Page 131 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Performance Management System

Notes 7. Apart from performance and potential categorization, an officer is considered to be

a domain expert. (Functional Experts are selected few officers who are considered

to be domain experts of their functional area and their expertise is valuable for the
department and the organization. Such expertise is difficult to build up).

8. The output is captured in form of a report for each officer. This captures the key
highlights of the Talent Review decisions and discussions on the offi cer.
9. The Talent Review group at the end of the meeting is expected to adhere and arrive to
a desired distribution/spread which are given as guidelines to all superiors during the
start of annual performance evaluation exercise.
10. It is at the time of Talent Review that a detailed Executive Development Action Plan is
made for all listers. For others, it is made offline by respective superiors with the help

of HR managers.
11. It is after the Talent Review that the PDP process is also initiated.
Feedback
The feedback captures the following points:
1. The evaluator rating and the final performance and potential categorization. In Overall

performance summary, key strengths, development needs and issues to be addressed
next year.
2. Key decisions and discussions during talent review.
3. Once the evaluatee has received the feedback, he is required to sign the document and
give his comments.
4. It is after the feedback, that the annual increment letter is handed over to the offi cer
(evaluator).

5. The letters are handed over even in cases of disagreement/ specific issues but with
a commitment that the issue will be handled and sorted out at the earliest within a
months time). In such cases, the evaluatee may choose not sign the evaluation form
and may sign only after being fully satisfi ed.
Performance Ethic Programme (PEP)
Four Pillars of PEP
1. Performance Ethic Programme in Tata Steel was based on the four pillars. The total
process of restructuring in TISCO brought down the levels from previous 17 to existing
5. The organization identifi ed five major “impact levels” as IL1, IL2, IL3, IL4, & IL5.

2. These impact levels were identified by the qualitative contributions and their direct
impact on the performance of organization.
3. Competency assessment is to have more transparency and authenticity. Assessment
process included both for ‘managerial competencies’ and ‘functional competencies’.
Authenticity to be further strengthened by facilitating reassessment by validation,
revalidation and even cross-validation of scores.
4. Jobs are to be identified and positioned according to their work content and impact

levels. Matching managers against the jobs would do whole matching process. Ensure
positioning the right person on the right job.
5. Strengthen the HR processes by clearly addressing the softer issues. HR uplift to be

achieved by professional and upgraded HR support, target specific recruiting events
and communication, individual action plans for development, consistent criteria and
process for termination etc.
Contd....

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