ABHISHEK PMS-1

8/8/2019 ABHISHEK PMS-1

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PMS of NTPC

Presented By:

Abhishek Kumar

Abhishek Aggarwal

Rohit Baisla

Veenal Dassani


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NTPC

Founded 1975

Industry Electricity generation

Headquarter Delhi

Chairman Arup Roy Choudhury

Revenue 50,188.52 crore

Employees 25,944 (2009)


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The Stream wise distribution is as follows

Mechanical Engineers - 40%

Electrical engineers - 35%

Instrumentation Engineers - 10%

HR and Finance - 15%

RECRUITMENT

The total installed capacity of the company is 31134 MW.

15 coal based and 7 gas based stations, located across the

country

It is an Maharatna company with 138th position in Fortune500


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Performance Management

Performance Management is creating shared vision

of the purpose and aims of the organization, helping

individual employees to understand and recognize

their part in contributing to them and therebymanaging and enhancing the performance of both

individual and the organization.

( Fletcher and Williams, 1992)


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Success Factors Top Management involvement

Driven by a strong culture of performance and development

Considered a shared Employee-Manager responsibility

Line Management Driven

Integrated with business planning, human resourceplanning and development planning systems

HR facilitates an aggressive follow up and delivery ofactionable agenda

Constant training and support


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Objective of PMS

To accomplish organizational goals through a system ofperformance assessment linked to company's objectives.

To facilitate fulfillment of individual aspirations andpromotion of professional excellence.

To encourage a two-way communication process betweenthe Appraisee and the Reporting Officer for bringingobjectivity in Performance Appraisal System.

To evaluate the potential of the executive to assume higherresponsibilities along the hierarchy.

To involve the Appraisee through various stages ofPerformance Management, thereby reducing thePerformance gaps. .


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To map competencies and potential of executives for enabling theorganisation to source the talent generally from within thecompany for meeting organizational growth.

To involve the executive to share the responsibility and becomeaccountable for efficient management of the business for resultoriented performance through mutual involvement.

To provide a transparent system to help each executive to evaluatehis own performance and develop himself with the help of

Reporting Officer.

To provide for removal of differences, if any, in performanceappraisal through intervention of the Reviewing Officer


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Purpose of Performance Management

System

Administrative

Salary increase,potential for future positions

Developmental

-identifying poor performance, training

Communicative

- feedback, work grievances, constraints


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FOCUS OF PERFORMANCE

MANAGEMENT: The focus of the Performance Management System for senior executives is

to appraise them on different components of managerial responsibilities,consisting of Performance, Generic Managerial Competencies, Values andPotential, totaling to 100 marks.

The Performance Component as identified and measures evolved would

have 50% weightage in total appraisal.

Generic Managerial competencies exhibited by an Appraisee whiledischarging duties have been given 20% weightage in appraisal.

The Companys concern for actualization of organizational Core Values is

reflected in the Performance Management and is assigned a weightage of15% in appraisal.

The Performance Management System provides for appraisal of theexecutives Potential to assume higher responsibility and has a weightageof 15% in appraisal.


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The Performance Management System brings to focus importantmanagerial attributes and strikes a balance between Performanceand other aspects of managerial talents/skills. Executives will have

a set of Key Performance Areas to be identified through discussionand achieve them during the performance period.

The system is to develop the competencies by involving theexecutive in setting targets and identifying Key Performance Areas.

The System aims to bring the concept of ownership andaccountability on both Appraisee and Appraiser to create mutualtrust and confidence.

To utilize the Performance Management System for facilitating

individual career development and bring organisation-wide HRintervention at senior levels to bridge competency gaps.


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PERFORMANCE APPRAISAL OF EXECUTIVES

THROUGH PACE

PACE is the performance appraisal/ management system (PMS, as it iscommonly known) for the executive employees at NTPC. This systemwas implemented in the year 2004 in NTPC.

Earlier the performance appraisal system was more of a subjectivesort of sought of system i.e., earlier there werent any set targets or

key performance areas for the employees, it was just theperformance they made and the feedback on it was given to theemployees on a yearly basis.

Now the PACE has become more objective oriented, i.e., there areset KPAs for the employees. The key performance areas include:

Technical knowledge

Business attitude

Strategic thinking

Resource management

Communication skills

System thnking

Interpersonal competencies Em lo ment skills


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Marks for PACE Components

Grades KPA FunctionalCompetencies

Managerial/Executive

Competencies

Values PotentialCompetencies

Total

E1 to E3 80 10 5 5 - 100

E4 75 10 5 5 5 100

E5 65 10 10 5 10 100

E6 to E8 50 10 15 15 10 100

E9 50 5 15 20 10 100


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PACE Cycle (Important Dates)

Stages of PACE E1 to E5 E6 & above

Performance Planning 1st to 25th January 1st to 25th April

Mid Year Review 1st to 15th July 1st to 15th October

Annual Assessment 15th

Dec to 7th

Jan 1st

to 25th

AprilNormalization 15th to 31st January 1st to 25th May

Communication ofscores

7th February 31st May


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PACE Process

Assessment of KPAs,Competencies, Values

and Potential by

reporting officer

Training and

Development Plans

Review by reviewing

officer

Mid-year

Review

Feedback

Performance

Planning

Annual

Assessment

Normalisation

Process

PMS

Process

Step 1

Identify KPAs,

constituents,

weightages,

measures and targets

Identify functional

and managerial

competencies for the

executive

Communication

of score and

relative

performance Reasons for

change if anyStep 5

Step 4

Step 3

Step 2

Joint review of

performance (KPAs,

Competencies, Values

and Potential)

Document mid-year

review discussions

Document changes inKPAs, if any


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Points to

Remember

a. KPA Index with same index nos. will be grouped together while

totalling the KPA index marks

b. Date Format is DDMMYYYY

c. Targets (S/I/B) should be in ascending or descending order

d. Minimum weightage should be 3

e. No KPA constituents should have marks in decimals such as 3.5 or 4.5

f. Save the form

on1ondefaultL o g o n


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Step 0

Step 1



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Step 2

Step 3



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Step 4



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Step 5

Insert

Delete



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Step 6

Competency 1

Competency 2

Competency 3

Competency 4

Competency 5

Competency 6

Competency 7

Competency 8



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Step 7



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Step 8



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Step 9



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Step 10 a. Cross check the form for completeness and carry out corrections/

modifications (if required) as per steps 1-9.

b. Print option (if required) is available. Click on Print button available

at the top to create a PDF document of the form filled



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Step 11

Points to Remember:

a. Appraisee will be able to access the form submitted, in display only mode

for any discussions with RO.

b. If the form is approved by reporting officer then the form will beavailable in display only mode for appraisee and reporting officer.

c. If the form is sent for Resubmission by reporting officer, the form will

come back to appraisee in edit mode. Appraisee will have to make

necessary changes in the form as per discussion with reporting officer

and resubmit for approval.



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Step 0

Step 1



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Step 2



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Step 3

a. Appraisee will not be able to access the form submitted. If the form isapproved by reporting officer then the form will be available in display onlymode for appraisee and reporting officer till annual assessment.

b. If the form is sent for Resubmission by reporting officer the form will comeback to appraisee in edit mode. Appraisee will have to make necessarychanges in the form as per discussion with reporting officer and resubmit forapproval.

c. Print option (if required) is available. Click on Print button available at thetop to create a PDF document of the form filled.



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Step 0

Step 1



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Step 1



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Step 2



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Step 3



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Step 4 a. After the marks are awarded by reporting officer for KPAs, Competencies, Core Values

and Potential Competencies (if applicable) the form will come back to executive. The

marks awarded by reporting officer can be seen in Section 6.1 "Total Marks- Reporting

Officer".



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Documents

ABHISHEK PMS-1