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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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Appraisal MethodsGraphicRating
ScaleAlternation
Ranking ScalePaired
ComparisonMethod
ForcedDistribution
Method
Critical IncidentMethod
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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Appraisal MethodsGraphicRating
ScaleAlternation
Ranking ScalePairedComparison
Method
ForcedDistributionMethod
Critical IncidentMethod
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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