Page 136 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Unit 11: Organisational Change through Performance Management

3. Maintenance Notes
4. Marketing
5. Sales, Engineering
6. Specialised functions (HR, F&A, Legal, IT, TOP, etc.)
7. Administration and General Management

The period to be spent on such possible stations would be decided during the Talent
Review as a part of the plan.

Potential Star: Such officers should be rotated in the same function once in 5 years.

Such officers may also be cross-functionally exposed for 2-3 years to some task forces or
assignments or areas like Business Excellence, HR Implementation, TOP, etc.
Conclusion
The HR processes practiced in Tata Steel are very robust and some of them are even
benchmarks in the industry. In an organization with around 4,500 executives, the
deployment of the processes in their true spirit is an issue, which needs to be addressed.
If we want to achieve the desired deliverables of the processes we need to ensure that the
processes are implemented uniformly and in totality across the various departments in the
organization.
The study of the deployment level has brought to the fore those departments where
the processes are deployed properly and pinpoints areas where the deployment needs

improvement. Moreover, it also reflects the deployment across the impact levels. The
project further highlights the elements within the processes that are not being strictly
adhered to and are adversely affecting the deployment of the process.
The analysis of the deployment levels shows that the processes are deployed relatively
better in CSI, FP and Shared Services. However, deployment needs to be more focused in
Tubes and LP. However, the deployment of PMS is highest in Tubes.
Among the processes, deployment of PMS is the best followed by PDP. In PMS, mid-year
review of the KRAs needs to be addressed immediately. In PDP, there has to be a regular

dialogue between superior and subordinate while filling up the PDP. PDP deployment
is largely affected by the deployment of training programmes. This brings to the fore the
issue of on-the-job training, which is alarmingly miserable.
MRF is an extremely useful process which aims at providing a comprehensive refl ection
of one’s own self and thereby presenting to an individual a better understanding of his/
her work and behavioural styles and development areas. It needs certain improvements in
terms of identification of the people from whom the feedback is to be taken.

The company needs to come up with a more comprehensive and extensive system for
ensuring job rotation to provide growth avenues to the executives. Among the impact
levels the processes are deployed best at IL3, followed by IL5 and IL4.
With a little improvement in monitoring mechanism and a proactive approach towards
implementation of the processes, most of these issues can be taken care of.
This will reflect HR’s vital role across HR processes, delivery, systems and performance

improvements, thereby contributing to Business Excellence.
Question
Make a discussion on job rotation in Tata Steel.

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