Performance Appraisal

Performance and Development Program (PDP)
Design of Appraisal Program

Benefits of Successful Appraisal System
Drawbacks of Performance Appraisal Program
Biases in Performance Appraisal
Performance Appraisal Techniques
Sources Of Error In Performance Appraisal
System

PBR VISWODAYA INSTITUTE OF TECHNOLOGY AND SCIENCES Page 2

INTRODUCTION

Performance Appraisal is a formal, structured system that compares
employee performance to established standards. Assessment of job
performance is shared with employees being appraised through one of
several primary methods of performance appraisals. Elements in
performance appraisal methods are tailored to the organization's employees,
jobs, and structure.

Performance appraisals, also known as employee appraisal are
essential for the effective management and evaluation of staff.
Appraisals help develop individuals, improve organizational
performance, and feed into business planning. Each staff member is
appraised by their line manager. Directors are appraised by the CEO,
who is appraised by the chairman or company owners, depending on
the size and structure of the organization. Performance appraisal is a
part of career development and regular review of employee
performance within organizations.

Annual performance appraisals enable management and monitoring of
standards, agreeing expectations and objectives, and delegation of
responsibilities and tasks. Staff performance appraisals also establish
individual training needs and enable organizational training needs
analysis and planning.

Performance appraisal should also be viewed as a system of highly
interactive processes which involve personnel at all levels in differing
degrees in determining job expectations, writing job descriptions,
selecting relevant appraisal criteria, developing assessment tools and
procedures, and collecting interpreting, and reporting results


Performance appraisals are important for staff motivation, aligning
individual and organizational aims, and fostering positive relationships
between management and staff.

Appraisals must address 'whole person' development - not just job
skills or the skills required for the next promotion. Appraisals must not
discriminate against anyone on the grounds of age, gender, sexual
orientation, race, religion, disability, etc.

Performance appraisals should be positive experiences. The appraisals
process provides the platform for development and motivation, so
organizations should foster a feeling that performance appraisals are
positive opportunities, in order to get the best out of the people and the
process.

Requirements for effective performance management system:

Effective performance management requires a good deal of face-to-
face supervisor-employee interaction. By knowing the subordinates, a
supervisor can steer them onto a path of greater productivity and
optimized output. Long-term successful business owners view
performance appraisal as a process of getting to know the people who
work for them. It is the most significant and indispensable tool for an
organization. It provides information, which helps in taking important
decisions for the development of an individual and the organization.

Thus, one phase of the annual performance management cycle is
performance appraisal, the process of reviewing employee
performance vis--vis the set expectations in a realistic manner,
documenting the review, and delivering the review verbally in a face-
to-face meeting, to raise performance standards year over year through


honest and constructive feedback. In the process management expects
to reinforce the employees strengths, identify improvement areas so
that one can work on them and also set stretched goals for the coming
year.

An effective review process helps organizations in three areas:
1. Evaluation and improving personnel selection and training systems
2. Preventing wrongful termination and
3. Increasing real employee diversity

Some Basic Concepts:
Performance refers to an employees accomplishment of assigned
tasks.

Performance Appraisal is the systematic description of the job-
relevant strengths and weaknesses of an individual or a group.

Appraisal period is the length of time during which an employees
job performance is observed in order to make a formal report of it.

Performance Management is the total process of observing an
employees performance in relation to job requirements over a period
of time (I.e. clarifying expectations, setting goals, providing on-the-
job coaching, storing and recalling information about performance)
and then making an appraisal of it. Information gained from the
process may be fed back via an appraisal interview to determine the
relevance of individual and work-group performance to organizational
purposes, improve the effectiveness of unit and improve work
performance of employees.


Performance and Development Planning (PDP):

PDP is a process for managers that aligns individual performance with
company goals and ensures focus on the development of talent company-
wide. PDP is an important step in their corporate effort to engage and enable
employees to deliver their contribution to their business. Also, PDP serves to
enable employees to identify and realize personal opportunities for
development that are aligned to current and future business challenges.

Objectives of Performance Appraisal:
Let the employees know where they stand in so far as their
performance is concerned and to assist them with constructive
criticism and guidance for the purpose of their development.

Assessment of skills within an organization.

Set targets for future performance.

Effect promotions based on competence and performance.

Strengthen relationship between superior and subordinate.

Assess the training and development needs of employees.

Identify the strengths and weaknesses of employees.

Decide upon a pay raise (increments).

Determine whether human resource programs such, as selection,
training and transfers have been effective or not.

Form a basis for personnel decisions-salary (merit) increases,
promotions, disciplinary actions, etc.

Provide the opportunity for organizational diagnosis and development.


Facilitate communication between employee and administrator.

Increase motivation to perform effectively.

Better clarify and define job functions and responsibilities.

Clarify organizational goals so they can be more readily accepted.


Performance Appraisal Process

Prepare - prepare all materials, notes agreed tasks and records of
performance, achievements, incidents, reports etc - anything
pertaining to performance and achievement

Inform - ensure the appraisee is informed of a suitable time and
place and clarify purpose and type of appraisal.

Venue - ensure a suitable venue is planned and available - private
and free from interruptions.

Introduction - relax the appraisee - open with a positive statement,
smile, be warm and friendly.

Review and measure - review the activities, tasks, objectives and
achievements one by one.

Agree an action plan - An overall plan should be agreed with the
appraisee, which should take account of the job responsibilities, the
appraisee's career aspirations, the departmental and whole
organization's priorities.

Agree necessary support - This is the support required for the
appraisee to achieve the objectives, and can include training and
anything relevant and helpful that will help the person develop
towards the standard and agreed task.
Also consider training and development that relates to 'whole-
person development' outside of job skills. Developing the whole
person in this way will bring benefits to their role, and will increase
motivation and loyalty.


Invite any other points or questions - make sure you capture any
other concerns.

Close positively- Thank the appraisee for their contribution to the
meeting and their effort through the year, and commit to helping in
any way you can.

Record main points, agreed actions and follow-up - Swiftly
follow-up the meeting with all necessary copies and confirmations,
and ensure documents are filed and copied to relevant departments.


Designing an appraisal program poses several questions, which need
answers. They are:
1. Whose performance is to be assessed?
2. Who are the appraisers?
3. What should be evaluated?
4. When to appraise?
5. What problems are encountered?
6. How to solve the problems?
7. What methods of appraisal are to be used?

Discussion points in the appraisal:
1. Has the past year been good/bad/satisfactory or otherwise for you,
and why?
2. What do you consider to be your most important achievements of
the past year?
3. What do you like and dislike about working for this organization?
4. What elements of your job do you find most difficult?
5. What elements of your job interest you the most, and least?
6. What do you consider to be your most important tasks in the next
year?


Benefits:

The following are the benefits of a successful appraisal system:

1. For the Organization:

Improved performance throughout the organization due to:

- Effective communication of organizations objectives and values
- Increased sense of cohesiveness and loyalty.
- Managers are better equipped to use their leadership skills and to
develop their staff.

Improved overview of tasks performed by each member of a group.

Identification of ideas for improvement.

Communication to people that they are valued.

2. For the Appraiser:

Opportunity to develop an overview of individual jobs.

Opportunity to identify strengths and weaknesses of appraisees.

Increased job satisfaction.

Opportunity to link team and individual objectives with department &
organizational objectives.

Opportunity to clarify expectations that the manager has from teams
and individuals.

Opportunity to re-prioritize targets

Means of forming a more productive relationship with staff based on
mutual trust and understanding.


3. For the Appraisee:

Increased motivation and job satisfaction.

Clear understanding of what is expected and what needs to be done to
meet expectations.

Opportunity to discuss aspirations and any guidance, support or
training needed to fulfill these aspirations.

Improved working relationships with the superior.

Opportunity to overcome the weaknesses by way of counseling and
guidance from the superior

Performance appraisal drawbacks:
Performance appraisal program demands and depends too much on
supervisors.
Sometimes certain standard ratings tend to vary widely and unfairly.
Some raters can be tough, and some lenient. Some departments have
highly competent people whereas others have less competent people.
Personal bias can replace organizational standards. Because of the
bias, some non competent employees may get a favored treatment.
Sometimes there tends to be lack of communication. The employees
may not even know they are being judged.


Biases in Performance Appraisal
Types Explanation Example


Performance Appraisal Techniques:

Traditional Methods of Appraisals:

1. Ranking
In this, the superior ranks his/her subordinates in order of their merit, from
best to worst.
- It is done in a competitive group.
- It is done by placing the appraisee on numerical scales I.e. 1st, 2nd, 3rd etc.
in the total group.
- Ranking of an appraisee on his job performance/traits against that of
another member.

2. Person-to-Person/Paired Comparison
Under this method the appraiser compares each employee with every other
employee, one at a time.
- Certain key performance areas/traits are developed. E.g.: Leadership,
Creativity, Initiative etc.
- A scale for each factor is designed.
- A scale of people is also created for each factor.
- Each Appraisee is compared to every other person on the scale.
- Certain scores for each factor are awarded to the appraisee.


3. Grading
- Certain categories of traits/performance criteria, which are worth of
appraising, are established. E.g. cooperativeness, self-expression,
dependability, job knowledge etc.
- The actual performance (Key performance area) of an employee is then
compared to the predetermined grade definitions.
- Appraisee is allotted with the grade, which describes his performance in
the best possible manner.
- Any grade that is selected should be well defined.

4. Graphic Scales
- A printed form, one for each person to be rated is used.
- The factors included in the form are Employee characteristics such as
leadership, cooperativeness, enthusiasm, loyalty etc. or Employee
contribution which includes quantity and quality of work, specific goals
achieved, regularity of attendance, responsibility assumed etc.
- The traits can be evaluated on continuous scale the appraiser places a
mark along a continuum (range).

5. Checklist
- A series of questions are presented concerning an appraisees behavior.
- The appraiser has to reply to the questions in either negative or positive
tone- (Yes/No).


- The value of each question may be weighted I.e. one can have
predetermined scale and scoring to those questions.

6. Essay
- A blank form is given to the appraiser.
- The form contains main heading such as employees characteristics,
attitudes, job knowledge, potential etc.
- The appraiser is asked to put in words his impressions about the employee..
- It gives specific information about the employee.

7. Confidential Reporting
- It is the most traditional way of appraising employees performance. The
basic assumption here is that since the superior is in direct contact he knows
his subordinates better than any other and hence his appraisal would be more
appropriate.
- The superior writes a paragraph or so about his subordinates strengths,
weaknesses, intelligence, attitude to work, attendance, conduct and
character, work efficiency, etc.

8. Critical Incident Method
- Initially a set of noteworthy (good or bad) on-the-job behaviors is prepared.
This is usually in the form of incidents.
- These incidents are given to a group of experts who assign scale values
depending upon the degree of desirability for the job.
- This checklist is used by superiors for evaluating the employees.


- This method helps in identifying the key areas where the employees are
weak or strong.
- It emphasizes rating on objective evidence and helps in counseling.

9. Forced Choice Technique
- In forced choice system the appraiser is forced to choose one from among a
group of 4 statements that best fits the individual being rated and one which
least fits him.
- Each statement is given a value or a score.
- The evaluator does not know the score value of statements; hence he
cannot show any favor towards the appraisee.
- The method of arranging the traits involves a long process from getting the
description of good or bad employees to establishing their validity and
reliability.

Modern Methods of Appraisal:
1. Behaviorally Anchored Rating Scales:

Behaviorally Anchored Rating Scales (BARS) is a relatively new technique
which combines the graphic rating scale and critical incidents method. It
consists of predetermined critical areas of job performance or sets of
behavioral statements describing important job performance qualities as
good or bad (for e.g. the qualities like inter-personal relationships,
adaptability and reliability, job knowledge etc). In this method, an
employees actual job behavior is judged against the desired behavior by
recording and comparing the behavior with BARS. Developing and
practicing BARS requires expert knowledge.


2. Human Resource Accounting Method

Human resources are valuable assets for every organization. Human
resource accounting method tries to find the relative worth of these assets in
the terms of money. In this method the performance of the employees is
judged in terms of cost and contribution of the employees. The cost of
employees include all the expenses incurred on them like their
compensation, recruitment and selection costs, induction and training costs
etc whereas their contribution includes the total value added (in monetary
terms). The difference between the cost and the contribution will be the
performance of the employees. Ideally, the contribution of the employees
should be greater than the cost incurred on them.

3. Assessment Centers

An assessment centre typically involves the use of methods like
social/informal events, tests and exercises, assignments being given to a
group of employees to assess their competencies to take higher
responsibilities in the future. Generally, employees are given an assignment
similar to the job they would be expected to perform if promoted. The
trained evaluators observe and evaluate employees as they perform the
assigned jobs and are evaluated on job related characteristics.

The major competencies that are judged in assessment centers are
interpersonal skills, intellectual capability, planning and organizing
capabilities, motivation, career orientation etc. assessment centers are also
an effective way to determine the training and development needs of the
targeted employees.


4. Management by Objectives
The concept of Management by Objectives (MBO) was first given by
Peter Drucker in 1954.
Management by Objectives is basically a process whereby the superior and
the subordinate managers of an enterprise jointly identify its common goals,
define each individuals major areas of responsibility in terms of the results
expected of him and use these measures as guides for operating the unit and
assessing the contribution of each of its members. Management by
Objectives is primarily to change the behavior and attitude towards getting
an activity or assignment completed in a manner that it is beneficial for the
organization. Management by objectives is a result-oriented process,
wherein emphasis is on results and goals rather than a prescribed method. A
number of companies have had significant success in broadening individual
responsibility and involvement in work planning at the lowest organizational
levels.
Management by Objectives is a process having following basic steps:
I. Set Organizational Goals
II. Joint Goal Setting
III. Performance Reviews
IV. Set check posts
V. Feedback

5. 360 Feedback
The 360 Feedback process is called multi-source assessment, taps the
collective wisdom of those who work most closely with the employee,
superiors, colleagues (peers), direct reports and possibly internal and often
external customers. The collective intelligence these people provide on
critical competencies or specific behaviors and skills gives the employee a
clear understanding of personal strengths and areas ripe for development.
Employees also view this performance information from multiple
perspectives as fair, accurate, credible, and motivating.


As the 360 Feedback process better serves the needs of employees, it serves
the changing needs of their organizations too. Organizations are reducing
hierarchy by removing layers of management and putting more emphasis on
empowerment, teamwork, continuous learning, individual development, and
self-responsibility. The 360 Feedback Model aligns with these
organizational goals to create opportunities for personal and career
development.
360 degree appraisal has four integral components:

a. Self appraisal

b. Superiors appraisal

c. Subordinates appraisal

d. Peer appraisal.

6. Electronic Appraisal System (e-APPRAISAL)
E-Appraisal is a recently introduced method of performance appraisal that
eliminates paper work. E-Appraisal simplifies and enhances the employee
performance appraisal process. It provides an organization with a powerful


tool to help develop organizations critical talent all year round. It is easier
to conduct e-Appraisals by automating the time-consuming process of
administrating employee performance reviews. It is flexible and can be
customized to suit an organizations needs. The comprehensive workflow
makes it easy for human resource professionals to manage the process by
approving appraisal forms, monitoring the status and sending automatic
email notifications to managers.
I. Features:
intranet-based
Ease of use
Sophisticated workflow
Centralized
User customizable performance appraisal forms
Automated email notification and reminder notice
Comprehensive status and action view for HR manager
Competency-based text answers and/or range scale
Self-rating capabilities

II. Benefits:

Appraisals are processed more quickly and efficiently.
Appraisal data is received by concerned superior/manager in virtual
real-time when the appraisal is uploaded into eAppraisal system.
Appraisals cannot be misplaced or lost, as is possible with
hardcopies. Appraisals can be stored electronically and available
online.


Sources of Error in Performance Appraisal
Rating Biases: It is a subjective measure of rating performance which is not
verifiable by others and has the opportunity for bias. There rater biases
include:
a) The Halo effect
b) The Error of Central Tendency
c) The Leniency and Strictness Biases
d) Personal Prejudice And
e) The Recency Effect

a) The Halo Effect: It is the tendency of the raters to depend excessively on
the rating of one trait or behavioral consideration in rating all other traits
or behavioural considerations. One way of minimizing the halo effect is
appraising all employees by one trait before going to rate them on the
basis of another trait.

b) The Error of Central Tendency: Some raters follow play safe policy in
rating by rating all the employees around the middle point of the rating
scale and they avoid rating the people at both the extremes scale. They
follow play safe policy because of answerability to the management or
lack of knowledge about the job and person he is rating or has least
interest in the job.


c) The Leniency and Strictness: the leniency bias crops when some raters
have a tendency to be liberal in their rating by assigning higher rates
consistently. Such ratings do not serve any purpose. Equally damaging is
assigning consistently low rates.

d) Personal Prejudice: If the rater dislikes any employee or any group, he
may rate them at the lower end, which may distort the rating purpose and
affect the career of these employees.

e) The Recency Effect: The raters generally remember the recent actions of
the employee at the time of rating them on the basis of these recent
actions favourable or unfavourable-rather than on the whole activities.


Industry Profile in India

Information Technology (IT) has made possible information access at
gigabit speeds. It has created a level playing field among nations and created
has a positive impact on the lives of millions.

Today, a countrys IT potential is paramount for its March towards global
competitiveness, healthy gross domestic product (GDP) and meeting up the
energy and environmental challenges.

The Indian IT and Information Technology enabled Services (ITeS) sectors
go hand-in-hand in every aspect. The industry has not only transformed
Indias image on the global platform, but also fuelled economic growth by
energising the higher education sector (especially in engineering and
computer science). The industry has employed almost 10 million Indians
and, hence, has contributed significantly to social transformation in the
country.

India is one of the fastest-growing IT services markets in the world. It is also
the worlds largest sourcing destination, accounting for approximately 52
per cent of the US$ 124130 billion market. The countrys cost
competitiveness in providing IT services continues to be its USP in the
global sourcing market.

India has the potential to build a US$ 100 billion software product industry
by 2025, according to Indian Software Product Industry Roundtable


(iSPIRT). The software products market in India, which includes accounting
software and cloud computing-based telephony services, is expected to grow
at 14 per cent in 2014.

The Department of Electronics and Information Technology is coordinating
strategic activities, promoting skill development programmes, enhancing
infrastructure capabilities and supporting research and development (R&D)
for Indias leadership position in IT and ITeS.

Market Size

Indian IT and ITeS industry is divided into four major segments IT
services, business process management (BPM), software products and
engineering services, and hardware. The IT services sector accounted for the
largest share of the IT and ITeS industry, with a total market size of US$
56.3 billion during FY13, followed by BPM sector (US$ 20.9 billion), and
software products and engineering services (US$ 17.9 billion); the market
size for hardware was US$ 13.3 billion during FY12.

The Indian IT-BPM industry is expected to add revenues of US$ 1314
billion to the existing revenues by FY15, according to National Association
of Software and Services Companies (NASSCOM).

The industry grew at a compound annual growth rate (CAGR) of 13.1 per
cent during FY0813.Total exports from the IT-BPM sector (excluding
hardware) were estimated at US$ 76 billion during FY13, Export of IT


services has been the major contributor, accounting for 57.9 per cent of total
IT exports (excluding hardware) in FY13. BPM accounted for 23.5 per cent
of total IT exports during the same fiscal. The IT outsourcing sector is
expected to see exports growing by 1315 per cent during FY15.

The technology industry of India will have a US$ 37 billion of CMO
opportunity by 2020, according to a report titled 'Marketing, Disrupted:
Opportunities for the Indian technology industry' by NASSCOM and
SapientNitro.

Investments

Indian IT's core competencies and strengths have placed it on the
international canvas, attracting investments from major countries.

According to data released by the Department of Industrial Policy and
Promotion (DIPP), the computer software and hardware sector attracted
foreign direct investment (FDI) worth Rs 59,381.64 crore (US$ 9.89 billion)
between April 2000 and February 2014.

Some of the major investments in Indian IT and ITeS sector are as follows:

Tata Consultancy Services (TCS) plans to merge its two units in Japan
with Mitsubishi Corps IT subsidiary to create a joint venture (JV)
company with a revenue base of US$ 600 million in the worlds
second-largest market for software services.


Private equity (PE) firm TPG Growth and India's Smile Group will
jointly invest US$ 100 million to help internet and e-commerce
companies build and scale their businesses across the AsiaPacific
region and West Asia.

Synechron plans to invest US$ 3035 million on the expansion of its
Hyderabad and Bengaluru facilities. We have decided to expand our
presence in India by setting up facilities in Hyderabad and Bangalore.
The idea is to get closer to the bigger talent pool and clients, said Mr
Faisal Husain, Founder and Global CEO, Synechron.

Bharti Airtel, India's largest telecom operator, has renewed its
technology outsourcing contract with software major IBM for a period
of five years.

Infosys has partnered with telecom company Orange to provide
Internet TV to its customers. Infosys will deliver a portfolio of
interactive TV apps on the Orange Livebox Play. The TV apps will be
powered by Infosys DigitizeEdge, a digital asset and experience
platform for TV operators, media companies, advertisers and content
publishers.


Government Initiatives

The Government of India played a key role with public funding of a large,
well trained pool of engineers and management personnel who could forge
the Indian IT industry.
The Central Government and the respective State Governments are expected
to collectively spend US$ 6.4 billion on IT products and services in 2014, an
increase of 4.3 per cent over 2013, according to a study by Gartner.

Some of the major initiatives taken by the Government to promote IT and
ITeS sector in India are as follows:

The Government of Bihar has unveiled 20 km free Wi-Fi zone in
Patna, the longest across the planet, making a strong impression on
the world's infotech map.

The Government of India has given an in-principle approval for
setting up of the first electronic system design and manufacturing
(ESDM) cluster development in Electronics City, Bengaluru. The
ESDM project will come up on a 1.16 acre of land at an investment of
approximately Rs 85 crore (US$ 14.16 million).

More than 20 small and medium enterprises (SMEs) in the IT sector
have recently received land allotment letters from the Government of
Punjab to set up their units with an investment of Rs 500 crore (US$
83.24 million).


The Government of India is planning to announce a national policy on
cloud computing, as per Mr Kapil Sibal, Minister of Communications
and Information Technology.

The Governments of Maharashtra and Tamil Nadu are in talks with
NASSCOM to set up start-up warehouses for incubation of start-ups.
The centres are expected to come up in Mumbai and Chennai and are
likely to be operational by December 2014.

Road Ahead

India is the most preferred location for engineering offshoring, according to
a customer poll conducted by Booz and Co. Companies are now offshoring
complete product responsibility. Increased focus on R&D by IT firms in
India has resulted in rising number of patents filed by them.

In line with this, IT companies in the country are focusing on new models
such as platform-based BPM services and creation of intellectual property.
Tier II and III cities are increasingly gaining traction among IT companies
aiming to establish business in India.

Indian insurance companies also plan to spend Rs 12,100 crore (US$ 2.01
billion) on IT products and services in 2014, a 12 per cent rise over 2013,
according to Gartner.


Company Profile

Tata Consultancy Services (TCS) is an Application Development and
Business Process Outsourcing solutions provider. TCS offers a range of
services from outsourced application development and managed services to
professional services. All Their services are enabled by experienced,
knowledge, proven methodologies, global talent and innovation. Their
portfolio includes Application Development, consulting, maintenance &
support, Business Process Outsourcing, and Testing services. TCS provides
services to clients from their network of offices across US, UK and state-of-
the-art Global Solutions Development center in Hyderabad, India.

Their experience with working on and managing outsourced IT projects of
large magnitude and BPO solutions gives us a leading edge over their
competitors. Their commitment is to produce superior quality deliverables
using the industry specified standards. TCS achieve this by maintaining an
effective and open communication channel across clients in automotive
retail industry and have also worked with fortune 500 clients in the
Healthcare, Banking, Telecom, Manufacturing, Insurance, Utilities and
Financial verticals. Their in-depth understanding of various industry
verticals enables us to provide innovative and end-to-end technology
solutions.

With Tata Consultancy Services, the clients can rest assured of transport fair
working partnership and quality work processes. TCS offers cutting-edge
technologies that help the client business improve, and more well ahead of
their competitors in the market.


TCS helps clients:
Create an adaptive technologies infrastructure
Streamline the business processes
Raise the market value
Increase the competitive advantage, and
Support the cost-effective sources of productivity and growth.

TCS evolves client-specific strategic initiatives with a dual aim to achieve
cost savings, and to improve on quality of services offered.

SERVICES
TCS delivers a wide-range of value added services adopting a unique
approach of integrating people, processes and technology. TCS creates
solutions for its clients by leveraging its domain and business expertise
along with a range of services.

TCS range of services includes:
Application development
Business Process Outsourcing
Consulting
Maintenance & support
QA and testing


TECHNOLOGIES
As a technology company, TCS proactively gains insights into leading and
emerging technologies.
TCS has expertise in:
Microsoft .NET Technologies
J2EE Technologies
IBM Mainframe Technologies
EAI technologies like Tibco, Web Methods MQ and Seebeyond
Report generation using Business Objects, Crystal Reports and
Infragistics

BPO SOLUTIONS
TCS Business Process Outsourcing (BPO) services aim at leveraging
technologies to provide and manage an organizations critical and/or non-
critical enterprise processes and applications. TCS holistic BPO services
integrate software, process management, and people to operate the services.

BPO Solutions provided by TCS for Automotive industry include:
Data analysis and processing of Rate and Residuals for Car
Dealerships

BPO Solutions provided by TCS for others Industries include:
Information Capture
Data Entry & Correction


Document Conversation

PRODUCTS
TCS offer product development services enriched with their experience and
technology expertise. TCS has developed products on leading technologies
with a strong orientation toward standards-driven architecture.
Products developed by TCS for Automotive Retail industry are:
Vehicle Comparison Search Engine and Market Analyzer
RFID based Vehicle Management Solutions
CRM & ERP Solutions for Car Dealerships
F & I Menu and Desking Application Solutions

Why TCS?

TCS have a vast practical experience of developing and supporting critical
applications with high quality and within scheduled time. Their offshore
development model id devised to act as an extension of the client, providing
them with excellent outputs when needed. By outsourcing your work to
TCS, you have powerful advantage like cost saving, quality, time to market
and flexibility to adapt to clients market and customers demands.

TCS Advantages:

Vast experience in working on number of software
projects/solutions


Mature onsite-offshore development model with high record of
matching deliverables within clients expectations
Strong Domain experience which has been gained over the years by
providing IT Solutions to clients
In-depth understanding of clients business
Enviable ability to deliver innovative, reliable and high quality
solutions
Cost effective pricing and flexible approach

The company-wide mindset of co-ownership and co-responsibility is what
differentiates them from any of other players.


Scope of the Study

The Performance Appraisal System should add value, identify organizational
barriers, offer the opportunity to explore career aspirations and provide
employees with feedback and honest dialogue.

The formal meeting between the supervisor and employee serves many
purposes that are listed below and ideally it:

Provide a meaningful, sincere and well planned process that generates
honest and open dialogue, including corrective and constructive
feedback about performance and conduct, within which two-way
feedback about the workplace can occur.

Allow the employee and supervisor to create clear and concise
performance standards that relate to the Departments and Divisions
priorities and directions.

The Proposed Performance Appraisal System is also cost effective


Need for the Study

The Good Performance Appraisal System ensures that performance
standards reflect key areas of the employees responsibilities and duties as
indicated in the position description.

Use a combination of resources (which may include peers, customers, co-
workers and the employees supervisors) to gather data from which the
employee and supervisor will jointly identify the employees:

Skills, knowledge and attitude that are adequate, exceptional, or those that
need improvement.

Opportunities for growth through changes in the position description or
short-term assignments.

Celebrate milestones and recognize achievements.

Identify opportunities for dialogue and feedback throughout the year.


Methodology / Approach

As per the requirement of the management to design a new
policy for performance Review system, I basically analyzed the
questionnaire given to employees to know their perception regarding the
Review System and collected information on websites regarding the various
methods of appraisals, the process of Performance Appraisals etc and also
referred to books to get the idea of the concepts. The practical approach was
by
Understanding the perspective of Management.
Studying the kind of Appraisal suitable for TCS environment.
The time period required for the Review to be completed.
The following procedure was adopted:-

1. Before starting up the process and coming up with new policy we
thought of taking up the overall outlook with respect to
Performance Review. We designed a Questionnaire to analyze the
Perception of Employees.

2. The management was approached to discuss the contents of
Review policy so that an effective policy can be designed which
will be useful hence forth.

3. A customized Performance Review Policy was designed which was
a combination of two methods of Appraisal I.e. Self Review method
and Peer Feedback method.


4. Self Review method is a method were the employee is asked to give
a self rating for himself on the tasks done by him. Later on these
same tasks will be appraised by the appraiser and he gives his rating
on the same tasks. Peer feedback is the feedback given by the other
employees to his/her colleague on his technical knowledge as well
as the behavioral aspect in the organization.

5. A Presentation on the Performance Review Process as well as the
Criteria to give Ratings was given to team members and the Team
Leaders so that they have a clear understanding about it.

6. Then the team members were asked to fill up the Self Review Form
and submit it to the HR department which in turn passed it to the
team leaders.

7. A one to one meeting was fixed with the team leader by the team
members accordingly. This was to discuss various aspects of
performance of the employee like discussing the ratings given by
the appraise and to evaluate his overall performance and set new
goals.

8. Then the appraiser gives his own rating to the employee after the
one one discussion and then the report is submitted to the
reviewer and a final discussion takes place with the HR Manager to
proceed with the next course of action like setting of goals, hike in
salaries, performance linked incentives, etc..


Limitations

The Appraisal Process was designed but I could be a part of only
Review Process which was conducted in the month of May.

Due to time constraint the Post Feedback of Employees regarding the
Review Process could not be taken.


Review of Literature
Do you regularly review your employees? If you don't, you can gain many
benefits for you and your employees from instituting an employee
performance appraisal program. One benefit is improved employee
performance and another benefit is improved morale on the part of your
employees. Most employees would like to know how they are performing
and all employees like to receive positive feedback about their performance.
A performance appraisal provides many opportunities including an
opportunity to praise employees for a job well done.
Here are some basic tips for how to review your employees:

1. Have a basis for the appraisal. An effective employee appraisal needs
to be based on mutually agreed upon goals and objectives.

2. Suggest that the employee review their own performance before you
share your review with them. This provides a good opportunity to
make sure you and the employee agree, where possible, on the
appraisal.

3. Be prepared before you sit down with the employee and perform the
appraisal. Before the meeting, you need to review the objectives
previously set with the employee and need to be able to provide
specifics about the employee's work and how well the employee did
or did not reach the objective.

4. Block out all interruptions. Allowing phone calls to interrupt your
discussion with the employee makes it appear as if you don't care
about the employee and as if you don't think the appraisal process is
an important one


5. Listen and interact. A successful appraisal is not a one way
conversation. You must interact with an employee during the
appraisal and get their feedback on what you are saying. Where there
are areas for improvement, you need to get the employee to agree to
these areas and to agree to take action to improve performance.
Ideally you and the employee should agree on what specific actions
will be taken to improve performance.

6. Discuss the balance between work life and personal life- An employee
who only focuses on work to the detriment of his personal life will
eventually become burned out and will provide less value to your
practice.

7. Don't consider an employee performance appraisal a once a year
process. You should be providing your chiropractic staff members
with ongoing feedback about their performance. Your feedback
should be frequent enough so that at an annual performance review
session, nothing discussed will be a surprise to the employee.

8. If one or more employees in your practice supervise others, make sure
they perform regular, effective employee appraisals.

9. Consider an assessment of your own approach for employee
performance appraisal approach. There are many excellent resources
about conducting effective employee performance appraisals.

Conducting effective employee performance appraisals can help improve the
efficiency and profitability of your practice- and also keep your employees
happy and more productive.


Data Analysis and Interpretations

Table-1:

Questionnaire-1 Strongly
Agree
Neutral Strongly
Disagree
My self-assessment
result contributes to my
final appraisal result
70% 20% 10%

Graph-1:

Interpretation: From the above Pie Chart, 70% of Employees are strongly
agreed and 20% are neutral and remaining 10% are strongly disagree.
My self-assessment result contributes
to my final appraisal result
70
20
10
Strongly Agree
Neutral
Strongly Disagree


Table-2:

Agree
Neutral Strongly
Disagree
The Review will help me
to improve my future
working performance
60% 30% 10%

Graph-2:

Interpretation: From the above Pie Chart, 60 % of Employees are strongly
agreed and 30% are neutral and remaining 10% are strongly disagreed.
The Review will help me to improve
my future working performance
60
30
10
Strongly Agree
Neutral
Strongly Disagree


Table-3:

Agree
Neutral Strongly
Disagree
I know all the aspects
and standards that are
used to evaluate my
performance
30% 30% 40%

Graph-3:

I know all the aspects and standards
that are used to evaluate my
performance
30
30
40 Strongly Agree
Neutral
Strongly Disagree


Table-4:

Agree
Neutral Strongly
Disagree
Do you feel confident
that you will be able to
benefit as an appraisee
in the review sessions
with your team lead
35% 35% 30%

Graph-4:-

Do you feel confident that you will be
able to benefit as an appraisee in the
review sessions with your team lead
35
35
30
Strongly Agree
Neutral
Strongly Disagree


Table-5:

Questionnaire-5 To an Extent Totally Not at All
Do you think you need a
training program in
relation to Clarity of
Procedures
35% 45% 20%

Graph-5:-

Interpretation: From the above Pie Chart, 35 % of Employees have
accepted to an extent and 45 % have accepted totally and remaining 20%
have not at all accepted.

Do you think you need a training
program in relation to Clarity of
Procedures
35
45
20
To An Extent
Totally
Not At All


Table-6:

training program in
relation to Process of
Performance Review
45% 40% 15%

Graph-6:-


program in relation to Process of
Performance Review
45
40
15
To An Extent
Totally
Not At All


Table-7:

training program in
relation to Self Rating
40% 40% 20%

Graph-7:-


program in relation to Self Rating
40
40
20
To An Extent
Totally
Not At All


Table-8:

Questionnaire-8 Salary Responsibility Team Structure
What are you looking
forward to change Post
Review
75% 15% 10%

Graph-8:

Interpretation: From the above Pie Chart, 75% of Employees have
accepted for Salary and 15 % have accepted for Responsibility and
remaining 10% have accepted for Team Structure.

What are you looking forward to
change Post Review
75
15
10
Salary
Responsibility
Team Structure


Table-9:

Questionnaire-9 Somewhat
Important
Most
Important
Not Important
How do you rate the
importance of General
Work Behavior in your
Review Process
60% 40% 0%

Graph-9:

Interpretation: From the above Pie Chart, 60% of Employees have
accepted as Somewhat Important and 40 % have accepted as Most Important

How do you rate the importance of
General Work Behavior in your
Review Process?
0
60
40
Not Important
some what
important
Most Important


Table-10:

Are you aware of the
concept of Peer
Feedback
60% 10% 30%

GRAPH-10:


Are you aware of the concept of Peer
Feedback
60
10
30
To An Extent
Totally
Not At All


Table-11:

Are you clear in support
of unit objectives
70% 20% 10%

GRAPH-11:

have not at all accepted

Are you clear in support of unit objectives?
70
20
10
To an extent
Totally
Not at all


Table-12:

Are you clear in support
of daily tasks
60% 30% 10%

GRAPH-12:


Are you clear in support of daily tasks?

60
30
10
To an extent
Totally
Not at all


Table-13:

Are you satisfied with
the present performance
appraisal
30% 30% 40%

GRAPH-13:


Are you satisfied with the present Performance
appraisal?

30
30
40 To an extent
Totally
Not at all


Table-14:

Do you think the present
system is effective /
better than the previous
appraisal system
35% 35% 30%

GRAPH-14:

Do you think the present system is effective /
better than the previous appraisal system ?

35
35
30
To an extent
Totally
Not at all


Table-15:

appraisal system reduces
biasness
35% 45% 20%

GRAPH-15:


Do you think the present appraisal system
reduces biasness?

35
45
20
To An Extent
Totally
Not At All


Table-16:

list of KRAs cover all
aspect of your job
45% 40% 15%

GRAPH-16:


Do you think the present list of KRAs cover
all aspect of your job

45
40
15
To An Extent
Totally
Not At All


Table-17:

Do you face any problem
while selecting the KRAs
40% 40% 20%

GRAPH-17:


Do you face any problem while selecting the
KRAs

40
40
20
To An Extent
Totally
Not At All


Table-18:

Are any steps taken to
improve the
performance if not up to
the mark
75% 15% 10%

GRAPH-18:

Are any steps taken to improve performance
if not up to the mark
75
15
10
To an extent
Totally
Not at All


Table-19:

Do you get any formal
feedback regarding your
performance
0% 60% 40%

GRAPH-19:

accepted to an extent and 40 % have accepted totally and 0% has not at all
accepted

Do you get any formal feedback regarding your
performance

0
60
40
To an extent
Totally

Not at All


Table-20:

Do you find these steps
effective / useful in your
job
60% 10% 30%

GRAPH-20:


Do you find these steps effective / useful in
your job

60
10
30
To An Extent
Totally
Not At All


Findings
As the whole Process was designed by the HR department, I was also
involved in it from the designing stage to the implementation part of the
Review system. In this process I could recognize the benefits derived out of
this system as well as observed some drawbacks.

My Findings from the questionnaire were:

1. The perception of employees regarding performance Review was a
hike in Salary, which is not the case in reality.

2. After knowing the requirements of employees a training session was
conducted to help the employees understand the need and process of
Performance Review and Criteria to give Self Rating.

3. They were aware of the fact that the General Work Behavior would
play a major role in their Review but were unaware of all the
Standards and Aspects used to Evaluate their Performance

Other Findings:

4. The process did not take place in the exact time frame as planned and
scheduled.

5. A good improvement was seen in the inter-personal relationship
between the team leader and subordinates.


6. Many employees could not justify the ratings given by them in the Self
Review Form.

7. It helped the employees in understanding their past performance and
setting up of targets and goals for future.

8. They got to understand the organizational needs and it helped in
developing a sense of belongingness towards the company.

9. It helped the management in identifying the Caliber of employees and
encourages the same.

10. The employer and employees got a platform to understand each other
in a better manner.

11. The management was too much dependent on team leaders for
conducting Reviews.

12. When the Peer Feedback Form was given employees were too hesitant
in giving ratings to their colleagues.


Recommendations

After the successful completion of the whole Process of Performance
Review under the supervision of the HR Manager I.e. by recognizing the
need for Review policy, designing the policy, taking up a presentation to
explain the importance and process of Review, attending the meetings with
the team leader, being a part in discussions by the management regarding
appraisals and analysis of the feedback given by employees helped me to
evaluate the benefits and shortcomings of the Performance Review Process
and recommend the measures to improve the same.

The recommendations are as follows:

1. Identify the KRAs (Key Resource Areas) and communicate the same to
the employees so that he can be judged appropriately based upon it.

2. The employees must be motivated to fill in the self review form
appropriately.

3. They must be appreciated for their individual achievements during the
period and training/guidance must be given if they lack in some areas.

4. The review must be conducted informally once in every month so that the
desired result can be achieved at the time of actual review.

5. The team leader should treat everyone equally without any bias and give
appropriate ratings to each member depending upon their performance.


6. The employees must be educated regarding the importance of Peer
feedback that the true rating, be it positive or negative will help his
colleague in understanding his abilities and drawbacks and he can
develop himself on those aspects.

7. To motivate employees for their extra ordinary performance apart from
the PLIs there must be some token of appreciation given for him in the
form of promotions or a simple gift voucher etc.,

8. The token of appreciation should be given to those employees whose
performance was extra ordinary as well as who have been in the
organization for a longer period of time.

9. The feedback from employees must also be taken regarding the working
style of management so that the management functions can also be
improved. They must be given the freedom to express their concerns.

10. While conducting the Performance Review the team member must also
be given the right to rate his team leader or provide him the feedback
because a cordial relation between the team lead and members of the
team is very important and the lack of good understanding may hamper
the team work.


11. The problems or hindrances which are faced by employees should be
taken care of, so that the employee is satisfied and works enthusiastically.

12. The employees must be informed before hand that he needs to provide
a proper justification for the ratings given by him and it will ultimately
help him to recognize his accomplishments and drawbacks.

13. The one to one meeting should be conducted in a peaceful manner so
that it does not lead to any argument and the desired objective is
achieved.

14. Measures must be taken for effective time management because the
delay in the process will lead to distractions.

15. Suggestions must be taken from employees after the review process in
order to make it more effective.

16. The career goals and career prospects of an employee must be taken into
consideration so that they stay committed to the organization.

17. The negative feedback should be given and taken in a constructive
manner.


18. There must be delegation of authority so that one individual doesnt feel
the pressure of handling all the responsibilities.

19. Efforts must be taken to reduce the communication gap between the
employees and management.

20. All the employees of the organization must maintain a personal diary to
record their day to day achievements as well as the problems they faced
during performing a particular task so that he has a record of all the
things and it can be reproduced in front of the team leader or
management as and when the need arises.


Performance Review
Questionnaire

1. My self-assessment result contributes to my final appraisal result.

a. Strongly agree
b. Neutral
c. Strongly disagree

2. The Review will help me to improve my future working
performance.

a. Strongly agree
b. Neutral
c. Strongly Disagree

3. I know all the aspects and standards that are used to evaluate my
performance.

a. Strongly agree
b. Neutral

4. Do you feel confident that you will be able to benefit as an appraisee
in the review sessions with your team lead?

a. Strongly agree
b. Neutral


5. Do you think you need a training program in relation to Clarity of
Procedures?

a. To an Extent
b. Totally
c. Not at all

6. Do you think you need a training program in relation to Process of
Performance Review?

a. To an Extent
b. Totally
c. Not at all

7. Do you think you need a training program in relation to Self Rating?

a. To an Extent
b. Totally
c. Not at all

8. What are you looking forward to change Post Review?

a. Salary
b. Responsibility
c. Team Structure

9. How do you rate the importance of General Work Behavior in your
Review Process?

a. Not Important
b. Some What Important
c. Most Important


10. Are you aware of the concept of Peer Feedback?

a. To an Extent
b. Totally
c. Not at all

11. Are you clear in support of unit objectives?

a. To an Extent
b. Totally
c. Not at all

12. Are you clear in support of daily tasks?

a. To an Extent
b. Totally
c. Not at all

13. Are you satisfied with the present performance appraisal?

a. To an Extent
b. Totally
c. Not at all

14. Do you think the present system is effective / better than the
previous appraisal system?

a. To an Extent
b. Totally
c. Not at all


15. Do you think the present appraisal system reduces biasness?

a. To an Extent
b. Totally
c. Not at all

16. Do you think the present list of KRAs cover all aspect of your job?

a. To an Extent
b. Totally
c. Not at all

17. Do you face any problem while selecting the KRAs?

a. To an Extent
b. Totally
c. Not at all

18. Are any steps taken to improve the performance if not up to the
mark?

a. To an Extent
b. Totally
c. Not at all

19. Do you get any formal feedback regarding your performance?

a. To an Extent
b. Totally
c. Not at all


20. Do you find these steps effective / useful in your job?

a. To an Extent
b. Totally
c. Not at all


Self Review Form

Name Reviewer DOJ
Designation DOR
Location Period

I. OBJECTIVE REVIEW & FEEDBACK
(To be filled in by the Employee and discussed with the Director/ Person reporting to)
Rating 1: Poor Performance, 2: Below Par, 3: At Par, 4: Above Par, 5: Excellent

No Tasks Self Review Rating Reporting head Review Rating
1.

2.

3.

4.

5.

6.


II. Other assignments/tasks /achievements that you would like to mention other than those stated
in Section I.
No Assignments /Achievements Remarks

III. Specify the most important factors affecting your work
Facilitating Hindering

IV. Notes: (Write here a brief description about your work at TCS)

Signature of the Employee


V. Reviewers Feedback

SECTION VI - General Rating
(To be filled in by the reviewer)

Technical Skills

Comments

Rating

Soft Skills

Comments

Rating

Technical
Knowledge

Communications

Coding Skills

Team playing

Analytical and
Logical Skills

Attitude

Standards

Proactive

Learn ability

Bottom line
responsibility

Signature of the Reviewer


SECTION VII - OBJECTIVE SETTING
(To be filled in by the Employee after discussion with the Director/ Person reporting to)

No Objectives Target Date Comments of Director/ Reporting Head
1.

2.
3.

4.

5.

6.

Signature of the Employee Signature of the Director/Reporting Head


Peer Feedback Form

Your Name ---> Anna

Team Member
Your Feedback on the Skills of the Team Member
Pradeep Sundeep

Rating Remarks Rating Remarks Rating
Communication skills
Technical skills

Bottomline
Responsibility
Proactiveness
Job Knowledge
Leadership Skills
Learnability
Team Player
Process adherence

Quality of the work
product
Timeliness

Any other Feedback
points

Worst 0
Bad 1
Ok 2
Good 3
Very Good 4
Excellent 5


Conclusion

The traditional forms of performance appraisal include the contemporary
emphasis on the use of multi-source multi-rater techniques. While methods
may vary and focuses may differ, any good Performance appraisal should:
1. Draw together biographical data on the individual's work performance
to evaluate performance and explore aspirations and training needs;
2. Explore the individual's career history to establish how they came to this
point and where they aim to reach; it should also investigate change
points in the individual's history as these are often key to understanding
motivations and aptitudes;
3. Gather good quality performance appraisal data.
In recent years, the nature of appraisal schemes has changed with a greater
reliance being placed on objective methods such as psychometric tests and
development centers. There is also the continuing emphasis on e-appraisal
techniques, despite the fact that Furnham as far back as 1993 argued that the
enthusiasm for bottom-up appraisal had gone off the boil.
The fact that e-appraisal techniques have spread so widely, so quickly, may
be a consequence of the changes in organizational culture that have taken
place.


Bibliography

Human Resource Management : Gary Desler
Appraising and Developing Managerial Performance : T.V.Rao

Websites:
www.citehr.com
www.google.com
www.custominsight.com

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