HAVELLS(MKT)

8/7/2019 HAVELLS(MKT)

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The largest and Indias fastest growing electrical and powerdistribution equipment manufacturer with a strong globalfootprint.

Havells owns some of the prestigious global brands likeCrabtree, Sylvania, Concord, Luminance, Linolite, & SLILighting

Its global network constitutes 91 branches and

representative offices and with over 8000 professionals inover 50 countries across the globe, the Group has achievedrapid success in the past few years.

With a total turnover exceeding billion-plus dollars


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Industrial & Domestic Circuit Protection Switchgear Cables & Wires

Motors

Fans

Power Capacitors

CFL Lamps

Luminaries for Domestic, Commercial & Industrial application Modular Switches covering the entire gamut of household, commercial andindustrial electrical needs

Havells enjoy enviable market dominance across awide spectrum of products and services, that includes-


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COMPANY OBJECTIVES

To ensure that business is run with professionalstandards and ethics

Modernity blends with tradition

To ensure quality in process of productivity & anexcellent brand product

To continuously upgrade product through attaincollaboration and in house research anddevelopment

To strive for continuous improvement in all otherareas of activity to achieve the highestlevel of efficiency


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Vision: To be a globally recognized corporation that provides bestelectrical & lighting solutions, delivered by best-in-class people.

Mission: To achieve our vision through fairness, business ethics, globalreach, technological expertise, building long term relationships with all ourassociates, customers, partners, and employees.

Values:

Customer Delight : A commitment to surpassing our customer expectations.Leadership by example. A commitment to set standards in our businessand transactions based on mutual trust.

Integrity and Transparency : A commitment to be ethical, sincere and open in

our dealings.

Pursuit of Excellence : A commitment to strive relentlessly, to constantlyimprove ourselves, our teams, our services and products so as to becomethe best in class


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Chairmen ProfileThe group's phenomenal success over the years

Has been due to Mr. Qimat Rai Gupta's mantra of

"growth through quality, innovation and market

consolidation". His focus on research and development has enabledthe group to develop products for consumers that offer great value

for money. His constant emphasis on promoting energy conservation

and environmental preservation coupled with his philanthropic

service to the economically weaker section of the society is his way of

giving back in return to the society that has helped this organizationrealize its true potential.


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Performance Appraisal

The Key to Effective Performance Management

Performance Management process encompassing all

activities related to improving employee performance,

Productivity and effectiveness

The Performance Appraisal Process

The Performance Appraisal Process consist of three steps:

Setting work standards

Assessing actual performance relative to standards

Providing feedback to employee regarding performance


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Why Should Performance Be Appraised? Provides information for promotion and salary decisions

Provides opportunity for reinforcement and/or corrective actionregarding performance

Provides opportunity to review career plans

Performance Appraisal Problems

Lack of standards; irrelevant, subjective, unrealisticstandards

Poor measures of performance

Rater errors

Poor feedback to employees E.g. Arguing

Failure to use evaluation results for decision making

Defining Performance Expectations

Job description is often insufficient to clarify performance expectations

Measurable standards should be developed for each position


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Appraisal MethodsGraphicRating

ScaleAlternation

Ranking ScalePaired

ComparisonMethod

ForcedDistribution

Method

Critical IncidentMethod

Narrative Forms

Outstanding

Very Good

Good

Improvement Needed

Unsatisfactory

Not Rated

Trait: HighestRanking employeeTrait:

Gary

Heather

Ryan

Kim

Alison

David

Lowest Ranking employee

Graphic Rating Scale Alternation Ranking Scale


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ScaleAlternation

Ranking ScalePaired

ComparisonMethod

ForcedDistribution

Method


Narrative Forms

Trait: Trait:

Paired Comparison Method Forced Distribution Method

As

compared toRyan Kim Gary Alison

Ryan - + -Kim

+ + -Gary - - -Alison + + +Ranking Total

2 1 3 0Gary ranks highest withRanking Total 3

15%

20%

30%

20%

15%

Employees High Performers

High-Average

PerformersAverage

Performers

Low-Average

Performers

Low Performers


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ScaleAlternation

Ranking ScalePairedComparison

Method

ForcedDistributionMethod


Narrative Forms

Critical Incident Method Narrative Forms

keep a record of:

uncommonly good

undesirable

work-related behaviours

review with employee at

predetermined times

Rate performance

Note performance analysis

and examples

Create improvement plan,

including a timetable and

follow-up process

Discussion with employee


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Performance Appraisal:

Problems and SolutionsReliability - criteria must be precise enough to result in

consistent measures when applied across many employees

by many different raters

Validity - criteria must be accurate to be valid; must berelevant to the job; broad enough to cover all aspects of job;specific

Rating Scale Problems

Unclear standards Halo effect

Central tendency

Leniency/strictness

Appraisal bias Recency effect

Similar-to-me bias


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Ensure rater awareness of problems

Choose the right appraisal tool

Train supervisors to eliminate rating errors

Avoiding Appraisal Problems

Who Should Do the Appraising?

Immediate supervisor

Peers

Rating committees Self

Employees/subordinates

360-degree appraisal (all of the above)


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Performance is satisfactory; employee is promotable

Performance is satisfactory; employee is not promotable

Performance is unsatisfactory, but correctable

Types ofAppraisal Interview

How to Conduct an Appraisal Interview

Be direct and specific Dont get personal

Encourage the person to talk

Develop an action plan

How to Handle a Defensive Employee Recognize that defensive behaviour is normal

Never attack a persons defenses

Postpone action

Recognize human limitations


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Central role in performance management

Quality-based appraisals:

Avoid forced distribution

Use objective performance criteria

360-degree feedback

Atmosphere of partnership and constructive

advice

Role ofAppraisalsin

Managing Performance


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RESEARCH METHODOLOGY

RESEARCH DESIGN : DESCRIPTIVE STUDY

DATA TYPE: PRIMARY /SECONDARY DATA

RESEARCH INSTR

UMENT:Q

UESTIONNAIRE

SAMPLE :MANAGEMENT EMPLOYEES

SAMPLE SIZE:100

SAMPLE PROCED

U

RE:JU

DGEMENTAL SAMPLINGSAMPLING METHOD:PERSONAL SURVEY


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FINDINGSAS AFTER GOING TO ANSWERS GIVEN BY THE

VARIOUS EMPLOYEES ,AS COMPANY WAS USING

FORCE DISTRIBUTION METHOD FOR APPRAISL BUT

MOST OF 80% EMPLOYEES WERE WANTING

CHANGE, AS THEY SAID THAT NEW METHOD WILL

DEFENITELY BE BENEFICIAL FOR THE COMPANY.

EMPLOYEES WANTED THE METHOD TO BE REPLACED

BY 360-DEGREE PERFORMENCE APPRAISAL.

UNDER THIS METHOD PEERS, MANAGERS ETC HAVETO RATE EMPLOYEES PERFORMANCE.

THERE IS LEAST CHANCE FOR THE BIASNESS TO

OCCUR.


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LIMITATIONS OFTHEPROJECT

DUE TO LACK OF TIME AND INTEREST THERESPONDENTS ,WERE NOT VERY COOPERATIVE IN

FILLING THE QUESTIONNAIRE AS RESULT OF WHICH

THE RESULT COULD BE BAISED TO AN EXTENT

SOME RESPONDENTS GIVE VAGUE INFORMATION.

DISINTEREST SHOWN BY RESPONDENTS TO GIVE

RESPONSE TO QUESTIONNAIRE

THE INTERVIEW SCHED

U

LED PREPARED FOR THEMANAGEMENT PEOPLE WAS A SHORT ONE WITH ALL

OPEN ENDED QUESTIONS SO THAT THEIR IDEAS

CAN EASILY BE KNOWN.


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RECCOMENDATIONS

AS COMPANY SHOULD GO FOR THE 360-DEGREEPERFORMANCE APPRAISAL.

THEY SHOULD KEEP CHANGING THE RATERS FOR THE

PERFORMANCE APPRAISAL SYSTEM FROM TIME TO TIME SO

THAT THEY DONTB

ECOMEB

IAS AT ANYTIME FOR ANYEMPLOYEES.

THE CRETERIA SHOULD BE DECIDED UPON WHICH THE

PERFORMANCE HAS TO BE RATED

SHOULD NOT BE FIXED IT SHOULD BE CHANGED FROM TIME

TO TIME.

FOR LOWER GROUP THE COMPANY CAN INCREASE THEIR

WAGES,GIVE THEM PENSION SCHEMES,PROVIDES THEM THE

MEDICAL FACILITIES ETC.


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CONCLUSION AS IN HAVELLS ,WE ARE USING THE RATING SCALESMOSTLY TO GRADE

THE PERFORMANCE OF EMPLOYEES.THE METHOD USED BY THECOMPANY IS VERY FAIR AND ITS IS VERY EASY TO BE ADOPTED BY THE

PERSONNELS.

THIS METHOD IS CONVENIENT TO BE USED,BUT THE DRAW BACK

ASSOCIATED WITH METHOD IS THAT IT HAS NOW BECAME AN OUT

DATED METHOD TO BE USED BECAUSE THER

E AR

E FIFTY PER

CENTCHANCES OF BAISNESS TO OCCUR FOR A PARTICULAR EMPLOYEE BY

RATERS

BUT AFTER THE SURVEY ,THEYREALIZED THAT THEY ARE HAVING

COMPLAINS FROM THE WORKERS ,STAFFS ETC THEY DECIDED TO GO FOR

A CHANGE AND NOW THEY INCORPORATED 360 DEGREE

PERFORMANCEAPPRAISAL.

THE RESULT OF USING THIS METHOD IS THAT EVERYONE IN COMPANY IS

SATISFIED BY IT.

ACCORDIND TO MY VIEWS ,I WOULD ALSO SUGGEST THE COMPANY TO

GO FOR THE CHANGE IN THE METHOD ADOPTED BY THEM FOR BETTER

RESULTS AND EMPLOYEES SATISFACTION.


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Documents

HAVELLS(MKT)