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BHARAT SANCHAR NIGAM LIMITED
Bharat Sanchar Nigam Ltd. was formed in October, 2000. The company offers wide ranging & most transparent tariff schemes designed to suit every customer. BSNL is the only service provider, making focused efforts and planned initiatives to bridge the Rural-Urban Digital Divide ICT sector
BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers who access Internet through various modes. The company has vast experience in Planning, Installation, network integration and Maintenance of Switching & Transmission Networks and also has a world class ISO 9000 certified Telecom Training Institute.
BSNL Landline BSNL Mobile BSNL WLL Internet Services ISDN Leased Line Video Conferencing EPABX
Be the leading Telecom Service Provider in India with global presence. Create a customer focused organization with excellence in sales, marketing and customer care. Provide a conducive work environment with strong focus on performance
HUMAN RESOURCE AT BSNL
Bharat Sanchar Nigam Limited has a vast reservoir of highly skilled and experienced work force of about 3,57,000 personnel. With a corporate philosophy that considers Human Resource as the most prized assets of the organization, it's natural for BSNL to continually hone employee skills, enhance their knowledge and their expertise and their aspirations to fruition
OBJECTIVES OF PMS
To help achieve departmental objectives through staff To evaluate performance and improve communication between managers and staff on managing performance To provide opportunities for development
Performance Appraisal is done by balanced score card technique.
ROLES IN THE PERFORMANCE APPRAISAL PROCESS
1) 2) 3) 4) 5) Reporting Manager Reviewer HOD HR Head Normalization Committee
Provide feedback to the reviewer / HOD on the employees’ behavioral traits indicated in the PMS Policy Manual Ensures that employee is aware of the normalization / performance appraisal process Address employee concerns / queries on performance rating, in consultation with the reviewer
Discuss with the reporting managers on the behavioral traits of all the employees for whom he / she is the reviewer Where required, independently assess employees for the said behavioral traits; such assessments might require collecting data directly from other relevant employees
Presents the proposed Performance Rating for every employee of his / her function to the Normalization committee. HOD also plays the role of a normalization committee member Owns the performance rating of every employee in the department
Secretary to the normalization committee Assists HOD’s / Reporting Managers in communicating the performance rating of all the employees
Decides on the final bell curve for each function in the respective Business Unit. Reviews the performance ratings proposed by the HOD’s to ensure an unbiased relative ranking of employees on overall performance, and thus finalize the performance rating of each employee
KEY CONCEPTS IN PMS
KRA’s Behavioral Traits The Performance Rating Process Promotion and Rating Distribution guidelines
Key Result Areas
What are the guidelines for setting the KRA’s for an employee? How does an employee write down his KRA’s for a particular financial year? KRA’s: The Four Perspectives. How is the KRA score calculated for an employee on the basis of the targets set and targets achieved?
Some of the qualitative aspects of an employees’ performance combined with the general behavior displayed by the employee during a year constitutes his behavior traits.
The Performance Rating Process
The rating process tries to explain the four different types of rating that an employee can achieve i.e. EC,SC,C and PC. SIGNIFICANT
EXCEPTIONAL CONTRIBUTOR CONTRIBUTOR Performs consistently Performs above and substantially above expectations in all areas Versatile in his/ her area expectations in all of operation areas Develops creative Spots and anticipates solutions and require problems, implements little / minimal supervision solutions Sees and exploits opportunities
Promotion and Rating Distribution Guidelines
The promotion and normal distribution guidelines provide the framework within which the performance appraisal process has to work. These guidelines also help in deciding upon the promotion cases in a year.