01 pms awarness programme
TRANSCRIPT
17th January, 2012 – Lanco Hills
PMS 2011-12LEO FRAMEWORK3600 FEEDBACKLEARNING ACADEMY
Welcome Awareness Session
Our Mission
Development of Society through Entrepreneurship
Our Vision
Most Admired Integrated Infrastructure
Enterprise
Our Values
1. Integrity
2. Humility & Respect
3. Organization before Self
4. Achievement Drive
5. Positive Attitude
6. Accountability
7. Teamwork
8. Innovation
PMS @ Lanco
PMS – Purpose
Appreciate the Significance of PMS in making Lanco an HPO
Develop a Common Understanding of the PMS System
Enable Effectiveness in the Implementation of the PMS
Enhance Individual Performance by carrying out the appraisal
through a process of Mutual Discussion
PMS - Objective
Provide feedback and review employees’
−KRAs Performance
−Potential on Competencies and
−Behaviour on Values
Identify Training & Development needs required to develop
skills/competencies for enhancing performance & potential
Set performance expectations for the next year [KRAs,
Competencies & Behaviour]
Performance Appraisal?
Evaluation Goals To let employees know where they
stand
To develop valid data for pay and
promotion decisions
To deal with unsatisfactory
performance
To help the company make retention &
discharge decisions
Development Goals To motivate employees through
recognition & support
To counsel & coach employees so that
they will improve their performance
and develop future potential
To develop commitment to the
organization through discussion of
career opportunities & career planning
To strengthen supervisor-employee
relations
Performance Appraisal – Challenge
Linkage to rewards, career & self-image of employee on one
hand, and to his development on the other
Tendency to avoid giving & receiving negative feedback
Defensiveness to negative feedback
Likely strain on appraiser-appraisee relations
PMS Timelines
Activity Timelines
Business Planning at Business Unit Level To be completed by October
First Presentation of Business Plan of BUs to Corporate
To be completed by November
Business Plan Approval by Corporate To be completed by December
Presentation & Approval of Corporate Business Plan To be completed by January
Annual Business Plan for next FY
Activity Timelines
For CEOs & Direct Reports to Top Management To be completed by 1st week of February
For COO – ED To be completed by 2nd week of February
For Sr. VP to AGM To be completed by 3rd week of February
For Sr. Manager & below To be completed by 4th week of February
Activity Timelines
For CEOs & Direct Reports to Top Management
To be completed by 30th of AprilFor COO – ED
For Sr. VP to AGM
For Sr. Manager & below
KRA Fixation & Target Setting next FY
Performance Review and Appraisal for previous FY
Activity TimelinesModeration of all the appraisals will be done by the CEO for their respective Business Units /Divisions
To be completed by 1st week of May
Overall moderation of the appraisals across the group will be done by the Corporate To be completed before end of May
Activity TimelinesCEO Meet to finalize the guidelines on Increments, Incentives and Promotions By end May every yearDisbursement of Incentives & Increments to the employees
Along with the Salary for the month of June
Disbursement of Incentives & Increments to the Directors who are on Board Along with the Salary for the month of July
Moderation of Appraisals for previous FY
Increments, Incentives & Promotions for previous FY
Essentials of PMS
Being Honest, Sincere and Fair in carrying
out the Appraisal of Performance of the
employee
Appraise through a process of Mutual
Discussion
PMS Format
Guidelines for PA – 2010-11
Performance Appraisal Format Overview
Section I Performance – Key Result Areas (KRAs) 70 Marks
Section II Potential – Competencies (LEO Framework/Role Based) 20 Marks
Section III Behavior – Group Core Values 10 Marks
Section IV Noting on Training & Developmental Needs - Mandatory
Section V Qualitative Noting on Discussion between Appraisee & Appraiser, Appraiser & Reviewer in case of Sr. DGM & below; Appraisee & Appraisers in case of CEO to GM ; and 3 Areas of Strength and 3 Important Areas of Improvement for the employee.
Overall Score Sum of Marks of Section I, II & III
Applicability of Section I,II & III Cadre wiseSection IV, V are common for all the cadres
Section – I Section – II Section – III
CEO and Direct Reportee to
Top Mgt
Appraisal/Assessment will be done by Chairman, VC and MD
based on KRAs set at the year beginning
based on ‘LEO’ Competencies
based on ‘Do Not’s mentioned for each of the Group Core Values in our MVV Pocket Book
COO Appraisal/Assessment will be done by CEO and any two of Chairman, VC, MD
based on KRAs set at the year beginning
based on ‘LEO’ Competencies
based on ‘Do Not’s mentioned for each of the Group Core Values in our MVV Pocket Book
Directorto ED
Appraisal/Assessment will be done by CEO and two other persons at least one level higher than the appraisee’s cadre, with whom most interaction happens at work (one person must be the direct reporting authority among these three)
based on KRAs set at the year beginning
based on ‘LEO’ Competencies
based on ‘Do Not’s mentioned for each of the Group Core Values in our MVV Pocket Book
Sr. VP to GM
Appraisal/Assessment will be done by Appraiser, Reviewer and one more person at least one level higher than the appraisee’s cadre, with whom most interaction happens at work
based on KRAs set at the year beginning
based on ‘LEO’ Competencies
based on ‘Do Not’s mentioned for each of the Group Core Values in our MVV Pocket Book
Sr. DGM & BelowAppraisal/Assessment will be done by Appraiser and Reviewer
based on KRAs set at the year beginning
based on the Role Competency Dictionary - Roles of Sectional Head, Team Leader and Team Member - as was done in the previous year
based on ‘Do Not’s mentioned for each of the Group Core Values in our MVV Pocket Book
For GM & above Cadre
Where the Appraisee reports directly to the CEO/Business Unit Head and no other persons
are available at least one level higher than the Appraisee's cadre with whom most
interaction happens at work in the concerned Business Unit/Division, in such case the
Appraisal/Assessment will be done by CEO and any two of Chairman, VC, MD.
In respect of HR / Finance function, the Corporate Functional Head must be one among the
three member assessment panel.
Appraisal / Assessment shall be carried out as a panel with all members together.
The informal structured performance review shall be carried out on Quartely basis, focusing
more on Competencies and Behavior.
The panel members of each appraisee shall be formulated by the HR of concerned
Business Unit / Division in consultation with the Appraisee and approved by the CEO /
Business Unit Head.
Important Points & Rating Scale On a 1–10 scale, in case of employees whose average score on Group
Core Values is;
Any employee whose performance rating is ‘POOR’ for 2 consecutive years
shall be separated from the services of the Company.
< 7 He/she shall not be considered for Increment / Promotion
< 6 Necessary steps to be taken for separation of the employee
Outstanding Excellent Good Satisfactory Poor
86-100 76-85 66-75 51-65 < 51
Strict Assessment in giving the scores is the essence!
Rating Scale
L E O Framework
Entrepreneurship
LEO – The Lanco Way
Set Clear Direction Inspire, Influence & Involve Enthusiastic Team Player & Developer Take Initiative Empower & Empathize Build Networks Effective Communicators Change Agent
Ownership
Leadership
Develop a compelling Vision Search out Challenging
opportunities Experiment, take risk and
learn from mistakes Think strategically Tactful & Adaptable Responsible for Business
growth and P&L Build Organization Design
Capability Develop Dynamic Organizational
Structure Create a robust Business plan Develop KRAs for each position Regularly review progress Be process and system oriented
Organization Before self Self Belief Deliver Results Achievement drive Passion for work Going beyond call of duty Perseverance Committed-”No excuses,
only results”
Set Clear Direction Inspire, Influence & Involve Enthusiastic Team Player & Developer Take Initiative Empower & Empathize Build Networks Effective Communicators Change Agent
Develop a compelling Vision Search out Challenging opportunities Experiment, take risk and learn from mistakes Think strategically Tactful & Adaptable Responsible for Business growth and
P&L Build Organization Design Capability
Organization Before self Self Belief Deliver Results Achievement drive Passion for work Going beyond call of duty Perseverance Committed-”No excuses, only results”
LEO for us
We Need to
• Question our own capabilities in these three dimensions and
work toward developing ourselves.
• Continuously learn to improve on LEO
• Be mindful while recruiting/promoting people on different
positions and measure them on LEO
• Make consistent effort to foster the spirit of LEO in the way
each of us think and act.
By Adopting LEO – People ………….
• Create leaders at all levels
• Work with an entrepreneurial spirit and
• Have a great sense of pride in Owning LANCO and in
being a LANCONIAN
E & Y
Individual Development Plans
360 0 Feedback
Lanco Learning Academy
Group L & D and Academy
Objectives
33
To provide an update on the work undertaken to define the L&D strategy of the Lanco Group
1
To share the key next steps regarding the implementation of the L&D strategy and launch of the Lanco Academy
2
To discuss the support required from you in the journey
3
Lanco is poised for hyper growth and the Group will need to address key human capital challenges…
Rapid Increase in Scale and Complexity of Existing Business and Entry into New Areas of Business
Entry into New
Countries
Increase in Number of Projects
Expansion in Portfolio –
Non Captive and Services
Entry into Nascent Sectors
(e.g. Solar)
Diversification
across Power Value
Chain
People Brand Innovation
• Fill leadership positions in house
• Engage & retain talent • Induction of external talent
pool into Lanco Way• Building capability for handling
scale and complexity as well as entry into new businesses
• Build employer brand to attract new talent into the Group
• Build the Lanco Group Brand as an organization committed to sustainable business growth
• Monitor external environment to assess opportunities for businesses
• Help drive the Knowledge Management and Innovation agenda
These inputs also highlight the need for an in-house learning academy, to match the scale and scope of learning needs
201020152010
From High dependence on lateral recruitment
To homegrown talent pool with mobility across businesses and countries
From high dependence on external sources for capability building
To enhanced focus on in-house people capability development
From basic articulation of the Lanco Way
To institutionalization of the One Lanco culture
From a National Player with an employee base of ~5,500
To a Global enterprise with an employee base of ~20,000
Project Genesis was launched with an aim to define the L&D strategy of the Group and develop the blueprint of Lanco Academy…
2. Communication
8. Facilities & Services
6. Content
Location
Design Construction
External (Marketing)
Internal (Education)Themes
Topics
Delivery
7. T
echn
olog
y
5. B
usi
nes
s P
lan
3. Governance Mechanism & Measurement
9. Capability Development
4. Operating Model
1. Vision and Identity
Phase I of the L&D Initiative: 1st September – 31st December 2010
The following next steps will enable the Lanco Group to implement L&D strategy
37
• Launch: Launch of the Academy by 1st April 2011
• Defining the Lanco Way: Outline specific behaviors and actions that demonstrate the Lanco Way and identify initiatives to disseminate the same
• L&D Processes & Structure: Roll out the L&D structure & detail out the key L&D processes
• Training Needs Assessment: Carry out detailed training needs assessment to identify learning needs of the Lanco Group
• Academy Curriculum: Outline the training calendar for the Lanco Academy and detail out the identified programs for the soft launch
• Faculty and Alliance Management: Identify faculty/strategic alliance partners for roll out of programs