Download - PA at NDPL
PERFORMANCE APPRAISAL AT NDPL
By:
Kratika Rathi (027)
Shilpa Deshwal (047)
COMPANY PROFILE
North Delhi Power Limited (NDPL) is a joint venture between Tata Power Company and the Government of NCT of Delhi with the majority stake being held by Tata Power. It holds a major part of North & North West Delhi and serves a populace of 50 lakh. The company started operations on July 1, 2002 post the unbundling of erstwhile Delhi Vidyut Board with a registered consumer base of around 10 lakh and a peak load of around 1180 MW.
WHY PERFORMANCE MANAGEMENT??????
Setting objective performance criteria. Evaluation of individual performance and
competencies. Career Development : to provide data for
developing Career Development Plan based on evaluation of individual.
Reward and promotion : to provide data for future job assignment and compensation.
OBJECTIVES OF PMS AT NDPL
The PMS of NDPL seeks to fulfill the following objectives:
Assess the current level of job performance Counsel the officer on areas for improvement and
ways to address them Assess the training and development needs. Identify potential for undertaking higher
responsibility. Develop a system of increment and rewards based
on performance. Productivity improvement resulting in value
addition.
PROCESS
METHODOLOGY
The Talent Management Group, under Corporate Human Resources Department initiates the administration of the annual performance appraisal. The time frame for completion of various procedures in the appraisal process is conveyed to the appraises, appraisers and the reviewing officers along with the distribution performance appraisal forms.
Salary increments of employees under NDPL structure are considered based on performance and decided by the management once in a year effective from 1st of April.
CONTD.
The assessment cycle is from April to March. The appraisal is done based on rating
method. The following rates are generally used:
1 2 3 4 5
Excellent Very Good Good AverageBelow
Average
CONTD.
Assessment Grade: Excellent: goes beyond expectations of job,
takes initiatives and is keen to improve work processes.
Very Good: meets all expectations of job, is systematic and quality conscious.
Good: meets expectations of job. Needs guidance & certain amount of follow up in order to achieve targets.
Average: Meets most expectations but on regular follow ups.
Below average: Continuous denial of taking ownership, misses timelines.
CONTD.
Overall rating & remarks of appraiser
Has s/he been responsible for any outstanding work during the period under review meriting special commendation, if so what?
Has s/he been reprimanded for indifferent work or for other cause? If so brief particulars may be given.
Any other remarks on overall potential / need for multitasking / proposing job rotation / change in job profile.
CRITERIA FOR EVALUATION
The following factors are considered to evaluate individual performance:
Part I: KRA’s Evaluation
Part II: Competencies Assessments
Part III: Organisational Values
PART I : KRA’S EVALUATION
Quality of Work
Quantity of Work
Job Knowledge
Dependability
Ability to improve
PART II COMPETENCIES ASSESSMENT
Organization Problem Solving Customer Service Initiative Creativity Adaptability Interpersonal Skills Communication Skills Technical Skills
PART III ORGANIZATIONAL VALUES
Integrity
Understanding
Excellence
Unity
Responsibility
DIMENSIONS
Promotion
Career Planning
Training
Job Rotation & Job Enrichment
Mentoring
Reward & Recognition
PROMOTION
The guidelines for awarding promotions in NDPL are based on the following objectives:
(i) To provide opportunity(ii) To provide a clear career ladder(iii)To ensure consistency, fairness, uniformity and
transparency(iv)To provide internal growth
In the context of the above objective, promotion in respect of employees in NDPL- FRSR structure is regulated as per the R&P rules. In respect of NDPL structure, employees’ promotions are purely on merit and based on vacancies.
CAREER PLANNING
Defined career paths for growth of employees under NDPL-FRSR and NDPL structure.
Immense opportunities to learn and develop Ensured that employees’ progress at a desired pace
in their careers. Officers:(i) Competency evaluation(ii) Performance(iii) Cross functional exposure and HR intervention(iv)Assessment centers to identify the potential and
development needs Supervisory and staff cadre:(i) Skill evaluation
TRAINING Workshops and training programs (functional as well as
management/ supervisory areas). Sponsorship for in-house as well as external training
programs. The Performance Management System as well as the
feedback given by employees from time to time is used for capturing the training need requirements of employees.
Training programs are undertaken for learning the best practices so as to enhance their skills and competencies.
Training programs are evaluated regularly to ascertain the value being added to the employees as well as the organization.
THE ULTIMATE GOAL OF TRAINING IS TO IMPROVE CUSTOMER SATISFACTION THROUGH REDUCTION IN COST OF DELIVERED POWER, SUPPLY OF RELIABLE AND QUALITY POWER AND IMPROVING LEVELS OF EFFICIENCY AND ACCOUNTABILITY.
JOB ROTATION & JOB ENRICHMENT
Job rotation is a tool to develop individuals by providing an all round exposure to various departments and functions. NDPL provides maximum possible exposure to all employees for their overall development and growth. While carrying out employees’ job rotation, the desires expressed by individuals for job rotation through their appraisals is also considered when a particular position is vacant.
Employees are assigned tasks in addition to their normal job description as a part of job enrichment, so as to make their job more fulfilling and meaningful and also to equip them to cope with future
challenges.
MENTORING The mentoring process links an experienced (mentor)
with a less experienced person. It facilitates an environment in which the mentee
grows both professionally and personally. The mentoring process requires that the mentor and
the mentee work together, to reach specific goals and to provide each other with sufficient feedback to ensure that these goals are reached.
Participating in a mentoring program requires commitment and hard work.
Mentoring is used in NDPL in conjunction with training, special assignments, cross training, and other learning opportunities for integrating employees into the workforce.
REWARD AND RECOGNITION
The Reward and Recognition scheme recognizes individual as well as team contributions of the employee(s) in achieving objectives of the organization and rewards deserving employees.
EMPLOYEE PERFORMANCE APPRAISAL FORM (NON EXECUTIVE)
Help in the overall assessment of work & behavior. The Performance Parameters are as follows:
(i) Job knowledge(ii)Timely completion of
work(iii)Planning & organizing(iv)Communication(v)Work commitment &
attitude(vi)Safety consciousness(vii)Comprehension of
Superiors command
(viii) Dependability & confidentiality(ix) Loyalty & Integrity(x) Adaptability to change(xi) Punctuality & attendance (xii) Team Player(xiii) Interpersonal Relationship(xiv) Analytical skills
CONTD.
Specific areas of improvement (by appraiser)
Training & development needs
assessment Behavioral Technical