PROJECT REPORT

ON
PERFORMANCE APPRAISAL & REVIEW
IN
HINDUSTAN AERONAUTICS LIMITED (HAL)

MASTERS IN BUSINESS ADMINISTRATION

SESSION 2014-15










SUBMITTED BY:

Shashank Dohrey
MBA III semester





UNIVERSITY OF LUCKNOW
DEPARTMENT OF BUSINESS ADMINISTRATION


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ACKNOWLEDGEMENT


With deep devotion I thank all mighty God for blessing me with desire, intention,
inclination, will, ability, guidance hope and achievements of required goal.

The present dissertation entitled A General study to capture the training effectiveness
in Hindustan Aeronautics Limited in partial fulfillment for the Degree of Master of
Business Administration, University of Lucknow.

I would like to express my gratitude to all those who gave me the possibility to complete
this project. I want to thank Hindustan Aeronautics Limited for giving me the permission
to commence this project in the first instance, to do the necessary research work and to
use H R Departmental data. Would take this opportunity as a proud privilege to express
my deep felt of gratitude to Mr. Sahadat Ali (Senior Manager Technical Training
Centre.).

I am deeply indebted to my supervisor Mr. Chaturbhuj Bhama, TTC Division, HAL
Lucknow whose valuable guidance and suggestions was available throughout the
dissertation work. His cooperation was very precious to me without which I would have
been incapable to produce this dissertation work.





Date: ( Shashank Dohrey )
Place:


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TABLE OF CONTENT


1. Acknowledgement... 2
2. Introduction to company... 5
3. Mission of the company . 6
4. Objective of HAL.. 7
5. History and Growth of HAL.... 10
6. Organizational Growth of HAL... 12
7. Present in other projects. 18
8. Present Setup of the Organization 19
9. Financial Highlights..
22
10. Introduction to the topic...
23
11. Appraisals - Social responsibility and whole-person development..
25
12. Are performance appraisals beneficial and appropriate
26
13. An Effective Performance Appraisal.
29
14. Types of performance and aptitude assessments,
Including formal performance appraisals.. 30
15. Performance Appraisals Process.....
31
16. Appraisals Timing With Pay Reviews,
Performance Awards, And Training Planning.
35
17. Theory of performance appraisal..
37
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18. Roles and Responsibilities
40
19. PMS at Hindustan aeronautics limited-key objectives..
42
20. The cycle of performance management.
44
21. PMS process flow
46
22. Performance planning
47
23. Tools of performance planning..
47
24. SMARTS goal setting.
50
25. Performance review 53
26. Rating scale..
55
27. Competency framework.
59
28. The feedback process
68
29. Conclusion...
70
30. Bibliography.
71






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INTRODUCTION TO COMPANY


ABOUT THE ORGANISATION:

HAL a flagship company of our country is a great organization, with a glorious future.
The Hindustan Aeronautics Limited is the only organization of its kind engaged in the
production; maintenance and overhauling of defense Aircraft and missiles. MIG 27,
MIRAGE 2000, DORNIER, JAGUAR, CHEETAH, LIGHT COMBAT AIRCRAFT (LCA),
SU-30, HJT-36 (IJT) AJT, ADVANCE LIGHT HELICOPTOR (ALH) are some of the
major Aircrafts supplied by H.A.L. to the Indian Air Force. Organization is also involved
in the manufacture and assembly of system for Indias space program.

Hindustan Aeronautics Limited is an organization, where integrated air-borne
weapons platform are conceived, developed, manufactured and service. It has got a
rare distinction of holding the capability spanning from the entire range of production
conception to after sales report.

The beginning of HAL can be traced to the year 1940, when a far-sighted
industrialist, the late Seth Walchand Hirachand set up a company called Hindustan
Aircraft Limited at Bangalore with the object of establishing an Aviation Industry that can
manufacture, assemble and overhaul aircraft under license. Initially, aircraft like Curtiss
Hawk, Vultee Bomber and Harlow trainer were taken up for manufacture and overhaul
in collaboration with Inter continental Aircraft Company of USA.

With the escalation of the Second World War, the government of India took over
the management of the company in 1942 and handed it over to US Air Force for repair
and overhaul of various aircraft. Between 1942 and 1945, a total of 1000 aircraft and
3400 engines were overhauled. The main activity for the next few years after the war
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was reconditioning and conversion of war surplus aircraft for the use of IAF and Civil
operators.

MISSION & VALUES

MISSION:
To become a globally competitive aerospace industry while working as an
instrument for achieving self-reliance in design, manufacture and maintenance of
aerospace Defense equipment and diversifying to related areas, managing the business
on commercial lines in a climate of growing professional competence.

VALUES:
We are committed to these values to guide us in our activities.

CUSTOMER SATISFACTION:
We are dedicated to building a relationship with our customers where we become
partners in fulfilling their mission. We strive to understand our customers needs and to
deliver products and services that fulfill and exceed all their requirements.

COMMITMENT TO TOTAL QUALITY:
We are committed to continuous improvement to all our activities. We will supply
products and services that conform to highest standards of design, manufacture,
reliability, maintainability and fitness for use as desired by our customer.

COST AND TIME CONSCIOUSNESS:
We believe that our success depends on our ability to continually reduce the cost
and shorten the delivery period of our products and services. We will achieve this by
eliminating waste in all activities and continuously improving all processes in every area
of our work.


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INNOVATION AND CREATIVITY:
We believe in striving for improvement in every activity involved in our business by
pursuing and encouraging risk- taking, experimentation and learning at all levels with
in the company with a view to achieving excellence and competitiveness.

TRUST AND TEAM SPIRIT:
We believe in achieving harmony in work-life through mutual trust, transparency, co-
operation and sense of belonging. We will strive for building empowered teams to work
towards achieving organization goals.

RESPECT FOR THE INDIVIDUAL:
We value our people. We will treat each other with dignity and respect and strive for
individual growth and realization of every ones full potential.

INTEGRITY:
We believe in a commitment to be honest, trustworthy and fair in all our dealings. We
commit to be loyal and devoted to our organization. We will practice self-discipline and
own responsibility for our actions. We will comply with all requirements so as to ensure
that our organization is always worthy of trust.







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OBJ ECTIVES OF HAL

In April, 1971 the board of directors of HAL appointed a committee of HAL to review the
total functioning of the company and make its recommendations. One of the study
teams set up by committee had gone into various aspects of the objectives of HAL in
great detail and made valuable suggestions for determining the objectives of HAL.

The objectives of HAL can be divided into two parts:
1. Basic objectives
2. Other objectives

Basic Objectives:

(i) To serve as an instrument of the national policy to achieve self-reliance in the
design, development and production of aircraft and aeronautical equipment to
meet the countrys changing and growing needs with special emphasis on military
requirements.

(ii) In fulfillment of this objective the company shall regard itself fundamentally
responsible for design and development, relaying however upon such relevant
facilities as are available in other national institutions but always holding itself
basically responsible for the growth and furtherance of the countrys aeronautical
capacity.

(iii) To so conduct its business economically and efficiently that it can contribute its due
shares to the national efforts to achieve self-reliance and self-generating economy.

(iv) Towards this end, to develop and maintain this organization which will readily
respond to and adopt the changing matrix of socio-techno economic relationship
and wherein a socio climate of growing professional competence, self-discipline,
mutual understanding, deep commitment and a sense of belonging will be fostered
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and each employee will encouraged to grow in accordance with his potential for
the furtherance of the organizational goal.


Other Objectives:
Consistent with the basic objective of the company, the personnel development of the
corporate office has adopted certain specific objectives which will act as a source of
inspiration and guidance in involving personal policies and farming rules and regulation
for growth and development of employees and to ensure their deep commitment and
sense of belonging to the company. The specific objectives are stated below:

(i) Ensure quality of personnel of all level and provide them the right work
environment, job satisfaction and professional challenges.
(ii) Provide a healthy blend of employees who have growth with the organization and
those selected from outside.
(iii) Ensure employment of minimum number of personnel and avoid surpluses.
(iv) Motivate employees to be increasingly achievement oriented.
(v) Provide adequate opportunities for personnel to improve the level of their
professional knowledge.
(vi) Personnel with talent and potential growth to be developed to should have higher
responsibilities.
(vii) Ensure uniformity in principal conditions of service.








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HISTORY AND GROWTH of HAL



Hindustan Aeronautics Limited (HAL) came into existence on 1st October
1964. The Company was formed by the merger of Hindustan Aircraft Limited with
Aeronautics India Limited and Aircraft Manufacturing Depot, Kanpur.
The Company traces its roots to the pioneering efforts of an industrialist with
extraordinary vision, the Late Seth Walchand Hirachand, who set up Hindustan Aircraft
Limited at Bangalore in association with the erstwhile princely State of Mysore in
December 1940. The Government of India became a shareholder in March 1941 and
took over the Management in 1942.
Today, HAL has 16 Production Units and 9 Research and Design Centers in 7 locations
in India. The Company has an impressive product track record - 12 types of aircraft
manufactured with in-house R & D and 14 types produced under license. HAL has
manufactured 3550 aircraft (which includes 11 types designed indigenously), 3600
engines and overhauled over 8150 aircraft and 27300 engines.
HAL has been successful in numerous R & D programs developed for both Defense
and Civil Aviation sectors. HAL has made substantial progress in its current projects:
Dhruv, which is Advanced Light Helicopter (ALH).
Tejas - Light Combat Aircraft (LCA).
Intermediate Jet Trainer (IJT).
Various military and civil upgrades.
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Dhruv was delivered to the Indian Army, Navy, Air Force and the Coast Guard in
March 2002, in the very first year of its production, a unique achievement.

HAL has played a significant role for India's space programs by participating in the
manufacture of structures for Satellite Launch Vehicles like
PSLV (Polar Satellite Launch Vehicle)
GSLV (Geo Stationary Launch Vehicle)
IRS (Indian Remote Satellite)
INSAT (Indian National Satellite)
There are three joint venture companies with HAL:
BAeHAL Software Limited
Indo-Russian Aviation Limited (IRAL)
Snecma HAL Aerospace Pvt Ltd
Apart from these three, other major diversification projects are Industrial Marine Gas
Turbine and Airport Services. Several Co-production and Joint Ventures with
international participation are under consideration.
HAL's supplies / services are mainly to Indian Defense Services, Coast Guards and
Border Security Forces. Transport Aircraft and Helicopters have also been supplied to
Airlines as well as State Governments of India. The Company has also achieved a
foothold in export in more than 30 countries, having demonstrated its quality and price
competitiveness. HAL has won several International & National Awards for
achievements in R&D, Technology, Managerial Performance, Exports, Energy
Conservation, Quality and Fulfillment of Social Responsibilities.
HAL was awarded the INTERNATIONAL GOLD MEDAL AWARD for Corporate
Achievement in Quality and Efficiency at the International Summit.

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ORGANISATIONAL GROWTH OF HAL


1940: H.A.L was set up by Seth Warchand Hirachand in association with the
government of Mysore as a private limited company.
1941: First product HARLOW TRAINER AIRCRAFT & CURLINESS HAWK
AIRCRAFT handed over to government of India.
1942: Company was handed over to the U.S. AIR FORCE. HAL repaired over 100
different varieties of aircraft and 3800 piston engines.
1945: Government of India took over the management of HAL again after the Second
World War.
1949: First preclinical apprentice aircraft assembled.
1951: The control of HAL was shifted to ministry of defense from ministry of industry.
1954: The first HINDUSTAN TRAINER II (HTII) had its maiden flight.
1956: HAL comes under the public sector.
1960: Aircraft Manufacturing Department at Kanpur was established.
1962: HINDUSTAN AERONAUTICS INDIA LIMITED (HAIL) was formed to
manufacture MIG-21 aircraft. Three factories at Nasik, Koraput, and Hyderabad
were established.
1964: HAIL was dissolved and its assets merged with aeronautics India limited and
company by the name of HAL was formed.
1969: An agreement with USSR AWS reached for the license production of MIG-21
AIRCRAFT.
1970: Helicopters Division was established to manufacture Helicopters.
1973: Lucknow Division was formed for manufacture of more than 500 types of
Instruments and Accessories.
1976: An agreement with USSR for license for MIG-21 AND BIS AIRCRAFT.
1979: Agreement with British aerospace for manufacture JAGUAR AIRCRAFT.
1982: Agreement with USSR for license manufacturing of MIG-27M AIRCRAFT.
1983: Korwa Division lraged division for HAL formed.
1990: Design and Development of Advanced Light Helicopter.
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1996: Major servicing of the first batch of MIRAGE 2000 AIRCRAFT was under
taken. It conducted several C CHECKS ON BOEING 737 AIRCRAFT.
1998: IGMT a new Division was established at Bangalore.
1998: Establishment of Industrial & Marine Gas Turbine Division for aerodoriative gas
turbines / Industrial engines.
2000: Establishment of Airport Service Service Centre for C0-ordinating the operations
at HAL Airport Bangalore.
2002: Establishment of Sukhoi Engine Division at Koraput.
2002: Expansion of Nasik Division as Aircraft Manufacturing Division and Aircraft
Overhaul Division.
2006: HAL ranked 45
th
among Top Defense Firm in the World.
2006: 19
th
July, HAL IAI cooperation in Aero structure.
2006: 21
st
July, Rolls Royce & HAL celebrate 50 year of partnership.
2006: HAL launches newspaper from Minsk square on 1
st
September.
2006: 3
rd
September, SU-30 MKI Programme on schedule: HAL.
2006: 14
th
October, HAL Launches Helicopter ambulance, Charter Service named
Vayu Vahan.
2006: 20
th
December, HAL receives EEPC Award for the year 2004-05.
2007: 5
th
June, HAL completes planting 25 Lakh saplings.
2007: 22
nd
June, HAL gets Navratna Status.
2007: 2
nd
July, Ashok Nayak is HALs new MD.
2007: 6
th
August, HAL ranked 34
th
among top 100 defence firm in the world.
2007: 16
th
August, DHRUV with SHAKTI ENGINE and Weapons make maiden flight.




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REPAIRS, MAJ OR SERVICING AND SUPPLY OF SPARES

The Division carries out Repair and Overhaul of Accessories, with minimum turn-
around-time. Site Repair facilities are offered by the Division by deputing team of expert
Engineers / Technicians.
Services provided for:
Military Aircraft
MIG Series
Jaguar
Mirage-2000
Sea - Harrier
AN-32
Kiran MK- I / MK- II
HPT - 32
SU-30 MKI
Civil Aircraft
Dornier-22B
AVRO HS-748
Helicopters
Chetak (Alouette)
Cheetah (Lama)
ALH (IAF / NAVY / COAST GUARD / CIVIL)


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Sub-contract Capabilities
The Division has comprehensive manufacturing capabilities for various Hi-tech
components, Equipment and Systems to customer's specifications and ensures
high quality, reliability and cost effectiveness.

The Division has over 25 years of experience in producing aeronautical
accessories making it an ideal partner for the International Aero Engineering
Industry.
The Division also manufactures and supplies complete range of components of
Cheetah (Lama) & Chetak (Alouette) Helicopters, Jaguar and MIG series Aircraft to
Domestic and International Customers to support their fleet.

CUSTOMER SERVICES

The Division has full-fledged infrastructure, facilities and systems for ensuring
optimum level of Customer satisfaction for the products and services rendered. The
major areas include:
Overhaul/Repair of Rotables
The Division takes up the overhaul/repair of the entire range of Electrical,
Instrument, Mechanical and Armament Rotables.

Supply of Spares and other major units
The Division manufactures and supplies the entire range of spares required for
first and second-line servicing of aircraft at the IAF bases. Canopies, Flexible Rubber
Fuel Tanks, Main and Nose Undercarriages, Ejection seats and Ground Support /
Ground Handling Equipment are a few of the items supplied.
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Site Repair
The Division undertakes site repair of Aircraft at the IAF bases by deputing site
repair teams.

Defect Investigation/Failure Analysis
The aggregates which are received on premature withdrawal from the units is
studied and the causes for defects/failures are investigated. Repetitive cases are taken
up for in-depth study and modifications are incorporated in the units to minimise the
recurrence of such defects/failures in future.

Product Training
The Division conducts various training programs for customers in specialised
areas for better utilisation of the products. The programs cover Weapon Systems, Auto
Pilot Systems, Electrical Systems and Hydraulic Systems.

Positing of Service Engineers
The Division has posted Service Engineers at various IAF bases to closely liaise
and assess the requirement of the customers. Based on the feed-back received from
these Service Engineers, the Division renders adequate support for fully utilising the
products.

DESIGN SUPPORT

Product Improvement Modifications
The Division has incorporated various modifications on the MIG variants with
respect to -
Flight Safety
Reliability and Maintainability
Performance Improvement
Integration of New Equipment
Additional Armament Carrying Capability
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PARTICIPATION IN OTHER PROJ ECTS

ALH
The Division has been manufacturing and supplying a large number of
components for the Advanced Light Helicopter (ALH). In addition, the Division
manufactures under-carriages for.

LCA
The Division has undertaken NC machining of frames for Light Combat Aircraft (LCA).
The Division manufactures undercarriages for LCA also.
MIRAGE 2000 UNDERCARRIAGE OVERHAUL
The Division is in the process of setting up facilities to undertake overhaul of
undercarriages for Mirage-2000 aircraft.
TRANSPORT AIRCRAFT
The Division is participating in the development and co-production of 15-seater
Transport aircraft for the civil market. Wing Panels, Interspar Ribs and Bulkheads will be
produced at the Division. In addition, the Division will be undertaking the assembly
of wings.
Other Service Facilities (Engine Division)
1. Repair and Overhaul of Engines
2. Spectro Photo-metric Oil Analysis (SOAP test)
3. Electron Beam Welding
4. Robotic Plasma Spray Facility
5. Sermetal Coating (High Temperature Corrosion Resistance Painting)
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6. Chemical Milling

PRESENT SETUP OF THE ORGANISATION


Hindustan Aeronautics Limited has three production complexes Bangalore, MIG and
Accessories and one Design complex each headed by a Managing Director, reporting
to Chairman, HAL. HAL has spread its wings to cover various activities in the area of
Design, Development, Manufacturing and Maintenance. Today HAL has 16 production
divisions / units, 7 at Bangalore and 1 each at Nasik, Koraput, Lucknow, Kanpur,
Korwa, Hyderabad and Barrackpore. These divisions / units are fully backed by nine
Design Centers, these Centers are engaged in the design and development of the
Combat aircraft, Helicopters, Aero engines, Engine test beds, Aircraft communication
and Navigation Systems Accessories of Mechanical and Fuel system and instruments.

Major products of Accessories Complex:
Lucknow Division Landing Gear, Wheels, Brakes, Hydraulic
& Fuel accessories & aircraft instruments
GSE & GHE, ECS etc.
Korwa Divison INS, HUDWAC, NAV attack LRMTS,
FDR, Auto Stab System.
Hyderabad Division Surveillance Radar, Precision Approach
Radar, INCOM, RAM, IFF, VHF /
UHF (5).
Kanpur Division DO-228, HPT-32 and Civil aircrafts.






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ORGANISATION STRUCTURE


HAL CORPORATE



























DESIGN
COMPLEX

Aircraft R & D
Center
Rotatory wing R &
D Center
Engine & Test bed
R & D Center
Strategic
Electronics R & D
Center
Aircraft Updates R
& D Center
Aerospace System
& Equipment R &
D Center
Gas Turbine R & D
Center
Control Materials
& Processes lab &
NDT Center R & D
Center
BANGLORE
COMPLEX

Aircraft Division
Engine Division
Foundry & Forge
Division
Helicopter
Division
Aerospace
Division
Overhaul
Division
Industrial &
Marine gas
Turbine Division

ACCESSORIES
COMPLEX

Accessories
Division
Lucknow
Avionics Division
Korwa
Avionics Division
Hyderabad
Transport
Aircraft Division
Kanpur



MIG
COMPLEX

Nasik Division
Koraput
Division
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ORGANIZATIONAL CHART


All over India H. A. L has 7 divisions; these divisions are dedicated for different purpose
related to the manufacturing of commercial and fighter aircrafts. The divisions are as
follows:
1. Bangalore Division It is divided into 5 divisions:
a) Air craft division, which also consist a runway.
b) Engine division, which is indulged mainly in manufacturing of LCA Engine.
c) Helicopter division.
d) Overhaul division.
e) Design bureau.

2. Nasik DivisionIt is currently dealing with Russian accessories repair, overhaul and
manufacturing which are used in aircrafts.

3. Kanpur DivisionIt is dealing with assembly of whole commercial aircrafts like
Puspak, Dornier and other major products are DO-228, HPT-32 and Civil aircrafts etc.

4. Lucknow DivisionIt is an accessories division which deals with manufacturing of
more than 1400 accessories like, alternator, generators, tachometer, tacho generator
and other major products are Landing gear, Wheels, Brakes, Hydraulic & Fuel
accessories, aircraft instruments GSE, GHE & ECS etc.

5. Korwa DivisonIt also deals with design and manufacturing of accessories (mainly
electronics) and other major products are INS, HUDWAC, NAV attack LRMTS, FDR,
Auto Stab System.

6. Koraput Division It is indulged in assembly of engines of aircraft.

7. Hyderabad Division It is an accessories division. They manufacturing an
accessories like Surveillance Radar, Precision Approach Radar, INCOM,
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RAM, IFF, VHF / UHF (5).

Financial Highlights

Hindustan Aeronautics Limited (HAL) has cruised past the Rs.5, 000-crore mark
for the first time with a sales turnover of Rs.5, 341.50 crores ($1.20 billion) during the
Financial Year 2005-06, The Value of Production has also gone up by 18.69% to Rs.
5,916.62 crores, while the Profit of the Company (Profit Before Tax) soared to Rs.1,
126.29 crores, which is an increase of 48.54% over the previous year's performance.
Contracts worth Rs. 17,800 crores (4 billion USD) were concluded during the year.
The highlights are given below:

Rupees in Crores
Particulars 2004-05 2005-06
Growth over
Previous Year
Sales 4534 5342 17.82%
VOP 4984 5916 18.69%
Profit before
tax
758 1126 48.54%
Profit after tax 501 771 53.89%
Gross Block 1417 1694 19.54%




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INTRODUCTION TO TOPIC

Performance Appraisals are essential for the effective management and evaluation of
staff. Appraisals help develop individuals, improve organizational performance, and feed
into business planning. Formal performance appraisals are generally conducted
annually for all staff in the organization. Each staff member is appraised by his or her
line manager. Directors are appraised by the CEO, who is appraised by the chairman or
company owners, depending on the size and structure of the organization.
Annual performance appraisals enable management and monitoring of standards,
agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff
performance appraisals also establish individual training needs and enable
organizational training needs analysis and planning.
Performance appraisals also typically feed into organizational annual pay and grading
reviews, which commonly also coincides with the business planning for the next trading
year.
Performance appraisals generally review each individual's performance against
objectives and standards for the trading year, agreed at the previous appraisal meeting.
Performance appraisals are also essential for career and succession planning - for
individuals, crucial jobs, and for the organization as a whole.
Performance appraisals are important for staff motivation, attitude and behaviour
development, communicating and aligning individual and organizational aims, and
fostering positive relationships between management and staff.
Performance appraisals provide a formal, recorded, regular review of an individual's
performance, and a plan for future development.

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Job performance appraisals - in whatever form they take - are therefore vital for
managing the performance of people and organizations.
Managers and appraises commonly dislike appraisals and try to avoid them. To these
people the appraisal is daunting and time-consuming. The process is seen as a difficult
administrative chore and emotionally challenging. The annual appraisal is maybe the
only time since last year that the two people have sat down together for a meaningful
one-to-one discussion. No wonders then those appraisals are stressful - which then
defeats the whole purpose.
There lies the main problem - and the remedy.
Appraisals are much easier, and especially more relaxed, if the boss meets each
of the team members individually and regularly for one-to-one discussion
throughout the year.
Meaningful regular discussion about work, career, aims, progress, development, hopes
and dreams, life, the universe, the TV, common interests, etc., whatever, makes
appraisals so much easier because people then know and trust each other - which
reduces all the stress and the uncertainty.
Put off discussions and of course they loom very large. So one should not wait for the
annual appraisal to sit down and talk. The boss or the appraised can instigate this. An
employee with a shy boss, then take the lead.
A boss who rarely sits down and talks with people - or whose people are not used to
talking with their boss - should set about relaxing the atmosphere and improving
relationships. Appraisals (and work) all tend to be easier when people communicate
well and know each other.
So one needs to sit down together and talk as often as one can, and then when the
actual formal appraisals are due everyone will find the whole process to be far more
natural, quick, and easy - and a lot more productive too.
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Appraisals - Social responsibility and whole-person development:
There is increasingly a need for performance appraisals of staff and especially
managers, directors and CEO's, to include accountabilities relating to corporate
responsibility, represented by various converging corporate responsibility concepts
including: the 'Triple Bottom Line' ('profit people planet'); corporate social responsibility
(CSR); Sustainability; corporate integrity and ethics; Fair Trade, etc. The organization
must decide the extent to which these accountabilities are reflected in job
responsibilities, which would then naturally feature accordingly in performance
appraisals. More about this aspect of responsibility is in the directors job descriptions
section.
Significantly also, while this appraisal outline is necessarily a formal structure this does
not mean that the development discussed with the appraisee must be formal and
constrained. In fact the opposite applies. Appraisals must address 'whole person'
development - not just job skills or the skills required for the next promotion.
Appraisals must not discriminate against anyone on the grounds of age, gender, sexual
orientation, race, religion, disability, etc.
When designing or planning and conducting appraisals, seek to help the 'whole-person'
to grow in whatever direction they want, not just to identify obviously relevant work skills
training. Increasingly, the best employers recognize that growing the 'whole person'
promotes positive attitudes, advancement, motivation, and also develops lots of new
skills that can be surprisingly relevant to working productively and effectively in any sort
of organization.
Developing the whole-person is also an important aspect of modern corporate
responsibility, and separately (if you needed a purely business-driven incentive for
adopting these principles), whole-person development is a crucial advantage in the
employment market, in which all employers compete to attract the best recruits, and to
retain the best staff.
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Therefore in appraisals, be creative and imaginative in discussing, discovering and
agreeing 'whole-person' development that people will respond to, beyond the usual job
skill-set, and incorporate this sort of development into the appraisal process. Abraham
Maslow recognized this over fifty years ago.
If you are an employee and your employer has yet to embrace or even acknowledge
these concepts, do them a favour at your own appraisal and suggest they look at these
ideas, or maybe mention it at your exit interview prior to joining a better employer who
cares about the people, not just the work.

Are performance appraisals beneficial and appropriate:

It is sometimes fashionable in the 'modern age' to dismiss traditional processes such as
performance appraisals as being irrelevant or unhelpful. Be very wary however if
considering removing appraisals from your own organizational practices. It is likely that
the critics of the appraisal process are the people who can't conduct them very well. It's
a common human response to want to jettison something that one finds difficult.
Appraisals - in whatever form, and there are various - have been a mainstay of
management for decades, for good reasons.
Think about everything that performance appraisals can achieve and contribute to when
they are properly managed, for example:
Performance measurement - transparent, short, medium and long term
Clarifying, defining, redefining priorities and objectives
Motivation through agreeing helpful aims and targets
Motivation though achievement and feedback
Training needs and learning desires - assessment and agreement
Identification of personal strengths and direction - including unused hidden
strengths
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Career and succession planning - personal and organizational
Team roles clarification and team building
Organizational training needs assessment and analysis
Appraisee and manager mutual awareness, understanding and relationship
Resolving confusions and misunderstandings
Reinforcing and cascading organizational philosophies, values, aims,
strategies, priorities, etc
Delegation, additional responsibilities, employee growth and development
Counseling and feedback
Manager development - all good managers should be able to conduct
appraisals well - it's a fundamental process
The list goes on.
People have less and less face-to-face time together these days. Performance
appraisals offer a way to protect and manage these valuable face-to-face opportunities.
The advice is to hold on to and nurture these situations, and if one is under pressure to
replace performance appraisals with some sort of (apparently) more efficient and cost
effective methods, one should be very sure that he can safely cover all the aspects of
performance and attitudinal development that a well-run performance appraisals system
is naturally designed to achieve.
There are various ways of conducting performance appraisals, and ideas change over
time as to what are the most effective appraisals methods and systems. Some people
advocate traditional appraisals and forms; others prefer 360-degree-type appraisals;
others suggest using little more than a blank sheet of paper.
In fact performance appraisals of all types are effective if they are conducted properly,
and better still if the appraisal process is clearly explained to, agreed by, the people
involved.
Managers need guidance, training and encouragement in how to conduct appraisals
properly. Especially the detractors and the critics. One should help anxious managers
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(and directors) develop and adapt appraisals methods that work for them and also be
flexible. There are lots of ways to conduct appraisals, and particularly lots of ways to
diffuse apprehension and fear - for managers and appraisees alike.
Particularly - encouraging people to sit down together and review informally and often -
this removes much of the pressure for managers and appraisees at formal
appraisaltimes. Leaving everything to a single make-or-break discussion once a year is
asking for trouble and trepidation.
One should look out especially for the warning signs of 'negative cascaded attitudes'
towards appraisals. This is most often found where a senior manager or director hates
conducting appraisals, usually because they are uncomfortable and inexperienced in
conducting them. The senior manager/director typically will be heard to say that
appraisals don't work and are a waste of time, which for them becomes a self-fulfilling
prophecy. This attitude and behavior then cascades down to their appraises (all the
people in their team) who then not surprisingly also apply the same 'no good - not doing
it' negative attitude to their own appraisals responsibilities (teams). And so it goes. A 'no
good - not doing it' attitude in the middle ranks is almost invariably traceable back to a
senior manager or director who holds the same view. As with anything, where people
need help doing the right thing, one must help them.
All that said, performance appraisals that are administered without training (for those
who need it), without explanation or consultation, and conducted poorly will be counter-
productive and are wastes of everyone's time.

Well-prepared and well-conducted performance appraisals provide unique opportunities
to help appraisees and managers improve and develop, and thereby also the
organizations for whom they work.
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Just like any other process, if performance appraisals aren't working, one should not
blame the process, but should ask oneself whether it is being properly trained,
explained, agreed and conducted.

An Effective Performance Appraisal

Aside from formal traditional (annual, six-monthly, quarterly, or monthly) performance
appraisals, there are many different methods of performance evaluation. The use of any
of these methods depends on the purpose of the evaluation, the individual, the
assessor, and the environment.
The formal annual performance appraisal is generally the over-riding instrument which
gathers together and reviews all other performance data for the previous year.
Performance appraisals should be positive experiences. The appraisals process
provides the platform for development and motivation, so organizations should foster a
feeling that performance appraisals are positive opportunities, in order to get the best
out of the people and the process.
In certain organizations, performance appraisals are widely regarded as something
rather less welcoming ('bollocking sessions' is not an unusual description), which
provides a basis only on which to develop fear and resentment, so never, never, never
use a staff performance appraisal to handle matters of discipline or admonishment,
which should instead be handled via separately arranged meetings.


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Types of performance and aptitude assessments, including formal
performance appraisals:
Formal annual performance appraisals
Probationary reviews
Informal one-to-one review discussions
Counseling meetings
Observation on the job
Skill- or job-related tests
Assignment or task followed by review, including secondments (temporary job
cover or transfer)
Assessment centers, including observed group exercises, tests presentations,
etc.
Survey of opinion of others who have dealings with the individual
Psychometric tests and other behavioral assessments
Graphology (handwriting analysis)
None of these methods is mutually exclusive. All of these performance assessment
methods can be used in conjunction with others in the list, depending on situation and
organizational policy. Where any of these processes is used, the manager must keep a
written record, and must ensure agreed actions are followed up. The notes of all review
situations can then be referred to at the formal appraisal.
Holding regular informal one-to-one review meetings greatly reduces the pressure and
time required for the annual formal appraisal meeting. Holding informal reviews every
month is ideal all staff. There are several benefits of reviewing frequently and informally:
The manager is better informed and more up-to-date with his or her people's
activities (and more in touch with what lies beyond, e.g., customers, suppliers,
competitors, markets, etc)
Difficult issues can be identified, discussed and resolved quickly, before they
become more serious.
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Help can be given more readily - people rarely ask unless they see a good
opportunity to do so - the regular informal review provides just this.
Assignments, tasks and objectives can be agreed completed and reviewed
quickly - leaving actions more than a few weeks reduces completion rates
significantly for all but the most senior and experienced people.
Objectives, direction, and purpose is more up-to-date - modern organizations
demand more flexibility than a single annual review allows - priorities often
change through the year, so people need to be re-directed and re-focused.
Training and development actions can be broken down into smaller more
digestible chunks, increasing success rates and motivational effect as a
result.
The 'fear factor', often associated by many with formal appraisals, is greatly
reduced because people become more comfortable with the review process.
Relationships and mutual understanding develops more quickly with greater
frequency of meetings between manager and staff member.
Staff members can be better prepared for the formal appraisal, giving better
results, and saving management time.
Much of the review has already been covered throughout the year by the time
comes for the formal appraisal.
Frequent review meetings increase the reliability of notes and performance
data, and reduce the chances of overlooking things at the formal appraisal.

Performance Appraisals Process

For any organization to make it appraisal system effective, one must follow the under-
mentioned procedure, which helps to make an appraisal system effective.
Prepare - prepare all materials, notes agreed tasks and records of performance,
achievements, incidents, reports etc - anything pertaining to performance and
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achievement - obviously include the previous performance appraisal documents and
a current job description. A good appraisal form will provide a good natural order for
proceedings, so use one. If your organization doesn't have a standard appraisal form
then locate one, or use the template below to create one, or download and/or adapt
the appraisal forms from this page.
Whatever is used, the necessary approval from the organization should be ensured,
and understand how it works. Paperwork should be organized to reflect the order of
the appraisal and the sequence of items to be covered should also be written down.
If the appraisal form includes a self-assessment section and/or feedback section
(good ones do) this is passed to the appraisee suitably in advance of the appraisal
with relevant guidance for completion. Part of the preparation should also consider
'whole-person' development - beyond and outside of the job skill-set - as might
inspire and appeal to the appraisees. Many people are not particularly interested in
job skills training, but will be very interested, stimulated and motivated by other
learning and development experiences. The organization should know what the
organizations people are good at outside of their work. People's natural talents and
passions often contain significant overlaps with the attributes, behaviours and
maturity that are required and valued in the workplace. The organization should use
its own imagination in identifying these opportunities to encourage 'whole-person'
development and will find appraisals can become very positive and enjoyable
activities. Appraisals are not just about job performance and job skills training.
Appraisals should focus on helping the 'whole person' to grow and attain fulfillment.
Inform - inform the appraisee ensures that the appraisee is informed of a suitable
time and place (change it if necessary), and clarify purpose and type of appraisal -
the appraisee should be given the chance to assemble data and relevant
performance and achievement records and materials.
If the appraisal form does not imply a natural order for the discussion then provide
an agenda of items to be covered.
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Venue - ensures a suitable venue is planned and available - private and free from
interruptions - observes the same rules as with recruitment interviewing - avoids
hotel lobbies, public lounges, canteens.
Privacy is absolutely essential (it follows also that planes, trains and automobiles are
entirely unsuitable venues for performance appraisals).
Layout - room layout and seating are important elements to prepare also the
organization should not simply accept whatever layout happens to exist in a
borrowed or hired room.
Layout has a huge influence on atmosphere and mood - irrespective of content, the
atmosphere and mood must be relaxed and informal - barriers should be removed.
Introduction - the appraisee should be relaxed. It is the managers responsibility to
create a calm and non-threatening atmosphere. He should simply explain what will
happen - encourage a discussion and as much input as possible from the appraisee
- tell them it's their meeting, confirm the timings, especially finishing time.
Asking the appraisee, if there are any additional points to cover and note them down
so as to include them when appropriate, is also appreciable.

Review and measure - reviewing the activities, tasks, objectives and achievements
one by one, keeping to distinct separate items one by one - avoid going off on
tangents or vague unspecific views. If the appraiser has done his preparation
correctly, he will have an order to follow. If something off subject comes up then he
must note it down. He should concentrate on hard facts and figures, solid evidence -
avoid conjecture, anecdotal or non-specific opinions, especially about the appraisee.
Being objective is one of the greatest challenges for the appraiser - as with
interviewing, resist judging the appraisee in his own image, according to his own
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style and approach - facts and figures are the acid test and provide a good neutral
basis for the discussion, free of bias and personal views.
For each item agree a measure of competence or achievement as relevant, and
according to whatever measure or scoring system is built into the appraisal system.
This might be simply a yes or no, or it might be a percentage or a mark out of ten, or
an A, B, C. Reliable review and measurement requires reliable data - if he doesnt
has the reliable data, he can't review and he might as well re-arrange the appraisal
meeting. If a point of dispute arises, he must get the facts straightened out before
making an important decision or judgment, and if necessary must defer to a later
date.
Agree an action plan - An overall plan should be agreed with the appraisee, which
should take account of the job responsibilities, the appraisee's career aspirations,
the departmental and whole organization's priorities, and the reviewed strengths and
weaknesses.
The plan can be staged if necessary with short, medium and long-term aspects, but
importantly it must be agreed and realistic.
Agree specific objectives - These are the specific actions and targets that together
form the action plan. As with any delegated task or agreed objective these must add
here to the SMARTER rules - specific, measurable, agreed, realistic, time-bound,
enjoyable, recorded. If not, don't bother.
The objectives can be anything that will benefit the individual, and that the person is
happy to commit to. When helping people to develop, you are not restricted to job-
related objectives, although typically most objectives will be.
Agree necessary support - This is the support required for the appraisee to achieve
the objectives, and can include training of various sorts (external courses and seminars,
internal courses, coaching, mentoring, secondment, shadowing, distance-learning,
reading, watching videos, attending meetings and workshops, workbooks, manuals and
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guides; anything relevant and helpful that will help the person develop towards the
standard and agreed task.
Also, the appraiser must consider training and development that relates to 'whole-
person development' outside of job skills. This might be a hobby or a talent that the
person wants to develop. Developing the whole person in this way will bring benefits
to their role, and will increase motivation and loyalty. The best employers understand
the value of helping the whole person to develop. He should be careful to avoid
committing to training expenditure before suitable approval, permission or availability
has been confirmed - if necessary discuss likely training requirements with the
relevant authority before the appraisal to check. Raising false hopes is not helpful to
the process.
Invite any other points or questions - makes sure to capture any other concerns.
Close positively The appraiser should thank the appraisee for their contribution to
the meeting and their effort through the year, and commit to helping in any way he
can.
Record main points, agreed actions and follow-up The appraiser must swiftly
follow-up the meeting with all necessary copies and confirmations, and ensure
documents are filed and copied to relevant departments, (HR, and his own line
manager typically).

Appraisals Timing With Pay Reviews, Performance Awards, And
Training Planning

Some people advocate separating appraisals from pay review; however this does not
make sense in organizations which require staff to be focused on their contribution to
organizational performance, especially where there are clear accountabilities and
measures (which in my view should apply in all organizations).
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Organizations rightly or wrongly are geared to annual performance, and the
achievement of a trading plan. This cascades to departments, teams and individuals, so
it makes sense to assess people over a time period that fits with what the organization
is working to. Put another way, it's not easy to appraise someone on his or her year's
performance half way through the year. Transparency and accountability are
prerequisites for proper assessment and appraisals.
Arguably 'best practice' is to schedule appraisals close to trading year-end, when year-
end results and full year performance - for individuals and departments and
organizations - can reliably be predicted. By holding appraisals at this time, and staff
knowing that appraisals are focused on this trading period, people's thoughts and efforts
can be concentrated on their contribution towards the organization's annual trading
plan, which is a main appraisals driver and output (as well as individual development of
course). Holding appraisals after year-end means that people start the year without
formal agreed objectives, and also creates bigger delays for financial and payroll
departments in their task to process pay awards and adjustments.
Departmental, team and individual objectives provide the context for the appraisal,
linking clearly to performance bonus and performance-based pay awards, the rationale
for which needs to be transparent and published prior to the start of the year to which
they relate, for the full benefit and effect on staff effort to be realized.
Pay review would also coincide with the trading year, which makes sense from the
planning and budgeting perspective. The business is in a position to know by the close
of the final quarter what the overall pay review position is because the rationale has
already been (it jolly well should have been) established and year-end financials can be
predicted. Moreover the next year's trading plan (at least in outline) is established,
which gives another useful context for appraising people, especially those (most staff
hopefully) who have contributed to the planning process (i.e., committed as to what they
can do for the coming year, targets, budgets, staffing levels, priorities, objectives, etc).
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The appraising managers can therefore go into appraisals fully briefed and prepared to
discuss and explain the organization's overview results and financials to the appraises.
And the appraises can see results and think in terms of their full year performance and
contribution to corporate results, plus what they plan for next year, which provides the
basis of the aims and objectives to be reviewed through the coming year and at the next
year's appraisal.

THEORY OF PERFORMANCE APPRAISAL

After an employee has been selected for a job, has been trained to do it and has
worked on it for a period of time, his performance should be evaluated. Performance
Appraisal is the process of deciding how employees do their jobs. Performance here
refers to the degree of accomplished of the tasks that make up an individuals job. It
indicates how well an individual is fulfilling the job requirements.

Performance Appraisal is a method of evaluated the behaviour of employee in the work
spot, normally including both the quantitative and qualitative aspects of job
performance. It is a systematic and objective way of evaluating both work-related
behaviour and potential of employees. It is a process that involves determining and
communicating to an employee how he or she is performing the job and ideally
establishing a plan of improvement.


What is Performance Appraisal?

Identification: Means determining what areas of work the manager should be
examining when measuring performance essentially focusing on performance
that affects organizational success.
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Measurement: Entails making managerial judgment of how good or bad
employee performance was.
Management: Appraisal should be more than a post-mortem examination of
post events, criticizing or praising workers for their performance in the preceding
year. Instead, it must take a future oriented view of what workers can do to
realize their potential.




PERFORMANCE APPRAISAL AS PMS AT HINDUSTAN AERONAUTICS
LIMITED ORGANOSYS LTD



PERFORMANCE MANAGEMENT SYSTEM IS ALL ABOUT:

Establishing a shared understanding about what is to be achieved, and it is to be
achieved
A continuous process of everyday actions and behaviors, which individuals take
to manage performance improvement in themselves and others
Increasing the probability of achieving job related success


OBJ ECTIVES AND AGENDA OF THE WORKSHOP

To make myself redundant was the reply of a manager when asked for his
professional objective. Grow Talent also believes in the same to help people and
organizations realize their potential and develop internal consulting skill.

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The train the trainer workshop is aimed at developing Hindustan Aeronautics Limited
Organosys employees to become effective trainers in the Performance Management
System (PMS) and similar training programs.

Each of the employees is aware of certain personal challenges, which obstruct you in
effective communication/ program delivery. We encourage you to come up with a
personal agenda in improving these skills.


THE LEARNING OBJ ECTIVE OF THE TRAIN THE TRAINER
WORKSHOP IS:

Participants will be able to conduct training programs in PMS. They will acquire
knowledge of the PMS training design, training methods and skills required for
delivering a PMS training program.

As members of the core group engaged in carrying the message of PMS
activities, to the members of the organization, all employees will be involved in
imparting new learning.
In this endeavor employees will be playing a key role in terms of identifying the
development needs and the inputs required by the team, developing effective
vehicles for imparting these inputs and creating continuous learning
communities.
This workshop on Train the Trainer will develop us to carry out the PMS
awareness programs. The program will provide us with an opportunity to
examine the values, process and approaches in learning with an objective of
understanding our role as trainers and developing skills required for creating
learning communities and delivering learning experiences effectively.



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ROLES AND RESPONSIBILITIES:


1. APPRAISEE

To ensure that goal setting is SMARTS and completed within the timelines.
To capture real time data in the critical incidents diary.
To conduct self appraisal with critical incidents and data wherever possible.
To seek and accept periodic feedback.
The appraise can view the appraisal done by the appraiser(s) however the rating
can be viewed only after it has been normalized by the harmonization committee.
To take training inputs inputs for self improvement.
To voice a concern in case one is not satisfied with the appraisal process.

2. APPRAISER

Goals and targets are realistic.
To ask questions of understanding and help appraise to reflect better in round
one appraisal.
To provide his perspective on the appraisal to the Reviewer.
To discuss appraisals in the Harmonization Committee; get feedback and finalize
rating.
To give consolidated feedback to appraise to provide consistency feedback on
KRA.
Justify exceptionally high and low ratings.

3. REVIEWER
Reviewer provides inputs on the appraisal forms duly filled by the appraisee and
appraiser. He ensures there has been no bias, positive or negative, in the appraisal. If
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needed he can seek inputs from internal customers/ suppliers once again (may/ may
not be the ones contacted by the appraiser). He also checks for internal parity in ratings.

4. INTERNAL CUSTOMER/ SUPPLIER

To bring in perspective from a customers/ suppliers point of view.
To provide unbiased and balanced inputs on an appraisees performance.

5. HEADS OF DEPARTMENTS

To provide normalized ratings to HR.
All escalated cases of grievances after Appraisal process to be sent to HR.

6. HR

All escalated cases of grievances to be studied and compiled by HR.
HR to escalate grievances cases further to the Harmonization Committee.

7. HARMONIZATION AND TALENT REVIEW COMMITTEE

Decide on rewards/ kitty etc.
Moderate inter- functional issues/ ratings/ inconsistencies.
Separate Harmonization & Talent Review committee for DGMs and above.
Executive Directors and President HR to be a part of the committee. Business
Unit level moderation to be done involving leadership team at the unit.
Enforcing bell curve for rating, to be clearly communicated to all appraisers at
Manager Level and above. This is not applicable for specialist functions.




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PMS AT HINDUSTAN AERONAUTICS LIMITED- KEY OBJ ECTIVES

A very critical aspect of the new Performance Management System is
Performance Planning. Typically, in most organizations, employees are put on
the job without giving them a perspective of the importance of their job and its
linkage to the larger scheme of things. Also, their opinion on whether or not they
would be able to accomplish the task assigned to them is never sought, and
neither are they asked about the resources that would enable them to succeed.
This forced allocation of work affects the employees in two ways. Firstly, it does
not bring about a natural buy- in from the employees. Secondly, it does not take
into consideration an employees strength, areas of development and interests,
which may render the task all the more difficult to achieve. To avoid this, the
system focuses on proper performance planning for the organization, which will
be cascaded down to the individuals.

The most remarkable feature of performance planning in the new system is the
horizontal and vertical alignment of individual goals to those of the organization.
This enables employees to appreciate the way in which they are linked with the

Others in the organization, and how ones contribution helps others and is also
helped by others. Horizontal and vertical alignment of goals also brings to the
fore, any overlaps that might exist on the organization.

The new system would facilitate accountability in the organization because of the
following reasons:


Participative goal setting would ensure ownership by the employees.
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One has the opportunities to articulate the resources and support
required to achieve his/ her goals. This creates a scope for negotiation
between employee and supervisor and/ or his/ her peer group and thus
is likely to make goals more realistic.

The Performance Management System throws out the areas of development for
employees, which should be addressed so as to ensure the same mistakes are
not repeated the next time. HR should thus, utilize this system to identify the
learning needs of people.

Performance Management System cannot succeed as a stand alone system. It
reveals important insights, which should keep getting linked to the other HR
systems. Training is an example. Rewards and Recognition is another very
obvious example. Career or Succession planning would also use inputs from
Performance Management System. Likewise, most HR systems should be linked
to it.


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THE CYCLE OF PERFORMANCE MANAGEMENT



1. ESTABLISHING MUTUAL EXPECTATION- This makes appraisees cognizant of
what is expected of them, and also gives them an opportunity to express what they
expect from their supervisors, peers and sub- ordinates in order to successfully meet
expectations. This stage can easily be called the foundation of Performance
Management. If this stage is not handled effectively, it would lead to a mismatch of
the definition of Performance in the minds of the appraiser and the appraisee,
which would become evident towards the end of the cycle when the appraisal is
done.

2. OBSERVE AND MEASURE- This would enable the appraisee to seek guidance
from the appraiser wherever required, and accelerate his progress towards his
goals. This would also keep the appraiser informed of the developments, and
prevent any rude shocks to both of them at the time of appraisal.

Observe &
Measure
Establish Mutual
Expectations
Guide, Coach and
Correct
Evaluate,
Feedback
Train and
Develop
Performance
Management
Cycle
1
2
3
4
5
Recognize and
Reward
6
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3. GUIDE, COACH AND CORRECT- Appraiser should guide, coach and correct the
appraisee through the year, so as to facilitate his accomplishing targets. The
appraiser should not wait for the annual appraisal to point out the appraisees
mistakes and provide guidance. This is a key part of his responsibilities as a
supervisor, and should be done on a continuous basis.
4. EVALUATE, FEEDBACK AND DOCUMENT- It is also expected of the appraiser
to evaluate the progress made by the appraisee after a pre-defined period (mid year
review, annual Review etc), and provide him constructive and developmental
feedback. This feedback should be documented in the system, and accessible for
future use.
5. REWARD AND/ OR RECOGNITION- After having gone through the entire
Performance Management Cycle, it is natural for the appraisees to expect some
Reward and/ or Recognition for their efforts and performance. This can be
monetary i.e. in the form of performance pay, bonus, increments etc; or non-
monetary i.e. Best performer trophy, employee of the year award etc. Of course, it
can be a combination of the two. Reward and Recognition is an obvious fall- out of
the Performance Management System, and ensures that the motivation levels in the
organization are maintained. Also, it is critical for any organization to be perceived
as fair by their employees. This again reinforces the need for a visible linkage of
Performance Management System with the Rewards and Recognition framework.

TRAIN AND DEVELOP- Lastly the Performance Management System brings out a
lot of data with respect to the learning needs of individuals. In todays era, when
Capability Building has become the key to retain employees, no organization can
afford to overlook this data. Appraisee wants to know what the organization would
do to bridge the gap between expectation and performance. Therefore training and
development also becomes a fall- out of the Performance Management System.
This would not only keep the employee morale upbeat, but also equip them to give
better performance in coming years.

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PMS PROCESS FLOW



FOLLOWING ARE THE THREE KEY STAGES OF THE SYSTEM:

1. Performance Planning
2. Performance Monitoring
3. Performance Review

The boxes 4, 5 and 6 shows the other HR systems which draw inputs from the
Performance Management System.

Reward &
Recognition System
Potential
Development
System
Learning &
Development
System
Performance
Monitoring
Data capturing
Organization KRA Setting Strategic Planning/ Annual Budget setting
Individual KRA Setting
Performance
Planning
1
Feedback & Coaching Session
Self-Appraisal
Performance Dialogue with Appraiser 1
Appraisee / Appraiser seeks feedback from
Internal Customers
Annual
Performance Dialogue with Appraiser 2
Harmonization & Talent Review Committee
Reviewer
Feedback Discussion With Appraiser
Performance
Review
3
Self-Appraisal
Mid Year
Review

Modification of goals
2
4 5 6
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PERFORMANCE PLANNING- Performance Planning is all about goal setting for the
organization as well as individuals. A goal can be defined as a statement of intent. It is
basically a commitment from the appraisee on what he would achieve within a specified
time period. Of course, this commitment cannot be in isolation of what the organization,
and the appraisees department, commits to achieve within the said time period.
Therefore, there has to be a clear linkage between the goals of the organizations goals
and the goals of each and every employee of the organization. This would start from
organizational level and flow to the individuals. In other words, the first step would be to
articulate what the organization wants to achieve in the given time period, and what are
the strategic initiatives it would undertake to achieve the same. Once, this is frozen, only
then would the individuals formalize the goals. This would enable each and every
employee to see the connection between his goals and the goals of the organization.
Performance Planning is all about goal setting- for the organization as well as
individuals.


TOOLS OF PERFORMANCE PLANNING

1. BALANCED SCORE CARD-Developed in the early 1990s by Dr. Robert
Kaplan and David Norton, Balanced Score card is a management system that
enables organizations to clarify their vision and translate them into action. The
balanced scorecard retains traditional financial measures and also provides a
clear prescription as to what companies should measure in order to balance the
financial perspective. Financial measures tell the story of past events, an
adequate story for industrial age companies for which investments in long- term
capabilities and customer relations were not critical for success. The balanced
score card, thus, suggests that we view the organization from four perspectives,
and to develop metrics, collect data and analyze it relative to each of these:


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i) THE FINANCIAL PERSPECTIVE- Financial success will always be a priority,
and managers will do whatever necessary to achieve it. This can be
measured through increase in revenue, decrease in costs, profitability, return
on investments etc.
ii) THE CUSTOMER PERSPECTIVE- Recent management philosophy has
shown an increasing realization of the importance of customer focus and
customer satisfaction in any business. These are leading indicators: if
customers are not satisfied, they will eventually find other suppliers that will
meet their needs. Poor performance from this perspective is thus a leading
indicator of future decline, even though the current financial picture may look
good.
iii) THE INTERNAL BUSINESS PROCESS PERSPECTIVE- This perspective
refers to internal business processes. Metrics based on this perspective allow
the managers to know how well their business is running.
iv) THE LEARNING AND GROWTH PERPECTIVE- This perspective includes
employee training and corporate culture attitudes related to both individual
and corporate self- improvement.

The Balanced Scorecard would be applicable to employees above Section In Charge
level only. This is because at lower levels, a balanced approach may not be very
impact. For Section In Charges and above, it is mandatory to have at least one KRA in
each of the four Balanced Scorecard perspectives. The weightage allotted to any
perspective cannot be less than 10%.

2) VERTICAL ALIGNMENT OF GOALS- HOSHIN KANRI- As discussed above, the
organization goals would be cascaded down to the individual level as per the new
performance management system. The methodology used for this is called Hoshin
kanri which is a well known approach for strategy deployment. This methodology very
visibly links the goals of the organization to the goals of the individual.


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According to this approach, there are four critical parts of a goal statement:

i) What needs to be done
ii) How would it be done
iii) Who would do it
iv) By when would it be done

Hoshin Kanri cascades the organizational goals to individuals through converting the
Hows of one level to be the Whats of the second level and so on.

An employee can have 6 10 KRAs.
KRAs can be team based also, if it is felt that an individual would not be able to
take accountability for a specific initiative.
Each KRA would have a weightage of minimum 5% and maximum 30%.
The total weightage of any Balanced Scorecard perspective cannot be less than
10%.
The goals of the organization would be set in the month of May every year. In
that respect, the month of May would be designated as the Goal setting Month.
For any person joining the organization in the months of June December, his /
her supervisor and entered in the automated system, for it to be considered final.










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SMARTS GOAL SETTING:















Goals cannot be vague statements. Each and every goal needs to pass the
SMARTS test, which is an acronym for:

S- Specific
M- Measurable
A- Agreed
R- Realistic
T- Time Bound
S- Stretch


3) IDENTIFYING KEY INTERNAL CUSTOMERS/ SUPPLIERS- It has the following
important points:

SMARTS
GOALS

SPECIFIC
MEASURA
BLE

AGREED
TIME
BOUND

STRETCH

REALISTI
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i) Appreciation of inter-dependencies between departments and eliminates the risk of
appraisal bias to a large extent.
ii) Identification of key internal customers/ suppliers during Goal setting process
iii) Their feedback documented during Mid Year as well as Annual Appraisal
iv) Due consideration given to their feedback while deciding on the final rating for the
appraisee.

4) HORIZONTAL ALIGNMENT THROUGH SERVICE LEVEL AGREEMENTS- Service
level agreements is a formal negotiated agreement between two parties. Typically it is a
contract that exists between customers and their service provider, or between two or
more service providers.

SLAs serve the purpose of acknowledging inter- dependencies between Business units
and functions. Contracting of SLAs provide a forum to table grievances and
disappointments from other units/ departments, which an opportunity to collectively
arrive at solutions to the stated problems.

The service level Agreements would be contracted at the Business Unit/ Function Head
level. However, the entire Business Unit and/ or Function would be bound by the SLA.
Adherence to SLAs would have 5% weightage in the Performance Management
System.








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ASSIGNMENT OF WEIGHTAGES

















Table (2) Assignment of Weightage

At the time of goal setting, there are five simple checks that need to be carried out, to
ensure that the goals are made in the right fashion:

1. No. of goals between 6 10
2. At least one goal in all four perspectives.
3. The sum of weightage to be equal to 100
4. All goals to have minimum 5% and maximum 30% weightage.
5. All perspectives to have a weightage of at least 10%
100%C
15% Goal #7
15% Goal #6 Learning &
10% Goal #5
10% Goal #4 Internal Process

20% Goal #3 Customer
20% Goal #2
10% Goal #1 Financial
Weightage Goals Category
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Now that the goals meet the basic criteria, a SMARTS check needs to be conducted on
the goals by the appraiser/ HR. This is to ensure objectivity and common understanding
in the minds of the appraisee and the appraiser at the time of appraisals and feedback.

PERFORMANCE MONITORING- The system recommends continuous performance
monitoring, completely backed by data. The system has two critical aspects to it- KRAs
and Competencies. Performance needs to be monitored on both these aspects. Both
the appraiser and the appraisee should maintain records of the appraisees exceptional
achievements or slip- ups and positive and negative behaviors displayed by them
through the year. This would address the Recency Error in appraisals where the
appraisal for whole year is colored by the most recent performance of the appraisee.

For this purpose, a critical incident diary would be accessible online to both the
appraiser and the appraisee.Both of them can record positive or negative instances
relating to KRAs and/ or competencies. The appraiser and the appraisee should discuss
this diary in person every month to take stock of things on a regular basis and facilitate
the achievement of goals by the appraisee. In addition, it would also act as a memory
refresher at the time of midyear and annual appraisals.


PERFORMANCE REVIEW- Performance review is sub divided into two parts:

1) Midyear review
2) Annual review

1) MID YEAR REVIEW


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This is an opportunity for the appraiser and the appraisee to meet up in the middle of
the year and take stock of how things are going. This would also be the time to
realistically evaluate the goals, bearing in mind the business priorities, and make
additions and/ or deletions in the goals if required.

2. ANNUAL REVIEW-



The annual appraisal would involve evaluation of an appraisee at four levels, to ensure
there is no bias in the appraisal. First level would be the appraisee himself/ herself;
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second would be his appraiser (s) along with the internal/ external customers the
appraisee interact with; third would be a Reviewer, who would typically be a Business
Unit or Function. Head; and finally a Harmonization and talent Review Committee,
which would comprise the Executive directors and the Head HR. On completion of this
process, ratings would be communicated to the appraisee and detailed feedback would
be provided.

RATING SCALE


Each KRA would be rated on a scale of 1 to 6, 1 being the lowest and 6 being the
highest. The scale is defined as shown:














1 Consistently
doesnt meet
expectations
2 Doesnt
meet
expectations
3 Meets
expectations
4 Exceeds
expectations
5 Significantly
exceeds
expectations
6 Consistently and
significantly exceeds
expectations
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SCORING OF KRAs

We are now familiar with the 6 point rating scale to be used for scoring of goals. Now, at
the stage of Annual Appraisal, Let us see how the goals are scored. The score arrived
at is a multiplication of the weight with the rating. The bottom most cell gives the formula
for the overall rating. It is calculated by adding the score (305), and dividing them by the
sum total of weightage i.e. 100%, to get an overall score of 3.05.









= 305/100
= 3.05
100%
45 3 15% Goal #7
30 2 15% Goal #6 Learning
& Growth
40 4 10% Goal #5
20 2 10% Goal #4 Internal
Process

60 3 20% Goal #3 Customer
80 4 20% Goal #2
30 3 10% Goal #1 Financial
Score Rating Weightage Goals Category
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MODIFICATION OF KRAs

THERE CAN BE THREE ALTERNATIVES FOR MODIFYING KRAs:

1. Addition of new KRA(s)
2. Deletion of KRA(s)
3. Addition and Deletion of KRA(s)

IN ALL THESE CASES:

The sum of weightages should not exceed 100%. Therefore, a revision of the
weightages of other KRAs would be required.

Whenever a KRA is dropped or accomplished before time, the supervisors
feedback and rating is documented.

At the of Annual appraisal rating. Weightages for dropped goals are also
considered (Ideally, weighted average method should be followed, but since it
complicates the system without having any significant impact, it has been
avoided.)

In the event of modification in KRAs, the concerned Business Unit/ Function
heads approval is required. This is because change in one persons KRAs might
impact many others.






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MODIFICATION IN KRAs EXAMPLE




















Table Modification in KRAs examples


Assume Goal 2 got dropped at the time of Mid Year Review due to change in the
market conditions. The rating and feedback of the appraiser on goal 2 is documented at
the time of Mid Year (which is when this goal was dropped). Also, at the time of Mid
Year Review, Goal 8 got added. Please note that the sum of weightages still remains
100% (100- 20 + 20).


= 345/120
=2.88

45 3 15% Goal #7
30 2 15% Goal #6 Learning
&
Growth
40 4 10% Goal #5
20 2 10% Goal #4 Internal
Process
40 2 20% Goal #8
60 3 20% Goal #3 Custome
r
80 4 20% Goal #2
30 3 10% Goal #1 Financial
Score Rating Weight
age
Goals Category
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The appraisee had been performing very well on Goal 2 (a rating of 4 on 6). However,
at the time of annual appraisal, his performance on Goal 8 was considered below
average (a rating of 2 on 6). To acknowledge the effort put in by the appraisee towards
goal 2, which got dropped for no fault of his, the scoring would be done considering this
goal also. This is why the last cell shows a score of 345 over 120, and an overall rating
on 2.88.


COMPETENCY FRAMEWORK


Figure Competency Framework

Competencies are a combination of knowledge, skills and attitudes required to succeed
in a given role. Assessment and development of competencies has become the key

Competencies are the combination of knowledge, attitude and skills required to
succeed in a given role / situation. Competency can be developed and hence
focusing on them allows individuals and organizations to become more effective
and successful

Vision Mission Value
s
Operating
Environment
Competency
List
Core
competencies
Role Specific
Competencies
Competency
Construct
Definition
Description
Themes
Positive /
negative

Linkage
with
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focus area for many organizations. The system aims to conduct a potential Appraisal
through the competency framework so defined.
The process of arriving at the competency framework involves careful understanding of
the vision, mission and values of an organization, and the culture prevalent there.
Competencies can be classified into Core and Role specific. Core competencies are
those which are fundamental to the organization. They are applicable at all levels and in
all roles across the organization.


Figure Competency Framework Rating Scale






Core
Passion for Quality
People
Development
Idea Leadership
Customer First
Execution
Excellence

Execution
Level 1
Professiona
l Expertise

Managerial
Level 2
Making the
Right
Choices
Leadership
Level 3
Strategy in
Action
Managing
The earlier level competencies are pre requisites for the
later ones.
Rating Scale
1 Negative
Impact (Conscious
Incompetence)
2
Struggler
(Unconscious
Incompetence
)
3 Eager
Novice
(Learner)
4
Competent
(Adequately
displays the
competency)
5
Proficient
(On his way
to be an
authority)
6
Accomplished
(Role Model)

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COMPETENCIES ARE AS FOLLOWS:

1. PASSION FOR QUALITY:

THEMES:

Doing things first time right.
Driving continuous improvement.
Building quality into product/ service.
Staying focused on business and customer goals.

DEFINITION

The ability of an individual whereby he/ she builds quality into product/ service and
drives continuous improvement while staying focused on the business goals.

DESCRIPTION

Passion for Quality starts from a complete understanding that others have from us and
building others expectations into our work. To ensure that the work is carried out as per
the detailed guidelines and procedures without deviating from the standard norms. This
includes doing things first time right by taking actions after checking the accuracy of
data. Passion for Quality is an approach and is reflected in the way we think, plan and
execute our work

2. TALENT DEVELOPMENT/ PEOPLE DEVELOPMENT:

THEMES

Building people capability for higher performance
Enabling development by providing challenging opportunities
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Giving feedback and coaching regularly
Helping people to realize their true potential

DEFINITION

The capability of an individual to recognize the right talent and encourage growth and
development of people. This will help build a learning environment for self and others.

DESCRIPTION

People orientation is the ability to help everyone around realizes their true potential.
This is done by helping them to appreciate their strengths as well as weaknesses and
enable their development by providing challenging opportunities, giving feedback and
coaching regularly.

3. IDEA LEADERSHIP

THEMES

Thinking out of the box.
Taking calculated risk and learn from mistakes.
Looking at best practices within and outside the company and adopting to the
requirements.
Encouraging newer and untested ideas from team members.

DEFINITION

The ability of an individual to continuously improve his or her work through new ideas
and take accountability for implementation, leading to business results/ excellence.


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DESCRIPTION

Innovation and creativity includes having an open and mindset, willingness to accept
change by looking at best practices across industries and businesses and adapting to
the local context. Capacity to think out of the box and think afresh. It also includes
calculated risk and learn from mistakes. Ability to question the status quo and embrace
change. Accept ideas of team members & encourage them for newer & untested ideas.

4. CUSTOMER FIRST:

THEMES

Delivering the promise.
Delighting customers by consistently exceeding expectations.

DEFINITION

The ability to proactively and consistently identify and understand needs of existing, as
well as potential, internal as well as external customers, and consistently exceed their
expectations. Meet the promised commitment.

DESCRIPTION

Build a successful long- term relationship with the customer through continuous efforts.
Identify and understand customer needs accurately and translate the same into action
plans. Identify and track measures to ensure customer delight both internally as well as
externally. Generally trust and win confidence of customers.



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5. EXECUTION EXCELLENCE:

THEMES

Delivering results at the agreed time and cost.
Overcoming roadblocks and course correction.
Not comprising with quality during delivery.

DEFINITION

The ability to deliver results as per the job and role expectations with high and
increasing standards of performance.

DESCRIPTION

Ability to continuously identify opportunities for improvement. Sets well defined goals &
priorities. Tracks and evaluates performance Leverage all possible resources towards
timely and flawless delivery of expected output whilst maintaining process rigor.

6. ENTRTEPRENEURIAL THINKING:

THEMES

Bucks stops with me orientation/ End to end responsibility.
Thinking from a business perspective while taking complete ownership for ideas
and actions.
Calculated risk taking.



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DEFINITION

The characteristic of an individual to think from a business perspective while taking
complete ownership for his/ her ideas and actions.

DESCRIPTION

Commitment towards organizational goals by owing responsibility for ones own as well
as ones team performance. To build a sense of ownership among the team members
too. Entrepreneurial thinking requires one to treat their area of operation as if the buck
stops with them and take complete charge for every thought and action.

7. PROFESSIONAL EXPERTISE:

THEMES

Updated functional and industry knowledge.
Providing guidance and expertise to others to address functional problems.


DEFINITION

The ability to enable appropriate solutions through the use of relevant technical and
professional skills and/ or knowledge.

DESCRIPTION

Has an in depth and up to date knowledge in functional area
. Has the ability to draw from past relevant knowledge, experience and data and
apply the learning effectively to the present job.
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Is able to provide guidance and expertise to others to address functional
problems at own or others work areas. Is aware about current trends in
respective area.



8. MANAGING DIVERSITY

THEMES

Cross Culture sensitivity.
Managing Conflict.
Global perspective.
Handling Ambiguity.
Synergizing different cultures, teams and businesses towards a common goal.

DEFINITION

The ability to understand and manage different cultures, teams and business
constructively for business purposes.


DESCRIPTION

Managing Diversity starts with recognizing that different businesses, clients, vendors
may have a diverse culture with some commonalities. This competency addresses a
need to build synergies in this diversity for business purpose. This requires appreciating
different cultures, displaying sensitivity towards the divergent groups and contributing
towards making it one cohesive entity working towards a common goal.


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9. STRATEGY IN ACTION:

THEMES

Visualizes long term impact.
Coherence and Big picture perspective.
Ability to create alternative and win- win collaborations.

DEFINITION

The ability to provide solutions from a long term perspective with due consideration to
the impact of decisions on the organization and the environment.

DESCRIPTION

Plans for future business opportunities by evaluating and selecting strategies,
Demonstrates a global mindset. Develops alternatives based on logical assumptions,
facts, available resources, constraints, and organizational values. Build strategic
alliances to deliver breakthrough technologies. Develop and use collaborative
relationships with strategic partners to facilitate the accomplishment of business goals.









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THE FEEDBACK PROCESS





The feedback process should be able to guide the appraisee to the right track. The key
skills required to give feedback can be enumerated as below:

CONCRETENESS- Helping the appraisee choose specific goals and the means
to achieve these goals.


CONFRONTATION- Helping the appraisee to observe and realize the limitations
and constraints (both physical and mental) coming in the way of achieving the
desired result and realizing the discrepancy between things he/ she has been
saying and doing, i.e. the gap between saying and doing.

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SELF DISCLOSURE- It is the art of sharing ones own personal stories,
experiences, and insights with others. The appraiser shares his/ her own
experiences and insights with the appraisee. It helps the appraisee views the
problems from the appraisers perspective. Self disclosure also builds a trusting
relationship.

Appraiser should keep in mind the following things, to ensure the feedback is
effective:

Creating trust and cooperation.
Maintaining a developmental perspective instead of a judgmental perspective.
Acknowledging appraisees feelings.
Communicating belief in the ability of the appraisee to improve and excel
Resulting in identification of practical steps for improvement.
Checking for understanding.
Encouraging appraisee to assess his/ her own performance.
Offering support for the future.
Ensuring mutual agreement.

RECOMMENDATIONS AND SUGGESTIONS


Employers should be less biased about the recruitment of employees through
employee referrals.
More awareness should be provided to employees through awareness programs
conducted about PMS.
The deduction of 40% from salary as HR should be decreased.
New PMS can be more popular among employees by giving proper training to
employees once in a month.


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CONCLUSION

The project was done with a certain objective in mind and the main aim of the same was
to gather information regarding the companys practices and procedures regarding the
Performance Management System and Recruitment and Selection Process.

With the feedback received from the subordinates and from the higher level
management, I found that the recruitment and selection in every organization is a very
important part as the success of any organization depends upon the hard work and full
contribution of the individuals and it also depends on good recruitment. Therefore, it is
concluded that in order to achieve higher targets and productivity a well planned and
systematic training program should be continuously prepared and implemented so that
the employees working with the organization could be updated from time to time.

A right process of performance appraisal for right evaluation of the performance of the
employees is very important. The method of performance management should be
unbiased and transparent so that no mistake can take place at the time of goal setting
and setting of KRAs. KRAs are the important element of the Performance Management
System at Hindustan Aeronautics Limited. Performance of an employee is measured on
the basis of goals achieved by him. So it is very important to adopt a organized
Performance Management System.

The management of the company is very careful about the modern practices in the
company. They analyze the skills of the subordinates and worker to recruit the
subordinate, which helps them in keeping pace with the changing environment.




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BIBLIOGRAPHY


Devis & Keith Human Behaviour at Works: Organizational Behaviour
(Tata McGraw Hill, New Delhi , 2008).
Robbins, S. P. Organizational Behaviour (Pearson Education, New Delhi).

Luthans, Fred Organizational Behaviour (McGraw Hill) 1998, New Delhi.

Aswathapa Human Resource Management (Tata McGraw Hill) HR and PM.

www.hal-india.com

www.google.com