Outcome based Performance

Evaluation System – DFO Level

DEPARTMENT OF FOREST: GOVERNMENT OF

JHARKHAND

PRESENTED BY
ABHINAY KUMAR
Inputs Activities Outputs Outcomes/Impa
cts
What resource What activities the What is produced The
goes into a program through those changes/benefits
program undertakes activities that result from
the program
e.g. money, staff, e.g. timely e.g. Increased e.g. increased
time submission of accountability efficiency of
accounts, action administration,
taken on illicit maintain forest
felling of trees area cover
 Identify Overall
Understand the overall picture organizational Goals and
Objectives

Identify the accomplishments at the Accomplishments

work unit level expected at the Division
Level

Identify individual accomplishment Identifying expected

and its integration with work units’ results from the unit level
goals employee

Convert expected accomplishment

Identify specific elements
into performance elements, duly
of performance
mentioning its types
 Primary Objectives

Execution
Financial Administration Forest of the Wildlife Miscellaneous
Protection Management Management Development Working Management activities
Plan
 A questionnaire of 33 questions was prepared to capture
the performance evaluation parameters of Divisional Forest
Officer

 The questions had options on likert scale with five options

spanning from Strongly Agree to Strongly Disagree

 The survey questionnaire was floated to all the forest

officials in the forest department from DFO to PCCF level.

 Total responses received = 36

 • Resolution of primary forest offense report
• Update on Confiscation report
• Fire incidence tackled to reduce negative
Protection impacts
• Action taken on illegal mining
• Action taken on illicit felling of trees

• Speedy and efficient disposal of pension

related issues
Administration • Progress on disposal of departmental
Management enquiry
• Speedy and effective disposal of
grievance/complaints
 • Utilization of budget allocated
Financial • Disposal of pending audits
management • Timely submission of accounts

Forest • Development of agro forestry in

Development non forest area

• Implementation of prescriptions of the

Execution of the working plan
Working Plan • Subsidiary silvicultural/developmental
activities
 • Timely compensation for the damages
• Man – animal conflict resolution
Wildlife • Actions taken on illegal poaching
Management • Formation of biodiversity management
committee

• Monthly meeting of JFM according to the

roaster
• Monitoring and supervision of
developmental activities
Miscellaneous • Monitoring and supervision of soil and
moisture conservation schemes
• Conviction of the cases of the forest
department
 Organization
Dimensions KPIs
Effectiveness
•Timely submission
Financial of accounts Budget Usage
Perspective •Utilization of budget Effectiveness
allocated

•Timely compensation of Basic minimum

Stakeholder the damages
Perspective •Man-animal conflict needs & value
resolution added benefits

Internal Business •Speedy and efficient

Time bound
disposal of pension related
Processes issues process of
Perspective • Progress on disposal of
execution
departmental enquiry

Learning and Speedy and effective Strategy awareness

Growth disposal of
grievance/complaints and motivation
Perspective
 Superiors

Self
Stakeholders
Evaluation

Forest
Official

Peers Reports

Subordinates
 A research carried out by Banu and Umamaheswari (2009) for Reliance
Life Insurance located at Udulmalpet on 50 employees shows that 360
degree has a positive outcome in identifying the employee’s
performance, training needs, rewards and effective communication.

Other research by Raj and Singh (2013) in 4 organizations, western part of

India indicated that interpersonal communication and quality of working
life have effect in the relationship between 360 degree feedback and
performance. Besides, leader-member exchange (superior – subordinate
relationship) also affects the employee’s quality of working life.

A study by Mary & Suganya (2012) on effectiveness and impact of 360

degree at Wheels India Ltd, Chennai illustrated that 360 degree is used
as a motivating tool in enhancing employee’s performance.
 Forest Departments
Ministry of Environment and
Oregon Department of Forestry,
Forestry and East Kalimantan
USA
Provincial Government, Indonesia

Public Sector
Organizations

Reserve Bank of
SBI (Banking NTPC (Power Indian Oil (Oil NALCO (Mining
India (Banking and
Industry) Industry) Industry) Sector)
Financial Sector)
 Annual Bi-annual Quarterly
Performance Performance Performance
Review Review Review

•Gives meaningful
•Many forest
•Delay in feedback
•Provides clear related activities
feedback
check-in point to take considerable
ensure employee’s amount of time
•Lacks to provide
objectives are still to implement
check-in point to on track
ensure the •Gives employee •Lot of time
employee’s time to course- would be
objective correct
invested in the
•Improve employee
engagement process of review
 The Key Result Areas and Key Performance Indicators identified
if aligned with the mission and vision of the organization and
using “Balance Scorecard” can play a crucial role in linking the
performance of the individual with the performance of the
organization

 360 – Degree feedback is an effective appraisal method which

help in identifying the performance of individual from multi
stakeholders, training needs required, rewards and effective
communication

 Bi – annual performance review can be implemented to give

timely feedback, ensure employee is on track with the objective,
gives time to course – correct and thus improve employee
engagement