usiness and Finance from India, Gune !""".

"

Vision
"We will leverage our strengths in executing complex global-scale projects to make leading edge information and communication services affordable by all individual consumers and businesses in India. We will offer unparalleled value to create customer delight and enhance business productivity. We will also generate value for our capabilities beyond Indian boarders while enabling millions of knowledge workers to deliver their service globally."

eliance ,ommunications envisions a digital revolution that will sweep the country and about a new way of life. A 'i*i)al &a+ o li e or a ne& In'ia. <ith mobile devices, network and broadband linked to powerful digital networks, eliance ,ommunications will usher fundamental changes in the social and economic landscape of India.

eliance ,ommunications will help men and women connect and communicate with each other. It will enable citi9ens to reach out to their work place, home and interests, while on the move. It will enable people to work, shop, educate and entertain themselves round the clock, both in the virtual world and in the physical world. It will make available television programs,movies and news capsules on demand. It will unfurl new simulated virtual worlds with e7hilarating e7periences behind the scenes of computers and televisions.

!#

:sers of

eliance ,ommunicationsI full range of services would no longer need

audiotapes and ,*s to listen to music. 5ideotapes and *5*s would not be necessary to see movies. 4ooks and ,* -/s would not be needed to get educated. 0ewspaper and maga9ines would not be re&uired to keep abreast of events. 5ehicles and wallets will become unnecessary for shopping. eliance ,ommunications will disseminate information at a low cost. JMa,e a )elephone call cheaper )han a pos) car'%- These prophetic words of *hirubhai .mbani will be a metaphor of profound significance for eliance ,ommunications. eliance ,ommunications will regularly unfold new applications. ,ontinually adapt new digital technologies. ,reate new customer e7periences. ,onstantly strive to be ahead of the world. eliance ,ommunications will transform thousands of villages and hundreds of towns and cities across the country. .bove all, eliance Infocomm will pave the way to make India global leader in the

knowledge age.

!!

ORGANISATION STRUCTURE
The organi9ation structure defines various levels of organi9ation i.e. 4usiness, <ork ,enters, Functions, ,ircles, ,ities, etc. The includesE "usiness Uni)$ Cnterprises, consumer, <holesale, > <eb stores .or, Cen)ers$ 0etwork 1->/ ' <ireless, ->/ ' 02*+I2*, ->/ ' I*,, ->/ ' -)(, C<,' 2ong *istance, C<,'<ireless, C<,'<ire line, -)), IT,, 0-,3, ,all ,enter, 4)), 1, /, .3 m, 4illing and ,ollection, .pplications and )olutions Aroup. /unc)ions$ )taff Function. ,ommunications operations are spread over 012 ci)ies in the following ,irclesE 8 , ,ommercial, (urchase+2ogistics, IT Infrastructure, and ,orporate eliance Infocomm -rgani9ation structure

!. .ndhra (radesh ?. Aujarat @. Herala =. est of /aharashtra ". (unjab, 8aryana > 8.(. !!. :.(. 1Cast > <est3

6. *elhi and ajasthan $. Harnataka D. /.(. > -rissa 8. /umbai !#. Tamilnadu !6. <est 4engal > 4ihar

!6

WORK LEVELS
The organi9ation structure also defines the organi9ational functions, considering the nature and scope of functions to be performed. The following four work levels broadly indicate the nature of accountability and responsibility assigned to role holders at the work level.

WORK LEVELS
3% 2% 2!'2eadership 2?'C7ecutive 4% 5% 26' /anagerial 2$')upport

L1-Leadership Role

- .ccountable for participating and leading strategy

creation+direction. -verall business+team performance responsibility for designated area.

l2-Managerial Role- .ccountable for e7ecution of business plan and

achievement of team+individuals targets .4e responsible for maintenance of key company assets 1customers, physical assets, people3

L3- Executive Role- esponsible for achieving individual+ team target.

L-4-Support Role- esponsible for performing assigned activities and support

other work levels.

!?

Organization Set Up

DAKC Head Office

DAKC Head Office

Hub

Delhi, Rajasthan & Haryana

Circle

Rajasthan

Jaipur, Jodhpur, Cluster Udaipur, i!aner, Al"ar, Kota & Aj#er

!$

Reliance Communications Businesses

Enterprise

Personal

Shared Services

Network

Web World

DTH

!@

The business of RELIANCE divisions1)

COMMUNICATIONS is divided into five sub

PERSONAL BUSINESS- This business of RELIANCE is counted

amongst the major business and hence contributes towards the !-"!# of the RELIANCE $%&INE&&' This business consists of the (re)aid and the )ost)aid connections b* 1 to1 dea+ing' If the no of connections are more than , then it is said to be commercia+' This business com)rises of (ersona+ distribution- .inretai+- business commercia+- direct sa+es- mar/eting- C&0' The 1R head of the )ersona+ business is 2r' &AN3EE4 &1ARAN'

5)

ENTERPRISE BUSINESS- This business of RELIANCE is headed b* 2r' (rem $andu+a' This business contributes arond1!-1,# of the business' The enter)rise business com)rises of the C.6- $$- (C7'

8)

DTH- This stands for 0IRECT T7 172E services' In com)arison with their
com)etitors RELIANCE has a+so started their services of $I6 T4 which is sti++ to be +aunched'

9)

SHARED SERVICES- This is that )art of the business which does not
contributes direct+* to the business but he+)s in the effective dea+ings and the conduct of the business' It inc+udes IT- C722ERCIAL'

!D

HR ACTIVITIES AT RELIANCE COMMUNICATIONS RAJASTHAN

HR ACTIVITIES

TALENT Acquisition admin

TALENT DEVELOPMENT TALENT

!=

Management

HR MISSION
Facilitate, coach and enable best in class and leading edge HR practices across the extended enterprise of Reliance Communications and thereby nurture a customer center, positive energy organi ation that will maximi e sta!eholder satisfaction"

!8

Objectives of the Study

%nderstand the o)erations of 1R function &tud* of Ta+ent 0eve+o)ment K (erformance 2anagement &*stem K Em)+o*ee Engagement

!"

RESEARCH METHODOLOGY

6#

Critical Incident Score

The basis of this method is the principle that there are certain significant acts in each employeeIs behavior and performance, which makes all the difference between success and failure on the job.

The super(isor ,eeps a &ri))en recor' o )he e(en)s 1either good or bad3. Feedback is provided about the incidents during the performance review session. 5arious behaviors are recorded under such categories as the type of job, re&uirement for employees, judgment, learning ability% several research studies are undertaken and accomplished year after year but in most cases very little attention is paid to this important dimension relating to research.

esearch design is a model of master plan for gathering formal information. It calls for certain specification of methods and procedures for obtaining the re&uired information.

6!

/arketing

esearch (roject is defined as either E6P!ORATORY RE7EARCH or

DE7CRIPTI8E RE7EARCH depending upon the objectives of the study.

The object of the C7ploratory is to seek new ideas and to discover new relationship between different set of factors in a way that will permit statement of specific hypothesis. To find out this hypothesis, study of secondary sources of information, survey of knowledgeable person or case studies are conducted.

*escriptive research describes situation and provides information, which helps in decision'making. )uch research re&uires a formal design, which helps the researcher to identify cause and affect relationship.

This can be done by case statistical study and e7perimentation. The present research is a descriptive research, as it wants to find out effectiveness of present performance appraisal system. The information has been gathered from survey of sample people selection from the company.

66

COLLECTION OF DATA

*ata collection is an integral part of the marketing research. There are several ways of collecting the appropriate data, which differ considerably in conte7t of money costs, time and other resources at the disposal of the researcher. The researcher should keep in mind two types of data vi9. (rimary and )econdary.

The primar+ 'a)a are those, which are collected afresh and for the first time, and thus happen to be original in character. (rimary *ata is collected throughE ;uestionnaire' in which division of &uestions are as followsE

1a3 0o. of close ended &uestions '" 1b3 0o. of open ended &uestions'? -bservation :nsturctured interviews

The secon'ar+ 'a)a are those, which have already been collected by some one else like various journals and publications of the company and that are used for &uick compilation of the report.

6?

4oth the methods were used for the compilation of the project.

Sampling

Method: Area: Unit:

circle

7imple Ran'om 7amplin* Circle O ice in 9aipur an' also o)her o ices in 9aipur o Reliance%

Emplo+ees o Reliance communica)ions in o ice%

Sample size:

3:: emplo+ees ;ues)ionnaire%

Research tool:

6$

PROJECT OVERVIEW

Hr activities at reliance communications in rajasthan includes following:

Talent acquisition Talent management Talent development admin

6@

The hr department of reliance communications is divided into four categories:

1)

TALENT ACQUISITION- It com)rises of RECR%IT2ENT AN0

&ELECTI7N of the candidates' 6enera++* this )rocess of finding the suitab+e candidates is done through the various consu+tancies such as 2AR60AR&1A:A0EC7- etc' The se+ection )rocedure in RELIANCE is started through the )rocess of short +isting the candidates who are e+igib+e and are fit in the cu+ture' The first interview is with the res)ective 170 and then with the 1R 1EA0 ; 2r' &anjeev &haran)and fina++* with the CIRCLE 1EA0; 2r' 6ur)reet singh)

5)

TALENT DEVELOPMENT- It com)rises of the TRAININ6 AN0 T1E 0E4EL7(2ENT 7< T1E E2(L7=EE&' This wor/ of training
and deve+o)ment a+so inc+udes the (2& which is conducted >%ARTEL= and the (LI ;(ER<7R2ANCE LIN:E0 INCENTI4E&) are given to the em)+o*ees res)ective+*' 4arious training needs are identified b* the 170 and the same is discussed with the 1R and the training is schedu+ed according+*'

8)

TALENT MANAGEMENT- It com)rises of MANAGING THE EMPLOYEES OF THE ORGANISATION with respe t t! their RETENTION AND SATISFACTION ' The team identifies the needs of

6D

the em)+o*ees and the same is fu+fi++ed according+*' The fu++ em)+o*ee database is managed through the we++ /nown techni?ue SAP"

9)

ADMIN - This de)artment of the 1R de)artment inc+udes the rest activities of

RELIANCE re+ated to em)+o*ees' It inc+udes the management of the stationer*the submissions of the chec/s etc'

Activities in Talent Development: $rainin% and De&elop#ent Acti&ities' (nduction and Orientation to ne" e#ployees' )erfor#ance *ana%e#ent +yste# based on alanced score card concept' Confir#ation Appraisal Cycle' ,e" HR initiati&es' De&elopin% and desi%nin% ne" for#ats and processes'

6=

INTRODUCTION OF PERFORMANCE APPRAISAL

(erformance .ppraisal is the systematic e(alua)ion o in'i(i'ual with respects to his+ her per ormance on the job and his po)en)ial for development. The performance being measured against such factors as job knowledge, &uality and &uantity of output, initiative, leadership abilities, supervision, dependability co'operation, judgment, versatility, health and the like. .ssessment should not be confined to past performance alone. (otential of the employee for future performance must also be assessed.

A )erfor#ance Appraisal #is a formal structured system of measuring and evaluating an employees job, related behavior and outcomes to discover how and why the employee is presently performing on the job and how the employee can perform more effectively in the future so that the employee, organization and society all benefits.

IMPORTANCE AND PURPOSES

68

(erformance appraisal is considered to be most significant and indispensable tool for an organi9ation for the information it provides is highly useful in making decisionE

!. 6. ?.

egarding various personal aspects such as promotions, salary increase, transfers, demotion and termination. They are means of telling a subordinate hoe he is doing, suggesting needed changes in his behavior, attitudes, skills or job knowledge. The superior uses them as a base for coaching and counseling the individual

6"

PERFORMANCE PLANNING PROCESS

?#

APPRAISAL FORMAT
In order to achieve these objectives the appraisal format should have the following componentsE '

Key Result Area (KRAs):

!. H .s are measures that are linked to business strategy and are cascaded from the business H .s. H .s are divided into si7 1D3 broad measurement dimensions which are Financial, ,ustomer, Innovation+Internal (rocess, (rojects, Cmployee 2earning and *evelopment and )ocietal. Cvery employee need not have H .s in each of these measurement dimensions 6. Cach H . would have a specific target. The target &uantifies or verifies the e7tent of achievement in a given time frame

Individual Contribution Areas (ICAs):

!. The I,.s capture the key impact areas of the employeeIs efforts which are not captured through H .s. They have been divided into three broad categoriesE' 2earning > Arowth, )pecial (rojects and -ther Gob esponsibilities. 6. These are &uantitative and+or &ualitative measures which are defined through conversation between employee and the manager. ?. .t the end of the year, evaluation on the I,.s is captured through the multirater feedback system.

?!

 Core Responsibilities(CRs):

!. ,ore responsibilities are significant ongoing task or outcomes based on day to day work and are part of the job responsibilities. 6. 0o pre determined targets are set for the core responsibilities in the performance planning phase.

Roles

and

Responsibilities

in

the

Performance

Appraisal Employee/Appraisee : Identification of H .s, , s and I,.s with their /anagerIs at the beginning of the (erformance ,ycle. ,ontribute to the setting of targets against each of the H .s with their /anager. ,ontribute to setting the weightages for the H .s, , s and I,.s have to be finali9ed in co'ordination with the /anager. ,omplete the (erformance plan and submit to the manager for verification. ,omplete the ;uarterly and 8alf'Fearly )elf review and collect feedback and guidance from the manager on the performance.

?6

 ,omplete the Fear end )elf .ppraisal and submit to the manager for year end appraisal.

Manager/Appraiser : Identification of H .s and I,.s with the employees at the beginning of the performance cycle
,ontribute to the setting of targets and e7pected levels of performance with

the employees. ,ontribute to setting the weightages for the H .s and I,.s have to be finali9ed in co'ordination with the employee 5erify and finali9e the performance plan for the employee for the year (rovide half yearly performance guidance and feedback, based on the self appraisal and actual versus target performance of the employee eview the year end self review of the employee and provide the final ratings for the H .s and I,.s )ubmit the final ratings to the reviewer for finali9ation of the rating Identify potential e7traordinary performers

Reviewer : 5alidate the performance plan for the employee and sign off on the document. eview and finali9e any deviation from the suggested weightages for H .s, , s and I,.s in the employee manual 5alidate the final score submitted by the manager

??

atify the managerIs identification of e7tra'ordinary performers

HR :It functions as a facilitator in the process would ensure adherence to guidelines, support, dispute resolution and modify design aspects to align with organi9ation re&uirements

APPRAISAL SYSTEM AT RELIANCE COMMUNICATIONS

PERFORMANCE MANAGEMENT SYSTEM!!!

. system for managing organi9ational (erformance.

. system for /anaging Cmployee (erformance.

?$

 . system for Integrating the /anagement of -rgani9ational and Cmployee (erformance.

. system for Integrating ewards to performance and plan development

RELIANCE MANAGEMENT SYSTEM

Purpose

PERFORMANCE

To institutionali9e an integrated system to support the organi9ation growth and create a performance driven culture, encompassing performance planning, monitoring, support and evaluation with a focus on employee learning and development. The (erformance /anagement )ystem acts as major integrating factor with the other 8 systems of the organi9ation as followsE
$evelopment %trategies

'Training

?@

',oaching '/entoring 'Gob otation+ Cnrichment+ enlargement

Recognition & Reward '(% (anagement Resources 'lanning

'Individual ecognition ' Inputs to earnings ' ,ompany esourcing (lan

Career & %election planning

' Inputs to )uccession (lans

'/apping towards competencies re&uired

PMS Framework

?D

Process at a Glance

?=

Phase 1:

'erformance 'lanning & Target %etting

(arch- (erformance measures and targets set jointly by employee and

manager

?8

 These are cascaded from the organi9ational goals to ensure alignment

Phase 2:

)nterim Review of performance

*uly and *anuary- ;uarterly reviews. Interactive feedback session only +ctober- /id year review. (rovision for revision of the performance plan
if re&uired, due to business e7igencies1 ,ourse correction mechanism3

Phase 3:- ,ear -nd 'erformance -valuation

.pril- .ssessment of achievement levels against targets by manager

followed by the process of normali9ation

Final rating communicated to the employee. In case of any disagreements, case submitted to the eviewer

PHASE-1 PERFORMANCE PLANNING

?"

What is the Balanced Scorecard????

. new approach to strategic management was developed in the early !""#Bs by *rs. obert Haplan 18arvard 4usiness )chool3 and *avid 0orton. They named this system the Bbalanced scorecardB. ecogni9ing some of the weaknesses and vagueness of previous management approaches, the balanced scorecard approach provides a clear prescription as to what companies should measure in order to BbalanceB the financial perspective. The balanced scorecard is a management system 1not only a measurement system3 that enables organi9ations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and e7ternal outcomes in order to continuously improve strategic performance and results. <hen fully deployed, the balanced scorecard transforms strategic planning from an academic e7ercise into the nerve center of an enterprise. <aplan an' Nor)on 'escri#e )he inno(a)ion o )he #alance' scorecar' as ollo&s$ LThe balanced scorecard retains traditional financial measures. 4ut financial measures tell the story of past events, an ade&uate story for industrial age companies for which investments in long'term capabilities and customer relationships were not critical for success. These financial measures are inade&uate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, technology and innovations.M

The balanced scorecard suggests that we view the organi9ation from four perspectives, and to develop metrics, collect data and analy9e it relative to each of these perspectivesE N The 2earning and Arowth (erspective

$#

N N N

The 4usiness (rocess (erspective The ,ustomer (erspective The Financial (erspective

Balanced Scorecard Flowchart

$!

OVERALL PROCESS OF BALANCED SCORECARD:The process consists of seven steps over three phasesE

$6

Phase 1:- The 7)ra)e*ic /oun'a)ion

7)ep 3$ ,ommunicate and align the organi9ation around a clear and concise strategy. This is the fundamental starting point behind everything else. Four strategy is what JfeedsM the 4alanced )corecard. 7)ep 4$ *etermine the major strategic areas or scope for getting the organi9ation focused on those things the organi9ation can actually do. 7)ep 2$ 4uild a strategic grid for each major strategic areas of the business.

Phase 2:- Three Cri)ical Componen)s

7)ep 5$ For each strategic objective on each strategic grid, there needs to be at least one measurement. /easurement provides the feedback on whether or not we are meeting our strategic objectives. 7)ep =$ )et targets for each measurementE For each measurement in your )corecard, establish a corresponding target. 7)ep 0$ !aunch pro*rams$ Things will not happen unless the organi9ation undertakes formal programs, initiates or projects.

Phase 3: - Deplo+men)
7)ep 1$ -nce the balanced )corecard has been built, you need to push the entire process into other pats of the organi9ation until you construct a single coherent management system.

CASCADE GOALS

$?

,ascade refers to the process of aligning organi9ational goals to individual goals in a series of steps.

,ascading of goals ensures that all efforts within the organi9ation are focused towards a common organi9ation wide goal. Cascade of goals from organi ation to business & functional level

$$

Cascade of goals to Individuals Scorecards:

$he process of dra"in% out indi&iduals KRAs happens in the follo"in% #anner.-

Alignment of Goals and Targets:/ertically / Do the %oals of the indi&idual ali%n "ith the %oals of
the depart#ent di&ision and or%ani0ation1

$@

Horizontally Do the tar%ets for the su# of the indi&iduals add

to%ether to achie&e the tar%et of the depart#ent1

Developing Action Plan Once the %oals ha&e been deter#ined and a%reed upon by the #ana%er, initiati&es to support the %oal can be identified'

$D

PHASE-2 INTERIM REVIEW

Benefits of Interim Review:
- .llows provision of performance plan, if re&uired ' 8ighlights areas of inputs, guidance, support re&uired by appraisee ' .llows appraiser to give feedback > create coaching plan, if re&uired ' .llows documenting feedback for final year and discussion > evaluation

Interim Review Process:

0uarterly Reviews- *uly & *anuary

' Interactive feedback session between manager and employees ' *oes not result in a performance score ' Feedback is documented during each review session and discussed at the year end evaluation (id ,ear Review- +ctober ' (rovision for mid courses revision to (erformance plan in case of e7traneous circumstances ' .ny modification to be ratified by manager and signed off by reviewer

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INTERIM REVIEW PROCESS

$8

PHASE-3 YEAR END PERFORMANCE EVALUATION

Benefits of Year end Performance Evaluation

!. einforce (erformance C7cellence within the organi9ation 6. eward and recogni9e high performance ?. einforce organi9ationIs priorities and goals

Year end Performance Evaluation Process

!. Take place in .pril of each Fear 6. .ssessment of achievements of H .s, , s and I,.s by self > manager ?. Interim review feedback is also discussed $. oles with multiple reporting ' /ulti'rater feedback obtained ' Final ratings by administrative manager

$"

YEAR

END

PERFORMANCE

APPRAISAL

PROCESS

Year end Performance Evaluation Process Continued

!. Final score is calculated from individual ratings on H .s, , s and I,.s 6. Final score is normali9ed ?. Final rating is arrived at

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' Final rating is different from Final score

PERFORMANCE RATINGS SYSTEM

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NORMALIZATION Benefits of Normalization

3" Cnsures e&uity in ratings between departments and )4:s 4% Cnsures same standards of performance evaluation across organi9ation 2% Cnsures fairness and recogni9es individual, team, business performance to organi9ational goals

What is Normalization???
3% .lignment of individual performance to relevant business unit performance 4% .lignment of business unit performance to circle or business performance 2% esults in a final performance rating

Normalization Process:
3% 0ormali9ation results are computed on the ).( system 4% eview is held by 0ormali9ation committee

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2% eview takes place at both *.H, > ,ircle levels

NORMALIZATION PROCESS

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Study of appraisal system

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For the study of performance management system in eliance a &uestionnaire was prepared.The &uestionnaire consisted of !6 &uestions with the combination of both close ended and open ended &uestions. The &uestionnaire was designed to know the effectiveness of (/). It helped us to know the views of the employees regarding (/) in eliance.

)1T-R'R-T.T)+1
23 Rating of understanding of '(%:

what is the general understanding of '(%

674 54

234 8or pro#otion and incenti&e 8or careeer %ro"th 8or for#ality Chec! de&iation

354

-nly !=O were aware that it is to basically check the deviation of actuals from the standard. /ostly the employees were of the opinion that it is for the career growth as well promotions and incentives. .s every appraisal is followed by some kind incentive thus ma7imum employees relate it to only incentives and thus growth.

@@

43 Rating of formal discussion of performance with line manager

How often does your team leader or line manager formally discuss your performance with you5

34

634 ;uarterly Half yearly Only at ti#e of appraisal ,e&er 594

:24

The graph clearly indicates that $8O employees were of the opinion that their team leaders discuss their performance at least half yearly. This shows a positive sign on the relationship of the two. *iscussing the performance would help the employee or trainee improve on his +her weak areas and thus increase their working efficiencies.

63 Rating of understanding of 7R.s

$o you posses clear understanding of 7R.s5

=4

34 224 +tron%ly a%ree A%ree Disa%ree +tron%ly disa%ree

<54

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<hen asked from the employees about the understanding of the H .s on which the entire performance appraisal of the organi9ation is judged,D$O of the employees were aware of it.This clearly indicates that the organi9ation puts an e7tra effort on the performance appraisal of each and every employee. The H .s are well defined to the employees and also the guidelines are already e7plained to the appraise as well as appraiser by the 8 .

83 Rating of 7R.s being realistic

The 7R.s set for you are realistic5

654 274 +tron%ly a%ree

RECOMMENDATIONS
:<4

2:4

A%ree Dia%ree +tron%ly disa%ree

-ne basic reason to ask this &uestion was put up under study wasto analyse and see whether the employees are satisfied with the work assigned to them. It is very important to enjoy your work,and to also know from the employees that the H .s set for them,are infact realistic according to them or not. This pie chart depicts the degree of the truth of this statement.6=O employees felt that they do the work and are able to achieve the targets on time,i.e they believed that the H .s set for them are realistic and achievable.?DO also agreed to the same statement but with a less magnitude, while 6?O

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felt that there is still a room for improvement and that the H .s can be more realistic and

rest were not at all satisfied with the kind of work given to them as they said that they belong to some other field and are given the work of some other field.

93 Rating of 7R.s being :uantified

.re the 7R.% 0uantified for each level of employees5

654 274 +tron%ly a%ree 2:4 A%ree Dia%ree +tron%ly disa%ree

:<4

This shows that 6=O of the respondents strongly agreed to the statement. They thought that their key responsibility areas are properly and timely &uantified. .nother ?DO people thought the same.6?O workforce under study thought that there might be some amendment in the &uantification of the H .s.The !$O were the same who did not find their H .s realistic. /ore or less I received a positive response,

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even though the organi9ation must find ways to convert the opinion of rest employees.

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; <a3 Rating of Training opportunity as benefit of '(%

Training opportunity as benefit of '(%

654 :<4 2:4 +tron%ly a%ree a%ree disa%ree +tron%ly disa%ree

274

-n asking from the employees which of the following you think is the best benefit of the (/),only !$O found training as the benefit of (/) and 6?O also somewhat greed to it,but the major number of employees did not find training as the benefit of (/).This clearly reflects that there are comparatively less training opportunities for the employees.

;<b3 Rating of promotion as benefit of '(%

'romotion as benefit of '(%

6:4 :94 224

+tron%ly a%ree A%ree Disa%ree +tron%ly disa%ree

274

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-n asking for promotion as the benefit of (/) ?8O strongly agreed to it and 6=O also agreed to it but with a different opinion. Thus, major number of employees believes that if they perform well then there are better chances of promotion as well as growth for them .

;<c3 Rating of incentives as benefit of '(%

)ncentive as benefit of '(%

634

524 674

+tron%ly a%ree A%ree Disa%ree +tron%ly disa%ree

2<4

)imilarly on asking for incentives as the benefit of (/) major number of employees agreed to it and believed that (/) is directly linked to their performance and the better they perform better is the incentive made for them. Thus they knew it that it is very important to perform their job well and complete their H .s in time as well efficiently and effectively. Thus for the above &uestion we can very well conclude that employees are more concerned about their incentives and are very well aware of the fact that it is only their best performance that will fetch them growth in terms of both monetary as well career.

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=<a3 Rating of influence of '(% on 'roductivity

$o '(% influence productivity at individual or department level

694

624

6<4

+tron%ly a%ree A%ree Disa%ree +tron%ly disa%ree

354

=<b3 Rating of influence of '(% on improved efficiency and effectiveness

$o '(% influence increased efficiency and effectiveness at individual or department level5

674

2:4 +tron%ly a%ree a%ree

224

Disa%ree +tron%ly disa%ree :94

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=<C3 Rating of influence of '(% on career development

$o '(% influence career development at individual or deapartment level5

6=4

624

+tron%ly a%ree a%ree :24 :74 Disa%ree +tron%ly disa%ree

=<d3 Rating of influence of '(% on succession planning

$o '(% influence succession planning at individual or department level5

624

=4 +tron%ly a%ree 274 A%ree Disa%ree +tron%ly disa%ree

324

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-n asking from the employees about the influence of (/) on certain factors, mostly the employees were of the opinion that (/) influences their efficiency as well as effectiveness the most. They believed that through appraisal they come to know their strong area as well as their weak area after appraisal they have the clear picture of where they are performing well and also where they need to improve and devote more efforts to make their performance up to the mark. This section got the highest percentage with 6?Ostrongly agree and ?8O agree. )imilarly second highest score was of career development with !6O strongly agree and ?6O agree. Thus we can conclude that employees are well aware that it is the (/) only that provides ample opportunity to them to give their best performance and prepare a room for rewards.

>3 Rating of satisfaction on performance lin!ed incentives

.re you satisfied with the performance lin!ed incentive in your organi ation5

94 624

694 +tron%ly A%ree A%ree Disa%ree +tron%ly disa%ree <24

The pie chart clearly depicts that ma7imum no. of employees are satisfied with the performance linked incentive that they receive after their appraisal.D6O employees were of the opinion that the (2I they receive is justified by their superiors.

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?3 Rating of fairness of performance appraisal

$o you thin! performance appraisal is a fair reflection of your performance5

<4 6:4 2:4 +tron%ly a%ree A%ree Disa%ree +tron%ly disa%ree 394

JThis is the most trickey of all the &uestions in the &uestionnaireM, was &uoted as saying by one of the officials. /ost of the respondents agreed to the fact that the current (/) is free from any kind of bias. This statement finds support from the fact that @8O of the employees agreed to the fact that the (/) is a very stringent process and takes into account the actual performance of the employee and identifies H . and manages the performance planning in an unbiased manner. 4ut there are !?O of the people who believe that the current system of managing performance has loopholes and is biased towards certain employees.

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suggestions
.. system of psychological appraisal can be introduced where psychologists are used to specifically assess an individualBs future potential. The appraisal normally consists of in depth interviews, psychological tests, discussions with supervisors and a review of other evaluations. The psychologist then writes and evaluation of the employeeBs intellectual, emotional, motivational and other work related characteristics that suggest individual potential, This will make the potential appraisal more specific and a reliable date source for making employeeBs promotion decisions and future development.

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The counseling sessions are conducted and the reporting officer obtains the signature of the ratee after the session but a post appraisal interview report, handwritten may be introduced. The report may consist of' 1a3 1b3 1c3 /ain points conveyed by the superior. eactions of the employees appraised. )ummary of the agreed programme.

1d3 Finally the date of post appraisal interview and signatures of both the employee and the reporting officer

3 % Team appraisal. .long with the individual appraisal there can be team
appraisal also. In this focus should be on the achievement of the team as a whole. The team should be appraised on the basis of the contribution to the organi9ation goal. The ratings should be given team wise and then it should be compared with other teams. The team which gets the highest rating can be declared as PThe 4est Team of the FearI.This will not only improve the team efficiency but also will motivate other teams to improve and achieve. The team which turns out to be the best should not only be given monetary benefits but also an award for the entire team. <ith the consent of the team members an

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e7clusive award can also be given to the team member whom they think is the key contributor to their achievement.

4. It has been seen that individuals who are rated as JoutstandingM receive a
substantially high amount of increment and a promotion is awarded in recognition to their e7cellent performance. In addition to this, a system of awarding certificates and memento+ shields to outstanding employees on a particular day fi7ed for this purpose may also be introduced. )uch a system would increase a sense of recognition and achievement in the outstanding raters and would also help in motivating other employees. The day may be designated as J-utstanding .chieversM day the awards may be given away to all the outstanding raters by the president in the presence of the other employees gathered for this purpose. In this not only the performer of the winning team should be included but also those employees who have been very good performers throughout year irrespective of their teamIs performance.

5. EFFECTIVE COUNSELING
>Counselin* is a means an' no) an en' in i)sel ?@ this should be well included in oneIs mind. *evelopment does not occur just because there is counseling could be used as an effective instrument in helping people integrates with their organi9ation and have a sense of involvement and satisfaction. There should e7ist a dialogic relationship in goal setting and performance review. <ith such a collaborative effort, counseling effort, counseling can result in more objective results. /ore emphasis should be pondered on% Q Q Q Aeneral climate of openness and mutuality. Cmpathic attitude of management. )ense of uninhibited participation by the subordinates in

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the performance review process. > Focus on work oriented behavior and work related problems.

6.

PERIODIC THERAPY SESSION

(eriodic psychotherapy sessions can be conducted for assessing the employeesB emotional, intellectual motivational and other work related problems if any. This will help removing their problems and work more efficiently psychotherapy can be given through interviews, &uestionnaires, case study method, etc. The work in itself never ceases at mere assessing task but a proper planned action and feedback programme are rather most important of all. This psychotherapy session will also help in including a feeling of consideration of the company towards its employees.

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Conclusion

:pon analy9ing each dimensions of the &uestions under study, following are the conclusions drawnE

;uestions !'6 reflect about the understanding of (/) among employees which shows that most of them relate it with their career growth. )imilarly for the 6nd &uestion it is concluded that mostly the performance is discussed formally with line managers only half yearly. ;uestions ?'@ are basically on H .s which is the major cause of appraisals. It reflects the positive responses of employees as they are well aware of their H .s and also find them not only realistic and achievable but &uantified too. Thus we can conclude that the H .s set are realistic and achievable. It is also observed that the employees relate (/) basically with the incentives and then promotions as well as trainings. Thus it is important that after the appraisal low performers should also be asked for the kind of training they re&uire and then provide them with it, as training plays an essential role in improving performance. /ostly employees also understand that appraisal basically results in improved efficiency as they are then aware of their strong and weak areas which also results in their career development. It is found that the satisfaction level of employees regarding their incentives as well as the fairness in (/) of their organi9ation is really high and thus, very positive for the organi9ation as their employees are well content with it.

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%@+T .1.A,)%
&.7T ana+*sis is a basic- straightforward mode+ that )rovides direction and serves as a basis for the deve+o)ment of mar/eting )+ans' It accom)+ishes this b* assessing an organi@ations strengths ;what an organi@ation can do) and wea/nesses ;what an organi@ation cannot do) in addition to o))ortunities ;)otentia+ favorab+e conditions for an organi@ation) and threats ;)otentia+ unfavorab+e conditions for an organi@ation)' &.7T ana+*sis is an im)ortant ste) in )+anning and its va+ue is often underestimated des)ite the sim)+icit* in creation' The ro+e of &.7T ana+*sis is to ta/e the information from the environmenta+ ana+*sis and se)arate it into interna+ issues ;strengths and wea/nesses) and eAterna+ issues ;o))ortunities and threats)' 7nce this is com)+eted- &.7T ana+*sis determines if the information indicates something that wi++ assist the firm in accom)+ishing its objectives ;a strength or o))ortunit* This chec/+ist is for those carr*ing out- or )artici)ating in- &.7T ana+*sis' It is a sim)+e)o)u+ar techni?ue which can be used in )re)aring or amending )+ans- in )rob+em so+ving and decision ma/ing' I++ustrative diagram of &.7T ana+*sis If &.7T ana+*sis does not start with defining a desired end state or objective- it runs the ris/ of being use+ess' A &.7T ana+*sis ma* be incor)orated into the strategic )+anning mode+' An eAam)+e of a strategic )+anning techni?ue that incor)orates an objective-driven &.7T ana+*sis is &CAN ana+*sis' &trategic (+anning- inc+uding &.7T and &CAN ana+*sis- has been the &ubject of much research' &.7T ana+*sis can be used for a++ sorts of decision-ma/ing- and the &.7T tem)+ate enab+es )roactive thin/ing- rather than re+*ing on habitua+ or instinctive reactions'

The )<-T analysis template is normally presented as a grid, comprising four sections, one for each of the )<-T headingsE )trengths, <eaknesses, -pportunities, and Threats. The free )<-T template below includes sample &uestions, whose answers are inserted into the relevant section of the )<-T grid. The &uestions are e7amples, or discussion points, and obviously can be altered depending on the subject of the )<-T analysis. 0ote that many of the )<-T &uestions are also talking points for other headings ' use them as you find most helpful, and make up your own to suit the issue being analy9ed. It is important to clearly identify the subject of a )<-T analysis, because a )<-T analysis is a perspective of one thing, be it a company, a product, a proposition, and idea, a method, or option, etc.

8ere are some e7amples of what a )<-T analysis can be used to assessE =#

a com)an* ;its )osition in the mar/et- commercia+ viabi+it*- etc) a method of sa+es distribution a )roduct or brand a business idea a strategic o)tion- such as entering a new mar/et or +aunching a new )roduct a o))ortunit* to ma/e an ac?uisition a )otentia+ )artnershi) changing a su))+ier outsourcing a service- activit* or resource an investment o))ortunit*

Stre#$th Low Entr* Cost Commission &tructure <ast Activation (rocess Networ/

%e&'#ess $randing Image 0istribution )rob+em Limited )roduct )ortfo+io2obi+e Lac/ of Com)etitive &trength

7n+*

Opp!rt(#it) (reference of 6&2 over C02A New &)ecia+ist A))+ication Rura+ Te+e)hon* New 2ar/et- 4ertica+- 1ori@onta+

Thre&t (o+itica+ destabi+i@ation' New Entrants IT 0eve+o)ment 2ar/et 0emand

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annexures

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;UE7TIONNAIRE /OR PER/ORMANCE MANAGEMENT 7Y7TEM

O"9ECTI8E$ The rationale to outline the &uestionnaire is for both the academic as well as management purpose and the information revealed by you will be strictly kept confidential, so please try to be as honest and objective as possible. AAB .ge E

*epartmentE Aender E

A"B ;UA!I/ICATION7E RRRRRRRRRRRRRRRRRRRR.. ACB E6PERIENCE $ C7perience in reliance 1years+ month3 RRRRRRRR ADB DO YOU THIN<C 1i3 <hat is the general understanding of (/)S 1a3 Is it for promotion and incentive 1b3 Is it for career growth 1c3 Is it a formality every year 1d3 Is to check the deviations of actual from standards set

1 1 1 1

3 3 3 3

1ii3

8ow often does your team leader or line manager formally discuss your performance with youS 1a3 1b3 1c3 1d3 ;uarterly 8alf yearly -nly at the time of appraisal 0ever 1 1 1 1 3 3 3 3

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1iii3

1iv3

*o you possess a very clear understanding of the H .s S 1a3 )trongly .gree 1 3 1b3 .gree 1 3 1c3 *isagree 1 3 1d3 )trongly disagree 1 3 The H .s+targets set for you are realisticS 1a3 )trongly .gree 1 3 1b3 .gree 1 3 1c3 *isagree 1 3 1d3 )trongly *isagree 1 3
Are the :RAs set ?uantified for each +eve+ of em)+o*eesB ;a) &trong+* Agree ; ) ;b) Agree ; ) ;c ) 0isagree ; ) ;d) &trong+* disagree ; ) .hat benefits cou+d be derived from (2&B NA2E &trong+* &trong+* Agree Agree 0isagree 0isagree ;a) ;b) ;c ) ;d) Training o))ortunit* ; ) (romotion ; ) Incentives ; ) 7thers ;)+ease s)ecif*) ; ) ; ) ; ) ; ) ; ) ; ; ; ; ) ) ) ) ; ) ; ) ; ) ; )

;v)

;vi )

;vii)

Can (2& inf+uence an* of the fo++owing at individua+ or de)artmenta+ +eve+B NAME &A Agree 0isagree &0

1a3 1b3 ;c) ;d)

(roductivit* Im)roved efficienc* and effectiveness Career deve+o)ment &uccession )+anning

; ) ; ) ; ) ; )

; ) ; ) ; ) ; )

; ) ; ) ; ; ) )

; ) )

; ) ; )

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;viii)

Is the current (2& connected with variab+e )arts of com)ensation- or are *ou satisfied with the )erformance +in/ed incentive in *our organi@ationB 1c3 &trong+* Agree ; ) 1d3 Agree ; ) 1e3 0isagree ; ) 1f3 &trong+* disagree ; ) 0o *ou thin/ the )erformance a))raisa+ is a fair ref+ection of *our )erformanceB

;iA)

;a) &trong+* Agree ;b) Agree ;c) 0isagree ;d) &trong+* disagree

; ) ; ) ; ) ; )

;A) .hat im)rovementsC suggestions can be there for the )resent a))raisa+ s*stemB DDDDDDDDDDDDDDDDDD' DDDDDDDDDDDDDDDDDD' DDDDDDDDDDDDDDDDDD'

;Ai)

0o the (2& )ossess an* +oo)ho+esB DDDDDDDDDDDDDDDDDD' DDDDDDDDDDDDDDDDDD' DDDDDDDDDDDDDDDDDD'

;Aii) (+ease suggest an* other mode+ to increase efficienc* and effectivenessB DDDDDDDDDDDDDDDDDD

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BIBLIOGRAPHY
BOO*S+ 6'&' &udha- EHuman Resource ManagementF;R$0) %dai (aree/ and T4 Rao- EHuman resource planningF NE%SPAPER+ $usiness &tandard MAGA,INE+ India Toda* %EB SOURCESG www're+ianceada'com www'businessba++s'com www're+ianceinfo'com www'goog+e'com

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