Page 135 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Performance Management System

Notes Potential Category will be one of the inputs to the Talent Review

Very High Potential (5)
Has potential and is capable of taking up responsibilities much above his current level. Has
broad professional skills, aspires to higher level challenges and opportunities. Business
perspectives much beyond current levels.
High Potential (4)

Capable of taking up responsibilities above his current level. Has reasonably good business
perspective. Demonstrates potential to reach the next level in a year. However, progress
beyond that level is difficult to predict now.

Some potential (3)
Has potential to handle expanded responsibilities at the present level. Has a business
perspective appropriate for current position. Demonstrates potential to reach the next
level, maybe in two to three years. However, progress beyond that level is diffi cult to
predict now.

Yet to demonstrate (2)
At or near capacity in the present position. Progress beyond the current level is diffi cult to
predict now. Will have to continue in the present position for some more time.
No Potential (1)

Just meets the expectations.
Job Rotation in Tata Steel is Different for Different Categories of Offi cers
Fresh Recruits: Irrespective of their area/function of work, all fresh recruits should be

rotated at least once and preferably twice in five years from the year he/she has joined.
This rotation should preferably be in the same PC/CC. All chiefs and heads of respective
department will be responsible for all such moves.

While taking decisions on rotations it should be ensured that an officer has been stationed
in his pervious position for a minimum period of one year.
Officers with more than five years of experience within or outside Tata Steel: Such offi cers

will figure into one of the five-performance/potential category (PP Matrix) during Talent
Review (Lister/Star performer, Potential Star, Solid performer, Performer and C-Player/
Struggler)
Job rotation decisions will accordingly flow based on the category.

Listers: Listers may be rotated within two to three year’s time though a structured career
plan. The objective should be to expose them to varied work situations so as to develop and
keep the talent pipeline full.
Areas to which they can be exposed will largely depend on the cluster/position they are
being groomed for.
Example: Post-talent Review, if an IL3 person is identified as a lister and the group feels

that he is a possible business leader and can be groomed to take up a responsible IL2
position of a business unit head, his rotation plan will accordingly be prepared.
Listers: The possible career moves of a lister can be broadly into the following areas;
1. Operations

2. Technology
Contd....

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