1. SUMMER TRAINING PROJECT REPORT
ON
“PERFORMANCE APPRAISAL
OF BRITANNIA INDUSTRIES LIMITED”
SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF POST GRADUATE DIPLOMA
IN HUMAN RESOURSE DEVELOPMENT (2007-08)
UTTAR PRADESH RAJARSHI
TONDON OPEN UNIVERSITY
ALLAHABAD
SUBMITTED BY:
DEEPALI GARG
2. ACKNOWLEDGEMENT
I readily acknowledge my indebt ness to my parents whose support, dedication and honest efforts
have given me an immense help in doing this project.
It gives me immense pleasure to express my deep sense of gratitude and appreciation to my
external guides Mr. S.K. Mathur, Mr. Pandey, Mr. R.V. Singh, Mr. Deepak, and Mr. Dubey
whose constant encouragement and valuable suggestion gave back bone support in completing
this project.
I take the opportunity to thanks to Dr.Abhay Pradhan for motivating, encouraging, guiding and
supporting at every step and sparing his valuable time for me.
Last but not the least I record my sincere thanks to all beloved and respectable persons who
helped me and could find any separate mention.
Above all I praise “GOD” the most beneficial, the most merciful that I have been able to
complete my training project successfully.
DEEPALI GARG
3. DECLARATION
I DEEPALI GARG student of PGDHRD II sem. of UPRTOU hereby declare that this project
report “PERFORMANCE APPRAISAL” is written and submitted by me under the guidance of
Dr.Abhay Pradhan is my original work. The entire analysis and conclusion of this report are based on
the information which is collected by me.
The empirical finding in the report are based on the data collected myself while preparing this
project. I have not copied any thing from any source or other project submitted for the similar purpose,
if any.
DEEPALI GARG
4. CONTENT
ACKNOWLEGEMENT
DECLARATION
Chapter-1: INTRODUCTION ABOUT BRITANNIA
Company overview
Company Profile
Management team
Activities of the company
PANTNAGAR UNIT
Introduction
Company Profile
Department of the company
CHAPTER-2: RESEARCH METHODOLOGY
Sample Size
Method of Sampling
Area of work
Method of Data collection
Objective of the study
Scope of the study
Limitation of the study
Sources of data collection
5. CHAPTER-3: PERFORMANCE APPRAISAL
Definition of Performance
Trends, Objectives,& Features of Performance Appraisal
Process & Methods of Performance Appraisal
360 Performance Appraisal
Key elements of Performance Appraisal
Problems of Performance Appraisal
Process of Performance Appraisal
Process of Appraisal in Britannia Industries Limited
CHAPTER-4: ANALYSIS & FINDINGS
CHAPTER-5: RECOMMENDATIONS
CHAPTER-6: CONCLUSION
CHAPTER-7: BIBLIOGRAPHY
7. COMPANY OVERVIEW
The story of one of India’s favorite brands reads almost like a fairy tale. Once upon a time, in
1892 to be precise, a biscuit company was started in a nondescript house in Calcutta (now Kolkata) with
an initial investment of Rs.295. The company we all know as Britannia today.
The beginnings might have been humble-the dreams were anything but. By 1910, with the advent of
electricity, Britannia mechanized its operations, and in 1921, it became the first company east of the
Suez Canal to use imported gas ovens. Britannia’s business was flourishing. But, more importantly,
Britannia was acquiring a reputation for quality and value. As a result, during the tragic World War II,
the Government reposed its trust in Britannia by contracting it to supply large quantities of “service
biscuits” to the armed forces.
As time moved on, the biscuit market continued to grow… and Britannia grew along with it.
In 1975, the Britannia Biscuit Company took over the distribution of biscuits from Parry’s who till now
distributed Britannia biscuits in India. In the subsequent public issue of 1978, Indian shareholding
crossed 60%, firmly establishing the Indian ness of the firm. The following year, Britannia Biscuit
Company was re-christened Britannia Industries Limited (BIL). Four years later in 1983, it crossed the
Rs.100crores revenue mark.
On the operations front, the company was making equally dynamic strides. In 1992, it celebrated
its Platinum Jubilee. In 1997, the company unveiled its new corporate identity – “Eat Healthy, Think
Better” – and made its first foray into the dairy products market. In 1999, the “Britannia Khao, World
Cup Jao” promotion further fortified the affinity consumers had with ‘Brand Britannia’.
Britannia strode into the 21st
Century as one of India’s biggest brands and the pre-eminent food brand of
the country. It was equally recognized for its innovative
Approach to products and marketing: the Lagaan Match was voted India’s most successful promotional
activity of the year 2001 while the delicious Britannia 50-50 Maska-Chaska became India’s most
successful product launch. In 2002, Britannia’s New Business Division formed a joint
8. Venture with Fonterra, the worlds second largest Dairy Company, and Britannia New Zealand Foods
Pvt. Ltd. Was born. In recognition of its vision and accelerating graph, Forbes Global rated Britannia
‘One amongst the Top 200 Small Companies of the World’, and The Economic Times pegged Britannia
India’s 2nd
Most Trusted Brand.
Today, more than a century after those tentative first steps, Britannia’s fairy tale is not only going strong
but blazing new standards, and that miniscule initial investment has grown by leaps and bounds to
crores of rupees in wealth for Britannia’s shareholders. The company’s offerings are spread across the
spectrum with products ranging from the healthy and economical Tiger biscuits to the more lifestyle-
oriented Milkman Cheese. Having succeeded in garnering the trust of almost one-third of India’s one
billion populations and a strong management at the helm means Britannia will continue to dream big on
its path of innovation and quality. And millions of consumers will favor the results, happily ever after.
9.
10. COMPANY PROFILE
Registered office of Britannia Industries Limited is situated in West Bengal. This company is registered
under Companies Act, 1956.
Britannia biscuits Company Limited was originally incorporated on 21st
March 1918under Indian
Companies Act under the name “The Britannia Biscuits Company Limited” under section 21 of
Companies Act and approval of Central Government.
The main aim of the Company is to make available good and improved quality biscuits to each and
every part of the country.
The Company is perusing for ISO14001certificate and it is ISO 22000 certified.
The Company was established at the Pantnagar branch on 21st
May 2005 mainly for production with a
production coverage area of approximately 20 acres.
The control of management is through Board of Directors.
The Company’s head and registered office and works place are located at the below mentioned
addresses:
Registered & Head office : Britannia Industries Limited
5/1A, Hungerford Street
Kolkata- 700017
11. Works Place :(a) Britannia Industries Limited
33, Industrial Area
Lawrence Road,
Delhi- 110035
(b) Britannia Industries Limited
Plot No.1, Sector- 1
Integrated Industrial Estate
Pantnagar, Rudrapur- 263153
(c) Britannia Industries Limited
15, Taratola road,
Kolkata – 700088
(d) Britannia Industries Limited
MTH road, Padi
Chennai – 600050
(e) Britannia Industries Limited
Ready road (East), Mazagaon,
Mumbai- 400010
12. MANAGEMENT TEAM
RICHA ARORA – General Manager – Marketing
AMITAVA MUKHERJEE – National Sales Manager
PURNENDU ROY – Head of R&D
V. MAD – Company Secretary & Head of Legal
VINOD MENON – Head of Internal Audit & Projects
GAUTAM BANERJEE – General Manager – Materials
ASHOK KUMAR GUPTA – General Manager –Accounts Planning
SAROJ KUMAR CHAKRABORTY – General Manager & Head of Technical
Dr. K.N. SHASHIKANTH – Corporate Quality Assurance Manager
TS PURUSHOTHAMAN – Corporate Head – IT & Systems
13. THE ORIGIN OF ‘EAT HEALTHY THINK BETTER’
Britannia –the ‘biscuit’ leader with a history-has withstood the tests of time. Part of the reason for its
success has been its ability to resonate with the changes in consumer needs-needs that have varied
significantly across its 100+ year epoch. With consumer democracy reaching new levels, the one
common thread to emerge in recent times has been the shift in lifestyles and a corresponding awareness
of health. People are increasingly becoming conscious of dietary care and its correlation to wellness and
matching the new pace to their lives with improved nutritional and dietary habits. This new awareness
has seen consumers seeking foods that complement their lifestyles while offering convenience, variety
and economy, over and above health and nutrition.
Britannia saw the writing on the wall. Its “Swasth Khao Tan Man Jagao” (Eat Healthy, Think Better) re-
position directly addressed this new trend by promising the new generation a healthy and nutritious
alternative-that was also delightful and tasty.
Thus, the new logo was born, encapsulating the core essence of Britannia – healthy, nutritious, and
optimistic – and combining it with a delightful product range to offer variety and choice to consumers.
14. ANNUAL PERFORMANCE (FY 2006)
Britannia’s gross sales turnover increased to Rs18179 million in 2005-06 from Rs16,154 million in the
previous year, registering a growth of 13%. Operating profit at Rs1,763 million increased by 7%, profit
before tax and exceptional items at Rs.1,958 million declined by 19% against 2004-05 , impacted by the
profit on sale of long term investments that accrued to ‘other income’ last year.
The Company achieved these results despite significant increases in input cost, particularly sugar, fuel
and oils, coupled with aggressive pricing in the industry. Your Company’s focused initiatives on
commercializing market place opportunities, supply chain efficiencies and overall cost management
resulted in its top line growth and profitability. Operating margin at 10.3% in 2005-06 compared with
10.9% in the previous year was impacted by the inflation in input costs.
15. Despite stiff competition, your Company stabilized and held its overall market share at 31.7% in
volume and 38.8% in value for the last year.
Exports turnover during the year was Rs111.71 million against Rs71.65 million in 2004-05, a growth of
56%.
The major exceptional items during the year were:
Compensation and amortization of VRS costs – Rs.111 million
Profit on sale of properties – Rs.117 million
After considering all the exceptional items, Profit before tax and Net Profit works out to Rs.2,007
million and Rs.1,464 million respectively. Earnings per Share are Rs.59.96 for 2005-06.
Britannia believes in giving the best value to consumers through its brands and constantly looks for
ways to enhance the overall consumer experience. 2005-06 witnessed a boost in product
16. innovation and renovation and as many as six new launches were executed and well received in the
market. The Company’s largest brand – Tiger, was successfully renovated with the re-staging of Tiger
Glucose and the fortification of Tiger Creams.
New variants were introduced in Treat Duet and “Pepper Chakkar” was launched under the 50:50 brand
umbrellas. The Compay also introduced Marie Gold Doubles in a totally new to market format and a
new range “Greetings” – an assortment of biscuits was introduced during Diwali, targeted at the large
gifting opportunity.
The Company also seized the growing opportunity in adjacent categories like Cakes and the launch
of Cup Cakes was the first step in strengthening this business.
Additionally, new packaging formats were introduced in several markets to tap into attractive price
points from consumers’ perspective. Britannia will continue to invest in its brands and deliver growth
through an emphasis on brand activation, anchored by new product launches.
17. WHAT MAKES A BRITANNIA
If you think Britannia’s are extraordinary individuals who are passionate about everything they
do…create inspiration through everything they do…and succeed in everything they do…you’re
probably right. Britannians are hand-picked for a singular purpose…to perpetually ensure Market
Leadership and generate exemplary performance in every function.
Britannians exhibit the following leadership behaviors (we fondly call BULBs – Britannia Universal
Leadership Behaviors) :
Integrity
Team Orientation
People Development
Learning Orientation
Customer Orientation
Quality Orientation
Drive for Results
Entrepreneurial Spirit
System and Process Orientation
Communication
If feel you stack up well in terms of all these behaviors…don’t waste time…Join us!!!
18. ACTIVITIES OF THE COMPANY
Sales
Marketing
Research and Development
Quality Assurance
Exports
Technical & Operations
Finance and IT
Human Resources &
Legal
19. OBJECTIVES OF THE COMPANY
The objectives of the company are as follows:
1. To acquire and take over as a going concern the biscuit manufacturing business now carried on
at Dum dum junction under the styles or firms of V.S Brothers and company, Gupta and company and
Britannia biscuits company and all or any of the lands, buildings, plant and machinery, assets and
liabilities of the proprietors of that business in connection there with and with a view thereto to enter
into the agreement referred to in clause 3 of the companies article of association and to carry the same
into effect with or without modification.
2. To manufacture, buy, sell, prepare for market and deal in farinaceous foods for all kinds and in
particular biscuits, breads, cakes and confectionary and food of every description suitable for
individuals.
3. To carry on business as millers and grain merchants, dealers in flour, rice and other produces.
4. To carry on business as bakers and confectioners and to manufacture buy, sell, refine prepare,
grow, import export and deal in provisions of all kinds of wholesale and retail, whether solid or liquid.
5. To make, accept, endorse, discount and issue promissory notes, bills of exchange and other
negotiable instruments etc.
21. INTRODUCTION ABOUT THE UNIT
(PANTNAGAR BRANCH)
INTRODUCTION
Britannia industries limited was established at Pantnagar on 1st
April 2005in the area of approximately
20 acres mainly for the purpose of production of biscuits as this area is free from almost all types of
taxes.
In Britannia Industries Limited there are many types of departments which are inter connected to each
other and work together for the welfare of the Company as the whole. There is a well built
communication system inside the Company which helps in doing the work on time and with full
efficiency and effectiveness.
The departments of the Company includes Quality assurance, Stores, Production, Purchase,
Maintenance, Engineering, Packaging and dispatch, Personnel and training, Finance, legal and
administrative security.
In the Company when the raw material is entered in the Company from that time onwards the quality of
material is taken into consideration. Firstly the material is taken into the laboratory and it is being tested
and after that it is being taken in progress.
At the production plant also care is being taken for the neatness and cleanness of the biscuits and the
biscuits are prepared in full hygienic conditions. For this purpose all the persons who enter the
production or plant area is not allowed to go inside without wearing a cap.
New concept like 5S is also being implemented in Britannia Industries Limited. The Company is
perusing for ISO14001certificate and it is ISO 22000 certified.
There are four plants in operation in the Company at this branch. First plant is for Marie Gold which has
a flexi line for Good day also. Second plant is for Good day, third one is for 50:50 variants, pepper
chakkar and Maska Chaska. Forth and last plant is for Bourbon which has a flexi line for Orange cream
also.
22. COMPANY PROFILE
1) Bhumi poojan of Britannia industries limited was on 20th
may 2004.
2) Machinery was set up on 23rd
march 2005.
3) Production trial was taken on 23rd
march 2005 itself.
4) Actual production was started on 1st
April 2005.
5) First dispatch of finished goods was done on 20th
April 2005.
6) Biggest plant of the company is plant number two.
7) The company is set up in an area of approximately 20 acres.
8) Minimum production of the company is 180 tons per day.
9) Maximum production is 300 tons per day.
10) Control of management is through Board of Directors.
11) It is a public limited company.
12) The auditors of the company are Lovelock & Lewes.
13) The bankers of the company are:
State Bank of India.
Standard Chartered Bank.
ABN Ambro Bank.
City Bank.
The hongkong and shanghai banking corporation limited.
Bank of America.
HDFC Bank limited.
ICICI Bank limited.
23. NUMBER OF PLANTS AND PRODUCTION AT THE PANTNAGAR
BRANCH
Not all the brands of Britannia are produced in this branch only some brands of biscuits are
produced at this branch.
Production of biscuits in britannia Pantnagar branch is divided in to four Plants.
1) Plant I
a) Marigold
b) Good day butter
c) Good day Pista badam
2) Plant II
a) good day cashew
3) Plant III
a) fifty- fifty (50-50)
i) 50-50
ii) 50-50 Maska Chaska
iii) 50-50 pepper chakker
4) Plant IV
a) Chocolate treat bourbon
b) Orange treat
24. OBJECTIVES OF THE UNIT
Investing in appropriate technology.
Working collaborators with the business partners.
Quality products to customers.
Continuous training and retraining of the employees to create culture that value quality and food
safety as a core pillar of the business.
To control the wastage and save time and efforts.
To work under the principals of Kiazen, Haccp and 5 S.
STORAGE AND USAGE OF RAW MATERIAL
There are many types of raw materials which are used in Britannia for the production of different types
of biscuits. Some of them are – wheat flour, sugar, butter, skimmed milk powder, cashew, salt, different
types of fats which includes different oils, sodium bi carbonate, ammonium bi carbonate etc.
Now the question comes of their storage. As we can see that some of the materials which
are used in Britannia industries need cold storage while some needs normal storage. So on the basis of
the need of different raw materials they are stored in different storage places. The materials which are
stored in cold storage are at the temperature of 5 degree Celsius while the materials which need normal
storage are stored at the normal temperature. There classification of some of the raw materials is as
follows:
Normal storage raw material
Wheat flour
Sugar
Ammonia
Skimmed milk powder
Palm oil
Salt
25. Cold storage raw material
Butter
Cashew
Essences
Skimmed milk powder
Condensed milk
HOW THE PRODUCTION PLAN COMES?
The production plan comes directly from company’s head office which is situated at Bangalore every month.
The plan consists of:
Variety name
How much production to do for the particular variety.
Total production in tons.
Area where varieties will be dispatched along with quantity.
Dispatch order.
THINGS YOU DON’T KNOW ABOUT BRITANNIA
Britannia products are sold in over two million outlets, reaching millions of customers who buy
approximately 2.4 billion packets each year.
A small army keeps Britannia going – over 180 stock keeping units, 3000 employees, over 2200
authorized whole sellers and 56 depots.
The number of biscuits produced by Britannia in one year would be the equivalent of one pack of
twelve biscuits for every two people in the world.
Stacked on top of each other, all Britannia biscuits sold in a year would stand 10,000 times taller
than Mount Everest.
Britannia has had a long association with cricket and cricket players. Nearly half the members of
the current Indian cricket team serve as its brand ambassadors.
Launched in 1997, Tiger became the largest selling Britannia biscuit brand in just 4 months of
launch. It crossed Rs.1 billion sales mark in its very first year and is growing stronger.
26. Departments/ hierarchy of the company
There are mainly six departments of the company. These are as follows:
HEADS OF DEPARTMENTS OF THE COMPANY
Unit Head : Mr. Manas Dutta
Finance : Mr. Mudit Agarwal
Human Resource : Mr. S.K. Mathur
Production : Mr. Mahak Singh
Purchase : Mr. Abhijeet Dutta
Engineering : Mr. Neeraj Agarwal
Standards : Mr. Dhananjay
UNIT HEAD
Human
resource
Accounts Production Purchase Maintenanc
e
Quality
Officers Officers Officers Officers Officers Officers
28. RESEARCH METHODOLOGY
When we talk of Research Methodology, we not only talk of the research methods but also consider the
logic behind the methods we use in the context of our research study and explain why we are using a
particular method or technique and why we are not using so that research results are capable of being
evaluated either by research himself or by others.
As the title of the project suggests the project is about the study of the performance appraisal in the
company. So my objective is that to know that how the working appraisal should be maintained in the
company & which method is used in this.
Performance Appraisal has been considered as a most significant and indispensable tool for every
organisation for the information it provides is highly useful in making decisions regarding various
aspects such as promotions and merit increases. Thus, an attempt was made to study the Performance
Technique in BRITANNIA.
SAMPLE SIZE
The sample size refers to the no. of employees selected from the co. to constitute a sample. The sample
size used for study includes 80 employees from the company.
METHOD OF SAMPLING
The process employed for the sample was Random Sampling. Random Sampling is the sampling in
which every person has an equal opportunity of being selected in the sample. The method is more
representative of the persons as there are no personal biases.
Sample Size: The sample size taken is 80 in which 20 were executives and 60 were supervisors and
workers
Method of Sampling: Random Sampling
Area of work: Performance Appraisal
Method of Data collection: Secondary and Primary.
29. OBJECTIVE OF THE STUDY
The objective for doing my summer training is to make my self capable for moving forward in corporate
world, to gain knowledge & experience & know how to work in the organization environment. It will
help me to gain more & more about corporate sector, which was very essential for me to do. Therefore I
joined BIL Pantnagar to improve my capabilities.
MAIN OBJECTIVE
To Know about the existing system of Performance Appraisal in Britannia Industries Limited”
To study the awareness of the employees regarding the appraisal system.
To evaluate the effectiveness of appraisal system.
To know the satisfaction of the employees, with the appraisal system followed in BIL.
SUB-OBJECTIVE
Are the present performance appraisal is sufficient enough to analyze the ability of a
company.
To see the difference between the theoretical knowledge & practical knowledge.
30. SCOPE OF THE STUDY
It provides useful information for research and also introduces the researcher with the practical problem
faced in the company. This research is very important for any Human Resource student to gain a real
time experience. I have done my research in Britannia in Performance Appraisal.
There are many departments in Britannia but my research work is confined with Human Resource
department where I studied that how the Performance Appraisal method should be done.
LIMITATION TO THE STUDY
Following are the limitations of this project:-
♣ While going through the research I had faced a bit problem like frequent visits were required.
♣ Workers and supervisors were not immediately responding.
♣ Due to the tight schedule of managers, there are some difficulties for trainee to get co-operation
and attention.
♣ Extra large unit to cover.
♣ Large no. of employees in the company, more than 2000, not possible to cover entire lot.
31. SOURCES OF DATA COLLECTION
PRIMARY DATA
Primary data is that data, which is collected for the first time & thus happens to be original in character.
The primary source to carry out study is:-
a) Questionnaire
b) Schedule
c) Observation
d) Interview
SECONDARY DATA
Secondary data are those which have already been collected by someone else and have already been
passed through the statistical process.
Acc. to Dessel-“Data collected by other persons”
All the data has been collected from internal source, that includes :-
a) Magazines
b) Books
c) Websites
d) Reports
e) Files
f) Staff
DATA COLLECTION METHOD
The data was collected by me from both the sources for my training project report. In primary method of
data collection personal interviews was used and in case of secondary ways of data collection of
magazines and books of Britannia were used.
33. PERFORMANCE APPRAISAL
Performance appraisal or merit rating is one of the oldest and most universal practices of management.
Performance appraisal is a method of evaluating the behavior in the works pot, normally including both
the quantitative and aspects of job performance.
It implies assessing the performance of an employee on the job.
A formal defining by C. Heyel is as following:-
“Performance appraisal is the process of evaluating the performance & qualification of the employees in
term of the requirements of the job for which he is employed for the purpose of administration including
placement, selection for promotion, providing financial rewards & other action which require
differential treatment among the member of a group as distinguished from action affecting all members
equally.”
According to Dale S. Beach: “Performance appraisal is the systematic Evaluation of the individual
with regard to his or her performance on the job & his potential for development.”
According to Shubin: “evaluation is a systematic appraisal of the employee’s personality traits &
performance on the job & is designed to determine his contribution & relative worth to the firm.”
According to Deal Yoder: “All formal procedures used in working Organization to evaluate
personalities & contribution s & potentials of group member.”
A formal definition of Performance appraisal is that, “It is the systematic evaluation of the individual
with respect to his or her performance on the job & his potential for development.”
A more Comprehensive definition is, “Performance appraisal is a formal structured system of measuring
& evaluating an employee’s job, related behaviors & outcomes to discover how & why the employee is
presently
Performing on the job & how the employee can perform more effectively in the future so that the
employee, organization & society all benefit.”
Under Performance appraisal we evaluate not only the performance of a worker but also his potential
for development.
34. APPRAISEE APPRAISER
KRAs Routine Responsibilities Competencies
Performance & development Planning
Mid Year Review
Feedback & coaching
Final Review
Final Score
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35. Performance & Development Plan
DEFINATION OF PERFORMANCE
Definition of performance in MAP is based up on Key Result Areas of KRAs and Routine
Responsibilities.
KRAs are ‘critical outcomes towards which effort is directed to achieve
desired business results.’
Routine Responsibilities are ‘significant on-going tasks or outcomes that are undertaken
or delivered on day-to-day basis.’
Unique Role and Responsibility (URR) templates provide the KRAs, relative weight of KRAs and
Routine Responsibilities, the competencies and their required proficiency levels for a role. The URR
Template in MAP helps deliver consistency and clarity. On expected performance measures to
Appraisee’s and Appraisers alike.
MAP allows the Appraisee to define the performance measures applicable to the Appraisee’s situation
using combination of KRAs and Routine Responsibilities.
The achievement against targets sets for each of these will together constitute the Appraisee’s
Performance Plan in the Performance Cycle or Period.
KRAs Routine
Responsibilities
Competencies
Performance Plan Development Plan
36. FEEDBACK AND COACHING
The process of continuous Feedback and coaching is an inherent and critical part of MAP.
The Mid Year and Final Reviews are specifically focused on Feedback and Coaching and hence require
the Appraisee and the Appraiser to have a formal feedback session.
For feedback and Coaching to be truly effective, it should be provided and received on an on- going
basis. When used effectively, Feedback & Coaching is a powerful means of positively impacting
performance.
Feedback and Coaching helps an Appraiser in both obtaining information and providing inputs on how
an Appraisee is performing and whether or not he/she is headed in the right direction. It is also an
opportunity for the Appraisee to solicit resources and help that may be required for enhancing his/her
performance.
Most people are comfortable in providing positive feedback. However, they are hesitant to initiate a
conversation that involves sharing of negative or unpleasant performance related information. Such
hesitation needs to be overcome, considering the importance of feedback in correcting the performance
level of the Appraisee, and the consequent benefit to the Appraisee’s career.
Coaching impacts Performance
Feedback
Positive feedback
Corrective feedback
Feedback focused on identifying obstacles to performance
Feedback for the purpose of sharing information.
Long
term
impact
performance
Information
Feedback
Coaching
37. Performance Cycle at a Glance
A Performance Cycle refers to the year for which your performance is being evaluated.
The Performance Cycle of MAP is one year coinciding with BRITANNIA’s financial year.
MAP follows an April to March cycle and consists of three Key phases:
1. Performance and Development Planning
2. Mid Year Review
3. Final Review
The figure below provides an overview of the Performance Cycle with key dates for each phase.
In certain cases, such as those involving a mid-cycle change in role to transfers etc, an Appraisee may
be more than one Performance Plan in a Performance Cycle. The period that each Performance Plan
covers is referred to as the Performance Period for that Performance Plan.
March-Mid April
Appraiser
ONGOING
FEEDBACK
Appraise
Unit/business Sector Draft Budget End February
Offline Performance Planning
Normalision &
score
Mid Year
Review
Final Review &
Feedback
Final Review & Feedback
September-October
Mid April-End
April
April
May
38. PERFORMANCE AND DEVELOPMENT PLANNING
The performance& Development Planning phase of MAP is initiated in March, upon the finalization of
the draft budget for BRITANNIA INDUSTRIES LIMITED Unit business objectives and development
initiatives will be derived from this and cascaded to your Performance Planning.
The Appraisee will be assigned a URR based on the role that he/she performs. The template will
provide the Appraisee the relevant KRAs and Routine Responsibilities. The Appraisee will use the
built-in-flexibility to develop the Performance Plan suited to his/her situation.
Performance and Development Planning Process
Appraiser will review
identify flexible KRAs
and write Optional KRAs
if required
Appraisee will set
Targets & develop
Action Plan for each
KRA
Appraiser will assign
Percentage weight age to
each KRA & Routine
Responsibility out of total
of 100% for each section
Appraisee will
draw-up
Development plan
Appraiser will
complete assign
relevant URR to
Appraisee
Appraiser will
send finalized plan
to reviewer for
Sign-off
Appraiser will discuss
Targets using Stretch Tool
& Finalize Performance &
Development Plan
Appraisee will
submit Performance
& development plan
to Appraiser
Final Performance &
Development plan for the
Appraisee
Appraisee will define
routine responsibility &
develop Actions Plans
39. CREATING PERFORMANCE PLAN
1. Select KRAs
Based on the URR assigned, the Appraisee will have a set of Essential KRAs and in
addition, can select other relevant one from the list of Flexible KRAs.
Essential KRAs are predetermined and compulsory for performance of the role.
Flexible KRAs are suggested as relevant for a role but are not compulsory. The Appraisee
selects the appropriate KRAs.
The total number of Essential and Flexible KRAs put together cannot exceed 12. Incase the
required number of KRAs in the Flexible list cannot be accommodated within the Flexible
section; the Appraisee will use Optical section to add the same in his/her Performance &
Development Plan.
Optional KRA Section comprises of KRAs that can be added by the Appraisee if they have
not been captured in either of the above two categories and may be required in a specific
location or Performance Period. As stated above, thy also include KRAs that cannot be
accommodated because of the limit of 12 Essential plus Flexible KRAs. These must be
included in the Appraisee’s plan. A maximum of 3 such KRAs can be added.
2. Set Targets and Action Plans for KRAs
For each KRA:
a) A specific Target must be defined by the Appraisee that quantifies or verifies the
extent of achievement in a given timeframe.
b) The Target thus defined should correspond to ‘Rating 3-Meets Expectations’ on
the 5-point Rating Scale.
c) The required level of achievement for each of the remaining four ratings on the
scale (1, 2, 4 & 5) must also be defined, using the target against the ‘Rating 3’ as
the central point. This will prevent subjectivity while evaluating the Appraisee’s
performance at the end of the year.
40. Targets must be defined using the Stretch Tool, by applying all Six Dimensions that determine
Stretch. Along with target the Appraisee will develop an action plan consisting of specific
steps required to achieve the target for each KRA.
3. Define routine responsibilities: In addition to the KRA’s the appraisee will identify the
relevant routine responsibilities care should be taken to insure that the appraisees
performance on routine responsibilities is verifiable objectively, which would prevent
subjectivity while evaluating performance later. The max of ten routine responsibilities can
be selected.
4. Assign weights: The overall weightages between KRA’s and routine responsibilities for a
particular URR have been predefined. The appraise will propose weightage for each KRA’s
and routine responsibility. The weightages for each of the section of KRA’s and routine
responsibilities should upto 100% respectively. Weightages should be allocated keeping in
mind the critically of the major and the efforts required to accomplish the same.
5. Creating development plan: Development planning in MAP focuses on building
individual capability using competencies. Competences relevant to a role are pre-defined in
its URR along with the desired Proficiency level.
From the list of competencies identified for the role, the Appraiser will identify a maximum
of three competencies as ‘Developmental’ that form the basis of the Appraisee’s
Development Plan.
The Development plan will be drawn-up by the Appraisee in discussion with the Appraiser
and will consist of learning initiatives such as training, cross-functional exposure, short-term
assignments etc. The Appraiser will facilitate adherence to the Development Plan drawn up
for the Appraisee.
The Development Plan concludes with the above steps.
41. Obtain Appraiser’s and Reviewer’s Sign-off on Performance & Development Plan
At this stage, the Appraisee will discuss and finalize the Performance and
Development plan with the Appraiser. Up on finalization, the Appraiser would forward the
Performance and Development Plan the Reviewer for final-offs.
Editing the Performance and Development Plan
Extraneous circumstances that significantly impact the Performance and Development Plan
of an Appraisee may during the Performance Cycle. In such situations, the Appraisee
requires the Reviewer’s approval to edit the plan.
The edited plan will be finalized with the Appraiser and Reviewer’s sign-off.
42. MID YEAR REVIEW
Mid Year Review is an interactive feedback session between the Appraisee and the Appraiser,
conducted during the month of October for the half-year ended September 30.
It is a mid-cycle process for reviewing and tracking achievements thus reducing the scope for year-
ended surprises.
The Mid Year Review does not result in a performance score and will be treated as a ‘course
mechanism’ wherein the Appraiser guides the Appraisee on whether the Appraisee is on the track to
achieve the Performance and Development Plan finalized in April. The Appraisee is on track to
achieve the Performance and Development Plan finalized in April. The Appraisee is able to
incorporate these inputs to ensure achievement.
Mid-Year Review Process
Mid Year Review begins with the Appraisee’s self-appraisal. In the self-appraisal the Appraisee will
comment on his/her current level of achievement on KRAs. Routine Responsibilities and
competencies, which will then be discussed with the Appraiser for his feedback and inputs.
The Appraiser and the Appraisee will refer to documented and objective facts regarding
performance
Related events for a meaningful performance discussion.
Appraisee will
complete self
appraisal on
performance and
development.
Appraisee will submit
self appraisal to
appraiser.
Appraiser will provide
feedback on performance
and guide Appraisee on
future direction
Mid year feedback will be
documented.
Mid year feedback
document completed.
43. Documentation of the performance discussion concludes the Mid Year Review phase of MAP.
In case of extraneous circumstances, the Mid Year Review provides for a revision in the Appraisee’s
Performance and Development Plan. After obtaining the Reviewers specific approval to change the
plan, the Appraisee in discussion with the Appraiser would modify the plan and send the plan to the
Reviewer for-off. The plan will be considered final only after the sign-off has been obtained.
The Reviewer steps into the Mid Year Review phase only if a change is required in the Performance
Plan of the Appraisee.
44. FINAL RE VIEW
During the Final Review phase, the Appraiser will assess the Appraisee’s level of achievement on
KRAs Routine Responsibilities and the demonstration of Competencies.The Final Review will be
concluded in the month of April.
Final Review Process
Appraiser will review
Self-Appraisal and
performance outcomes
of the appraisal for the
performance cycle
Appraiser sends
final review
documents and
overall score to
reviewer
Reviewer
validates and
provides final
score.
Appraiser will determine
overall score based on
KRA score, routine
responsibility score and
the weightage assigned to
each section
Appraisee will
complete self
approval and submit
to the appraiser.
Appraiser will
determine rating on
each KRA, routine
responsibility and
competency
Appraiser will provide
feedback on each area
of performance and
development to
appraisee.
Final score is
communicated to
appraisee and
appraiser
Conducts
final
review
phase.
45. The Final Review Phase will begin with the Appraisee’s self-appraisal wherein he/she give a self-rating
on performance parameters- KRAs and Routine Responsibilities defined in the Performance Plan and
the Competencies defined in the Development Plan.
The Appraiser will review the outcomes and self-appraisal and will evaluate the Appraisee on the
Performance Plan. The Appraiser will assign a Rating for each KRA, Routine Responsibility and
Competency using the appropriate Rating scale.
UNIQUE ROLE & RESPONSIBILITY (URR) TEMPLATE
Unique Role & Responsibility Template have been introduced in BIL to standardize measurement of
performance across individuals, teams, functions and units.
The templates ensure consistency and uniformity in terms of the KRAs that are applicable to a role. At
the same time, they also provide flexibility to incorporate differences that might exist in jobs mapped to
the same unique role. The flexibility take care of the specific emphasis or focus that a role may require
in a given performance period.
Unique Roles are jobs that may be held by different incumbents but are essentially the same. For
instance, there may be certain differences in incumbents like designation, years of experience, number
of people supervised etc. but if the expectations of performance from them and their responsibilities are
essentially the same, they perform the same Unique Role.
A Unique Role & Responsibility Template (URR template) described such a Unique Role and has been
developed for all Unique Roles within BIL.
The template provides:
Unique Role name
Brief description of the role
KRA
Competencies and their proficiency levels
Overall weightage of the KRAs Section to Routine Responsibility Section
Each Appraisee would be assigned a URR by his Appraiser at the start of the Performance Cycle. This
URR will be used by the Appraisee for the purpose of creating the Performance and Development Plan.
46. The URR template has two categories of KRAs that have been predetermined.
1) Essential KRAs-KRAs those are predetermined and compulsory for performance of the role.
These will become part of the Performance Plan of each Appraisee who is mapped to this URR.
2) Flexible KRAs-KRAs those are predetermined and relevant to a role though not compulsory.
These suggested for adoption by the Appraisee as applicable flexible KRAs give the Appraisee
to
choose such KRAs from the list that he/she feels would be relevant for measuring performance
in the performance Cycle.
RATING KRAs AND ROUTINE RESPONSIBILITIES
KRAs and Routine Responsibilities have a 5-point scale where each rating has been articulated and
explained.
Rating Competencies
The 5-point Rating Scale for Competencies a different from the one used for KRAs and Routine
Responsibilities.
The Appraisee will be evaluated on all Competencies in the URR using the Competency Scale.
Each rating on the scale has been articulated to describe the extent to which an Appraisee has displayed
the behaviors described in the required proficiency level of the Competency.
Based upon the behaviors observed, the Rating that best describes the set of displayed behaviors is
chosen as the Rating on that Competency.
1
Significantly
Below
Expectations
2
Moderately
Below
Expectation
3
Meets
Expectation
4
Moderately
Above
Expectaatio
n
5
Significantly
Above
Expectations
47. TRENDS IN PERFORMANCE APPRAISAL
ITEM FORMER EMPHASIS PRESENT FOCUS
1. Terminology Merit-Rating Performance Appraisal
2. Purpose Determine wage increase,
promotion, transfer, layoff
Development of the
individual improved job
performance.
3. Application For rank & file workers For managerial & technical
personnel.
4. Factors rate d Personal traits Performance, result or
accomplishment.
5. Techniques Rating scales with emphasis
upon scores
Mutual goal-setting, critical
incidents, group appraisal.
6. Post appraisal Superior communicates his
rating to the subordinate &
seeks to have employee
accept the rating.
Superior stimulates
employee to analyse
himself & set goals with the
help.
FUNCTIONS
Identification the areas of training & development.
Helps in reward allocation.
Provide the opportunity to review the strange & weakness of the employees.
It helps in career planning & personnel development.
Helps in establishing credibility of the selection procedure.
Act as a motivation factor.
48. PROCESS OF PERFORMANE APPRAISAL
1)ESTABLISMENT OF PERFORMANCE: We need some kind
of measures again which we are going to compare the performance of employees.
some of these standards are based on job description should be clear enough to be measured &
understood by everyone standers are the expectations.
Establishment of
Performance Standards
Establishment of
Performance Standards
Establishment of
Performance
Standards
Establishment of
Performance
Standards
Establishment of
Performance Standards
Establishment of
Performance Standards
1
4
2
3
5
6
49. 2)COMMUNICATE EXPECTATION TO EMPLOYEES: Standards need to be
communicated is employees so that they know what is expected of them & how will they about
it.
It has to be received by employees & manager should receive the feedback so that he comes to
know whether employees have understood the intention of communication.
3)MEASURES ACTULY PERFORMANCE: After setting standard you will some critical to
measure the performance of employees.
4)COMPARE ACTUAL PERFORMANCE WITH STANDARD: This is done to
see if any discrepancy exist & if so then how will it be rectified.
5)DISCUSS APPRAISAL WITH EMPLOYEE: Performance of employee is reviewed &
then manager has to convince the employees about his judgment. He conduct meeting with
employees for this purpose.
6)INITIAL CORRECTIVE ACTION: If there is any deviation in performance then
suggestive corrective action can be provided to the employees.
51. APPRAISAL BASED ON MODERN METHOD
1) Assessment Centre: It is only method used for promotion. In this method there is a team of
experts or evaluators who judge the performance. In this method all the candidates who clime
for promotion are called participant. They asked to do different exercise of development or they
have to give the answers of the expert. By this expert know their behavior or attitude &
according to this expert prepare report & gave promotion.
2) Human Resource Accounting Method: Human Resource According are a valuable asset of
any organization. This asset can be valued in term of money. Under this method performance is
judged in term of cost & contributions of employees. Cost of human resource planning,
recruitment, selection, induction, training, compensation etc. Contribution of human resource is
the money of labour productivity or value added by human resources.
3) Behaviorally Anchored Rating Scale (BARS): This method combines graphic rating scales
with critical incidents methods. BARS are descriptions of various degrees of behavior relating
to specifics performance dimensions. The behavior of the employees is checked through graphic
rating method.
NEED FOR PERFORMANE APPRAISAL
Provide information about the performance ranks basing on which decision regarding salary
fixation, conformation, promotion, transfer & demotion are taken.
To prevent grievances & indisciplinary activities.
Provides information which helps to counsel the subordinate.
Provides feedback information about the level of achievement & behavior of subordinate.
Provides information to diagnose deficiency in employee regarding skill, knowledge, determine
training & developmental need & to prescribe the means for employee growth provides
information for correcting placement.
52. PURPOSE
To create & maintain a satisfactory level of performance.
To provide information for making decision regarding lay-off, retrenchment, etc.
To guide the job changes with the help to continuous ranking.
To contribute to the employee growth & development through training, self & management
development programmes.
To facilitate for testing & validating selection tests, interview techniques through comparing
their scores with performance appraisal ranks.
To ensure organization effectiveness through correcting employee for standard & improved
performance, & suggesting the change in employee behavior.
To facilitate fair & equitable compensation based on performance.
To help the superior to have a proper understanding about their subordinates.
CONTENTS OF PERFORMANCE APPRAISAL
Every organization has to decide upon the content to be appraised before the programme is approved.
Generally content to be appraised is determined on the basis of job analysis. Content to be appraised
may be in the form of contribution to organizational objectives (measures) like production, cost saving,
return on capital, etc. other measure are based on :-
1) Behavior, which measure observable physical action, movements
2) Objective, which measure job-related result like amount of deposits mobilized.
3) Traits, which are measure in terms of personal characteristics observable in employee’s job
activities.
Content to be appraisal may vary with the purpose of appraisal and type level of employees.
53. 3600
PERFORMANCE APPRAISAL
The appraiser may be any person who has through knowledge about the job content, contents to be
appraised, standards of contents, & who observes the employee while performing a job. The appraiser
should be capable of determining what is more important & what is relatively less important. He should
prepare report & make judgment without bias. Typical appraisers are :- Supervisor, Peers,
Subordinates employees themselves, Users of service & Consultants. Performance appraisal by all
these parties is called “3600
Performance Appraisal.”
Supervisors: Supervisor includes superiors of the employee, other superiors having knowledge
about the employee & department head or manager. General practice is that immediate superior’s
appraisal the performance, which in turn is reviewed by the departmental head/manager.
Peers: Peer appraisal may be reliable if the work group is stable over a reasonably long period of
time & performs tasks that require interaction.
Subordinates: The concept of having superior rated by subordinates is being used in most
organizations today, especially in developed countries. Such a novel method can be useful in other
organization setting too provided the relationship between superiors & subordinates are cordial.
Self-Appraisal: If individuals understand the objectives they are expected to achieve & the
standards by which they are to be evaluated, they are to a great extent in the best position to appraise
their own performance.
Users of Service Customers: Employee performance in service organizations
relating to behaviors, promptness, speed in doing the job & accuracy, can be better judged
by the customers or users of services.
Consultants: Sometimes consultants may be engaged for appraisal when
employees or employers do not trust supervisor appraisal & management does not trust the
self-appraisal or peer appraisal or subordinate appraisal.
54. SYSTEM OF PERFORMANCE APPRAISAL
Performance appraisal is a nine-step process:-
At the First Stage, Performance standards are established based on job description & job
specification. The standards should be clear, objective & incorporate all the factors.
The Second Stage is to inform these standards to all the employees including appraisers.
The Third Stage is following the instruction given for appraisal, measurement of employee
performance by the appraisers through observation, interview, records & reports.
Fourth Stage is finding out the influence of various internal external factors on actual performance.
Fifth Stage is comparing the actual performance with that of other employees & previous
performance of the employee & others.
1. Establish performance standards.
2. Communicate standard / expectation to employee.
3. Measure actual performance by following the instructions.
4. Adjust the actual performance due to the environmental influences.
5. Compare the adjusted performance with that of other & previous.
6. Compare the actual performance with standard & find out deviation,
if any.
7. Communicate the actual performance to the employee concerned.
8. Suggest changes in job analysis & standard, if any necessary.
9. Follow-up performance appraisal report.
55. Sixth Stage is comparing the actual performance with the standards & finding out deviations.
Seventh Stage is communicating, the actual performance of the employee & other employees doing the
same job & discuss with him about the reasons for positive or negative deviation from the pre-set
standards as the case may be.
Eighth Stage is suggesting necessary changes in standards, job analysis, internal & external
environment.
Ninth Stage is follow-up performance appraisal report. This stage includes guiding, counseling,
coaching & directing the employee or making arrangement for training & development of the employee
or making arrangements for training & development of the employee in order to ensure improved
performance. If the actual performance is very poor & beyond the scope of improvement, it is necessary
to take steps for demotion or retrenchment or any suitable measure.
56. KEY ELEMENTS OF PERFORMANCE APPRAISAL SYSTEM
Human
Resource
Decisions
Employee
Record
Performance –
Related
Standard
Employee
Feedback
Performance
Measure
Human
Performance
Performance
Appraisal
57. USES OF PERFORMANCE APPRAISAL
1) PERFORMANCE IMPROVEMENT: Performance feedback allows the employee, manager,
& personnel specialists to intervene with appropriate action to improve performance.
2) COMPENSATION ADJUSTMENTS: Performance evaluation help decision-makers
determine who should receive pay rises. Many firms grant part or all of their pay increases &
bonuses based upon merit, which is determine mostly through performance appraisals.
3) PLACEMENT DECISION: Promotion, transfer, & demotion are usually based on past or
anticipated performance. Often promotions are reward for past performance.
4) TRAINING & DEVELOPMENT NEEDS: Poor performance may indicated the need for
retaining. Likewise, good performance may indicate untapped potential that should be
developed.
5) CAREER PLANNING & DEVELOPMANT: Performance feedback guides career decision
about specific career paths one should investigate.
6) STAFFING PROCESS DEFICIENCIES: Good or bad performance implies strength or
weakness in the personnel department staffing procedure.
7) INFORMATION INACCURACIES: Poor performance may indicate errors in job analysis
information, human resource plans, or other parts or the personnel management information
system. Reliance on inaccurate information may have led to inappropriate hiring, training, or
counseling decisions.
8) JOB DECISION ERRORS: Poor performance may be a symptom of ill-conceived job
designs. Appraisals help diagnose these errors.
9) EQUAL EMPLOYMENT OPPORTUNITY: Accurate performance appraisals that actually
measure job-related performance ensure that internal placement may be able to provide
assistance.
FEEDBACK TO HUMAN RESOURCES: Good / bad performance throughout the organization
indicates how well the human resources function is performing.
59. BRITANNIA INDUSTRIES LIMITED
STAFF ASSESSMENT FORM
Name: Emp. No. Grade:
Job & Position Title: Function:
A. PERFORMANCE ASSESSMENT from__/__/____to__/__/____Location:
Rating Scale for Individual KRAs (1) Needs improvement (2) Meets expectations (3)
Above Expectations (4) Outstanding
OVERALL PERFORMANCE ASSESSMENT (By Coach)
1. Needs Improvement 2. Meets Expectation 3. Above Expectation
4. Outstanding
EMPLOYEE’S SIGNATURE COACH’S SIGNATURE
S.No Outcome Measure Standard Weightage
%
Achievement Self
Rating
Coach’s
Rating
Low Medium High
CRITICAL
KRAs
IMPORTANT
KRAs
60. B. POTENTIAL ASSESSMENT
1. LEADERSHIP COMPETENCY: (LC)
Rating scale for individual competency: (Scale would be from 1-4.1 being the lowest and 4 being
the highest)
S.NO. Competency Proficiency required for position Self Rating Coach Rating
1 Team working
2 Thinking logically
3 Listening & Responding
4 Planning & Initiating
OVERALL ASSESSMENT (By Coach)
2. FUNCTIONAL COMPETENCY: (FC)
Rating scale for individual Functional Competency: (Scale would be from1-4.1
being the lowest and 4 being the highest)
S.NO. Competency Proficiency required for
position
Self
Rating
Coach
Rating
1 Customer Centricity
2 Drive for Results
3 Process & Systems
Orientation
4 Innovation
OVERALL ASSESSMENT (By Coach)
C. NEEDS IDENTIFIED FOR TRAINING
LEADERSHIP COMPETENCY FUNCTIONAL COMPETENCY
1
2
3
61. D. ASPIRATIONS & FEEDBACK
Self assessment(By
Employee)
Assessment by the coach
STRENGTHS
AREAS FOR
IMPROVEMENT
CAREER ASPIRATIONS
DISCUSSION DETAILS PRE BAT DIALOGUE POST-BAT FEEDBACK
Employee’s Signature _______________ Coach’s Signature____________
Date _______________ Date _____________
OVERALL RANKING:
(Tick appropriate box)
H.R. HEAD FUNCTIONAL HEAD
Outstanding Exceeds Expectation Meets expectation
Needs Improvement
Below Expectation
62. BRITANNIA INDUSTRIES LIMITED
MID-YEAR PERFORMANCE REVIEW
(A copy of the review year (2007-08) BAT Form to be attached with this form)
Employee Name Review Period
Function/Location Coach
PROGRESS ON GOALS (KRAs)
Post discussion of the Employee and Coach, the progress on goals identified on the BAT Form is noted below…
GOAL REVISION / ADDITIONS, DELETIONS ANOTHER CHANGES IF
ANY
(Any change in the Employee’s Job Description or KRAs should be noted here. As well as areas of work
requiring improvement)
TRIANING & DEVELOPMENT REQUIREMENTS INVIEW OF CHANGED
ROLE/ JOB DESCRIPTION
REVIEW COMMENTS
(By Coach)
Employee’s Signature Coach’s Signature
Date: Date:
64. ANALYSIS & FINDINGS
In BIL, I Came to Know about the appraisal method of an employee. During my training at BIL, I
found that it works under the guidance of its head office.
The Appraisal method of an employee was totally based up on the proper test and interview of an
employee.
I also found that their appraisal Method was very good.
The time period for appraisal is based on quarterly basis.
Besides all the above findings I also found that the BIL is the well reputed, well managed and the well
built company. The Management of company is very Hardworking in nature and takes care about the
well being of their staff and workers.
They are provided with all the required facilities. They are goal oriented and work as a team in a
whole and the main emphasis of the company is on the quality products manufacturing.
I also found that in the last month of the financial year highest production and the highest dispatch
was made.
66. RECOMMENDATIONS
After making a Study on the topic of Performance Appraisal system in BIL, I Would Suggest that
the following Points should be implemented:-
Give the employee a few days notice of the discussion and its purpose.
Prepare notes and use the completed performance appraisal form as a discussion guide so
that each important topic will be covered.
Be ready to suggest specific developmental activities suitable to each employee’s needs.
They would suggest changes in job analysis & standards, if necessary.
There should be no negative ratings because it affects interpersonal relations and industrial
relations systems.
The feedback must be positive, corrective on observed behavior and facts and not on
inferences, assumptions or what one has heard from others.
The final performance rating must be done in a fair manner.
Appraisal tools must be relate to the employees satisfaction.
68. CONCLUSION
At last it is concluded that the company as a whole is a well branded company. The goodwill of
the company is very high.
After having a study of the present system of Performance Appraisal system in Britannia
Industries Limited Rudrapur I have come up with a conclusion that Britannia industries Limited
employees are aware of the system of Performance Appraisal being followed in their organisation
i.e. KRA(staff assessment form). Most of the employees hold the view that the system of KRA is
effective to evaluate and truly reflects their roles and activity.
About the company it is derived that the company is very well managed and its management is
highly devoted towards the quality of their products and the well being of their staff members and
workers.
Staff members and workers are also work very enthusiastically and complete every assignment on
time. Every one is very supportive in nature and cooperate each other. They work effectively and
efficiently to achieve the company goals and the individual goals. This is the reason that the
company is achieving commanding heights and the last month of the financial year 2006-07 made
the records of highest production and highest dispatch and BRITANNIA as a whole has achieved
the Second position in the FMCG sector in India.
