INDUSTRY SCENARIO

The Aditya Birla Group is India's first truly multinational corporation. Global in
vision rooted in Indian value, the group is driven by a performance ethic pegged
on value creation for its multiple stakeholder. A US $6 billion conglomerate, with
a market capitalization of US $5 billion, it is endorse by an extraordinary forced of
72,000 employees belonging to over 20 different nationalities.

Aditya Birla Group has 66 states-of-the-Arts manufacturing units and sectoral

service span India, Thailand, Indonesia, Malaysia, Philippines, Egypt, Canada,
Australia and China.

A premium conglomerate, the Aditya Birla Group is a dominant player in all the
sectors in which it operates. Among these are viscose staple fiber, non-ferrous
metals, cement, viscose, filament yarn, branded apparel, carbon black, chemical,
fertilizer, sponge iron, insulator and financial services.
It is: -

 The world no. 1 in viscose staple fiber

 The world largest single location palm oil production
 Asia's largest integrated Aluminum producer
 A globally competitive, fast growing copper producer
 The world's third largest producer of insulators
 Globally the 4th largest producer of carbon black
 The world's 8th largest producer of cement and the largest in a single
geography
 India's premier branded garments player
 Among India's most energy efficient private sector fertilizer plants
 India's second largest producer of viscose filament yarn
 India's second largest private sector insurance company
 One of the India's leading asset management company

The group has also made successful forays into the IT (information technology)
and BPO (business process outsourcing) sectors.

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 BEYOND BUSINESS

The Aditya Birla Group believes in the trusteeship concept of management. It is

the specialty of the group that is profits are used into meaningful welfare-driven
initiative. These all activities are carried out under the Aditya Birla Center for
Community Initiative and Rural Development.

INDUSTRIAL PORFOLIO

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Aditya Cement, it was established in March 1995, which is one of the latest
cement division of Grasim Industries Ltd. It is a record o Aditya Cement that they
produce 1 million tones per annum cement unit. This record is completed in 22
months from the beginning.

This plant is located at Shambhupura (Adityapuram) in Chittorgharh district

of Rajasthan. It is 18 kms far from Chittorgharh railway station. This plant has
465 manpower for the manufacturing of cement.

In Aditya Cement there are lot many modern equipments which are supplied by
the world major and renowned Krupp Polusius of Germany and quality control
systems by Gamma Matrix of United States Of America. This plant has already
certified by ISO-9002 and ISO-14001 Certificates. The plant has proximity to
limestone deposits and has an on- line Cross Belt Analyzer to ensure limestone
of consistent quality. Its 82% of power requirements are met through captive
source.

World Class Eco-Friendly Plant-Aditya Cement

The specialty of Aditya Cement Plant is, it's a World Class Eco-Friendly Plant.
Aditya Cement has adopted the most modern and latest dry process
precalcination technology with sophisticated control instrument from
internationally renowned firm. The entire manufacturing process is made

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automatic, using highly sophisticated sate-of-the- arts technology, having on line
process computer with color VDU control panels.

Aditya Cement took the lead in the country for energy conservation by installing
High Pressure Roller Press for raw material and cement grinding and vertical
roller mills imported from the world. This plant has also believed in the
importance of conservation of environment. By this policy of awareness of
environment they installed high efficiency Electrostatic Precipitators, Bag House
and Bag filters to keep the environment free from pollution.

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 ORGANIZATION STUCTURE
Aditya Cement is a Unit of Grasim Industries limited a flagship company of the
Aditya Birla Group rank among India's largest private sector companies, with a
turn over of Rs.5, 213.3 corers in 2003-2004.

BOARD OF DIRECTORS

Mr. Kumarmanglam Birla, Chairman

Mrs. Rajshree Birla
Mr. M.L. Birla
Mr. B.V. Bhargava
Mr. R.C. Bhargava
Mr. Y.C. Gupta
Mr. Cyril Shroff
Mr. S.G. Subhramanyam
Mr. Shailendra Jain

BUSINESS HEADS

Mr. Shailendra Jain, Viscous Staple Fiber

Mr. Sourabh Mishra, Cement
Mr. Ravi Kastiya, Sponge Iron
Mr. S.K. Saboo, Textile Spinning
Mr. Vikram Rao, Textile Fabric
Mr. K.K. Maheshwari, Chemicals
Mr. D.D. Rathi, Chief financial officer,
Group Executive president and CFO

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IMPORTANCE OF PERFORMANCE APPRAISAL SYSTEM

Performance Appraisal is method of evaluation the behaviour of employees in

the work spot, normally including both the quantitative and qualitative aspects of
performance. It is a systematic and objective way of evaluating both work-related
behaviour and potential of employees. It is a process that involves determining
communicating to an employee how he or she is performing the job and ideally
establishing a plan of improvement.

PERFORMANCE APPRAISAL PROCESS

The term appraisal means evaluation of the performance of employees.
Evaluation of employees’ performance or potential provide data about past,
present and expected performance so that appropriate decisions can be made.
Systematic, formalized appraisals of an employee are likely to occurs at regular
intervals throughout the history of one’s employment in an organization
performance Appraisal assists mangers in making decisions about differential
treatment to be accorded to individual employees in salary administration,
promotion, transfer, performance planning, training, counseling, discipline an
other matters to enhance the attainment of organizational goals.

Performance appraisal is a process of evaluating employee performance in order

to guide and develop the employee's potential. In many extension organizations,
which are government departments, the performance appraisal is nothing more
than a confidential judgment of work done and a character report used to
facilitate disciplinary action or promotion.
Performance appraisal is planned, developed and implemented through a series
of steps:

Establish performance standard

Appraisal system requires performance standards, which serve as benchmarks
against which performance is measured.

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Communicated the standard
Performance Appraisal involves at least two parts- the appraiser who does the
appraisal and the appraisee whose performance being evaluated. Both are
expected to do certain things. The appraiser should prepare job description
clearly; help appraisee set his set his goals and targets; analyse results
objectively; offer coaching and guidance to appraisee whenever require an
reward good results.

Measure actual performance

After the performance standards are set and accepted, the next steps are to
measure actual performance. This requires the use of dependable performance
measures, the rating used to evaluate performance. Performance measures, to
be helpful must be easy to use, be reliable and report on the critical behaviours
that determine performance. Four common sources of information, which are
generally used by manager regarding how to measure performance; Personal
observation, statistical reports, oral report and written report.

Compare actual performance with standard and discuss the appraisal

Actual performance may be better than expected and sometimes it may go off
the track. Whatever be the consequence, there is a way to communicate and
discus the final outcome.

Taking corrective action, if necessary

Corrective action is of two types. The one which puts out the fires immediately
and other one which at the root of the problem permanently. Immediately and
other one which strike at the root of the problem permanently.

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 METHODS OF PERFORMANCE APPRAISAL
The methods of performance appraisal may be classified into three
categories, as shown in figure;

Performance Appraisal Techniques

Individual evaluation methods multiple-person evaluating other

methods
methods
1.confidencial report ranking
performance test
2.eassy evaluation paired comparison field review
technique
3.critical incidents forced distribution
4.cheak list
5.graphical rating scale
6.behavioiurally anchored
7.rating scales
8.forced choice method
9.MBO

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 PERFORMANCE APPRAISAL IN ADITYA CEMENT

Performance appraisal is the systematic, orderly and objectively procedure in

order to evaluate current performance of an individual. The main objective of
performance appraisal is to acquaint the appraiser with the appraisal system vis-
à-vis appraisal forms, rating scale, appraisal factor and the basic guideline while
appraising performance. It aims at developing the Human resources through
identifying their strength and weaknesses.

o Appraisal System according to Aditya Cement

Performance Appraisal System is a method of evaluating the behavior of

employees in the work spot, normally including both the quantitative and
qualitatitive aspect of job performance. It is a systematically and objective way of
evaluating both work-related behavior and potential of employees. It is process
that involve determine and communication to and employee how he/she is
performing the job and ideally, establishing a plan of improvement
In other words performance appraisal system is a systematically, orderly and
objective method of evaluating current performance of the employee in an
organization.

o Objectives of Performance Appraisal in Aditya Cement

Performance Appraisal could be taken either for evaluating the performance of

employee or for developing them. There are two types of evaluation that are
telling the employee where he stand means what is the current position of
employees in the organization and using the data for personal decision
concerning pay, promotion, transfer etc. So the Performance Appraisal is aimed
at achieving: -

 The main objective behind appraisal is it create and to nourish a

performance oriented and learning culture.
 It provides a sense of dedication and challenges to employees and their
teams through.

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  Role clarity is important point of objectives that how an appraisee know
about his role in organization.
 It enables the appraisee plan and reviews his performance through a
participatory process.
 Appraisal system establishes a linkage between performance and reward.
According to this objective it improve or he/ she is in very good
performance so that naturally he/she will get reward. And once get reward
than definitely he will try to improve his performance as best as possible.
 Appraisal system establishes or facilitates a planned process of
management growth and development
 It aims to establish an organizational environment where superior
performance permeates every aspect or the Aditya Birla Group
employee's professional life.
 It creates a culture that empires and empower every individual to
contribute his/her best in building the business and the organization
through self-development and provide opportunities to recognize and
develop achievers.
 Performance Appraisal also develops and optimizes Human Resources.
 Performance Appraisal is biased on the belief that clarity of goals and
objective setting through a participatory process provides the foundation
for " Superior Performance".
 It believes that every individual is capable of setting objectives and
assessing one own performance. It underlines introspection as a means of
growth.

o Appraisal Process in Aditya Cement

The Performance Appraisal process of Aditya Cement is consists of a series of

steps. Each step focuses a specific trait through which an individuals
performance is appraised.

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These Appraisals are done in the systematically, through a well defined and
developed appraisal form. In these appraisal forms, the Performance of an
appraisee is assessed based upon is task and achievement status mentioned by
the appraisee by his immediate superior (i.e. Appraiser) and subsequently it is
reviewed by his superior’s superior (i.e. Reviewer).

Basically three different types of appraisal forms are being used in the Aditya
Cement according to different grades of employee. The Appraiser who is
immediate supervisor of the person being appraised appraises all the apraisees.
The appraisal is done against various factors and the appraiser indicates
performance rating, which can be reviewed by the reviewer.

In order to review the focus of appraisee's time attention, seriousness and use of
resource with the organizational / business needs bi-annual reviews are
conduction to assess the performance of the managerial cadre imply. For the first
review of appraisee, the reviewer and an appraiser give attention to on the work
performance of the month of April to September. This process is completed on
the month of October. After that second review is take place in the March. This
review is done on the basis of goals, which are completed during the period of
October to March.

o Performance Review process : -

The most important part of review is a reviewer who is the immediate supervisor
of the appraiser further examines performance appraisal of all employees. The
reviewer carefully scrutinizes the Appraisal form. If felt necessary, the Reviewer
can revise the appraisal rating with the concurrent or involvement of the
appraiser. The reviewer should specially ask for written justifications by appraise
in the appraisal form that is called Task Status.

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 APPRAISAL PROCESS IN ADITYA CEMENT

A DIAGRAMETIC VIEW

HRD puts up from to unit Head

for counter signing

HRD sends relevant HRD incorporate change

PADP/MPDP form to after review
Functional Head

Functional Heads hands over Review of specific cases

form to respective Appraisers by reviewer in
consultation with
appraisee

Appraiser hands over form to HRD collect appraisal rating

appraisal of managerial cadre and sends back form of
for self-Appraisal specific cases for review to
reviewer

After Goal setting and self Reviewer sends

appraisal by the appraisee it filled in appraisal
goes back to the Appraiser forms to HRD

Appraiser assessed the Appraiser submits the

performance of completed form to reviewer
managerial and non-
managerial cardre
employees

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 APPRAISER PROCESS OF ADITYA CEMENT

To emphasize the developmental of appraisal, it has been named "Performance

Appraisal and Development plan". Presently three different Performance
Appraisal and Development Plan forms are in vogue to cadre to the appraisal
needs of different level of employee. These are the forms, which are used in
Aditya Cement for the better Performance Appraisal.(Appen:1)

COMMON APPRAISAL

MANAGERIAL PERFORMANMCE AND DEVELOPMENT PLAN

(MPDP)

The common appraisal system - Managerial Performance and Development

Plan - for the Assistant Managers and above of the Group is implement in Aditya
Cement as well. The system has gone through several refinements based on the
feedback received from some of their Directors and other senior managers. The
objective of the new common appraisal system is to make it more goal-focused
and to standardize it right across the Group. Aditya Cement has some trends for
this process. These trends are towards separate system for each cluster of
objectives. It is business-linked appraisal. This system is Participative and
discussion biased system. It focused on results and processes.

In Aditya Cement it is an annual exercise and linked with unit or group objectives.
It is a concept of self-appraisal and review of performance. But this process have
different standard, rating scales and systems. Specialty of this process is that it is
fully confidential system with development orientation. MPDP have some
different names like- a performance plan, Performance review, Potential
assessment, and a development plan.

MPDP have some unique features. It has a concept of self-appraisal process and
participatory approach with supportive work culture. Main feature of this process

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is that it is a transparent system. In Aditya Cement a lot of attention is given on
performance planning and development because it is mid-course review with
corrective action.

MAIN FEATURES OF MPDP

This process is mid-course review and it also takes corrective action for
completing the goals, which was mentioned lastly. It facilitates the process of
development that are, executive involvement through self-appraisal and
introspection. This process has a different way of rating. They have 4 profiles that
are exceptional achiever, high achiever, consistent contributor and performer.
Appraisee, Appraiser and reviewer are responsible for the process because they
have to do discussion before going to fill the form of appraisal. Appriasee is the
executive and one whose performance is to be assessed over one entire cycle.
Appraiser is the manager, one under whom the Appraise has closely worked
during the appraisal cycle. The Reviewer who is the appraiser's superior does the
other part; he is one who has worked closely with the appraiser and oversees
and the department or the function where the appraisee works.

The MPDP pursues the following objectives: -

 To create and to foster a performance oriented and learning culture

 To provide a sense of direction and challenge to managers and their teams
through role clarity
 To enable the appraiser to plan and review his performance through a
participatory process
 To establish linkage between performance and reward
 To facilitate a planned process of managerial growth and development.

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 The Managerial Performance & Development Plan is meant to be a development
tool in the Aditya Birla Group as whole. It aims to establish an organizational
environment where superior performance permeates every aspect of the Aditya
Birla Group's Managers' professional life. It seeks to create a culture that inspires
& empowers every individual to contribute his/her best in building the business
and the organization through self-development. It seeks to create an
environment, which provides opportunities to recognize and develop achievers. It
believes in the development and optimization of human resources. It is based on
the premise that people at all levels are capable of contributing to the overall
team performance.

Setting KPS's for the

THE APPRAISAL
year ahead (A1) PROCESS

Post Setting agreed

appraisal objectives A2,
disscussion A3

Appraisers First 6-month

recommendatio- review of
n (B4) objectives (A2)

Potential
assessment (B3) Personal &
career develop
Achievement -ment (B1)
profile reviewers'
comments (B2)

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 THE APPRAISAL FORM - A GUIDE

The purpose of this section is to take you on guided tour of the appraisal form.
The first page of the form captures a brief picture of the Appraisee's personal
details such as name, designation, qualifications and work experience etc. Unit
HRD will be responsible to furnish this data in each appraisal form.

A1 Key Performance Areas (KPA's)

(To be filled by the Appraisee after discussions with his
Appraiser)

A KPA is a thrust area or the area of importance dictated by the needs of

a business. It is an area of focus that calls for Appraisee’s time, attention
and resource. In short, it summarizes the Appraisee’s job profile and may
change in focus from year to year with the change in business context or
organizational goals.

At the beginning of the year, the Appraiser shares the organizational and
functional goals to help the Appraisee prepare his list of KPAs for the year.
KPA's are derived from an Appraisee’s function such as Marketing, HRD,
Finance and so on. For a Marketing Manager, for example, the thrust
area could be the introduction of new products in one year and it could be
distribution in another.

The Appraisee documents his KPA's, in order of priority on page 1 of the

appraisal form. The number of KPA's identified may be less than 5 and
may sometimes even exceed 5. The Appraisee retains the original
appraisal form, gives a copy of pages 1, 2, & 3 to the Appraiser and the
Unit HRD for reference.

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A2 First six months' objectives
(To be filled by Appraisee after discussion with his Appraiser)

The next step of the form involves listing down objectives based on the
KPA's. Objectives are specific quantifiable tasks/targets. They establish a
yardstick against which performance may be assessed at the end of the
review periods.

These objectives should be clear, brief, and measurable and time bound.
In the case of service functions, it may not be always easy to set
objectives in quantifiable terms but efforts must be made in this direction.
An element of challenge should be willingly built into them so that the
Appraisee stretches for his own good & organizational excellence. An
objective cannot be a routine activity of the Appraisee. It must be
something that adds a value to the business that did not exist earlier.

Let us look at the example of the marketing manager once again. If his
KPA is to introduce a new product, his objective to achieve this KPA could
involve the following:

 Test marketing the product in region X by July

 Make the promotion plan by September
 Hold a launch conference in October

Objectives are to be set for each KPA identified for the year. Total
number of objectives set for the whole year should not exceed 5-6. These
objectives need to be divided into two categories i.e. those which will be
started and completed within the first 6 months and those which will be
started after 1st July and will be completed by the end of December. There
may be some objectives, which may take more than six months to
achieve. In such cases, the objective should be listed both in sections A2

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and A3, clearly indicating what part of it would be completed in the first 6
months and which part in the second half of the year.

The column "agreed key objectives" on page 2 provides space for the
Appraisee to document objectives to be achieved in the first six months of
the appraisal period.

At the end of the first six-month period (i.e. June 30) a meeting between
the Appraiser and Appraisee will review the progress in achieving the
objectives.

Separate sub-columns have been provided for both the Appraisee &
Appraiser's qualitative assessment of achievement of objectives e.g. they
may comment on whether the objectives have been not achieved or
partially/totally achieved. If objectives have been partially or not at all
achieved, reasons must be assigned for it.

Objectives for the second six months may change due to certain
exceptional changes in assignment or focus; these changes may be
highlighted in the sub-column "agreed action plan".

The Appraisee is also given an opportunity to reflect on his performance

and identify factors (external or internal) that may have facilitated or
inhibited him in achieving his objectives.

e.g. facilitating factors - co-operation from other departments, good control

systems, support from his Appraiser.

e.g. Inhibiting factors - delayed decision making, delay in supplies, change

in management policies, lack of training to operate new equipment, period
of ill health. Care should be taken to record genuine constraints
supported by facts.

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 If the Appraisee has made any significant contribution over and above his
agreed objectives, it must be captured in the column provided on page 2.
Significant contributions may be identified in the following three areas:

a) Active role in a Group-wide initiative - e.g. The Group Management

Trainee scheme or the group wide organizational survey, being part of any
task force or a TPM team.
b) Development of subordinates - This would involve documentation of ways
in which you have created a supportive work environment e.g. through
delegation (entrusted your subordinate/s with higher responsibility).
c) System implementation - This may include introduction of a new system or
strengthening the existing ones for effective system orientation e.g. a
customer feedback system.

A3 Second six months' objectives

(To be filled by Appraisee after discussions with his Appraiser)
The column on page 3 is similar in concept to the column on page 2. The
only difference is that it highlights the agreed objectives set for the second
six month's period of the appraisal cycle and the review of that
performance.

B1 Personal and Career Development

(To be filled only by the Appraisee)
The Appraisee has the opportunity to list down:
 Any new learning of a significant nature e.g. an innovative way of solving a
technical problem or an insight about business acquired from his experience.
The idea here is to enable a manager to think through his previous year's
experience so that he can reinforce new learning's.

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 Any skills and/or expertise acquired or sharpened during the past year in
course of work or through training e.g. budgeting, media planning, lateral
thinking, interpersonal skills etc.
 Areas where he wishes to further improve
 His plans to achieve the improvements he desires
 His career interests, immediate and short term (next 1-3 years) so that these
may be taken into consideration when planning future assignments for him.
 And others in the Group. This will also aid more meaningful Human
Resource Planning.

B2 Achievement profile
(To be filled only by the Appraiser)
Its purpose is to provide an overall perspective of the Appraisee’s
contribution & performance. The achievement profile relates to the
present job performance & not to potential. This profile is identified by the
Appraiser and shared with the Appraisee.

The appraiser should use the following scale to arrive at the achievement
profile of the Appraisee:

Exceptional High Consistent Performer

Achiever Achiever Contributor
I___________I____________I___________I

A detailed description of each profile is given below. It highlights certain

attributes; behavior patterns & performance to enable the appraiser draw a pen
picture of the Appraisee, taking into consideration the overall applicability of the
profile.

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 EA - Exceptional achiever - is one:
 Whose performance is well in excess of the agreed objectives, with a very
high stretch under adverse/normal conditions
 Who conserves & utilizes his resources optimally
 Who demonstrates complete mastery of his job & continuously acquires and
applies new knowledge
 Who demonstrates a high degree of initiative and the ability to work
independently with a high level of confidence
 Normally uses creative approaches/solutions when confronted with difficult
business situations or problems.
 Who motivates and inspires his team to contribute its best through mutual
trust and two-way communication.

 HA - High achiever - is one:

 Whose performance is in excess of the agreed objectives with a high degree
of stretch under adverse/normal conditions.
 Who conserves and utilizes his resources well
 Who demonstrates commendable grasp of his job
 Who demonstrates moderate initiative & seeks guidance only in certain
difficult situations
 Frequently comes up with creative solutions to issues.

 CC - Consistent contributor - is one:

 Whose performance just about meets objectives with a good stretch under
adverse/normal conditions
 Who utilizes his resources well but does not make an effort to conserve them
 Who possesses reasonably good skills to meet the job requirements
 Takes reasonable amount of initiative but requires reminders & guidance in
some routine and many difficult situations.

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 Occasionally comes up with creative approach to problems

Managerial Competencies

The appraiser is expected to assess and comment on the Managerial

Competencies and personal Attributes of the Appraisee along the dimensions
given below. However, it is not essential to comment on all or only the following
dimensions. The appraiser may identify dimensions, which have had a
significant bearing on the Appraisee’s performance. As far as possible, the
appraiser is expected to use live examples; from the actions of the Appraisee in
the previous year to make the comments data based.

Functional knowledge
Leadership
Problem solving
Strategic Thinking.
Resource Allocation
Networking

Personal Attributes

Maturity
Creativity
Winning instinct
Initiative/Motivation
Interpersonal competence

While the appraisal is being done for Unit Heads, their appraisers' should focus
on the following three dimensions, in addition to the one/s the appraiser may
have identified relevant to the Appraisee.

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Overall business has a basic interest in and sensitivity to the business
Perspective environment. Possesses a strong drive to
entity new avenues and redefine the industrial sector.

Management of change A facilitator who possesses the ability to anticipate,

respond and adapt to changes in the business
scenario to be ahead of competition. Gains the
acceptance of his subordinates in the change
process, involves them in the implementation of the
changes.

Development orientation the ability to identify and capitalize on his

subordinates' strengths. To create an environment
conductive for them to express themselves, learn and
support them to acquire new skills and higher levels
of performance.

B3
Potential assessment is a measure of the extent to which the
Appraisee possesses certain skills and competencies to take on
higher responsibilities. This helps to identify areas where the
Appraisee can contribute his/her best.

The appraiser would need to consider several factors while

assessing the Appraisee's potential. e.g. The Appraisee's career
growth till date and his/her career aspirations; the quality of
performance in the past and at present; strengths and weaknesses;
knowledge, skills and attitudes required at higher level and/or any
other function; professional qualifications, age, state of health and
so on.

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 The Appraiser would basically need to match the competencies and
personal attributes of the Appraisee with specific functional
requirements.

While looking for potential to be a Unit head, the appraiser must

also consider the managerial competencies stated on page 6 and 7
of the booklet.

The appraiser may express the Appraisee’s suitability in his current

role and assign reasons why he thinks or doesn't think so. He may
also suggest ways of preparing the Appraisee to take on higher
responsibility or be rotated to any other function/units.

B4 Recommendations
(To be filled only by the Appraiser)
After having identified the Appraisee's potential, the Appraiser
would need to recommend the Appraisee for a promotion or
transfer or to take on additional responsibility in the same/any other
Unit.

Similarly, relevant recommendations regarding increment/increase

in salary have to be made by the appraiser.

After the Appraiser signs the appraisal form, the Appraiser forwards
it to his Superior (the reviewer) for his input. The reviewer shares
and documents his views about the entire appraisal and then
forwards it to the Unit head for his signature.

The Unit HRD will compile the data generated, after the
recommendations have been made by the Appraiser, Reviewer and

24
 the Unit Head so as to accordingly plan the implementation of the
recommendations so made.

B5 Post Appraisal Discussion

(to be filled by Appraiser & Appraisee after discussion)
The post appraisal discussion is a constructive dialogue between
the Appraiser and the Appraisee. It provides a forum to freely
discuss the entire year's performance, personal/career
development, factors that have inhibited or facilitated his
performance, areas of improvement and the Appraisee’s
development plan.

Sufficient time should be devoted to prepare for and hold

discussion. The Appraiser is responsible for documenting all the
main points discussed.

The Appraiser must encourage the Appraisee to analyze his own

successes, setbacks etc. The Appraisee should express this
assessment on the appraisal process. He may also identify areas
in which he would like the support and help of his Appraiser, to
contribute more effectively.

In case the Appraisee has disagreement with his appraisal done by

the Appraiser, the Appraiser is responsible to escalate it to his
Superior.

The Appraiser & Appraisee may jointly arrive at 1 or 2 development

opportunities which are likely to have the biggest impact on
achieving the Appraisee's performance plan and fulfilling his
development needs. Specific actions to be taken by the Appraisee

25
 and Appraiser together, within a specified time frame, must be
documented.

Other means of development such as being part of a task force,

visits to plants that have state-of-the-art technology, visits to a
company that has introduced a new concept/system that has led to
a turn around, may also be documented to be followed up.

Responsibilities

The Appraisee and his Appraiser will share the responsibility of preparing the
MPDP.

The Appraisee - is the one whose performance is to be assessed over one

entire appraisal

 Takes the initiative to prepare the first draft of the P & DP and contribute to its
timely completion within 15 days from the receipt of the form from the
Appraiser.
 Informs the Appraiser about his readiness to share & finalize his KPA's
 Documents the mutually agreed KPA's and objectives in the appraisal form.
 Retains the original appraisal form, gives a copy of pages 1,2 & 3 to the
Appraiser and Unit HRD for reference.
 Evaluates his progress on the achievement of objectives at the end of six
months period and at the end of the year.
 Forwards the appraisal form to the Appraiser twice during appraisal year (i.e.
for a joint progress review after six months & at the end of the year for the
final assessment.

The Appraiser (The Appraisee's immediate Superior) - is one under

whom the Appraisee has closely worked during the appraisal cycle.

26
 Gives as much importance to the planning of the work and aligning it to
organizational objectives, as to evaluating performance and giving feedback.
 Gives the Appraisee insight into the organizational and departmental
objectives.
 Records major achievements/contributions made by the Appraisee during the
year.
 Ensures that a joint progress review after first six months period takes place.
 Ensures that the feedback is constructive and actionable.
 Makes note have and shares specific examples of behavior and incidents for
positive and negative feedback.
 Ensures that the post appraisal discussion is a constructive dialogue between
himself and the Appraisee.
 Shares the MPDP with the Appraisee & ensures its timely completion.
 At the end of the year, after the final assessment by the Appraiser, he
forwards the form to the Reviewer (the Appraiser's Superior).

The Reviewer (Appraiser's Superior) - is one who has worked closely with the
appraiser and oversees the department or the function where the Appraise
works.

 Documents his inputs about the performance of the Appraisee

 Ensures that it does not have generalizing or vague language
 Calibrates ratings across the function
 Checks for discrepancies that may occur in rating e.g. If the achievement
profile is not supported by valid qualitative feedback.
 Redirects the MPDP to the Appraiser if it does not meet the requirements.

27
The Unit Head
 Ensures the timely distribution of the appraisal forms to the various functional
heads in the Unit.
 Calibrates ratings across the different functions.
 Acknowledges the appraisal evaluation by signing on each appraisal form
 Sends all the completed appraisal forms to Unit HRD in time.

Unit HRD
 Fills in the section on the executive's personal data e.g. name, designation,
years of experience etc. and sends the appraisal form to the all Unit heads.
 Ensures the speedy and effective implementation of the MPDP e.g. obtains
feedback from time to time.
 Ensures uniformity of approach and objectivity in decision making
 Ensures that compensation revision reaches managers in time
 Ensures that the appraisal forms reach back to Appraiser for the post
appraisal discussion

Corporate HRD
 Familiarizes unit heads, functional heads and Unit HRD with the common
appraisal system and its components.
 Ensures uniformity of approach and objectivity in decision making
 Equips Unit HRD to implement the system in their units.
 Elicits feedback from the units about the effectiveness of the system e.g.
through a survey
 Fine-tunes and refines the system on basis of the feedback received from
time to time.

28
There are some important process steps and responsibilities, which is done by
the particular person.

Process steps responsibilities

Jointly setting of KPA's and objectives Appraiser and Appraisee
(A1, A2, A3)
0 Joint review of objectives after the first Appraiser and Appraisee
six months period
1 Personal and career development (B1) Appraisee
2 Achievement profile (B2) Appraiser
3 Potential assessment (B3) Appraiser
4 Appraiser's recommendations (B4) Appraiser
5 Post Appraisal discussion (B5) Appraiser and Appraisee

Senior executive
Overall business perspective: -
Has a basic interest in and sensitivity to
business environment. Process a strong drive to
identify new avenues and redefine the industrial sector.
Management of change: -
A facilitator who possesses the ability the anticipate,
respond and adapt to change in the business scenario to
be ahead of competition. Gains the acceptance of his
subordinate in the change process, involves them in the
implementation of the change.
Development orientation: -
The ability to identify and capitalist on his
subordinate strength. To create an environment
conductive for them to express themselves, learn and
support them to acquire new skills and higher level of
performance.

29
 PERFORMANCE APPRAISAL DEVELOPMENT
PALN(PADP)

Performance level Rating for PADP (Managerial Employees) and PADP (Non-
Managerial Employees) are same as mentioned for MPDP i.e. Exceptional
Achiever, High Achiever, Consistent Contributor, performer and non-performer.
Managerial competencies are specific to MPDP. With increasing competitive
pressures on business, productive of teams and individual performance is getting
under the spotlight. No progressive business or team likes to carry less than
consistently performing members as part of their team. In Aditya Cement, they
have been making continuous effort to improve their performance. Each business
must identify its top performer as well as poor performers. Poor / non-performer
are not only a drag on the business, but also impact team morale and efficiency
of High Performers.

PADP (managerial) and PADP (non-managerial) are the way by which Aditya
Cement can know who is the best and in what they want improvement. It
provides goals and work plan for the next year and these plans are determined
by the last achievements, this is the main and important feature. It is created only
because Appraiser wants to know that particularly which factor does the
employee affect and which factors are perfect. According to that they can easily
mention that what would be the score of a particular are of an individual
employee. These factors are coming under the Performance Assessment.

PERFORMANCE APPRAISAL DEVELOPMENT PALN

(Managerial Personal)

1. Contribution on the job

a) Meeting target and tasks

 Completion of task within deadlines

b) Consciousness for cost, quality and productivity

 Accuracy and neatness of work
 Consistency of output
 Adherence to standard laid down and instruction given

30
  Awareness of cost involvement and attempts to minimize them
 Optimum use of resource and time in completion of task

c) Managerial effectiveness through positive discipline and leadership

 Ability to win the confidence and support of subordinates
 Setting personal example to promote discipline
 Conflict resolution and redresal of grievances
 Clear guidance and communication to subordinate

d) Internal and external customer orientation

 Awareness of internal and external user of his output
 Sensitivity their needs with of various groups
 Meeting their needs with respect to speed and quality of output

2) TPM/ISO/EHS/SA-8000 Systems

a) Understanding TPM/ISO/EHS/SA-8000 Systems

 Familiarity with the principle, objectives and salient feature of
TPM/ISO/EHS/SA- 8000
 Systems; knowledge of TPM, Quality and Environment Policy
 Awareness of the department's role vis-a vis organizational compliance
with these systems
 Consciousness of the importance of these systems to the organization
 Understanding Total Quality Concept

b) Implementation of systems
 Application of TPM/ISO/EHS/SA-8000 philosophies in work practice
 Meeting of requirements of these systems with regard to quality of work,
safety, environment, documentation and etc.
 Member ship of sub-committees.
 Preparation of activity boards, work procedures/ work instructions

31
c) Continuous monitoring and achievements
 Constant monitoring to ensure compliance of all systems to
TPM/ISO/EHS/SA- 8000 requirement at all time
 Continuous assessment of targets to measure their relevance and
efforts to revise them as and when required
 Continuous effort to improve upon TPM/ISO/EHS/SA-8000 target and
goals
 Contribution in preparation of application for various awards
 Role as internal auditor and auditee
 Attending circle meeting and monthly TPM communication Meetings

3) Ability to Delegate an Exercise Control

a) Willingness and extend to delegation and decentralization

 Confidence in the ability of their subordinates
 Willingness to take the risk of allowing the subordinates to "get their feet
wet"
 Equip subordinate with the authority to effectively carry out their
responsibilities
 Constant effects to introduces subordinates to new roles and
responsibilities

b) Consultation with subordinates on decision affecting their work

 Awareness of impact of decisions on subordinates work and
communicating the same to them
 Sensitivity to work related needs of subordinates
 Involving them in the decision making process to the extent possible

4) Analytical Ability and Decision Making

a) Ability to plan and organize

 Chart out a plan for every major task

32
  Setting of goals and targets
 Clear understanding of resources and time required and optimal
allocation thereof
 Constant monitoring to ensure meeting the targets

b) Mental awareness and grasping ability

 Quickness in understanding problems and issues
 Ability to concentrate for long hours
 Ability to process diverse information streams simultaneously
 Sensitivity to changes in the environments

c) Problem solving and decision-making

 Ability to go to the crux of a situation and understand it thoroughly
 Ability to envision facets of a situation, extract relevant information and
analyze it
 Ability to visualize all decision alternatives and gauge the effect of each
alternative
 Ability to take a firm stand and follow it up, and the flexibility to change
it, if the situation so demand

5) Ability to develop people

a) Fairness and objectivity

 Ability to look at situation from various viewpoints
 Elimination of basis and preconceived notion while taking decision
having an
implementation for subordinates
 Avoiding imposition of one's value system in others
 Awareness of subordinates needs and motivations

33
b) Training and development of subordinates
 Awareness of subordinates' job requirement, strength,
weakness, interests and career plans
 Identifying training and development needs of subordinates
based on the above and ensuring that they are met
 Giving constant feedback to subordinates on their performance
and giving inputs to upgrade their performance and giving inputs
to upgrade their job related skills.

c) Motivation and moral building

 Ability to act as role model
 Guiding subordinates to help them achieve their realistic needs
 Constant interaction with for subordinate so they can stretch
themselves
 Inculcating "we feeling' in subordinates
 Generosity with support and praise

d) Development of successor
 Identification of likely successor based on job requirement and
personal qualities and competence of subordinates
 Identification of skill/attitude gaps related to grooming of the
identified successor
 Holding of training session and providing counseling, job coaching,
OJT's and formal training to the successor to facilitate his/her
transition

6) Knowledge of work and awareness of environment

a) Job related knowledge

34
  Sound grounding in fundamentals of functional area
 Ability to translate/adapt theory into practice
 Familiarity with work practices in functional area
 Expertise in own field of specialization within functional area
 Good overall knowledge of related field within functional area
 Ability to appreciate linkage with other functional areas and
contribution of other area to the organization

b) Awareness of latest development in field of operation

 Updating of knowledge by regularly by reading journal and books
related to field of operation
 Ability to use acquired knowledge to add value to the department
and the organization Eagerness to work with people possessing
good knowledge or experience in his area.
 Membership of professional bodies

c) Ability to adapt/ responsiveness to change

 Awareness of the impact of various changes in the e internal and
external environment on the department and the organization
 Change of work practices in accordance with the change in
scenario

d) Knowledge of organization polices and procedures

 Familiarity with the vision, mission and core values of the
organization
 Awareness of organization imperatives and the environmental
factors influencing organizational direction
 Familiarity with organizational rules, policies and procedures
 Adherence to organizational values, culture, policies and rules

35
7) Conceptual and innovative skills

a) Anticipation of problems and planning of corrective action

 Ability to recognize symptoms of a problem situation
 Quickness of reaction to strike at the problem's root
 Effectiveness of planning to ensure success in solving problems
 Constant monitoring to ensure adequate progress in tackling
problem
 Documentation of learning to enables combat of similar nature in
future
 Ability to think new/ alternative approaches
 Ability to generate new ideas continuously
 Ability to find ways to translate ideas into practices questioning of
existing work practice that may not be optional

b) Modification proposed and executed

 Generation of new ideas and approached
 Creation of entirely new systems
 Revamp of existing systems
 Identification of new action areas hitherto ignored
 Efforts for continues improvement

8) Teamwork and relationships

a) Ability to work in teams/promotion of group culture

 Ability to put team goals in perspective and direct focus towards
team goals
 Alignment with team rather than individual objectives
 Active contribution to team work and encouraging inputs from all
members
 Ability to resolve team conflicts

36
 b) Ability to work with superiors, peers and subordinates
 Ability to establish rapport with people within and outside the
department
 Respectful attitude towards superiors and friendly relations with
peers and subordinate

9) Communication

a) Clarity of thought and willingness to share information

 Ability to express thought coherently and in a logical manner

 Elimination of ambiguities/ loose ends in communication
 Keenness to share information of use to other, within and outside the
department

b) Verbal and written communication skills

 Ability to put one's point across forcefully with out causing disrespect
 Use of appropriate language in written and verbal communication
 Ability to communicate precisely without omitting key detail

c) Capacity to listen to and appreciate other points of view

 Openness to suggestions
 Tolerance of dissenting viewpoint
 Encouragement of feedback
 Willingness to change the stand in light of new facts
 Patience in listening to other's problems or grievances
 Ability to look at things from the viewpoint of "the other persons"

There after Appraisee got overall rating out of 200. The purpose of assigning
performance level ratings is to provide an overall perspective of an Appraisee’s
contribution, performance and behavior. It essentially reflects achievement
profile of the Appraisee and relates to present job performance and not to

37
potential. This rating is given by the Appraiser and further examined by the
Reviewer. The post-review rating is to be shared by the Appraiser with
Appraisee.

The appraiser should use the following rating to depict the overall performance
level of the Appraisee:

Exceptional High Consistent Performer Non-

Achiever Achiever Contributor (P) Performer
(EA) (HA) (CC) (NP)

A detailed description of each profile is given below. It highlights certain

attributes; behavioral patterns and performance to enable the Appraiser draw a
pen picture of the Appraisee, taking into account the overall applicability of the
rating category.

Exceptional Achiever (EA): is one

 Whose performance is well above the agreed objectives/standards of
expected performance with a remarkable consistency under adverse/normal
conditions
 Who conserves/utilizes resources optimally
 Who demonstrates complete mastery of his job and continuously acquires
and applies new knowledge
 Who demonstrates a high degree of initiative and the ability to work
independently with great confidence
 Normally uses creative approaches/solutions when confronted with difficult
business situations
 Who motivates and inspires his team to give its best through effective team
building and leadership

High Achiever (HA): A very good performer is a high achiever

38
 Whose performance is above agreed objectives/standards of expected
performance with
a marked consistency under adverse/normal conditions
 Who conserves and utilizes his resources well
 Who displays commendable grasp of his job
 Who demonstrates a good degree of initiative and seeks guidance in difficult
situations
 Often comes up with creative solutions to issues
 Who is able to build a team and sustain its motivation and morale

Consistent Contributor (CC): is one

 Who achieves targets consistently under adverse/normal conditions but does
not exceed them
 Who utilizes his resources well but does not attempt to conserve/optimize
them
 Displays reasonable degree of initiative but requires follow-up and guidance
in some routine and most of the difficult situations.
 Who possesses knowledge and skills to meet the task requirement
 Occasionally comes up with creative approach to problems

Performer (P): is one

 Who gives just expected performance/level. Finds it difficult to achieve his
objectives in adverse conditions or demanding situations
 Who has limited job knowledge and skills
 Could have utilized his resources better
 Who takes less initiative and has to be pushed constantly to get work done
 Carries a conventional approach to job

Non-Performer (NP): is one

39
 Who consistently fails to achieve targets/expected standards of performance.
Displays unwillingness to contribute
 Who wastes organizational resources
 Exhibits total ignorance of job knowledge
 Carries negative attitude and closed mind set

In case any Appraisee is rated as "EA" or "NP" than it is necessary to give at

least two specific reasons. At the last there should be the signature of Appraiser
and Reviewer with their comments and date as well.

On the next page of the Appraisal process the Appraiser should clearly specify
one or two areas for Performance Enhancement and suggest the ways through
which improvement can be achieved. It is necessary to inform to Appraisee about
the Performance Rating and Area of Improvement, with name, designation, and
department as well.

The last section of the process is especially for the Goals and Work Plans for the
upcoming year. This division is to be filled by the Appraisee in consultation with
Appraiser with his/ her name, designation and department also. In this section
the Key Objectives or Goals are fix on with the target Date for the first and
second analysis of the coming year. At the last Appraiser and Appraisee should
do signature on it.

40
2.6.2. Performance Appraisal and Development Plan
(Non-Managerial Personnel)

Successful implementation and institutionalization of Performance Appraisal

demands the real support and active participation of all concerned i.e. Appraisee,
Appraiser, Reviewer and Unit Head. They need to make wholehearted
contribution to make this system effective.

This Appraisal Process is usually same as the PADP-Managerial Personnel

process. Factors are the important part of process, which makes difference
between both the PADP Processes. But according to requirement Non-
managerial personnel need not to make any future plans. So that, this process
doesn't have the section of Future Goals and Work Plan.

Description of Appraisal Factors

I. Work Performance
A. Internal customer orientation
 Awareness of internal and external users of output
 Sensitivity to the needs of various user groups
 Meeting their needs with respect to speed and quality of output

B. Job related knowledge

 Sound grounding in fundamentals of functional area
 Ability to translate/adapt theory into practice
 Familiarity with work practices in functional area
 Expertise in own field of specialization within functional area
 Good overall knowledge of related field within functional area
 Ability to appreciate linkages with other functional areas and the
contribution of other areas to the organization

41
C. Meeting targets / tasks
 Completion of tasks within deadlines

D. Cost and production consciousness

 Accuracy and neatness of work
 Consistency of output
 Adherence to standards laid down and instructions given
 Awareness of costs involved and attempts to minimize them
 Optimal use of resources and time in completion of task

E. Modifications suggested / implemented

 Generation of new ideas and approaches
 Creation of entirely new systems
 Revamp of existing systems
 Identification of action areas hitherto ignored
 Efforts for continuous improvement

II. Quality of Work

A. Speed
 Quickness in planning and execution of work
 Quick response to change
B. Accuracy
 Conformity with instructions and standards
 Low incidence of errors or rework

C. Consistency
 Uniformly accurate and timely completion of tasks

III. Team Work and Relationships

A. Ability to work in teams / promotion of team spirit

42
  Ability to put team goals in perspective and direct focus towards team
goals
 Alignment with team rather than individual objectives
 Active contribution to team work and encouraging inputs from all members
 Ability to resolve team conflicts

B. Relationship with superiors, peers (colleagues) and subordinates

 Ability to establish rapport with people within and outside the department
 Respectful attitude towards superiors and friendly relations with peers and
subordinates

C. Trustworthiness and openness

 Ability to get along with people and win their confidence
 Willingness to share information useful to others within or outside
department

IV. Attitude Towards Work

A. Positive thinking and involvement in the job
 Self confidence
 ‘Can do’ attitude towards problem solving
 Willingness to stretch oneself to achieve tasks
 Whole hearted commitment to achievement of desired results

B. Intra – departmental (within the department) and inter departmental

cooperation and support
 Eagerness to help others within and outside department
 Broad organization level outlook rather than a narrow department or sub
section level outlook

C. Ability to execute jobs without guidance

 Willingness to accept new roles and responsibilities
 Ability to plan and carry out tasks independently

43
D. Waste control and safety consciousness
 Awareness of safety and wastage issues in the department and
throughout the organization
 Attempt to minimize wastage and ensure safety in all actions
 Concern for departmental and organizational environment
 Concern for safety needs of others

V. Initiative
A. Ability to bring new ideas to work place
 Ability to generate new ideas
 Ability to implement ideas in organizational context
 Constant questioning of sub optimal systems and procedures

B. Independent thinking and risk taking

 Willingness to rise up to challenges
 Originality of views
 Ability to carry forward and test new ideas

C. Readiness to introduce changes voluntarily and shoulder higher

responsibility
 Quality of performance of non-routine tasks
 Attitude towards change measures initiated in department and
organization
 Willingness to accept responsibility for failures as well as successes

VI. Dependability
VII. Emotional identity with the job and the organization
 Level of correlation between personal and organizational goals
 Subordination of personal goals to those of the organization

44
  Commitment that goes beyond the fulfillment of professional
responsibilities

VIII. Discipline
A. Punctuality
 Adherence to work timings
 Cooperation with requests to complete urgent work beyond office hours

B. Maintenance of dignity and decorum at work

 Respect for peer group and superiors
 Role model for subordinates
 Proper attire at all times
 Neat maintenance of workspace
 Polite, respectful and civic language

C. Adherence to rules / regulations

 Awareness of organizational rules and regulations
 Strict adherence thereto

45
4.1. CONCLUSION

From the study, the researcher concludes that in Aditya Cement performance
appraisal system is working at an expected pace. The topic Effectiveness of
performance appraisal system in Aditya cement is done by the survey method.
Successful implementation and institutionalization of Performance Appraisal
demands the real support and active participation of all concerned i.e. Appraisee,
Appraiser, Reviewer and Unit Head. They need to make wholehearted
contribution to make this system effective.

Appraisal should be viewed essentially as an instrument of development and not

an instrument of rewards by the management only. After the analysis the
researcher comes to know that the Appraiser should try to analyze the strengths
and weaknesses of an employee and guide him about building his
skill/behavioral gaps.

In Aditya cement the Appraiser should organize a feedback session with

Appraisee after appraisal during which feedback can be given to appraisee and
his difficulties in performing assigned tasks can be understood.

For avoiding discrimination in appraisal, Aditya Cement used three types of

appraisal process MPDP, PADP (managerial) and PADP (non-managerial). So
that every employee get good and appropriate appraisal at proper time.

Thus, the policy and practice of performance appraisal at Aditya Birla is none or
less service the bank purpose of human resource development and so also the
organizational effectiveness.

46
BIBLOGRAPHY

47
 Appendix-B

(Speciment copy from Aditya Cement)

Managerial Performance and Development Plan

______________________________________________________________________________
_______

Year: 2004 – 2005

Name : Unit :
Designation : Location :
Grade : Department :
Qualification : Last Increment date :
Length of service :
Length of service in present position :

48
 Key Performance Areas ………………
A (Please list down ‘Key Performance Areas’ after discussion between Appraiser and
1 Appraisee)
11
11.

2.

3.

4.

5.

49
A First Six Months' Objectives ...
2
Results Achieved
11 Agreed Key Objectives
1 Appraisee’s Assessment Appraisor’s Assessment
1

Agreed Action Plan

What factors have helped and/or hindered performance during the past six
months ?

Any significant contribution made by the Appraisee over and above his/her
objectives.
(Please refer to the booklet for egs & details)

Signature of Appraiser Signature of Appraisee

50
A
3 Second Six Months' Objectives...
11 Agreed Key Objectives Results Achieved
1 Appraisee’s Assessment Appraisor’s Assessment
1

Agreed Action Plan

What factors have helped and/or hindered performance during the past six
months ?

Any significant contribution made by the Appraisee over and above his/her
objectives.
(Please refer to the booklet for egs & details)

51
Signature of Appraiser Signature of Appraisee

Personal and Career Development …

B1 (To be filled by the Appraisee only)
1

1. What has been your significant learning during the past year?

2. List down the skills and competencies that you have acquired or sharpened
during the past year?

3. List down areas you would like to improve further.

4. How do you plan to achieve the improvements you desire?

5. What are some of your career aspirations?

52
 Achievement Profile
B2 (To be filled by the Appraiser only)
1
Exceptional High Consistent
Performer
Achiever Achiever Contributor

Comment about the managerial competencies and personal attributes of the

Appraisee :
(Please refer to the booklet for egs & details)

Comments by the Reviewer

__________________ __________________
Signature of Appraiser Signature of Reviewer

Date : Date :

53
 Potential Assessment …
B3 (To be filled by the Appraiser only)
1
1. Are the manager’s abilities best used in his/her present job ?

Yes No

1a. If no, what job should he/she be assigned for best use of his/her current
abilities ?
(Please explain your recommendation)

2. Is he/she ready to be assigned higher responsibility ? If yes, what kind of

higher responsibility can he/she be given and in what time frame? What
preparation does he/she need to make to take up such responsibility ?

3. Does the manager have long term potential to occupy senior

positions ?
(e.g. Functional Head in large unit, a Unit Head or Head of a new project)

Yes No

3a. If yes, please explain his/her long term potential and what abilities and
qualities indicate such potential ?

4. If the manager has long term potential (see above), what are the two
capacities or roles in which he/she should work in the next 3-5 years for
further developing such potential ?

54
 Recommendations …
B (To be filled by the Appraiser only)
41
1. The manager may be promoted immediately as :

2. The manager may be transferred and posted as (in the same

unit) :

3. The manager may be given additional responsibility of (in the

same unit) :

4. An opportunity for the manager should be looked for in

another unit as :
(Please specify the nature of responsibility)

5. Amount of increment or percentage increase in salary

recommended :

6. Any other comments:

Reviewer’s comments (if any):

Unit Head’s comments (if any):

__________________ __________________ ___________________

Signature of Appraiser Signature of Review Signature of Unit Head

55
 Post Appraisal Discussion …
B5
1
Main points : (To be filled by the Appraiser only)

Appraisee’s overall response : (To be filled by the Appraisee only)

Development Plan : (To be filled after discussion between Appraiser & Appraisee)

Training suggested Time Frame Reasons

Others means of development : (e.g. visits, short assignments)

___________________ __________________
Signature of Appraiser Signature of Appraisee

56
57