Beruflich Dokumente
Kultur Dokumente
Cascading Down of Goals at the Executive Director and General Manager/BUHs Level
Cascading Down of Goals at the Head of Department Level and other levels below
Performance Planning
Mid-year Review
Joint review of performance Document changes in KPAs if any Document mid-year review discussions
PMS Process
Feedback
Step 5
Annual Assessment
Step 3
Normalisation Process
Step 4
Assessment of KPAs, Competencies, Values and Potential by appraiser Training and Development Plans Review by reviewing officer
Process Steps
Set KPAs KPA setting for all appraisees in consultation with the reporting officer (appraiser) KPAs to be set by referring to the KPA Directory and taking inputs from the MoU targets, functional plans, individual responsibilities and cascading of KPAs from the top The KPAs, once finalised, to be signed off by the appraiser and the appraisee Identify Competencies Functional competencies for the appraisee to be identified and written in the PMS form by referring to the Competency Directory Managerial competencies to be identified from the prescribed set on the PMS form
Company Goals
Initiatives
Unit Goals
Special Tasks
Why is it critical?
Parameters for performance measurement are predefined Objectives are prioritized Individual performance is enhanced by clear definition of deliverables Role of individuals is clarified within overall organizational context
The critical few areas which define the employees contribution towards achievement of organizational objectives They are to be derived from MoU, functional plan, plant level plan, supervisors priorities etc. Select KPAs where there is greater element of control. KPAs of managers in a chain are linked to a large extent. Thus, many managers have the interest to support a managers KPAs.
A KPA based Performance Management System plays a critical role in achieving business strategy
Define Job Families Define Roles Develop KPAs
Achieve Business Strategy and Goals Communicate the strategy, goals and management priorities to the organisation Provide a vehicle to align the objectives, actions and behaviour of employees with the overall objectives of the organisation Provide control to management Track progress towards goals Assign responsibility and accountability Provide early warning to top management Enable the organisational and individual improvement process Gather data to measure performance Identify areas that need improvement Provide objective feedback and facilitate learning
A KPA based Performance Management System provides the rudder which management requires to steer the ship
EDs
GM AGM
SelfResponsibility
NO CONTROL
FULL CONTROL
PARTIAL CONTROL
Type of KPAs
Define Job Families Define Roles Develop KPAs
Numeric
PLF, Availability, Profit, Cost, Inventory
Time/ Deadline
Projects, Clearance, Maintenance, Land Acquisition, Accounts, Budgets, Engineering
Negative
Complaints, Grievance, Accidents, IR problems, man days lost, Rejection, etc.
U R G E N C Y
LOW
ACTIVTY TRAP
HIGH
FIRE FIGHTING
EMERGENCY
THE UNIT OF MEASUREMENT FOR ANY KPA CAN ONLY BE ONE OF THE
THREE ,VIZ., % , TIME , Nos.
EACH KPA SHOULD CARRY AT LEAST 3 MARKS NO KPA CONSTITUENT SHOULD HAVE MARKS IN DECIMALS SUCH AS 3.5
OR 4.5.
EVERY
Performance Planning
Performance Planning is done through a process of discussion between executive and the reporting officer to arrive at the performance targets for the Key Performance Areas (KPAs)
Corporate Plan
Initiatives
Special Tasks
Individual Goals
Performance Planning
Identify the KPAs, their constituents (Activities), measures for each constituent, marks and three different performance (target) levels. While filling the form, the guidelines need to be kept in mind. KPA directory available for reference
Performance Planning
Example of KPAs: Coal Mining CBA Act 1957 (L3): Site
SNo KPA indices with marks Constituents of the KPA index Measure Weightage of constituents Target performance levels Stretch (100%) Intermediate (80%) Base (60%)
Collection of relevant data (Khatian, Maps, etc) (Section 4) Preparation of land plan and land schedule (Section 4) Submission of land plan & land schedule to CC (Section 4) Preparation of Land Plan (Village wise, Plot details) (Section 7) Freezing of Block Boundary (Section 7) Verification of plot details (Section 7) Submission of land plan to CC (Section 7) Collecting data of nature and the extent of the land to be acquired (Section 9) Submission of data to CC (Section 7) Liaisoning for Section 10
Time Time Time Time Time Time Time Time Time Time
Assigning Weightage
Understanding the Relative Importance of Each Key Performance Area. Understanding the Difficulty of Each Key Performance Area. Understanding Superiors Perspective. Discussing Weightage with the Superior. Convert the Weightage of Each KPA for the Different Levels of Performance.
PMS would comprise assessment on four parameters with different wieghtages for various levels
SNo. 1. PMS Parameter KPA E1-E3 80 10 E4 75 10 E5 65 10 E6-E8 50 10 E9 50 5
2 (a) Functional Competency Assessment 2 (b) Executive/Managerial Competency Assessment 3 4 Core Values Assessment Potential Assessment Total
05
05
10
15
15
05 Nil 100
05 05 100
05 10 100
15 10 100
20 10 100
For executives in lower grades, there is higher weightage on KPAs and functional competencies as the there is higher focus on achieving the immediate functional tasks The weightage on managerial competencies and values increases for an executive as the grade increases because the role requires achieving business goals by managing work of other employees
Types of Competencies
Functional
Competencies that are required for success in a particular function or job family Typically involve demonstrating technical/expert knowledge
Managerial
Behavioral in nature Generally relevant to all employees
The opportunity to link HR systems with business objectives A common language to define the skills, knowledge and behaviors required for successful performance in positions across the organization An integrated approach to people issues Recruitment, PMS, Training etc. Improved quality of information on people within the organization
Job families have been defined on the basis of the roles performed by different departments within a function
Level Typical Grade (1)
Define Job Families Define Roles
L1
E6 E7
L2
E5 E6
Main Plant
Electrical testing
L3
E1 E5
Generator High Low tension tension Switch Switch Gears Gears Transformers and switch yard maintenance Motors Electrical testing ESP
Motor s
Note: (1) Actual grade varies from plant to plant depending up on size of the plant and experience of individual
Role
Ensure high availability of all electrical equipment and systems in the power plant Minimise cost of electrical maintenance of the plant Supervision of maintenance measures in electrical maintenance division and ensuring quality of maintenance Ensure availability of spares and other infrastructure for maintenance Minimise response time to the customer (i.e. Operations) for handling routine day-to-day problems Optimise equipment lifecycle cost Ensure compliance with safety requirements Optimise Mean Time Between Failure (MTBF) and Mean Time To Repair (MTTR) Plan resource requirements for electrical maintenance manpower, materials and contracts Network with other electrical maintenance teams in the plant and at other locations to capture learning Coordination with R&M for equipment upgradation
Illustrative
Managerial Competencies
S No 1
2 3 4 5 6
E1-E5 M
M M
E6-E7
E7A-E8
E9
M D M M
7
8 9 10 11 12
Decision Making
Business Attitude Leadership Vision and Strategic Thinking Resource Management and Administrative Ability Interpersonal Skills
M
M M M M M
13
14 15 16 17 18
System Orientation
Innovation and Creativity Adaptability Empowering and Motivational Ability Cost Consciousness Quality Consciousness
Total
11 (08)
11
11
10
M Mandatory Competencies, Other shaded boxes Optional Competencies of which 3 need to be selected for assessment
Performance Planning
Managerial/Executive Competencies
Reporting officer and executive to choose three competencies in addition to mandatory competencies based upon direct and significant relevance to the executives area of responsibilities Mandatory competencies and the basket available depends on the level of executive
Performance Planning
Core Values
E6-E7
Leadership System orientation
E7A-E8
Leadership Networking and relationship management Coaching and counseling
E9
Corporate citizenship Networking and relationship management Coaching and counseling
Team Building
Business Attitude
Change management
Guidelines for changing KPAs in the mid year Change in roles and responsibilities of appraisee (transfer, additional role etc.) Changes in organisational goals Unanticipated projects Abandonment of project as per corporate directive Situations beyond control of the appraisee such as accident or emergency situations
Review the marks given for each section by the appraiser check for overrating or underrating Hold discussion with appraiser in case changes in scores are required Rationale for changes in scores must be documented on PMS form Reviewing officer and appraiser sign-off on the PMS form
Annual Assessment
The reporting officer is to invite the concerned executive to participate in the annual assessment.
Annual Assessment
During annual assessment marks to be provided for the following: KPAs
(to
be
Managerial/Executive competencies (to be evaluated on 10 point scale) Values (to be evaluated on 10 point scale) Potential competencies (to be evaluated on 10 point scale) Special achievements to be filled
Annual Assessment
Final Output PMS scores from Appraiser Reviewer to check integrity Performance Management Committee
Top 30% Middle 65% Bottom 05%
Process Steps of Normalization Plot distribution of scores for the cluster to check for skewing within and across departments Checks to be made whether employees have been overrated or underrated on various PMS parameters such as: KPA assessment Competencies, Values and Potential assessment Make suitable adjustments to scores, where necessary, Scores (revised and unchanged) and reasons for moderation to be documented in PMS form All appraisees in the cluster must be categorized into Top 20%, Middle 70% and Bottom 10%
Depending upon the grade and location, employees would be normalized either at the Plant, RHQ or CC
Grade E1-E4 (to be normalised together) E5 Posted at Plants, Projects RHQ CC Plants, Projects RHQ CC E6 Plants, Projects, RHQ CC E7, E7A, E8 and E9 Plants, Projects, RHQ, CC To be normalized at Plant/ Project RHQ CC Plant/ project RHQ CC RHQ CC CC
Normalization
Principles of Normalization Cluster of different departments have been created (at various levels) for effective normalization of performance
Departments with affinities have been congregated to form clusters Depending upon the level, location and the number of executives in the given level function, clusters would be either at the plant, RHQ or CC level The PACE reports of executives who have been transferred during the course of an assessment year shall be normalized at the place of posting where he/she is working as on the last day of the relevant assessment cycle
Example of Cluster
PMS Training and Development System Inputs for Competency Assessment and Development Plans designing of training programmes Career Development System Competency profiles of employees would provide inputs for job rotation and placement decisions
Human Resources Final Score Relative Ranking (Top 20%; Middle 70%; Bottom 10%) Developmental Feedback
Appraiser
Employee
Snapshot of the Contents of the PMS Policy Applicability: Manual PMS Policy would be applicable to: All Executives of NTPC (E1-E9) Objectives Executives on deputation joining NTPC or those retaining lien while PMS Process
Performance Planning -MYR Annual Assessment -Normalisation Feedback, Coaching and Counselling
in service of NTPC For those joining in the middle of assessment period with minimum service of 3 months during the period
Activity
Issue of PMS Forms Performance Planning
Target Dates
Ist Dec. 15th Dec. 1st Jan. - 25th Jan
Responsibility
HR Department Executive Reporting officer
Submission to HR
Mid Year Review Issue of PMS Form for Midyear Review
30th Jan.
20th June- 30th June
Reporting officer
HR Department
System of Appeal
Incase of grievance on the individual performance scores finalized by the performance management committee (PMC), the grievance can be directly put up to an appellate authority (ies) which is one level above the PMC with a copy to concerned HR.
Only such cases where change of marks is equal to or more than 5% of that awarded by the Reporting Officer shall be eligible for appeal
Level
E1 E4 E5 E1 to E4 E5 E1 to E4
CC
All locations All locations
E5
E6 E7/E7A