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Performance Management System at BHEL

The document discusses the performance management system at Bharat Heavy Electricals Limited (BHEL), a large public sector undertaking in India. It provides details on: 1) BHEL's objectives for its performance management system which includes assessing organizational and individual employee performance. 2) How performance is appraised - non-executives use annual performance reports while executives use an electronic system called eMap. 3) The eMap process which involves performance planning, mid-year reviews, final reviews, and normalization to standardize ratings across departments.

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shweta_46664
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6K views

Performance Management System at BHEL

The document discusses the performance management system at Bharat Heavy Electricals Limited (BHEL), a large public sector undertaking in India. It provides details on: 1) BHEL's objectives for its performance management system which includes assessing organizational and individual employee performance. 2) How performance is appraised - non-executives use annual performance reports while executives use an electronic system called eMap. 3) The eMap process which involves performance planning, mid-year reviews, final reviews, and normalization to standardize ratings across departments.

Uploaded by

shweta_46664
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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PERFORMANCE

MANAGEMENT SYSTEM
AT
BHARAT HEAVY ELECTRICALS
LIMITED (BHEL)
BHARAT HEAVY
ELECTRICALS LIMITED
 Largest engineering and
manufacturing enterprise in India in
the energy- related/infrastructure
sector.
 One of the nine large Public Sector
Undertakings known as “Navratnas”
or “nine jewels”.
 Manufactures over 180 products
under 30 major product groups.
 Caters to core sectors of the Indian
Economy viz., Power Generation &
Transmission Industry,
Transportation, Telecommunication,
Renewable Energy, etc.
HUMAN RESOURCES AT
BHEL
 The greatest strength of BHEL is its highly skilled
and committed 43,636 employees.
 Every employee is given an
equal opportunity to develop
himself and grow in his career.
 Continuous training and
retraining, career planning, a
positive work culture and
participative style of
management have engendered
development of a committed and
motivated workforce.
OBJECTIVES OF PMS AT
BHEL
 To recommend new KRAs.
 To identify specific training and development
requirements of individual employees.
 To assess the overall organisational performance.
 To identify the better performing employees who
should get the majority of available merit pay
increases, bonuses, and promotion.
 To identify the poorer performers who may
require some form of counseling.
 To identify and communicate performance
expectations and goals and then ensuring the
realization of those goals.
PERFORMANCE
MANAGEMENT
SYSTEM AT BHEL

NON- EXECUTIVES
EXECUTIVES Through eMap
Through ACR
PERFORMANCE APPRAISAL
FOR NON-EXECUTIVES
 Performance appraisal for non executives
is done by using Annual Confidential
Reports (ACR).
 This report is prepared by a controlling
officer.
 Controlling officer rates the performance
on a 4 point scale –
1 2 3 4

Poor Good Very good Outstanding


CONTD…
 Rating is done on overall job related
parameters like attitude towards work,
punctuality, sincerity, etc.
 This report is then approved by the Head
of Department.
 HOD has the authority to change the
rating given by the appraiser, if desired.
PERFORMANCE APPRAISAL
FOR EXECUTIVES
 The performance appraisal done in BHEL for
executive is called MAP (moving ahead with
performance) system of performance appraisal.
MAP was introduced in BHEL in the financial year
2002-2003.

 eMap is for BHEL employees to do performance


appraisals for the current performance cycle
(March – April).
IMPORTANT FEATURES
OF MAP
 It addresses the objectivity, transparency and
consistency across various units of BHEL around
the country, through normalization process.
 It reduces subjectivity and individual biasness.
 It focuses on the growth and development of the
employee. The development plan is build with
careful thought process using:
 Training of the employee
 Well defined appraisal system
 Review process (mid and year end)
NORMALIZATION
Normalization is the process of aligning the distribution
of individual performance scores to the performance
level of the department, unit and company in a defined
Performance Cycle.
Process –
 Corporate HR will input the final scores into the MAP
Normalization software to generate the Final
Performance Rating for Appraisees
 Final Score data of all Appraisees
 Table of Distribution by Performance Level
 The Final Performance Rating will be communicated to
each Departmental Head and all Appraisees will be
informed of their Final Performance Rating.
PERFORMANCE CYCLE AT A GLANCE
Unit / Business Sector Draft
Budget
End February

Off-line
Performance
Planning March –
Mid April

Normalization
and score On – Line
May Appraiser Performance
ONGOING Planning
FEEDBACK Mid April- End
Appraisee April
Final Review and
Feedback
April

Mid Year
Review
September-
October
KEY PEOPLE
The key people involved in the process of
emapping are:
 Appraisee
 Appraiser
 Reviewer
 HOD
Role Overview
(Appraisee)
 Identify appropriate KRAs, request for new KRAs (if
required), Propose an action plan for achievement
of each KRA and Assign a weightage for each KRA.
 Conduct self-appraisal to evaluate performance on
KRAs
 If required, initiate request for Edit Plan
 Discuss performance with Appraiser and seek
feedback on performance
 Finalize with Appraiser actual achievement against
targets.
Role Overview
(Appraiser)
Every executive who assesses the performance
of one or more Appraisees that report to
him/her is an Appraiser.
Role:
 Identify appropriate URR for Appraisee , Approve
weightages for KRAs and Discuss action plan
defined for each KRA by Appraisee.
 Review the self-appraisal submitted by Appraisee.
 If Edit Plan has been requested for by Appraisee,
evaluate the request and forward it to Reviewer
 Appraise Behavioral Traits.
 Discuss performance with Appraisee and provide
feedback and coaching.
Role Overview
(Reviewer)
Appraisers’ Appraiser, who is responsible for reviewing
the entire performance process, is the Reviewer.
Role:
 Resolve any conflicts between Appraisee and
Appraiser.
 Forwarding request for ‘Edit Plan’ to concerned Head
of Product/ Function, if reviewer agrees to it.
 Review appraisal by the Appraiser on Appraisee’s
Performance and Development.
 Provide final sign-off on actual achievement against
targets.
 Review appraisal of Behavioral Traits of Appraisee
done by Appraiser.
Role Overview (HOD)
 Approve request for new KRA’s.

 Edit Plan (mid – year review).


PERFORMANCE APPRAISAL
PROCESS
PERFORMANCE PLANNING
Workflow of Performance Planning
Phase :
 Unit HR maps appraisee to suitable URR.
 Appraisee makes plan for the year.
 Submission by Appriasee.
 Appraiser sees plan and accepts OR Appraiser
Discusses plan with Appraisee.
 Appraiser Accepts and Submits plan.
 Reviewer Approves Plan.
 Plan Submitted.
Creating the Performance
Plan
 The Performance Plan of an individual essentially
consists of one section – KRAs. This includes:

1. Selecting the KRAs

2. Action Plans for KRAs

3. Assigning Weightage
MID YEAR REVIEW PHASE

Workflow of Mid-Year Review


 Appraisee does self appraisal and identifies
competencies for development
 Submission by Appraisee
 Appraiser sees plan and gives his
comments/feedback
 Appraiser submits
 Mid year Review completed
FINAL REVIEW PHASE
Workflow of Final Review
 Appraisee does self assessment of KRAs and
gives the achievement
 Appraisee submits
 Appraiser gives his assessment of KRAs and rates
the appraisee on Behavioral Traits
 Appraiser submits
 Plan goes back to Appraisee for acceptance/
rejection of Appraiser’s Review.
Contd…
 Appraisee accepts or requests for discussion with
Appraiser
 After Discussion, Appraiser and Appraisee submit
the Final Review
 Final Review goes to Reviewer for Final Approval
 Reviewer gives his final assessment on KRAs and
Behavioural Traits
 Reviewer submits
 Final Review Complete and Final Score gets
calculated in the system
WHY PERFORMANCE
APPRAISAL?
 Directly related with the promotions of the
employees.
 To relate employee’s performance with
PRP (performance related pay) while
giving Plant Bonus.
 To identify training and development
needs, if any.

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