Professional Documents
Culture Documents
IMS GHAZIABAD
LALKUAN
1
Contents 2.8. Perfor
mance
1. Introduction Improv
ement
1.1. HCL an overview of the
1.2. HCL DNA Organi
zation
1.3. Employer spotlight:
or a
1.4. About HCL
Subsyst
1.5. Strong SAP Capabilities
em is
1.6. Vision statement
an
1.7. Mission Statement
Integrat
1.8. Quality Policy
ed
1.9. Objective
Process
1.10. Core Values
2.9. Ongoin
1.11. A Snapshot Of HCL
g
Infosystems Ltd.
Activiti
es of
Perfor
2. Literature Review - PMS
mance
2.1. An Introduction of
Manag
Performance Management
ement
2.2. Levels of performance
management
2.3. Value for money
2.4. Measures and metrics
7
2.5. Processes
2.6. Objectives of a Performance
7
Management System
12
2.7. Overall Goal and Focuses of
13
Performance Management
15
2
16 3.2. Signifi
16 cance
16 of the
16 Project
17 3.3. Definiti
17 on - A
17 Theoret
ical
Perspec
tive
20 3.4. Prepara
22 tion
23 and
24 Plannin
25 g for
29 perfor
mance
30 manage
ment
30 3.5. Perfor
mance
30 Manag
2.10. Basic Steps ement
and
2.11.Project Performance
Develo
Management
pment
2.12. Managing Performance
3.6. Perfor
Effectively
mance
2.13. Feature of good PMS
Assess
3. Project
ment
3.1. Objective of the project –
and
Introduction of the
Develo
problem
3
pment Plan In HCL 48.
INFOSYSTEMS LTD
4. Research Methodology 51
4.1 Research Design 52
4.2 Data Collection Method 53
4.3 Analysis of PMS 60
5. Recommendation 61
6. Conclusion 62
7. Bibliography 63
8. Appendix
31
33
37 31
37 31
44 31
32
44 32
45
47
47
4
36
36
31 36
31 37
37
31
32
32 56
57
5
58 5
9
Acknowledgment
I would also like to thank all the executives who shared their
precious time and experience with me.
Last but not the least, I extend my sincere thanks to all the
staff members of HCL Infosystems Ltd. for their cooperation.
6
Executive summary
7
INTRODUCTION
HCL an overview
8
HCL Technologies in 1997 to mark their advent into the
software services arena. During the last eight years, HCL has
strengthened its processes and applied its know-how,
developed over 30 years into multiple practices - semi-
conductor, operating systems, automobile, avionics, bio-
medical engineering, wireless, telecom technologies, and
many more.
Today, HCL sells more PCs in India than any other brand,
runs Northern Ireland's largest BPO operation, and manages
the network for Asia's largest stock exchange network apart
from designing zero visibility landing systems to land the
world's most popular airplane.
9
.
10
1983 Indigenously develops an RDBMS, a Networking OS
a Client Server architecture, at the same time as global IT
peers.
11
contact center in Belfast, Northern Ireland. HCL Info systems
become largest hardware company.
2005
12
• Sets up a dedicated Offshore Design Center for
leading Tier-1 Aerospace supplier, Hamilton
Sundstrand.
• HCL Info systems launches sub Rs.10, 000 PC. Joins
hands with AMD, Microsoft to bridge the digital
divide.
2006
13
HCL is one of the leading global Technology and IT
enterprises with annual revenues of US$ 4 billion. The HCL
Enterprise comprises two companies listed in India, HCL
Technologies (http://www.hcltech.com/) and HCL Info systems
(http://www.hclinfosystems.in/)
14
HCL DNA:
15
This entrepreneurial and win-win relationship driven culture
continues to guide HCL in all its endeavors.
Employer spotlight:
16
Automotive, Semiconductors, Telecom and MPE (Media
Publishing & Entertainment)
HCL in India:
HCL has evolved from a dream of eight youngsters in 1977
to the country's top IT group today. Our well-balanced
portfolio of turnkey solutions across equipments, software
and services make our offerings end-to-end for all IT needs of
the Indian customers. Our recognitions speak of our dominant
position in India. V&D100 2005, No. 1 Security service
provider in India by DQ Annual 2004, No.1 Infra service
provider by CMP 2005, and No.1 PC Brand recognize us as
No.1 Network Management service provider in India for the
last 5 years in India.
17
offer 24-x7 support offering for critical sites. With more than
70 SAP implementations till date, HCL has been rendering
service to key Indian players in Banking, Retail and
Government.
About HCL
18
1999 after its IPO, HCL Technologies focuses on
Transformational Outsourcing, working with clients in areas
that impact and re-define the core of their business. The
company leverages an extensive global offshore
infrastructure and its global network of offices in 16 countries
to deliver solutions across select verticals including Financial
Services, Retail & Consumer, Life Sciences Aerospace,
Automotive, Semiconductors, Telecom and MPE (Media
Publishing & Entertainment). For the quarter ending 31st
December 2006, HCL Technologies, along with its
subsidiaries had revenue (TTM) of US $ 1.155 billion (Rs.
5220 crore) and employed 38,317 professionals.
19
Sap’s "outstanding partner” award for
implementation/upgrade project 2004, and more. Forrester
has lauded HCL Technologies is one of a number of firms in
this space and is a viable candidate for multinational firms
that are contemplating global outsourcing and are interested
in SAP implementation and maintenance services.
VISION STATEMENT
MISSION STATEMENT
OUR OBJECTIVE
20
• To fuel initiative and foster active by allowing individuals
freedom of action and innovation in attaining defined
objectives.
CORE VALUES
21
HCL In say is India’s largest information technology (IT),
transnational conglomerate. With its-depth expertise in
developing solution spanning diverse technologies.
22
acquisition of the business of HCL Info solutions limited
(now known as Frontline Division), HCL Peripherals Limited
(now known the acquisition of Customer Support
Organization (CSO) activities of HCL Office Automation
Limited (now know as office Automation Division)
FRONTLINE DIVISION
23
PMS
Why is it important?
24
how the organization itself operates. Performance
management underpins the operations and processes within a
strategic change program framework. Sound practices and
targets, which are both flexible and reactive to change, are
needed to achieve performance improvement.
25
Who is involved?
Principles
26
organization at varying levels. Together these outputs will
contribute to the achievement of the outcomes desired by the
organization and those of the government as a whole.
27
management would help to determine if these are
achieved.
28
• Effectiveness - the extent to which objectives have
been achieved, and the relationship between the intended
impacts and actual impacts of an activity.
29
• Whether the activities are primarily 'front-office' or
'back-office' - that is, the amount of direct contact which
the staff have with the customers or recipients of the
process
• Whether the process itself is the important feature of
the activity - for example, in delivering consultancy - or
whether the activities are concerned primarily with the
generation of defined outputs
• The extent to which the activity is customized or
tailored to the needs of each customer, as opposed to
being routine and procedural
• The amount of discretion which needs to be exercised
in the activities
• The duration of the contact with the customer.
Processes
30
could help organizations in improving the performance
management of the IS/IT contribution is outlined below, with
suggested techniques.
31
performance and contribution of the internal and external
resources used by the organization?
• Identify the values for your organization.
• Key values for safety critical operational services are
speed and integrity of information. A different
organization might place high value on information flows
or on single points of access to information at a
contact/call centre.
• Techniques: Value chain analysis; benchmarking with
other organizations (which may identify things you had
not thought of)
32
• The aim is to have target, measurement and review
processes for those things that the business considers
important such as product, process, service and staff.
• You will have lots of measures which need to be
prioritised against your particular perspective on
effectiveness, efficiency and economy and against your
values.
• establish benefits management as a norm
• Use databases to collect Techniques performance
information and analyse trends
• Include performance management in the business,
programme and project lifecycle
33
The process of performance management
34
Objectives of a Performance Management System
35
between the supervisors and the appraisees. Progress is
monitored regularly and feedback from staff and supervisors
is collated to help clarify objectives and output expectation;
and to enhance performance.
36
affect overall organizational performance management as
well.
Ongoing Activities of Performance Management
37
Basic Steps
38
that is, quantity, quality, cost or timeliness (note that the
result itself is therefore a measure)
2. Specify desired results for the domain -- as guidance,
focus on results needed by other domains (e.g., products
or services need by internal or external customers)
39
14. Repeat steps 9 to 13 until performance is acceptable,
standards are changed, the domain is replaced,
management decides to do nothing, etc.
40
e. To "pilot", or test, the operation of a new performance
management system.
41
complement and not conflict with the kinds of activities and
actions practiced in effective organizations as m after of
course.
Additional background information on performance
management can be found in the following
Planning
Monitoring
42
In an effective organization, assignments and projects are
monitored continually. Monitoring well means consistently
measuring performance and providing ongoing feedback to
employees and work groups on their progress toward
reaching their goals.
Regulatory requirements for monitoring performance include
conducting progress reviews with employees where their
performance is compared against their elements and
standards. Ongoing monitoring provides the opportunity to
check how well employees are meeting predetermined
standards and to make changes to unrealistic or problematic
standards. And by monitoring continually, unacceptable
performance can be identified at any time during the
appraisal period and assistance provided to address such
performance rather than wait until the end of the period when
summary rating levels are assigned.
Developing Employees
43
needs. During planning and monitoring of work, deficiencies
in performance become evident and can be addressed. Areas
for improving good performance also stand out, and action
can be taken to help successful employees improve even
further.
Rating
Rewarding
44
In an effective organization, rewards are used well.
Rewarding means recognizing employees, individually and as
members of groups, for their performance and acknowledging
their contributions to the agency's mission. A basic principle
of effective management is that all behavior is controlled by
its consequences. Those consequences can and should be
both formal and informal and both positive and negative.
45
Features of a Good Performance Management
System
Competency-Based
46
competencies associated with effective performance required
by a group of job holders in a department across different
divisions/sections. An example is managerial competencies
required for staff in managerial positions. Functional
competencies are the competencies specific to certain job
functions, such as computer programming skills for
programmers in the Computer Section and classroom skills
for trainers in the Training Division of a department.
Competencies are reflected in a set of desirable behavior
patterns which are observable, measurable and can be tracked
and monitored.
47
grade. An unduly long list of competencies may adversely
affect the effectiveness of the system.
A Continuous Process
48
•
Performance planning
49
Continuous coaching and development
Interim review
50
An interim review aims to:
• Identify performance results that are below, on or
above target and determine appropriate responses on
corrective measures. Supervisors should use this occasion
to recognize and encourage good performance. On the
other hand, performance below targets is to be pointed out
and guidance for improvement to be given;
• Assess and follow up development or training need of
staff to assist them in achieving their
objectives/responsibilities;
• Ascertain whether there are potential problems that
may affect the appraiser’s performance in the latter half
of the reporting cycle and put in place preventive
measures; and
• Review whether adjustments to the agreed
objectives/responsibilities are required.
Performance appraisal
51
To maintain an open system
52
and standard. Staff will be informed of these criteria and
standard and clear guidelines will be issued to appraising
officers.
PROJECT
53
Objective of the Project – Introduction of the
Problem
Primary Objective
To understand the basic features of performance management
plan or performance assessment in HCL and their
contribution in the success of HCL Infosystems Ltd.
within a short span of previous years.
Secondary objective
To identify which of the functional aspects/ Parameters are
low and which dysfunctional aspects/ Parameters are high in
order to put some suggestion for increasing the former and
reducing the latter in other words to move from dysfunctional
to functional performance assessment.
54
how executives assess their own employee into the
organization.
4. Outcomes measures.
55
7. Conduct quarterly performance development
discussions.
56
• Define the performance standards for key components
of the job,
57
Performance appraisal guidelines
Appraisal procedure
Performance appraisal encompasses the on-going work-
related discussions, which take place between appraisals and
appraisees throughout the year. The formal performance
appraisal meeting is normally attended by the employee and
manager only; but when relevant, another manager will also
participate (e.g. functional head / HR person).
58
Section 1 : Quarterly Self appraisal forms:
59
c) Target for the next quarter
At the beginnings of the quarter the target should be decided
in Section –1. The aim is to achieve sustainable improvement
in the subordinate’s performance. Enter the date by which the
target should be achieved.
Assessment
60
Space for other comments by the manager (if required for any
issues with regard to constraints to effective performance and
/ or supporting actions to achieve target).
b) Signature
The managers and employees should sign the form at the end
of the discussion acknowledging that the objectives of the
appraisal have been achieved and emphasizing a joint
commitment to implement and actions agreed upon.
Signatures are to confirm that the form has been read and the
key points have been noted.
Growth
61
The manager should return the complete field form within ten
days hence from the completion of the Annual Review period
to the HRD Dept. in order to attain consistency of the
appraisal standards and relevant follow – up action.
62
RESEARCH METHODOLOGY
Research Design
63
The assessment is then done to bring out what is the process
being followed in HCL Infosystems Ltd. regarding
performance management.
64
Data Collection Method
65
Analysis of PMS – Processes & Components
Planning
2.9
2.8
2.7
2.6 2.89 2.83
Score
2.5 Series1
2.61
2.4 2.47
2.3
2.2
Overall Sales Service Support
Function
66
Monitoring
3.1
3
2.9
2.8
Score 2.7 3.02
2.95
2.93
2.6 Series1
2.5
2.54
2.4
2.3
Overall Sales Service Support
Function
67
The PMS of HCL stand in between for monitoring, where
they need to develop a feedback channel into the system,
which will capture the feedback in holistic way and must be
part of organizational culture.
Developing Employees
2
1.8
1.6
1.4
1.2
Score 1 1.84
1.53 1.52 1.37
0.8 Series1
0.6
0.4
0.2
0
Overall Sales Service Support
Function
68
The Employee development in HCL is fairly better, where the
feedback from PMS is implemented by the way of
training and development. Where the organization
equips people with the skill which will be required in
future.
Rating
3.5
3
2.5
2
Score 3.00 3.25
2.99
1.5 2.56 Series1
1
0.5
0
Overall Sales Service Support
Function
69
The rating of Performance appraisal system in HCL is
satisfactory , ratings are more objective for sales ,
which people in service and support don’t view as
more subjective.
70
Action Based Performance
2
1.8
1.6
1.4
1.2
Score 1 1.97
1.78
1.64
0.8 1.30 Series1
0.6
0.4
0.2
0
Overall Sales Service Support
Function
71
Analysis
Effectiveness
2.5
0
Overall Sales Service Support
Function
72
system .HCL need to work for sales, where they need
to design the new PMS system.
73
RECOMMENDATIONS
Recommendations
74
6. The (candidates) not considered for promotion, should
be informed about their weaknesses so that they can work
on it.
CONCLUSION
Strengths
75
• A strong desire for making an impact on others for the
well being of the organization.
• A good teamwork.
• A desire to change adverse situations.
Weaknesses
BIBLIOGRAPHY
Books
Web sites
• www.google.com
• www.hrmguide.net
• www.managementscience.org
76
• www.londonexternal.ac.uk
• www.hr.com
• www.wikipedia.com
APPENDIX 1
Important
Nothing hurts more then the felling of the employee that
his/her performance is not evaluated properly. The whole
exercise would be futile if the appraisals are not done
objectively based on actual performance during the
assessment period. Scant regard to this exercise may
denotative the willing and committed employees and rated
their growth and development in the organization.
Name: Ec No:
77
Grade: Date of joining:
Designation: Department:
Region:
78
Performance Assistance & Development Plan
Goal setting
(To be filled after discussing with your manager. In case you
have had change in the assignment, or manager, have the
figure attested by your former manager wherever possible.)
Name of Appraisee :
EC. No.:
79
Guide for Achievement Rating
(1) – Outstanding, (2) – Very Good, (3) – Good, (4) – Not up
to the Expectation
Performance Assistance & Development Plan
80
Overall performance rating during the Quarter:
Appraiser’s Rating
Date :
81
Performance Assistance & Development Plan
Self-Appraisal:
Qualitatively
82
4. List if you have undergone any training during this
period.
_________________________________________________
_________________________________________________
_________________________________________________
_____________________________________________
5. List the location you don’t mind moving to.
a.)_________________________b)__________________c).
________________
83
(To filled by the Appraiser/Manger)
84
85
Performance Assistance & Development Plan
(Authorized Signatory)
86
Overall view of performance
Trend
Declining Stable Improving
2 Salary Discrepancy:
3 Exceptional reward:
4 Movement:
New Structure
(To be filled by HRD)
Confirmation/probation/increment w.e.f.
:_____________________
Compensation level/basic/designation:
________________________
87
Performance Assistance & Development Plan
NAME:
EC.NO.
DEPARTMET:
GRADE:
DESIGNATION:
LOCATION:
Training Needs Identification (Specify on the type of Soft Skills like Communication/
Presentation skills, supervisory Development, selling skills, Motivation & team building,
attitudinal skills and Technical Training you will like the appraise to under to order
To improve his/ her performance on the job to meet future needs)
1.
2.
3.
88
5.
6.
Date: Date:
89