Corporate mission and

strategic goals
Business and department
plan
Performance and
development planning
Performance and
development agreement
Action- Work
development and
support
Managing performance
throughout the years
through continuous
monitoring and
feedback
Formal review feedback
and joint analysis and
assets
Rating
Performance measures
Performance evidence
Financial Reward
Competency
requirement
Competency evidence
MISSION STATEMENT
To provide best-in-class technology solutions that
go beyond the stated requirements of the clients.
VISION STATEMENT
work towards a goal that
Our clients should LIKE what we do



Our deep client relationships are one of the key
differentiating factors that build our confidence in
our growth strategy and our positioning for the future.

Growth in our business creates opportunities for us to bring to
our clients new ideas and innovation in order to achieve
Our team has strived for a vision.

The vision is of building a good social fabric within the organization,
to build a culture, which helps develop good relationships within the
teams.

We believe that work needs to be a serious matter because it is the
output which impacts our clients
Team-oriented approach
Competitive and open atmosphere
Ready to share information
Challenging work
Encourage innovation and creativity
Mutual respect for the individual and integrity
Job stability and assurance
Opportunity for professional and personal growth
Compensation and praise for good performance
Emphasis on quality and customer satisfaction
Good reputation and long-term relationship
Commitment to Results

Aim to be the Employer of Choice
Help, transform careers through targeted training and directed
development to create the complete professional.
Employee, technology and training resources are vital to the
effective operation of NUCSOFT Ltd. and its business.



Satisfying the economic needs of our employees, to the extent
possible, through attractive compensation packages in line with
industry standards
Utilization and development of our employees technical skills
and other abilities
Open and warm work culture to enhance co-operation and
teamwork
Good Interpersonal skills across the company, based on mutual
respect and recognition of human values



Development of a performance measure that would exhibit a co
relation between organizational and individual performance.



CULTURE DEVELOPMENT-

INCREASE THE VITALITY AND LEARNING Give people the sense that what they do on
a daily basis makes difference

HOW ?

Provide decision making discretion- freedom to solve problems on own
Share information- get up to the minute feedback on every aspect of business
By conducting quarterly feedback meeting at department level where positive and constructive
feedback will be provided to employees
The organizational performance, strategy and changes(financial, technological, etc.) will be shared
Minimize incivility-
Offer performance feedback- show individual and team performance against goals


I


Their performance management system acted as a major hurdle.
The employees performance did not reflect in the organizations performance.
The system is unable to differentiate good and mediocre employees which helps in providing growth and
development opportunities for those performed well.
Identifying roles for which performance expectations had to be defined.
The roles of the key jobs should be defined along with the roles and responsibilities a job holder should possess.
The jobs which are vital to the organization and important to retain should be properly specified with a Job Description and Job Specification
Identify the Knowledge, Skills and Abilities (KSAs) required for each job
After assigning of performance benchmarks, define the job expectations by identifying KRAs and KBQs
Revise the KRAs and KBQs




VISION

MISSION

OBJECTIVE

KRA

KPI

TARGET
To identify the Knowledge, Skills and Abilities (KSAs) required for each job, use the following
funnel


Action-work development and support
Carry out Goal Setting at the beginning of every project and at the start of every review cycle and assess the performance
against these goals.
-Meeting to be conducted between project manager and project members before beginning the project to decide goals for the team and individual
There would be a review of the performance of the employee in every 3 months. After four reviews there would be a annual
appraisal of the employees performance in order to assess the capability of the employee to take on higher challenges in the
forthcoming year.



Appraisal forms would be distributed at the beginning of the appraisal cycle.
The forms will be filled and discussed with the supervisors with emphasis upon the potential of the employees to take higher responsibilities.
Set the goals as per this target.
Review forms would be rolled out at the end of the review cycle and would be filled up by the employee and taken up for discussion with the
supervisors.
Review the previous years performance and set the goals for the next year.
The supervisor would then rate the employee and the rating would be integrated at team, business unit or organization level.
The measurement will be done based on following parameters:
EE(Exceeded Expectation)
AE(Above Expectation)
ME(Meets Expectations)
BE (Below Expectation).
Consider the relative importance of each performance component.
Assign weights to the behavioral attributes required for the completion of the job.
Critical Incidents are taken into consideration as well


Various performance outcomes such as business referrals, clients appreciation, smart ideas for project improvements were
identified as differentiators
In cases of similar performance ratings, recognize unique efforts and performance.

For the employees located at the client site the performance review would be provided by the client and their feedback about the employee
would be used as a criteria.
When the ratings of the employee would fall below the expected performance level, efforts would be made to see if the ratings made were
realistic or their were certain issues in it.
The employees other achievements would also be checked such as business referrals, clients appreciation, smart ideas for project improvements
In case where the performance levels had really fallen, vigilance would be maintained in the next review cycle and proper guidance would be
provided through counseling.
The shortcomings would be identified through counselling and appropriate training and development program would be designed for the employees development
ACMEE model would be used to identify the training methods and module
In case the employee disagrees with the supervisors rating, he would take up the matter with the supervisor first.
If the supervisor fails to justify his/her ratings, the case would be taken up by the HR dept.
The HR dept. would provide the justification about the ways and means by which the moderation has taken place.
Usually done by bringing out the differences in the performance of the individual and the differentiator ratings which are normally the decisive
factors
The entire process of the PMS would communicated to the employees
through meetings, training sessions and during induction programs.
At the start of the appraisal cycle, a meeting would be held to communicate performance appraisal
system. Quarterly feedback meeting would be used to communicate to an employee his performance
status
Information would also be collected through exit interviews to understand the
perception of the employees towards the PMS in order to iron out issues if
any.