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2011Evaluation of the performance appraisalat Engro Polymer & Chemicals Limited
SUBMITTED TO:
MR. ABDUL HAMEED KHAN
SUBMITTED BY:
HINA SOHAIL SHEIKH 8130
MISBAH KODI 9145
LAILA HUSSAIN 8515
SUNDUS JAVED 8927AHMED SAYA 9337
DURRE IMAN 7175
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LETTER OF ACKNOWLEDGEMENT
20 th August2011.
Dear Readers:
We would first like to thank Al-Mighty ALLAH for giving us the strength and
endowing us with the privilege of completing our Performance Appraisal and
Management term report, an evaluation of the performance appraisal at Engro
Polymer & Chemicals Limited and the satisfaction level of the employees with
the appraisal system.
We are extremely thankful and grateful to our mentor and guide Mr. Abdul
Hameed Khan, for his constant support, encouragement, and guidance,
without which we could not have successfully achieved our task.
The persons of contact who supported us in completing this report are Ms.
Sidrah Maqsood, HR Partner at Engro Polymer & Chemicals Limited and we
thank her for her co-operation and time.
Sincerely,
HINA SOHAIL SHEIKH 8130
MISBAH KODI 9145
LAILA HUSSAIN 8515
SUNDUS JAVED 8927
AHMED SAYA 9337
DURRE IMAN 7175
2 | P a g e
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Letter of Transmittal
Institute of Business ManagementKorangi Creek, Karachi-75190, Pakistan
U.A.N # 021-111-002-004. Telephone # 021-509-0961Fax # 021-509-0968
Http://www.iobm.edu.pk20 th August2011.Mr. Abdul Hameed KhanLecturer of Performance Appraisal and Management
Institute of Business ManagementDear Mr. Abdul Hameed Khan,
Here is the report an evaluation of the performance appraisal at Engro Polymer &
Chemicals Limited and the satisfaction level of the employees with the appraisal
system which you authorized us during our course Performance Appraisal and
Management. The purpose of the report is to study the various aspects of the
performance appraisal system at Engro Polymer & Chemicals and to apply the
theories learned during the course.
In conducting this study, we made use of primary and secondary methods of data
collection. Primary data collection consisted of the interview with the HR Partner at
Engro Polymer & Chemicals Limited and the questionnaires filled by the various
employees at Engro Polymer & Chemicals Limited. The secondary methods of data
collection mainly consisted of the companys web site and the internet.
We would like to thank Ms. Sidrah Maqsood, HR Partner at Engro Polymer &
Chemicals Limited, for her valuable time she spent with us and shared important
information. If you need any further help in interpreting this report, all of us are gladly
available any time.
Sincerely,
HINA SOHAIL
http://www.iobm.edu.pk/http://www.iobm.edu.pk/8/2/2019 Engro Report - Perf Appr
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MISBAH KODILAILA HUSSAINSUNDUS JAVEDAHMED SAYADURRE IMAN
Table of ContentsLETTER OF ACKNOWLEDGEMENT ................................................................................ 2
Letter of Transmittal .................................................................................................... 3
Table of Contents ........................................................................................................ 4
ENGRO Polymer & Chemicals Limited .......................................................................... 5
INTRODUCTION: ....................................................................................................... 5
HISTORY: .................................................................................................................. 7
From Esso to Engro ............................................................................................... 7
EXPANSION PROJECT: ............................................................................................ 9
VISION ....................................................................................................................... 11
MISSION STATEMENT ................................................................................................. 11
CORPORATE OBJECTIVES: .......................................................................................... 11
MAN POWER: ............................................................................................................. 12
ORGANIZATION STRUCTURE: ..................................................................................... 13
HR ORGANIZATION STRUCTURE: ............................................................................... 14An interview with Sidrah Maqsood HR partner at ENGRO ........................................ 16
Analysis of the questionnaire .................................................................................... 18
General analysis on the performance appraisal at Engro ........................................... 18
Specific Analysis question by question, Part 1: Instrument validity: ........................... 20
Analysis of the Appraisal form used at ENGRO .......................................................... 33
Recommendations ..................................................................................................... 37
Conclusion ................................................................................................................. 38
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ENGRO Polymer & ChemicalsLimited
INTRODUCTION:
Engro is an agro based company. Our core business is manufacturing and
marketing of chemical fertilizers. We are Pakistans one of the largest
producers of urea fertilizer which is manufactured at Daharki and marketed
under brand name Engro.
We also produce crop specific NPK fertilizers at our plant at Port Qasim
Karachi. Engro also markets imported MAP fertilizer under the brand name of
Zorawar and imported DAP fertilizer. Recognizing the importance of seeds as
an essential agricultural input, Engro has also launched seed business and is
marketing imported hybrid and open pollinated seeds of various crops and
vegetables under brand name of Bemisal. Urea Fertilizer is produced at the
Manufacturing Division of Engro, located at Daharki about halfway betweenKarachi and Lahore.
Engro Polymer & Chemicals Limited (EPCL) formerly Engro Asahi Polymer and
Chemicals Limited (EAPCL) is a sole manufacturer of PVC in Pakistan, EPCL,
with the installation of EDC/VCM & Chlor Alkali Plants, is also expanding its
existing PVC Production capacity from 100,000 tons to 150,000 tons per
annum.
To facilitate this increase in productions, expansion in the existing utilities of
the plant will also be undertaken. The new facilities will be installed adjacent
to the existing EPCL PVC plant in the Eastern Zone of Port Qasim Industrial
Area. This is about 50 km away from center of the City Karachi. This location is
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a part of Indus Delta comprising narrow creeks, mangroves forests and mud
flats. The area has no freshwater body and no ground water resources.
EPCL is working towards meeting current PVC demand of the existing industry
and also proactively expanding the PVC market. The trade name of thePolyvinyl Chloride resin produced by EPCL is SABZ. EPCL SABZ has five (05)
different grades which are based on K-values, namely AU-58, AU-60, AU67R,
AU-67S and AU-72.
These grades of suspension resin can be applied to a wide range of products.
PVC is used in pipes and fittings, construction material including flooring, tiles,
windows profiles, curtains and mobile homes. PVC is also used in packaging,
films and sheets and geo-membrane etc. EPCL project has 99% share of
domestic market. SABZ is also recognized in the international market and is
exported to nineteen (19) countries. The customers are spread from South
Africa in the West to Australia in the East.
The quality of EPCL products meets international standards. The company
maintains a robust product complaint tracking system which is backed up by
strong follow-up. A close liaison with customers ensures the highest level of satisfaction of EPCL customers. Market Development and Technical support
departments of EPCL are playing a vital role not only in supporting PVC
customers to resolve their processing issues but also in introducing
environment friendly products in the market.
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HISTORY:
From Esso to EngroSearch for oil by Pak Stanvac, an Esso/Mobil joint venture in 1957, led to the
discovery of Mari gas field situated near Daharki -- a small town in upper Sindh
province. Esso was the first to study this development in detail and propose
the establishment of a urea plant in that area.
The proposal was approved by the government in 1964, which led to a
fertilizer plant agreement signed in December that year. Subsequently in
1965, the Esso Pakistan Fertilizer Company Limited was incorporated, with
75% of the shares owned by Esso and 25% by the general public. The
construction of a urea plant commenced at Daharki the following year with the
annual capacity of 173,000 tons and production commenced in 1968. At US $
43 million, it was the single largest foreign investment by an MNC in the
country.
A full-fledged marketing organization was established which undertookagronomic programs to educate the farmers of Pakistan. As the nations first
fertilizer brand, Engro (then Esso) helped modernize traditional farming
practices to boost farm yields, directly impacting the quality of life not only for
farmers and their families, but for the community at large. As a result of these
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efforts, consumption of fertilizers increased in Pakistan, paving the way for the
Companys branded urea called "Engro", an acronym for "Energy for Growth".
As part of an international name change program, Esso became Exxon in 1978
and the company was renamed Exxon Chemical Pakistan Limited. Thecompany continued to prosper as it relentlessly pursued productivity gains
and strived to attain professional excellence.
In 1991, Exxon decided to divest its fertilizer business on a global basis. The
employees of Exxon Chemical Pakistan Limited, in partnership with leading
international and local financial institutions bought out Exxons 75 percent
equity. This was at the time and perhaps still is the most successful employee
buy-out in the corporate history of Pakistan renamed as Engro Chemical
Pakistan Limited, the Company has gone from strength to strength, reflected
in its consistent financial performance, growth of the core fertilizer business
and diversification into other fields.
Investments in people, process solutions and resource conservation initiatives
have reduced energy use per ton of urea by a third, whilst increasing urea
production nearly six-fold since 1968. Not only does this save money, it
stretches non-renewable energy sources and mitigates the impact of waste.
Along the way, a major milestone in plant capacity upgrade coincided with the
employee led buy-out; innovatively optimizing our resources, Engro re-located
fertilizer manufacturing plants from the UK and US to its Daharki plant site
an international first.
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EXPANSION PROJECT:
EAPCL is planning to expand its existing PVC facility at Port Qasim, by
installing another PVC train with back integration comprising EDC-VCM and
Chloralkali production facilities. The cost of the project is approximately US $
200 million. The Project consists of a production capacity increase and
backward integration for EAPCL, Specifically, this entails:
Construction of a new, second plant to produce an additional 50,000 tons per
annum (tpa) of PVC, increasing EAPCLS capacity to 150,000 tons per annum;
The dismantling, shipping and re-construction of a second-hand plant
from the US to produce ethylene dichloride (EDC) (capacity of 230,000
tpa) and vinyl chloride monomer (VCM) (capacity of 204,000 tpa), the
primary raw materials for the PVC plants,
The construction of a new chlor-alkali plant which will produce caustic
soda (capacity of 106,000 tpa) and chlorine (capacity of 94,200 tpa), the
latter being a primary raw material for the VCM production; and
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Utilities infrastructure. This facilitys primary role will be to provide the
chlorine necessary for EAPCLs VCM production, a primary raw material
for PVC; caustic soda will also be produced as a saleable product as part
of the manufacturing process.
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VISION
"To be the premier Pakistani enterprise with a global reach,
passionately pursuing value creation for all stakeholders"
MISSION STATEMENT
Our mission is to create value for our customer by offering quality
products at competitive prices, on-time deliveries, business
development and technical support to achieve growth while
maximizing safety, environment and ethical standards as well as
enhancing value for our stakeholders while maintaining high
standards of ethics, safety and environmental responsibility.
CORPORATE OBJECTIVES:
Increase sales volume and higher profit
Corporate Social Responsibility.
Employees & Organization Development.
Customer Focus & Increase share holder value
Health, Safety & environment.
Enhancement in knowledge and know how of manufacturers on quality
and production parameters
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Our innovation and financial strength help make us adynamic place to work, giving you the advantage of a largecompany, with the agility of a small company, where your
voice is heard.
MAN POWER:
Our people and our culture drive us to achieve Greater Success.
Engro has never been a Company to rest on its laurels. Our people and our
culture drive us to achieve greater success. We look for new and exciting ways
to return value to our customers and our shareholders. Its tough and
demanding but also fun and always interesting. You will have every
opportunity to succeed as an individual and as part of a team.
Our businesses give you flexibility for change, the opportunity to learn about
new markets and provide unparalleled career options. Engro people are some
of the best in the world with a shared passion to learn and stretch beyond
their limits. It is our people who make Engro a great Company and an exciting
place to work.
NUMBER OF PEOPLE: From past nine years EPCL have strength of around
100 employees on an average. Since the expansion/back integration program,
the number of employees has risen massively to 340.
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ORGANIZATION STRUCTURE:
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HR ORGANIZATION STRUCTURE:
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HR STATEMENT:
To recruit high caliber people and give them the
opportunity to grow and to develop their talents
Employees are the key to Engros competitive success in the market place.
Engro aims to match employees personal needs, desires and skills with the
requirements of the Company for the right person in the right job at the right
time. The companys HR team provides policies, practices and tools that
create a workplace capable of motivating, developing and rewarding
employees to achieve success.
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An interview with Sidrah Maqsood HRpartner at ENGRO
1. What is the Performance Appraisal system of Engro
Polymer & Chemicals Ltd.?
Ans. Employee does his/her own performance evaluation at the end of the
year and also makes the next year goals for him/herself. Employee initiates
the evaluation and it closes at the supervisor level. The good thing is that
performance and potential are assessed separately for each employee for e.g.
A person might be very good at his technical skills and an excellent performerbut dont have leadership potential so we make bifurcation on the basis of
performance and potential. The people who have high potential and high
performance move up the ladder quickly while in order to reward high
performers we groom them in their respective fields.
2. Does performance appraisal contains both quantity
and quality aspects?
Ans. The system of salary grades is maintained at Engro and to judge
employees performance each individuals scorecard is maintained.
Performance appraisal system is based on both qualitative and quantitative
judgment by every supervisor from HR to Technical. Since each individuals
scorecard is maintained therefore the system is very much transparent.
3. Is promotion and increment in salaries dependent
upon the appraisal?
Ans. Performance ranking system is based on forced ranking and promotions
and increments are based on the bell curve maintained by the organization.
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4. What are the gaps in communication process at
organization?
Ans. To minimize this communication gap quarterly communication meetings
are held between employees and CEO where the CEO provides complete
picture about companys progress to the employees and get their feedback
and suggestions for improvements. Moreover the routine information floats
through email to all employees. Also notice boards at all sites are used for
informing employees about any change and development.
5. What is the employee development program?
Ans. As I mentioned earlier we have continues training and development
program for our employees. Besides these regular trainings we provide in-
house, local and foreign training to our employees on the basis of their job
requirement.
6. How employee attitudes are measured? How do you
measure job satisfaction?
Ans. Since Engro culture is based on direct interaction at all levels, therefore
employees can share any problem at any level. Clear performance
management and appraisal system also provides feedback about an employee
job satisfaction. Supervisors provide feedback about the attitude of
employees.
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Analysis of the questionnaire
General analysis on the performance appraisal at
Engro
Performance Appraisal is a vital area of the HR department at Engro. Each
employee is separately, individually appraised. All employees do a self
appraisal followed by a meeting with the immediate supervisor. The supervisor
carefully assesses each employee, identifies the strengths, and highlights theweakness. The supervisor also recommends changes and new measures to be
adopted so as to improve the performance of the employees.
The areas which are good performing areas should be made consistently good
areas and the areas which are weak or underperforming areas must be
improved by training and development.
Moreover, at Engro the performance appraisal is used as a tool for promoting
the employees and whether to give increment to employees. Hence the
Appraisal is also used in the reward management system.
Key Areas of Engros performance appraisals are as follows:
There is a clear performance appraisal criteria and proper performance
appraisal instruments.
Performance appraisal instruments do measure what each and everyemployee does on his/ her job.
Performance appraisal instruments, identifies the KRA and the
competency requirements for the job.
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There is no biasness in the appraisal system and each employee is fairly
assessed and appraised.
The best workers receive the highest performance scores.
The performance appraisal is very effective, and hence improves
performances and identifies the weak areas and the methodology to overcome
the weakness and convert them into strengths
The supervisors are appropriately trained as to how to appraise the
subordinates effectively and efficiently
There is little or no communication gap and the employee can openlyvoice his / her concerns during appraisal session.
Since self appraisal is the key factor of engros performance appraisal,
the self appraisal is basis of discussion during appraisal meeting.
Performance appraisal is a regular task at engro not just the year end
routine job
Performance appraisal is not taken as yearend routine job, but instead is
an ongoing process of personal development
It is received timely, in sufficient detail and is useful in achievement of
timely goals
Performance appraisal is linked with promotions and pay scales
It is a source of motivation for all employees .
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0
1234567
S/Disagree Disagree Agree S.Agree
The performance appraisal instrument has accurate and clear standards andMeasures
0
2
4
6
8
S/Disagree Disagree Agree S.Agree
The performance appraisal instrument has clear and valid measures of job-related
activities
Specific Analysis question by question, Part 1:
Instrument validity:
Question Number# 1:
Majority of the people agree strongly on the clear and accurate standards and
measures that performance appraisal instrument consists of. Not a single
person is known to disagree in this regard.
Question Number# 2:
Most of the people also agree upon that the instrument has clear valid
measures of job related activities, but we see that there are less people
comparatively who strongly agree to this statement. Again we find no one
disagreeing to it.
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0
1
2
3
4
5
6
S/Disagree Disagree Agree S.Agree
The performance appraisal instrument accurately measures what I do on my job
0
1
234
567
8
S/Disagree Disagree Agree S.Agree
I understand the measures used to evaluate my performance.
Question Number# 3:
Mostly employees believe that the appraisal accurately measures their
performance. However there are many do not do so.
Question Number# 4:
Most people have agreed that they understand the measures used to evaluate
their performance, but less people tend to agree strongly to this point. There
are few who do not understand those measures.
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0
1
2
3
4
5
6
S/Disagree Disagree Agree S.Agree
The most important parts of my job performance are emphasized in my Appraisal
0
1
2
3
4
5
6
7
S/Disagree Disagree Agree S.Agree
The performance appraisal process results in a clear and unbiased appraisal
Question Number# 5:
Now this statement holds different views from employees. Most agree that the
important part of their performance is emphasized in their appraisal. Very few
strongly believe on this and there are some who do not think this way at all.
Part 2: Distributive justice:
Question Number# 1:
Majority of the employees there are convinced that their appraisals are clear
and always unbiased. Few opine that they are not.
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0
2
4
6
8
10
S/Disagree Disagree Agree S.Agree
The performance appraisal process results in better communication between myself and my supervisor
0
1
2
3
4
5
6
7
S/Disagree Disagree Agree S.Agree
The best workers receive the highest evaluation scores.
Question Number# 2:
Nearly all people believe that this appraisal process results in better
communication between them and their supervisor.
Question Number# 3:
Most employees are of the opinion that the best workers get the highestevaluation scores, however there are some who do not tend to agree to this.
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0
2
4
6
8
S/Disagree Disagree Agree S.Agree
The performance appraisal is well designed and leads to better performance andwork quality
0
2
4
6
810
S/Disagree Disagree Agree S.Agree
My supervisor possesses adequate knowledge and training to properly implementmy performance evaluation
Question Number# 4:
Nearly all agree to that appraisals are well designed leading to improvedperformance and quality of work.
Question Number# 5:
Again majority of the people opine that their respective supervisors have
adequate knowledge and training in order to implement their performance
evaluation in a proper manner.
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0
1
2
3
4
S/Disagree Disagree Agree S.Agree
If I have problems with my performance evaluation I can communicate my concernsopenly to my supervisor
0
1
2345
67
8
S/Disagree Disagree Agree S.Agree
I feel treated fairly during the performance appraisal process.
Question Number# 6:
Most employees feel comfortable in discussing their problems regarding their
appraisals with their supervisors. However there are some who do not feel the
same way.
Question Number# 7:
Most people at Engro believe they are treated fairly during their appraisal
process.
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0
24
6
8
10
S/Disagree Disagree Agree S.Agree
The performance feedback I receive is helpful in improving my on-the jobperformance and in attaining my goals
0
2
4
6
8
10
S/Disagree Disagree Agree S.Agree
I receive regular and timely performance feedback beside the annual performancereview
Part3: Performance feedback
Question Number# 1:
All employees think that the feedback they receive is helpful in improving their
on-the-job performance and also attaining their goals.
Question Number# 2:
All employees received timely performance feedback apart from their annual
performance review.
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0
1
2
3
4
S/Disagree Disagree Agree S.Agree
The information provided by my supervisor during my performance feedback issufficiently lucid
0
1
2
3
4
S/Disagree Disagree Agree S.Agree
The information provided by my supervisor during my performance feedback isufficiently detailed
Question Number# 3:
Most of the employees feel that the feedback provided by their supervisors islogical, however a few disagree.
Question Number# 4:
We found varying believes of employees in this regard. Most think that the
information provided by their supervisor is sufficiently detailed. But there are a
fairly large number of employees who negate this statement.
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0
1
2345
67
8
S/Disagree Disagree Agree S.Agree
I am satisfied with my performance feedback.
0
1
2
3
4
5
S/Disagree Disagree Agree S.Agree
Throughout my performance feedback I feel that I have the possibility to discusswork-related issues with the supervisor
Question Number# 5:
Most of the employees believe that they are pleased with their performance
feedback, yet a few disagree.
Question Number# 6:
Again very few people felt that they did not have the possibility to discuss
work related issues with their supervisors. While rest of them said they did
have this possibility.
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0
2
4
6
8
10
S/Disagree Disagree Agree S.Agree
Level of in volveme nt in m y performance evaluation is adequate.
0
2
4
6
8
S/Disagree Disagree Agree S.Agree
There is a clear, direct and compelling linkage between performance a nd pay in theperformance appraisal s ystem
Question Number# 7:
All except a few believe that the level of involvement in their performanceevaluation is adequate.
Part 4: Performance-based pay
Question Number# 1:
Everyone at Engro believes that there is a clear, direct and compelling linkage
between performance and pay in performance appraisal system.
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0
2
4
6
8
10
S/Disagree Disagree Agree S.Agree
There is a clear and reas onable proces s es tablished for grieving both evaluation andperformance-based pay results
0
1
2
3
4
5
S/Disagree Disagree Agree S.Agree
I believe the am ount of performance-based pay I can ea rn through high evaluationratings will m ake a n oticeable difference in m y future performance
Question Number# 2:
Everyone also believes that there is a clear reasonable process established forgiving both evaluation and performance based pay results.
Question Number# 3:
A large number of employees agree and a fairly large number of employees
disagree on this statement.
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0
2
4
6
8
10
S/Disagree Disagree Agree S.Agree
I am s ufficiently trained in all skills nee ded in apprais ing performance.
Question Number # 4
Everyone a Engro agrees that performance based pay on performance ratings
is the most effective method for motivating employees to sustain plus improve
performance.
Part 5
Question Number# 1:
All employees opine that they are sufficiently trained in all skills needed in
appraisal performance.
01234567
S/Disagree Disagree Agree S.Agree
Performance-based pay based on performance ratings is the mos t effective m ethod for motivating employees to improve/sustain performance
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00.5
11.5
22.5
33.5
4
S/Disagree Disagree Agree S.Agree
I need m ore training in conducting performance appraisa l interviews.
0
2
4
6
8
10
S/Disagree Disagree Agree S.Agree
I am a ble to give us eful feedback.
Question Number# 2:
There is large controversy regarding the need for more training in conductingappraisal interviews. Many agree to this and a lot of do not.
Question Number# 3:
Everyone believes that he/she is able to give useful feedback.
Question Number# 4:
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0
2
4
68
10
S/Disagree Disagree Agree S.Agree
I am able to clearly set goals that are relevant for the em ployees position
0123
45678
S/Disagree Disagree Agree S.Agree
I am able to use the appraisal ins trume nt as intended.
Everyone believes that he/she is able to clearly set goals that are relevant for
the employees position.
Question Number# 5:
Most of them believe that he/she is able to use the appraisal instrument as
intended. There however are some who think that they cannot do so.
Analysis of the Appraisal form used atENGRO
ENGRO appraises the employees through 5 performance appraisal forms
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First form is the personal development report. It is actually a self
appraisal form and it deals with the following areas:
1. strengths of the employees
2. areas which require development
3. What education is already acquired by the employee and what further
training and education will he acquire in the forthcoming year?
4. what are the development considerations
5. what are the career objectives and career considerations
6. and whether he/she is interested in relocation to any other areas or fields
or even location
Second form deals with performance planning and assessment. It is
filled by the supervisor as well as the employee. And focuses on the following
areas:
1. business objectives
2. key tasks
3. any changes in the plans
4. additional work involvement
5. half yearly and annual reviews
Third form deals with performance dimensions. And is prepared by theemployee and reviewed by the supervisor. It measures the performance in the
following areas:
1. Job Knowledge
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2. Adaptability to Time Pressure and Changing priorities
3. Communication Skills
4. Comprehension and Analytical Skills
5. Coordination and Teamwork
6. Creativity and Innovation
7. Decision-making and Business Judgment
8. Initiative and Self-Monitoring
9. Interacting with Others
10. Planning and Organizing
11. Customers/Clients Orientation
12. Safety Awareness
13. Quantity of Work
14. Quality and Continuous Improvement
15. Business Practice Standards
16. Organization/Unit Management Skills
17. Supervision of Employees
18. Leadership Abilities
The fourth form is filled by the supervisor and the manager and
contains the following details:
1. what are the strengths of the employee
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2. are there any areas of improvement
3. What trainings are recommended by the supervisor and why?
4. and over all general comments of the supervisor
The last form is aimed at 360 degree appraisal and is called feedback
from knowledgeable others. It contains the following:
1. Leadership Abilities -
Includes the ability to inspire, motivate and command respect
of others by providing vision, direction, support and feedback;demonstrated effectiveness in getting others to work towards
common objectives and goals; ability to delegate effectively.
2. Interacting with Others -
Involves interacting effectively with others; exhibiting
appropriate behavior, particularly in difficult situations; responding
productively to constructive criticism; maintaining motivation even in
the face of disappointment.
3. Initiative -
The extent to which an employee seeks out new assignments
and expands capabilities, personally and professionally; recognizes
needed information of resources.
4. Quality of Work -
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Involves quality of performance such as thoroughness,
freedom from errors, analytical soundness, creation of useful work
products, etc.
5. Customer / Client Orientation -
Involves gathering information from internal and external
customers'/clients' concerning their needs; advocating their position
in the organization; taking action to ensure alignment between
customer'/clients' needs and those of supplier.
6. Communications -
Involves writing and speaking clearly, concisely and
persuasively. May involve either formal presentations or more
informal communications.
Recommendations
There are employees who feel it difficult to have their say when they
had problems with their employees. So we recommend that the
supervisors should make sure that they get the employees talk about
what aspect of the evaluation they do not feel is correct.
Change is a major factor which must be accepted eagerly and worked
upon in order to meet the upcoming challenges and agreed by both the
managers and employees
Few employees who feel that the feedback provided by their supervisors
is either not detailed or lucid. Therefore we recommend that there
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should be more logical explanation on the supervisors feedback and
that too in detail, so that employees feel more satisfied with the system
Even though Engro has a very efficient performance appraisal system
we recommend that the employees should be more trained for
conducting the performance appraisal interviews. This is because most
of the employees felt that training regarding the interviews is necessary
for them
The process has to be reviewed on a continuous basis to eliminate any
surprise and astonishing factors during this year round activity.
A healthy self-esteem will lower an individuals fear of identifying
weaknesses and trying something new so, continuous training and
development programs ought to be conducted in order to achieve
targets in a mutually defined timeline.
We also conclude that number; letter grades and check mark rating
systems are an inefficient way of assessing and improving performance. They may be good for managers and HR department during compilation
and disseminating of bonuses and increments. However, they do little to
help the employee assess how to improve performance or what they
have done right.
Conclusion The Appraisal system adopted by ENGRO is quite up to mark and sufficiently
measuring all areas. Majority of the employees are happy with the appraisal
technique and are satisfied with their feedback.
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The employees are adequately trained regarding the need for self appraisals
and both the appraiser and appraisee and aware of their responsibilities and
what is required of them.
Most of the respondents were satisfied with their company performancemanagement systems and with the development opportunities available to
them in their respective companies.Hence we find ENGRO to be following HR
practices and especially the core area of performance appraisal, which is not
an annual ritual at engro but an integral part of their culture and the reason
for the success.