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Introducing PMS- BHEL

Trigger

Widen scope of HR from predominantly training activities and to high

performance organization. Inputs from workshop on Performance

Feedback

Step1learning from past.What went well-WWW Opportunities from Improvement -OFI

Simple and less time consuming to fill Appraisal system only and no involvement

Non threatening / non confrontation to

both

No feedback on performance or training needs

Meets administrative requirements Goals , expectations not clarified.

Personnel dept sole custodian of formats Absence of performance standards/parameters

High degree of confidentiality of ratings No feedback, no potential assessment

Provides chance to appraise to tell

achievements and training requirements

Basis of appraisal-attributes / behavior

Could sustain for long time Only five grades

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Introducing PMS- BHEL

Step 2- Preparation

Training cum workshop by consultant involving senior personnelacross units and corporate office to evolve expectations /requirements of PMS

Survey to reveal gap between expectation of Ideal PMS (72.76%)

and current status ( 37.6%), a gap of 35.16%One day training module on PM in all General management

Programs ( 12 /year ). Validation of formats in few GMPs.

HRD conducted one day programs in units/ Syndicate

discussions.Identification of thrust areas for HRM in line with Vision andMission of BHEL. Five, out of seventeen, areas were selectedafter discussions with top management. One of them is PM

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Introducing PMS- BHEL

Step 3Development of the PMS

Formation of Cross Functional team ( Consultant, CHR. UHR) to prepare

outlines of the new system taking into account outcome of earlier

workshops, surveys, past experience, Etc Draft discussed and approved

by DirectorHR

Detailed approach paper prepared and System developed under seven

components identified earlier. Five formats covered in 8 pages designed.

Presentation to Unit HR heads and unit HR heads carried out

presentations to other HR persons, line mangers, members of the

Executive Association. Feedback / inputs considered, as appropriate by

Cross Functional team and System revised.

Leader of CFT presented the revised System to ManCom ( Directors) and

the consensus was to simplify the system.

Simplified system / formats ( trade off between quality of the system and

acceptance) again presented to various stake holders.

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Introducing PMS- BHEL

Step 4 Selling of the draft system to potentials

Presentation to Units and Divisions by 2 CFT members

(120 members from each unit , 4 hours duration). Inputs

/feedback received. Snap surveys conducted to getperceptions on few critical and controversial issues.

Amendments to System ( appraisal completely open and

final score recorded in presence of appraisee)

Final draft presented to Directors and later to ManCom. Issue of Circular to Implement the System

d

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Introducing PMS- BHEL

Step 5 Implementation

Steering Committee at corporate and unit level.

Developing Facilitators mix of HR and Line Managers ( 80facilitators, 2 day program,4 batches)

Training of users ( 10000) by Facilitators.

Pilot /Test Run of the System in one select unit.

Implementation directive and distribution of manual to allusers,

Training in giving and receiving feedback 100 trainers to

cover about 9000 users. Formation of Performance Planning and Review Committee

(PPRC ),at all units ( 2 or 3 tier depending on size of the unit)