PMS Group6

8/13/2019 PMS Group6

1/17

Group 6

Shailesh

Jayachandran

Snigdh Jha

Srishti Sahu

Stacy Angom

Sulabh DaigavaneSumeha Kaushal

Swatilekha

Chowdhury


2/17

Current Performance Appraisal System is just

for NAMESAKE.

It is limited to only Promotions.

No Framework is followed.

Mismatch in System and Implementation.

Personnel, non-objective and Ambiguousgrading leading to Demoralisation of

Employees.


3/17

New Government planning to reform entirePerformance Appraisal System along with

support of PASYDY

Introduce Objectivity and Targets, Individualand Departmental level

Revamp current payment system

Restructuring Departments (Decentralization)

Improving recruitment and selection

Introduce new technology


4/17

Ensuring the Key Result Areas to be:-

S Specific

M Measurable

A Attainable

R Relevant

T Time bound


5/17

Target Weightage MeasurementUnitOutstandingContribution

ExcellentContribution

HighValueContribution

GoodContributionFairContribution

Date Days ofachievement

MaximumMarksMarksObtained

Remarks

A 30 Date 1-3 1-4 1-5 1-6 1-7 28-2 30 30

B 25 Date 15-5 15-6 15-7 15-8 15-9 13-6 25 20

C 20 Date 1-6 1-7 1-8 1-9 1-10 1-6 20 20

D 15 Date 15-6 15-7 15-8 15-9 15-

10

12-6 15 15

E 5 Days 0-10 11-15 16-

20

21-

25

26-

30

18 5 3

F 5 Days 0-5 6-10 11-15 16-

20

21-

25

17 5 3

Total 100 100 91(Ta

rget

Score)


6/17

The 360 degree feedbacks shall be elicited and

The final evaluation will comprise

= 0.6 (Target Score)+0.4(360 degree feedback score)

Curve fitting must be done wherein 20% must be given

Outstanding rating and 20% must be given Fair rating


7/17

Seniority

Educational Qualification and Background

PMS Rating


8/17

Team Work

Innovations

Persuasion

Knowledge of procedures, rules and regulations


9/17

Rater requests 360 degree sources from the employee

(minimum 3 sources)

Both Rater and Employee separately review continuing

responsibilities, work objectives and performance measures

Rater contacts at least three 360 degree sources; prepares

an outline for the review


10/17

Supervisors,Peers

CustomersOthers

Employee chooses 360 sources

Provide several points of view on the employees

performance

360 degree sources include:

Supervisor, Peers, Subordinates

Customers

Other managers in and outside operating unit


11/17

Hold a face-to-face meeting

Have a private, frank and open discussion

Encourage employee input

Compare performance with continuing responsibilities,

WOs and PMs

Discuss ways to overcome performance gaps

Consult with HR (Labor and Employee Relations) and

notify the AC if performance is at the not met level


12/17

Reward Systems are a critical part of

Performance System

Provides Positive Reinforcement

Not a part of Regular Pay Can apply to individual or groups of people

Employee rewards can be intrinsic or extrinsic

Symbiotic nature of the goals and the corresponding

rewards is essential


13/17

No link between performance and reward system

Civil Servants enjoy uninterrupted salary hike irrespective

of performance

Promotion based on seniority

Plan approved by Government for building a practical,

fair and flexible pay system


14/17

Linking pay hike to individual performance

In order to motivate employees , promotion should be

based on performance and not on years of experience

Introduce variable component i.e performance bonus inthe pay structure

Linking the rewards of supervisor to the rating he/she

receives from subordinates

Motivating employee by rewarding star performers inpublic


15/17

Annual Appraisal

Cycle Employee Self

Evaluations

Employee Peer Reviews Upward Evaluation

Reports

Evaluation Deadlines

Performance Evaluation

Appeals

Staff Development Plans Annual Appraisal

Meetings

Annual Evaluation forms

completed by supervisor


16/17

Annual Performance Management Activity Chart

ACTIVITY RESPONSIBLE PARTY

Pre-Appraisal Meetings Human Resources & Supervisor

Performance Management Cycle All Civil ServantsPerformance Plans Supervisor

Interim/Progress Reviews Supervisor

Annual Appraisal Cycle Begins All Civil Servants

Employee Self-Evaluation

Distributed

Returned

All Civil Servants

Human Resources

All Civil ServantsPeer & Upward Feedback

Distributed

Returned

All Civil Servants

Human Resources

All Civil Servants

Annual Performance Evaluation Forms Completed Supervisor

Annual Appraisal Meetings Supervisor & Civil Servants

Annual Performance Evaluations Reviewed & Approved Reviewer

Performance Evaluation Related Appeals Process All Civil Servants

Performance Appeals Review& Decision Reviewer & Management

Employee Development Plans Supervisor

Annual Appraisal Cycle Ends All Civil Servants

Annual GoL Preliminary Budget Submitted to Legislature Executive Branch


17/17

Careful selection of the appropriate techniques ofmeasurement, ensuring that personal bias does not affect theoutcome of the process and to provide assistance rather thaninterference in an employees work

Supervisors are encouraged to provide more feedback to

employees than what is required to facilitate the continuedgrowth and development of their employees and to highlightand discuss performance concerns early on

Communicated formally and discussed one-on-one with theemployee

Potential solutions are discussed in these sessions with the aimof reaching consensus regarding individual performance anddetermining a path forward to address identified gaps

Review the institutional performance expectations werecorrectly aligned with the employees individual performanceexpectations

Ensure that there is always a mode of challenge and growth infront of employees

PMS Group6

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