Professional Documents
Culture Documents
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Welcome to Petron Group! We are pleased to have you as part of our esteemed
organisation and hope you have a long, happy and successful career with us. We hope
your skills and potentials make a significant contribution towards taking forward our
vision and mission.
This manual comprises the human resources policies and procedures of Petron Group.
The manual is an effort to create better understanding of o rganisation wide human
resources policies. They should eliminate the need for personal decisions regarding
these policies, protect the rights of all employees, and assure uniformity of action
throughout the organisation. Each member of management is respon sible for
administering these policies in a consistent and impartial manner.
Policies in the field of human resources become subject to modification and further
development in the light of experience. Each member of management can assist in
keeping our human resources program up-to-date by notifying the Human Resources
Department when problems arise or improvements can be made in the administration of
our human resources policies.
The Office of the Group Head - HR will distribute notice of approved changes or
additions to this manual, as and when required. If you have any questions concerning
the handbook, please speak to your Manager / Functional Head or a member of Human
Resource Department who will be pleased to help you. You can write to us at
hr@petronengineering.com . You can also address your queries to Corporate Human
Resource, (Group HR) Petron, 6th Floor, Swastik Chambers, Sion -Trombay Highway,
Chembur, Mumbai 400 071, Tel. : 022 -40856200.
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Sr.No. Content Page No.
4) Holidays 6
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This handbook is applicable to all employees of Petron Engineering Construction Ltd,
including those on permanent rolls, project rolls (for specific period), advisors and
retainers. This manual is developed to provide you with an information resource for
common questions and concerns. If you have questions or concerns about the policies
outlined here, you should contact your manager or Human Resources Department.
The general guidelines and the policies stated in this manual are subject to change at any
time at the sole discretion of the management. From time to time, any change in the
policy will be updated and informed accordingly.
• Construction
• Rockwool Insulation
• Petrotech
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Petron Group is an established name in the EPC segment specializing in industrial and
infrastructure construction for the last four decades. The group having two flagship
companies PECL (Petron Engineering Construction Ltd) and PCEPL (Petron Civil
Engineering Pvt. Ltd) has its operations in India, Middle East and Western Africa. It
offers total solutions in engineering constructi on, with feasibility study, estimation,
procurement and managerial and administrative support for project construction.
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Ref.No.: HR / Aug ’08 / HOP / Rev 0
(Note: Regional / Site offices will declare holidays based on local practice / state
government declared holidays).
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Ref.No.: HR / Aug ’08 / PS / Rev 0
Petron Engineering Construction Ltd. - PECL assumes that those associated with the
organisation will conduct themselves ethically and in accordance with what are generally
accepted as "standard business practices." The increasingly complex relationships that
have evolved between Petron and the numerous individuals, companies, and other
groups, with which it deals, require that persons representing Petron exercise a high
degree of personal responsibility, integrity, and sound judgment.
Each employee should be familiar with the policies and procedural guidelines that cover
the business activities that are his / her responsibility. This requirement will vary
significantly depending on the employee's position.
It is expected that by clearly setting forth the sta ndards of behavior that Petron expects
from its employees, any misunderstandings will be minimized, and any questionable
situation can be brought to the attention of the responsible administrator and resolved.
Any employee who has a question about these issues, or the policies governing them,
that cannot be answered by his / her supervisor is encouraged to direct the question to
Human Resources Department.
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Ref.No.: HR / Aug ’08 / PWT / Rev 0
1. Objective
To lay down guidelines for providing work tools to employees for official use .
2. Mobile Phone
a. To be provided to employe es including trainees, advisors and retainers
based on specific role requirement and with approval from immediate
superior not below the level VP.
b. Handsets and SIM cards are to be purchased by employees.
Eligibility
Level
(Rs. Per month)
A (M17 – M15) 4000
B (M14 – M9) 3000
C (M8 – M5) 2000
D (M4 – M1) 1500
Advisors As per terms
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b. Procedure
If the mobile bill is within the eligibility limits, employees have to self -certify and
return the bill to the concerned coordinator. If the bill excee ds the eligibility
limits, then the employee shall identify personal calls made by them in the
monthly bill and he shall give a cheque to the company for such amount.
Remaining bill shall be submitted for approval of Department Head.
4. Desktop PC
a. Eligibility:
All Employees.
b. Desktop Configuration
The configuration of the desktops provided should be at least Pentium 4
or equivalent. This shall be reviewed on annual basis.
c. General
Employees may only use software according to the business requirement.
The company prohibits the illegal duplication of software and its related
documentation.
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5. Laptops
a. Eligibility
All employees at A (M17 – M15) and B (M14 – M9) levels are eligible for
laptops in place of desktop PC.
For employees at C (M8 – M5) & D (M4 – M1) Grade Levels, laptops shall
be provided to employees based on role requirement and with approval
from Department Head.
b. Pool Laptops
All individual business units and / or locatio ns shall keep a pool of 3 to 5
laptops with the individual I.T department so as to facilitate employees
who are required to travel on frequent basis.
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Ref.No. HR / Aug’08 / LTP / Rev 0
1. Objective
To lay down guidelines for all employees in Petron Group so as to claim
expenses incurred on local travel undertaken on account of official outdoor
duties within the municipal limits of the place of posting.
2. Entitlements
2.1 Local conveyance expenses can be claimed as follows:
General
S1 - S5 Public Transport / Auto /Two wheeler
Staff
2.2 In case of employees using their car for local official travel, they will be
entitled to claim Rs.8 per km. (only G.M. & above).
2.3 In case of employees using their two w heelers for local official travel, they
will be entitled to claim Rs.4 per km.
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2.4 For consultants and outsourced employees, the applicable category will
be decided at the time of finalization of conditions of contract / terms of
outsourcing agreement and documented therein.
2.5 All cases, where a car has to be hired have to be booked through the
local administration department (hired car for Level M9 – M14 will be @
Rs.10/- or below per km). For M15 – M17 hired car may be booked at
actual rate.
2.6 During local outdoor duty the employee can additionally claim
reimbursement for the following :
• Expenditure incurred towards meals if an employee is out on
outdoor work for 4hrs. or more and during the lunch time (12 noon
to 3 pm) or dinner time (8 pm or beyo nd) will be reimbursed. The
reimbursement will be as follows :
Grade Level Reimbursement
A (M17 - M15) Actuals
B (M14-M9) 500
C (M8 - M5) 300
D (M4 - M1) 200
General Staff S1 - S5 100
Subject to production of bills. Liquor not allowed
2.7 Under this policy, no claim should be made for travel from home to office
and back.
3. Procedure
All claims should be authorized by the Department Head. It shall be the
responsibility of the employee and the immediate superior to verify the
correctness of the claim. Claims for reimbursement must be made through
business / conveyance form (Annexure – I).
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Employee Name : Company :
Employee Code : Division / Dept.:
Grade / Level :
Rupees in Words
Approved By :
Signature of Employee : Signature :
Name :
Date : Date :
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Ref.No.: HR / Aug’08 / DTP / Rev 0
1. Objective
To provide guidelines for domestic travel, accommodation and related expense
incurred during business travel.
2. Applicability
This Domestic Travel Policy shall be applicable to all the employees of Petron
Group including Trainees, required to undertake business travel within India.
3. Mode of Travel
The mode of travel as applicable to different categories of employ ees in
different cities is listed below:
Mode of Local
Conveyance
Grade Level Class of Outstation Travel
(while on outstation
duty)
Air (Business Class) or AC I
Company Car/ Hired Car/
Grade – A (M17-M15) Class Train or AC Hired
Metered AC Taxi
Taxi.
Air (Economy Class) or AC I Hired / Metered AC Taxi
Grade – B (M14-M9) Class Train or Hired AC Taxi (hiring cost will be @
/ Own vehicle. Rs.10/- km or below.
Air (Economy Class) or AC
Public Taxi / Metered
Grade – C (M8-M5) chair car Train / Taxi Private
Taxi
/ Own vehicle.
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4. 4.1 Those travelling by Business / Economy Class must avail of Bulk Tickets
facility to ensure economic viability. All bookings are to be routed through
Admin. Department.
4.2 When more than one person traveling to the same place, possibility of car
pooling etc. should be explored.
4.3 For those not eligible for Air Travel, the same can be allowed for Business
exigencies with the prior specific approval (to be highlighted in the Travel
Authorization Form, Annexure - I) of HR Head / Business Head. Details of
the exceptions shall be furnished to HR Head on a monthly basis.
4.4 It shall be the responsibility of the employee traveling to cancel and
arrange for refund in case of change in plan.
5. Hotel / Guest House Accommodation / Daily Allowance
5.1 Guest House accommodatio n wherever available should be used as a
first priority. In case of non availability of suitable guest house
accommodation, employees can stay in the hotels.
5.2 The entitlements for Hotel accommodation as applicable to different
categories of employees in different cities is listed below:
Travel Entitlement Matrix
Particulars GRADES
Grade A B C D E
Level (M17-M15) (M14-M9) (M8-M5) (M4-M1) (S1-S5)
Air (Bus) / Air Eco. /
Travel Air Eco. AC 2T AC 3T
AC I Class AC I Class
Company
Metered
Car/ Taxi/ Metered
Hired Taxi /
Local Conveyance Metered/ Local Local
Car / Taxi Local Transport
Hired AC Transport
Transport
Taxi
Lodging (Metro)
Daily Room Rent Actuals 7000 5500 3000 2000
( bills to be submitted)
Lodging (Other than Metro)
Daily Room Rent Actuals 5000 3500 2500 2000
( bills to be submitted)
Food , tips, other misc.
Actuals 1000 750 500 300
Expenses
Self Arrangement
3000 2500 2000 1500 1000
(includes food / tips etc.)
Metro cities include Delhi, Mumbai, Kolkata, Chennai, Bangalore .
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5.3 The Administration Department will negotiate Corporate rates with hotels
at various locations and notify the same. In case of availability of hotels
with negotiated rates at a location, the employees are expected to stay in
the same. In the absence of a notified ho tel at a location employees can
choose to stay in a hotel as per their entitlements.
5.4 Expenses incurred on liquor and tobacco is not reimbursable under this
policy.
5.5 Bills for entertaining official guests of the company [applicable only for
Grade A (M17-M15) & Grade B (M14 M9)] while on tour needs to be
submitted separately as entertainment bills. All such expenses should be
certified by the employee stating the designation and name of the guests
on the bill and must be duly approved by MD / Directo r (Operations) /
Executive President.
5.6 The boarding and lodging expenses eligibility mentioned above in the
travel entitlement matrix is the maximum limits in each grade. The
settlement of boarding and lodging expenses will be strictly on production
of hotel bills and the balance amount has to be refunded to Accounts
department, if advance is taken.
6.2 Employees on tour will be required to settle travel expenses directly and
claim reimbursement from the company within 7 days of travel by
submitting a travel expenses report (Annexure – II). Cash advances
should be settled within a week time.
6.3 Till the submission of Travel Report and refund of balance money, if any,
the Accounts Dept. will hold the total amount paid to the individual as
‘advance’ against the employee’s name.
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7. Travel for Training / Education
7.1 Employees on training / educational course shall be provided with Guest
Houses or Hotel accommodations as per the company decision.
3) General
• Management Trainees and Graduate Engineer Trainees will be eligible
for travel as per Grade D (M4 -M1).
• For consultants and outsourced employees, the applicable category will
be decided at the time of finalization of conditio ns of contract / terms of
outsourcing agreement and documented therein.
• Any business / official travel and expenses thereof can be approved by
the employee’s immediate superior, not below the level of Dept. Head.
(GM – Manager).
• Any deviation in the claim can be approved by Business Head / HR Head.
Details of deviations shall be reported to the HR Head on a monthly
basis.
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Travel Approval Form
If Yes………………………………………………….
Travel Requirement
Mode Travel Date Return Date Remarks
Purpose ………………………………………………………………………………
………………………………………………………………………………………..
Emergency Address
……………………………………………………………………… …………………………
………………………………………………………… Phone : ………………….
Whom to contact in emergency…………………………………………………………..
Relation…………………………………………………………………………………..
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TRAVEL EXPENSE REPORT
Employee Name : Designation: Grade:
Employee Code : Department:
Purpose of Trip : Date of Travel: To
Other Expenses
Date Location Transportation Lodging Meals (Out of pocket/Per INR
diem Currency)
Mode Total
Amount Amount Amount
(Air/Rail/Local) (INR/USD) Amount
Grand Total
Advances taken if any
Balance due to employee
Balance due to company
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Ref.No.: HR / Aug ’08 / LTA / Rev 0
1. Objective:
To provide guidelines for claiming Leave Trave l Assistance.
2. Applicability:
LTA is a component of the “cost to company” as agreed during the time of
employment. It is payable to only those employees wherein it forms a part of
their CTC.
3. Procedure:
• All employees eligible for LTA can claim the same only after completion of
one year of employment with the company.
• In case wherein the employee has undertaken a journey towards LTA
before completion of one year with the company, he / she can claim LTA
only after completion of one year from the date of joining.
• LTA is normally calculated on the basis of 8.33% of the annual basic
salary, which is approximately one month basic salary in a year.
• LTA is a privilege that the company provides and it expects all employees
to avail the LTA while undertaking a journey.
• For availing LTA, an employee is entitled to travel as per the eligibility
according to his / her grade. All travel related original documents like
railway ticket, air ticket, boarding pass, original taxi bills etc are to be
submitted to Accounts Department forprocessing of LTA claim.
• LTA calculations will be based on calendar year.
• LTA will be allowed to be carry forward for one year. All other perquisites
will lapse, if not claimed within the year.
• An employee has to take a minimum of five days PL, in order to avail the
LTA.
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• An employee will have the option of taking LTA once in two years or twice
in a block of four years, to enable them to get LTA exempted from income
tax, if applicable.
• LTA amount payable to an employee will be on pro rata basis till the end
of the year (December), in the year of travel undertaken, so as to claim
exemption under income tax. However, if the employee leaves the
services of the organization before the end of the year, the equival ent
amount of advance LTA will be deducted from the full & final settlement of
the employee.
• Unavailed LTA will be paid on pro rata basis to the employees who resign
from the services of the organization.
4. Definition:
Family: For this purpose "fami ly" means:-
(i) The spouse and children of the individual; and
(ii) The parents, brothers and sisters of the individual or any of them, wholly
or mainly dependent on the individual.
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Exemption will, in no case exceed actual expenditure incurred in the
performance of journey.
For all those employees who are eligible for air travel as per domestic travel
policy, an amount not exceeding the air economy fare of the National Carri er by
the shortest route to the place of destination.
To qualify for exemption it is necessary to perform actual travel.
In case the LTA is encashed without actually performing the journey the entire
amount received by the employee would be taxed in his hands.
Number of times exemption can be claimed.
The employee can claim exemption in respect of two such journey(s) in a block
of 4 years. For this purpose, the existing block of 4 years is the period 2006 -09.
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LTA CLAIM FORMAT
PART – A
7. Particulars of members of famil y in respect of whom the LTA has been claimed
Sr.
Name Age Relationship
No.
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8. Details of journey(s) performed by employee and the members of his / her family
Dep. Arrival Mode Class of
Distance Fare Ticket
Date Date of Accomm Remarks
(Km.) Paid Nos.
& Place & Place Travel odation
Certified that: -
1. The information given above is true to the best of my knowledge and
belief.
2. That my wife / husband for whom LTA is claimed by me is not employed
in any Public Sector Undertaking / Corporation / Autonomous body
financed wholly or partly by the State / Central Government or Local
body, which provide LTA facilities to its employees and their families.
3. That my father / mother / sister / brother is / are fully dependent on me
and he / she / they is /are residing with me.
Name:
Emp. Code:
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PART – B
(To be filled by Accounts Section)
Major Head………………………………………………………………...
Sub Head…………………………………………………………………
(Signature)
Accounts Department
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Ref.No.: HR / Aug ’08 / LAR / Ref 0
1. Objective
To define the leave entitlements, holidays and attendance rules for all
employees in Petron Group.
2. Applicability
This policy shall be applicable to all employees in Petron India including
retainers/advisors and trainees.
3. Eligibility of employees
All employees (including Trainees) will be entitled to two types of leave during
the year as follows:
Privilege Leave (PL) Medical / Casual Leave
No. of days 30 14
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4. General Conditions
• The year for purposes of calculating leave shall be the financial year.
• Leave cannot be claimed as a matter of right, and the discretion of grant
or refusal lies solely with the sanctioning authority.
• Prior approval is necessary for leave, including leave without pay.
However due to unavoidable circumstances, if prior approval cannot be
obtained, this must be regularized as soon as possible, but not later than,
on the day of resuming duties.
• Half day leave can be taken for absences either in pre -lunch or post-lunch
period, with the prior approval of the immediate superior.
• Leave can be suffixed and / or prefixed with weekly holidays / other paid
holidays.
• Holidays/ weekly off sandwiched between CL and SL will not be counted
as leave. However, holidays / weekly off sandwiched between PL will be
counted as PL.
• Holidays / weekly off prefixed or suffixed with any type of leave i.e., PL,
CL or SL will not be counted as leave.
6. Maternity Leave
Female employees can avail of Maternity Leave as per the provisions of the
Maternity Benefit Act 1961.
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7. Work on holidays / weekly off
A Entitlements
• All Head Office and Regional Office employees may claim reimbursement
of meal expenses at actual subject to a maximum ceiling of Rs.100 per meal
for working on holidays / weekly off or late sitting beyond 7.30 pm on a
regular working day. This is subject to approval of department head.
B Procedure
• All work on holidays / weekly off days should have the pri or sanction of the
immediate superior and the departmental head, as the case may be.
• All claims must be made on a monthly basis and should be authorized by the
immediate superior, not below the level of a General Manager. It shall be the
responsibility of the employee and the immediate superior to verify the
correctness of the claim.
Claims for reimbursement must be made through Expenses form alongwith
proper bills / receipts.
8. Attendance
• All employees are expected to report for duty at least 5minut es before the
scheduled time.
• All employees are required to swipe their access -cum-identity cards on the
swipe machine(s). Where there are no swipe machines, employees are
expected to sign the attendance register daily at the time of reporting for
duty.
• Habitual late coming is not appreciated and may attract disciplinary action as
deemed fit.
• Employees have to inform the concerned supervisor and / or the HR
Department in advance if they are not coming to work. If, due to any
unforeseen exigency, the y cannot do so, then they are expected to inform
about their absence at the earliest.
• In case an employee is required to go for official outdoor duty, and he/she
would not be coming to office for the day, then; he/she has to fill the outdoor
duty slip given in Annexure – I. The same is applicable if the employee is
reporting later than the official start of work hours. The outdoor duty slip
needs to be approved by HOD and submitted to HR. if employees go for
official outdoor duty and are going to return to office, then they do not need to
fill the above.
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Name:
Department: Location:
Nature of Leave
PL CL SL LWP OD
Number of Days:
Prefixed Holidays:
Suffixed Holidays:
Purpose of Leave:
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Manpower Planning, Recruitment and Selection
On-boarding process:
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Absorption of notice period:
The management has the discretion to buy out the notice period of an
employee joining at a short notice. Though this should not be made a regular
practice, in such situations wherein the management feels that the joining of a
candidate may be expedited, the notice peri od salary deducted by the previous
employer may be reimbursed, subject to production of relevant documents.
New employees joining site or HO should get reimbursement after completion
of 90 days service in the company.
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However, such employees who would opt for bachelor’s accommodation will be
provided accommodation with mess facility.
Leave during Transfer:
Employees transferred from one site to another will be entitled for three days
joining leave so as to ensure safe shifting of family & other household
materials.
Employees transferred from one site to another must ha nd over the
responsibilities to the new incumbent / existing site personnel through a written
note. In the absence of such a note, the employee may not be released from
the existing site and any delay thus caused will be attributable to the employee.
Separation:
Separation of an employee can be on account of resignation by the employee,
death, termination etc.
In case the employee resigns from the services of the company, the following
mandatory clearances are required faili ng which the full and final settlement will
not be done.
1. Clearance certificate from stores & accounts.
2. NOC from site.
3. Exit interview duly signed by the employee.
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Notice Period:
As per the terms of employment, an employee has to serve the no tice period
as mentioned in his appointment letter. However, the management at its
discretion may release the employee even before the completion of the notice
period. The management may not accept the notice period salary payoff by
the employee in lieu of the notice period.
Employees will not be entitled for any leave during the notice period.
Employees availing leave during such period will be treated as leave without
pay or the notice period will be extended by the equivalent amount of days for
which leave is taken.
Any waiver of notice period will have to be duly approved by the management.
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Induction:-
Every new employee will undergo a structured induction at their respective
locations. The immediate supervisor of the new incumbent must ensure that
the person joining is inducted properly, which includes orien tation to the
organization, various departments and their respective functions, his individual
roles and responsibilities etc.
In case any assistance is required, the supervisor may approach respective HR
department or the Corporate HR.
MIS:-
All site and regional HR representatives must send a consolidated HRMIS (in
the specified format) so as to ensure coherence in approach towards
implementation of HR systems and policies.
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Ref.No.: HR / Aug ’08 / PMS / Rev 0
Petron Group
Each of the companies will have annual business plan. These annual business
plans will further percolate down as the department objectives within a company.
The department objectives will form the basis of Key Result Area`s for
department heads. The department heads KRA will tr anslate into the KRA`s of
employees within the department. This will ensure that there is an alignment of
individual KRA`s (roles and responsibilities) with the overall objectives of the
group.
KRA`s will be formed by each employee of the organisation wit hin first 15 days of
the Performance calendar year (April to March). A mid term review (between
superior and subordinate) though not mandatory, is preferred so as to review the
performance and also to ascertain if there is any corrective action to be taken .
At the end of the year, i.e., during March, annual review of performance is to be
done (between superior and subordinate). The overall rating will be awarded by
the reviewer for his subordinate primarily based on the achievement of KRA
besides other significant contribution made to the business during the year. The
rating is on a scale of 1-5 wherein;
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Rating 3 indicates - Performance meets expectations. Is able to meet
the target / goal set at the time of the goal setting exercise.
Rating 2 indicates - Performance needs improvement. Is unable to fully
meet the target /goal which was set at the time of goal setting exercise.
Rating 1 indicates - Performance far below expectations. Is unable to
meet the target / goal which was set at the time of goal setting exercise.
In normal course, the annual increments will be b ased on business
results / company and industry performance. For those employees joining
during mid year, they must have completed a minimum of six months for
being eligible for annual increment.
The promotions and annual increments for supervisory grade w ill be
based on identification of the strengths and weaknesses, ability to take
higher responsibility and the potential to rise to the next level.
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Policy
Petron is committed to excellence in people development in order to
maintain and enhance its position as a world class construction company.
We aim to create a culture of learning throughout where individua ls take
responsibility in partnership with the company for their development.
Petron recognises the need to develop its people so that they are fully
equipped to deliver Petron`s business objectives; both in the present and
in the future.
Objective
To ensure that Petron has people with the appropriate knowledge, skills and
behaviours to meet its business objectives in both the short and longer term
and also to allow our people to achieve their potential and career aspirations
within Petron.
Aims
• To equip people with the technical skills required.
• To provide leadership and management development to all managers
within Petron.
• To identify the development needs of Petron and those of individuals and
balance the two.
• To ensure that development nee ds are identified as part of the business
planning process and reviewed regularly.
• To promote the use of the full range of development opportunities.
• To ensure equality of access to all development opportunities.
• To provide career development for all.
• To provide effective induction for all new appointees.
• To ensure the effective delivery of mandatory training e.g. Health and
Safety etc.
• To ensure the appropriate skills are in place to deliver the business
strategy.
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Procedures
Identifying Needs
Individual - These should be identified as part of the appraisal process.
When individuals work objectives have been agreed they should, with their
line manager, then consider the development needs to enable them to meet
those work objectives. At the same time individuals should consider their
longer-term career aspirations and identify the development needs arising
from these. These should always be discussed with line managers who will
need to take account of the needs of the whole te am and operational
requirements before agreeing.
Team - These too should be identified by team leaders and notified to the
Corporate Human Resource Development.
Meeting Needs
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Organisational - Once a broad need has been identified more specific
training needs analysis will be carried out by the HR department. This will
enable them to specify the requirement and determine the most appropriate
way of meeting the needs. More specific details will then be discussed and
agreed with Top management to ensure their requirements ar e taken into
consideration.
On job Training:-
Being a skills driven industry, lot of emphasis would be given to on job
training. As far as possible, the training would be conducted at respective
locations to cut down on travel time of participants.
Evaluation
Learning must contribute to both business success and personal
development and overarching all these, is the need to ensure that Petron
achieves value for money. For these reasons there will be a robust process of
evaluation in place. All deve lopment activity will be evaluated in accordance
with Petron's Training Evaluation Guide.
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The performance management system to be followed will be based on KRA`s. KRA
stands for Key Result Area. While we have number of responsibilities when working
in an organisation, not all the task that we do are of critical nature. All those tasks
which are critical to business are to be identified as Key Result Areas.
For example, an engineer supervising excavation at site will have “Excavation” as a
KRA. For this KRA, the measurables could be in terms of:
1. Within budgeted cost.
2. Within budgeted time.
3. Within permissible tolerances (allowance).
Thus even one KRA can have more than one measure. This concept of PMS is
derived from the well known management p rinciple of “Management by Objectives”.
It is generally said “What gets measured gets done”. Thus a system of framing the
KRA`s at the beginning of the year results in the following benefits.
1. Clarity of goals. This ensures that there is no ambiguity bet ween the
management expectations and the deliverables of the employee.
2. Alignment to the business objectives. This exercise ensures that all
employees of the organisation strive towards a common agenda. The
business plan of the compan y for a particular year becomes the
organisational goal.
3. At the end of the appraisal cycle, there is no room for subjectivity
regarding the performance measure of the employee.
4. Enables the employees to do a self appraisal as the planned objectives
are personally set by him / her at the beginning of the year.
Goal setting is an important aspect of life which can be implemented not only in
professional but personal life too. At the time of goal setting it must be ensured that
the goals are not too easy (as this makes it l ess challenging) and also not unrealistic
(as non-achieving them may result into losing faith in the system). Goals should be
stretchable to such an extent that achieving it gives a sense of satisfaction.
Collectively, it should elevate the organisational standards to achieve a higher level
of delivery in performance.
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MANAGEMENT GRADE
(M1 to M17) & Trainees
PROCESS FLOW
Setting of
Business Goals
Goal Setting of
Department Heads
Individual KRA`s of
employee
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Name: Grade:
Designation:
Qualification: Location:
You and your Manager need to sign of f the form to signify agreement. The original
should be with your Manager and a copy each with yourself and the HR Department.
1.
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1a. Key Result 1b. Performance 1c. Summary of 1d. Summary of
Areas Measure / Results Results Achieved
Objectives Achieved Appraisers
Appraisee Assessment
(Self Appraisal)
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6
1 e.
Detail any significant factor (positive / negative) which has had an effect on your
performance during the Appraisal year?
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1 f.
Do you have any concerns that you would like to highlight. If yes, please
elaborate?
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PART II
5 4 3 2 1
Performance Performance
Performance Performance Performance
Redefines Significantly
Meets Needs Far Below
Organization Exceeds
Expectations improvement Expectations
Standards Expectations
Redefines his Is able to Is able to meet Is unable to Is unable to
/ her role. significantly the meet the target / fully meet the
Performance exceed the target / goal, target / goal,
is target / goal set goal,which was which was set which was set
unprecedented at the time of set at the time at the time of at the time of
/ rarely the goal setting of the goal the the goal setting
observed exercise. setting goal setting exercise.
and sets a new This too should exercise. exercise.
standard or be discussed at
benchmark the time of the
for the goal setting
organization. exercise as a
stretched goal.
2a. Self Assessment: Over all performance assessment by the Appraisee him / herself
on a scale of 1 to 5
1 2 3 4 5
Employee Signature
2b. Reviewer Assessment: Over all performance assessment by the Reviewer on
a scale of 1 to 5
1 2 3 4 5
Reviewer Signature
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PART III: To be filled only if the employee is recommended for promotion.
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EMPLOYEE INFORMATION
D.O.J : AGE :
QUALIFICATIONS :
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SUGGESTED RESPONSIBILITES ON PROMOTION
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4a. Panel Assessment: Over all performance assessment by the Panel on a scale of 1 to 5
1 2 3 4 5
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4b. Panel Recommendation
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Part V- Training & Development Plan (To be done jointly by the Appraiser &
Appraisee)
Procedure: The development plan should be used as a tool for evolving a plan for the
Appraisee’s personal and professional development. The development plan should go
beyond nomination to training programs and should include specific actions and tasks
that the Appraisee and her / his supervisor / manager will undertake for the Appraisee’s
development. The responsibility for the fulfillment of the development plan is jointly
shared by the Appraisee and his / her Manager. Appraisee to fill in the self
perceived training need and submit to the Supervisor / Manager, who will fill in the
form after discussion. This section is mandatory, thus do not leave it blank.
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5a. Strength:
Areas of Improvement:
Self
Appraiser's
assessment Reason for Reasons for
assessment of
Training needs of the the desired identified
the
training training training
training needs
needs
1. Technical
2. Behavioural
3. Others
Other
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PERFORMANCE REVIEW FORM
Name: Grade:
Designation:
Qualification: Location:
General Guidelines
• Allow the employee to complete the Self Review Form before commencing the
Appraisal discussion.
• Plan for the Objectives / Goals to be set for the ensuing year.
• Review targets set for the previous year and measure the extent to which targets
were accomplished.
• Keep the entire period under review and avoid isolated instances from
• Conduct the performance discussion in the right ambience and without any
external interruptions.
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• All KRA`s have equal weightage.
Final Rating: Outstanding (5) / Superior (4) / Good (3) / Average (2) / Poor (1)
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SECTION A
5 Total Points
Out of 100
5 4 3 2 1
Out of 100
Elaborate reasons for the above rating and suggest proposed development plan for
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Strengths Areas of Improvement
TECHNICAL –
DEVELOPMENTAL -
Promotion
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____________________________
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Overall Comments of Assessor
__________________________________________ _____________________________
_________________________________________ _______________________________
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Annexure A
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PERFORMANCE APPRAISAL FORMAT
FOR SUPERVISORY GRADE
(S1 to S5)
PERFORMANCE REVIEW & POTENTIAL ASSESSMENT FORM
REVIEW FOR THE PERIOD APRIL TO MARCH
Name: Grade:
Designation:
Date of Joining: Date of Birth:
Qualification: Location:
Experience outside the company: Years with the Company:
Year of Last Promotion:
Immediate Superior: Department Head:
General Guidelines
• Allow the employee to complete the Self Review Form before
commencing the Appraisal discussion.
• Plan for the Objectives / Goals to be set for the ensuing year.
• Review targets set for the previous year and measure the extent to which
targets were accomplished.
• Keep the entire period under review and avoid isolated instances from
influencing the entire Appraisal.
• oint discussion with the employee is essential.
• Do not let personal biases affect the appraisal review.
• Avoid salary considerations while assessing performance.
• Conduct the performance discussion in the right ambience and without
any external interruptions.
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SELF APPRAISAL
DEVELOPMENTAL
Significant contributions made during the year (Mention at least 3):
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