management trainee program-hr

1MANAGEMENT TRAINING PROGRAM AND OUTCOMES

MANAGEMENT TRAINEE PROGRAMPROJECT REPORT 1

DEPARTMENT- Human Resource Management

TOPICS- Employee Guide to DM RiseE-Recruitment

Development of the Meta-competency Questionnaire

AUTHOR- Swati Iyer

Harsh Bharti

GUIDE- Ms Gargy Mohanty

Ms Priya Kantroo


AbstractThis report consists of the three project initiatives taken by Swati Iyer and Harsh Bharti in the

department of Human resource management namely creating the Employee manual to DM rise,

E-recruitments and Development of the meta-competency questionnaire. The first project of

creating an employee guide basically involved us understanding out the performance

management system functions at Aster DM healthcare and making it easier for employees of the

company to accept and adopt. The second project on E-recruitment required us to identify key

positions in the company that were vacant and required to be filled by suitable personnel through

online job portals like Linked.in and NaukriGulf etc. Lastly the Project on the development of

the meta-competency questionnaire was a continuation of the DM Rise initiative taking it to the

next level. We were required to develop questionnaires which will be used to identify key

competencies in employees which forms an important part of the Performance management

initiative. The report aims at providing a brief outline to the various stages involved in the three

projects. It also contains the key contributions made by the two of us working in the department

for a brief period of time. Lastly the report consists of our observations in how the company

functions and how these projects and contributions made will be used in the future.


Acknowledgement

We are using this opportunity to express our gratitude to everyone who supported us throughout

this project. I am thankful for their aspiring guidance, invaluably constructive criticism and

friendy advice during the project work. I am sincerely grateful to them for sharing their truthful

and illuminating views on a number of issues related to the project.

We express our warm thanks to Ms. Gargy Mohanty and Ms. Priya Kantroo for their support and

guidance at DM Healthcare.

We would also like to thank all the people who provided us with the facilities being required and

conductive conditions for our project.

Thank you,

Harsh Bharti

Swati Iyer


Table of ContentsMANAGEMENT TRAINEE PROGRAM...........................................................................................................1

Abstract.......................................................................................................................................................2

Introduction.................................................................................................................................................5

Project phases..............................................................................................................................................6

Project 1: Employee manual for DM Rise...............................................................................................6

Project 2: E-recruitment...........................................................................................................................7

Project 3: Meta-competency questionnaire..............................................................................................7

Results and findings....................................................................................................................................8

Project 1: Employee manual for DM Rise...............................................................................................8

Project 2: E-recruitment...........................................................................................................................8

Project 3: Meta-competency questionnaire for junior management.........................................................8

Conclusion...................................................................................................................................................9

Appendix...................................................................................................................................................10

DM RISE employee manual....................................................................................................................14


Introduction

There is a common myth that the field of human resources involves dealing with people. But that

is a very narrow definition. It also involves the creation of systems and processes which help the

people in the company to work better and be more productive. Our first project involved

understanding the process of human resources and the performance management system

followed at DM Healthcare. Performance management (PM) includes activities which ensure

that goals are consistently being met in an effective and efficient manner. Performance

management can focus on the performance of the an organization, a department, employee, or

even the processes to build a product of service, as well as many other areas.PM is also known as

a process by which organizations align their resources, systems and employees to strategic

objectives and priorities.DM rise in an initiative taken by the senior management of the company

along with the Human resources department aiming at revamping the process of performance

management. In the span of one week we were required to create a manual so that the employees

can read it and further accept and adopt the new system.

During the same week we also worked on E-recruitments. It is the process of

personnel recruitment using electronic resources, in particular the internet. Companies and

recruitment agents have moved much of their recruitment process online so as to improve the

speed by which candidates can be matched with live vacancies. Using online job advertising

boards and search engines, employers now fill posts in a fraction of the time previously possible.

Using an online e-Recruitment system may potentially save the employer time as usually they

can rate the e-Candidate and several persons in HR independently review e-Candidates. The 3

senior positions we worked on are Assistant Legal Advisor, Graphic designer, IT/HRMS project

manager. We had to identify the key points in the Job description given to us and use it to

conduct a search on Naukrigulf.

On the last week we worked on the development of a meta-competency questionnaire for the

new performance appraisal system. Competence is the ability of an individual to do

a job properly Competency is also used as a more general description of the requirements of

human beings in organizations and communities. We had to understand the concept of each

competency and make a questionnaire consisting of different questions for the same.

http://en.wikipedia.org/wiki/Employment

http://en.wikipedia.org/wiki/Internet


Project phases

Project 1: Employee manual for DM Rise

In the first week of the project we had a meeting with Ms Gargy who explained to us the entire

performance management system that is being followed by the company currently and the

system that is going to replace it. The scope of the project was discussed in terms of how the new

system is better than the previous one.

In the next two days we were required to research on the concept of KPI and competency which

are the two key elements in the performance management system. Competence is the ability of

an individual to do a job properly. A performance indicator or key performance indicator (KPI)

is a type of performance measurement. An organization may use KPIs to evaluate its success, or

to evaluate the success of a particular activity in which it is engaged. Sometimes success is

defined in terms of making progress toward strategic goals, but often success is simply the

repeated, periodic achievement of some level of operational goal (e.g. zero defects, 10/10

customer satisfaction, etc.). Accordingly, choosing the right KPIs relies upon a good

understanding of what is important to the organization. A competency is a set of defined

behaviors that provide a structured guide enabling the identification, evaluation and development

of the behaviors in individual employees. Competency is also used as a more general description

of the requirements of human beings in organizations and communities.

While developing the employee manual there were some issues we faced in terms of

understanding how exactly we can put the information into the manual so that the message can

be delivered most effectively. We were required to keep the Language simple and easy to read

and the matter clear and concise.

At the end of the one week we submitted the compiled all the information into a manual which

will undergo further approval.


Project 2: E-recruitment

On the first day of the project we were giving an introduction into using Naukrigulf.com , an

online job portal for employers and employees. We were given a sheet with the job description

of the three key positions Assistant Legal Advisor, Graphic designer, IT/HRMS project manager.

We had to do a need analysis based on the job description and put the right words on the search

engine to gain maximum number of candidates.

Once that is done, we had screen the resumes of each candidate and analyze the job person fit.

This is the most important stage as if this is not done right the whole process is futile.

This project continued for the span of two weeks as we kept getting new job roles.

Project 3: Meta-competency questionnaire

During the last week of our project we were introduced to the concept of Meta-competency.

These are ‘overarching’ competencies that are relevant to a wide range of work settings and

which facilitate adaptation and flexibility on the part of the organization. Meta-competencies are

usually said to include learning, adapting, anticipating, and creating change.

A meta-competency aims at understanding and identifying the competencies of employees at a

deeper level. Therefore on the basis of few key competencies that were identified we developed

further questions. This question bank contains questions which we created, questions suggested

by the management and questions from the previous questionnaire.

During the development stage we realized that it is very crucial to include more questions from

the previous questionnaire so that all the employees readily accept the new appraisal tool without

any fear or apprehension.


Results and findingsProject 1: Employee manual for DM Rise

Creating the manual for others required us to first understand and analyze the system in

place. This gave us a better understanding on how the system works.

We also understood the concepts of KPI (Key performance indicators) and competencies

which are the key performance indicators of the new system.

It required us to research on the concept of Behavioral scorecard theory since the entire

system is based on the same.

Project 2: E-recruitment

The project provided an understanding into the process of sourcing and recruitment cycle

in Aster DM Healthcare using online portals like Gulfnaukri.com.

We also did a short pilot search on Linkedin.com as the company plans to use this

medium for recruitment shortly. Linkedin.com is a much more reliable source from

where talented candidates can be connected with and sourced when needed,

We understood how to meet the Job needs of the company within various constraints like

Budget, Gender, time etc.

We also observed that there is a need in the company for a software which allows us to

screen resumes faster because manually screening so many resumes is a daunting task.

Project 3: Meta-competency questionnaire for junior management

The concept of competency is a vast field in human resources and meta-competency

probes further into the same. We understood the importance and relevance of identifying

the meta-competencies of employees and helping them develop it further.

We also understood the hierarchies in the organization at the junior management level as

this was an important factor to keep in mind while developing the questions.


Conclusion

The two weeks of the project was a great learning experience for the two of us. We were able to

successfully achieve our targets and give our best to all the three projects. The employee manual

was well accepted and sent for further editing once the information and graphics were added. On

the E-recruitments front around 11-12 candidates were sent for further approval. Due to certain

points noticed during the interview rounds these candidates did not get selected. The meta-

competency question bank also served as a useful ground for the development of the

questionnaire for junior management. On the whole the projects submitted were up-to the mark

and submitted on time. We worked on the initial stages of each of the projects and the results

will be used for further analysis by the department.


Appendix

Question bank for meta-competency of junior management

Managing vision and purpose:

1. Ensures that the company’s strategic goals are broken down into smaller parts which serve as a guiding principle to team and subordinates.

2. Ensures that the team members are aware of the company’s vision and purpose. 3. Helps in achieving targets and goals of the senior level by effective utilization of time and

resources at the lower level. Helps team members (if any) establish connections in their individual and team groups. Clarify the exception of outputs from subordinate rules (if any) by converting them into

player task outcomes. Is loyal to the company and its principles/policies.

Business acumen: plans contingencies and focuses efforts for maximum impact (HALO EFFECT)

1. Has sufficient knowledge about the market dynamics of his or her functional area.2. Stays informed on the key changes being affected in respective functional areas in terms of

(new technology, research and developments, Prices and demand and supply). Understands the implication of various operational choices. Focuses efforts on decision and actions that offer maximum business impact. Makes changes in approaches to deal with issue to help make desired changes in systems

practices. Flexible and adapts to change without reservation and supports departmental initiatives Plans work on a daily basis for successful delivery

Dealing with ambiguity: judges probabilities (LINEANCY EFFECT)

Understands the situations/problem completely before making a decision on the right course of action.

Organized scale of thought which is displayed in the manner in which the individual conducts himself/herself in an unforeseen event/peak periods etc.

Weighs up pros and cons of a situation before consciously embarking on a course of action. Sees the likely problems in implementing a change and plans to mitigate them. Allots priority to problems while finding solutions to them. Takes care of issues arising out of others who are impacted by the change. Focuses effort on priority tasks and activities to achieve maximum results


Functional excellence: learns and uses knowledge for optimal results

Has enough technical knowledge and on-field experience to ensure smooth operations. Has the capability to fix any technical glitches which can hinders operations. Uses operational knowledge and experience for effective implementation of senior level

strategies. Uses functional/technical knowledge and skills to deal with emergent issues. Explains to subordinates if any what needs to be done and why? Feeds technical analysis of situations to superiors to guide decision making. Eagerly pursues new knowledge, skills, and methods. Applies professional knowledge and experience on a day to day basis & comes up with &

presents new & workable ideas at work Possesses knowledge to perform job competently

Results

Drive for results: plans and reviews activities to deliver goals (LINEANCY EFFECT)

Follows SOP’s and achieves targets using team efforts. Works on the feedback provided by senior management and customers to improve

performance in the future. Does not get demotivated by setbacks. Looks for alternative solutions when one plan fails. Follows the system approach towards management by setting processes in place to achieve

the desired output with optimum utilization of available resources. Explains clearly what is to be done, why and how? Stays prepared with contingencies to deliver on schedule. Sets high expectations of self and team if any on quality and productivity. Fins solutions to problems at hand in the face of multiple constraints. Takes steps to prevent recurrence of problems. Continuously evaluates activities of self and others in order to improve. Responds positively, with commitment and enthusiasm to setbacks and obstacles Reviews & reassess personal work and plans for greater improvement Ensures own work is accurate and timely and meets deadlines

Timely decision making: Identifies and resolves problems

Quick identification and response to problems arising at the shop floor level. Analyses the opportunity cost of different alternatives before deciding on the right course of

action. Is able to take quick decisions when there is an urgency in the absence of senior

Management. Quickly identifies a problem and its most likely causes. Uses knowledge of the process to select optimal solutions for range of alternatives.


Decides with available information on solutions that also enhance the chances of future success.

Assess the risk and benefits of alternative solutions and seeks an effective balance between them.

Ensures continuity of operations by focusing on potential problems.

Influencing external environment: co-ordinates with external stakeholders. (Lineancy/recency effect)

Maintains good relations with external suppliers ensuring timely delivery of raw materials for smooth operations (Factory floor manager/in charge)

Networks and builds contacts keeping in mind the departmental interest. Ensures that the processes of the department are in line with the laws of the country. Understands the environment in which his/her responsibility unit operates and brings it into

consideration while delivering in the respective work area. Co-ordinates with external stakeholders to keep up to date with the progress on issues. Respond to customer requests in a prompt, reliable manner. Offers advice and guidance in responding to customer (internal & external) enquiries. Respond to customer requests in a prompt, reliable manner

Taking ownership: Accountable for professional judgment. (Similar to me effect)

Does not fall prey to group think and states one’s opinion clearly In case any of the workers are in trouble, he/she comes forward to support and handle the

situation. Takes ownership of self/teams commitment to the organizational goals. Manages unforeseen consequences with transparency to ensure commitments are met. The person states disagreement with others on the course of action openly. Capable of working without constant supervision Maintains high standard of personal integrity

People

People development: Grows and develops others.

Motivates and inspires others to identify training opportunities if any. Acts as a mentor and guides team members (if any) when facing obstacles. Helps them to understand the value proposition of every job that they are assigned to. Uses the feedback received from the performance appraisal system constructively. Ensures that there is healthy competition amongst team members. Selects new team members on the basis of their potential to make valuable contributions to

the team ( if any ) Discuss regularly the developmental goals of self/subordinates (if any).


Follows through on commitments to provide developmental opportunities to subordinates (if any).

Set goals for self/individuals that stretch individual capacities. Solicits/gives people candid developmental feedback. Help others do better by offering ideas and resources. Avoids negative politicking and hidden agendas Actively seeks feedback & consciously learns from experience for continuous self-

improvement

Relationship Management: Contributes to relationship and engages in open exchange of ideas. (HALO EFFECT/STEREOTYPING)

The person is approachable so that colleagues/Sub-ordinates (Etc.) can come and speak to the concerned person.

Keeps everyone’s idea in consideration. Maintains cordial relationship with the customers as this person is usually the point of

contact. Conducts forums for open exchange of ideas within the team. Engages in open exchange of ideas and ensures sub-ordinates (If any) feel comfortable to

share their views with them Follows boundaries/sets boundaries for subordinates if any, within which to decide the best

course of action to meet customer needs. Clarifies the context of actions of self or sub-ordinates (if any) when adverse consequences

result. Practices directness in conveying own thoughts and feelings on how things should get done. Develops ideas and solutions jointly with others thus encouraging strong sense of team spirit Builds rapport with team and other colleagues in the organization Demonstrates understanding through active listening, which shows respect for views

and perspectives different from own. Communicates with employees, vendors and others in clear concise , persuasive manner

while stating his/her own views and ideas clearly

Conflict Management (Handles demand of operational conflict. (STEREOTYPING)

Collaboration amongst both the parties is practiced the most as it results in a win-win situation mutually benefitting both the parties.

Acts neutral and considers everyone’s opinion before taking an action. Aligns individual interests and values to the vision of the organization to minimize conflict. Use conflict positively as an area of improvement instead of it having a negative impact. Minimizes personal bias during conflict management. Handles conflict situations with a calm professional approach and seek support wherever

appropriate. Understands and applies tactics to manage conflicting situations. Actively listens and uses clarifications to focus attention on facts and solutions. Explains policies, processes and reasons for specific actions to clarify.


DM RISE employee manual

PERFORMANCE ASSESSMENTANDMANAGEMENT

Aster DM Healthcare Human Resource

Department


Table of contentsIntroductionDefinitions 1Introducing the new system 2Components of the new system 3-5

KPIsCompetencies

Performance appraisal schedule 5Performance outcomes 9Scoring criteria 10Tips to keep in mind 11Biases often faced during an appraisal 13Performance appraisal process- A summary 14FAQs- Performance management system

17

MANAGEMENT TRAINING PROGRAM PROJECTS AND OUTCOMES

Introduction

“A SYNERGY OF THOUGHT AND ACTION, PROPELLED BY A PASSIONATE TEAM LEADS TO

EXCELLENCE”

At Aster DM Healthcare we have a multitude of employees spread across the globe. The

contributions made by these employees at every level is the sole reason why our company has

achieved such great heights in a short span of time. With each new hospital and clinic that is

being launched we bring in a unique pool of talent which brings us closer to our company vision

which is “to be the leader in providing quality healthcare services at affordable costs in every

region it operates in with a team of healthcare professionals dedicated to this noble profession,

not only through phenomenal business results but also by winning customer and employee value

proposition”

Keeping this vision statement in mind, we are now introducing DM RISE, a new performance

management initiative taken by the company which seeks to incorporate all the best performance

management practices within the healthcare industry and others and develop a system in place

where in every employee’s contributions will be recognized and rewarded. It will create an

environment where learning and development will go hand in hand.

We at DM healthcare understand that assessing performance is not a casual undertaking. It is a

continuous process. Thus, a good performance management system acts as a tool which can

enhance operations, recognize good performance, encourage development and provide more

employment opportunities.

This system will act as a formal mechanism which helps employees receive constructive

feedback on how they are performing at their workplace and also how they can further enhance

their performance. It will also give an opportunity for supervisors to discuss their employee’s

performance and create a documented record of the same.

The success of any system depends upon the passion and diligence of the people who put that

system into place. Thus, let us all come together and adopt DM RISE with an open mind and

make it a great success.

Best wishes!


Definitions

Performance appraisal: It is a process whereby management evaluates and provides feedback on employee job performance, including steps

to improve or redirect activities as needed.

KPI – Key performance indicators are the key Deliverables of an individual’s role that

explains what he/she has to deliver.

Goal setting - The process of setting goals which helps you choose where you want to go in

the future.

Performance review forms – A sheet consisting

the points assigned to each

KPI or competency respectively.

Rating scales – The percentages assigned to each

unique deliverable or

unique competency.

Competencies - Core values of

the organization that an

employee is expected to

display.

Balanced scorecard: It is a strategic planning and management system that is used to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.

Figure 1A diagrammatic representation of the Balance scorecard


Introducing the New System

The company has always valued its employees understanding that they are the building blocks of

this institution. DM RISE is an initiative taken up to develop a performance management system

which is produced out of the vision and cultural practices of this organization.

The new system seeks to imbibe certain aspects of the ‘Balance scorecard theory’ developed by

Drs. Robert Kaplan and David Norton at the Harvard business school focusing on four main

aspects which is People, Customer, Processes, and Business. It is basically a strategic planning

and management tool which seeks to align business activities of the firm to its vision and

mission, Improve internal and external communication, and monitor organization performance

against strategic goals.

DM RISE takes this into consideration and has two major components namely KPIs (Key

performance indicators) and Competencies which act as tools to measure the performance of the

employees. The components are discussed in detail in the next segment.

People Process Customer Finance


Components of the new system

I. Key performance indicators (KPI)

Each employee of the company has certain key result areas within which his/her performance is crucial depending upon which KPIs or key performance indicators are created. All such unique roles and responsibilities are identified in the department and the KPIs for these roles are drafted. All these KPIs together form the KPI dictionary. Each individual can chose his KPIs from this KPI dictionary..

Figure 2 A sample KPI of the medical center division is shown below

* It is not mandatory that all the four areas will be applicable for all roles, though we suggest to have people area as a

mandatory area.

Finance Cost reduction in operationsROI in clinics

CustomerEvents/campaignsCustomer relations

ProcessSOPs

Inventory management

PeopleTraining and development

Operations (Med Centre)


II. Competencies

Every organization has certain core values which all the employees of the company are expected

to imbibe in them. Competencies are a representation of some of these values. These are

identified and analyzed by all internal and external members the employees comes in contact

with in a 360 degree appraisal process.

Figure 3 showing the competencies of employees at different levels of management

Coac

h

Analytical ThinkingChange ManagementDeveloping self and othersDrive for resultsSuccession planning/Team DevelopmentPlanning and developmentChange managementstrategic,commercial and financial awarenessInfluencing and communication skills.

Capt

ain

Customer FocusTime ManagementApplied professional and technical skillsTeamwork & DevelopmentDeveloping self and othersCommunication skillsTeamwork and developmentStrategic commercial and financial awarenessDrive for results

Strik

ers

Relationship buildingAdaptabilityApplied professional and technical skillsIntegrity and ethical managementCustomer FocusDeveloping selfPlanning and organizingTeamworkCommunication skills


Competencies are included in the system because it is essential to embody the core values of the

organization into performance management. This ensures that every individual fulfils the vision

of the organization while at the same time developing at an individual level. Right behavior is

reinforced ensuring that exceptional performance is delivered. At the same time the 360 degree

appraisal ensures that every employee receives feedback from peers, seniors, reporting authority

and external clients.

Performance Appraisals Schedule for all Employees (2014)

Follow SMART principle

Create only 6-8 KPI's

Decide KPIs in discussion with your reporting manager

Dont have too many KPIs

Dont set unrealistic KPIs.

Keep your KPIs varied so that the non-performance of one KPI does not affect other KPIs.


Effective April 1st

• Goal Setting (Beginning April) – This being the start of a

new year for everyone at Aster DM Healthcare, it is the time to set

new targets for the year ahead. We recommend that you follow the

SMART technique for goal setting. Your goals should be :

Specific

Measurable

Attainable

Realistic

Time-bound

Thereafter, along with your manager, set around 6-8 KPIs most critical for the role that you are

performing on the Goal Sheet provided to you by the Line manager or the respective HR

department. you can use the KPI dictionary to look for performance areas, KRAs and KPIs to be

filled in the Goal sheet.It includes all possible KPIs for Functions/Departments. All manager and

subordinates should set targets and weightages based on the department’s overall goals.

DOS AND DON’T’S IN GOAL SETTING

Strategic priorities have changed

When an employee’s role has changed

KPI completion—when a KPI is completed and the employee has opportunity for additional contributions

To let someone off the hook for not doing his/her job

The employee did not plan time/ resources accurately

Just because other KPI’s arise—always review all KPI’s and re-prioritize


• KPI Based review (August-Sep) – This is time given

to all employees to meet their respective managers and review

his/her performance in the past six months. The HR will intimate

beginning of the Mid-Year Review. This is a qualitative review

and there are no scores awarded to the individuals.

Employees are expected to initiate the process by completing the self-review comments. Self-

comments will include review about:

“How have you performed on your KPIs ?

The challenges and achievements so far.

Once the Manager has reviewed the “Self review Comments”, the manager and the employee

should have a discussion meeting. If there is any need for the KPIs to be altered then the team

can go ahead and do so. The table below will help you decide when a KPI needs to be

adjusted/changed.

DO YOU NEED TO ADJUST YOUR KPI’s ?


• KPI BASED ANNUAL REVIEW (Feb-April) - Employees

will receive quantitative feedback for annual review The ratings

received in this review will be the final rating for the respective

Financial Year Performance Review. The scoring for the final

review and weightages assigned to each aspect can be clarified by

your respective line manager. A sample Performance review form

is given below-.


• Competency based review (Feb-March, 2015) – Along

with the annual KPI based review, the competency appraisal

feedback also need to be filled. This is a feedback mechanism

which consists of a questionnaire comprising of closed ended and

open ended questions.

There are 9 competencies identified for each level/category (coach captain & strikers).The

competency based appraisal has 3 unique questionnaires for all of these levels/categories. It

contains 20 closed ended questions and 2 open ended questions in each questionnaire.


Performance outcomes

At the end of the year the individual

receives an overall view of how he

has performed in the previous year.

This leads to new opportunities for

reward and growth.

Career growth-The ratings derived out of

the performance management system will

enable supervisors and managers to provide

career advancement opportunities to

employees. This ensures a lot of vertical and

horizontal shift in jobs based on

organizational requirements.

Rewards and Merit increase – Based on the individual ratings of every employee, He/she will

receive increments. The higher the rating, better the increment.

Learning and development – The performance management system through its focus on KPIs,

competencies and training will ensure that there is continuous learning which takes place at all

times. Employees will be continuously given feedback on how they can improve their

performance and deliver more.


Scoring Criteria

Performance rating scale – KPI based review

The reporting supervisor rates the employee’s performance in his/her KPI (key performance

indicators) in percentages.

Performance rating scale – Competency based appraisal

The reporting supervisor rates the employee’s behavior at work based on this criteria.


How to conduct an effective review meeting?

Q1 What is a Performance Appraisal Review Meeting?

A review meeting is one between the supervisor and employee to discuss that employee’s work.

It is a way for both to see if the employee is "on the right track" and to determine what should be

done to improve the employee's effectiveness. The review meeting usually involves the

supervisor in two different roles: assessor (evaluator); and helper (coach and counselor). As

judge, the supervisor must make decisions concerning the results of the employee's work,

measuring those results against established KPIs.

As helper, the supervisor's role is one of advising employees and assisting in the solving of

work-related problems. In case the employee is not able to achieve the goals set in the beginning

of the year, the manager takes on an advising role, the supervisor provokes the decision-making

process by getting the employee to weigh alternatives, consider consequences, or suggest other

courses of action.

Q2 What Happens During the Performance Appraisal Review Meeting?

The meeting focuses on two aspects of supervisor/employee relations:

The discussion of past performance.

Areas which need to be focused on.

Plans for future improvement.

Points to keep in mind

Meet with the employee in a private place with uninterrupted time to discuss the

evaluation.

Be specific in your discussion with the employee about his or her strong points and areas

of improvement.

Clearly indicate what kind of improvement you wish to see and how that employee could

meet your expectations.

Allow the employee the opportunity to tell you how he or she feels he or she is

performing.


Q3 How Does the Supervisor Prepare for the Meeting?

Review the Position

Description

This helps to refresh your understanding of the duties and responsibilities of the position.

Review the goal sheet

This helps to refresh your understanding of the duties and responsibilities of the position.

Notify the Employee

The employee has a schedule, just as you do, so it is essential that you give advance notice of the meeting.

Sign on the appraisal

sheet

Prepare a Copy of the Completed, Signed Appraisal for the Employee

Prepare Outline/Agenda for the Meeting

Pre-planning what issues will be discussed helps the supervisor to be objective.


BIASES OFTEN FACED DURING PERFORMANCE

APPRAISAL

Many a times, during the performance appraisal process, employees are rated on the basis of their personality or outer appearance. This should be avoided at all costs.

When reviewing individuals doing a particular task together, one should avoid giving an employee an outstanding rating only because he is performing a little better than his colleagues. This is often known as contrast effect on the Appraiser.

Central tendency bias refers to a tendency of raters, or managers to evaluate most of their employees as "average" when they apply a rating scale. This should be particularly avoided during the Competency based review that takes place where the rating scale ranges from 1-5 points.

This is the principle that the most recently presented items or experiences will most likely be remembered best.For Example- sudden increase in work performance during the time of appraisal.



THE PERFORMANCE APPRAISAL PROCESS – A SUMMARY

“If you pick the right people and give them the opportunity to spread their wings – and put

compensation as a carrier behind it – you almost don’t have to manage them.”

Jack Welch, former CEO of General Electric Corp.

1. Identify the Key result areas for every job profile and set KPI’s for the financial year

ahead. These KPIs need to follow the SMART principle.

2. The mid-year review is a good time to meet with employees and discuss their progress. In

case they are having any difficulty in achieving their targets, the reason for the same must

be identified and a suitable conclusion must be drawn.

3. During the annual review the final KPI review scores are calculated. These have a 60%

say on the overall performance rating of the individual employee.

4. Simultaneously the competency feedback form must also be completed and submitted.

5. At the end, based on the performance ratings every individual employee receives suitable

rewards and career advancements as per what is decided by the line manager.

6. Begin next year’s performance planning cycle :

a. set new goals/performance standards (joint effort) – document deadlines and measures

on performance planning form.

b. discuss future plans, training, and other developmental needs.


FAQ’s- Performance management system

Q1 Who is an Appraiser?

An Appraiser is someone who has the authority to assess your performance

Q2 Who is the reviewer?

An Appraiser’s Appraiser will be the reviewer (Manager’s reporting to their Reporting

Manager)

Q3 What is the difference between KRA & KPI?

KRA stands for Key Result Area - Each role in a company generally has a number of KRAs,

which define the key areas that the employee needs to produce results. We define a set of KRA's

for each role in a company, so that everybody's clear on the exact areas that the role is

responsible for, and the incumbent is clear where they need to focus their attention.

KPI stands for Key Performance Indicator - KPIs describe the indicators of performance or

success for an employee. Again, using the example of the HR Manager who has Recruitment as

one of their KRA's, a typical KPI for this HR Manager might be "Recruitment of Level 1

Positions within 3 months of notified vacancy and within 90% of budget".

Q4 From where can one identify KRA’s & KPI’s?

Kindly refer the KPI Dictionary of your respective department/ vertical.

Q5 How many KPI’s one needs to identify?

Ideally every employee should select 6-8 KPI’s.

Q6 What is the weightage of each of the KPIs selected?

Weightage is percentage attached to each KPI.

Q7 What is a Weighted Rating?


Weighted Rating is the part of the calculation used to determine an accurate overall

performance rating (Performance Rating * Weightage= Weighted Rating)

Q8 What is the appraisal cycle?

We follow the financial year cycle i.e. from April-March

Q9 What is Mid-Year Review and when does it happen?

It is a form of performance review where the appraiser & appraise revisit the achievement of

Targets which were set during Goal Setting. The cycle for the Mid-Year Review will take place

every august. This is a qualitative review and there are no scores awarded.

Q10 What is KPI based Review and when does it happen?

It is a form of performance review which is based on the KPI’s. The cycle for the Performance

Review will take place between February-March.

Q11 What is Competency based performance appraisal and when does it happen?

It is a form of performance review which is based on Competencies. The cycle for the

Performance Appraisal will take place in February.

Q12 What happens if someone is on vacation during the appraisal cycle?

It is ideally advisable to be available and plan your vacation accordingly. However, in

unavoidable circumstances one can fill the form Online and submit it to the reporting manager.

Q13 Who would rate me in Performance Appraisal?

The performance appraisal will be done by the Line managers, subordinates, clients.

Q14 What is a Ratings Scale?

Rating scales are used to indicate an employee’s level of achievement or performance. We have

a 5 point Rating Scale.

Q15 Who will do the Goal Setting?

The Appraisee & the Appraiser will jointly come to a consent for the goals to be achieved in the

respective financial year.


Q16 Is Bonus/Incentive Plan linked to the appraisal?

No Bonus / Incentive plans are not currently linked to the Performance Appraisal System.

Q17 Can I put the rating first and then discuss with the appraisee?

Yes, as per your convenience; it is suggested that you put the rating first, So that you can refer to

these ratings during the discussion.

Q18 What is self-appraisal?

It is a process in which an appraisee rates oneself on a scale of 1 to 4 against all the parameters

mentioned in the form by referring to the competency dictionary for the meaning of the

parameters

Q19 On what basis should I put rating?

The basis of rating is the performance in the entire year against the parameters mentioned in the

form.

Q20 What is the final performance rating as per the form ?

The final scores is calculated by taking 60% of the scores from the KPI based review and 40% of

the scores from the competency based appraisal.

Q21 Can I know my final rating?

Yes. After the performance appraisal discussion, the manager shares the rating with the

appraisee

Q22 If the appraisee does not have access to an online platform to fill out the

performance appraisal forms, how does he/she go ahead with the performance

appraisal process?

In this case the appraiser should go ahead with the KPI based review and this will be the final

ratings of the individual. This means the KPI based review will have 100% weightage.


Thank

you

management trainee program-hr

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