PERFORMANCE

MANAGEMENT SYSTEM
AT
BHARAT HEAVY
ELECTRICALS LIMITED
(BHEL)

BHARAT HEAVY
ELECTRICALS LIMITED

Largest engineering and

manufacturing enterprise in India in
the energy- related/infrastructure
sector.
One of the nine large Public Sector
Undertakings known as Navratnas
or nine jewels.
Manufactures over 180 products
under 30 major product groups.
Caters to core sectors of the Indian
Economy viz., Power Generation &
Transmission Industry, Transportation,
Telecommunication, Renewable
Energy, etc.

HUMAN RESOURCES AT
BHEL

The greatest strength of BHEL is its highly skilled

and committed 43,636 employees.

Every employee is given an

equal opportunity to develop
himself and grow in his career.
Continuous training and
retraining, career planning, a
positive work culture and
participative style of
management have engendered
development of a committed and
motivated workforce.

OBJECTIVES OF PMS AT
BHEL

To recommend new KRAs.

To identify specific training and development
requirements of individual employees.
To assess the overall organisational performance.
To identify the better performing employees who
should get the majority of available merit pay
increases, bonuses, and promotion.
To identify the poorer performers who may
require some form of counseling.
To identify and communicate performance
expectations and goals and then ensuring the
realization of those goals.

PERFORMANCE
MANAGEMENT
SYSTEM AT BHEL

NONEXECUTIVES
Through ACR

EXECUTIVES
Through eMap

PERFORMANCE
APPRAISAL FOR NON
Performance appraisal for non executives
EXECUTIVES
is done by using Annual Confidential
Reports (ACR).
This report is prepared by a controlling
officer.
Controlling officer rates the performance
on a 4 point scale
1

Poor

Good

Very good

Outstanding

CONTD
Rating is done on overall job related
parameters like attitude towards work,
punctuality, sincerity, etc.
This report is then approved by the Head
of Department.
HOD has the authority to change the
rating given by the appraiser, if desired.

PERFORMANCE APPRAISAL
FOR EXECUTIVES

The performance appraisal done in BHEL for

executive is called MAP (moving ahead with
performance) system of performance appraisal.
MAP was introduced in BHEL in the financial year
2002-2003.

eMap is for BHEL employees to do performance

appraisals for the current performance cycle
(March April).

IMPORTANT FEATURES
OF MAP

It addresses the objectivity, transparency and

consistency across various units of BHEL around
the country, through normalization process.
It reduces subjectivity and individual biasness.
It focuses on the growth and development of the
employee. The development plan is build with
careful thought process using:
Training of the employee
Well defined appraisal system
Review process (mid and year end)

NORMALIZATION
Normalization is the process of aligning the distribution
of individual performance scores to the performance
level of the department, unit and company in a defined
Performance Cycle.
Process
Corporate HR will input the final scores into the MAP
Normalization software to generate the Final
Performance Rating for Appraisees
Final Score data of all Appraisees
Table of Distribution by Performance Level
The Final Performance Rating will be communicated to
each Departmental Head and all Appraisees will be
informed of their Final Performance Rating.

PERFORMANCE CYCLE AT A GLANCE

Unit / Business Sector Draft
Budget
End February
Off-line
Performance
Planning March
Mid April
Normalization
and score
May

Appraiser
ONGOING
FEEDBACK
Appraisee

Final Review and

Feedback
April
Mid Year
Review
SeptemberOctober

On Line
Performance
Planning
Mid April- End
April

KEY PEOPLE
The key people involved in the process of
emapping are:
Appraisee
Appraiser
Reviewer
HOD

Role Overview
(Appraisee)

Identify appropriate KRAs, request for new KRAs (if

required), Propose an action plan for achievement
of each KRA and Assign a weightage for each KRA.
Conduct self-appraisal to evaluate performance on
KRAs
If required, initiate request for Edit Plan
Discuss performance with Appraiser and seek
feedback on performance
Finalize with Appraiser actual achievement against
targets.

Role Overview
(Appraiser)
Every executive who assesses the performance
of one or more Appraisees that report to
him/her is an Appraiser.
Role:

Identify appropriate URR for Appraisee , Approve

weightages for KRAs and Discuss action plan
defined for each KRA by Appraisee.
Review the self-appraisal submitted by Appraisee.
If Edit Plan has been requested for by Appraisee,
evaluate the request and forward it to Reviewer
Appraise Behavioral Traits.
Discuss performance with Appraisee and provide
feedback and coaching.

Role Overview (Reviewer)

Appraisers Appraiser, who is responsible for reviewing
the entire performance process, is the Reviewer.
Role:
Resolve any conflicts between Appraisee and Appraiser.
Forwarding request for Edit Plan to concerned Head of
Product/ Function, if reviewer agrees to it.
Review appraisal by the Appraiser on Appraisees
Performance and Development.
Provide final sign-off on actual achievement against
targets.
Review appraisal of Behavioral Traits of Appraisee done
by Appraiser.

Role Overview (HOD)

Approve request for new KRAs.

Edit Plan (mid year review).

PERFORMANCE APPRAISAL
PROCESS

PERFORMANCE PLANNING
Workflow of Performance Planning
Phase :

Unit HR maps appraisee to suitable URR.

Appraisee makes plan for the year.
Submission by Appriasee.
Appraiser sees plan and accepts OR Appraiser
Discusses plan with Appraisee.
Appraiser Accepts and Submits plan.
Reviewer Approves Plan.
Plan Submitted.

Creating the Performance

Plan

The Performance Plan of an individual essentially

consists of one section KRAs. This includes:

1. Selecting the KRAs

2. Action Plans for KRAs
3. Assigning Weightage

MID YEAR REVIEW PHASE

Workflow of Mid-Year Review

Appraisee does self appraisal and identifies

competencies for development
Submission by Appraisee
Appraiser sees plan and gives his
comments/feedback
Appraiser submits
Mid year Review completed

FINAL REVIEW PHASE

Workflow of Final Review
Appraisee does self assessment of KRAs and
gives the achievement
Appraisee submits
Appraiser gives his assessment of KRAs and rates
the appraisee on Behavioral Traits
Appraiser submits
Plan goes back to Appraisee for acceptance/
rejection of Appraisers Review.

Contd

Appraisee accepts or requests for discussion with

Appraiser
After Discussion, Appraiser and Appraisee submit
the Final Review
Final Review goes to Reviewer for Final Approval
Reviewer gives his final assessment on KRAs and
Behavioural Traits
Reviewer submits
Final Review Complete and Final Score gets
calculated in the system

WHY PERFORMANCE
APPRAISAL?

Directly related with the promotions of the

employees.
To relate employees performance with
PRP (performance related pay) while
giving Plant Bonus.
To identify training and development
needs, if any.