Submitted By:Dushyant Dutt


PGDM, Trimester- III

Submitted To:Mr. S. Srivastava

True learning is born out of experience and observation practical experience is one of the best types of leanings that one can remember throughout the life. After II trimsters in learning theoretical aspects of administration and management, the day come to apply these in corporate world in content of modern industrial enterprise that has to go through its different terminal to achieve that corporate goals. The main object of practical training is to develop practical knowledge, experience and awareness about industrial environment and business practices in the student as a supplement to theoretical studies of administration and management in specific area like HRM. It increases the skill, ability and attitude of a student to perf orm specific job in industrial environment.

Fortunately, I got golden opportunity to visit and complete my six week training at DAINIK JAGRAN. Here, I got chance to see the functioning HRD departments and imbibe a lot learning of the subjects.

DAINIK JAGRAN is a wide Organization producing News papers, the main products include Dainik Jagran, I Next, City Plus, Mid Day etc.. It has developed in many fields.


Through this acknowledgement, I express my sincere gratitude towards all those people who have helped me in the preparation of this project, which has been learning experience.

I appreciate the co-operation by the management and staff of ¶DAINIK JAG AN· for giving me the opportunity to get trained in their office.

I would like to thank the Faculty Guide: - Mr. S.Srivastava, and the other Faculty members, the Librarian and the administrative staff of INJ Business School, Greater Noida, for their support.

Finally, I express my sincere thanks to Mr.C.S. Shukla and Mr. Vikas Jain who guided me through out the project and gave me Valuable suggestion and encouragement.


T BLE OF CONTENT Sr. Contents Page No. 1 Preface 2 Acknowledgement 3 Declaration 4 Introduction of the Organisation 5 Performance Appraisal 6 Objective of Performance Appraisal 7 Steps of Performance Appraisal 8 Process of Performance Appraisal 9 Challenges of Performance Appraisal 10 Analysis of Questionnaire 11 Conclusion 12 Bibliography . No.


Mr. " This vision was as much a reflection of the times when it was propounded. Late Puran Chand Gupta was the founder . More than 55. . then shifted the Head Quarter to Kanpur. as much as it is relevant to us today. Dainik Jagran s 37 editions are published across eleven states of India . Mr. It is 3rd in India and 17th worldwide for the largest circulation of a daily newspaper.7 million people read Dainik Jagran making it the largest read daily in India. Mahendra Mohan Gupta is the Chairman & Managing Director of our Company and also holds the position of Managing Editor of our Company. Currently.The story of Danik Jagran began in 1942 with a mission to "create a newspaper that would reflect the free voice of the people. He holds a bachelor's degree in commerce. Gupta has more than 45 years of experience in the print media industry. Started in Jhansi.

1975:Gorakhpur edition came into existence. 1947:The second edition was launched from Kanpur 1953:Rewa edition was launched. Sanjay Gupta is the CEO & Whole Time Director Jagran Prakashan Group 1942:The first edition of Dainik Jagran was launched from Jhansi.Mr. 1979:Varanasi. . Allahabad and Lucknow editions. 1984: - Meerut edition came 1986:Agra edition was launched. 1956:Bhopal edition was launched.

Hero Honda Indian TV Academy AwardsTimescape the DJ Intranet portal re-launched . and through 2007-08. six new editions were launched. is witnessing stupendous growth with its focus on providing organisations with end-to- . eighteen new editions were added. Mr Vineet Jain awarded the scroll of honour for being the new age media guru . Group MD. 1990:Delhi edition was launched Between 1997 and 2006.1989:Bareilly edition was ± launched in October 2006 targets the Online Real Estate Space Smart Hire ± launched April 2006. 2006 :Mumbai Mirror ± Afternoon edition launched Offers Mumbai Mirror or Maharashtra Times as complimentary copy with DJ at a price of powered by SAP Netweaver BCCL goes live on SAP systemMagicBricks.

but also by its ranking as the largest read daily of India for the last twelve consecutive rounds of the same study. health. The wide gamut of material on offer in its pages includes politics. If this fact by itself isn¶t a stunning achievement then the fact of Dainik Jagran being the world¶s single largest newspaper almost certainly is (Source: World Association of Newspapers). Khet Khalihaan is a special product developed for rural markets.end recruitment solutions. sports. Dainik Jagran is also the number one choice amongst people who can read English. spirituality. Achievements Dainik Jagran¶s iconic stature is supported not only by the undisputed readership figures of the Indian Readership Survey. While Dainik Jagran is the flagship brand of Jagran Prakashan Limited. In May 2006. Special supplements are also created for the readers by the readers: Junior Jagran is an example of such a product created by was created and imbued with AI (artificial intelligence) that assisted users through the entire process of Creating. the Net2-Print classifieds booking system Ads2Book. travel. Its popular supplements embrace the worlds Of film. economics. all from the comfort of their desktop. . the HT Media Group or the Dainik Bhaskar Group does not surpass that of Dainik Jagran. education and careers. two other newspapers from the group have elevated its position even further: I Next and City Plus. ± The World¶s Only Global Ad Booking Engine . it is no less a feat that Dainik Jagran is far ahead of its nearest competitor. Even the combined readership of the TOI Group.Relaunched in August 2006With intensive R&D. 2009 Round 1 (IRS 2009. Dainik Jagran was voted as the most credible source of news within the printmedia by a BBC-Reuters study. R1). When it comes to marketing acumen. literature and youth affairs. Booking & Paying for their Print Classified Ads. entertainment.The gap now stands at a resounding 21 million (Source: IRS 2009 R1). Interestingly.

The NCR as a region is witnessing a lot of retail boom.  After securing a strong foothold in the Hindi heartland. Dainik Jagran. It¶s a lifestyle publication that focuses on the local and sub-local level. City Plus now covers Delhi.I Next is India's first bilingual compact Hindi daily targeted at the youth. Terming it as a retail product .  The Noida edition of the paper was launched on Septemb er 23. the BPO boom followed by a residential boom too. With seventeen editions. the national capital region (NCR). Dainik Jagran now has its eyes set on the English language sphere. Basant Rathore.The Group also publishes Sakhi. all-colour broadsheet constitutes news related to fashion. City Plus is a week ly English tabloid circulated in key urban markets. food. lifestyle. 2006. Bangalore and Pune.  The paper has come out with an English weekly newspaper called City Plus . General Manager. and movie reviews.  The new offering from Jagran is based on an advertising driven model and is available free of cost. I Next is rapidly becoming the happening youth paper. among others. a premium women¶s magazine that targets. said. . Its trendy content is designed especially for India¶s open -to innovations gen next. while the Gurgaon edition is slated for launch on September 30The eight-page. Circulated across nine cities in four states.

We collect & sell content to right target audience´.´Mission of ´DAINIK JAG ANµ:³The Jagran Prakashan Group is the aggregator of content in any form in the infotainment Industry. ³YOU ARE E OWERED´ STAGES OF GROWTH: - .

 To empower the reader to live the life of their dreams.  Love for the community  Adopt the Reader¶s worldwide view. We grow at this stage because: OUR CENTRAL VALUE IS YOU! .  To facilitate better decision.  Liberate the mind  Cheerfulness in the circus of life.  To provoke Thought  Global Experience.

" Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. According to Flippo. periodic and an impartial rating of an employee s excellence in the matters pertaining to his present job and his potential for a better job. a prominent personality in the field of Human Resource. . refine and reward the performance of the employee. performance appraisal is the systematic. performance appraisal goes to the heart of personnel management and reflects the management s interest in the progress of the employees. By focusing the attention on performance. Its aim is to measure what an employee does.Performance Appraisal:Meaning: Performance Appraisal is the process of obtaining. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. It is a powerful tool to calibrate. analyzing and recording information about the relative worth of an employee.

y y y To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. Provide information to assist in the other personal decisions in the organization. y To judge the effectiveness of the other human resource functions of the organization such as recruitment.OBJECTIVES OF PERFORMANCE APPRAISAL:y To review the performance of the employees over a given period of time. selection. y y Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. y To reduce the grievances of the employees. training and development. Helps to strengthen the relationship and communication between superior subordinates and management employees. To help the management in exercising organizational control. y To judge the gap between the actual and the desired performance. . y To provide feedback to the employees regarding their past performance.

Process of Performance Appraisal:- ESTABLISHING PERFORMANCE STANDARDS The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. The standards set should be clear. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. easily understandable and in measurable terms. .

great care should be taken to describe the standards. it is the responsibility of the management to communicate the standards to all the employees of the organization.In case the performance of the employee cannot be measured. the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators. COMMUNICATING THE STANDARDS Once set. This will help them to understand their roles and to know what exactly is expected from them. The standards should also be communicated to the appraisers or the evaluators and if required. . MEASURING THE ACTUAL PERFORMANCE The most difficult part of the performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. This stage requires the careful selection of the appropriate techniques of measurement. The employees should be informed and the standards should be clearly explained to the. It is a continuous process which involves monitoring the performance throughout the year. taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work.

the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. promotions. the actual performance being less than the desired pe rformance depicting a negative deviation in the organizational performance. DECISION MAKING The last step of the process is to take decisions which can be taken either to improve the performance of the employees. The result can show the actual performance being more than the desired performance or. DISCUSSING RESULTS The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. demotions. It includes recalling. The results. The focus of this discussion is on communication and listening. transfers etc. or the related HR decisions like rewards. evaluating and analysis of data related to the employees performance. . take the required corrective actions.

an organization comes across various challenges and problems. the criteria selected should be in quantifiable or measurable terms  Create a rating instrument The purpose of the performance appraisal process is to judge the performance of the employees rather than the employee. may creep in the appraisal process. one trait influencing the evaluator s rating for all other traits) etc. Therefore the ratter should exercise . The main challenges involved in the performance appraisal process are:  Determining the evaluation criteria Identification of the appraisal criteria is one of the biggest problems faced by the top management. halo effect (i. The focus of the system should be on the development of the employees of the organization.  Lack of competence Top management should choose the raters or the evaluators carefully.Challenges of Performance Appraisal:In order to make a performance appraisal system effective and successful. They should have the experience and the necessary training to carry out the appraisal process objectively.e. The performance data to be considered for evaluation should be carefully selected. They should have the required expertise and the knowledge to decide the criteria accurately.  Errors in rating and evaluation Many errors based on the personal bias like stereotyping. For the purpose of evaluation.

Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.  . The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her. To diagnose the training and development needs of the future. transfers etc. Therefore. Typically. To help the management in exer cising organizational control.objectivity and fairness in evaluating and rating the performance of the employees  Resistance The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Purpose of Performance Appraisal:Performance Appraisal is being practiced in 90% of the organizations worldwide.    To judge the gap between the actual and the desired performance. Self-appraisal and potential appraisal also form a part of the performance appraisal processes. Performance Appraisal is aimed at:  To review the performance of the employe es over a given period of time. the employees should be communicated and clearly explained the purpose as well the process of appraisal.  Provide information to assist in the HR decisions like promotions.

OBJECTIVE:  To inform the appraisee of his/her relative performance in terms of targets and Key Result Areas(KRA)  To encourage meaningful and transparent communication between the appraiser and appraisee. .   z JAGRAN PRAKASHAN GROUP PERFORMANCE APPRAISAL & DEVELOPMENT PLAN PURPOSE:  The purpose of conducting a Performance Appraisal is to review and evaluate the performance of an executive/journalist on contract. To judge the effectiveness of the other human resource functions of the organization such as recruitment.  To identify the training need for development. Helps to strengthen the relationship and communication between superior subordinates and management employees. training and development. To reduce the grievances of the employees. selection.

After the form is filled. the appraiser should then proceed with the appraisal interview.  The appraiser should explain to the appraisee why he/she has been given a particular score against a particular parameter and point out the appraisee s strength s and weaknesses.GUIDELINES: -  The date and time for the appraisal interview has to be fixed well in advance by mutual consent between the appraiser and the appraisee to allow for adequate preparation.  A separate self-evaluation form has to be filled by every executive/journalist on contract prior to the appraisal interview and submitted to the appraiser.  During the appraisal interview the appraiser first do a Target based review for the appraisee and he should appraise the appraisee on the important parameters that have been identified.  The targets for the next year should be retained by the Department Head for mid-term review.  The completed self-evaluation forms/performance appraisal forms of every executive/journalist on contract in Mumbai and Delhi should be sent to the respective HRD departments at Mumbai & Delhi.  The appraisee should keep a copy of his/her self -evaluation and performance appraisal form and note the areas for improvement .

 DEFINITION OF SCORES: Scores/ Rating High Flier/Outstanding (5) Definition Employee who truly achieves outstanding success in the given targets and accomplishes much more than the expected tasks with efficiency and effectiveness. Research indicates that only about 15% of the total employee population belongs to this category.2 to 4.69 are Regularly Exceeding. Regularly Exceeds (4) Employee who exceeds the requirements of the job. Meets Requirement (3) This rating is to be given to the employee who has the requisite qualities to perform the present job with efficiency. Employees whose Average Weighted score.7 to 5 are Highfliers/Outstanding. Research indicates that only 1% of the total employee population belongs to this category. Employees whose Average Weighted Score (A) range from 4. It gives an indication that the person is prepared sufficiently for a higher classified job. Research .(A) range from 4.

6 to 4.59 are Meeting occasionally. Employees whose Average Weighted Score. Employees whose Average Weighted Score (A) range from 3 to 3.(A) range from 3.99 are Failing to meet. Inspite of all efforts in training and development the employee continues to demonstrate lack of qualities to perform the job.19 are Meeting requirements.indicates that 73% of the total employee population belongs to this category. Employees whose Average Weighted Score (A) range from 0 to 2. . Occasionally Meets (2) Employee whose performance is adversely affected due to the lack of qualities required to perform in his current job. Fails To Meet (1) This rating means totally unacceptable performance over a period of time. This is an indication that the person needs to be trained and developed sufficiently to orient him towards good performance.

and are there any obstacles which have caused you particular problems? ----------------------------------------------------------------------------------------------- .) NAME: EMPLOYEE NUMBER: DEPARTMENT: DESIGNATION: BRANCH:  Describe in specific your job description in the company? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  What parts of the job do you feel you do well? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  What parts of the job do you have difficulties with.SELF-EVALUATION FORM (It is recommended that the appraisee uses this form prior to his/her interview in-order to help him/her to think about the job he/she does.

transfer to any other function/department etc. to enhance your career? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- . describe the kind of work you are equipped to do. ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  Would you like to handle any assignments and do you desire a job rotation.---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  What were your main accomplishments during the Appraisal year? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  Do you consider yourself fit for a higher position in the company? If yes. ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  What kind of training will equip you to perform better? Specify courses and development need areas.

 Ease indicate the enabling and hindering factors which influence your performance. which you would like to raise at your appraisal?  Overall Appraisal of Performance: (Kindly rate your overall performance) Scores (S) to be used for rating actual performance High Flier/ Outstanding 5 Regularly Exceeds 4 Meets Occasionally Requirements Meets 3 2 Fails to meet 1 APPRAISEE APPRAISER Name: Signature: Date: Name: Signature: Date: . Enabling Factors Hindering Factors  Are there any other points.

TARGET WORKSHEET Name: Designation: Employee Number: Date of Joining: Department: Age: Please identify your Work Goals Please identify the Key Performance Areas (KPA s) Please indicate the target dates by which KPA S would be achieved Please tell us about the areas in which you need training to achieve your work goals Signature (Appraiser) Signature (Appraisee) .

. ... Performance Appraisal Ratings & Redesignation Chart Sr. Signature (Appraisee) Date: .Date Date . No Branch Employee Name *Cont.. No Company Pay Roll ID No HR Empl.. MID TERM REVIEW OF PROGRESS Please indicate the progress made regarding achieving your Key Performance Areas-Whether they are complete/ongoing/incomplete and cite the reasons where appropriate..... Signature (Appraiser) Date: . ..

title code and title type is mentioned below: 1001 Information Technology 2001 Managerial Effectiveness Programme 3001 Function Specific Programme 4001 Training by Experts .Department Present Recommended Year of last Performance Designation Redesignation Rating Redesignation TRAINING NEED IDENTIFICATION & TRAINING CODES In order to facilitate the process we have listed down few steps which are to be followed while collating the training data: STEP 1: As a continuing process of Performance Management Process. The data has to be collated by the Department Heads of the respective branch and given to the Branch Head in the format Training need identification chart . the training needs have to be identified from the Performance Appraisal forms. STEP 2: We have classified the training needs into 4 categories.

please analyse whether the training needs identified are actually required to increase the competence & skill of the individual and would continue towards effective performance of the assigned task. STEP 5: The training codes and sub -codes have to be identified after analysing the descriptions mentioned in the Training code chart . For example: The training type identified is Information Technology and the training title name is MS Office . in training need identification under the column training code and sub-code the entry will be 1001 and 1001 respectively.Kindly note that under the (Training Code-2001). STEP 3: The Department Head to eliminate the training programmes which are not of very important nature and prioritise the identified training needs as per the requirement of the department and branch. In view of the above.Training needs identified should match with the job profile mentioned in the PA form. STEP 4: Also classify the identified training programmes which ca n be conducted internally and externally. Therefore.Managerial Effectiveness Programme we are having the following training titles: . STEP 6: Training calendar will be designed and implemented by the Branch HR/Personnel Head in consultation with the Branch Head.

Manager to Chief Manager: y Principle Centered Leadership y Listening Skills y Performance Management Skills y Coaching & Mentoring y Team Building & Conflict Management y Interviewing Skills y Counselling Skills y Abnormal & Normal Psychology y Emotional Intelligence .(Sub Code-2001) Managing Self includes the following module for the rank of Executives to Asst. Manager: y Goal Setting & Career Planning y Lateral Thinking y Communication Skills y Presentation Skills y Time Management y Assertiveness y Transactional Analysis y Counselling Skills y Seven Habits of Highly Effective People y Art of Living & Stress Management (Sub Code-2003) Managing Business & Strategy includes the following module for the rank above Chief Manager: y Business Policy Planning y Strategic Management y Marketing Management y Operations Research (Sub Code-2002) Managing People includes the following module for the rank of Dy.

y Finance for Non-Finance y HR for Non-HR y TQM & BPR TRAINING CODES CHART Training Code 1001 Type of Training Sub-Code Information Technology 1002 1003 1004 1005 1006 1001 Training Need Title MS Office/Windows Internet Tools Oracle QurakXpress Adobe/Corel Draw Design and Layout Techniques 1007 1008 1009 Design and Graphics Operations System Ingres/Informix/Sysbase .

1010 1111 Java/Perl/Cgi Others 2001 MGR Effectiveness Programme 2001 Managing Self 2002 2003 Managing People Managing Business & Strategy 2004 Others 3001 Function Specific Programme 3001 Selling Skills & Marketing Concepts 3002 Industrial Relations & Labour laws 3003 Materials Management & Purchase Management 3004 Financial Accounting/Balance sheet .

3005 3006 3007 3008 Taxation Customer Relations Brand Management Fire Risk Management & Electrical Skills 3009 Research Methodologies 3010 3111 Writing Skills Foundation Course for Journalism 3112 Others 4001 Training by Experts 4001 International Accounting Norms/Standards 4002 4003 4004 Forex/ Futures/Swaps Capital Market Marketing/Media/ Advertising 4005 Macro/Micro Economics .

HR EMPL. Company Pay Roll ID No. NO Branch *Cont.4006 Security and Administration 4007 Others TRAINING NEED IDENTIFICATION Sr No. Employee Name Department Present Recommended Design ation Redesignation Year of Last Redesigna tion Performance Rating .

2. Measure(s) These are yardsticks for evaluating the extent of performance with respect to a KRA. Performance with respect to defined KRAs lead to distinct contributions/ outcomes towards organizational objectives.PERFORMANCE ASSESSMENT GUIDELINES 1) Self-Assessment All Appraises will make a Self-Assessment of their own performance and fill in the following information in the Performance Assessment Worksheet: Sl. achievable and time-bound. Performance Standard This is a specific goal corresponding to the Measure of a KRA and should preferably be realistic. 3. . A particular KRA may have more than one Measure. Key Result Area (KRA) These are critical functions of a job. No. Term Description 1.

y Planning of KRAs. Extent of Over-/ Underachievement (with elaboration) To what extent the Performance Standards were met and description about the causes of /factors responsible for Over/ Under-Achievement. . y Identifying the key drivers and facilitators for performance. The minimum Waightage is 10% 5. 2) Performance Assessment Discussion This candid discussion between the Appraiser and the Appraisee on the latter s performance during the year should focus on the following aspects: y Demonstration of the extent of performance by the employee in the objective terms. Measures and Performance Standards for the next year. Weightage(%) This demonstrates the relative importance of the KRA in terms of the priority and effort and should add up to 100%. y Reviewing and discussing performance bottlenecks and making plans to overcome them.4.

.3) Assessment by Appraiser Post discussion with the employees. or any other Job-related aspect. Assessed Level The Performance Level of an Appraisee for each of his/her KRAs as well as the Overall Performance( for the Job as a whole) will be as per table below. the Appraiser will fill in the following information: Comments of Appraiser This will include specific observations/ remarks relevant to the Assessment of the Appraisee.

Overall Performance only Partially meets job expectations And improvement is needed. . Overall Performance Demonstrated meets all job Expectations. ME Meets Expectations Between 85% to 100% Performance meets Expectations. NI Needs Improvement Less than 85% Performance only partially Meets expectations and Needs improvement. Overall performance exceeds all Job expectations and is visible Across the organization. SME Short of Minimum Expectations Poor or Insignificant Results Performance demonstrated Falls short of minimum Expectations.Definition of Level Assessed Level Description of Level Typical % Achievement of Results Performance exceeds Expectation. consistently DE Demonstrates Excellence Greater than 120% Achieving challenging and Stretch goals and meets Industry/ organizational Standards of excellence. Overall performance Demonstrated falls short of Minimum job expectations. KRA Performance Overall Performance EE Exceeds Expectations Between 100% to 120% Performance exceeds Expectations in all respects. Overall Performance exceeds all Job expectations and is visible Across the Department/ Function/ Location.

if any. 5) Performance Calibration Process After the completion of performance review. The reviewer and the appraiser shall document their overall comments relating to the assessment of employee and sign off at respective places in the worksheet.4) Performance Review The Appraiser will forward the Worksheet duly assessed and completed by him/her to the Reviewer (the immediate supervisor of the Appraiser) for his/her review and validation. Based on discussion with the Reviewer. Performance level Distribution guidelines: Assessed Level DE EE ME NI SME % of Head Count 10% 25% 50% 10% 5% . the Overall Performance as assessed will be taken through the Performance Calibration Process by the Functional Directors. This process would aim at reviewing performance levels across the functional area and apply necessary changes in line with structured guidelines. the Assessed Level of Overall Performance for the employee will be documented in the Worksheet (based on the guidelines in the above table).

6) Feedback to Appraisee Post calibration process. 2 Desired Behavior Level of This is the proficiency with which the Key Behavior is Required to be demonstrated by the jobholder for performing his/her job effectively. No. . EMPLOYEE DEVELOPMENT GUIDELINES (A) Identifying Key Behavior Areas and their Desired Level The Appraisee should fill in the following information in consultation with the Appraiser and HR Managers. 1 Term Description Key Behavior Area These are the behaviors that are required by an individual To perform his/her job effectively. Sl. The Appraiser then forwards the Worksheet to the Functional Head. signs off the worksheet and hands it over back to the Appraiser. the Assessed Level of Overall Performance will be communicated to the Appraisee by the Appraiser. The Appraisee writes down his impressions and views (including those regarding the objectivity of the process).

Development Support required by the Appraisee to take on higher/ wider roles within the next year. 2. Training Needs of the Appraisee that need to be addressed within the next year. the Appraiser will fill in the following information in the Worksheet: Sl. the Appraisee and the Appraiser candidly discusses the following : 1. These Examples (may be Critical Incident) would always have to be work-related and would be determinants of their Proficiency Level (explained below) on the applicable Key Behavior Areas. The Frequency of demonstration of a Behavior by the Appraisee.(B) Demonstration of Key Behaviors by Appraisee Appraisees provide Examples of Demonstration of Key Behavior (with reference to the Desired Level of Behavior) for each of the Key Behavior Areas. Term Description . (C) Development Review Post filling in the Examples of Demonstrated Behavior. as well as the Proficiency with which it is demonstrated over a defined period of time. Post discussion with the Appraisee. 3.

As desired (A) Demonstrates Desired Level of Key Behaviors with Expected Consistency for Current Job.No. to be And Training Needs addressed during the next one year. Assessed Proficiency 1 Level This describes the Proficiency with which the Key Behavior is demonstrated by the appraisee as per the Proficiency Level Table given below. Less than desired (L) Does Not Demonstrate Desired Level of Behavior with Expected Consistency for Current Job. 2 Specific Development These are any specific Development and Training Needs for the Appraisee. Proficiency Level Table Proficiency Level Description More than desired (M) Demonstrated Desired Level of Key Behavior with Expected Consistency for Current Job and Additionally Demonstrates Key Behavior at Higher Level (s) than desired on some occasions. .

This data will form an important parameter for Progression / Re-designation decisions.The Appraiser signs off and forwards the document to the Appraisee for his/her comments and sign-off.1 What type of Performance Appraisal system exists in your Organization? Confidential Report EPRF [Employee Performance Appraisal Review Form] . Q. The Proficiency Level is communicated the Functional Director. the Appraisee forwards the Worksheet to the concerned HR Manager. and would not be revealed to Times of India Management. Post this. QUESTIONNAIRE Name: Age: Department: Designation: Qualifications: Number of Years of Service at Dainik Jagran: Contact Number: Note: This questionnaire would be kept as confidential document as it s for Survey Purpose.

transfer and development Reveal areas where training is needed Q. 4 Is the Self-evaluation forms self-sufficient? Very much sufficient Moderately sufficient Not at all sufficient Q. 2 To what extent do you think that performance appraisal is necessary for efficient functioning of the organization? Very much necessary Some what necessary Not at all necessary Q.DOPA [Development Oriented Performance Appraisal] Q.5 Do you think that the existing performance appraisal system adequate enables you to find out the areas of furthers improvement? Strongly agree . 3 What according to you should be the objective of a performance appraisal? [Assign ranks as per your priority] To improve job satisfaction To prevent grievance To assist in career planning Assist management in promotion.

to what extent are they fulfilled at Dainik Jagran? Strongly fulfilled Some what fulfilled Not at all fulfilled Q.Agree Neither Agree nor Disagree Disagree Strongly Disagree Q. 9 How far is the present performance appraisal system influential in keeping high motivational level? Strongly influential .7 Career planning and job rotation being an essential part of performance appraisal. 8 Do you think that external factors that affect your performance are accounted for? Yes No Q. 6 How far is the performance appraisal system influential in determining training needs? Strongly influential Some what influential Not at all influential Q.

Somewhat influential Not at all influential Q. 13 Do you think there exist a fine combination of Centralized Policy decisions and Decentralized Operating decisions at Dainik Jagran? Strongly agree Agree . 11 If you have answered NO to the previous question then what do you think is the best facet that could evaluate you? Q. so that it would keep your performance at its best? Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed. 10 Do you think that you are perfectly being evaluated by the present performance appraisal system? Yes No Q.

15 Do you think there exist a transparent performance appraisal system at Dainik Jagran? Yes No Q. performance appraisal has been undertaken at Dainik Jagran. 14 Job and role clarity plays a vital role in individuals performance. 16 How far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance? Excellent Very good Good Fair Poor Q.Neither Agree nor Disagree Disagree Strongly Disagree Q. how was your experience and what changes would you like to suggest? . how clearly are these two defined at Dainik Jagran? Very much clear Moderately clear Not at all clear Q. 17 Recently.

An l sis of u stionn i Cl ssification of Respondent:-

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Male Fe ale Se es1

Abo e diagram shows the classification of respondent. Out of 25 persons, 18 are males and 7 are females. And percentage wise classifications are shown in following diagram.

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Q-1 What ty e of pe formance appraisal system e i st in your organization?

Confidential Report EPRF (Employee Performance Appraisal Revie Form) DOPA (Development Oriented Performance Appraisal)

0 23


25 20 15 23

10 5 0
c.r. EPRF DOPA Total




Above diagram shows which type of performance appraisal system e it in Times of India. Here out of 25 persons 23 says EPRF and 2 says DOPA. And percentage wise classifications are shown in following diagram.



Male Female





8 0


confidential report


Q-2 To What e tent do you think that performance appraisal system is important for efficient functioning of the organisation?

Important Very Important Not Important


25 20 16 9

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5 0


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Above diagram shows to What e tent do you think that performance appraisal system is important for efficient functioning of the organisation. Here out of 25 persons 9 says Important and 16 says Very important. And percentage wise classifications are shown in following diagram.  

0 Not Imp



9 16 0



0 36 64 Q-3 Is the Self-e aluation form self-sufficient? Sufficient Insufficient Needs Impro ement Total 15 1 9 25 30 25 20 15 15 9 1 Sufficient Insuf. Need imv Total 10 5 0 Series1   Important very Imp Not Imp  25 .

Above diagram shows is the Self-e aluation form self-sufficient. Here out of 25 persons 15 says Sufficient. 60 Need imv 4 diagram. And percentage wise classifications are shown in following Sufficient 36 Insuf. Q-4 Do you think that external factors that affect your performance are accounted and Considered during the Performance Appraisal? Yes No Total 18 7 25 30 25 25 1 20 15 10 5 7 0 es No Series1 Total  ! ! " # . 1 says Insufficient and 9 says needs improvement.

Here. And percentage wise classifications are shown in following diagram. are there any other factors that help to fulfil the abo e objecti e? Yes No 6 19 30 25 20 15 10 5 0 Yes No Total 6 1 Series1 & $ 25 % . 28 Yes 72 No Q-7 Apart from the performance appraisal system. out of 25 persons 18 says Yes and 7 says No.Above diagram shows the external factors that affect your performance are accounted and Considered during the Performance Appraisal.

24 76 Q-8 Do you think. the past performance beha ioural records and critical incident are considered during the performance appraisal? Not Considered Considered but not adequately Adequately considered while making decisions Total 30 25 20 15 10 11 3 5 0 Not cons consider Ade con Series1 ) ' 3 11 11 25 11 Yes No ( 25 Total .

lead stres Series1 2 1 0 0 0 Not cons consider 3 2 2 .44 12 44 Ade con Q-9 How far is the present performance appraisal system influential in keeping high Moti ational le el? Strongly influential Somewhat influential Not influential Leads to stress Total 9 12 3 1 25 30 2 2 20 1 12 10 9 3 1 Total 0 Strongly Somewhat Not influ.

Chart Titl 12 4 36 48 Q-10 Do you think that you are perfectly e aluated by the present appraisal system? Yes No Total 30 25 25 20 18 15 10 5 0 Yes Series1 4 18 7 25 7 No 4 5 5 Strongly Somewhat Not influ. lead stres Total .

28 72 Q-11 How do you find the beha iour of the appraiser at the time of Appraisal Inter iews? Fair & justified Moti ating Comforting & Supporti e Biased Stressful Total 15 5 5 0 0 25 6 6 Yes No .

3 25 2 15 1 Series1 2 2 Supp rtive Biased Stressful Q-12 Is the system at Dainik Jagran adequately justifies your potential through job rotations and other tools? Yes No Total 19 6 25 B 6 BA 7 98 7 5 @7 98 98 @7 7 7 8 25 15 5 5 8 Fair tivate .

30 25 25 20 15 10 5 19 6 0 Yes No Series1 Total 24 76 Q-13 Do you think the performance appraisal system adequately appraises the potential of employee? Yes No Total 20 5 25 C D Yes No .

30 2 2 20 20 1 10 0 Yes No Series1 Total 20 80 Q-14 Job and role clarity plays a ital role in indi idual s performance. how clearly are these two defined at JAGRAN Group? Very much clear Moderately Clear Not at all clear Total 15 9 1 25 F Yes No G E G E E F .

30 25 25 20 15 15 10 9 1 r y much Clear deratery Clear N t at all Clear Series2 T tal 5 0 Series1 4 36 ery much Clear 60 derate ry Clear N t at all Clear Q-15 Do you think there exist a transparent performance appraisal system at times group? Yes No Total 22 3 25 QP S H Q Q QP R IH R R .

2 22 2 1 20 10 3 0 Yes N T tal Series1 12 N 88 Q-16 How Far is the performance appraisal system armed with an efficient feedback system to assist you in impro ing performance? Excellent Very Good Good Fair Poor Total 6 4 9 5 1 25 V T Yes 30 V V W X U U U .

how was your experience and what changes would you like to suggest? __________________________________________________________________________________ __________________________________________________________________________________ ___________________________________________________ ______________________________ _ _________________________________________________________________________________ Y Y ` ` ` Excellent Yery good Good Fair Poor .10 9 8 7 6 5 4 3 2 1 0 9 6 5 4 1 Excellent Yery good Good Series1 Fair Poor 4 20 24 16 36 Q-17 Recently performance appraisal has been undertaken at Dainik Jagran.

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