SUMMER TRAINING REPORT

AT

DAINIK JAGRAN
On

Submitted By:-Dushyant Dutt

PGDM, Trimester- III

Submitted To:Mr. S. Srivastava

PREFACE
True learning is born out of experience and observation
practical experience is one of the best types of leanings
that one can remember throughout the life. After II
trimsters 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,

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 DAINIK JAGRAN. Here, I got
chance to see the functioning HRD departments and
imbibe a lot learning of the subjects.

DAINIK JAGRAN is a wide Organization producing News

papers, the main products include Dainik Jagran, I Next,
City Plus, Mid Day etc.. It has developed in many fields.

ACKNOWLEDGEMENT

Through

this

acknowledgement,

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 DAINIK JAGRAN for giving me the
opportunity to get trained in their office.

I would like to thank the Faculty Guide: - Mr.

S.Srivastava, and the other Faculty members, the
Librarian and the administrative staff of INJ Business
School, Greater Noida, for their support.

Finally, I express my sincere thanks to Mr.C.S.

Shukla and Mr. Vikas Jain who guided me through

out the project and gave me Valuable suggestion

and encouragement.

TABLE OF CONTENTS
Sr. No.

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

10

Analysis of Questionnaire

11

Conclusion

12

Bibliography

Page No.

INTRODUCTION
OF
DAINIK JAGRAN

The story of Danik Jagran began in 1942 with a mission to "create a

newspaper that would reflect the free voice of the people." This vision
was as much a reflection of the times when it was propounded, as much as it is
relevant to us today.

Late Puran Chand Gupta was the founder. Started in Jhansi, then shifted
the Head Quarter to Kanpur.

More than 55.7 million people read Dainik Jagran making it

the largest read daily in India. Currently, Dainik Jagrans 37
editions are published across eleven states of India. It is 3rd in India
and 17th worldwide for the largest circulation of a daily newspaper.
Mr. Mahendra Mohan Gupta is the Chairman & Managing Director of our
Company and also holds the position of Managing Editor of our Company. He
holds a bachelor's degree in commerce. Mr. Gupta has more than 45 years of
experience in the print media industry.

Mr. Sanjay Gupta is the CEO & Whole Time Director Jagran
Prakashan Group

1942:The first edition of Dainik Jagran was launched from Jhansi.

1947:The second edition was launched from Kanpur

1953:Rewa edition was launched.

1956:Bhopal edition was launched.

1975:Gorakhpur edition came into existence.

1979:Varanasi, Allahabad
and Lucknow
editions.

1984: -

Meerut edition came

1986:Agra edition was launched.

1989:Bareilly edition was launched.

1990:Delhi edition was launched

Between 1997 and 2006, eighteen new editions were added, and through
2007-08, six new editions were launched.
2006 :Mumbai Mirror Afternoon edition launched
Offers Mumbai Mirror or Maharashtra Times as complimentary copy with
DJ at a price of Rs.4. Group MD, Mr Vineet Jain awarded the scroll of
honour for being the new age media guru - Hero Honda Indian TV
Academy AwardsTimescape the DJ Intranet portal re-launched - now
powered by SAP Netweaver BCCL goes live on SAP
systemMagicBricks.com launched in October 2006 targets the Online
Real Estate Space Smart Hire launched April 2006, is witnessing

stupendous growth with its focus on providing organisations with end-toend recruitment solutions. Ads2Book.com The Worlds Only Global Ad
Booking Engine - Relaunched in August 2006With intensive R&D, the Net2-Print classifieds booking system Ads2Book.com was created and imbued
with AI (artificial intelligence) that assisted users through the entire
process of Creating, Booking & Paying for their Print Classified Ads, all
from the comfort of their desktop.
Achievements
Dainik Jagrans iconic stature is supported not only by the undisputed
readership figures of the Indian Readership Survey, 2009 Round 1 (IRS
2009, R1), but also by its ranking as the largest read daily of India for the
last twelve consecutive rounds of the same study. In May 2006, Dainik
Jagran was voted as the
most credible source of news within the printmedia by a BBC-Reuters
study. If this fact by itself isnt a stunning achievement then the fact
of Dainik Jagran being the worlds single largest
newspaper almost certainly is (Source: World
Association of Newspapers).
When it comes to marketing acumen, it is no less a feat that Dainik
Jagran is far ahead of its nearest competitor.The gap now stands at a
resounding 21 million (Source: IRS 2009 R1). Interestingly, Dainik Jagran
is also the number one choice amongst people who can read English.
Even the combined readership of the TOI Group, the HT Media Group or
the Dainik Bhaskar Group does not surpass that of Dainik Jagran.

The wide gamut of material on offer in its pages includes politics,

economics, sports, spirituality, health, literature and youth affairs.
Its popular supplements embrace the worlds Of film, travel,
entertainment, education and careers. Special supplements are also
created for the readers by the readers: Junior Jagran is an example of
such a product created by children.
Khet Khalihaan is a special product developed for rural markets.
While Dainik Jagran is the flagship brand of Jagran Prakashan Limited,
two other newspapers from the group have elevated its position even
further: I Next and City Plus.

I Next is India's first bilingual compact Hindi daily targeted at the youth.
Its trendy content is designed especially for Indias open-to innovations
gen next. Circulated across nine cities in four states, I Next is rapidly
becoming the happening youth paper. City Plus is a weekly English tabloid
circulated in key urban markets. Its a lifestyle publication that focuses on
the local and sub-local level. With seventeen editions, City Plus now
covers Delhi, the national capital region (NCR), Bangalore and Pune.The
Group also publishes Sakhi, a premium womens magazine that targets.

After securing a strong foothold in the Hindi heartland,

Dainik Jagran now has its eyes set on the English language
sphere.
The paper has come out with an English weekly
newspaper called City Plus.
The Noida edition of the paper was launched on
September 23, 2006, while the Gurgaon edition is slated
for launch on September 30The eight-page, all-colour
broadsheet constitutes news related to fashion, food,
lifestyle, and movie reviews, among others.
The new offering from Jagran is based on an advertising
driven model and is available free of cost. Terming it as a
retail product, Basant Rathore, General Manager, Dainik
Jagran, said, The NCR as a region is witnessing a lot of
retail boom, the BPO boom followed by a residential boom
too.

Mission of DAINIK
JAGRAN:The Jagran Prakashan Group is the aggregator of content in
any form in the infotainment Industry. We collect & sell
content to right target audience.

YOU ARE
EMPOWERED

STAGES

OF
GROWTH: -

To

empower the reader

to live the

life of their dreams.

To facilitate better decision.

To provoke Thought
Global Experience.
Love for the community
Adopt the Readers worldwide view.
Liberate the mind
Cheerfulness in the circus of life.

We grow at this stage because:

OUR CENTRAL VALUE IS YOU!

Performance

Appraisal:-

Meaning:
Performance Appraisal is the process of obtaining, analyzing
and recording information about the relative worth of an
employee. The focus of the performance appraisal is measuring
and improving the actual performance of the employee and
also the future potential of the employee. Its aim is to measure
what

an

employee

does.

According to Flippo, a prominent personality in the field of

Human Resource, performance appraisal is the systematic,
periodic and an impartial rating of an employees excellence in
the matters pertaining to his present job and his potential for a
better job." Performance appraisal is a systematic way of

reviewing and assessing the performance of an employee

during a given period of time and planning for his future.

It is a powerful tool to calibrate, refine and reward the

performance

of

the

employee.

It

helps

to

analyze

his

achievements and evaluate his contribution towards the

achievements
By

focusing

of
the

the
attention

overall
on

organizational

performance,

goals.

performance

appraisal goes to the heart of personnel management and

reflects the managements interest in the progress of the
employees.

OBJECTIVES OF PERFORMANCE APPRAISAL: To review the performance of the employees over a given
period of time.
To judge the gap between the actual and the desired
performance.
To help the management in exercising organizational
control.
Helps to strengthen the relationship and communication
between superior subordinates and management
employees.

 To

diagnose

the

strengths

and

weaknesses

of

the

individuals so as to identify the training and development

needs of the future.
To provide feedback to the employees regarding their past
performance.
Provide information to assist in the other personal
decisions in the organization.
Provide clarity of the expectations and responsibilities of
the functions to be performed by the employees.
To judge the effectiveness of the other human resource
functions

of

the

organization

such

as

recruitment,

selection, training and development.

To reduce the grievances of the employees.

Process of Performance Appraisal:-

ESTABLISHING

PERFORMANCE

STANDARDS

The first step in the process of performance appraisal is the

setting up of the standards which will be used to as the base to
compare the actual performance of the employees. This step
requires setting the criteria to judge the performance of the
employees as successful or unsuccessful and the degrees of
their contribution to the organizational goals and objectives.
The standards set should be clear, easily understandable and in
measurable terms. In case the performance of the employee
cannot be measured, great care should be taken to describe
the

standards.

COMMUNICATING

THE

STANDARDS

Once set, it is the responsibility of the management to

communicate the standards to all the employees of the
organization. The employees should be informed and the
standards should be clearly explained to the. This will help
them to understand their roles and to know what exactly is
expected

from

them.

The

standards

should

also

be

communicated to the appraisers or the evaluators and if

required, the standards can also be modified at this stage itself
according to the relevant feedback from the employees or the
evaluators.

MEASURING

THE

ACTUAL

PERFORMANCE

The most difficult part of the performance appraisal process is

measuring the actual performance of the employees that is the
work done by the employees during the specified period of
time. It is a continuous process which involves monitoring the
performance throughout the year. This stage requires the
careful

selection

of

the

appropriate

techniques

of

measurement, taking care that personal bias does not affect

the outcome of the process and providing assistance rather
than

interfering

in

an

employees

work.

COMPARING

THE

ACTUAL

WITH

THE

DESIRED

PERFORMANCE
The actual performance is compared with the desired or the
standard performance. The comparison tells the deviations in
the performance of the employees from the standards set. The
result can show the actual performance being more than the
desired performance or, the actual performance being less than
the desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating
and analysis of data related to the employees performance.
DISCUSSING

RESULTS

The result of the appraisal is communicated and discussed with

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

employees

to

perform

better.
MAKING

The last step of the process is to take decisions which can be

taken either to improve the performance of the employees,

take the required corrective actions, or the related HR decisions

like rewards, promotions, demotions, transfers etc.

Challenges of Performance Appraisal:In order to make a performance appraisal system effective and
successful, an organization comes across various challenges
and

problems.

The

main

challenges

involved

in

the

performance appraisal process are:

Determining

the

evaluation

criteria

Identification of the appraisal criteria is one of the biggest

problems faced by the top management. The performance
data to be considered for evaluation should be carefully
selected. For the purpose of evaluation, the criteria
selected should be in quantifiable or measurable terms
Create

rating

instrument

The purpose of the performance appraisal process is to

judge the performance of the employees rather than the
employee. The focus of the system should be on the
development of the employees of the organization.
Lack
Top

of
management

competence
should

choose

the

raters

or

the

evaluators carefully. They should have the required

expertise and the knowledge to decide the criteria
accurately. They should have the experience and the

necessary training to carry out the appraisal process

objectively.
Errors

in

rating

and

evaluation

Many errors based on the personal bias like stereotyping,

halo effect (i.e. one trait influencing the evaluators rating
for all other traits) etc. may creep in the appraisal process.
Therefore the ratter should exercise objectivity and
fairness in evaluating and rating the performance of the
employees
Resistance
The appraisal process may face resistance from the
employees and the trade unions for the fear of negative
ratings.

Therefore,

the

employees

should

be

communicated and clearly explained the purpose as well

the process of appraisal. The standards should be clearly
communicated and every employee should be made
aware that what exactly is expected from him/her.

Purpose of Performance Appraisal:Performance Appraisal is being practiced in 90% of the

organizations worldwide. Self-appraisal and potential appraisal
also form a part of the performance appraisal processes.
Typically, Performance Appraisal is aimed at:
To review the performance of the employees over a given
period of time.

 To judge the gap between the actual and the desired

performance.
To help the management in exercising organizational
control.

To diagnose the training and development needs of the

future.

Provide information to assist in the HR decisions like

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

JAGRAN PRAKASHAN GROUP

PERFORMANCE APPRAISAL & DEVELOPMENT

PLAN
PURPOSE:
The purpose of conducting a Performance Appraisal is to
review and evaluate the performance of an
executive/journalist on contract.

OBJECTIVE:
To inform the appraisee of his/her relative performance in
terms of targets and Key Result Areas(KRA)
To encourage meaningful and transparent communication
between the appraiser and appraisee.
To identify the training need for development.

GUIDELINES: -

The date and time for the appraisal interview has to be fixed
well in advance by mutual consent between the appraiser
and the appraisee to allow for adequate preparation.
A separate self-evaluation form has to be filled by every
executive/journalist on contract prior to the appraisal
interview and submitted to the appraiser. After the form is
filled, the appraiser should then proceed with the appraisal
interview.
During the appraisal interview the appraiser first do a Target
based review for the appraisee and he should appraise the
appraisee on the important parameters that have been
identified.
The appraiser should explain to the appraisee why he/she
has been given a particular score against a particular

parameter and point out the appraisees strengths and

weaknesses.
The targets for the next year should be retained by the
Department Head for mid-term review.
The completed self-evaluation forms/performance appraisal
forms of every executive/journalist on contract in Mumbai
and Delhi should be sent to the respective HRD departments
at Mumbai & Delhi.
The appraisee should keep a copy of his/her self-evaluation
and performance appraisal form and note the areas for
improvement

DEFINITION OF SCORES:
Scores/ Rating
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. Research
indicates that only 1% of
the total employee
population belongs to this
category.

Employees whose
Average Weighted score(A) range from 4.7 to 5
are
Highfliers/Outstanding.
Regularly Exceeds

(4) Employee who exceeds the

requirements of the job. It
gives an indication that the
person is prepared
sufficiently for a higher
classified job. Research
indicates that only about
15% of the total employee
population belongs to this
category.
Employees whose
Average Weighted Score
(A) range from 4.2 to
4.69 are Regularly
Exceeding.

Meets Requirement

(3) This rating is to be given to

the employee who has the
requisite qualities to
perform the present job with
efficiency. Research
indicates that 73% of the
total employee population
belongs to this category.
Employees whose
Average Weighted Score(A) range from 3.6 to
4.19 are Meeting
requirements.

Occasionally Meets

(2)

Employee whose
performance is adversely

affected due to the lack of

qualities required to perform
in his current job. This is an
indication that the person
needs to be trained and
developed sufficiently to
orient him towards good
performance.
Employees whose
Average Weighted Score
(A) range from 3 to 3.59
are Meeting occasionally.
Fails To Meet

(1)

This rating means totally

unacceptable performance
over a period of time.
Inspite of all efforts in
training and development
the employee continues to
demonstrate lack of
qualities to perform the job.
Employees whose Average
Weighted Score (A)
range from 0 to 2.99 are
Failing to meet.

SELF-EVALUATION FORM

(It is recommended that the appraisee uses this form prior to

his/her interview in-order to help him/her to think about the job
he/she does.)

NAME:

DEPARTMENT:

EMPLOYEE NUMBER:

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, and are
there any obstacles which have caused you particular
problems?

----------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What were your main accomplishments during the

Appraisal year?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Do you consider yourself fit for a higher position in the

company? If yes, describe the kind of work you are
equipped to do.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What kind of training will equip you to perform better?

Specify courses and development need areas.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 Would you like to handle any assignments and do you

desire a job rotation, transfer to any other
function/department etc. to enhance your career?

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Ease indicate the enabling and hindering factors which

influence your performance.
Enabling Factors

Hindering Factors

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

Overall Appraisal of Performance:

(Kindly rate your overall performance)

Scores (S) to be used for rating actual performance

High Flier/ Regularly
Outstandi Exceeds
ng

Meets
Requireme
nts

Occasiona Fails to
lly Meets
meet

APPRAISEE

APPRAISER

Name:

Name:

Signature:

Signature:

Date:

Date:

TARGET WORKSHEET

Name:

Employee
Number:

Department:

Designation:

Date of Joining:

Age:

Please identify
your Work Goals

Please identify
the Key
Performance
Areas (KPAs)

Please indicate the

target dates by
which KPAS would
be achieved

Please tell us about the areas in which you need training to

achieve your work goals

Signature (Appraiser)
(Appraisee)

Signature

Date
.......

Date

MID TERM REVIEW OF PROGRESS

Please indicate the progress made regarding
achieving your Key Performance Areas-Whether
they are complete/ongoing/incomplete and cite the
reasons where appropriate.

Signature (Appraiser)
(Appraisee)..

Signature

Date:
..

Date:

...

Performance Appraisal Ratings & Redesignation

Chart

Sr. No

Compa
ny

Pay
Roll ID
No

HR
Empl.
No

Branch

Employ
ee
Name

*Cont.
Departm
ent

Present
Designa
tion

Recomme
nded

Year of
last
Redesign
Redesigna
ation
tion

Perform
ance
Rating

TRAINING NEED IDENTIFICATION &

TRAINING CODES

In order to facilitate the process we have listed down few steps

which are to be followed while collating the training data:

STEP 1: As a continuing process of Performance Management

Process, the training needs have to be identified from the
Performance Appraisal forms. The data has to be collated by
the Department Heads of the respective branch and given to
the Branch Head in the format Training need identification
chart.
STEP 2: We have classified the training needs into 4 categories,
title code and title type is mentioned below:
1001

Information Technology

2001

Managerial Effectiveness Programme

3001

Function Specific Programme

4001

Training by Experts

Training needs identified should match with the job profile

mentioned in the PA form. In view of the above, please analyse
whether the training needs identified are actually required to
increase the competence & skill of the individual and would
continue towards effective performance of the assigned task.

STEP 3: The Department Head to eliminate the training

programmes which are not of very important nature and
prioritise the identified training needs as per the requirement of
the department and branch.

STEP 4: Also classify the identified training programmes which

can be conducted internally and externally.

STEP 5: The training codes and sub-codes have to be identified

after analysing the descriptions mentioned in the Training
code chart. For example: The training type identified is
Information Technology and the training title name is MS
Office. Therefore, in training need identification under the
column training code and sub-code the entry will be 1001 and
1001 respectively.

STEP 6: Training calendar will be designed and implemented

by the Branch HR/Personnel Head in consultation with the
Branch Head.Kindly note that under the (Training Code-2001)Managerial Effectiveness Programme we are having the
following training titles:

(Sub Code-2001) Managing

(Sub Code-2002) Managing

Self includes the following

People includes the

module for the rank of

following module for the

Executives to Asst.

rank of Dy. Manager to Chief

Manager:

Manager:

Goal Setting & Career

Planning

Principle Centered
Leadership

Lateral Thinking

Listening Skills

Communication Skills

Performance

Presentation Skills

Management Skills
Coaching & Mentoring

 Time Management
Assertiveness

Team Building &

Conflict Management

Transactional Analysis

Interviewing Skills

Counselling Skills

Counselling Skills

Seven Habits of Highly

Abnormal & Normal

Effective People
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

TRAINING CODES CHART

Psychology
Emotional Intelligence

Training

Type of

Code

Training

1001

Information

Sub-Code

Training Need
Title

1001

Technology

MS
Office/Windows

1002

Internet Tools

1003

Oracle

1004

QurakXpress

1005

Adobe/Corel Draw

1006

Design and
Layout
Techniques

1007

Design and
Graphics

1008

Operations
System

1009

Ingres/Informix/S
ysbase

2001

MGR
Effectivenes
s
Programme

1010

Java/Perl/Cgi

1111

Others

2001

Managing Self

2002

Managing People

2003

Managing
Business &
Strategy

3001

Function

2004

Others

3001

Selling Skills &

Specific

Marketing

Programme

Concepts
3002

Industrial
Relations &
Labour laws

3003

Materials
Management &
Purchase
Management

3004

Financial
Accounting/Balan
ce sheet

3005

Taxation

3006

Customer
Relations

3007

Brand
Management

3008

Fire Risk
Management &
Electrical Skills

3009

Research
Methodologies

3010

Writing Skills

3111

Foundation
Course for
Journalism

4001

Training by

3112

Others

4001

International

Experts

Accounting
Norms/Standards
4002

Forex/
Futures/Swaps

4003

Capital Market

4004

Marketing/Media/
Advertising

4005

Macro/Micro
Economics

4006

Security and
Administration

4007

Others

TRAINING NEED IDENTIFICATION

Sr No.

Company

Pay Roll ID HR EMPL.

Branch

No.

NO

*Cont.
Employ

Departme

Prese

Recommend Year of

Performan

ee

nt

nt

ed

Last

ce Rating

Desig

Redesignati

Redesig

natio

on

nation

Name

PERFORMANCE ASSESSMENT GUIDELINES

1) Self-Assessment
All Appraises will make a Self-Assessment of their own
performance and fill in the following information in the
Performance Assessment Worksheet:

Sl. No.

Term

Description

1.

Key Result Area (KRA)

These are critical functio

Performance with respect to de
to distinct contributions/ ou
organizational objectives.

2.

Measure(s)

These are yardsticks for evalu

of performance with respect
particular KRA may have
Measure.

Performance Standard

This is a specific goal corre

Measure of a KRA and shou
realistic, achievable and time-b

4.

Weightage(%)

This demonstrates the relativ

the KRA in terms of the priori
should add up to 100%.
Waightage is 10%

5.

Extent of Over-/ Underachievement (with

elaboration)

To what extent the Performa

were met and description abo
/factors
responsible
for
Achievement.

3.

2) Performance Assessment Discussion

This candid discussion between the Appraiser and the

Appraisee on the latters performance during the year should
focus on the following aspects:

Demonstration of the extent of performance by the

employee in the objective terms.
Identifying the key drivers and facilitators for
performance.
Reviewing and discussing performance bottlenecks and
making plans to overcome them.
Planning of KRAs, Measures and Performance
Standards for the next year.

3) Assessment by Appraiser
Post discussion with the employees, the Appraiser will fill in
the following information:

Comments
Appraiser

of This will include specific observations/

remarks relevant to the Assessment of
the Appraisee, or any other Job-related
aspect.

Assessed Level

The Performance Level

of an
Appraisee for each of his/her KRAs as
well as the Overall Performance( for
the Job as a whole) will be as per table
below.

Definition of Level
Assessed

Description of

Level

Level

Typical %
Achievement

KRA Performance

Overall Performance

of Results
Performance exceeds
Expectation, consistently
DE

Demonstrates

Greater than

Achieving challenging and

Overall performance exceeds all

Excellence

120%

Stretch goals and meets

Job expectations and is visible

Industry/ organizational

Across the organization.

Standards of excellence.

EE

Exceeds

Between

Performance exceeds

Expectations

100% to 120% Expectations in all respects.

Overall Performance exceeds all

Job expectations and is visible
Across the Department/
Function/ Location.

ME

Meets

Between

Performance meets

Overall Performance

Expectations

85% to 100%

Expectations.

Demonstrated meets all job

Expectations.

NI

SME

Needs

Less than

Performance only partially

Overall Performance only

Improvement

85%

Meets expectations and

Partially meets job expectations

Needs improvement.

And improvement is needed.

Short of

Poor or

Performance demonstrated

Overall performance

Minimum

Insignificant

Falls short of minimum

Demonstrated falls short of

Expectations

Results

Expectations.

Minimum job expectations.

4) Performance Review
The Appraiser will forward the Worksheet duly assessed and
completed by him/her to the Reviewer (the immediate
supervisor of the Appraiser) for his/her review and validation.
Based on discussion with the Reviewer, the Assessed Level of
Overall Performance for the employee will be documented in
the Worksheet (based on the guidelines in the above table).
The reviewer and the appraiser shall document their overall
comments relating to the assessment of employee and sign off
at respective places in the worksheet.
5) Performance Calibration Process
After the completion of performance review, the Overall
Performance as assessed will be taken through the

Performance Calibration Process by the Functional Directors.

This process would aim at reviewing performance levels
across the functional area and apply necessary changes in
line with structured guidelines, if any.

Performance level Distribution guidelines:

Asses
sed
Level

DE

EE

ME

NI

SME

% of
Head
Count

10%

25%

50%

10%

5%

6) Feedback to Appraisee
Post calibration process, the Assessed Level of Overall
Performance will be communicated to the Appraisee by the
Appraiser. The Appraisee writes down his impressions and
views (including those regarding the objectivity of the
process), signs off the worksheet and hands it over back to
the Appraiser. The Appraiser then forwards the Worksheet to
the Functional Head.

EMPLOYEE DEVELOPMENT GUIDELINES

(A)
Level

Identifying Key Behavior Areas and their Desired

The Appraisee should fill in the following information in

consultation with the Appraiser and HR Managers.

Sl.

Term

Description

No.
1

Key
Area

Behavior These are the behaviors that are

required by an individual
To perform his/her job effectively.

Desired Level of This is the proficiency with which the

Behavior
Key Behavior is
Required to be demonstrated by the
job-holder for performing his/her job
effectively.

(B)

Demonstration of Key Behaviors by Appraisee

Appraisees provide Examples of Demonstration of Key

Behavior (with reference to the Desired Level of Behavior)
for each of the Key Behavior Areas. These Examples (may be
Critical Incident) would always have to be work-related and
would be determinants of their Proficiency Level (explained
below) on the applicable Key Behavior Areas.

(C)

Development Review

Post filling in the Examples of Demonstrated Behavior, the

Appraisee and the Appraiser candidly discusses the following :

1. The Frequency of demonstration of a Behavior by the

Appraisee, as well as the Proficiency with which it is
demonstrated over a defined period of time.
2. Development Support required by the Appraisee to take
on higher/ wider roles within the next year.
3. Training Needs of the Appraisee that need to be
addressed within the next year.
Post discussion with the Appraisee, the Appraiser will fill in the
following information in the Worksheet:

Sl.

Term

Description

No.

Assessed
Proficiency

This describes the Proficiency

which the Key Behavior

Level

is demonstrated by the appraisee as per

the Proficiency Level Table given
below.

Specific
Development
And
Needs

with

These are any specific Development

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

Proficiency Level Table

Proficiency
Level

More
desired

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

As desired (A)

Less
desired

Description

Demonstrates
Desired
Level
of
Key
Behaviors with Expected Consistency for
Current Job.

than Does Not Demonstrate Desired Level of

Behavior with Expected Consistency for
Current Job.
(L)

The Appraiser signs off and forwards the document to the

Appraisee for his/her comments and sign-off. Post this, the
Appraisee forwards the Worksheet to the concerned HR
Manager. The Proficiency Level is communicated the Functional
Director. This data will form an important parameter for
Progression / Re-designation decisions.

QUESTIONNAIRE
Name:
Age:
Department:
Designation:
Qualifications:
Number of Years of Service at
Dainik Jagran:
Contact Number:

Note:

This questionnaire would be kept as confidential

document as its for Survey Purpose, and would not be
revealed to Times of India Management.

Q.1
What type of
Organization?

Performance Appraisal system exists in your

Confidential Report
EPRF [Employee Performance Appraisal Review Form]
DOPA [Development Oriented Performance Appraisal]

Q. 2

To what extent do you think that performance appraisal is necessary

for efficient functioning of the organization?

Very much necessary

Some what necessary
Not at all necessary

Q. 3

What according to you should be the objective of a performance

appraisal? [Assign ranks as per your priority]

To improve job satisfaction

To prevent grievance
To assist in career planning
Assist management in promotion, transfer and development
Reveal areas where training is needed

Q. 4

Is the Self-evaluation forms self-sufficient?

Very much sufficient

Moderately sufficient
Not at all sufficient

Q.5
Do you think that the existing performance appraisal system
adequate enables you to
find out the areas of furthers improvement?

Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Q. 6

How far is the performance appraisal

determining training needs?

system influential

in

Strongly influential
Some what influential
Not at all influential

Q.7

Career planning and job rotation being an essential part of

performance appraisal, to what extent are they fulfilled at Dainik
Jagran?

Strongly fulfilled
Some what fulfilled
Not at all fulfilled

Q. 8

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

Yes
No

Q. 9

How far is the present performance appraisal system influential in

keeping high motivational level?

Strongly influential
Somewhat influential
Not at all influential

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

Yes
No

Q. 11

If you have answered NO to the previous question then what do

you think is the best facet that could evaluate you?

Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed,

so that it would keep your performance at its best?

Q. 13 Do you think there exist a fine combination of Centralized Policy

decisions and Decentralized Operating decisions at Dainik Jagran?

Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree

Q. 14 Job and role clarity plays a vital role in individuals performance, how
clearly are these two defined at Dainik Jagran?

Very much clear

Moderately clear

Not at all clear

Q. 15 Do you think there exist a transparent performance appraisal

system at Dainik Jagran?
Yes
No

Q. 16 How far is the performance appraisal system armed with an efficient

feedback system to assist you in improving performance?
Excellent
Very good
Good
Fair
Poor

Q. 17 Recently, performance appraisal has been undertaken at Dainik

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

Analysis of Questionnaire
Classification of Respondent:-

Male

18

Female

Total

25

30
25

25
20

18

15
10

5
0

Male

Female

Total

Above diagram shows the classification of respondent. Out of 25 persons, 18

are males and 7 are females. And percentage wise classifications are shown in
following diagram.

28%
72%

Male
Female

Q-1 What type of performance appraisal system exist in your

organization?

Confidential Report

EPRF (Employee Performance

Appraisal Review Form)

23

DOPA (Development Oriented

Performance Appraisal)

30

25

23

25
20
15
10
5
0

2
c.r.
0

EPRF

DOPA

Total

Above diagram shows which type of performance appraisal

system exit in Times of India. Here, out of 25 persons 23 says
EPRF and 2 says DOPA. And percentage wise classifications are shown in
following diagram.

8%
92%

confidential
report
EPRF
DOPA

Q-2 To What extent do you think that performance appraisal

system is important for efficient functioning of the
organisation?

Important

Very Important

16

Not Important

30

25

25
20

16

15
10

5
0

Important

very Imp

Not0Imp

Total

Above diagram shows to What extent do you think that

performance appraisal system is important for efficient
functioning of the organisation. Here, out of 25 persons 9 says
Important and 16 says Very important. And percentage wise
classifications are shown in following diagram.

36%
64%

Important
very Imp
Not Imp

Q-3

Is the Self-evaluation form self-sufficient?

Sufficient

15

Insufficient

Needs Improvement

Total

25

30

25

25
20
15

15
9

10
5
0

1
Sufficient

Insuf.

Need imv

Total

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

out of 25 persons 15 says Sufficient, 1 says Insufficient and 9
says needs improvement. And percentage wise classifications are shown

36%
4%

60%

Sufficient
Insuf.
Need imv

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

30

25

25
20

18

15
10

5
0

Yes

No

Total

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

28%
72%

Yes
No

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

Yes

No

19

30

25

25
19

20
15
10

5
0

Yes

No

Total

24%
Yes

76%

No

Q-8 Do you think, 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

11
11
25

30

25

25
20
15

11

11

consider

Adeq con

10
5
0

3
Not cons

Total

12%
Not cons

44%
44%

consider
Adeq con

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

12
3
1
25

30
25

25
20
15
10

12
9

5
0

Strongly Somewhat Not influ. lead stres

Total

Chart Title
Strongly
12% 4%
48%

36%

Somewhat
Not influ.
lead stres

Q-10 Do you think that you are perfectly evaluated by the present appraisal
system?

Yes
No
Total

18
7
25

30
25

25
20

18

15
10

5
0

Yes

No

Total

28%
72%

Yes
No

Q-11 How do you find the behaviour of the appraiser at the time of Appraisal
Interviews?

Fair & justified

Motivating
Comforting & Supportive
Biased
Stressful
Total

15
5
5
0
0
25

30

25

25
15

Bi
as
ed

M
ot
iv
at
e
Su
pp
or
tiv
e

Fa
ir

20%
20%

To
ta
l

10

fu
l

15

St
re
ss

20

Fair
60%

Motivate
Supportive
Biased
Stressful

Q-12 Is the system at Dainik Jagran adequately justifies your potential through
job rotations and other tools?

Yes
No

19
6

Total

25

30
25

25
20

19

15
10

5
0

Yes

No

Total

24%
Yes
76%

No

Q-13 Do you think the performance appraisal system adequately appraises the
potential of employee?

Yes
No
Total

20
5
25

30
25

25
20

20

15
10
5

5
0

Yes

No

Total

20%
Yes
80%

No

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

Very much clear

Moderately Clear
Not at all clear
Total

15
9
1
25

30
25
20
15
10
5
0

25
15
9

To
ta
l

Cl
ea
r

Very
much
Clear

4%
36%

ot
at
al
l

Cl
ea
r

M
od
er
at
er
y

Ve
ry

uc
h

Cl
ea
r

60%

Moderater
y Clear
Not at all
Clear

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

times group?

Yes
No
Total

22
3
25

30
25

25
22

20
15
10
3

5
0

Yes

No

Total

12%
Yes
88%

No

Q-16 How Far is the performance appraisal system armed with an efficient
feedback system to assist you in improving performance?
Excellent
Very Good
Good
Fair
Poor

6
4
9
5
1

Total

25
10

9
8
7
6

6
5

4
3
2

1
0

Excellent

Yery good

20%

4%

Good

24%

Fair

Poor

Excellent
Yery good

16%
36%

Good
Fair
Poor

Q-17 Recently performance appraisal has been undertaken at Dainik Jagran,

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