Grameen Koota

A Micro Finance Institution

Est. 1999

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“Procedure for Appraising Staff
Performance”
Presented By
Arup Anand & Madhu V

Faculty Advisor
Prof. Madhavi Mehta

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 CONTEXT
“Success of any Organization lies in its
OPERATIONS”

“Appraising the Operational level is

Quintessential - especially, for a
Not-For-Profit Organization”

Staff Performance Appraisal 3

 OUTLINE
 The staff of Grameen Koota
 Existing Procedure
 Methodology
 The New Procedure
 Highlight the Important Factors
 Recommendations
 Conclude

Staff Performance Appraisal 4

 GRAMEEN KOOTA STAFF
 4-Tier Structure
- Top Management
- Middle Management
- Officer Level
- Operational Level
 Head Office Staff and Field Staff
 12 Branches

Staff Performance Appraisal 5

THE EXISTING PROCEDURE
 360º Appraisal System
 Common Parameters for all Employees
 Limited Parameters
 Subjective in Nature
 Unable to capture the Expanding
Operations

Staff Performance Appraisal 6

 THE METHODOLOGY
 Semi structured Interviews with Staff
 Operations at Grameen Koota – Field Visits
 Referred to Competitors’ Performance
Appraisal Systems
 Grameen Koota Literature
 Checklist based on Projected Growth of
Grameen Koota

Staff Performance Appraisal 7

SOURCES OF APPRAISAL
 Office Records
 Immediate Superior/Peer Appraisal
 Self Appraisal
 Client Members’ Feedback

Staff Performance Appraisal 8

 THE NEW PROCEDURE
 Different Sources of Appraisal – Eliminates
Possible Bias
 Weightage provided based on improving
Operational Efficiency
 Variable Weights attached to Parameters
 Scope for Self Appraisal

Staff Performance Appraisal 9

 THE NEW PROCEDURE
Procedure designed for:
 Top Management
 Middle Management
 Officer Level
 Area Manager
 Assistant Branch Manager/Branch Manager
 Kendra Manager/Senior Kendra Manager
 Assistant Level

Staff Performance Appraisal 10

 IMPORTANT FACTORS
For Kendra Manager/Senior Kendra Manager:
 Member late coming/absenteeism/dropouts
 Member Formation
 Writing Case Studies
 Management Skills
 Relationship with People Involved
 Member Feedback

Staff Performance Appraisal 11

 IMPORTANT FACTORS
For Assistant Branch Manager/Branch
Manager, and Area Manager:
 Overall Branch Performance (in terms of
Members)
 Financials of the Branch (loans issued)
 MIS
 Training
 Reporting Accuracy
 Subordinates’ Feedback

Staff Performance Appraisal 12

 IMPORTANT FACTORS
For Head Office Staff:
 Annual Targets Achieved
 Overall Operational Efficiency
 Funds Generated
 Insurances Sold
 Office Management
 MIS
PAS

Staff Performance Appraisal 13

 RECOMMENDATIONS
 Make members an integral part of the 360º
Appraisal
 Record timings of Kendra Meetings in “Top
Sheet”
 Inculcate Case Study Writing in Kendra
Managers (Currently, not done full fledged)
 Emphasizing MIS

Staff Performance Appraisal 14

 CONCLUSION
 Pros and Cons of an outsider designing the
Procedure
 A New Procedure coinciding with Grameen
Koota’s vast expansion plans
 Grameen Koota’s Rapid Growth Phase
(may) lead to Operational changes

Staff Performance Appraisal 15

DISCUSSIONS …

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