Hr manager of a public utility

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Hr manager of a publicHr manager of a public

utilityutility


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objectiveobjective

To accomplish the overall organizationalvision and mission by linking individualperformance to company objectives.

To cascade company's strategic goals toindividual level. To promote professional excellence. To encourage a two-way communication

between executive and the ReportingOfficer and bring about transparency inthe performance assessment process.

To evaluate the potential of the executivesto ensure higher responsibilities in theorganization.


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To provide a source of talent formeeting organization's growthrequirements through a process of

mapping the competencies andpotentials of executives.

To translate future skill requirements ofthe organization into individualdevelopments plans.

To identify high performers andrecognize them rewards and

incentives.


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APPLICABILITYAPPLICABILITY

The revised Performance ManagementSystem is applicable to all executives ofNTPC (E1-E9).

Executive who join NTPC on deputationor retaining lien while in service of NTPCare also covered by this scheme.

Executives who join in the middle of thePMS cycle, but have served for aminimum of three months.

NTPC executives who are onsecondment or are lent on service tosubsidiaries and joint ventures with

NTPC management.


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PAS ProcessPAS Process

Performance Planning: Performance Planning is the process of:

Defining expectations i.e., the work to be done, the results/ targets to beachieved and skills/ competencies needed to achieve theseobjectives.

Setting Measures and Targets, determining priorities and

weightages of results to be achieved.

Identifying and allocating appropriate resources (such as manpower,tools, training, budget etc.) to enable the executive to achieve thetargets.

While defining work objectives and measures, it is necessary to ensure

that: Goals/ Targets/ Objectives are SMART (Specific, Measurable, Agreed,

Realistic and Time bound)

Results are substantially within the executives control.

Measures relate to results.

Data are available for measurement.

Agreement on mutually agreeable and achievable Performance targets


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2. Mid Year Review:

Performance management is not an event but an ongoing process. Mid Year Reviews helps in thefollowing ways:

Reinforcing good performance in time. Updating the status of targets i.e., progress review.

Identifying areas for mid course correction.

Revisiting KPAs and goals, if necessary.

Assessment resources and skill requirementsaffecting the individuals performance

Discussion and feedback on functionalcompetencies, managerial competencies,potential competencies and core values

actualization. Providin earl warnin s of non- erformance i.e.


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3. Annual Assessments: The objectives of annual assessment are to:

Discuss and arrive at an assessment of performance withrespect to agreed targets.

Assess the competencies, potential and core valueactualization by the individual.

Agree upon improvement plans and development plans anddevelopment needs for the individual.

4. Normalization

Ensure parity and integrity by minimizing variation in ratingby different reporting officers across various departmentand locations.

Enhance objectivity and transparency in the appraisalsystem.

To view individual and performance from the perspective oforganizational achievement.


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5. Feedback, Coaching and Counselling In order to make PMS an open system and to

enhance development orientation across theorganization; feedback, caching and

counselling are essential components.Communication the final performance resultsof the executive and providing developmentalfeedback are critical to this process.

5.1 Feedback Providing feedback on performance presents the

following benefits: Creates transparency making PMS more

acceptable to individuals.

Reinforces good performance on time.


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Enables development of coaching and mentoring relationshipbetween reporting officer and executive.

Ensures that organizational objectives are achieved to anacceptable standard and in an acceptable form.

Providing performance feedback is a delicate matter and the

reporting officer should create suitable conditions for providingperformance feedback in the most effective manner.

In general

Feedback should be focused on the specific performance actionsand not on the personality of the executive.

Feedback should be generated after reviewing all achievementand issues throughout the assessment period and not focusedon isolated incidents.

Feedback calls for maintaining a log of critical occurring duringthe assessment period for recording both achievements andfailures with details, as an aid to memory during performancediscussions with the executive.

Feedback be given as regularly as possible so that enougho ortunities are created for executive to brid e erformance


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5.2 Coaching and Counselling

Coaching is an on-the-job approach to help individuals to develop and raise their skillsand levels of competence. Coaching typically consists of:

Making executives aware of how well they are performing and their present levelknowledge and skill.

Providing guidance to individuals to enable them to complete their work satisfactorily.

Motivating individuals to learn new skills and develop themselves. Facilitating individuals to raise their level of contribution and achievement.

Counselling in the PMS context essentially is a process by which executives can receiveassistance in sorting out issues and related to current and future responsibilitiesand aspirations. Therefore, Reporting Officers are required to encourage individualsto plan for their own self-development. The process of counselling is through:

Recognition and understanding of existing strengths.

Empowering, i.e., enabling the individual to recognize their own problems andexpressing the same.

Facilitating actions through guidance and expertise, i.e., facilitating the processwhereby the individual evaluates alternatives and formulates action plans toachieve the most suitable course of action.

Helping individuals to take ownership of their chosen action.

Coaching and Counselling together act as a feedback mechanism for the individual onhis/ her performance. Reviewer/ Reporting Officer to communicate the areas for

f


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assessment on four parametersassessment on four parameters

with different weightages forwith different weightages for

various levels of employeesvarious levels of employees

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Hr manager of a public utility