PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF DEGREE

MASTER OF BUSINESS ADMINISTRATION

DECLARATION

I hereby declare that this project report titled Performance Review System for a software development company (Halcyon Technologies) submitted by me to the department of Business Management of XXXX is a bonafide wor underta en by me and it is not submitted to any other !niversity or Institute for the "ward of any degree diploma#certificate or published any time before$

Name:

Date:

(Signatu e!

AC"NOWLEDGEMENT

" %ood start leads to a &ine end$ The ideal way to begin documenting this project wor would be to e'tend my earnest gratitude to everyone who has encouraged( motivated and guided me to ma e a fine effort for successful completion of this project$ I would li e to than XXXX( )irector of Halcyon technologies for giving me an opportunity by ta ing me as an internee in their organi*ation$ This proved to be a very good learning e'perience for me( where I could get an e'posure to all the aspects of real time +ore H, activities$ I am very than ful to XXX( faculty of business management for guiding me throughout the project$ My sincere %ratitude to the +ollege Management for e'tending their co-operation for successful completion of my project$ I ac nowledge with pleasure and owe my special than s to XXXX( H, Manager( Halcyon Technologies for his continuous guidance and support throughout the project$ " final word of than s goes to my .arents( &riends and everyone else who made this project possible$ /our contributions have been most appreciated$

INDE#

Ta$%e &' C&ntent(:

0$ 1$ 2$ 3$ 5$ 6$ 7$ 8$ 4$ 09$ 00$ 01$ 02$ A$(t a*t O$+e*ti,e &' t-e (tu./ Int &.u*ti&n C&m0an/ P &'i%e Met-&.&%&g/ 1 A00 &a*Limitati&n( &' t-e Stu./ Data Ana%/(i( Fin.ing( Re*&mmen.ati&n( Anne2u e34 (5ue(ti&nnai e! Anne2u e36 (Se%' Re,ie7 F& m! Anne2u e38 (Pee Fee.$a*9 F& m! Bi$%i&g a0-/

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ABSTRACT

Halcyon Technologies has given me an e'cellent opportunity of designing a new .erformance "ppraisal :ystem for their company$ It was designed after understanding the Halcyon ;nvironment at whole$

:ince my internship was for four months( I could not be a part of the entire "ppraisal :ystem but only the ,eview system$

" customi*ed and relevant ,eview :ystem was prepared which would fulfill both the needs of Management and ;mployees$ The :elf ,eview &orm and .eer &eedbac form was designed and then sessions were conducted to ma e the employees understand the .rocess and importance of .erformance ,eview$ Then as scheduled the one-one meeting between the employee and their respective Team <eader was conducted and the final report was given to H, Manager$

This ,eview would help ;mployees in their upcoming .erformance "ppraisal where the hi es( incentives etc would be based on their targets set at the time of ,eview$

O$+e*ti,e( &' t-e Stu./

Halcyon being a start - up company I got the opportunity to design a new .erformance ,eview :ystem under the guidance of H, Manager$ The secondary objectives of my study were=

0$ To develop an effective .erformance "ppraisal system$ 1$ To now the ,e>uirements of management regarding the designing of new "ppraisal system and ,eview :ystem$ 2$ To help the ;mployee in understanding the .rocess of .erformance ,eview$

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at

INTRODUCTION

Performance Appraisal is a formal( structured system that compares employee performance to established standards$ "ssessment of job performance is shared with employees being appraised through one of several primary methods of performance appraisals$ ;lements in performance appraisal methods are tailored to the organi*ation?s employees( jobs( and structure$ .erformance appraisals( also nown as employee appraisal are essential for the effective management and evaluation of staff$ "ppraisals help develop individuals( improve organi*ational performance( and feed into business planning$ ;ach staff member is appraised by their line manager$ )irectors are appraised by the +;@( who is appraised by the chairman or company owners( depending on the si*e and structure of the organi*ation$ .erformance appraisal is a part of career development and regular review of employee performance within organi*ations$ "nnual performance appraisals enable management and monitoring of standards( agreeing e'pectations and objectives( and delegation of responsibilities and tas s$ :taff performance appraisals also establish individual training needs and enable organi*ational training needs analysis and planning$ .erformance appraisal should also be viewed as a system of highly interactive processes which involve personnel at all levels in differing degrees in determining job e'pectations( writing job descriptions( selecting relevant appraisal criteria( developing assessment tools and procedures( and collecting interpreting( and reporting results .erformance appraisals are important for staff motivation( aligning individual and organi*ational aims( and fostering positive relationships between management and staff$
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 "ppraisals must address ?whole person? development - not just job s ills or the s ills re>uired for the ne't promotion$ "ppraisals must not discriminate against anyone on the grounds of age( gender( se'ual orientation( race( religion( disability( etc$ .erformance appraisals should be positive e'periences$ The appraisals process provides the platform for development and motivation( so organi*ations should foster a feeling that performance appraisals are positive opportunities( in order to get the best out of the people and the process$ Re:ui ement( '& e''e*ti,e 0e '& man*e management (/(tem: 0$ ;ffective performance management re>uires a good deal of faceto-face supervisor-employee interaction$ By nowing the subordinates( a supervisor can steer them onto a path of greater productivity and optimi*ed output$ <ong-term successful business owners view performance appraisal as a process of getting to now the people who wor for them$ It is the most significant and indispensable tool for an organi*ation$ It provides information( which helps in ta ing important decisions for the development of an individual and the organi*ation$

1$ Thus( one phase of the annual performance management cycle is performance appraisal( the process of reviewing employee performance vis-A-vis the set e'pectations in a realistic manner( documenting the review( and delivering the review verbally in a face-to-face meeting( to raise performance standards year over year through honest and constructive feedbac $ In the process management e'pects to reinforce the employeeBs strengths( identify improvement areas so that one can wor on them and also set stretched goals for the coming year$ "n effective review process helps organi*ations in three areas= 0$ ;valuation and improving personnel selection and training systemsC 1$ .reventing wrongful terminationC and 2$ Increasing real employee diversity
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S&me Ba(i* C&n*e0t(: Pe '& man*e refers to an employeeBs accomplishment of assigned tas s$ Pe '& man*e A00 ai(a% is the systematic description of the jobrelevant strengths and wea nesses of an individual or a group$ A00 ai(a% 0e i&. is the length of time during which an employeeBs job performance is observed in order to ma e a formal report of it$ Pe '& man*e Management is the total process of observing an employeeBs performance in relation to job re>uirements over a period of time (I$e$ clarifying e'pectations( setting goals( providing on-thejob coaching( storing and recalling information about performance) and then ma ing an appraisal of it$ Information gained from the process may be fed bac via an appraisal interview to determine the relevance of individual and wor -group performance to organi*ational purposes( improve the effectiveness of unit and improve wor performance of employees$ Pe '& man*e an. De,e%&0ment P%anning (PDP!= .). is a process for managers that aligns individual performance with company goals and ensures focus on the development of talent companywide$ .). is an important step in their corporate effort to engage and enable employees to deliver their contribution to their business$ "lso( .). serves to enable employees to identify and reali*e personal opportunities for development that are aligned to current and future business challenges$

O$+e*ti,e( &' Pe '& man*e A00 ai(a%: <et the employees now where they stand in so far as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development$

 "ssessment of s ills within an organi*ation$ :et targets for future performance$ ;ffect promotions based on competence and performance$ :trengthen relationship between superior and subordinate$ "ssess the training and development needs of employees$ Identify the strengths and wea nesses of employees$ )ecide upon a pay raise (increments)$ )etermine whether human resource programs such( as selection( training and transfers have been effective or not$ &orm a basis for personnel decisions-salary (merit) increases( promotions( disciplinary actions( etc$ .rovide the opportunity for organi*ational diagnosis and development$ &acilitate communication between employee and administrator$ Increase motivation to perform effectively$ Better clarify and define job functions and responsibilities$ +larify organi*ational goals so they can be more readily accepted$

Pe '& man*e A00 ai(a% P &*e((

P e0a e - prepare all materials( notes agreed tas s and records of performance( achievements( incidents( reports etc - anything pertaining to performance and achievement In'& m - ensure the appraisee is informed of a suitable time and place and clarify purpose and type of appraisal ;enue - ensure a suitable venue is planned and available - private and free from interruptions Int &.u*ti&n - rela' the appraisee - open with a positive statement( smile( be warm and friendly Re,ie7 an. mea(u e - review the activities( tas s( objectives and achievements one by one Ag ee an a*ti&n 0%an - "n overall plan should be agreed with the appraisee( which should ta e account of the job responsibilities( the appraisee?s career aspirations( the departmental and whole organi*ation?s priorities $
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 Ag ee ne*e((a / (u00& t - This is the support re>uired for the appraisee to achieve the objectives( and can include training and anything relevant and helpful that will help the person develop towards the standard and agreed tas $ "lso consider training and development that relates to ?wholeperson development? outside of job s ills$ )eveloping the whole person in this way will bring benefits to their role( and will increase motivation and loyalty$ In,ite an/ &t-e 0&int( & :ue(ti&n( - ma e sure you capture any other concerns$ C%&(e 0&(iti,e%/- Than the appraisee for their contribution to the meeting and their effort through the year( and commit to helping in any way you can$ Re*& . main 0&int(< ag ee. a*ti&n( an. '&%%&73u0 - :wiftly follow-up the meeting with all necessary copies and confirmations( and ensure documents are filed and copied to relevant departments$

De(igning an a00 ai(a% 0 &g am 0&(e( (e,e a% :ue(ti&n(< 7-i*- nee. an(7e () T-e/ a e: 0$ Dhose performance is to be assessedE 1$ Dho are the appraisersE 2$ Dhat should be evaluatedE 3$ Dhen to appraiseE 5$ Dhat problems are encounteredE 6$ How to solve the problemsE
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7$ Dhat methods of appraisal are to be usedE

Di(*u((i&n 0&int( in t-e a00 ai(a%: 0$ Has the past year been good#bad#satisfactory or otherwise for you( and whyE 1$ Dhat do you consider to be your most important achievements of the past yearE 2$ Dhat do you li e and disli e about wor ing for this organi*ationE 3$ Dhat elements of your job do you find most difficultE 5$ Dhat elements of your job interest you the most( and leastE 6$ Dhat do you consider to be your most important tas s in the ne't yearE

Bene'it(: The following are the benefits of a successful appraisal system= 4) F& t-e O gani=ati&n: Improved performance throughout the organi*ation due to= - ;ffective communication of organi*ationBs objectives and values - Increased sense of cohesiveness and loyalty$ - Managers are better e>uipped to use their leadership s ills and to develop their staff$ Improved overview of tas s performed by each member of a group$ Identification of ideas for improvement$

 +ommunication to people that they are valued$ 6) F& t-e A00 ai(e : @pportunity to develop an overview of individual jobs$ @pportunity to identify strengths and wea nesses of appraisees$ Increased job satisfaction$ @pportunity to lin team and individual objectives with department F organi*ational objectives$ @pportunity to clarify e'pectations that the manager has from teams and individuals$ @pportunity to re-prioriti*e targets Means of forming a more productive relationship with staff based on mutual trust and understanding$ )ue to all above Increased sense of personal value 8) F& t-e A00 ai(ee: Increased motivation and job satisfaction$ +lear understanding of what is e'pected and what needs to be done to meet e'pectations$ @pportunity to discuss aspirations and any guidance( support or training needed to fulfill these aspirations$ Improved wor ing relationships with the superior$ @pportunity to overcome the wea nesses by way of counseling and guidance from the superior Pe '& man*e a00 ai(a% . a7$a*9(:
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 .erformance appraisal program demands and depends too much on supervisors$ :ometimes certain standard ratings tend to vary widely and unfairly$ :ome raters can be tough( and some lenient$ :ome departments have highly competent people whereas others have less competent people$ .ersonal bias can replace organi*ational standards$ Because of the bias( some non competent employees may get a favored treatment$ :ometimes there tends to be lac of communication$ The employees may not even now they are being judged$ Go performance appraisal system can be effective if the appraised do not now the criteria under which they have been appraised and judged$

Bia(e( in Pe '& man*e A00 ai(a% T/0e( E20%anati&n E2am0%e

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Pe '& man*e A00 ai(a% Te*-ni:ue(:

T a.iti&na% Met-&.( &' A00 ai(a%(: 4) Ran9ing In this( the superior ran s his#her subordinates in order of their merit( from best to worst$ - It is done in a competitive group$ - It is done by placing the appraisee on numerical scales I$e$ 0st( 1nd( 2rd etc$ in the total group$ - ,an ing of an appraisee on his job performance#traits against that of another member$ 6) Pe (&n3t&3Pe (&n1Pai e. C&m0a i(&n !nder this method the appraiser compares each employee with every other employee( one at a time$ - +ertain ey performance areas#traits are developed$ ;$g$= <eadership( +reativity( Initiative etc$ - " scale for each factor is designed$ - " scale of people is also created for each factor$ - ;ach "ppraisee is compared to every other person on the scale$ - +ertain scores for each factor are awarded to the appraisee$

8) G a.ing

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- +ertain categories of traits#performance criteria( which are worth of appraising( are established$ ;$g$ cooperativeness( self-e'pression( dependability( job nowledge etc$ - The actual performance (Hey performance area) of an employee is then compared to the predetermined grade definitions$ - "ppraisee is allotted with the grade( which describes his performance in the best possible manner$ - "ny grade that is selected should be well defined$ >) G a0-i* S*a%e( - " printed form( one for each person to be rated is used$ - The factors included in the form are ;mployee characteristics such as leadership( cooperativeness( enthusiasm( loyalty etc$ or ;mployee contribution which includes >uantity and >uality of wor ( specific goals achieved( regularity of attendance( responsibility assumed etc$ - The traits can be evaluated on continuous scale I the appraiser places a mar along a continuum (range)$ ?) C-e*9%i(t - " series of >uestions are presented concerning an appraiseeBs behavior$ - The appraiser has to reply to the >uestions in either negative or positive tone- (/es#Go)$ - The value of each >uestion may be weighted I$e$ one can have predetermined scale and scoring to those >uestions$ @) E((a/ - " blan form is given to the appraiser$ - The form contains main heading such as employeesB characteristics( attitudes( job nowledge( potential etc$ - The appraiser is as ed to put in words his impressions about the employee$$
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- It gives specific information about the employee$ A) C&n'i.entia% Re0& ting - It is the most traditional way of appraising employeeBs performance$ The basic assumption here is that since the superior is in direct contact he nows his subordinates better than any other and hence his appraisal would be more appropriate$ - The superior writes a paragraph or so about his subordinateBs strengths( wea nesses( intelligence( attitude to wor ( attendance( conduct and character( wor efficiency( etc$ B) C iti*a% In*i.ent Met-&. - Initially a set of noteworthy (good or bad) on-the-job behaviours is prepared$ This is usually in the form of incidents$ - These incidents are given to a group of e'perts who assign scale values depending upon the degree of desirability for the job$ - This chec list is used by superiors for evaluating the employees$ - This method helps in identifying the ey areas where the employees are wea or strong$ - It emphasi*es rating on objective evidence and helps in counseling$ C) F& *e. C-&i*e Te*-ni:ue - In forced choice system the appraiser is forced to choose one from among a group of 3 statements that best fits the individual being rated and one which least fits him$ - ;ach statement is given a value or a score$ - The evaluator does not now the score value of statementsC hence he cannot show any favor towards the appraisee$

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- The method of arranging the traits involves a long process from getting the description of JgoodK or JbadK employees to establishing their validity and reliability$

M&.e n Met-&.( &' A00 ai(a%:

4) Be-a,i& a%%/ An*-& e. Rating S*a%e(:

Behaviorally "nchored ,ating :cales (B",:) is a relatively new techni>ue which combines the graphic rating scale and critical incidents method$ It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance >ualities as good or bad (for eg$ the >ualities li e interpersonal relationships( adaptability and reliability( job nowledge etc)$ In this method( an employeeBs actual job behaviour is judged against the desired behaviour by recording and comparing the behaviour with B",:$ )eveloping and practicing B",: re>uires e'pert nowledge$

6) Human Re(&u *e A**&unting Met-&. Human resources are valuable assets for every organi*ation$ Human resource accounting method tries to find the relative worth of these assets in the terms of money$ In this method the performance of the employees is judged in terms of cost and contribution of the employees$ The cost of employees include all the e'penses incurred on them li e their compensation( recruitment and selection costs( induction and training costs etc whereas their contribution includes the total value added (in monetary terms)$ The difference between the cost and the contribution will be the performance of the employees$ Ideally( the contribution of the employees should be greater than the cost incurred on them$

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8) A((e((ment Cent e( "n assessment centre typically involves the use of methods li e social#informal events( tests and e'ercises( assignments being given to a group of employees to assess their competencies to ta e higher responsibilities in the future$ %enerally( employees are given an assignment similar to the job they would be e'pected to perform if promoted$ The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics$ The major competencies that are judged in assessment centres are interpersonal s ills( intellectual capability( planning and organi*ing capabilities( motivation( career orientation etc$ assessment centres are also an effective way to determine the training and development needs of the targeted employees$ >) Management $/ O$+e*ti,e( The concept of LManagement by @bjectivesB (MB@) was first given by .eter )ruc er in 0453$ Management by @bjectives is basically a process whereby the superior and the subordinate managers of an enterprise jointly identify its common goals( define each individualBs major areas of responsibility in terms of the results e'pected of him and use these measures as guides for operating the unit and assessing the contribution of each of its members$ Management by @bjectives is primarily to change the behaviour and attitude towards getting an activity or assignment completed in a manner that it is beneficial for the organi*ation$ Management by objectives is a result-oriented
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process( wherein emphasis is on results and goals rather than a prescribed method$ " number of companies have had significant success in broadening individual responsibility and involvement in wor planning at the lowest organi*ational levels$ Management by @bjectives is a process having following basic steps= I$ :et @rgani*ational %oals II$ Moint %oal :etting III$ .erformance ,eviews IN$ :et chec posts N$ &eedbac

?) 8@DE Fee.$a*9 The 269O &eedbac process is called multi-source assessment( taps the collective wisdom of those who wor most closely with the employee( superiors( colleagues (peers)( direct reports and possibly internal and often e'ternal customers$ The collective intelligence these people provide on critical competencies or specific behaviours and s ills gives the employee a clear understanding of personal strengths and areas ripe for development$ ;mployees also view this performance information from multiple perspectives as fair( accurate( credible( and motivating$ "s the 269O &eedbac process better serves the needs of employees( it serves the changing needs of their organi*ations too$ @rgani*ations are reducing hierarchy by removing layers of management and putting more emphasis on empowerment( teamwor ( continuous learning( individual development( and self-responsibility$ The 269O &eedbac Model aligns with these organi*ational goals to create opportunities for personal and career development$
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8@D .eg ee a00 ai(a% -a( '&u integ a% *&m0&nent(: 0$ :elf appraisal 1$ :uperiorBs appraisal 2$ :ubordinateBs appraisal 3$ .eer appraisal$

E%e*t &ni* A00 ai(a% S/(tem (eAPPRAISAL! e"ppraisal is a recently introduced method of performance appraisal that eliminates paper wor $ e"ppraisal simplifies and enhances the employee performance appraisal process$ It provides an organi*ation with a powerful tool to help develop organi*ationBs critical talent all year round$ It is easier to conduct e"ppraisals by automating the time-consuming process of administrating employee performance reviews$ It is fle'ible and can be customi*ed to suit an organi*ationBs needs$ The comprehensive wor flow ma es it easy for human resource professionals to manage the process by approving appraisal forms( monitoring the status and sending automatic email notifications to managers$$ I) Featu e(:
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 intranet-based ;ase of use :ophisticated wor flow +entrali*ed !ser customi*able performance appraisal forms "utomated email notification and reminder notice +omprehensive status and action view for H, manager +ompetency-based te't answers and#or range scale :elf-rating capabilities II) Bene'it(: "ppraisals are processed more >uic ly and efficiently$ "ppraisal data is received by concerned superior#manager in virtual real-time when the appraisal is uploaded into e"ppraisal system$$ "ppraisals cannot be misplaced or lost( as is possible with hardcopies$ "ppraisals can be stored electronically and available online

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C&m0an/ P &'i%e

H"<+/@G Technologies is an "pplication )evelopment and Business .rocess @utsourcing solutions provider$ H"<+/@G Technologies offers a range of services from outsourced application development and managed services to professional services$ "ll Their services are enabled by e'perienced( nowledge( proven methodologies( global talent and innovation$ Their portfolio includes "pplication )evelopment( consulting( maintenance F support( Business .rocess @utsourcing( and Testing services$ H"<+/@G provides services to clients from their networ of offices across !:( !H and state-of-the-art %lobal :olutions )evelopment center in Hyderabad( India$

Their e'perience with wor ing on and managing outsourced IT projects of large magnitude and B.@ solutions gives us a leading edge over their competitors$ Their commitment is to produce superior >uality deliverables using the industry specified standards$ H"<+/@G achieve this by maintaining an effective and open communication channel across clients in automotive retail industry and have also wor ed with fortune 599 clients in the Healthcare( Ban ing( Telecom( Manufacturing( Insurance( !tilities and &inancial verticals$ Their in-depth understanding of various industry verticals enables us to provide innovative and end-to-end technology solutions$

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Dith H"<+/@G Technologies( the clients can rest assured of transport fair wor ing partnership and >uality wor processes$ H"<+/@G Technologies offers cutting-edge technologies that help the client business improve( and more well ahead of their competitors in the mar et$

H"<+/@G helps clients= +reate an adaptive technologies infrastructure :treamline the business processes ,aise the mar et value Increase the competitive advantage( and :upport the cost-effective sources of productivity and growth$

H"<+/@G Technologies evolves client-specific strategic initiatives with a dual aim to achieve cost savings( and to improve on >uality of services offered$

Se ,i*e(

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H"<+/@G delivers a wide-range of value added services adopting a uni>ue approach of integrating people( processes and technology$ H"<+/@G creates solutions for its clients by leveraging its domain and business e'pertise along with a range of services$

H"<+/@G Technologies range of services includes= "pplication development Business .rocess @utsourcing +onsulting Maintenance F support P" and testing

Te*-n&%&gie(

"s a technology company( H"<+/@G proactively gains insights into leading and emerging technologies$

H"<+/@G Technologies has e'pertise in= Microsoft $G;T Technologies M1;; Technologies IBM Mainframe Technologies ;"I technologies li e Tibco( Deb Methods MP and :eebeyond
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 ,eport generation using Business @bjects( +rystal ,eports and Infragistics

BPO S&%uti&n(

H"<+/@G Technologies Business .rocess @utsourcing (B.@) services aim at leveraging technologies to provide and manage an organi*ationBs critical and#or non-critical enterprise processes and applications$ H"<+/@G Technologies holistic B.@ services integrate software( process management( and people to operate the services$

B.@ :olutions provided by H"<+/@G for "utomotive industry include= )ata analysis and processing of ,ate and ,esiduals for +ar )ealerships

B.@ :olutions provided by H"<+/@G for others Industries include= Information +apture )ata ;ntry F +orrection )ocument +onversation

P &.u*t( H"<+/@G offer product development services enriched with their e'perience and technology e'pertise$ H"<+/@G has developed
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products on leading technologies with a strong orientation toward standards-driven architecture$ .roducts developed by H"<+/@G for "utomotive ,etail industry are= Nehicle +omparison :earch ;ngine and Mar et "naly*er ,&I) based Nehicle Management :olutions +,M F ;,. :olutions for +ar )ealerships & F I Menu and )es ing "pplication :olutions

W-/ HALCFONG

H"<+/@G have a vast practical e'perience of developing and supporting critical applications with high >uality and within scheduled time$ Their offshore development model id devised to act as an e'tension of the client( providing them with e'cellent outputs when needed$ By outsourcing your wor to H"<+/@G Technologies( you have powerful advantage li e cost saving( >uality( time to mar et and fle'ibility to adapt to clientBs mar et and customerBs demands$

H"<+/@G "dvantage=

Nast e'perience in wor ing on number of software projects#solutions Mature onsite-offshore development model with high record of matching deliverables within clientsB e'pectations
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 :trong )omain e'perience which has been gained over the years by providing IT :olutions to clients In-depth understanding of clientsB business ;nviable ability to deliver innovative( reliable and high >uality solutions +ost effective pricing and fle'ible approach The company-wide mindset of co-ownership and co-responsibility is what differentiates them from any of other players$

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Met-&.&%&g/ 1 A00 &a*-

"s per the re>uirement of the management to design a new policy for performance ,eview system( I basically analy*ed the >uestionnaire given to employees to now their perception regarding the ,eview :ystem and collected information on websites regarding the various methods of appraisals( the process of .erformance "ppraisals etc and also referred to boo s to get the idea of the concepts$ The practical approach was by I !nderstanding the perspective of Management$ :tudying the ind of "ppraisal suitable for Halcyon environment$ The time period re>uired for the ,eview to be completed$ $ T-e '&%%&7ing 0 &*e.u e 7a( a.&0te.:3 0$ Before starting up the process and coming up with new policy we thought of ta ing up the overall outloo with respect to .erformance ,eview$ De designed a Puestionnaire to analy*e the .erception of ;mployees$ 1$ The management was approached to discuss the contents of ,eview policy so that an effective policy can be designed which will be useful hence forth$

2$ " customi*ed .erformance ,eview .olicy was designed which was a combination of two methods of "ppraisal I$e$ :elf ,eview method and .eer &eedbac method$ 3$ :elf ,eview method is a method were the employee is as ed to give a self rating for himself on the tas s done by him$ <ater on these same tas s will be appraised by the appraiser and he gives his rating on the same tas s$ .eer feedbac is the feedbac given by the other
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employees to his#her colleague on his technical nowledge as well as the behavioral aspect in the organi*ation$ 5$ " .resentation on the .erformance ,eview .rocess as well as the +riteria to give ,atings was given to team members and the Team <eaders so that they have a clear understanding about it$ 6$ Then the team members were as ed to fill up the :elf ,eview &orm and submit it to the H, department which in turn passed it to the team leaders$ 7$ " one to one meeting was fi'ed with the team leader by the team members accordingly$ This was to discuss various aspects of performance of the employee li e discussing the ratings given by the appraise and to evaluate his overall performance and set new goals$ 8$ Then the appraiser gives his own rating to the employee after the one I one discussion and then the report is submitted to the reviewer and a final discussion ta es place with the H, Manager to proceed with the ne't course of action li e setting of goals( hi e in salaries( performance lin ed incentives( etc$$

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Limitati&n(:

The "ppraisal .rocess was designed but I could be a part of only ,eview .rocess which was conducted in the month of Govember$ )ue to time constraint the .ost &eedbac of ;mployees regarding the ,eview .rocess could not be ta en$

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Data Ana%/(i(:

My self-assessment result contributes to my final appraisal result

10 20 Strongly Agree Neutral 70 Strongly Disagree

The Review will help me to improve my future working performance

10 Strongly Agree 30 Neutral 60 Strongly Disagree

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I know all the aspects and standards that are used to evaluate my performance
40 30 Strongly Agree Neutral Strongly Disagree 30

Do you feel confident that you will be able to benefit as an appraisee in the review sessions with your team lead
30 35 Strongly Agree Neutral Strongly Disagree 35

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Do you think you need a training program in relation to Clarity of Procedures

20 35 To An Extent Totally Not At All 45

Do you think you need a training program in relation to Process of Performance Review
15 45 40 To An Extent Totally Not At All

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Do you think you need a training program in relation to elf Rating

20 40 To An Extent Totally Not At All 40

!hat are you looking forward to change Post Review

10 15 Salary Res onsi!ility 75 Tea" Stru#ture

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"ow do you rate the importance of #eneral !ork $ehavior in your Review Process%
0 40 60 Not $" ortant so"e %&at i" ortant 'ost $" ortant

&re you aware of the concept of Peer 'eedback

30

To An Extent Totally 60 Not At All

10

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Fin.ing(

"s the whole .rocess was designed by the H, department( I was also involved in it from the designing stage to the implementation part of the ,eview system$ In this process I could recogni*e the benefits derived out of this system as well as observed some drawbac s$

My &indings from the >uestionnaire were=

0$ The perception of employees regarding performance ,eview was a hi e in :alary( which is not the case in reality$ 1$ "fter nowing the re>uirements of employees a training session was conducted to help the employees understand the need and process of .erformance ,eview and +riteria to give :elf ,ating$ 2$ They were aware of the fact that the %eneral Dor Behavior would play a major role in their ,eview but were unaware of all the :tandards and "spects used to ;valuate their .erformance

@ther &indings=

3$ The process did not ta e place in the e'act time frame as planned and scheduled$ 5$ " good improvement was seen in the inter-personal relationship between the team leader and subordinates$

35

6$ Many employees could not justify the ratings given by them in the :elf ,eview &orm$ 7$ It helped the employees in understanding their past performance and setting up of targets and goals for future$ 8$ They got to understand the organi*ational needs and it helped in developing a sense of belongingness towards the company$ 4$ It helped the management in identifying the +aliber of employees and encourage the same$ 09$The employer and employees got a platform to understand each other in a better manner$ 00$ The management was too much dependent on team leaders for conducting ,eviews$ 01$ Dhen the .eer &eedbac &orm was given employees were too hesitant in giving ratings to their colleagues$

36

37

Re*&mmen.ati&n(

"fter the successful completion of the whole .rocess of .erformance ,eview under the supervision of the H, Manager I$e$ by recogni*ing the need for ,eview policy( designing the policy( ta ing up a presentation to e'plain the importance and process of ,eview( attending the meetings with the team leader( being a part in discussions by the management regarding appraisals and analysis of the feedbac given by employees helped me to evaluate the benefits and shortcomings of the .erformance ,eview .rocess and recommend the measures to improve the same$

The recommendations are as follows=

0$ Identify the H,"Bs (Hey ,esource "reas) and communicate the same to the employees so that he can be judged appropriately based upon it$ 1$ The employees must be motivated to fill in the self review form appropriately$ 2$ They must be appreciated for their individual achievements during the period and training#guidance must be given if they lac in some areas$ 3$ The review must be conducted informally once in every month so that the desired result can be achieved at the time of actual review$ 5$ The team leader should treat everyone e>ually without any bias and give appropriate ratings to each member depending upon their performance$ 6$ The employees must be educated regarding the importance of .eer feedbac that the true rating( be it positive or negative will help his colleague in understanding his abilities and drawbac s and he can develop himself on those aspects$

38

7$ To motivate employees for their e'tra ordinary performance apart from the .<IBs there must be some to en of appreciation given for him in the form of promotions or a simple gift voucher etc$( 8$ The to en of appreciation should be given to those employees whose performance was e'tra ordinary as well as who have been in the organi*ation for a longer period of time$ 4$ The feedbac from employees must also be ta en regarding the wor ing style of management so that the management functions can also be improved$ They must be given the freedom to e'press their concerns$ 09$Dhile conducting the .erformance ,eview the team member must also be given the right to rate his team leader or provide him the feedbac because a cordial relation between the team lead and members of the team is very important and the lac of good understanding may hamper the team wor $ 00$ The problems or hindrances which are faced by employees should be ta en care of( so that the employee is satisfied and wor s enthusiastically$ 01$ The employees must be informed before I hand that he needs to provide a proper justification for the ratings given by him and it will ultimately help him to recogni*e his accomplishments and drawbac s$ 02$ The one to one meeting should be conducted in a peaceful manner so that it does not lead to any argument and the desired objective is achieved$ 03$ Measures must be ta en for effective time management because the delay in the process will lead to distractions$ 05$ :uggestions must be ta en from employees after the review process in order to ma e it more effective$ 06$ The career goals and career prospects of an employee must be ta en into consideration so that they stay committed to the organi*ation$

39

07$ The negative feedbac manner$

should be given and ta en in a constructive

08$ There must be delegation of authority so that one individual doesnBt feel the pressure of handling all the responsibilities$ 04$ ;fforts must be ta en to reduce the communication gap between the employees and management$ 19$ "ll the employees of the organi*ation must maintain a personal diary to record their day to day achievements as well as the problems they faced during performing a particular tas so that he has a record of all the things and it can be reproduced in front of the team leader or management as and when the need arises$

Pe '& man*e Re,ie7 5ue(ti&nnai e

4) M/ (e%'3a((e((ment e(u%t *&nt i$ute( t& m/ 'ina% a00 ai(a% e(u%t) a) St &ng%/ ag ee $) Neut a% *) St &ng%/ .i(ag ee

2)

T-e Re,ie7 7i%% -e%0 me t& im0 &,e m/ 'utu e 7& 9ing 0e '& man*e a) St &ng%/ ag ee $) Neut a% *) St &ng%/ Di(ag ee

40

8) I 9n&7 a%% t-e a(0e*t( an. (tan.a .( t-at a e u(e. t& e,a%uate m/ 0e '& man*e) a) St &ng%/ ag ee $) Neut a% *) St &ng%/ Di(ag ee

>) D& /&u 'ee% *&n'i.ent t-at /&u 7i%% $e a$%e t& $ene'it a( an a00 ai(ee in t-e e,ie7 (e((i&n( 7it- /&u team %ea.G a) St &ng%/ ag ee $) Neut a% *) St &ng%/ Di(ag ee

?) D& /&u t-in9 /&u nee. a t aining 0 &g am in e%ati&n t& C%a it/ &' P &*e.u e(G a) T& an E2tent $) T&ta%%/ *) N&t at a%%

@) D& /&u t-in9 /&u nee. a t aining 0 &g am in e%ati&n t& P &*e(( &' Pe '& man*e Re,ie7G a) T& an E2tent $) T&ta%%/ *) N&t at a%%
41

A) D& /&u t-in9 /&u nee. a t aining 0 &g am in e%ati&n t& Se%' RatingG a) T& an E2tent $) T&ta%%/ *) N&t at a%% B) W-at a e /&u %&&9ing '& 7a . t& *-ange P&(t Re,ie7G a) Sa%a / $) Re(0&n(i$i%it/ *) Team St u*tu e

C) H&7 .& /&u ate t-e im0& tan*e &' Gene a% W& 9 Be-a,i& in /&u Re,ie7 P &*e((G a) N&t Im0& tant $) S&me W-at Im0& tant *) M&(t Im0& tant

4D) A e /&u a7a e &' t-e *&n*e0t &' Pee Fee.$a*9 G a) T& an E2tent $) T&ta%%/ *) N&t at a%%

42

43

Se%' Re,ie7 F& m

Name De(ignati&n L&*ati&n
I) OBJECTI;E RE;IEW H FEEDBAC"
(T& $e 'i%%e. in $/ t-e Em0%&/ee an. .i(*u((e. 7it- t-e Di e*t& 1 Pe (&n e0& ting t&! Rating 4: P&& Pe '& man*e< 6: Be%&7 Pa < 8: At Pa < >: A$&,e Pa < ?: E2*e%%ent N& 0$ Ta(9( Se%' Re,ie7 Rating Re0& ting -ea. Re,ie7 Rating

Re,ie7e

DOJ DOR Pe i&.

1$

2$

3$

5$

6$

44

II) Ot-e a((ignment(1ta(9( 1a*-ie,ement( t-at /&u 7&u%. %i9e t& menti&n &t-e t-an t-&(e (tate. in Se*ti&n I) N& A((ignment( 1A*-ie,ement( Rema 9(

III) S0e*i'/ t-e m&(t im0& tant 'a*t& ( a''e*ting /&u 7& 9 Fa*i%itating Hin.e ing

I;) N&te(: (W ite -e e a $ ie' .e(* i0ti&n a$&ut /&u 7& 9 at Ha%*/&n!

Signatu e &' t-e Em0%&/ee

45

;) Re,ie7e I( Fee.$a*9

SECTION ;I 3 JGene a% RatingK

(T& $e 'i%%e. in $/ t-e e,ie7e !

Te*-ni*a% S9i%%(

C&mment(

Rating

S&'t S9i%%(

C&mment(

Rating

Technical Hnowledge

+ommunications

+oding : ills

Team playing

"nalytical and <ogical : ills

"ttitude

:tandards

.roactive

<earn ability

Bottom line responsibility

Signatu e &' t-e Re,ie7e

46

SECTION ;II 3 JOBJECTI;E SETTINGK

(T& $e 'i%%e. in $/ t-e Em0%&/ee a'te .i(*u((i&n 7it- t-e Di e*t& 1 Pe (&n e0& ting t&!

N& 0$

O$+e*ti,e(

Ta get Date

C&mment( &' Di e*t& 1 Re0& ting Hea.

1$

2$

3$

5$

6$

Signatu e &' t-e Em0%&/ee

Signatu e &' t-e Di e*t& 1Re0& ting Hea.

47

Pee Fee.$a*9 F& m

F&u Name 333L Team Mem$e ,ating +ommunication s ills Technical s ills Bottomline ,esponsibility .roactiveness Mob Hnowledge <eadership : ills <earnability Team .layer .rocess adherence Puality of the wor product Timeliness "ny other &eedbac points Anna F&u Fee.$a*9 &n t-e S9i%%( &' t-e Team Mem$e .radeep :undeep ,emar s ,ating ,emar s ,ating

Dorst Bad @ %ood Nery %ood ;'cellent

9 0 1 2 3 5

48

Bi$%i&g a0-/

Human Re(&u *e Management A00 ai(ing an. De,e%&0ing Manage ia% Pe '& man*e

: Ga / De(%e : T);)Ra&

We$(ite(: 777)*ite- )*&m 777)g&&g%e)*&m 777)*u(t&min(ig-t)*&m

49