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INDIAN INSTITUTE OF MANAGEMENT TIRUCHIRAPALLI

POST GRADUATE PROGRAMME IN MANAGEMENT-HUMAN
RESOURCES 2020-2022

PERFORMANCE MANAGEMENT - I PROJECT

Development of a Performance Management Plan

Project report submitted to

Prof. Vijaya V

in partial fulfilment of the academic requirement for

course in the PGPM-HR programme.

Submitted by
Siddharth Mohapatra – 2104019
Arvind Iyer – 2104025
Raj Jain – 2104033
 Table of Content
S.No. Title Page No.
1. About the company 3
2. About the role 4
3. Performance Management System 5
4. Performance Appraisal Forms 7
4.1. Form A 7
4.2. Form B 9
4.3. Form C 12
5. Gaps and recommendations 13
6. References 13

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 About the company

Company: Cairn India Limited

Business Details:
Cairn Oil & Gas, Vedanta Limited, is the largest oil and gas exploration and production company
in India. Cairn contributed ~24% to India's domestic crude oil production in financial year 2019-
20.
Established: 1997

Industry: Oil & Gas

Products & Services: Crude oil and natural gas production

Customer information: Customers are oil and gas companies including Indian Oil, Reliance,
Essar, Bharat Petroleum, Mangalore Refinery, Gujrat State Petroleum Corporation.

Business targets of the company:

1-year plan - To increase the oil production to 150,000 barrels per day.
5-year plan - To be responsible for 50% of all of the oil produced in India.

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 About the role

Name of appraisee: Undisclosed

Department: Production

Role and designation: Production Superintendent

Direct Reporting to: Production Manager

Direct reportees: Production Engineers

Job description
Targeted Responsibilities:

• Assign tasks to on duty engineers.

• Approve maintenance permits of third-party vendors.

• Deploy employees to different parts of plant.

• Train new hires on the standards and procedures of the plant.

• Monitors employees work habits and makes sure tasks are completed in a timely fashion.

• Act as a first responder to production questions, issues and concerns.

• Adhere to SOPs to elevate process control and minimize variability from operator to operator.

Performance Management System

4
Performance Appraisal Process
• 270-degree appraisal - Filled by superiors, subordinates, and peers
• Half-yearly and annual appraisal.
• KPI/KRA specified at start of the year as per organizational, departmental, individual targets.
• Main components - target achievement percentage, safety record in the plant, leadership
abilities.

Key components of performance appraisal

• Percentage completion of prespecified KPIs and KRAs.
• Comments on the performance by superiors, peers and juniors - strengths, weaknesses,
achievements, personal incidents and other comments.
• Self-assessment by the appraisee regarding their current progress, plans for coming future,
suggestions for improvement.
• Training needs suggested by superiors.

Evaluation process of the process appraisal forms

• Evaluation form for production superintendent goes to the production manager and HR
Manager of the respective functions.
• Both of them will hold a meeting considering the components of the form.
• After both managers come a consensus, a rating is provided on basis of following scale.
1 - Needs improvement 2 - Satisfactory 3 - Very good 4 - Outstanding
• Justification is required in case of an extreme evaluation.
• All the evaluation are needed to be signed off by the plant head.
• Decisions in case of training requirement also needs to signed off by the plant head.
• Normal distribution curve of rating is expected (but not mandatory).

Appraisal Interview

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• Once the appraisal form is filled, the meeting conducted before signing off the form.
• The meeting will consist of the appraisee/production superintendent and the appraisers
(production manager and HR manager).
• First appraisers will give their viewpoints based on the feedback received.
• Appraisee will have a chance to justify himself.
• Once both the parties reach common ground, the appraisal form is signed off.
• After this interview, the appraisee will fill their self-assessment form based on feedback
received in the interview.

Performance Appraisal Forms

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 Form A: Organizational/Departmental/Individual KPI form

CAIRN India
KPI form
Designation:
Salary Grade/Band:
Name of Employee:
Department: Production- CPF
Division:
Manager Name:
Joining Date:
Review Period:
Evaluation Purpose:

ORGANIZATIONAL KPIS
CRITERIA TARGET ACHIEVED
PRODUCTION
Average production of oil per day (No. of barrels) 1,50,000
Production Uptime 100%
SAFETY RECORDS
Lost time to Injury (LTI)(In hrs) 0
Near-miss Safety incidents 0
Fatalities 0
Adherence to the VSAP Safety protocols 75%
DEPARTMENT KPIs
CRITERIA TARGET ACHIEVED
CPF-PRODUCTION
Polymer production output per day (in Barrels) 65,000
Plant uptime 100%
Safety Incidents 0
VSAP Audit Score 75%
5S Audit Score 75%
INDIVIDUAL KPIs
CRITERIA TARGET ACHIEVED
PRODUCTION SUPERINTENDENT - CPF
Safety Meetings conducted 20
Training meetings conducted 12
Observations recorded in the COP portal 50
% of Daily targets achieved 90%
FINAL COMMENTS

Evaluator's Name:
Signature:
Date:

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 This appraisal form is the original, which consists of KPI targets set and achieved half-
yearly/full-yearly.
 The KPIs have been segregated into the following
o Organizational: The KPIs which are common across the organization and all the
departments are expected to work together in order to achieve these targets.
Percentage completion of these targets directly determines the quantum of
bonuses and rewards to be paid out at the end of the appraisal process.
o Departmental: These are the targets set for each individual department with the
Plant Head and the HR head coming together in order to set these targets.
o Individual: These are targets set for each individual by their line manager along
with the HRBP which must be challenging but achievable.
 There is a provision for mentioning additional comments in case of any target is not met
due to extreme circumstances.
 The organizational and departmental KPI scores are the same within a department, thus
the individual KPIs are of great importance. When considering the evaluation, not only is
the target completion percentage considered, but also the difficulty of achieving the goal.
Therefore, it is of great importance to make sure that the KPIs set individually are such
which are possible but also challenge an employee to perform up to his limit.

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 Form B: 270-degree review form

Filled by: Immediate superior, Peers and immediate reports.

“Strengths Weaknesses Incidents Achievements Comments” Feedback Form

Manager Guidelines for Obtaining 270-Degree Feedback via the ‘Strengths Weaknesses
Incidents Achievements Comments’ Feedback Form
These guidelines are for the Manager’s reference only. Remove this section before
distributing the form.
Before Soliciting Feedback
Prior to requesting feedback:
1. Brief employees, evaluators and supervisors about purpose, uses of data and methods of
survey
2. Emphasize that criticisms are viewed as chances for growth.
3. Assure evaluators that feedback will be kept confidential
4. Keep a note of whom you ask for input from and when you asked for and received it.

After Obtaining Feedback:

1. Review the Employee’s self-assessment
2. Analyze the other feedback, and compare it with the Employee’s self-evaluation
3. Remove identifying data from the feedback (e.g., names)
4. Share the results with the employee. Allow time for him/her to absorb the results.
5. Use the outcomes as inputs into the employee’s TNDP (Training and Development Plan)

Date: _________________

Feedback requested for: ________________________________________________________

Feedback requested by: _________________________________________________________

Evaluator Guidelines for Providing 270-Degree Feedback via the “Strengths Weaknesses
Incidents Achievements Comments” Feedback Form

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 The purpose of this assessment is to identify the employee’s strengths and opportunities for
improvement. Your feedback will be combined with input from other people in the
organization. Your input is confidential and will be treated as such. This form will be
discarded after the team member’s 270-degree feedback meeting.

Please provide specific examples of behaviors. Thank you for your time and candor.

To: __________________________________________________________________________

Please provide feedback on the skills of __________________________ by_________.

Team Member’s Name Date

What is your relationship with the person you are giving feedback on?
Subordinate Peer Manager Other: __________________________________

STRENGTHS

What are this Individual’s strengths?

1.
2.
3.
Additional Comments:

WEAKNESSES

What are this Individual’s weaknesses?

1.
2.
3.
Additional Comments:

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ACHIEVEMENTS

What are this individual’s achievements?

1.
2.
3.
Additional Comments:

PERSONAL INCIDENTS

What are some personal incidents involving this Individual?

1.
2.
3.
Additional Comments:

Signature of appraiser
________________

 Introducing this form into the performance appraisal process is necessary as it aims to
provide subjectivity and context to the quantum of work done by an individual over the
course of the year.

 This form also has a purpose in judging the concerned employee from multiple
perspectives - His seniors, peers, and juniors; this is necessary in order to get the most
comprehensive opinion about the individual while also trying to minimize personal biases
for or against the individual.

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 Form C: Self-Assessment Form
Rating decided based on 270-degree reviews:
Needs Improvement Satisfactory Very good Outstanding
Justification (in case of the extreme rating given):

Training recommendations (if any):

Before performance appraisal interview:

Sign. of HR Manager Sign. of Production Manager

_____________________ ____________________________
_

Self-evaluation of appraisee:
Notable achievement and other comments:

After performance appraisal interview:

Sign. of HR Manager Sign. of appraisee Sign. of Production Manager

_____________________ ___________________ ____________________________

_

 This is also a new form introduced so that it gives an opportunity to the individual to
voice his requests, needs or concerns once the previous two forms have been filled and
his appraisal interviews have been carried out.

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 Gaps on current iteration and related recommendations

• Appraisal is too objective which undermines the leadership and managing capability of an
individual.
• Appraisal is done by only the superiors and the PM department didn’t have full insight on the
appraisee’s performance. So, the juniors and peer reviews have been included.
• Appraisee doesn't get much chance to put his stance since due to the rotation schedule, he may
not have worked much with the production manager.
• Newer plant managers sometimes struggle with the whole appraisal process hence HR
manager is also included in interview.

References
 https://www.sampleforms.com/360-degree-feedback-form.html
 https://www.cairnindia.com/Pages/OurStory.aspx

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