MANAGEMENT TRAINEE PROGRAM-HR

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MANAGEMENT TRAININGPROGRAMAND OUTCOMES
MANAGEMENT TRAINEE PROGRAM
PROJECT REPORT 1
DEPARTMENT- Human Resource Management
TOPICS- Employee Guide to DM Rise
E-Recruitment
Development of the Meta-competency Questionnaire
AUTHOR- Swati Iyer
Harsh Bharti
GUIDE- Ms Gargy Mohanty
Ms Priya Kantroo

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Abstract
This report consists of the three project initiatives taken by Swati Iyer and Harsh Bharti in the
department of Human resource management namely creating the Employee manual to DM rise,
E-recruitments and Development of the meta-competency questionnaire. The first project of
creating an employee guide basically involved us understanding out the performance management
system functions at Aster DM healthcare and making it easier for employees of the company to
accept and adopt. The second project on E-recruitment required us to identify key positions in the
company that were vacant and required to be filled by suitable personnel through online job portals
like Linked.in and NaukriGulf etc. Lastly the Project on the development of the meta-competency
questionnaire was a continuation of the DM Rise initiative taking it to the next level. We were
required to develop questionnaires which will be used to identify key competencies in employees
which forms an important part of the Performance management initiative. The report aims at
providing a brief outline to the various stages involved in the three projects. It also contains the
key contributions made by the two of us working in the department for a brief period of time.
Lastly the report consists of our observations in how the company functions and how these projects
and contributions made will be used in the future.

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Acknowledgement
We are using this opportunity to express our gratitude to everyone who supported us throughout
this project. I am thankful for their aspiring guidance, invaluably constructive criticism and friendy
advice during the project work. I am sincerely grateful to them for sharing their truthful and
illuminating views on a number of issues related to the project.
We express our warm thanks to Ms. Gargy Mohanty and Ms. Priya Kantroo for their support and
guidance at DM Healthcare.
We would also like to thank all the people who provided us with the facilities being required and
conductive conditions for our project.
Thank you,
Harsh Bharti
Swati Iyer

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Table of Contents
MANAGEMENT TRAINEE PROGRAM ....................................................................................................1
Abstract.............................................................................................................................................2
Introduction .......................................................................................................................................5
Project phases.....................................................................................................................................6
Project 1: Employee manual for DM Rise.........................................................................................6
Project 2: E-recruitment ..................................................................................................................7
Project 3: Meta-competency questionnaire........................................................................................7
Results and findings............................................................................................................................8
Project 1: Employee manual for DM Rise.........................................................................................8
Project 2: E-recruitment ..................................................................................................................8
Project 3: Meta-competency questionnaire for junior management .....................................................8
Conclusion.........................................................................................................................................9
Appendix .........................................................................................................................................10
DMRISE employee manual............................................................................................................14

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Introduction
There is a common myth that the field of human resources involves dealing with people. But that
is a very narrow definition. It also involves the creation of systems and processes which help the
people in the company to work better and be more productive. Our first project involved
understanding the process of human resources and the performance management system followed
at DM Healthcare. Performance management (PM) includes activities which ensure that goals are
consistently being met in an effective and efficient manner. Performance management can focus
on the performance of the an organization, a department, employee, or even the processes to build
a product of service, as well as many other areas.PM is also known as a process by which
organizations align their resources, systems and employees to strategic objectives and
priorities.DM rise in an initiative taken by the senior management of the company along with the
Human resources department aiming at revamping the process of performance management. In the
span of one week we were required to create a manual so that the employees can read it and further
accept and adopt the new system.
During the same week we also worked on E-recruitments. It is the process of
personnel recruitment using electronic resources, in particular the internet. Companies and
recruitment agents have moved much of their recruitment process online so as to improve the speed
by which candidates can be matched with live vacancies. Using online job advertising boards and
search engines, employers now fill posts in a fraction of the time previously possible. Using an
online e-Recruitment system may potentially save the employer time as usually they can rate the
e-Candidate and several persons in HR independently review e-Candidates. The 3 senior positions
we worked on are Assistant Legal Advisor, Graphic designer, IT/HRMS project manager. We had
to identify the key points in the Job description given to us and use it to conduct a search on
Naukrigulf.
On the last week we worked on the development of a meta-competency questionnaire for the new
performance appraisal system. Competence is the ability of an individual to do
a job properly Competency is also used as a more general description of the requirements of human
beings in organizations and communities. We had to understand the concept of each competency
and make a questionnaire consisting of different questions for the same.

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Project phases
Project 1: Employee manual for DM Rise
In the first week of the project we had a meeting with Ms Gargy who explained to us the entire
performance management system that is being followed by the company currently and the system
that is going to replace it. The scope of the project was discussed in terms of how the new system
is better than the previous one.
In the next two days we were required to research on the concept of KPI and competency which
are the two key elements in the performance management system. Competence is the ability of an
individual to do a job properly. A performance indicator or key performance indicator (KPI) is a
type of performance measurement. An organization may use KPIs to evaluate its success, or to
evaluate the success of a particular activity in which it is engaged. Sometimes success is defined
in terms of making progress toward strategic goals, but often success is simply the repeated,
periodic achievement of some level of operational goal (e.g. zero defects, 10/10 customer
satisfaction, etc.). Accordingly, choosing the right KPIs relies upon a good understanding of what
is important to the organization. A competency is a set of defined behaviors that provide a
structured guide enabling the identification, evaluation and development of the behaviors in
individual employees. Competency is also used as a more general description of the requirements
of human beings in organizations and communities.
While developing the employee manual there were some issues we faced in terms of understanding
how exactly we can put the information into the manual so that the message can be delivered most
effectively. We were required to keep the Language simple and easy to read and the matter clear
and concise.
At the end of the one week we submitted the compiled all the information into a manual which
will undergo further approval.

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Project 2: E-recruitment
On the first day of the project we were giving an introduction into using Naukrigulf.com , an online
job portal for employers and employees. We were given a sheet with the job description of the
three key positions Assistant Legal Advisor, Graphic designer, IT/HRMS project manager. We
had to do a need analysis based on the job description and put the right words on the search engine
to gain maximum number of candidates.
Once that is done, we had screen the resumes of each candidate and analyze the job person fit.
This is the most important stage as if this is not done right the whole process is futile.
This project continued for the span of two weeks as we kept getting new job roles.
Project 3: Meta-competency questionnaire
During the last week of our project we were introduced to the concept of Meta-competency. These
are ‘overarching’ competencies that are relevant to a wide range of work settings and which
facilitate adaptation and flexibility on the part of the organization. Meta-competencies are usually
said to include learning, adapting, anticipating, and creating change.
A meta-competency aims at understanding and identifying the competencies of employees at a
deeper level. Therefore on the basis of few key competencies that were identified we developed
further questions. This question bank contains questions which we created, questions suggested by
the management and questions from the previous questionnaire.
During the development stage we realized that it is very crucial to include more questions from
the previous questionnaire so that all the employees readily accept the new appraisal tool without
any fear or apprehension.

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Results and findings
Project 1: Employee manual for DM Rise
 Creating the manual for others required us to first understand and analyze the system in
place. This gave us a better understanding on how the system works.
 We also understood the concepts of KPI (Key performance indicators) and competencies
which are the key performance indicators of the new system.
 It required us to research on the concept of Behavioral scorecard theory since the entire
system is based on the same.
Project 2: E-recruitment
 The project provided an understanding into the process of sourcing and recruitment cycle
in Aster DM Healthcare using online portals like Gulfnaukri.com.
 We also did a short pilot search on Linkedin.com as the company plans to use this medium
for recruitment shortly. Linkedin.com is a much more reliable source from where talented
candidates can be connected with and sourced when needed,
 We understood how to meet the Job needs of the company within various constraints like
Budget, Gender, time etc.
 We also observed that there is a need in the company for a software which allows us to
screen resumes faster because manually screening so many resumes is a daunting task.
Project 3: Meta-competency questionnaire for junior management
 The concept of competency is a vast field in human resources and meta-competency probes
further into the same. We understood the importance and relevance of identifying the meta-
competencies of employees and helping them develop it further.
 We also understood the hierarchies in the organization at the junior management level as
this was an important factor to keep in mind while developing the questions.

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Conclusion
The two weeks of the project was a great learning experience for the two of us. We were able to
successfully achieve our targets and give our best to all the three projects. The employee manual
was well accepted and sent for further editing once the information and graphics were added. On
the E-recruitments front around 11-12 candidates were sent for further approval. Due to certain
points noticed during the interview rounds these candidates did not get selected. The meta-
competency question bank also served as a useful ground for the development of the questionnaire
for junior management. On the whole the projects submitted were up-to the mark and submitted
on time. We worked on the initial stages of each of the projects and the results will be used for
further analysis by the department.

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Appendix
Questionbankformeta-competencyof juniormanagement
Results
Drive for results:plans and reviewsactivitiesto delivergoals(LINEANCYEFFECT)
 FollowsSOP’sandachievestargetsusingteamefforts.
 Works onthe feedbackprovidedbyseniormanagementandcustomerstoimprove
performance inthe future.
 Doesnot getdemotivatedbysetbacks.Looksforalternative solutionswhenone planfails.
 Followsthe systemapproachtowardsmanagementbysettingprocessesinplace toachieve
the desiredoutputwithoptimumutilizationof available resources.
 Explainsclearlywhatistobe done,whyand how?
 Stayspreparedwithcontingenciestodeliveronschedule.
 Setshighexpectationsof selfandteamif anyon qualityandproductivity.
 Finssolutionstoproblemsathandinthe face of multiple constraints.
 Takesstepsto preventrecurrence of problems.
 Continuouslyevaluatesactivitiesof self andothersinordertoimprove.
 Responds positively, with commitment and enthusiasmto setbacks and obstacles
 Reviews & reassess personal work and plans for greater improvement
 Ensures own work is accurate and timely and meets deadlines
Timelydecisionmaking: Identifiesandresolvesproblems
 Quickidentificationandresponse toproblemsarisingatthe shopfloorlevel.
 Analysesthe opportunitycostof differentalternativesbefore decidingonthe rightcourse of
action.
 Is able totake quickdecisionswhenthere isanurgencyinthe absence of senior
Management.
 Quicklyidentifiesaproblemanditsmostlikelycauses.
 Uses knowledge of the processtoselectoptimal solutionsforrange of alternatives.
 Decideswithavailable informationonsolutionsthatalsoenhance the chancesof future
success.
 Assessthe riskandbenefitsof alternative solutionsandseeksaneffectivebalance between
them.
 Ensurescontinuityof operationsbyfocusingonpotential problems.

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Influencingexternal environment:co-ordinateswithexternal stakeholders.(Lineancy/recency
effect)
Managing visionand purpose:
1. Ensuresthat the company’s strategicgoalsare brokendownintosmallerpartswhichserve as
a guidingprinciple toteamandsubordinates.
2. Ensuresthat the teammembersare aware of the company’svisionandpurpose.
3. Helpsinachievingtargetsandgoalsof the seniorlevel byeffective utilizationof time and
resourcesat the lowerlevel.
 Helpsteam members(ifany) establishconnectionsin theirindividual and team groups.
 Clarifythe exceptionofoutputs from subordinate rules(if any) by convertingtheminto
player task outcomes.
 Is loyal tothe company andits principles/policies.
Businessacumen: planscontingenciesand focuseseffortsfor maximumimpact (HALO EFFECT)
1. Has sufficientknowledgeaboutthe marketdynamicsof hisorher functional area.
2. Staysinformedonthe keychangesbeingaffectedinrespective functional areasintermsof
(newtechnology,researchanddevelopments,Pricesanddemandandsupply).
 Understandsthe implicationofvarious operational choices.
 Focuseseffortsondecisionandactionsthatoffermaximumbusinessimpact.
 Makes changesinapproachestodeal withissue tohelpmake desiredchangesinsystems
practices.
 Flexible andadaptstochange withoutreservationandsupportsdepartmentalinitiatives
 Plansworkon a dailybasisforsuccessful delivery
Dealingwith ambiguity: judgesprobabilities(LINEANCYEFFECT)
 Understandsthe situations/problemcompletelybefore makingadecisiononthe right
course of action.
 Organizedscale of thoughtwhichisdisplayedinthe mannerinwhichthe individual conducts
himself/herself inanunforeseenevent/peakperiodsetc.
 Weighsuppros and consof a situationbefore consciouslyembarkingonacourse of action.
 Seesthe likelyproblemsinimplementinga change andplansto mitigate them.
 Allotsprioritytoproblemswhilefindingsolutionstothem.
 Takes care of issuesarising out of otherswho are impacted by the change.
 Focuseseffortonprioritytasksandactivitiestoachieve maximumresults

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 Maintainsgoodrelationswithexternal suppliersensuringtimelydeliveryof raw materialsfor
smoothoperations(Factoryfloormanager/incharge)
 Networksandbuildscontactskeepinginmindthe departmental interest.
 Ensuresthat the processesof the departmentare inline withthe lawsof the country.
 Understandsthe environmentinwhichhis/herresponsibilityunitoperatesandbringsitinto
considerationwhile deliveringinthe respectiveworkarea.
 Co-ordinateswithexternal stakeholderstokeepuptodate withthe progresson issues.
 Respondtocustomerrequestsina prompt,reliablemanner.
 Offersadvice andguidance inrespondingtocustomer(internal&external) enquiries.
 Respondtocustomerrequestsina prompt,reliablemanner
Taking ownership:Accountable for professional judgment.(Similartome effect)
 Doesnot fall preytogroup thinkandstatesone’sopinionclearly
 In case any of the workersare introuble,he/she comesforwardtosupportandhandle the
situation.
 Takesownershipof self/teamscommitmenttothe organizationalgoals.
 Manages unforeseenconsequenceswithtransparencyto ensure commitmentsare met.
 The personstatesdisagreementwithothersonthe course of actionopenly.
 Capable of workingwithoutconstantsupervision
 Maintainshighstandardof personal integrity
People
People development:Growsand developsothers.
 Motivatesandinspiresotherstoidentifytrainingopportunitiesif any.
 Acts as a mentorand guidesteammembers(if any) whenfacingobstacles.
 Helpsthemto understandthe value propositionof everyjobthattheyare assignedto.
Functional excellence:learnsandusesknowledge for optimal results
 Has enoughtechnical knowledgeandon-fieldexperiencetoensure smoothoperations.
 Has the capabilitytofix anytechnical glitcheswhichcanhindersoperations.
 Uses operational knowledgeandexperience foreffective implementationof seniorlevel
strategies.
 Uses functional/technical knowledge andskillstodeal withemergentissues.
 Explainstosubordinatesif anywhatneedstobe done andwhy?
 Feedstechnical analysisof situationstosuperiorstoguide decisionmaking.
 Eagerlypursuesnewknowledge,skills,andmethods.
 Appliesprofessionalknowledge andexperience onadayto day basis& comesup with&
presentsnew&workable ideasatwork
 Possessesknowledgetoperformjobcompetently

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 Uses the feedbackreceivedfromthe performance appraisalsystemconstructively.
 Ensuresthat there ishealthycompetitionamongstteammembers.
 Selectsnewteammembersonthe basisof theirpotentialtomake valuable contributionsto
the team ( if any )
 Discussregularlythe developmental goalsof self/subordinates(if any).
 Followsthroughoncommitmentstoprovide developmental opportunitiestosubordinates(if
any).
 Setgoalsfor self/individualsthatstretchindividual capacities.
 Solicits/givespeople candiddevelopmental feedback.
 Helpothersdobetterby offeringideasandresources.
 Avoids negative politicking and hidden agendas
 Actively seeks feedback & consciously learns from experience for continuous self-
improvement
RelationshipManagement:Contributesto relationshipand engagesinopen exchange ofideas.
(HALO EFFECT/STEREOTYPING)
 The personis approachable sothatcolleagues/Sub-ordinates(Etc.) cancome and speakto
the concernedperson.
 Keepseveryone’sideain consideration.
 Maintainscordial relationshipwiththe customersasthispersonisusuallythe pointof
contact.
 Conductsforumsforopenexchange of ideaswithinthe team.
 Engagesinopenexchange of ideasandensuressub-ordinates(If any) feelcomfortable to
share theirviewswiththem
 Followsboundaries/setsboundariesforsubordinatesif any,withinwhichtodecide the best
course of actionto meetcustomerneeds.
 Clarifiesthe contextof actionsof self orsub-ordinates(if any) whenadverse consequences
result.
 Practicesdirectnessinconveyingownthoughtsandfeelingsonhow thingsshouldgetdone.
 Developsideasandsolutionsjointlywithothersthusencouragingstrongsense of teamspirit
 Buildsrapportwithteamand othercolleaguesinthe organization
 Demonstrates understanding through active listening, which shows respect for views
and perspectives different from own.
 Communicateswithemployees,vendorsandothersinclearconcise ,persuasive manner
while statinghis/herownviewsandideasclearly
ConflictManagement(Handles demand ofoperational conflict.(STEREOTYPING)
 Collaborationamongstboththe partiesispracticedthe mostasit resultsina win-win
situationmutuallybenefittingboththe parties.
 Acts neutral andconsiderseveryone’sopinionbefore takinganaction.
 Alignsindividual interestsandvaluestothe visionof the organizationtominimize conflict.
 Use conflictpositivelyasanarea of improvementinsteadof ithavinganegative impact.

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 Minimizespersonalbiasduringconflictmanagement.
 Handlesconflictsituationswithacalmprofessionalapproachandseeksupportwherever
appropriate.
 Understandsandappliestacticstomanage conflictingsituations.
 Activelylistensandusesclarificationstofocusattentiononfactsand solutions.
 Explainspolicies,processesandreasonsforspecificactionstoclarify.
DM RISE employee manual
PERFORMANCE
ASSESSMENT
AND
MANAGEMENT
Aster DM Healthcare Human Resource Department

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Table of contents
Introduction
Definitions 1
Introducing the new system 2
Components of the new system 3-5
KPIs
Competencies
Performance appraisal schedule 5
Performance outcomes 9
Scoring criteria 10
Tips to keep in mind 11
Biases often faced during an appraisal 13
Performance appraisal process- A summary 14
FAQs- Performance management system 17

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MANAGEMENT TRAINING PROGRAMPROJECTS AND OUTCOMES
Introduction
“A SYNERGY OF THOUGHT AND ACTION,PROPELLED BY A PASSIONATE TEAM LEADS TO
EXCELLENCE”
At Aster DM Healthcare we have a multitude of employees spread across the globe. The
contributions made by these employees at every level is the sole reason why our company has
achieved such great heights in a short span of time. With each new hospital and clinic that is being
launched we bring in a unique pool of talent which brings us closer to our company vision which
is “to be the leader in providing quality healthcare services at affordable costs in every region it
operates in with a team of healthcare professionals dedicated to this noble profession, not only
through phenomenal business results but also by winning customer and employee value
proposition”
Keeping this vision statement in mind, we are now introducing DM RISE, a new performance
management initiative taken by the company which seeks to incorporate all the best performance
management practices within the healthcare industry and others and develop a system in place
where in every employee’s contributions will be recognized and rewarded. It will create an
environment where learning and development will go hand in hand.
We at DM healthcare understand that assessing performance is not a casual undertaking. It is a
continuous process. Thus, a good performance management system acts as a tool which can
enhance operations, recognize good performance, encourage development and provide more
employment opportunities.
This system will act as a formal mechanism which helps employees receive constructive feedback
on how they are performing at their workplace and also how they can further enhance their
performance. It will also give an opportunity for supervisors to discuss their employee’s
performance and create a documented record of the same.
The success of any system depends upon the passion and diligence of the people who put that
system into place. Thus, let us all come together and adopt DM RISE with an open mind and make
it a great success.
Best wishes!

Definitions
Performance appraisal: It is a process whereby
management evaluates and provides feedback
on employee job performance, including steps
to improve or redirect activities as needed.
KPI – Key performance indicatorsare the key
Deliverables ofan individual’s role that
explains what he/she has to deliver.
Goal setting - The
process of setting
goals which helps
you choosewhere
you wantto go in
the future.
Performance
review forms –A
sheet consisting
the points
assigned to each
KPI or
competency
respectively.
Rating scales –
The percentages
assigned to each
unique deliverable
or unique
competency.
Competencies -
Core values of
the organization
that an
employee is
expected to
display.
Balanced scorecard: It is a strategic planning and managementsystem
that is used to align business activities to the vision and strategyof the
organization, improve internal and external communications, and monitor
organizationperformance againststrategic goals.

Figure 1A diagrammatic representation of the Balance scorecard
Introducing the New System
The company has always valued its employees understanding that they are the building blocks of
this institution. DM RISE is an initiative taken up to develop a performance management system
which is produced out of the vision and cultural practices of this organization.
The new system seeks to imbibe certain aspects of the ‘Balance scorecard theory’ developed by
Drs. Robert Kaplan and David Norton at the Harvard business school focusing on four main
aspects which is People, Customer, Processes, and Business. It is basically a strategic planning
and management tool which seeks to align business activities of the firm to its vision and mission,
Improve internal and external communication, and monitor organization performance against
strategic goals.
DM RISE takes this into consideration and has two major components namely KPIs (Key
performance indicators) and Competencies which act as tools to measure the performance of the
employees. The components are discussed in detail in the next segment.
People
Process Customer Finance

Components of the new system
I. Key performance indicators (KPI)
Each employee of the company has certain key result areas within which his/her performance is
crucial depending upon which KPIs or key performance indicators are created. All such unique
roles and responsibilities are identified in the department and the KPIs for these roles are drafted.
All these KPIs together form the KPI dictionary. Each individual can chose his KPIs from this
KPI dictionary.
.
Figure 2 A sample KPI of the medical center division is shown below
* It is not mandatory that all the four areas will be applicable for all roles, though we suggest to have people area as a mandatory
area.
Finance
Costreduction in operations
ROI in clinics
Customer
Events/campaigns
Customer relations
Process
SOPs
Inventory management
People
Training and development
Operations
(Med Centre)

II. Competencies
Every organization has certain core values which all the employees of the company are expected
to imbibe in them. Competencies are a representation of some of these values. These are identified
and analyzed by all internal and external members the employees comes in contact with in a 360
degree appraisal process.
Figure 3 showing the competencies of employees at different levels of management
Coach
• Analytical
Thinking
• Change
Management
• Developing self
and others
• Drive for results
• Succession
planning/Team
Development
• Planning and
development
• Change
management
• strategic,comme
rcial and
financial
awareness
• Influencing and
communication
skills.
Captain
• Customer Focus
• Time
Management
• Applied
professional and
technical skills
• Teamwork &
Development
• Developing self
and others
• Communication
skills
• Teamwork and
development
• Strategic
commercial and
financial
awareness
• Drive for results
Strikers
• Relationship
building
• Adaptability
• Applied
professional and
technical skills
• Integrity and
ethical
management
• Customer Focus
• Developing self
• Planning and
organizing
• Teamwork
• Communication
skills

Competencies are included in the system because it is essential to embody the core values of the
organization into performance management. This ensures that every individual fulfils the vision
of the organization while at the same time developing at an individual level. Right behavior is
reinforced ensuring that exceptional performance is delivered. At the same time the 360 degree
appraisal ensures that every employee receives feedback from peers, seniors, reporting authority
and external clients.
Performance Appraisals Schedule for all Employees (2014)

Follow SMART principle
Create only 6-8 KPI's
Decide KPIs in discussionwith
your reporting manager
Dont have too many KPIs
Dont set unrealistic KPIs.
Keep your KPIs varied so that the
non-performance of one KPI does
not affect other KPIs.
Effective April 1st
• GoalSetting (Beginning April) – This being the start of a new
year for everyone at Aster DM Healthcare, it is the time to set new
targets for the year ahead. We recommend that you follow the
SMART technique for goal setting. Your goals should be :
 Specific
 Measurable
 Attainable
 Realistic
 Time-bound
Thereafter, along with your manager, set around 6-8 KPIs most critical for the role that you are
performing on the Goal Sheet provided to you by the Line manager or the respective HR
department. you can use the KPI dictionary to look for performance areas, KRAs and KPIs to be
filled in the Goal sheet.It includes all possible KPIs for Functions/Departments. All manager and
subordinates should set targets and weightages based on the department’s overall goals.
DOS AND DON’T’S IN GOAL SETTING

Strategic priorities have changed
When an employee’s role has
changed
KPI completion—when a KPI is
completed and the employee has
opportunity for additional
contributions
To let someone off the hook for
not doing his/her job
The employee did not plan time/
resources accurately
Just becauseother KPI’s arise—
always review all KPI’s and re-
prioritize
• KPI Based review (August-Sep) – This is time given
to all employees to meet their respective managers and review
his/her performance in the past six months. The HR will intimate
beginning of the Mid-Year Review. This is a qualitative review and
there are no scores awarded to the individuals.
Employees are expected to initiate the process by completing the self-review comments. Self-
comments will include review about:
 “How have you performed on your KPIs ?
 The challenges and achievements so far.
Once the Manager has reviewed the “Self review Comments”, the manager and the employee
should have a discussion meeting. If there is any need for the KPIs to be altered then the team
can go ahead and do so. The table below will help you decide when a KPI needs to be
adjusted/changed.
DO YOU NEED TO ADJUST YOUR KPI’s ?

• KPI BASED ANNUAL REVIEW (Feb-April) - Employees will
receive quantitative feedback for annual review The ratings received
in this review will be the final rating for the respective Financial
Year Performance Review. The scoring for the final review and
weightages assigned to each aspect can be clarified by your
respective line manager. A sample Performance review form is
given below-.

• Competencybasedreview (Feb-March, 2015) – Along with
the annual KPI based review, the competency appraisal feedback
also need to be filled. This is a feedback mechanism which consists
of a questionnaire comprising of closed ended and open ended
questions.
There are 9 competencies identified for each level/category (coach captain & strikers).The
competency based appraisal has 3 unique questionnaires for all of these levels/categories. It
contains 20 closed ended questions and 2 open ended questions in each questionnaire.

Performance outcomes
At the end of the year the individual
receives an overall view of how he
has performed in the previous year.
This leads to new opportunities for
reward and growth.
Career growth-The ratings derived out of
the performance management system will
enable supervisors and managers to provide
career advancement opportunities to
employees. This ensures a lot of vertical and
horizontal shift in jobs based on
organizational requirements.
Rewards and Merit increase – Based on the individual ratings of every employee, He/she will
receive increments. The higher the rating, better the increment.
Learning and development – The performance management system through its focus on KPIs,
competencies and training will ensure that there is continuous learning which takes place at all
times. Employees will be continuously given feedback on how they can improve their performance
and deliver more.

Scoring Criteria
Performance rating scale – KPI based review
The reporting supervisor rates the employee’s performance in his/her KPI (key performance
indicators) in percentages.
Performance rating scale – Competency based appraisal
The reporting supervisor rates the employee’s behavior at work based on this criteria.

How to conduct an effective review meeting?
Q1 What is a Performance Appraisal Review Meeting?
A review meeting is one between the supervisor and employee to discuss that employee’s work.
It is a way for both to see if the employee is "on the right track" and to determine what should be
done to improve the employee's effectiveness. The review meeting usually involves the supervisor
in two different roles: assessor (evaluator); and helper (coach and counselor). As judge, the
supervisor must make decisions concerning the results of the employee's work, measuring those
results against established KPIs.
As helper, the supervisor's role is one of advising employees and assisting in the solving of work-
related problems. In case the employee is not able to achieve the goals set in the beginning of the
year, the manager takes on an advising role, the supervisor provokes the decision-making process
by getting the employee to weigh alternatives, consider consequences, or suggest other courses of
action.
Q2 What Happens During the Performance Appraisal Review Meeting?
The meeting focuses on two aspects of supervisor/employee relations:
 The discussion of past performance.
 Areas which need to be focused on.
 Plans for future improvement.
Points to keep in mind
 Meet with the employee in a private place with uninterrupted time to discuss the evaluation.
 Be specific in your discussion with the employee about his or her strong points and areas
of improvement.
 Clearly indicate what kind of improvement you wish to see and how that employee could
meet your expectations.
 Allow the employee the opportunity to tell you how he or she feels he or she is performing.

Q3 How Does the Supervisor Prepare for the Meeting?
Review the
Position
Description
• This helps to refresh your understanding of the duties and
responsibilities of the position.
Reviewthe
goal sheet
• This helps to refresh your understanding of the duties and
responsibilities of the position.
Notify the
Employee
• The employee has a schedule, just as you do, so it is essential
that you give advance notice of the meeting.
Sign on the
appraisal
sheet
• Prepare a Copy of the Completed, Signed Appraisal for the
Employee
Prepare
Outline/Agenda
for the Meeting
• Pre-planning what issues will be discussed helps the
supervisor to be objective.

BIASES OFTEN FACED DURING PERFORMANCE APPRAISAL
Many a times, during the performance
appraisal process, employees are rated
on the basis of their personality or
outer appearance. This should be
avoided at all costs.
When reviewing individuals doing a
particular task together, one should
avoid giving an employee an
outstanding rating only because he is
performing a little better than his
colleagues. This is often known as
contrast effect on the Appraiser.

Central tendency bias refers to a
tendency of raters, or managers to
evaluate most of their employees as
"average" when they apply a rating
scale. This should be particularly
avoided during the Competency based
review that takes place where the
rating scale ranges from 1-5 points.
This is the principlethat the most
recently presented items or experiences
will most likely be remembered best.
For Example- sudden increase in work
performance during the time of
appraisal.

THE PERFORMANCE APPRAISAL PROCESS – A SUMMARY
“If you pick the right people and give them the opportunity to spread their wings – and put
compensation as a carrier behind it – you almost don’t have to manage them.”
- Jack Welch, former CEO of General Electric Corp.
1. Identify the Key result areas for every job profile and set KPI’s for the financial year ahead.
These KPIs need to follow the SMART principle.
2. The mid-year review is a good time to meet with employees and discuss their progress. In
case they are having any difficulty in achieving their targets, the reason for the same must
be identified and a suitable conclusion must be drawn.
3. During the annual review the final KPI review scores are calculated. These have a 60% say
on the overall performance rating of the individual employee.
4. Simultaneously the competency feedback form must also be completed and submitted.
5. At the end, based on the performance ratings every individual employee receives suitable
rewards and career advancements as per what is decided by the line manager.
6. Begin next year’s performance planning cycle:
a. set new goals/performance standards (joint effort) – document deadlines and measures
on performance planning form.
b. discuss future plans, training, and other developmental needs.

FAQ’s- Performance managementsystem
Q1 Who is an Appraiser?
An Appraiser is someone who has the authority to assess your performance
Q2 Who is the reviewer?
An Appraiser’s Appraiser will be the reviewer (Manager’s reporting to their Reporting
Manager)
Q3 What is the difference between KRA & KPI?
KRAstands for Key Result Area - Each role in a company generally has a number of KRAs, which
define the key areas that the employee needs to produce results. We define a set of KRA's for each
role in a company, so that everybody's clear on the exact areas that the role is responsible for, and
the incumbent is clear where they need to focus their attention.
KPI stands for Key Performance Indicator - KPIs describe the indicators of performance or
success for an employee. Again, using the example of the HR Manager who has Recruitment as
one of their KRA's, a typical KPI for this HR Manager might be "Recruitment of Level 1 Positions
within 3 months of notified vacancy and within 90% of budget".
Q4 From where can one identify KRA’s & KPI’s?
Kindly refer the KPI Dictionary of your respective department/ vertical.
Q5 How many KPI’s one needs to identify?
Ideally every employee should select 6-8 KPI’s.
Q6 What is the weightage of each of the KPIs selected?
Weightage is percentage attached to each KPI.
Q7 What is a Weighted Rating?
Weighted Rating is the part of the calculation used to determine an accurate overall performance
rating (Performance Rating * Weightage= Weighted Rating)

Q8 What is the appraisal cycle?
We follow the financial year cycle i.e. from April-March
Q9 What is Mid-Year Review and when does it happen?
It is a form of performance review where the appraiser & appraise revisit the achievement of
Targets which were set during Goal Setting. The cycle for the Mid-Year Review will take place
every august. This is a qualitative review and there are no scores awarded.
Q10 What is KPI based Reviewand when does it happen?
It is a form of performance review which is based on the KPI’s. The cycle for the Performance
Review will take place between February-March.
Q11 What is Competency based performance appraisal and when does it happen?
It is a form of performance review which is based on Competencies. The cycle for the
Performance Appraisal will take place in February.
Q12 What happens if someone is on vacation during the appraisal cycle?
It is ideally advisable to be available and plan your vacation accordingly. However, in
unavoidable circumstances one can fill the form Online and submit it to the reporting manager.
Q13 Who would rate me in Performance Appraisal?
The performance appraisal will be done by the Line managers, subordinates, clients.
Q14 What is a Ratings Scale?
Rating scales are used to indicate an employee’s level of achievement or performance. We have a
5 point Rating Scale.
Q15 Who will do the Goal Setting?
The Appraisee & the Appraiser will jointly come to a consent for the goals to be achieved in the
respective financial year.
Q16 Is Bonus/Incentive Plan linked to the appraisal?
No Bonus / Incentive plans are not currently linked to the Performance Appraisal System.

Q17 Can I put the rating first and then discuss with the appraisee?
Yes, as per your convenience; it is suggested that you put the rating first, So that you can refer to
these ratings during the discussion.
Q18 What is self-appraisal?
It is a process in which an appraisee rates oneself on a scale of 1 to 4 against all the parameters
mentioned in the form by referring to the competency dictionary for the meaning of the parameters
Q19 On what basis should I put rating?
The basis of rating is the performance in the entire year against the parameters mentioned in the
form.
Q20 What is the final performance rating as per the form ?
The final scores is calculated by taking 60% of the scores from the KPI based review and 40% of
the scores from the competency based appraisal.
Q21 Can I know my final rating?
Yes. Afterthe performance appraisal discussion, the manager shares the rating with the appraisee
Q22 If the appraisee does not have access to an online platform to fill out the performance
appraisal forms, how does he/she go ahead with the performance appraisal process?
In this case the appraiser should go ahead with the KPI based review and this will be the final
ratings of the individual. This means the KPI based review will have 100% weightage.

Thank you

MANAGEMENT TRAINEE PROGRAM-HR

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