Final PPT Jusco

8/12/2019 Final PPT Jusco

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Performance Management and

Appraisal Project - JUSCOAdarsh Gopi (H12062) Amey Joshi (H12065)

Aditya Khokhar (H12063) Anabel Benjamin Bara (FH12001)

Akanksha Jain (H12064)


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Organization Background &

Inception

Carved out of Tata Steel from its Town Services Division in2004

Today Jusco is Indias only comprehensive urban

infrastructure service provider

Its services include water, power, infrastructure, public

health and horticulture services

JUSCO works alongside civic bodies, large and small

industries, local government bodies, communities

Nature of business carried in Jamshedpur

JUSCO range of services covers operations & maintenance of theentire water cycle, conveyance, and distribution

JUSCO integrates this services with capabilities such as asset

management activities, GIS, billing, collection and Non-Revenue

Water reduction programs


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Organization Structure

Since inception JUSCO had different divisions/departments withtheir respective Executive Heads: 11 departments in total

However managing these departments altogether became difficult

Therefore these departments were rest ructured and merged into f ive

di f ferent depar tments in order to b r ing sy nergies and coo rdinat ion

in their activities

GM (BD & CS) GM (WD) GM (PSD) GM (JTS)

COMPANY

SECRETARY

GM (HR & IR)

MANAGING

DIRECTOR

CHIEF

EDUCATIONCFO

BD & CS - Business

Development & Corporate

Service division

WD- Water and Waste Water

division

PSD- Power Service division

HR & IR - Human Resource &

IR division

JTS- Jamshedpur Town

Services division


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Major Services Offered

Water and Waste Water

Operation and Maintenance of Water Treatment Plants Sewage Treatment Plants & distributionnetworks.

Build new Water Treatment Plant and Sewage Treatment Plant on EPC or BOOT basis.

Technical and Management support to improve performance of the Water Treatment Plants, Sewage

Treatment Plants and Distribution Systems.

Customer support services including call centre facilities for prompt handling of complaints.

Power Distribution

Jusco uses its experience and expertise to ensure that the overall level of AT&C losses inJamshedpur distribution system remains at about 8% against about 24% of other distributors

The Power Services Division holds two licenses for the purchase, sale and distribution ofelectricity; augmenting and maintaining the power distribution infrastructure


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Major Services Offered

Engineering and Constructions

Building and Industrial Construction

Geared to provide EPC Services as well as exclusive construction solutions for Residential/Commercial/ Industrial/ Recreational requirements

Road Construction and Maintenancefacilitating economic growth

Design and Planning Consultancy Understanding and delivering the physical planning, architectural and structural needs of modern

townships

Township Managementsolutions for Indias urban growth & development

Municipal Solid Waste & Public Health

JUSCO has put in place the expertise and skills to strategies, devise and design the blueprint forexcellent Waste managementfor the city of Jamshedpur.

It adheres to the MSW-Management & handling Rules 2000 were enacted with obligatoryrequirements for improvement in MSW management infrastructure in cities across the country


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PMS at Jusco

Performance of officers

It is measured at an individual level and targets are mutually decided between he officerand immediate superior

JUSCO has adopted the PMS for officers based on the Ensuring Development andgrowth of Employees (EDGE) framework

The process begins with finalization of corporate BSC, which is cascaded throughbusiness/functional BSCs to KRAs of each officer through the KPM tree

Goal setting happens through a dialogue with the superior

The process involves target setting against cascade measures and initiatives, signingperformance contracts, deciding PDP, mid-year review, end year appraisal and Talentreview and Feedback

JUSCOs PMS can be classif ied into tw o parts: For execut ives and

Off icers, & For non-off icers

PMS t J P f f


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PMS at Jusco: Performance of

Officers

KRA Measures Weights Targets

Customer

Customer Satisfaction Survey Score (CSSC)

MOU Compliance

Reduction of grievance escalated by customers

CSSC> 4 (5pt scale)

90%

Reduction by 10%

Finance

Management of assets to reduce duplication and

reduce cost of purchasing new assets

Settlement of Insurance claims

Reduction of cost by

10%

Internal

Business

Process

Proper Statutory Compliance (i.e. renewal oflicenses/registration etc.)

100% compliance withinstipulated dates

Ensuring general administrative functions for

smooth operation of daily activities both in JSR

and Projects

100% support to other

departments

Proper Management of inventory for assets like

PCs, Laptops, Furniture etc.

Allocation of Pcs.,

Laptops, Furniture within

3 days of requisition.

Liaison with govt. officials, legal bodies, social

organizations, local security and administrative

officials

Regular meeting with

the govt. officials to build

rapport and smooth

operations.

People

Development

Ensuring at least one project as a part of OJT for

the team with proper coaching and guidance.

1 OJT project for each

team members

SpecialProjects

Reduction in use of consumable and convert Reduction by 12% w.r.t..FY12

KRAs Defined

PMS t J P f f


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PMS at Jusco: Performance of

OfficersKRA Weights for different Grades and Departments

Column1 E1/E1B E2 E3 E4 E5 E6 O

Finance 25 20 15 10 5 5 0

Customer 25 25 20 20 20 20 15

Internal Business 15 20 30 45 55 55 65

PeopleDevelopment 25 25 20 10 10 10 10

Special project 10 10 15 15 10 10 10

100 100 100 100 100 100 100

E1 - GMs

E1B- DGMs

E2 - Chiefs

E3 - Senior managers

(Head of department)

E4 - ManagerE5 - Deputy manager

O - Officer

Steps Involved

1. Weights are defined for 5 different performance measures

2. The supervisor and employees set certain KRA measures and accordingly a

final rating is arrived at

3. Now the supervisor presents the case of the employee under him to the talent

Review team

4. The final rating is normalized to fit the bell curve.


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PMS for non-executives

For unionized employees, performanceassessment happens throughachievements of KPI targets of bonus

agreement

Annual bonus is paid to non-officers on

the basis of performance against KPItargets in the bonus agreement, whichincludes service delivery parameters

P f M t


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Performance Management

Problems

1..Subjectivity in the Rating System

Target selection process

Rating Awarding Methodology

Highly dependent on the supervisors impression of the employee

2.Geographical Diversity

Same performance evaluation systems for different locations

3.Potential Assessment

The supervisor again identifies this

4.The KRAs

The KRAs in most cases are decidedly vague and sometimes have norelevance at all


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Organizational Problems

Managing surplus manpower

Volatile industry

14-15% attrition at the mid to senior

management level

How to communicate to linemanagers


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Recommendations

Normalization of rating according togeographies

Objective measures (as proposed by

us) are used to arrive at a rating ofthe employee and then only

normalization through bell curve

occurs.

Sufficient time given to set KRAs.

They should be in line with

organizational objectives


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Metrics Development

JUSCO is a u t i l i ty service that also

undertakes major p rojects all across Ind ia

Metrics for:

Projects

Services


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Projects:The idea above is that these KPIs can be used at a

project level (probably for the executives/managers of theproject) as these are objective measures and will critically

monitor he progress of the project.

Metrics Development: Projects

CSF KPI

Cost

Budget Utilization keeping in mind the

agreed profit norms of the project

% of money utilized vs. money allotted.

Adherence to agreed profit norms.

Quality

Collection Efficiency % efficiency

Adherence to the construction

parameters as agreed in the Contract.

Cost of rework

Time

Adherence to milestone achievements

as per execution plan.

Adherence to execution plan

Safety

Adherence to safety standards is

project sites.

Lost time injury frequency


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For the workers, adhering to SOPs is

important

Instead of only a completion date,

identify milestones for the project.

Create a Work breakdown Structure

and assign a process owner to each

process. (Start Date, and End Date,%

Completed etc.)

Metrics Development: Projects


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Metrics Development: Services

Input Indicators Economic Indicator

Efficiency Indicator

Output Indicators

These are the indicators that measure the qualityas well as the impact of the products in terms of

the achievement of the overall objectives In terms of quality, they measure whether the

products meet the set standards in terms of theperceptions of the beneficiaries of the servicerendered


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Removed Subjectivity

Budget Utilization (Finance) Rating

Less than 0.6 or greater than 1.4 1

0.6-0.7 or 1.3-1.4 2

0.7-0.8 or 1.2-1.3 3

0.8-0.9 or 1.1-1.2 4

0.9-1.1 5

For example, this rating system is for the Budget Utilization metric


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Documents

Final PPT Jusco