Performance Management

System at NTPC
B. Conceptual Ability:
The executive demonstrates the ability to understand
and forecast results, sensitive to environment,able to
respond to situations quickly and predict changes.
C. Strategic Vision:
The executive demonstrates the ability to build
future scenarios and to handle change with a focus
onlong term issues.
D. Leadership Abilities:
The executive demonstrates ability for guiding and
facilitating decision making for achieving
goals,generates enthusiasm, pride and commitment
amongst all levels of the organisation, setting
anexample for others to emulate.10.2.2
The evaluation of Generic Competencies for
potential Appraisal is done through discussion
on a rating scale of 1 to 5. Rating 1 being lowest and
rating 5 being the highest.10.2.3 The evaluation of
potential is done on each competency and rating
given against each in therating column by the
Reporting Officer.10.2.4 The aggregate of all the
competencies A to D would be arrived at by totaling
all the ratings.This would be out of
20 marks.10.2.5 The Potential Appraisal has a
weightage of 15% in the total Performance
Appraisal.10.2.6 The rating on potential out of 15
marks is obtained by using the Conversion formula at
the bottom of Part IV.10.2.7 The marks so obtained
out of 15 marks is written in the Box.

10.2.8 The Part IV is jointly signed by the

Reporting Officer and the Appraisee at the bottom
of the page.10.2.9 The appraisal of this Part for the
previous appraisal year is done at the end of
PerformanceAppraisal year, not later than 15th
April.11.0
PART V: PERFORMANCE AND POTENTIAL PROFILE:
11.1
Final Marks Scored:
11.1.1 The Part V would sum up all marks scored
for the Performance Appraisal year.11.1.2 The marks
scored for Part I, Part II, Part III and Part IV is
transferred to this section andentered against
respective item.11.1.3 The aggregate of the marks
scored is arrived at by adding all marks scored for
differentcomponents.11.1.4 This would form the Final
score of Performance & Potential Appraisal rating
of the executiveout of 100 marks.11.2
COUNTERSIGNING THE APPRAISAL:
11.2.1 The Appraisal of the Reporting Officer is duly
countersigned by the Reviewing Officersabove in the
hierarchy.11.2.2 The Reviewing Officers in the
hierarchy would go through the performance of the
appraiseein totality as finally brought out by the
Reporting Officer inter-alia indicating details of marks
scoredunder Performance, Competencies, Values and
Potential before countersigning & offering
commentsif any.11.2.3 In case the first Reviewing
Officer in hierarchy feels the necessity of reviewing
the appraisalwritten by the Reporting Officer he
would have a detailed discussion with the Reporting
Officer oneach of the items and arrive at a fair
decision accounting for the views of Reporting
Officer.

Thereafter he should offer comments in the relevant

column including different ratings for each of the
items duly substantiated by the facts.11.2.4 Similarly
if the Second Reviewing Officer has any comments
with respect to
the performance and other parameters of evaluation
he would duly discuss with the first ReviewingOfficer
and arrive at a fair decision, accounting for the views
of the first Reviewing Officer.Thereafter offer
comments and ratings on the Performance of the
appraisee in the relevant column.11.2.5 Similarly,
countersigning authority who is the final authority
will offer considered commentsin the final
appraisal by him taking into account the appraisal of
the Reporting Officer and theReviewing Officers. The
decision of the countersigning authority is
final.11.2.6
The Reviewing Officer / countersigning officer while
undertaking review would beguided by such factors
like situations/circumstances that may have bearing
on the
overall performance evaluation of the appraisee. He
would endeavour to have uniform approach withresp
ect to assessments brought out by different
Reporting Officers under his control.