Introducing PMS- BHEL

Trigger Widen scope of HR from predominantly training activities and to high

performance organization. Inputs from workshop on Performance Feedback

Step1 learning from past What went well-WWW

.
Opportunities from Improvement -OFI
Appraisal system only and no involvement No feedback on performance or training needs Goals , expectations not clarified. Absence of performance standards/parameters No feedback, no potential assessment Basis of appraisal-attributes / behavior

Simple and less time consuming to fill Non threatening / non confrontation to both Meets administrative requirements Personnel dept sole custodian of formats High degree of confidentiality of ratings Provides chance to appraise to tell achievements and training requirements

Could sustain for long time

Only five grades

Introducing PMS- BHEL

Step 2- Preparation Training cum workshop by consultant involving senior personnel across units and corporate office to evolve expectations / requirements of PMS Survey to reveal gap between expectation of Ideal PMS (72.76%) and current status ( 37.6%), a gap of 35.16% One day training module on PM in all General management Programs ( 12 /year ). Validation of formats in few GMPs. HRD conducted one day programs in units/ Syndicate discussions. Identification of thrust areas for HRM in line with Vision and Mission of BHEL. Five, out of seventeen, areas were selected after discussions with top management. One of them is PM

Introducing PMS- BHEL Step 3 Development of the PMS

Formation of Cross Functional team ( Consultant, CHR. UHR) to prepare outlines of the new system taking into account outcome of earlier workshops, surveys, past experience, Etc Draft discussed and approved by Director HR Detailed approach paper prepared and System developed under seven components identified earlier. Five formats covered in 8 pages designed. Presentation to Unit HR heads and unit HR heads carried out presentations to other HR persons, line mangers, members of the Executive Association. Feedback / inputs considered, as appropriate by Cross Functional team and System revised. Leader of CFT presented the revised System to ManCom ( Directors) and the consensus was to simplify the system. Simplified system / formats ( trade off between quality of the system and acceptance) again presented to various stake holders.

Introducing PMS- BHEL Step 4 Selling of the draft system to potentials

Presentation to Units and Divisions by 2 CFT members (120 members from each unit , 4 hours duration). Inputs /feedback received. Snap surveys conducted to get d perceptions on few critical and controversial issues. Amendments to System ( appraisal completely open and final score recorded in presence of appraisee) Final draft presented to Directors and later to ManCom. Issue of Circular to Implement the System

Introducing PMS- BHEL Step 5 Implementation Steering Committee at corporate and unit level. Developing Facilitators mix of HR and Line Managers ( 80 facilitators, 2 day program,4 batches) Training of users ( 10000) by Facilitators. Pilot /Test Run of the System in one select unit. Implementation directive and distribution of manual to all users, Training in giving and receiving feedback 100 trainers to cover about 9000 users. Formation of Performance Planning and Review Committee (PPRC ),at all units ( 2 or 3 tier depending on size of the unit)