PMS is a strategy deployment process -Chief HR manager, JUSCO The construction & engineering division at JUSCO has total

employee strength of around 1500; of which 400 are executives and officers while the rest are non-executive employees. The executive cadre is divided into six levels, starting from E6 and going upto E1. The executive and official staff is covered under the performance management system. The nonexecutive staff on the other hand is covered under a blanket group incentive scheme. The appraisal period starts at the beginning of the financial year and is carried out annually. JUSCO is a nascent organization as far as operating independently is considered. Now, the engineering and construction business of JUSCO deals in manufacturing processes, therefore once a process is established it is highly cost intensive to change, so before setting of the process of the process it needs to be checked and re-checked and adjusted accordingly to suit the organizations needs. Hence, JUSCO is carrying out a balanced score card system with a proposed time span of four to five years to standardize the key competencies required under the four pillars of the balanced scorecard namely internal finance, internal business processes, learning (people development & special projects) and customers. At the beginning of the year key responsibility areas (KRA) are set for the executives and officers by mutual discussion between them and their superiors. Once the KRAs are agreed upon a stretched target is set and both of them sign KRA sheet; this forms the performance contract for the year. These KRAs are based on the strategic objectives, strategic challenges, the long term and short term goals which are derived from the balanced score card. The sum total of all these KRAs confirms the ABP of the division. A midyear review is carried out at the end of six months to take stock of the progress made or for the lack of it, during this meet a holistic discussion regarding reasons for progress falling behind schedule, difficulties faced, need of additional resources, challenges that might hamper the progress in future are discussed and corrective measures are taken. At the end of the year annual performance appraisal is carried out. This appraisal is based on the performance evaluation form which is used to evaluate the performance of employees for the year. The performance evaluation form has some sections to be filled by evaluator while some by evaluatee. If someone is transferred in between the year to a different department hell evaluated only on his performance at his previous assignment unless he has been at his new posting for more than 6 months. Also new recruits are given a uniform rating of 3 out of 5 if the year-end performance appraisal happens within 6 months. The entire form consists of six sections which are as follows: Part A: This section is filled up by the evaluatee, where he needs to mention the key KRAs, deliverables and targets for the year concerned and relevant achievements and constraints faced. The officer/executive also needs to mention about any major contribution he has made both within and beyond his assigned duties. He also needs to mention about his functional and behavioral attributes which according to him are his

strengths as well as areas where he needs to improve. In addition he also needs to mention about his career aspirations. Part B: This part is filled up after a performance evaluation dialogue. It is filled up by the evaluator, where he assigns certain weightage and rating to each of the KRAs/ deliverables mentioned in part A along with evidence to justify his ratings. The ratings are given based on pre-decided guidelines. Each officer/executive is awarded a total weighed score which is the product of the weighatge and the rating. The second portion of part B comprises of competency assessment, based on which potential is determined. For employees reporting to multiple heads multiple copies of Part B are used which are filled up by his solid line reporting authority and dotted line reporting authority. However, ratings given by current superior is defined as final. Part C: The weighted score obtained in part B is compared for employees at same level and a normalized score is obtained based on this score the employee is given rating ranging between exceptional performance and major improvement needed. The second portion of Part C is a new addition to the PMS in the sense that it tries to measure potential in a structured way. For this the competency analysis done in part B is used. Apart from this a talent review is carried out, during this process a fact based discussion & orientation session takes place where the superior highlights major contribution, strengths, weaknesses, learning & development to a group of fellow superiors. The employee is ranked anywhere between very high potential and yet to demonstrate Part D: This portion is filled up by the evaluator where he notes down the overall performance, major contributions, areas of functional and behavioral strength, opportunities for improvement and improvement observed during the year. The outcome of this result is mapped to part D of performance evaluation form in a performance potential matrix. However the career aspirations of the evaluatee are not taken into account.

The performance appraisal thus carried out is used to fill up a personal development plan for each officer/executive. In this plan the development needs of the officer/executive for carrying out formal as well as on the job duties in both managerial and functional capacities is determined. In addition to this the strategic business objectives which will be accomplished as a result, the specific development plans undertaken, supports and resources needed for successful completion and so on are recorded.