Pms manual

Coal India PMS Manual
Performance Management
Manual
1
Section

What’s Inside ?
Executive Summary and Version of PMS Manual
Performance Management System-
Adoption of Balanced Score Card Framework
Target Setting
Review
PMS Overall Process
Final Rating
PMS Audit Committee
2

Coal India has undertaken the initiative to implement the Balance Scorecard based
Performance Management System to enhance fairness, transparency and inculculate a
culture of meritocracy in the organization.
The revamp of the existing Performance Management system is also aimed to act as an
input to other HR systems like Performance Related Pay (in accordance with the guidelines
issued by DPE), Training and Development, Career Planning and Rewards & Recognition.
The rating and score of the new Performance Management system would formulate the
basis for promotion and performance related pay.
In order to create and launch the new system, CIL partnered with a global HR Advisory firm
Right Management India
The project was conducted in three critical phases: :
Diagnostics Phase - Detailed ―As-Is‖ study of the existing system
Design Phase - Creation of Unique Position List, KPI Inventory, Scorecards,
PMS Manual and Form
Implementation Phase - Pilot Implementation, Train the Trainer programs and
Troubleshooting
PMS form has been given the nomenclature of PRIDE which stands for Performance
Report for Individual Development of Executive.
We would like to specially thank the senior management team of Coal India and the
members of the following teams for sharing their concerns, requirements and reservations
on current policies, which greatly facilitated the design and implementation of this
initiative.
 Steering Committee Team
 Design Team
 KPI Task Force Team
 Master Champion Team
The scope of the report pertains only to officers.
Executive Summary
Balance Scorecard based Performance Management System is a dynamic system in any
organization and would undergo changes as per the learning that takes place from the
previous years.
That being the case, this is Version 1 of the Balance Scorecard based Performance
Management System Manual.
The right of updating/changing the manual rests with Coal India Limited only. The manual
cannot be modified by any other person. The manual is the property of the Coal India Pvt.
Ltd. and should not be photocopied or reproduced without permission.
The power to interpret the provision of the manual/ PMS is reserved with the Director
(P&IR) -CIL/ Chairman- CIL and their interpretation will be final.
Version of the Manual
3

System – Adoption of
Balanced Scorecard
Framework

It is a process to meet the following objectives:
 Ensure that the employee understands the target of the organization as a whole,
and that of the Department and the specific section/unit
 Set the employee’s target and assess how the employee has performed against the
defined target
 Provide feedback to the employee to ensure that s/he understands his/her
performance
 Reward employee for their performance
It is a tool for translating and deploying organizational strategy into performance.
It provides a balanced view of an organization’s performance strategy across the four
Perspectives – Financial, Customer, Internal Business Process and Learning & Growth.
Balanced Scorecard was popularized by Robert Kaplan and David Norton in 1992.
Performance Management System
Balanced Scorecard
What does Balanced Scorecard do?
Aligns & Cascades
organization targets to
departments and
individuals targets
 Drives Performance Culture
 Sets Performance goals
 Clarifies ―targets‖ and assesses employees against those
targets
Builds a performance
based culture
 Recognize talent and their achievements for corporate
success
 Establish direct linkage of performance and reward
 Helps in :
— Identification of individual development needs and
— Initiation of specific actions required to improve
individual performance
5

Key Terminologies to Know
Training &
Development
Reward &
Recognition
Career &
Succession
Planning
Balance Scorecard based
System helps to create a
scientific rational for
employee performance and
Performance Related Pay. It
also helps in identifying the
high performers in the
organization and thus serves
as the basis for reward and
recognition schemes.
Performance ratings and
recommendations from the
system become the primary
basis for deciding employee’s
performance related pay and
promotion.
Career and succession
planning: Potential
evaluation and
capturing career
aspirations are an
important part of the
Balance Scorecard
based Performance
Management System.
This information then
becomes an input for
career and succession
planning.
Individual learning needs
are identified through the
performance review and
captured in the
development plan. They
are used as an input for
preparation of
organizational and
individual learning and
development programs.
 Key Result Area (KRA)- ―Selective areas‖ of job, in which a high level of performance is
required
 Key Performance Indicators (KPI) - Identify ―WHAT‖ would indicate performance
 Rating Scale – Clearly defines level of performance which would determine the
performance rating varying from 1 to 5
Linkage with other Systems
Performance Management System is linked with other key HR Systems.
Some of the details are as follows :
6
Illustration
KRA KPI Rating Scale
Cost
Control
Penalties
& Fine
Index
Rating scale to be adhered is as follows :
5- If number of cases imposed is 0
4- If number of cases imposed is between 1-2
1- If number of cases imposed is greater than 7

PMS Overall
Process

Overall process of Balance Scorecard based Performance Management System is as follows :
Overall Process
1.Target Setting-The first stage of PMS process is Target Setting. In this stage ,clear and measurable
standards of performance are set for employees in the entire organisation.
2.Review- The second stage of PMS process is Review
First Half Year Review- First Half year Review is held to assess the progress of performance till
half year against the set target. This session aims to provide feedback to enable employee to
understand what he /she is doing well, and what he/she needs to do differently. No rating is
provided in this stage
3.Final Review –Final Review is held during the end of Appraisal cycle to review and discuss the extent
of employee’s achievements has been obtained against agreed targets. Each employee provides a rating
to his/her own performance. This is followed by rating provided Reporting and Accepting officer.
Assessment would also be done on ―Personal Attributes― and "Special Achievements‖ by Reporting and
Accepting officer. Feedback would also be provided on the developmental needs.
4.Feedback and Developmental Planning- During the Final Review process the supervisor will
discuss employee’s strengths and Areas of Development based on his / her observations during the year
and seek the employee’s self-assessment.
Performance Management Cycle
8
Activity Timelines
Target Setting 1st April to 30th April
First Half Year
Review
1st Oct to 31st Oct
Final Review 1st April to 30th April
Final Rating &
Moderation
31st May

Organization Target Setting Process
Individual Target Setting
Target
Setting
Key Performance Indicator
Personal Qualities
Evaluation
Framework
Feedback Discussion with
Reporting Officer
Self Appraisal
First Half
Year
Review
Performance
Review
Self Appraisal
Moderation Committee (only in
certain cases)
Accepting Officer
Reporting Officer
Appellate Authority (only in
certain cases)
Final
Review
Performance Cycle
9
Special Achievements and Innovation

Target Setting

Target Setting – is one of the most crucial stage of Performance Management System. It
is in this stage that clear and measurable standards of performance are set for the entire
organisation.
As a part of the Design phase of the program - KPI and Rating Scale has been clearly
defined for each unique position in CIL.
Against these defined KPI, the officer needs to set the target post discussion with his/her
the Reporting officer for the year
Target Setting
11
Number of KPIs for each KRA
Number of KPI’s are dependent upon various factors like:
•Span of Control (Determined from the number of positions that are directly reporting to the
to the position under consideration)
•Span of Accountability (Determined from the organizational hierarchy at which the position
under consideration is located in the organization structure)
•Span of Support (Determined from the degree to which interdepartmental alignment &
support is necessary for the position under consideration to execute his or her work
assignment)
•Span of Influence (Determined from the decision making authority that has been delegated
to the position under consideration)
The number of KPI for Process quadrant would range between 1-5 and for other
quadrant would range between 1-3
Targets – Targets are quantitative elements. They indicate the ―how much‖ which would
define the meeting expectation performance criteria
Targets have to be set post discussion with the functional controlling officer for the entire year
Guidelines
It is important that the employee and Reporting officer have both signed the
PRIDE form stating their acceptance to the KPI and associated targets

Sample Form for Goal Setting
Illustrations
KPI Name
Achievement
Target
Rating by Self, Reporting
Officer and Accepting Officer
Quadrant
12
Weighted
Score

First Half Year Review
 First half year (for the period 1st April to 30th September of the current year) review will
be conducted between 1st October-31st October of the current year
 Appraiser would review the progress of performance and provide feedback to the officer
to enable him/her to understand what he /she is doing well, and what he/she needs to do
differently to improve performance
 Rating would not be provided for the performance in the First half year
 First Level of review would be done by the officer himself/herself
 Second Level of review would be done by the Reporting officer
 Final Review (For the period 1st April of the current year to 31st March of the subsequent
year) will be conducted between 1st April – 30th April
 Appraiser would review the progress of performance (i.e. Targets against KPI for the Year)
and provide feedback to the officer to enable him/her to understand what he/she is doing
well, and what he/she needs to do differently to improve performance
 Appraisal would also be done on “Personal Qualities” and “Special Achievement &
Innovation” for the entire year
 The entire appraisal process will go through the following levels of review:-
• Self review would be done by the officer himself/herself
• Review would be done by the Reporting officer
• Review would be done by the Accepting officer
• If the office is rated Poor there would be a review by the Appellate Authority
For officers up to E-6 level: Subsidiaries can constitute a committee for considering the cases of
officers who are rated as Poor. The said Committee will consist of FDs of the Company with
CMD of the Company as the approving authority. However, the said committee cannot raise
the total score above Good (Score up to 2.99)
For officers in E-7 level: CIL HQ will constitute a committee for considering the cases of officers
in E7 level who are rated as Poor. Committee will consist of FDs of the CIL HQ/Subsidiaries
with Chairman of CIL as the Approving authority. However, the said committee cannot raise
the total score above Good (Score up to 2.99)
* All cases of CIL HQ,RSO and Delhi Office will be referred to Committee which would consist of
FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the Approving authority
The decision of the Competent Authority and the final grading shall be communicated to the
Officer reported upon within 15 days of receipt of the decision.
 Normalisation process would be done by Moderation Committee, if required
Final Review
14

Conducting the Review Discussion
Preparation for the discussion:
 Both officer and reviewer needs to prepare to ensure that the discussion is effective and
productive
 Reviewer needs to fix up the time and date of the discussion to enable the employee to be
prepared to present his/her case
 Both the officer and reviewer need to consolidate the points to be discussed in advance and
clearly record the information/ behavior supporting the same to discuss and finalize the
rating
Performance Discussion :
• Feedback basics – Effective feedback helps the employee sustain good performance, to
develop new skills and to improve performance where necessary. Feedback is most effective
in reinforcing or improving work performance when the employee has confidence on the
basis of that feedback
• Guidelines for giving behavioral feedback – Behavioral feedback should be based on specific,
observable or verifiable data and information based on events, and should be delivered as
close to the event or behavior as possible
• Concluding the Discussion: Summarize the way forward / development plan and conclude
on a positive note and ensure both parties are at the same level of understanding for
moving ahead
Some do’s for the Reviewer
 Analysis of performance should concentrate on both results and the efforts taken to achieve
the results
 Assess results against agreed targets and ensure that the evaluation is objective and data
based
 Essential to end with a way forward or action plan for future which is agreeable to both the
parties
 Criticism should be constructive and developmental. It should reflect the areas of
improvement and also ways to improve
 Ensure frank discussion on constraints, problems faced, support required in absence of
which the discussion will be incomplete
 Share the mutual responsibility and work towards development planning in a phased
manner
 Ensure that no personal biases direct the discussion
 Complete documentation has to be ensured and conclude the meeting on a positive note
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Final Rating

KPI Score Computation
 KPI Score against each parameter is determined as follows :
Performance (KPI) Score of
Reporting Officer
17
Sum of column 8
=0.8+0.6+1+0.4+0.2+0.15+0.15+0.10+
0.2+0.25= 3.85
Weighted Score: 0.6Weightage * Rating / 100
E.g for “Coal Production Achievement” : Column 6 multiplied by Coloumn2 i.e. : (20*4) /100= 0.80
Performance (KPI) Score of
Accepting Officer
Sum of column 9
=0.8+0.6+1+0.4+0.2+0.15+0.15+0.10+
0.2+0.25= 3.85
Quadrant (1) Key Performance Indicators (2) Weightage (3) Target
(4)
Achievement
Rating Weighted Score
(5) Self
(To be filled by
employee)
(6) Reporting
Authority
(To be filled by
Reporting
Authority)
(7) Accepting
Authority
(To be filled by
Accepting
Authority)
(8) Wgt *
Reporting
Authority
Rating)/100
To Multiply col
(6 )and col (2)
(9) Wgt *
Accepting
Authority
Rating /100
To Multiply col
(7 )and col (2)
PROCESS
(60%)
Coal Production
Achievement
20 4 4 0.8 0.8
Statutory Norms 20 3 3 0.6 0.6
Schedule Adherence 20 5 5 1 1
FINANCIAL
(20%)
Profit Variance Per Tonne 10 4 4 0.4 0.4
Legal Case Cost 5 4 4 0.2 0.2
Penalties & Fines 5 3 3 0.15 0.15
CUSTOM
ER
(10%)
Query Resolution 5 3 3 0.15 0.15
Terminal Dues Clearance 5 2 2 0.1 0.1
LEARNI
NG&
GROWT
H(10%)
Coordination Meeting 5 4 4 0.2 0.2
Training 5 5 5 0.25 0.25

Goal Setting Process :
Personal Attributes
Personal Attributes- Rating Scale
Rating Scale for Personal Attributes
5- Exceeds expectations
4- Meets expectations most of the times
3-Consistently meets expectations
2-Partially meets expectations
1-Consistently does not meet expectations
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Personal Qualities Score Average
Score =Sum of score/No of
Personal Qualities i.e. 10)
Personal
Qualities
Definition
Effective
communication
skills
The ability to communicate in a clear, simple and transparent way to make
others understand the situation
Has a good understanding of the business and the environment including the
laws and rules related to the business
Make efforts to develop self and team and to make them contribute to the
long term business strategy and vision of Coal India Ltd.
Problem solving
and Analytical
ability
Analyzes and solves a problem by identifying the reasons of a problem in a
proper way
Ability to develop
and motivate team
members
Provides guidance and support to the team, encourages team work, inspires
and motivates team
Ability to
coordinate and
develop
collaborative
partnerships
Builds strong and effective relationship with internal and external
stakeholders. Makes positive use of the existing relations through strong
networking to meet the objectives of the organization
Innovation and
change orientation
Takes efforts and initiatives to introduce innovative processes and systems in
the department. Manages, directs and leads change initiatives for effective
learning processes. Encourages new and innovative approaches in the
department
Planning and
Organizing
Has the ability to plan the activities to be carried out by self and by team. Is
able to prioritize and handle emergencies to achieve goals and objectives
within defined timelines
Result orientation Has a strong willpower to achieve desired results. Ensures that the
department and the organization adhere to high standards of efficiency and
excellence to achieve effective results based on great performance
Business Acumen Ability to understand the relationship between revenue and expenses. Uses
the financial data and information to make practical business decisions
External Influence
for Personal Gains
Using external influence to persuade others to take biased decisions in
favour of self
Strategic
orientation and
Decision making
ability

Overall Score Computation
Total Final Score Definition
Below 1.25 Poor
1.25-1.99 Fair
2.00-2.99 Good
3.00-3.99 Very Good
4.00 & Above Outstanding
Final Conversion Scale
Based on the range of Overall Score as computed above the final appraisal rating is provided to the
employee
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Illustration : Performance (KPI) Score - 2.5
Personal Qualities Score - 2.75
Achievement Score- 3
Grade : E5
Final Calculation : 0.65 * 2.5 +0.30 * 2.75 +0.05 * 3=2.60
2.60
Final Score Final Rating Good
Grade Calculation for determine the Overall Score
E5 to E7
0.65 * Performance (KPI) Score + 0.30 * Personal Qualities
Score +0.05 * Achievement Score
E1 to E4
0.75 * Performance (KPI) Score + 0.20 * Personal Qualities
Score +0.05 * Achievement Score

PMS Audit Committee

 PMS Audit Committee would be formulated to review the entire PMS
process and provide report on actual adherence to processes
 An audit team consisting of minimum 15 members from various
disciplines (in grade E7 and above) to be formulated in each
subsidiary/establishment/ CIL HQ
 Audit team to be further divided into smaller three member team and
would be given responsibility to conduct a random audit for a list of
Departments
 Sample size for random audit would be 5 % of total PRIDE forms from
each Department
 Final audit report would be submitted within the prescribed timelines
and format to Director (Personnel)
PMS Audit Committee
Late Submission of PMS
 In case of non adherence to timelines for submission of the CR form,, a
penalty clause to be introduced which would result in a 0.5 deduction in
the overall rating to ensure process discipline.
21

Frequently Asked
Questions
2
Section

1. Who is eligible for evaluation under the new PMS?
All employees at officer level up to grade E7 (including E7 level) are eligible for
evaluation under the new PMS.
2. Are employees on contract/part time employees entitled for review under
the new PMS?
Only those officers who are in a permanent roll in the organization are eligible for
evaluation under the new PMS. Thereby, employees on contract/part time
employees are not entitled for review under the new PMS.
3. Are officers on deputation eligible for PMS evaluation and PRP?
Eligibility for PMS evaluation and PRP would be on the basis on the terms and
conditions of deputation.
4. Are Management Trainees eligible for PMS evaluation?
Management Trainees are not eligible for PMS evaluation.
5. What is the Assessment period/year?
Assessment period/year is from 1st April of the previous year to 31st March of the
current year.
6. What does the word PRIDE & KPI stands for?
— PRIDE stands for ―Performance Report for Individual Development of
Executive‖
— KPI stands for Key Performance Indicators i.e. identify the criteria that
indicate performance
7. What are “super-ordinate” KPIs?
―Super-ordinate‖ KPI’s are the organizational goals and every officer working in
CIL is directly or indirectly contributing towards these goals. The two identified
super-ordinate KPIs are as follows:
— Coal Production Achievement - to be provided a minimum weightage of
―20‖ percent
— Profit Variance per tonne- to be provided a minimum weightage of ―10‖
percent
These superodinate goals will be present in the PRIDE of all officers.
— For officers in Unit Level- Coal production target and Profit variance per
tonne for the unit to be considered the target for all employees in that Unit
— For officers in Project Level- Coal production target and Profit variance per
tonne for the project to be considered the target for all employees in the
Project
— For officers in Area Level- Coal production target and Profit variance per
tonne for the project to be considered the target for all employees in the
Area
— For officers in Subsidiary HQ/CIL HQ Level- Coal production target and Profit
variance per tonne for the Subsidiary/CIL HQ respectively to be considered
the target for all employees in the Subsidiary HQ/CIL HQ
— * Delhi Office and RSO to be considered a part of CIL HQ
Eligibility and Terminology
23

8. Who would distribute the PRIDE Form?
PRIDE Form will be distributed by EE Cell of respective Subsidiary/establishment
to the Nominated officers.
9. Who is the Nominated officer?
Nominated officer will be notified by the subsidiary/CIL HQ for respective Unit,
Project, Area and Subsidiary HQ/CIL HQ as the case may be.
Nominated officer will play a pivotal role in managing the PMS Process.
He/she will maintain a status of the current state of PMS Forms i.e. how many
have been appraised and how many are still due for appraisal.
10. Whom does the officer need to submit the PRIDE Form once he/she
completes his/her Self Appraisal?
PRIDE Form once filled needs to be submitted to the Reporting Officer.
— Reporting Officer would complete the evaluation and submit the PRIDE form
to the Accepting Officer
— Accepting Officer would complete the evaluation and submit the PRIDE form
to the Nominated Officer of the company
11. Where would the completed PRIDE form be kept after the appraisal
process & the feedback has been given to the Appraisee?
The completed PRIDE form, after giving feedback, with all signatures duly
completed would be maintained with the EE Department in the respective
Subsidiary HQ/CIL HQ.
12. How will the rating be communicated to the officer post completion of
the Appraisal process?
Post completion of the review by Moderation Committee, the Nominated Officer
would share the PRIDE Form with the respective officer. Officer need to sign the
form stating that they have gone through the form and have seen the rating
provided to them
Custodian of PRIDE Form
24
Process
13. Is it mandatory that each of the four quadrants (Process, Finance,
Customer and Learning & Growth) has a KPI?
Yes, it is mandatory that each of the four quadrants have at least minimum of one
KPI.

Custodian of PRIDE Form
25
14. Would the target setting be done once or twice a year?
Targets would be fixed only once at the beginning of the year.
15. Who will identify the KPI and Weightage in an officer’s scorecard?
Officers would need to refer to the unique position scorecard to identify the KPI for
each position. In case the relevant KPI doesn’t exist in the unique position scorecard,
they can refer to the KPI inventory. This need to done in discussion with the
Reporting Officer with respect to the applicability and accordingly the goals would be
set in the scorecard.
Weightage has to be determined in discussion with the Reporting Officer.
There needs to be a formal sign off on the PRIDE Form stating that the KPI and
targets have been agreed and signed off by the Reporting Officer and the concerned
officer
16. Can the same KPI be given to more than one officer?
As one goes lower in the hierarchy it is likely that many officers will share a team
goal. While the KPI can be same for many officers, target against each KPI would
vary depending on individual to individual basis
17. What is the eligible period of performance for First Half Year Review to take
place?
An officer must spend a minimum period of ninety days in the role to be eligible for
First Half Year Review. Otherwise the First Half Year Review process can be skipped.
18. Would there be ratings given in the First Half Year Review?
No, there would be no rating on the KPI’s against set targets during the First Half
Year Review.
However there would be overall feedback and challenges to meet targets captured in
First Half Year Review Form.
19. What happens if course correction in targets is needed during the First Half
Year Review?
Targets can be revised during first half year review. This will be done after initiation
of target revision by Assessee or Assessor. However it can be done only under
exceptional circumstances post receiving approval from concerned Functional
Director.
20. Who are Reporting and Accepting officer?
Reporting and Accepting officer are the appraisers for the PMS form. The levels are
clearly defined below:
For officers posted in
Mining Department
Reporting Authority is
the Controlling officer
Accepting Authority is
Reporting Head of
Controlling officer
For officers posted in
non Mining
Department
Reporting Authority is
the Controlling officer
Accepting Authority is
the Head of Function of
the concerned Officer

26
For employees based in Unit, the Reporting Authority is Colliery Manager
For employees based in Project, the Reporting Authority is Project Officer
For employees based in Area,
For Staff Officers, the Reporting Authority is Area General Manager
For employees under Staff Officer, the Reporting Authority is Staff Officer
21. Can the KPIs be interchanged between quadrants?
The interchangeability of KPIs from one quadrant to the other is permitted post
discussion with the Reporting officer.
22. How is PRP linked to final rating?
There is a direct relation between PRP and Rating as per the DPE guidelines.
23. What is the provision of revision and introduction of KPIs?
Provision in the new system for revision and introduction of KPIs is on a periodic
basis:
Centralized system in CIL HQ/Subsidiary HQ to be institutionalized for collection of
inputs wherein subsidiary HQ can share suggestions with CIL HQ – Director
(Personnel) / Chairman who can make any amendments.
24. What are the timelines for filling in a PRIDE Form? What happens in case the
deadlines are not met?
The PMS calendar has clarity on deadlines for filling in the PRIDE Form.
Activity Timelines
Target Setting 1st April to 30th April
First Half Year Review 1st Oct to 31st Oct
Second Half Year Review 1st April to 30th April
Final Rating & Moderation 31st May
All officers are required to adhere to the timelines. PRIDE form must be received
latest by 30th April at each year at Subsidiary HQ/CIL HQ.
In instances of delay, a penalty clause to be introduced which would result in a 0.5
deduction in the overall rating to ensure process discipline.
25. Once the officer is transferred to a new position/location, when does he/she
need to fill his/her PRIDE Form?
In case of transfers (including transfer from one position to another position, either
within the same Department or outside the Department, within the same area or
outside the area, within the same Subsidiary/establishment or outside the Subsidiary/
establishment), the incumbent occupying the new role within a period must fill up the
PRIDE form within 15 days of taking up new role.

27
26. Who is responsible for maintaining the data for various KPIs?
Both Appraisee and Reporting Officer are responsible for maintaining the data for
various KPIs.
Special Situations
27. How will the situations be handled if the officer is performing multiple roles of 2-
3 positions?
In case an officer is handling 2-3 roles, the officer needs to refer to the scorecards of all
the unique positions that he/she is handling and take relevant KPIs from all of them post
discussion with Reporting Officer.
28. What happens when an officer is transferred during the year?
In the assessment year, if the period of assessment is more than nine months, such
rating will be considered final for the whole year, and no further assessment is required
for the period of less than three months.
In the assessment year, if the period of assessment is less than nine months, average
rating for each transfer during the assessment year will be considered for the whole year.
(However a period of less than three months would not be considered for assessment)
29. When the Appraisee is in training or injured on duty?
In case of training:
a. Company’s Sponsored: The rating of the officer during his company sponsored
training period will be equivalent to the average rating of the previous three years rating
of the Company, and this will be only for promotion purpose. The officer would not be
entititled to PRP for the said period.
b. Study Leave: The rating of the officer during his study leave will be equivalent to the
average rating of the previous three years rating of the Company, and this will be only for
promotion purpose. The officer would not be entititled to PRP for the said period.
In case of injured on duty:
The rating of the officer, if he is injured on duty, will be equivalent to the average rating
of the previous three years rating of the Company, and this will be only for promotion
purpose. Officer would not be entititled to PRP for the said period.
30. Areas/Units where there is no production happening or the work has been
stopped due to unforeseen circumstances?
During the goal setting phase, only the relevant KPIs currently applicable to them,
considering the existing work scenario, would be selected post discussion with the
Reporting Officer.
Two super-ordinate goals of ―Coal Production Achievement‖ and ―Profit variance per
tonne‖ will also be applicable to them. They would be assigned targets of their respective
subsidiaries.
— Other Departmental KPIs can be considered for the same purpose
— Creation of two new KPIs only under special circumstances which needs to
be approved from CMD of the respective subsidiary

28
31. Who are the members of Appellate Committee and what are their powers?
Appellate Committee will consist of the following members:
— For officers up to E-6 level: Subsidiaries can constitute a committee for
considering the cases of officers who are rated as Poor. The said Committee
will consist of FDs of the Company with CMD of the Company as the
approving authority. However, the said committee cannot raise the total
score above Good (Score up to 2.99)
— For officers in E-7 level: CIL HQ will constitute a committee for considering
the cases of officers in E7 level who are rated as Poor. Committee will
consist of FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the
Approving authority. However, the said committee cannot raise the total
score above Good (Score up to 2.99)
— All cases of CIL HQ,RSO and Delhi Office will be referred to Committee will
consist of FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the
Approving authority
The decision of the Competent Authority and the final grading shall be communicated
to the Officer reported upon within 15 days of receipt of the decision.
Cases of Retirement/Deputation and Resignation
32. Are officers who are retiring entitled to PRIDE Form Review?
Yes, officers who are retiring are entitled to PRIDE Form Review and to a prorated
PRP payout (i.e. from the commencement of the Assessment year to the last working
day).
33. What happens if an officer has voluntarily resigned from the organization?
In case an officer has voluntarily resigned from the organization and has spent less
than six (6) months of the assessment period in the organization, he/she would not
be entitled to PRIDE Form Review and prorated PRP payout.
However, if the officer has voluntarily resigned from the organization and has spent
more than six months of the assessment period, he/she would be entitled to PRIDE
Form Review. The PRP payout would be calculated on a pro-rata basis i.e. from the
commencement of the Assessment year to the last working day of the concerned
officer.
34. Are dismissed officers/ officers under Vigilance entitled for PMS evaluation
and PRP?
Dismissed officers under vigilance cases are not entitled for PMS evaluation and PRP
Officers under vigilance cases would not be entitled for PMS evaluation and PRP till
the time a final decision is declared

Induction on PMS Process
35. What would be the process adopted to educate officers on the new PMS
Process?
A session would be undertaken on the PMS Process during the induction process for
all new joinees.
29

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