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WHAT SHOULD BE RATED?

The seven criteria for assessing performance are:1. Quality: The degree to which the process or result of carrying out an activity

approaches perfection.
2. Quantity:

the amount produced, expressed in monetary terms, number of

units, or number of completed activity cycles.


3. Timeliness: The degree to which an activity or a result produced. 4. Cost Effectiveness: The degree to which the use of the organizations

resources (e.g. human, monetary, technology, material)is maximized in the sense of getting the highest gain.
5. Need for Supervision: the degree to which a job performer can carry out a

job function without supervisory assistance.


6. Interpersonal Impact: The degree to which a performer promotes feelings

of

self-esteem,

goodwill

and

co-operation

among

co-workers

and

subordinates.
7. Training: Need for training for improving his skills knowledge.

2.3 PROCESS OF PERFORMANCE APPRAISAL


1. ESTABLISHING PERFORMANCE STANDARDS

The first step in this process is to set performance standards for appraising the performance of an employee. It involves setting up of criteria to be used for appraising actual performance of employees. This criteria is decided with the help of job analysis. The standards decided should be clear, objective, and noted in writing. Then standards should be discussed with the supervisors to ensure all the factors have been properly included. 2. COMMUNICATING THE STANDARDS TO EMPLOYEES In this, the performance standards specified in the first step are communicated and explained to the employees so that they will know precisely what is expected of them. In the absence of such communication, the employees will find it difficult to guess what is expected of them. If necessary, the standards should be modified in the light of feedback obtained from the employees. 3. MEASURING ACTUAL PERFORMANCE In this step, actual performance of employees is measured in the light of standards decided and communicated to employees. Such measurement requires selecting the right technique of measurement, identifying the internal and external factors influencing performance and collecting information on results achieved. Data on performance are collected through different means such as personal observation, written reports and face to face communication.

4. COMPARING ACTUAL PERFORMANCE WITH THE STANDARDS DECIDED In this step, actual performance of the worker is compared with the predetermined performance standards. This type of comparison between actual performances with

standard performance will clearly reveal the deviations which may be negative or even positive. Positive deviations occur when actual performance exceeds the standards fixed. Negative deviations occur when actual performance is below the standards fixed. By comparing this, the employee is apprised and judged of his potential for growth and advancement. 5. DISCUSSING ACTUAL PERFORMANCE In this step, the results of appraisal are communicated to and discussed with the employees. The deviations and the reasons behind such deviations are analyzed in full and discussed. Such discussion is important as it enables an employee to know his weakness and strengths. This will motivate him to improve his performance. The impression which the subordinate worker received about his performance has a positive impact on his subsequent performance. In fact, the information which the subordinate receives about his performance assessment has a great impact on his self-esteem and on his subsequent performance. The impact should be position. 6. OFFERING GUIDANCE/ TAKING CORRECTIVE ACTIONS In this step, the corrective steps required to be taken for improving performance are identified and initiated. For this, mutual discussion with concerned employee is essential as remedial measures will give positive results only when they are introduced after full and fair discussions with the employee. For this, appraisal interview is necessary and should be conducted properly by the rater. Follow up measures for self development will be taken properly by the rate if this interview is conducted properly. It should be problem solving interview. Employee will take initiative and interest in the corrective measures may be in the form of special training, counseling, coaching, and offering guidance in the work

assigned. This will improve the performance of worker before next round of performance appraisal.

3.4 HUMAN RESOURCE MANAGEMENT

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. Even as BSNL goes about conducting its business activities, it lays emphasis on constant enhancement of knowledge and skills through regular training programmes. We believe that our staff, which is one of the best trained manpower in the telecom sector, is our biggest asset. We believe that our future depends on our staff who provide services to our valued customers and stay in touch with them. To meet the technological challenges, employees are trained for technology up-gradation,

modernization, computerization etc in BSNL's training Centers spread across Country. These centers are properly equipped with the requisite

infrastructure facilities such as Lecture rooms, modern audio-visual aids, libraries, hostels etc. To apex training centers of BSNL i.e. Advance level Telecom Training Center (ALTTC) at Ghaziabad and Bharat Ratna Bhimrao Telecom Training Center at Jabalpur are comparable to any world class Telecom Training Center.

STAFF
Distribution Of Group-Wise Staff Strength Of BSNL (Numbers) As On 31st March 2009 Is Indicated Below:

* Including 2773 Nos. Industrial Workers

ROLES IN THE PERFORMANCE APPRAISAL PROCESS

a) Reporting Manager 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 b) Reviewer (Reporting Managers Reporting Manager) 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 c) HOD (In some cases, a reviewer may not be a HOD) 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

d) HR Head Secretary to the normalization committee. Assists HODs / Reporting Managers in communicating the performance rating of all the employees. e) Normalization Committee Decides on the final bell curve for each function in the respective Business Unit / Circle Reviews the performance ratings proposed by the HODs, specifically on the upward / downward shift in ratings, to ensure an unbiased relative ranking of employees on overall performance, and thus finalize the performance rating of each employee.

PERFORMANCE APPRAISAL PROCESS TAKEN BY FOLLWING PERSON

REPORTING MANAGER REVIEWER HOD HR HEAD NORMALISATION COMMITTEE