Submitted By:
M.B.A. Sem III

Submitted To
Department of Business Administration

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.

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.

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


The issue is published twice a week. 1838 known as "The Bombay Times and Journal of Commerce". 1850 Shareholders decide to increase the share capital and the paper converted into a daily 1855 Telegraph Services opens up in India shortly afterwards. J. Rs 30/. Brennan the first editor also Secretary of the Chamber of Commerce. The first edition appears on November 3. Dr. George Brit appointed editor. the paper signs an agreement with Reuters for raising news coverage and lowering subscritption rates. 1846 The newspaper experiences proprietary changes and the annual subscription.E.The first edition appears on November 3.later to be known as “The Times of India “. 1838 known as "The Bombay Times and Journal of Commerce". That old tie was renewed in 2006 with the pact between TIMESNOW & Reuters 1861 .

1880 The Times of India Weekly edition launched. 1907 . This later came to be known as the Illustrated Weekly of India in 1923. Colemen & Co. Bennett becomes the editor and enters into a partnership with F. 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. 1902 The paper moves in to its current office opposite CST.M.Bennett. Coleman to form a joint stock company .The Times of India weekly edition launched. Bombay Standard and Bombay Telegraph & Courier to form 'The Times of India' and gives it a national character.The Times of India Weekly edition launched. Ltd. 1892 Following the death of Henry Curwen. to meet the need for a weekend paper. (BCCL). T. J.Editor Robert Knight amalgamates The Bombay Times. 1890 Editor Henry Curwen buys TOI in partnership with Charles Kane.

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.Ltd. 1948 . Coleman & Co. Seth Ramakrishna Dalmia buys out Bennett. circulation rises 5 times. TOI's first price war under editor Stanley Reed: price cut from 4 annas to 1 anna. for Rs. 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. 2 crores.

.first film magazine in English launched 1959 Femina. 1952 Filmfare. 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.first women’s magazine in English launched 1961 The Economic Times launched 1962 Maharashtra Times launched 1965 Femina Miss India contest started. Shanti Prasad Jain is the first Chairman of the group 1950  Navbharat Times launched  The TOI Crest changes from the lions to elephants  Dharmayug.Sahu Jain Group become the owners of the company.

com launched 1999 . 1999 Indiatimes. 1998 BCCL enters into music market with Times Music. 1988 Times of India completes 150 years. Times of India crosses 1 million mark in circulation. the sassy colour supplement that chronicles the changing lifestyle mores of a globalising city is launched. Special stamp released by P & 1991 BBC features Times of India among world's six great newspapers 1994 Bombay Times. 1996 Times of India carry its first colour photograph.1987 Printing of The Times of India from Kandivili Press in Mumbai.

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 jobs portal entertainment channel called ZOOME Paper launchedTimescape. Launch of the Times Jobs enters music retailing business with Planet M and radio broadcasting business with Radio Mirchi 2000 TOI crosses the 2 million mark in circulation. TimesJobs.timesjobs. . branded as ‘Big Leap’.the Times Group Intranet pioneered the concept of job fairs in India.

re-launched as  SimplyMarry.TOI – The only English language daily to feature among the top 10 with a readership of – launched in October 2006 targets the Online Real Estate Space Smart Hire – launched April . Booking & Paying for their Print Classified in December 2006. the Net-2-Print classifieds booking system Ads2Book. .4/. is witnessing stupendous growth with its focus on providing organisations with end-toend recruitment solutions.4 lakhs.IRS Survey by Hansa ResearchTimes Group MD. Mr Vineet Jain awarded the scroll of honour for being the new age media guru .now powered by SAP Netweaver BCCL goes live on SAP – The World’s Only Global Ad Booking Engine Relaunched in August 2006With intensive R&D. 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.Launched in August .com was created and imbued with AI (artificial intelligence) that assisted users through the entire process of Creating.2005  MT – Largest read Marathi Newspaper in Mumbai – IRS survey  TOI – Goes daily full colour  Mumbai Mirror launched  TimesMatri.Hero Honda Indian TV Academy AwardsTimescape the Times Group Intranet portal re-launched . all from the comfort of their desktop. Ads2Book.

Internet products. .Gujarati Edition launched  Good Life World .Events.Finance..Retailing. one at 11pm and second 12. 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.A CNielsen Report  What’s Hot. 1 newspaper .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.30 am  BCCL wins SAP ACE 2007 Awards for Customer Excellence in the best media sector implementation The Economic Times. the concept of ‘Click & Brick’ is just the right impetus the Online Industry needs.Music. as users are either to busy to log on to the net for their personal needs or are not savvy enough and need help.Radio.Media. Charitable Trusts.2007  TOI – the Indian Corporate Elite’s No. Businesses are in: Publications.Education. thus ensuring ease of access and complete financial security.launched April 2007is the future of Internet in India.

We collect & sell content to right target audience”. The Mantra “YOU ARE EMPOWERED “ .“Mission of “TIMES OF INDIA”: “The Times of India Group is the aggregator of content in any form in the infotainment Industry.

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

analyzing and recording information about the relative worth of an employee. “performance appraisal is the systematic. Its aim is to measure what an employee does. periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a . a prominent personality in the field of Human Resource. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. According to Flippo.Performance Appraisal Meaning: Performance Appraisal is the process of obtaining.

• To help the management in exercising organizational control. performance.better job. the attention It helps to analyze his achievements and evaluate his contribution towards the overall on organizational goals. • To judge the gap between the actual and the desired performance." 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. performance appraisal goes to the heart of personnel management and reflects the management’s interest in the progress of the employees. It is a powerful tool to calibrate. . OBJECTIVES OF PERFORMANCE APPRAISAL: • To review the performance of the employees over a given period of time. refine and reward the performance achievements By focusing of the of the employee. • Helps to strengthen the relationship and communication between superior – subordinates and management – employees.

Process of Performance Appraisal . • To judge the effectiveness of the other human resource functions of the organization such as recruitment. • Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. • Provide information to assist in the other personal decisions in the organization.• To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. selection. • To provide feedback to the employees regarding their past performance. • To reduce the grievances of the employees. training and development.

easily understandable and in measurable terms. The standards set should be clear. great care should be taken to describe the standards. .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. 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. 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 the responsibility of the management to communicate the standards to all the employees of the organization. The standards should also be communicated to the appraisers or the evaluators and if required. This will help them to understand their roles and to know what exactly is expected from them. . taking care that personal bias does not affect the outcome of the process and providing assistance rather than interfering in an employees work. This stage requires the careful selection of the appropriate techniques of measurement. It is a continuous process which involves monitoring the performance throughout the year. The employees should be informed and the standards should be clearly explained to the.

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

demotions.  Lack Top of management should competence choose the raters or the evaluators carefully. promotions. 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. They should have the experience and the . The focus of the system should be on the development of the employees of the organization. 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. Challenges of Performance Appraisal: In order to make a performance appraisal system effective and successful. or the related HR decisions like rewards. For the purpose of evaluation. transfers etc.taken either to improve the performance of the employees. an organization comes across various challenges and problems. They should have the required expertise and the knowledge to decide the criteria accurately. The performance data to be considered for evaluation should be carefully selected. take the required corrective actions.

halo effect (i. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her. Typically. Therefore. . one trait influencing the evaluator’s rating for all other traits) etc.  Errors in rating and evaluation Many errors based on the personal bias like stereotyping. 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.necessary training to carry out the appraisal process objectively. 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. Performance Appraisal is aimed at:  To review the performance of the employees over a given period of time. may creep in the appraisal process.e. 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. transfers etc. training and development. Helps to strengthen the relationship and communication between superior – subordinates and management – employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment. To diagnose the training and development needs of the future. To reduce the grievances of the employees. To judge the gap between the actual and the desired performance.     z THE TIMES GROUP PERFORMANCE APPRAISAL & DEVELOPMENT PLAN PURPOSE: . selection. To help the management in exercising organizational control. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

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.

 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. After the form is filled.  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. Research indicates that only 1% of the .  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 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. the appraiser should then proceed with the appraisal interview.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.  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 targets for the next year should be retained by the Department Head for mid-term review.

2 to 4.19 are Meeting . 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 only about 15% of the total employee population belongs to this employee population belongs to this category.6 to 4.7 to 5 are Highfliers/Outstanding. Employees whose Average Weighted score(A) range from 4.69 are Regularly Exceeding. Research indicates that 73% of the total employee population belongs to this category. Regularly Exceeds (4) Employee who exceeds the requirements of the job. Employees whose Average Weighted Score(A) range from 3. It gives an indication that the person is prepared sufficiently for a higher classified job. Employees whose Average Weighted Score– (A) range from 4.

Inspite of all efforts in training and development the employee continues to demonstrate lack of qualities to perform the job. This is an indication that the person needs to be trained and developed sufficiently to orient him towards good performance. 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.) . Employees whose Average Weighted Score – (A) range from 0 to 2.99 are Failing to meet. Occasionally Meets (2) Employee whose performance is adversely affected due to the lack of qualities required to perform in his current job.59 are Meeting occasionally.requirements. Employees whose Average Weighted Score –(A) range from 3 to 3. Fails To Meet (1) This rating means totally unacceptable performance over a period of time.

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.

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

Enabling Factors Hindering Factors  Are there any other points.-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------  Please 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/ Regularly Outstandi Exceeds ng 5 4 Meets Requireme nts 3 Occasiona Fails to lly Meets meet 2 1 .

APPRAISEE APPRAISER Name: Signature: Date: Name: Signature: Date: 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 .

. ... …………… 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....Please tell us about the areas in which you need training to achieve your work goals Signature(Appraiser) …………… Signature(Appraisee)…………… Date ……….

Signature (Appraiser)…………… Signature(Appraisee)…………..

Date …………..



Performance Appraisal Ratings & Redesignation Chart

Sr. No

Compa ny

Pay Roll ID No

HR Empl. No


Employ ee Name

*Cont. Departm ent Present Recommen Year of Performa Designat ded last nce ion Redesigna Rating Redesigna tion tion


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 2001 3001 4001

Information Technology Managerial Effectiveness Programme Function Specific Programme 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

Therefore. Manager: • Goal Setting & Career Planning • Lateral Thinking • Communication Skills • Presentation Skills • Time Management • Assertiveness • Transactional Analysis • Counselling Skills • Seven Habits of Highly Effective People (Sub Code-2002) Managing People includes the following module for the rank of Dy.Kindly note that under the (Training Code-2001)“Managerial Effectiveness Programme” we are having the following training titles: (Sub Code-2001) Managing Self includes the following module for the rank of Executives to Asst. Manager to Chief Manager: • Principle Centered Leadership • Listening Skills • Performance Management Skills • Coaching & Mentoring • Team Building & Conflict Management • Interviewing Skills • Counselling Skills • Abnormal & Normal . STEP 6: ‘Training calendar’ will be designed and implemented by the Branch HR/Personnel Head in consultation with the Branch Head. in training need identification under the column training code and sub-code the entry will be 1001 and 1001 respectively.Office’.

• Art of Living & Stress Management (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 NonFinance • HR for Non-HR • TQM & BPR Psychology • Emotional Intelligence TRAINING CODES CHART Training Code 1001 Type of Training Information Technology Sub-Code 1001 Training Need Title MS Office/Windows 1002 Internet Tools .

1003 1004 1005 1006 Oracle QurakXpress Adobe/Corel Draw Design and Layout Techniques 1007 1008 1009 Design and Graphics Operations System Ingres/Informix/Sys base 1010 1111 Java/Perl/Cgi Others 2001 MGR Effectiveness Programme 2001 Managing Self 2002 2003 2004 Managing People Managing Business & Strategy Others 3001 Function Specific Programme 3001 Selling Skills & Marketing Concepts 3002 Industrial Relations & Labour laws .

3003 Materials Management & Purchase Management 3004 Financial Accounting/Balanc e sheet 3005 3006 3007 3008 Taxation Customer Relations Brand Management Fire Risk Management & Electrical Skills 3009 3010 3111 Research Methodologies 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 4006 4007 Security and Administration Others TRAINING NEED IDENTIFICATION Sr No. HR EMPL. Company Pay Roll ID No. Employ ee Name Departme nt Prese nt Desig natio n Recommend Year of ed Redesignati on Last Redesig nation Performan ce Rating . NO Branch *Cont.

No. . Key Result Area (KRA) These are critical functions of a job. 3. 2. Performance Standard This is a specific goal corresponding to the Measure of a KRA and should preferably be realistic. Measure(s) These are yardsticks for evaluating the extent of performance with respect to a KRA. achievable and timebound. A particular KRA may have more than one Measure. 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. Term Description 1.

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. 3) Assessment by Appraiser . • Reviewing and discussing performance bottlenecks and making plans to overcome them. Weightage(%) This demonstrates the relative importance of the KRA in terms of the priority and effort and should add up to 100%. 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. • Planning of KRAs. The minimum Waightage is 10% 5. Measures and Performance Standards for the next year. • Identifying the key drivers and facilitators for performance.4.

the Appraiser will fill in the following information: Comments Appraiser of This will include specific observations/ remarks relevant to the Assessment of the Appraisee.Post discussion with the employees. Definition of Level Assessed Level Description of Level Typical % Achievement of Results KRA Performance Overall Performance . 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. or any other Job-related aspect.

the Assessed Level of Overall Performance for the employee will be documented in the Worksheet (based on the guidelines in the above table). Overall Performance Demonstrated meets all job Expectations. Based on discussion with the Reviewer. EE Exceeds Expectations Between Performance exceeds Overall Performance exceeds all 100% to 120% Expectations in all respects. SME Short of Minimum Expectations Poor or Insignificant Results Performance demonstrated Falls short of minimum Expectations.Performance exceeds Expectation. Overall Performance only Partially meets job expectations And improvement is needed. Overall performance Demonstrated falls short of Minimum job expectations. Job expectations and is “visible” Across the Department/ Function/ Location. ME Meets Expectations Between 85% to 100% Performance meets Expectations. consistently DE Demonstrates Excellence Greater than 120% Achieving challenging and Stretch goals and meets Industry/ organizational Standards of excellence. Overall performance exceeds all Job expectations and is “visible” Across the organization. 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. . NI Needs Improvement Less than 85% Performance only partially Meets expectations and Needs improvement.

if any. 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 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. Performance level Distribution guidelines: Asses sed Level DE EE ME NI SME % of Head Count 10% 25% 50% 10% 5% 6) Feedback to Appraisee .

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

Training Needs of the Appraisee that need to be addressed within the next year. 3. The Frequency of demonstration of a Behavior by the Appraisee. 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. Post discussion with the Appraisee. the Appraisee and the Appraiser candidly discusses the following : 1. the Appraiser will fill in the following information in the Worksheet: Sl. (C) Development Review Post filling in the Examples of Demonstrated Behavior.(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. as well as the Proficiency with which it is demonstrated over a defined period of time. Development Support required by the Appraisee to take on higher/ wider roles within the next year. Term Description . 2.

As desired (A) Demonstrates Desired Level of Key Behaviors with Expected Consistency for Current Job.No. Proficiency Level Table Proficiency Level Description More desired than 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. to be addressed during the Training next one year. 1 2 Specific Development And Needs These are any specific Development and Training Needs for the Appraisee. . Assessed Proficiency Level This describes the Proficiency with which the Key Behavior is demonstrated by the appraisee as per the Proficiency Level Table given below.

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


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] .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.

5 Do you think that the existing performance appraisal system adequately enables you to find out the areas of furthers improvement? . transfer and development Reveal areas where training is needed 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. 4 Is the Self-evaluation forms self-sufficient? Very much sufficient Moderately sufficient Not at all sufficient Q.Q.

6 How far is the performance determining training needs? appraisal system influential in Strongly influential Some what influential Not at all influential Q.Strongly agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 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? .

10 Do you think that you are perfectly being evaluated by the present performance appraisal system? Yes No Q. so that it would keep your performance at its best? Q.Strongly influential Somewhat influential Not at all influential 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. 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 .

14 Job and role clarity plays a vital role in individuals performance.Disagree Strongly Disagree Q. 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 .

how was your experience and what changes would you like to suggest? Analysis of Questionnaire Classification of Respondent Male Female Total 18 7 25 .Poor Q. 17 Recently. performance appraisal has been undertaken at Times of India.

Q-1 What type of performance appraisal system exit in your organization? . 18 are males and 7 are females. Out of 25 persons.Above diagram shows the classification of respondent. And percentage wise classifications are shown in following diagram.

Here. .Confidential Report EPRF (Employee Performance Appraisal Review Form) DOPA (Development Oriented Performance Appraisal) 0 23 2 Above diagram shows Which type of performance appraisal system exit in Times of India. And percentage wise classifications are shown in following diagram. out of 25 persons 23 says EPRF and 2 says DOPA.

Here. out of 25 persons 9 says Important and 16 says Very important. 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 Very Important Not Important 9 16 0 Above diagram shows to What extent do you think that performance appraisal system is important for efficient functioning of the organisation.

Q-3 Is the Self-evaluation form self-sufficient? Sufficient Insufficient Needs Improvement Total 15 1 9 25 .

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 No Total 18 7 25 . Here.Above diagram shows is the Self-evaluation form self-sufficient. out of 25 persons 15 says Sufficient. 1 says Insufficient and 9 says needs improvement.

are there any other factors that help to fulfil the above objective? Yes No 6 19 . Here. out of 25 persons 18 says Yes and 7 says No. And percentage wise classifications are shown in following diagram.Above diagram shows the external factors that affect your performance are accounted and Considered during the Performance Appraisal. Q-7 Apart from the performance appraisal system.

the past performance behavioural records and critical incident are considered during the performance appraisal? Not Considered Considered but not adequately Adequately considered while making decisions Total 3 11 11 25 .Q-8 Do you think.

Q-9 How far is the present performance appraisal system influential in keeping high Motivational level? Strongly influential Somewhat influential Not influential Leads to stress Total 9 12 3 1 25 .

Q-10 Do you think that you are perfectly evaluated by the present appraisal system? Yes No Total 18 7 25 .

Q-11 How do you find the behaviour of the appraiser at the time of Appraisal Interviews? Fair & justified 15 .

Motivating Comforting & Supportive Biased Stressful Total 5 5 0 0 25 Q-12 Is the system at TOI adequately justifies your potential through job rotations and other tools? .

Yes No Total 19 6 25 Q-13 Do you think the performance appraisal system adequately appraises the potential of employee? .

Yes No Total 20 5 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 Moderately Clear 15 9 .

Not at all clear Total 1 25 Q-15 Do you think there exist a transparent performance appraisal system at times group? Yes No Total 22 3 25 .

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 Total 6 4 9 5 1 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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