WHY MEASURE WHY MEASURE PERFORMANCE ?PERFORMANCE ?

Reasons areReasons areWhat you cannot measure you cannot improve.What you cannot measure you cannot improve.If you cannot improve you cannot grow.If you cannot improve you cannot grow.Measurement helps in objectively differentiating Measurement helps in objectively differentiating between performers and non performers.between performers and non performers.Pay for performance is possible only of Pay for performance is possible only of performanceperformance  

What is PMSWhat is PMS

A management process for ensuring A management process for ensuring employees are focusing their work efforts in employees are focusing their work efforts in ways that contribute to achieving the ways that contribute to achieving the agency’s mission. It consists of three agency’s mission. It consists of three phases: (a) setting expectations for phases: (a) setting expectations for employee performance, (b) maintaining a employee performance, (b) maintaining a dialogue between supervisor and employee dialogue between supervisor and employee to keep performance on track, and (c) to keep performance on track, and (c) measuring actual performance relative to measuring actual performance relative to performance expectations performance expectations

Purpose Of PMSPurpose Of PMS

A process for communicating employee A process for communicating employee performance expectations, maintaining performance expectations, maintaining ongoing performance dialogue, and ongoing performance dialogue, and conducting annual performance appraisals; conducting annual performance appraisals;

A procedure for addressing employee A procedure for addressing employee performance that falls below expectations; performance that falls below expectations;

A procedure for encouraging and facilitating A procedure for encouraging and facilitating employee development; employee development;

Training in managing performance and Training in managing performance and administering the system; and administering the system; and

A procedure for resolving performance pay A procedure for resolving performance pay disputes. disputes.

PMS includesPMS includes

Work planWork plan Corrective action plan Corrective action plan Performance documentation Performance documentation Fair appraisal Fair appraisal

KEY RESULT AREA KEY RESULT AREA

A KRA refers to a target that needs to be A KRA refers to a target that needs to be achieved by the appraisee in a given timeachieved by the appraisee in a given time

KRA’s are the set of performance KRA’s are the set of performance expectations from the appraiseeexpectations from the appraisee

The focus is on tangible outputs. However The focus is on tangible outputs. However this does not mean that tasks that have a this does not mean that tasks that have a qualitative output cannot form a KRAqualitative output cannot form a KRA

The focus is on tangible outputs. However The focus is on tangible outputs. However this does not mean that tasks that have a this does not mean that tasks that have a qualitative output cannot form a KRAqualitative output cannot form a KRA

The appraiser , the appraisee and the The appraiser , the appraisee and the functional superior will have to mutually functional superior will have to mutually agree upon the KRAs for the appraisee.agree upon the KRAs for the appraisee.

In case of a disagreement , it will be the In case of a disagreement , it will be the functional superior’s responsibility to functional superior’s responsibility to convince the administrativeconvince the administrative

superior to reach an agreement on the KRAs superior to reach an agreement on the KRAs and communicate the same to the appraisee.and communicate the same to the appraisee.

In some cases, functional goals could be In some cases, functional goals could be super-ordinate to business goals. super-ordinate to business goals.

Performance StandardsPerformance Standards - establishment of - establishment of organizational or system performance standards, organizational or system performance standards, targets and goals and relevant indicators to improve targets and goals and relevant indicators to improve public health practice public health practice

Performance MeasuresPerformance Measures - application and use of - application and use of performance indicators and measuresperformance indicators and measures

Reporting of Progress Reporting of Progress - documentation and reporting - documentation and reporting of progress in meeting standards and targets and of progress in meeting standards and targets and sharing of such information through feedbacksharing of such information through feedback

Quality Improvement Quality Improvement - establishment of a program or - establishment of a program or process to manage change and achieve quality process to manage change and achieve quality improvement in public health policies, programs or improvement in public health policies, programs or infrastructure based on performance standards, infrastructure based on performance standards, measurements and reportsmeasurements and reportsImportance Of Performance Management System:Importance Of Performance Management System:

Further Links from PMSFurther Links from PMS

Rewards and RecognitionRewards and Recognition Training and DevelopmentTraining and Development Potential AppraisalPotential Appraisal Career and Succession PlanningCareer and Succession Planning

Steps of the PMSSteps of the PMS

Performance planningPerformance planning Performance ObjectivesPerformance Objectives Performance Execution Performance Execution Performance AssessmentPerformance Assessment Performance reviewPerformance review Performance FeedbackPerformance Feedback Performance renewal and re-Performance renewal and re-

contracting /rewardscontracting /rewards

Name:Name: Grade:Grade: DeptDept

Designation:Designation:Date of Joining Date of Joining Group:Group:

Date of Joining theDate of Joining theCompany:Company:

Location:Location:Appraisal Appraisal Period:Period:

Date of Last Date of Last PromotionPromotion

I.(a) Performance Assessment(on 5 objectives decided upon by the employee himself for his I.(a) Performance Assessment(on 5 objectives decided upon by the employee himself for his performance ,self weighed and self rated as self assessment)performance ,self weighed and self rated as self assessment)

  

Sl.NoSl.No Performance ObjectivesPerformance Objectives

TargetTarget(t)(t) Floor LevelFloor Level

(f)(f)

AchievemeAchievementnt(a)(a)

Wtge Wtge (%)(%)(w)(w)

ScoreScorea/t*wa/t*w

  

  

(b) Kindly List out :(b) Kindly List out :ofactors which enabled / hindered achievement of objectives mentioned abovefactors which enabled / hindered achievement of objectives mentioned aboveoand significant contribution through Task Forces / Cross Functional Teams etc.and significant contribution through Task Forces / Cross Functional Teams etc.

  

II Competency Assessment(To be self rated and the total score to be calculated = Total score obtained II Competency Assessment(To be self rated and the total score to be calculated = Total score obtained *100/Number of questions answered *4*100/Number of questions answered *4

(4)(4) (3)(3) (2)(2) (1) (1) (NA)(NA)

ExpertExpertWhen the When the employee employee potrays potrays

expertise in his expertise in his job ,often job ,often

ideates on his ideates on his and comes up and comes up

with innovative with innovative

CompeteCompetentnt

When employee When employee needs no aid needs no aid

from from seniors,subordiseniors,subordi

nates or nates or colleagues for colleagues for doing his jobdoing his job

DevelopiDevelopingng

When When employee can employee can do his job with do his job with instances little instances little aid from the aid from the

seniors,subordiseniors,subordinates or nates or

colleaguescolleagues

BasicBasicWhen When

employee employee needs full needs full

supervision supervision and frequent and frequent aid from his aid from his

seniors,suborseniors,subordinates or dinates or

colleagues to colleagues to his jobhis job

When opportunity to When opportunity to demonstrate a demonstrate a

particular particular competency does not competency does not

exist in function.exist in function.

Description of the CompetencyDescription of the Competency Comments in Support Comments in Support of Ratingof Rating

RatingRating

Customer Focus Customer Focus (Internal/External)(Internal/External)

Follows instructions to be satisfaction of superiors Follows instructions to be satisfaction of superiors

Aims to develop good relations with internal and external customers Aims to develop good relations with internal and external customers

Products and servicesProducts and services

Possesses Technical skills (that is knowledge of work procedures and Possesses Technical skills (that is knowledge of work procedures and applies technical competence in job requirements),applies technical competence in job requirements),

Displays commitment to work, displays willingness to learn, Displays commitment to work, displays willingness to learn,

Has a sense of urgency in acting on work matters, is accurate and Has a sense of urgency in acting on work matters, is accurate and thorough with work handles a reasonable volume of work, ensures thorough with work handles a reasonable volume of work, ensures careful work habits with safety requirements.careful work habits with safety requirements.

Innovation & EntrepreneurshipInnovation & Entrepreneurship

Contributes practical, creative ideas to overcome problems,Contributes practical, creative ideas to overcome problems,

creates and improves systems creates and improves systems

Encourages ‘out of the box thinking’ among others.Encourages ‘out of the box thinking’ among others.

Interpersonal RelationshipInterpersonal Relationship

Ability to work effectively with others in a team,Ability to work effectively with others in a team,

Shares a formidable relation on professional basis with employees of Shares a formidable relation on professional basis with employees of other departments other departments

Fairness in RoleFairness in Role

Has attendance in order Has attendance in order

has punctuality in order, has punctuality in order,

Can shoulder responsibilityCan shoulder responsibilityLeadershipLeadership

Leads from the front and by example. Leads from the front and by example.

Defines and reinforces standards of appropriate behavior. Defines and reinforces standards of appropriate behavior.

Inspires others for Superior Performance.,Inspires others for Superior Performance.,

Helps resolves staff problems on work related matters,Helps resolves staff problems on work related matters,

Effectively supervises work of subordinatesEffectively supervises work of subordinates

Strategic Strategic

Progressively impacts business objectives with well thought out Progressively impacts business objectives with well thought out strategies. Makes significant contribution to vision and corporate strategies. Makes significant contribution to vision and corporate objectives of the companyobjectives of the companyAnticipation, speed and flexibilityAnticipation, speed and flexibility

Analyses and responds quickly to changesAnalyses and responds quickly to changes

Consistently adaptive to changeConsistently adaptive to change

Delivers everything fast and ontimeDelivers everything fast and ontime

Decision MakingDecision Making

Collects relevant and comprehensive information. Collects relevant and comprehensive information.

Generates a variety of options. Generates a variety of options.

Takes decisions and originates action.Takes decisions and originates action.

Demonstrates ability to make good decisions with limited data.Demonstrates ability to make good decisions with limited data.

Passion for superior performancePassion for superior performance

Creates a culture for learning and growthCreates a culture for learning and growth

Does not compromise on employee performanceDoes not compromise on employee performance

Creates opportunities for increased job satisfactionCreates opportunities for increased job satisfaction

CommunicationCommunication

Demonstrates the ability to convey his/her views in one – on – one and Demonstrates the ability to convey his/her views in one – on – one and group situations. group situations.

Listens effectively and probes for new ideas. Listens effectively and probes for new ideas.

Conveys company policies ,plans, change for employee involvement Conveys company policies ,plans, change for employee involvement

Sound written as well as verbal communication skillsSound written as well as verbal communication skills

III Overall AssessmentIII Overall Assessment

Performance Rating: Ref – Sec I (a)+sec IIPerformance Rating: Ref – Sec I (a)+sec II Expressed in percentage termsExpressed in percentage terms

Signatures:Signatures:

_______________ _______________

Appraiser Appraiser

(b) Training & Development Plan:(b) Training & Development Plan: Ref Sec II Ref Sec II

Functional Needs:Functional Needs:(immediate job requirements)(immediate job requirements)

General Management / Behavioral:General Management / Behavioral:

(c) Employee’s view on Performance Assessment (c) Employee’s view on Performance Assessment

Signature of Employee:Signature of Employee:

(d) Comments of Reviewer on the Appraisal Process(d) Comments of Reviewer on the Appraisal Process

Signature of ReviewerSignature of Reviewer

IV (a) Career Aspirations (to be completed by the employee)IV (a) Career Aspirations (to be completed by the employee)

• Describe the areas which interest you in your work. Highlight your career aspirations and the jobs you would like to move to in the near future (in the Company / across other Companies in the MM Group)

Time FrameTime Frame Career AspirationsCareer Aspirations

Ready NowReady Now

1 –2 years1 –2 years

3 – 5 years3 – 5 years

• mobility constraint if any :

• Highlight any other concerns/ issues/ suggestions, which you would like your superior to be aware of;

Name of Employee: ________________ Signature: __________ Date: ______

IV (b) Career Recommendations IV (b) Career Recommendations

Summarize the employee’s ability to shoulder other responsibilities (within Company / Group). Please give details about the proposed responsibilities, the time frame for movement and elaborate with reasons for recommendation.

Time FrameTime Frame Details about Responsibilities / Reasons for Details about Responsibilities / Reasons for RecommendationRecommendation

Ready NowReady Now1-2 years1-2 years3-5 years3-5 years

Succession Planning

Successors who can replace the Successors who can replace the incumbentincumbent

Time frame in which they will be Time frame in which they will be readyreadyReady NowReady Now 1-2 years1-2 years 3-5 years3-5 years

1. Appraiser ________________ ________________ ______________ Name Signature Date 2. Reviewer ________________ _______________ _____________ Name Signature Date

The PMS model here has been classified into The PMS model here has been classified into

two distinct parts where the evaluation is made ontwo distinct parts where the evaluation is made on:: The attainment of objectivesThe attainment of objectives On competency and behavioral trait portrayed by the On competency and behavioral trait portrayed by the

employee employee

The Process is divided into The Process is divided into three partsthree parts

1) The Self appraisal part (Appraising by the employee 1) The Self appraisal part (Appraising by the employee himself)himself)

2) The Appraising by the Monitoring officer(usually the 2) The Appraising by the Monitoring officer(usually the supervisor ,or the immediate senior )supervisor ,or the immediate senior )

3) Analysis of the total process by the evaluating officer or 3) Analysis of the total process by the evaluating officer or the evaluating committee the evaluating committee

The basic classification for making The basic classification for making the IDP would be on two major the IDP would be on two major classifications classifications

1)1)Basic Functional needsBasic Functional needs 2)2)General behavioral needGeneral behavioral need

WHAT IS IDPWHAT IS IDP

A clear statement of an employee's career goals, A clear statement of an employee's career goals, A map for attaining goals that specifies immediate and long-A map for attaining goals that specifies immediate and long-

range developmental needs, range developmental needs, An individually-tailored action plan to develop specific An individually-tailored action plan to develop specific

competencies (knowledge and skills) needed to improve competencies (knowledge and skills) needed to improve performance in present position or to prepare for new performance in present position or to prepare for new responsibilities, responsibilities,

A written plan for scheduling and managing an employee's A written plan for scheduling and managing an employee's development, development,

A tool for a supervisor to estimate resources needed for A tool for a supervisor to estimate resources needed for employee development training, employee development training,

An agreement between the employee and supervisor based An agreement between the employee and supervisor based on funds available to meet the employee's and the on funds available to meet the employee's and the organization's goals and organization's goals and

A tool for an organization to develop its workforce to meet A tool for an organization to develop its workforce to meet future needs future needs

THE IDP PROCESSTHE IDP PROCESS

The IDP process is a continuing cycle of planning, The IDP process is a continuing cycle of planning, implementation and evaluation between an employee implementation and evaluation between an employee and supervisor, for the mutual benefit of both the and supervisor, for the mutual benefit of both the employee and the organization. It is more than a swift employee and the organization. It is more than a swift

review of course catalogs. It requires time toreview of course catalogs. It requires time to:: Analyze job requirementsAnalyze job requirements Assess current competencies andAssess current competencies and Make informed decisions about Make informed decisions about

developmental needs developmental needs

PhasePhase What Needs to be DoneWhat Needs to be Done SectionSection

11 Pre-Conference Planning from pms scorePre-Conference Planning from pms score BB

22 Employee-Supervisor ConferenceEmployee-Supervisor Conference CC

33 Selecting Optimum Developmental ActivitySelecting Optimum Developmental Activity DD

44 Preparing the IDP FormPreparing the IDP Form EE

55 Implementing the IDPImplementing the IDP FF

Each step comprising the IDP consists of mutual Each step comprising the IDP consists of mutual responsibilities from the employee aswell as the responsibilities from the employee aswell as the supervisors .supervisors .

. When the employee and supervisor systematically . When the employee and supervisor systematically work through the steps in this guide, an important work through the steps in this guide, an important opportunity exists to:opportunity exists to:

Discuss critical job requirements and responsibilities Discuss critical job requirements and responsibilities where the employee is lagging, where the employee is lagging,

Outline the knowledge and skills needed to perform Outline the knowledge and skills needed to perform the work, the work,

Identify the employee's talents and needs, Identify the employee's talents and needs, Define individual job satisfaction and Define individual job satisfaction and Improve both organizational and individual Improve both organizational and individual

performance.performance.

  Employee's RoleEmployee's RoleSupervisor's RoleSupervisor's Role

Ask: Where Have I Been? Ask: Where Have I Been?

Ask: Where Am I Now? Ask: Where Am I Now?

Ask: Where Can I Go?Ask: Where Can I Go?

Review performance appraisal Review performance appraisal

Review performance standards Review performance standards

Consider future possibilities for employee Consider future possibilities for employee

StepStep Employee's ActionEmployee's Action

11 Review performance appraisal results.Review performance appraisal results.

22 Ask:Ask: Were the performance standards met? If not, why? If so, how? Were the performance standards met? If not, why? If so, how? What weaknesses were identified? Are technical or managerial competencies lacking? What weaknesses were identified? Are technical or managerial competencies lacking?

If yes, which? If not, is there any other problem affecting performance? If yes, which? If not, is there any other problem affecting performance? How can performance be improved? How can performance be improved?

33 Review short- and long-range goals.Review short- and long-range goals.

44 Ask: Ask: Are the goals realistic? Are the goals realistic? Discuss the unit's and/or agency's goals, needs and priorities. To what extent do my Discuss the unit's and/or agency's goals, needs and priorities. To what extent do my

individual goals mesh with those of the unit and/or agency?individual goals mesh with those of the unit and/or agency? Are the goals attainable? Are the goals attainable? What is the employee`s level of commitment toward attaining the goals.What is the employee`s level of commitment toward attaining the goals.

55 Review current technical and/or managerial competencies.Review current technical and/or managerial competencies.

66 Ask: Ask: What competencies do I have to meet my goals? What competencies do I have to meet my goals? What competencies do I need to develop?What competencies do I need to develop?

77 Identify developmental needs by determining the difference between the competencies I Identify developmental needs by determining the difference between the competencies I currently have and those needed to meet my goals.currently have and those needed to meet my goals.

88 Rank developmental needs based on the unit's and/or agency's organizational needs and Rank developmental needs based on the unit's and/or agency's organizational needs and priorities, as previously reviewed.priorities, as previously reviewed.

99 Discuss training and developmental activities to meet my needs.Discuss training and developmental activities to meet my needs.

1010 Select developmental activities and training that will meet my needs. Consider a variety of Select developmental activities and training that will meet my needs. Consider a variety of developmental approaches and strategies, and listen to the supervisor's ideas. See developmental approaches and strategies, and listen to the supervisor's ideas. See Section D of this guide.Section D of this guide.

Supervisor's Supervisor's Responsibilities Responsibilities

During the conference, the supervisor should: During the conference, the supervisor should: Provide feedback to the employee on everything Provide feedback to the employee on everything

discussed, striving for a two-way discussion, discussed, striving for a two-way discussion, Be realistic and objective about which activities will Be realistic and objective about which activities will

best suit the needs of the employee, as well as the best suit the needs of the employee, as well as the broader needs of the unit and/or agency, broader needs of the unit and/or agency,

Discuss in detail the optimum developmental Discuss in detail the optimum developmental activities that are possible and appropriate, activities that are possible and appropriate,

Take time to prioritize the developmental activities Take time to prioritize the developmental activities with the employee and with the employee and

Identify criteria used to evaluate employee's Identify criteria used to evaluate employee's development development

The matching of identified developmental The matching of identified developmental needs with available development activities needs with available development activities (training and non-training) is a major step in (training and non-training) is a major step in the IDP process.the IDP process.

A major difficulty supervisors and employees A major difficulty supervisors and employees encounter in matching needs with activities is encounter in matching needs with activities is that of selecting the optimum developmental that of selecting the optimum developmental activity, that is the activity that provides activity, that is the activity that provides maximum learning within the boundaries of maximum learning within the boundaries of the organization's the organization's

Mission Mission BudgetBudget Workload Workload TravelTravel Staffing and Staffing and Time constraints Time constraints

On-the-job-training( On-the-job-training( to teach employees new to teach employees new

procedures and tasks on the jobprocedures and tasks on the job) ) Formal classroom Formal classroom training(training in class room training(training in class room

enviornment)enviornment)

Self-development (Self-development (taking initiative to develop through taking taking initiative to develop through taking

correspondence courses,taking pc tutorials,researching,practicingcorrespondence courses,taking pc tutorials,researching,practicing)) Developmental activities (Developmental activities (Shadowing , Detail/Rotational Shadowing , Detail/Rotational

Assignments, Task Force AssignmentsAssignments, Task Force Assignments ) ) Development of Job Aides (Cross program assignments,special Development of Job Aides (Cross program assignments,special

workforce,coaching lower level employees)workforce,coaching lower level employees)

Preparing the IDP formPreparing the IDP form

StepStep WhoWho ResponsibilitiesResponsibilities

11 EmployeeEmployee Completes the form.Completes the form.

22 Employee and SupervisorEmployee and Supervisor Discusses and agrees on contents of the form.Discusses and agrees on contents of the form.

33 SupervisorSupervisor Ensures that the form is properly completed.Ensures that the form is properly completed.

44 Employee and SupervisorEmployee and Supervisor Signs the form.Signs the form.

55 Employee and SupervisorEmployee and Supervisor Keeps a copy of the form.Keeps a copy of the form.

66 SupervisorSupervisor Forwards a copy of the form to the Training Office.Forwards a copy of the form to the Training Office.

77 EmployeeEmployee Implements the IDP.Implements the IDP.

Implementing The IDPImplementing The IDP

From the employee`s partFrom the employee`s part DocumentationDocumentation:: ParticipationParticipation EvaluationEvaluation . .

Complete the Termination and Complete the Termination and Evaluation Data section (front and Evaluation Data section (front and back) on the agency/evaluation copy. back) on the agency/evaluation copy.

Meet and discuss with the supervisor Meet and discuss with the supervisor the developmental experience and the developmental experience and

Return the form to the Training Return the form to the Training Office.Office.

Supervisor`s roleSupervisor`s role Periodically reassess employee's plan, Periodically reassess employee's plan, Meet with employee after each training and Meet with employee after each training and

developmental activity and developmental activity and Make periodic written evaluations of how the Make periodic written evaluations of how the

training and development activities have training and development activities have affected the employee's performance. affected the employee's performance.

  

After The IDP Is After The IDP Is CompletedCompleted

Reviewing or Revising an IDP Reviewing or Revising an IDP An IDP is a plan for development, not a An IDP is a plan for development, not a

contract in stone. IDP's should be reviewed, contract in stone. IDP's should be reviewed, revised or both as follows: revised or both as follows:

at progress reviews of the performance plans, at progress reviews of the performance plans, upon completion of training and upon completion of training and altered as performance plans and job altered as performance plans and job

assignments change. assignments change.

Proposing a few exemplary IDP methods Proposing a few exemplary IDP methods (Keeping in mind their feasibility and (Keeping in mind their feasibility and

effectivenesseffectiveness ) ) Functional RequirementsFunctional Requirements General Management or General Management or

Behavioral Requirements.Behavioral Requirements.

Better job knowledge and Better job knowledge and Technical skills so that can be Technical skills so that can be identified by the increase in the identified by the increase in the quality of work, better utilization quality of work, better utilization of Job resourceof Job resource

ShadowingShadowing Job rotationJob rotation CoachingCoaching MentoringMentoring Job RotationJob Rotation Job Instruction TechniquesJob Instruction Techniques

For General Management or Behavioral For General Management or Behavioral requirements:requirements:

The Developmental Plan in this part mostly deals The Developmental Plan in this part mostly deals with the mid tier executives and the higher tier with the mid tier executives and the higher tier management professionals .The main framework of management professionals .The main framework of the process remains very similar .Just that the the process remains very similar .Just that the methods must be a little different from what we have methods must be a little different from what we have seen in cases of functional requirements.seen in cases of functional requirements.

For example the plan is to develop For example the plan is to develop decision making decision making skillsskills of the managers or the strategic planning of the managers or the strategic planning abilities of the managers, or the problem solving abilities of the managers, or the problem solving techniques .Then the following can be the options. techniques .Then the following can be the options.

Organizing workshopsOrganizing workshops Role playingRole playing SimulationsSimulations Role playsRole plays Business gamesBusiness games Psychometric testsPsychometric tests In basket exerciseIn basket exercise Case analysis involving problems:Case analysis involving problems:

A suggestion about IDP regarding A suggestion about IDP regarding

Communication skillsCommunication skills Improve communication skills through applying direct Improve communication skills through applying direct

communication, active listening, and responsive communication, active listening, and responsive body language." This objective statement is not only body language." This objective statement is not only clear in the overall goal of improving his clear in the overall goal of improving his communication, but it also outlines some of thecommunication, but it also outlines some of the behaviorsbehaviors that contribute to his opportunity of that contribute to his opportunity of

knowing the root causes of his failureknowing the root causes of his failure

Identify the behaviors or skillsIdentify the behaviors or skills LearnLearn PracticePractice FeedbackFeedback

Another aspect of the behavioral trait Another aspect of the behavioral trait would be Anticipation ,speed and would be Anticipation ,speed and flexibility.Employees who would find flexibility.Employees who would find it difficult to adapt to changing it difficult to adapt to changing environments in the organization .environments in the organization .

Change in immediate superior – this is a situation where the Change in immediate superior – this is a situation where the immediate superior or the supervisor of an employee or a group of immediate superior or the supervisor of an employee or a group of employees is substituted by a new person.employees is substituted by a new person.

.. Change in machinery already being used – this is a situation Change in machinery already being used – this is a situation where the organization may replace old machineries with new once where the organization may replace old machineries with new once due to the formers obsolescence or due to up – gradation of due to the formers obsolescence or due to up – gradation of technology, which contributes to better productivity.technology, which contributes to better productivity.

.. Openness to new recruits – it has been noticed that employees Openness to new recruits – it has been noticed that employees are often not quite open to the new recruits.are often not quite open to the new recruits.

Adaptability to change in shifts – in departments where the Adaptability to change in shifts – in departments where the employees have shifts in working hours it is seen that in case of employees have shifts in working hours it is seen that in case of change in shifts they face problems to An IDP to new shifts.change in shifts they face problems to An IDP to new shifts.

Advancement in Technology – it is often seen that other than Advancement in Technology – it is often seen that other than machineries there are other technological advancements which is machineries there are other technological advancements which is brought into use by the organization, for example instead of putting a brought into use by the organization, for example instead of putting a signature on the register the employees are exposed to the use of signature on the register the employees are exposed to the use of biometry (figure print machine). In such a situation the employees biometry (figure print machine). In such a situation the employees should be briefed about the various pros and cons and utility of such should be briefed about the various pros and cons and utility of such technology technology

An audio – visual cum lecture session An audio – visual cum lecture session on inter – personal relations with on inter – personal relations with special emphasis on acceptability of special emphasis on acceptability of new people. For example developing new people. For example developing interpersonal relationship with new interpersonal relationship with new superior, facilitate a new recruit to fit superior, facilitate a new recruit to fit in the work environment and in the work environment and maintain good relation maintain good relation

The final lap of such training workshop The final lap of such training workshop must end up in mutual discussions must end up in mutual discussions between trainers and trainees with tips between trainers and trainees with tips of how to implement it in their work of how to implement it in their work sphere. IDP as discussed earlier must sphere. IDP as discussed earlier must be a continuous process with constant be a continuous process with constant monitoring and feedback .So it must be monitoring and feedback .So it must be taken care of so that it is practiced .taken care of so that it is practiced .