SUMMER TRAINING REPORT

AT
TIMES OF INDIA
On

Submitted By:

M.B.A. Sem III

Submitted To

Department of Business
Administration
 PREFACE

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 semesters 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 and 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 perform specific job in industrial environment.

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

THE TIMES OF INDIA is a wide Organization producing News papers, the main products
include Times of India, Economic Times, Radio Mirchi etc. It has developed in many fields.
Today guess is a legend in the world of business and organisation at a home and abroad.
 ACKNOWLEDGEMENT

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 ‘ THE TIMES OF INDIA’ for
having given me the opportunity to training in their office.

I would like to thanks the Head Of the Department Dr. A.Kumar , the faculty , the librarian
and the administrative staff of Department of Business Administration, Bhavnagar University,
Bhavnagar, for their support.

Finally, I express my sincere thanks to Mr.Ashok Solanki and Mr. Hemant PatelWho guided
me through out the project and gave me Valuable suggestion and encouragement.
 TABLE OF CONTENTS

Sr. No. 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
 INTRODUCTION
OF
THE TIMES OF INDIA
The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of
Commerce".later to be known as “The Times of India “.

The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of
Commerce". The issue is published twice a week. Dr. J.E. Brennan the first editor also
Secretary of the Chamber of Commerce. Rs 30/- is the annual subscription.

1846

The newspaper experiences proprietary changes and Dr. George Brit appointed editor.

1850

Shareholders decide to increase the share capital and the paper converted into a daily

1855

Telegraph Services opens up in India shortly afterwards, the paper

signs an agreement with Reuters for raising news coverage and
lowering subscritption rates. That old tie was renewed in 2006 with
the pact between TIMESNOW & Reuters

1861
Editor Robert Knight amalgamates The Bombay Times, Bombay Standard and
Bombay Telegraph & Courier to form 'The Times of India' and gives it a national
character.

1880

The Times of India Weekly edition launched.The

Times of India weekly edition launched, to meet the
need for a weekend paper. This later came to be
known as the Illustrated Weekly of India in 1923.The
Times of India Weekly edition launched.

1890

Editor Henry Curwen buys TOI in partnership with Charles Kane.

1892

Following the death of Henry Curwen, T. J.

Bennett becomes the editor and enters into a
partnership with F.M. Coleman to form a joint
stock company - Bennett, Colemen & Co. Ltd.
(BCCL).

1902
The paper moves in to its current office opposite CST. It
started out at the Parsi Bazar and then moved on to
Churchgate where things got so bad that editor Bennett had
to complete his editorial elsewhere after the ceiling fan
collapsed in his room.

1907
Editor Stanley Reed revolutionises news production by
extending the deadline to midnight. Until then any news
that came in after 5pm was held over for the next day.
TOI's first price war under editor Stanley Reed: price cut
from 4 annas to 1 anna; circulation rises 5 times.

1923

Evening News of India launched

1929

The Times Of India Illustrated Weekly renamedThe Illustrated

Weekly Of India

1930

The Column "Bombay 100 Years ago" published

1930

The Column "Bombay 100 Years ago" published First movie review published

1940

First time news items appeared on the front page

1946

For the first time the paper transfers to Indian ownership. Seth Ramakrishna Dalmia
buys out Bennett, Coleman & Co.Ltd. for Rs. 2 crores.

1948
Sahu Jain Group become the owners of the company. Shanti Prasad Jain is the first Chairman
of the group

1950

 Navbharat Times launched

 The TOI Crest changes from the

lions to elephants

 Dharmayug, Hindi weekly

pictorial magazine launched

 Frank Moraes succeeded Ivor Jehu to become the first Indian editor (1950-57)R K
Laxman’s common man cartoon starts.

1952

Filmfare- first film magazine in English launched

1959
Femina- first women’s magazine in English launched

1961

The Economic Times launched

1962

Maharashtra Times launched

1965
Femina Miss India contest started.
1987
Printing of The Times of India from Kandivili Press in Mumbai.

1988

Times of India completes 150 years.

Special stamp released by P &

1991

BBC features Times of India among

world's six great newspapers

1994
Bombay Times, the sassy colour supplement that
chronicles the changing lifestyle mores of a
globalising city is launched.

1996

Times of India carry its first colour photograph. Times of India crosses 1 million mark
in circulation.

1998

BCCL enters into music market with Times Music.

1999

Indiatimes.com launched

1999
BCCL enters music retailing business with Planet M and radio broadcasting business with
Radio Mirchi

2000

TOI crosses the 2 million mark in circulation.

2001

TOI goes all color and storms Delhi by being

"Number One"

2003

President APJ Abdul Kalam visits TOI to

inaugurate Times Foundation
2004
Television business launched with the launch
of a lifestyle and entertainment channel called ZOOME Paper
launchedTimescape- the Times Group Intranet launched. Launch of the
jobs portal Times Jobs http://www.timesjobs.com.

TimesJobs.com pioneered the concept of job fairs in India, branded as

‘Big Leap’.
 2005

 MT – Largest read Marathi Newspaper in Mumbai – IRS

survey
 TOI – Goes daily full colour
 Mumbai Mirror launched
 TimesMatri.com - Launched in August - re-launched as
 SimplyMarry.com in December 2006.

2006

TIMES NOW – TV News Channel launched

ET – first newspaper available on cell phone

Mumbai Mirror – Afternoon edition launched
Offers Mumbai Mirror or Maharashtra Times as complimentary
copy with TOI at a price of Rs.4/- TOI – The only English
language daily to feature among the top 10 with a readership of 131.4
lakhs- IRS Survey by Hansa ResearchTimes Group MD, Mr Vineet
Jain awarded the scroll of honour for being the new age media guru - Hero Honda Indian TV
Academy AwardsTimescape the Times Group Intranet
portal re-launched - now powered by SAP Netweaver
BCCL goes live on SAP systemMagicBricks.com –
launched in October 2006 targets the Online Real Estate Space Smart Hire – launched April
2006, is witnessing stupendous growth with its focus on providing organisations with end-to-
end recruitment solutions. Ads2Book.com – The World’s Only Global Ad Booking Engine -
Relaunched in August 2006With intensive R&D, the Net-2-Print classifieds booking system
Ads2Book.com was created and imbued with AI (artificial intelligence) that assisted users
through the entire process of Creating, Booking & Paying for their Print Classified Ads, all
from the comfort of their desktop.
2007

 TOI – the Indian Corporate Elite’s No. 1 newspaper - A CNielsen Report

 What’s Hot- a new weekly magazine delivered free with TOI on every Friday

 Times Group bags 5 gold and 1 silver at the ABBY Awards

 TOI prints 2 city editions., one at 11pm and second 12.30 am

 BCCL wins SAP ACE 2007 Awards for Customer Excellence in the best media sector
implementation The Economic Times- Gujarati Edition launched

 Good Life World - launched April 2007is the future of Internet in India, the concept of
‘Click & Brick’ is just the right impetus the Online Industry needs, as users are either
to busy to log on to the net for their personal needs or are not savvy enough and need
help. The Good Life World Centre allows users to access the services offered by
Times Business Solutions’ portals from the Centre and make offline payments for
online services, thus ensuring ease of access and complete financial security.

Businesses are in:

Publications,Finance,Music,Retailing,Media,Radio,Internet products,Events, Charitable
Trusts,Education.
 “Mission of “TIMES OF INDIA”:

“The Times of India Group is the aggregator of content in any form in

the infotainment Industry. We collect & sell content to right target
audience”.

The Mantra

“YOU ARE EMPOWERED “

  STAGES OF GROWTH

 To empower the reader to live the life of their dreams.

 To facilitate better decision.
 To provoke Thought
 Global Experience.
 Love for the community
 Adopt the Reader’s worldwide view.
 Liberate the mind
 Cheerfulness in the circus of life.

We grow at this stage because:

OUR CENTRAL VALUE IS YOU!

Performance Appraisal

Meaning:

Performance Appraisal is the process of obtaining, analyzing and recording

information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to
measure what an employee does.

According to Flippo, a prominent personality in the field of Human Resource,

“performance appraisal is the systematic, 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." 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 is a powerful tool to calibrate, refine and reward the performance of the

employee. It helps to analyze his achievements and evaluate his contribution
towards the achievements of the overall organizational goals.

By focusing the attention on performance, performance appraisal goes to the

heart of personnel management and reflects the management’s interest in the
progress of the employees.

OBJECTIVES OF PERFORMANCE APPRAISAL:

 To review the performance of the employees over a given period of time.

 To judge the gap between the actual and the desired performance.

 To help the management in exercising organizational control.

 Helps to strengthen the relationship and communication between

superior – subordinates and management – employees.

 To diagnose the strengths and weaknesses of the individuals so as to

identify the training and development needs of the future.

 To provide feedback to the employees regarding their past performance.

 Provide information to assist in the other personal decisions in the

organization.
  Provide clarity of the expectations and responsibilities of the functions to
be performed by the employees.

 To judge the effectiveness of the other human resource functions of the

organization such as recruitment, selection, training and development.

 To reduce the grievances of the employees.

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. 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. The standards
set should be clear, easily understandable and in measurable terms. In case the
performance of the employee cannot be measured, great care should be taken
to describe the standards.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the

standards to all the employees of the organization. The employees should be
informed and the standards should be clearly explained to the. 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, the standards can also be modified at this stage
itself according to the relevant feedback from the employees or the evaluators.
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. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the
careful selection of the appropriate techniques of measurement, taking care
that personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.

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 result can show the actual performance
being more than the desired performance or, the actual performance being
less than the desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating and analysis of
data related to the employees’ performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees
on one-to-one basis. The focus of this discussion is on communication and
listening. The results, the problems and the possible solutions are discussed
with the aim of problem solving and reaching consensus. The feedback should
be given with a positive attitude as this can have an effect on the employees’
future performance. The purpose of the meeting should be to solve the
problems faced and motivate the employees to perform better.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective
actions, or the related HR decisions like rewards, promotions, demotions,
transfers etc.

Challenges of Performance Appraisal:

In order to make a performance appraisal system effective and successful, an

organization comes across various challenges and problems. 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. The performance data to be considered
for evaluation should be carefully selected. For the purpose of
evaluation, 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. 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.
They should have the required expertise and the knowledge to decide
the criteria accurately. They should have the experience and the
necessary training to carry out the appraisal process objectively.

 Errors in rating and evaluation

Many errors based on the personal bias like stereotyping, halo effect (i.e.
one trait influencing the evaluator’s rating for all other traits) etc. may
creep in the appraisal process. Therefore the ratter should exercise
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. Therefore, the employees
should be communicated and clearly explained the purpose as well the
process of appraisal. The standards should be clearly communicated and
every employee should be made aware that what exactly is expected
from him/her.

Purpose of Performance Appraisal:

Performance Appraisal is being practiced in 90% of the organizations
worldwide. Self-appraisal and potential appraisal also form a part of the
performance appraisal processes.

Typically, Performance Appraisal is aimed at:

 To review the performance of the employees over a given period of time.

 To judge the gap between the actual and the desired performance.

 To help the management in exercising organizational control.

 To diagnose the training and development needs of the future.

 Provide information to assist in the HR decisions like promotions,

transfers etc.
 Provide clarity of the expectations and responsibilities of the functions to
be performed by the employees.
 To judge the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training and development.
 To reduce the grievances of the employees.
 Helps to strengthen the relationship and communication between
superior – subordinates and management – employees.

THE TIMES 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.

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.
 To identify the training need for development.
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.
After the form is filled, the appraiser should then proceed with the appraisal
interview.
 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 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.
 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 Definition

High Flier/Outstanding (5) 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 1% of
the total employee population
belongs to this category.

Employees whose Average

Weighted score- (A) range from 4.7
to 5 are Highfliers/Outstanding.
Regularly Exceeds (4) Employee who exceeds the
requirements of the job. It gives an
indication that the person is
prepared sufficiently for a higher
classified job. Research indicates
that only about 15% of the total
employee population belongs to
this category.

Employees whose Average

Weighted Score– (A) range from
4.2 to 4.69 are Regularly
Exceeding.
Meets Requirement (3) This rating is to be given to the
employee who has the requisite
qualities to perform the present
job with efficiency. Research
indicates that 73% of the total
employee population belongs to
this category.

Employees whose Average

Weighted Score- (A) range from
3.6 to 4.19 are Meeting
requirements.
Occasionally Meets (2) Employee whose performance is
adversely affected due to the lack
of qualities required to perform in
his current job. This is an indication
that the person needs to be trained
and developed sufficiently to orient
him towards good performance.

Employees whose Average

Weighted Score –(A) range from 3
 to 3.59 are Meeting occasionally.
Fails To Meet (1) This rating means totally
unacceptable performance over a
period of time. Inspite of all efforts
in training and development the
employee continues to
demonstrate lack of qualities to
perform the job.

Employees whose Average

Weighted Score – (A) range from 0
to 2.99 are Failing to meet.
SELF-EVALUATION FORM

(It is recommended that the appraisee uses this form prior to his/her interview
in-order to help her/him to think about the job she/he does.)

NAME: DEPARTMENT:
EMPLOYEE NUMBER: DESIGNATION: BRANCH:

 Describe in specific your job description in the company?

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 What parts of the job do you feel you do well?

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 What parts of the job do you have difficulties with, and are there any
obstacles which have caused you particular problems?

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 What were your main accomplishments during the Appraisal year?

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 Do you consider yourself fit for a higher position in the company? If yes,
describe the kind of work you are equipped to do.

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 What kind of training will equip you to perform better? Specify courses
and development need areas.
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 Would you like to handle any assignments and do you desire a job
rotation, transfer to any other function/department etc. to enhance your
career?

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 Please indicate the enabling and hindering factors which influence your
performance.
Enabling Factors Hindering Factors

 Are there any other points, which you would like to raise at your
appraisal?

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 Overall Appraisal of Performance:

(Kindly rate your overall performance)
 Scores (S) to be used for rating actual performance

High Flier/ Regularly Meets Occasionally Fails to

Outstanding Exceeds Requirements Meets meet
5 4 3 2 1

APPRAISEE APPRAISER

Name: Name:

Signature: Signature:

Date: Date:

TARGET WORKSHEET

Name: Employee Number: Department:

Designation: Date of Joining: Age:

Please identify your Please identify the Please indicate the

Work Goals Key Performance target dates by which
Areas (KPA’s) 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)……………

Date …………… Date ……….......

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)…………… Signature(Appraisee)…………..

Date …………... Date …………..

Performance Appraisal Ratings & Redesignation Chart

Sr. No Company Pay Roll HR Empl. Branch Employee

ID No No Name
*Cont.

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

training needs have to be identified from the Performance Appraisal forms. 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”.

STEP 2: We have classified the training needs into 4 categories, title code and
title type is mentioned below:
 1001 Information Technology
2001 Managerial Effectiveness Programme
3001 Function Specific Programme
4001 Training by Experts

Training needs identified should match with the job profile mentioned in the PA
form. In view of the above, 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 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.

STEP 4: Also classify the identified training programmes which can be

conducted internally and externally.

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’. Therefore, in training need identification under the column
training code and sub-code the entry will be 1001 and 1001 respectively.
STEP 6: ‘Training calendar’ will be designed and implemented by the Branch
HR/Personnel Head in consultation with the Branch Head.Kindly note that
under the (Training Code-2001)- “Managerial Effectiveness Programme” we are
having the following training titles:

(Sub Code-2001) Managing Self (Sub Code-2002) Managing People

includes the following module for includes the following module for
the rank of Executives to Asst. the rank of Dy. Manager to Chief
Manager: Manager:

 Goal Setting & Career  Principle Centered

Planning Leadership
 Lateral Thinking  Listening Skills
 Communication Skills  Performance Management
 Presentation Skills Skills
 Time Management  Coaching & Mentoring
 Assertiveness  Team Building & Conflict
 Transactional Analysis Management

 Counselling Skills  Interviewing Skills

 Seven Habits of Highly  Counselling Skills

Effective People  Abnormal & Normal
 Art of Living & Stress Psychology
Management  Emotional Intelligence
(Sub Code-2003) Managing
Business & Strategy includes the
following module for the rank
above Chief Manager:

 Business Policy Planning

 Strategic Management
 Marketing Management
 Operations Research
 Finance for Non-Finance
 HR for Non-HR
 TQM & BPR

TRAINING CODES CHART

Training Code Type of Training Sub-Code Training Need Title

1001 Information 1001 MS Office/Windows
Technology
1002 Internet Tools
1003 Oracle
1004 QurakXpress
1005 Adobe/Corel Draw
1006 Design and Layout
Techniques
1007 Design and Graphics
1008 Operations System
1009 Ingres/Informix/Sysbase
 1010 Java/Perl/Cgi
1111 Others

2001 MGR 2001 Managing Self

Effectiveness
Programme
2002 Managing People
2003 Managing Business &
Strategy
2004 Others

3001 Function 3001 Selling Skills & Marketing

Specific Concepts
Programme
3002 Industrial Relations &
Labour laws
3003 Materials Management &
Purchase Management
3004 Financial
Accounting/Balance sheet
3005 Taxation
3006 Customer Relations
3007 Brand Management
3008 Fire Risk Management &
Electrical Skills
 3009 Research Methodologies
3010 Writing Skills
3111 Foundation Course for
Journalism
3112 Others

4001 Training by 4001 International Accounting

Experts Norms/Standards
4002 Forex/ Futures/Swaps
4003 Capital Market
4004 Marketing/Media/
Advertising
4005 Macro/Micro Economics
4006 Security and Administration
4007 Others

TRAINING NEED IDENTIFICATION

Sr No. Company Pay Roll ID HR EMPL. Branch

No. NO
*Cont.

Employee Department Present Recommended Year of Performance

Name Design Redesignation Last Rating
ation Redesigna
tion

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. No. Term Description

1. Key Result Area (KRA) These are critical functions of a job.

Performance with respect to defined
KRAs lead to distinct contributions/
outcomes towards organizational
objectives.

2. Measure(s) These are yardsticks for evaluating the

 extent of performance with respect to a
KRA. A particular KRA may have more
than one Measure.

3. Performance Standard This is a specific goal corresponding to

the Measure of a KRA and should
preferably be realistic, achievable and
time-bound.

4. Weightage(%) This demonstrates the relative

importance of the KRA in terms of the
priority and effort and should add up to
100%. The minimum Waightage is 10%

5. Extent of Over-/ Under- To what extent the Performance

achievement (with Standards were met and description
elaboration) about the causes of /factors responsible
for Over/ Under-Achievement.

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:

 Demonstration of the extent of performance by the employee in the

objective terms.
 Identifying the key drivers and facilitators for performance.
 Reviewing and discussing performance bottlenecks and making plans
to overcome them.
 Planning of KRAs, Measures and Performance Standards for the next
year.
 3) Assessment by Appraiser

Post discussion with the employees, the Appraiser will fill in the following
information:

Comments of Appraiser This will include specific observations/ remarks

relevant to the Assessment of the Appraisee, 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.
 Definition of Level

Assessed Description of Typical %

Level Level Achievement KRA Performance Overall Performance

of Results

Performance exceeds

Expectation, consistently

DE Demonstrates Greater than Achieving challenging and Overall performance exceeds all

Excellence 120% Stretch goals and meets Job expectations and is “visible”

Industry/ organizational Across the organization.

Standards of excellence.

EE Exceeds Between Performance exceeds Overall Performance exceeds all

Expectations 100% to 120% Expectations in all respects. Job expectations and is “visible”

Across the Department/

Function/ Location.

ME Meets Between Performance meets Overall Performance

Expectations 85% to 100% Expectations. Demonstrated meets all job

Expectations.

NI Needs Less than Performance only partially Overall Performance only

Improvement 85% Meets expectations and Partially meets job expectations

Needs improvement. And improvement is needed.

SME Short of Poor or Performance demonstrated Overall performance

Minimum Insignificant Falls short of minimum Demonstrated falls short of

Expectations Results Expectations. Minimum job expectations.

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, the
Assessed Level of Overall Performance for the employee will be
documented in the Worksheet (based on the guidelines in the above table).

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.

5) Performance Calibration Process

After the completion of performance review, 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, if any.

Performance level Distribution guidelines:

Assessed DE EE ME NI SME
Level

% of Head 10% 25% 50% 10% 5%

Count
 6) Feedback to Appraisee

Post calibration process, 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), signs off the worksheet and hands it over back to the
Appraiser. The Appraiser then forwards the Worksheet to the Functional
Head.

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.

Sl. Term Description

No.
1 Key Behavior Area These are the behaviors that are required by
an individual

To perform his/her job effectively.

2 Desired Level of This is the proficiency with which the Key

Behavior Behavior is

Required to be demonstrated by the job-

holder for performing his/her job effectively.
(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. 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.

(C) Development Review

Post filling in the Examples of Demonstrated Behavior, the Appraisee and the
Appraiser candidly discusses the following :

1. The Frequency of demonstration of a Behavior by the Appraisee, as well

as the Proficiency with which it is demonstrated over a defined period of
time.
2. Development Support required by the Appraisee to take on higher/
wider roles within the next year.
3. Training Needs of the Appraisee that need to be addressed within the
next year.

Post discussion with the Appraisee, the Appraiser will fill in the following
information in the Worksheet:

Sl. Term Description

No.
Assessed Proficiency This describes the Proficiency with which the
Key Behavior
1 Level
is demonstrated by the appraisee as per the
Proficiency Level Table given below.

Specific Development These are any specific Development and

Training Needs for the Appraisee, to be
2 And Training Needs
addressed during the next one year.

Proficiency Level Table

Proficiency Level Description

More than desired Demonstrated Desired Level of Key Behavior with

Expected Consistency for Current Job and Additionally
(M)
Demonstrates Key Behavior at Higher Level (s) than
desired on some occasions.

As desired (A) Demonstrates Desired Level of Key Behaviors with

Expected Consistency for Current Job.

Less than desired Does Not Demonstrate Desired Level of Behavior with
Expected Consistency for Current Job.
(L)
The Appraiser signs off and forwards the document to the Appraisee for his/her
comments and sign-off. Post this, the Appraisee forwards the Worksheet to the
concerned HR Manager. The Proficiency Level is communicated the Functional
Director. This data will form an important parameter for Progression / Re-
designation decisions.
 QUESTIONNAIRE

Name:

Age:

Department:

Designation:

Qualifications:

Number of Years of Service at

Times of India:

Number:

Note: This questionnaire would be kept as confidential document as it’s for Survey
Purpose, and would not be revealed to Times of India Management.

Q.1 What type of Performance Appraisal system exists in your Organization?

Confidential Report

EPRF [Employee Performance Appraisal Review Form]

DOPA [Development Oriented Performance Appraisal]

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. 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, 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.5 Do you think that the existing performance appraisal system adequately

enables you to find out the areas of furthers improvement?

Strongly agree

Agree

Neither Agree nor Disagree

Disagree
 Strongly Disagree

Q. 6 How far is the performance appraisal system influential in determining training

needs?

Strongly influential

Some what influential

Not at all influential

Q.7 Career Planning and job rotation being an essential part of performance appraisal, to
what extent is they fulfilled at Times of India?

Strongly fulfilled

Some what fulfilled

Not at all fulfilled

Q. 8 Do you think that external factors that affect your performance are accounted for?

Yes

No

Q. 9 How far is the present performance appraisal system influential in keeping high
motivational level?

Strongly influential

Somewhat influential

Not at all influential

Q. 10 Do you think that you are perfectly being evaluated by the present performance
appraisal system?

Yes

No

Q. 11 If you have answered NO to the previous question then what do you think is the best
facet that could evaluate you?

Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed, so that it would
keep your performance at its best?

Q. 13 Do you think there exist a fine combination of Centralized Policy decisions and
Decentralized Operating decisions at Times of India?

Strongly agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree
Q. 14 Job and role clarity plays a vital role in individuals performance, how clearly are
these two defined at Times of India?

Very much clear

Moderately clear

Not at all clear

Q. 15 Do you think there exist a transparent performance appraisal system at Times of

India?

Yes

No

Q. 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. 17 Recently, performance appraisal has been undertaken at Times of India, how was
your experience and what changes would you like to suggest?

Analysis of Questionnaire

Classification of Respondent

Male 18
Female 7
Total 25
Above 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.

Q-1 What type of performance appraisal system exit in your organization?

Confidential Report 0
EPRF (Employee Performance 23
Appraisal Review Form)
DOPA (Development Oriented 2
Performance Appraisal)

Above diagram shows Which type of performance appraisal system exit 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.
Q-2 To What extent do you think that performance appraisal system is
important for efficient functioning of the organisation?

Important 9
Very Important 16
Not Important 0

Above diagram shows to What extent 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.
 Q-3 Is the Self-evaluation form self-sufficient?

Sufficient 15
Insufficient 1
Needs Improvement 9
Total 25

Above diagram shows is the Self-evaluation form self-sufficient. Here, out of 25

persons 15 says Sufficient, 1 says Insufficient and 9 says needs improvement.
And percentage wise classifications are shown in following diagram.
Q-4 Do you think that external factors that affect your performance
are accounted and Considered during the Performance Appraisal?

Yes 18
No 7
Total 25

Above diagram shows the external factors that affect your performance
are accounted and Considered during the Performance Appraisal. Here, out of
25 persons 18 says Yes and 7 says No. And percentage wise classifications are
shown in following diagram.

Q-7 Apart from the performance appraisal system, are there any other factors
that help to fulfil the above objective?

Yes 6

No 19
Q-8 Do you think, the past performance behavioural records and critical
incident are considered during the performance appraisal?

Not Considered 3
Considered but not adequately 11
Adequately considered while making decisions 11
Total 25
Q-9 How far is the present performance appraisal system influential in keeping
high Motivational level?

Strongly influential 9
Somewhat influential 12
Not influential 3
Leads to stress 1
Total 25
Q-10 Do you think that you are perfectly evaluated by the present appraisal
system?

Yes 18
No 7
Total 25
Q-11 How do you find the behaviour of the appraiser at the time of Appraisal
Interviews?

Fair & justified 15

Motivating 5
Comforting & Supportive 5
Biased 0
Stressful 0
Total 25

Q-12 Is the system at TOI adequately justifies your potential through job
rotations and other tools?
Yes 19
No 6
Total 25

Q-13 Do you think the performance appraisal system adequately appraises the
potential of employee?
Yes 20
No 5
Total 25

Q-14 Job and role clarity plays a vital role in individuals performance, how
clearly are these two defined at TIMES Group?

Very much clear 15

Moderately Clear 9
Not at all clear 1
Total 25

Q-15 Do you think there exist a transparent performance appraisal system at

times group?

Yes 22
No 3
Total 25
Q-16 How Far is the performance appraisal system armed with an efficient
feedback system to assist you in improving performance?

Excellent 6
Very Good 4
Good 9
Fair 5
Poor 1
Total 25

Q-17 Recently performance appraisal has been undertaken at Times Of India,

how was your experience and what changes would you like to suggest?
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