Pa At Ndpl

PERFORMANCE APPRAISAL AT NDPL

By: Kratika Rathi (027) Shilpa Deshwal (047)

COMPANY PROFILE 

North Delhi Power Limited (NDPL) is a joint venture between Tata Power Company and the Government of NCT of Delhi with the majority stake being held by Tata Power. It holds a major part of North & North West Delhi and serves a populace of 50 lakh. The company started operations on July 1, 2002 post the unbundling of erstwhile Delhi Vidyut Board with a registered consumer base of around 10 lakh and a peak load of around 1180 MW.

WHY PERFORMANCE MANAGEMENT ?????? Setting objective performance criteria.  Evaluation of individual performance and competencies.  Career Development : to provide data for developing Career Development Plan based on evaluation of individual.  Reward and promotion : to provide data for future job assignment and compensation. 

OBJECTIVES OF PMS AT NDPL The PMS of NDPL seeks to fulfill the following objectives: Assess the current level of job performance  Counsel the officer on areas for improvement and ways to address them  Assess the training and development needs.  Identify potential for undertaking higher responsibility.  Develop a system of increment and rewards based on performance.  Productivity improvement resulting in value addition. 

PROCESS

METHODOLOGY The Talent Management Group, under Corporate Human Resources Department initiates the administration of the annual performance appraisal. The time frame for completion of various procedures in the appraisal process is conveyed to the appraises, appraisers and the reviewing officers along with the distribution performance appraisal forms.  Salary increments of employees under NDPL structure are considered based on performance and decided by the management once in a year effective from 1st of April. 

CONTD. The assessment cycle is from April to March.  The appraisal is done based on rating method. The following rates are generally 1 2 3 4 5 used: 

Excellent

Very Good

Good

Average

Below Average

CONTD. Assessment Grade:  Excellent: goes beyond expectations of job, takes initiatives and is keen to improve work processes.  Very Good: meets all expectations of job, is systematic and quality conscious.  Good: meets expectations of job. Needs guidance & certain amount of follow up in order to achieve targets.  Average: Meets most expectations but on regular follow ups.  Below average: Continuous denial of taking ownership, misses timelines.

CONTD. Overall rating & remarks of appraiser 

Has s/he been responsible for any outstanding work during the period under review meriting special commendation, if so what?



Has s/he been reprimanded for indifferent work or for other cause? If so brief particulars may be given.



Any other remarks on overall potential / need for multitasking / proposing job rotation / change in job profile.

CRITERIA FOR EVALUATION 

The following factors are considered to evaluate individual performance: Part I: KRA’s Evaluation Part II: Competencies Assessments Part III: Organisational Values

PART I : KRA’S EVALUATION  Quality

of Work

 Quantity  Job

of Work

Knowledge

 Dependability  Ability

to improve

PART II COMPETENCIES ASSESSMENT  Organization  Problem

Solving  Customer Service  Initiative  Creativity  Adaptability  Interpersonal Skills  Communication Skills  Technical Skills

PART III ORGANIZATIONAL VALUES  Integrity  Understanding  Excellence  Unity  Responsibility

DIMENSIONS  Promotion  Career

Planning

 Training  Job

Rotation & Job Enrichment

 Mentoring  Reward

& Recognition

PROMOTION 

The guidelines for awarding promotions in NDPL are based on the following objectives:

To provide opportunity (ii) To provide a clear career ladder (iii) To ensure consistency, fairness, uniformity and transparency (iv) To provide internal growth (i)



 In the context of the above objective, promotion in respect of employees in NDPL- FRSR structure is regulated as per the R&P rules. In respect of NDPL structure, employees’ promotions are purely on merit and based on vacancies.

CAREER PLANNING Defined career paths for growth of employees under NDPL-FRSR and NDPL structure.  Immense opportunities to learn and develop  Ensured that employees’ progress at a desired pace in their careers.  Officers: (i) Competency evaluation (ii) Performance (iii) Cross functional exposure and HR intervention (iv) Assessment centers to identify the potential and development needs  Supervisory and staff cadre: (i) Skill evaluation 

TRAINING   







Workshops and training programs (functional as well as management/ supervisory areas). Sponsorship for in-house as well as external training programs. The Performance Management System as well as the feedback given by employees from time to time is used for capturing the training need requirements of employees. Training programs are undertaken for learning the best practices so as to enhance their skills and competencies. Training programs are evaluated regularly to ascertain the value being added to the employees as well as the organization. THE ULTIMATE GOAL OF TRAINING IS TO IMPROVE CUSTOMER SATISFACTION THROUGH REDUCTION IN COST OF DELIVERED POWER, SUPPLY OF RELIABLE AND QUALITY POWER AND IMPROVING LEVELS OF EFFICIENCY AND ACCOUNTABILITY.

JOB ROTATION & JOB ENRICHMENT 

Job rotation is a tool to develop individuals by providing an all round exposure to various departments and functions. NDPL provides maximum possible exposure to all employees for their overall development and growth. While carrying out employees’ job rotation, the desires expressed by individuals for job rotation through their appraisals is also considered when a particular position is vacant.



Employees are assigned tasks in addition to their normal job description as a part of job enrichment, so as to make their job more fulfilling and meaningful and also to equip them to cope with future challenges.

MENTORING 









The mentoring process links an experienced (mentor) with a less experienced person. It facilitates an environment in which the mentee grows both professionally and personally. The mentoring process requires that the mentor and the mentee work together, to reach specific goals and to provide each other with sufficient feedback to ensure that these goals are reached. Participating in a mentoring program requires commitment and hard work. Mentoring is used in NDPL in conjunction with training, special assignments, cross training, and other learning opportunities for integrating employees into the workforce.

REWARD AND RECOGNITION



The Reward and Recognition scheme recognizes individual as well as team contributions of the employee(s) in achieving objectives of the organization and rewards deserving employees.

EMPLOYEE PERFORMANCE APPRAISAL FORM (NON EXECUTIVE) Help in the overall assessment of work & behavior.  The Performance Parameters are as follows: 

(i) Job knowledge (ii)Timely completion of work (iii)Planning & organizing (iv)Communication (v)Work commitment & attitude (vi)Safety consciousness (vii)Comprehension of Superiors command

(viii) Dependability & confidentiality (ix) Loyalty & Integrity (x) Adaptability to change (xi) Punctuality & attendance (xii) Team Player (xiii) Interpersonal Relationship (xiv) Analytical skills

CONTD. Specific areas of improvement (by appraiser)   Training & development needs assessment  Behavioral  Technical