kra workshop (1)
DESCRIPTION
KRATRANSCRIPT
Key Result Areas” or KRAs refer to general areas of outputs or outcomes for which the department’s role is responsible.
Key Result Area in simple Terms may be defined as Primary responsibilities of an Individual, the core area which each person is accountable for.
WHAT IS KRA ?
Key Results Areas enables you to take ownership of your job and to accept responsibility for those areas in which achieving results are your responsibility.
DETERMINANTS OF KRA
SMART
Present scenario of appraisal system in POWERGRID
Traditional way of maintaining appraisal system
E1 to E3 – Filled at the end of the calendar year.Part –I Self Appraisal by Appraisee
- Main Responsibilities and task accomplished- Major Achievements- Task Assigned but not completed and reasons thereof
Part –II Reporting officer- Brief comment by reporting officer after discussion with the apparisee.- Brief comment on apparaisee’s job knowledge, cost consciousness, initiative, communication skills and commendable work done in Hindi- Integrity assessment
E4 & E5 – Filled at the end of the calendar year.
Part –I Self Appraisal by Appraisee- Main Responsibilities and task accomplished- Major Achievements- Task Assigned but not completed and reasons thereof
Part –II Reporting officer- Brief comment by reporting officer after discussion with the apparisee.- Brief comment on apparaisee’s job knowledge, cost consciousness, initiative, communication skills and commendable work done in Hindi- Assessment of managerial traits such as organizing ability, team effectiveness, cost effectiveness, development of subordinates and judgment.- Integrity assessment
E6 /E7/E7A - Appraisal Period – Financial year
Part –IA – Performance Planning & Review- Targets/ Key Result Areas for the year to be filled in by the appraisee after discussion with Reporting officer.
Part –IB – Review Discussion – 1st Half- Targets /KRAs assigned and filled.- Brief record of discussion of the reporting officer with the appraisee.
Part –IC – Review Discussion – 2nd Half- Targets /KRAs assigned and filled.- Brief record of discussion of the reporting officer with the appraisee
Part –II – Executive Abilities- Assessment on 10 parameters such as Job Knowledge, Organizing Ability, Cost Effectiveness, Team Effectiveness, Initiative, Judgment, Development of Subordinates, Commendable work done in Hindi and Peer Relationship.- Integrity assessment
Management objective for different appraisal formats for different levels
E1 to E3 – Operational level executives
E4 & E5 – Managerial cadre – heading sections within Department.
E6 to E7A – Middle Managerial cadre
Use of Performance management system- Clarity of expectations and responsibilities of the employee.- Review the performance of the employees over a given period of time.- Assess the gap between the actual and the desired performance.- Identify training and development needs of the future.-Provide information to assist in the HR decisions like promotions, transfers etc.- To reduce the grievances of the employees.- Helps to strengthen the relationship and communication between superior – subordinates and management – employees.
Need for Changing to a new systemTo objectively provide for performance planning, target setting and measurement.
To promote performance feedback to all executives, with the objective of improving their performance.
Have Individual Target Alignment with organizational MOU.
Make PMS as a business tool for appraisers to manage performance of their team.
Link the reward system to Performance as suggested in the Pay Commission Report.
Bring about efficiency in administration of the Performance Management System (e-PMS).
The pay revision circular has directed that all the CPSEs should develop a robust and transparent Performance Management System. CPSEs would adopt “Bell Curve Approach” in grading the officers so that not more than 10% to 15% executives are Outstanding/Excellent. Similarly, 10% of executives should be graded as “Below Par”.The Sixth pay Commission report also suggested adoption of Balance Scored Card to determine the eligibility of PRP for each Executive.
PMS in other PSUsPMS in other PSUs To have a better understanding of industry practice in To have a better understanding of industry practice in
PMS, we visited NTPC, NHPC, IOCL and BHEL to see PMS, we visited NTPC, NHPC, IOCL and BHEL to see and understand their system and also held detailed and understand their system and also held detailed discussion regarding designing, implementing and discussion regarding designing, implementing and running a forward looking PMS. running a forward looking PMS.
It was concluded from all the above meetings that all It was concluded from all the above meetings that all these organizations today have KRA system. IOCL and these organizations today have KRA system. IOCL and BHEL have e-enabled their Performance Management BHEL have e-enabled their Performance Management System. KRA’s have to be set after mutual discussion System. KRA’s have to be set after mutual discussion between Appraiser and apraisee.between Appraiser and apraisee.
All the oragnisations have conducted extensive work All the oragnisations have conducted extensive work shop and training for making KRA directory and making shop and training for making KRA directory and making the new PMS acceptable in the organizations.the new PMS acceptable in the organizations.
Introducing New Performance
Management System in POWERGRID
All the Executive in the organization has been divided into THREE JOB CLUSTERS
•E1 to E5 - Cluster I•E6/E7/E7A - Cluster II•E8 & E9 - Cluster III
The new PMS is applicable to first two job clusters No Change has been made in the E8 & E9 PMSThe New Appraisal formats in the New PMS has been approved by the Board of Directors.
These job clusters have been finalized by IE Group during Competency Mapping exercise
The New Appraisal formats have the following features:-Part –I PERFORMANCE, Part - A.pdf, Part - B.pdf
- KRA has to be set with measurable targets- KRA has to be aligned with MOU targets.- KRA to be set after mutual discussion between Appraiser and appraisee.- KRA to be reviewed bi-annually- Performance Review sheet shall be filled at the end of Appraisal Period which shall include need for training and development.
Part –II Competencies (E1toE5), (E6toE7A)- All the Executives shall be assessed of 9 competencies identified for various job cluster.- Appraiser shall rate the appraisee on a scale of 1 to 5 on competencies
Part –III VALUES (E1 to E5), (E6 to E7A)- The values for all the job cluster is same.- Appraiser shall rate the appraisee on a scale of 1 to 5 on values
Part – IV POTENTIAL APPRAISAL (E1to E5), (E6to E7A)
- All the Executives shall be assessed on 5 potential appraisal attributes
- Potential Appraisal attributes shall differ as per the job cluster- Appraiser shall rate the appraisee on a scale of 1 to 5 on values potential appraisal attributes
Marking System in the Appraisal formats
Appraisal ParametersAppraisal Parameters E1 to E5E1 to E5 E6 to E7AE6 to E7A
PerformancePerformance 7575 6565
CompetenciesCompetencies 1515 1515
ValuesValues 0505 1010
PotentialPotential 0505 1010
TotalTotal 100100 100100
COMPETENCIES
CompetenciesE6-E7A.doc CompetenciesE1-5.doc.
1. Business Environment 1. Business Knowledge:
2. Profession Specific Knowledge: 2. Profession Specific Knowledge:
3. Decision Making 3. Decision Making
4. Planning & Coordination 4. Planning & Coordination
5. Systematic Thinking 5. Problem Solving
6. Learning Orientation 6. Collaboration & Networking
7. Result Orientation 7. Accountability
8. Leadership 8. Drive & Initiative
9. Team Player 9. Team Player
POTENTIAL APPRAISAL
E6/E7/E7A E1/E2/E2A/E3/E4/E5
1. Inspire People 1. Leadership Abilities
2. Team Building 2 Business Sense
3. Ability to build a Strategic Vision
3. Foresight
4. Business Sense 4. Innovation
5. Coaching 5. Trust and Respect
Expectation from the New Expectation from the New PMSPMS
Target setting at all executive levelsTarget setting at all executive levels Cascading of MOU to the lower levels to Cascading of MOU to the lower levels to
achieve optimum performanceachieve optimum performance To provide objective assessment.To provide objective assessment. Clarity in the beginning itself as to what is Clarity in the beginning itself as to what is
expected.expected. Performance feedback to allPerformance feedback to all Help in the overall achievement of Organization Help in the overall achievement of Organization
GoalGoal Bring about efficiency in administration of the
Performance Management System by implementing e-PMS