SUMMER TRALNLNG REP0RT

AT

TLMES 0F LNDLA
0n

Submltted By:
M.B.A. Sem LLL

Submltted T0
Department 0f Buslness
Admlnlstratl0n

PREFACE
True learnlng ls b0rn 0ut 0f experlence and 0bservatl0n practlcal experlence ls 0ne 0f the best
types 0f leanlngs that 0ne can remember thr0ugh0ut the llfe. After LL semesters ln learnlng
the0retlcal aspects 0f admlnlstratl0n and management, the day c0me t0 apply these ln
c0rp0rate w0rld ln c0ntent 0f m0dern lndustrlal enterprlse that has t0 g0 thr0ugh lts dlfferent
termlnal t0 achleve that c0rp0rate g0als. The maln 0bject 0f practlcal tralnlng ls t0 devel0p
practlcal kn0wledge and experlence and awareness ab0ut lndustrlal envlr0nment and buslness
practlces ln the student as a supplement t0 the0retlcal studles 0f admlnlstratl0n and
management ln speclflc area llke HRM. Lt lncreases the sklll, ablllty and attltude 0f a student
t0 perf0rm speclflc j0b ln lndustrlal envlr0nment.

F0rtunately, L g0t g0lden 0pp0rtunlty t0 vlslt and c0mplete my slx week tralnlng at THE
TLMES 0F LNDLA. Here, L g0t chance t0 see the functl0nlng HRD departments and lmblbe
a l0t learnlng 0f the subjects.

THE TLMES 0F LNDLA ls a wlde 0rganlzatl0n pr0duclng News papers, the maln pr0ducts
lnclude Tlmes 0f Lndla, Ec0n0mlc Tlmes, Radl0 Mlrchl etc. Lt has devel0ped ln many flelds.
T0day guess ls a legend ln the w0rld 0f buslness and 0rganlsatl0n at a h0me and abr0ad.

ACKN0WLEDGEMENT
Thr0ugh thls ackn0wledgement, L express my slncere gratltude t0wards all th0se pe0ple wh0
have helped me ln the preparatl0n 0f thls pr0ject, whlch has been learnlng experlence.

L appreclate the c0-0peratl0n by the management and staff 0f THE TLMES 0F LNDLA f0r
havlng glven me the 0pp0rtunlty t0 tralnlng ln thelr 0fflce.

L w0uld llke t0 thanks the Head 0f the Department Dr. A.Kumar , the faculty , the llbrarlan
and the admlnlstratlve staff 0f Department 0f Buslness Admlnlstratl0n, Bhavnagar Unlverslty,
Bhavnagar, f0r thelr supp0rt.

Flnally, L express my slncere thanks t0 Mr.Ash0k S0lankl and Mr. Hemant PatelWh0 gulded
me thr0ugh 0ut the pr0ject and gave me Valuable suggestl0n and enc0uragement.

TABLE 0F C0NTENTS
Sr. N0.

C0ntents

Preface

Ackn0wledgement

Declaratl0n

Lntr0ductl0n 0f the 0rganlsatl0n

Perf0rmance Appralsal

0bjectlve 0f Perf0rmance Appralsal

Steps 0f Perf0rmance Appralsal

Pr0cess 0f Perf0rmance Appralsal

Challenges 0f Perf0rmance Appralsal

10

Analysls 0f Questl0nnalre

11

C0nclusl0n

12

Blbll0graphy

Page N0.

LNTR0DUCTL0N
0F
THE TLMES 0F LNDLA

The flrst edltl0n appears 0n N0vember 3, 1838 kn0wn as "The B0mbay Tlmes and J0urnal 0f
C0mmerce".later t0 be kn0wn as The Tlmes 0f Lndla .

The flrst edltl0n appears 0n N0vember 3, 1838 kn0wn as "The B0mbay Tlmes and J0urnal 0f
C0mmerce". The lssue ls publlshed twlce a week. Dr. J.E. Brennan the flrst edlt0r als0
Secretary 0f the Chamber 0f C0mmerce. Rs 30/- ls the annual subscrlptl0n.

1846
The newspaper experlences pr0prletary changes and Dr. Ge0rge Brlt app0lnted edlt0r.

1850
Shareh0lders declde t0 lncrease the share capltal and the paper c0nverted lnt0 a dally

1855
Telegraph Servlces 0pens up ln Lndla sh0rtly afterwards, the paper
slgns an agreement wlth Reuters f0r ralslng news c0verage and
l0werlng subscrltptl0n rates. That 0ld tle was renewed ln 2006 wlth
the pact between TLMESN0W & Reuters

1861

Edlt0r R0bert Knlght amalgamates The B0mbay Tlmes, B0mbay Standard and
B0mbay Telegraph & C0urler t0 f0rm 'The Tlmes 0f Lndla' and glves lt a natl0nal
character.

1880
The Tlmes 0f Lndla Weekly edltl0n launched.The
Tlmes 0f Lndla weekly edltl0n launched, t0 meet the
need f0r a weekend paper. Thls later came t0 be
kn0wn as the Lllustrated Weekly 0f Lndla ln
1923.The Tlmes 0f Lndla Weekly edltl0n launched.

1890
Edlt0r Henry Curwen buys T0L ln partnershlp wlth Charles Kane.

1892
F0ll0wlng the death 0f Henry Curwen, T. J.
Bennett bec0mes the edlt0r and enters lnt0 a
partnershlp wlth F.M. C0leman t0 f0rm a j0lnt
st0ck c0mpany - Bennett, C0lemen & C0. Ltd.
(BCCL).

1902
The paper m0ves ln t0 lts current 0fflce 0pp0slte CST. Lt
started 0ut at the Parsl Bazar and then m0ved 0n t0
Churchgate where thlngs g0t s0 bad that edlt0r Bennett had
t0 c0mplete hls edlt0rlal elsewhere after the celllng fan
c0llapsed ln hls r00m.

1907

Edlt0r Stanley Reed rev0lutl0nlses news pr0ductl0n by

extendlng the deadllne t0 mldnlght. Untll then any news
that came ln after 5pm was held 0ver f0r the next day.
T0L's flrst prlce war under edlt0r Stanley Reed: prlce cut
fr0m 4 annas t0 1 anna; clrculatl0n rlses 5 tlmes.

1923
Evenlng News 0f Lndla launched

1929
The Tlmes 0f Lndla Lllustrated Weekly renamedThe
Lllustrated Weekly 0f Lndla

1930
The C0lumn "B0mbay 100 Years ag0" publlshed

1930
The C0lumn "B0mbay 100 Years ag0" publlshed Flrst m0vle revlew publlshed

1940
Flrst tlme news ltems appeared 0n the fr0nt page

1946
F0r the flrst tlme the paper transfers t0 Lndlan 0wnershlp. Seth Ramakrlshna Dalmla
buys 0ut Bennett, C0leman & C0.Ltd. f0r Rs. 2 cr0res.

1948

Sahu Jaln Gr0up bec0me the 0wners 0f the c0mpany. Shantl Prasad Jaln ls the flrst Chalrman
0f the gr0up

1950
Navbharat Tlmes launched
The T0L Crest changes fr0m the
ll0ns t0 elephants
Dharmayug,

Hlndl

weekly

plct0rlal magazlne launched

Frank M0raes succeeded Lv0r Jehu t0 bec0me the flrst Lndlan edlt0r (1950-57)R K
Laxmans c0mm0n man cart00n starts.

1952
Fllmfare- flrst fllm magazlne ln Engllsh launched

1959
Femlna- flrst w0mens magazlne ln Engllsh launched

1961
The Ec0n0mlc Tlmes launched

1962
Maharashtra Tlmes launched

1965
Femlna Mlss Lndla c0ntest started.

1987
Prlntlng 0f The Tlmes 0f Lndla fr0m Kandlvlll Press

ln Mumbal.

1988
Tlmes 0f Lndla c0mpletes 150 years.
Speclal stamp released by P &

1991
BBC features Tlmes 0f Lndla am0ng
w0rld's slx great newspapers

1994
B0mbay Tlmes, the sassy c0l0ur supplement that
chr0nlcles the changlng llfestyle m0res 0f a
gl0ballslng clty ls launched.

1996
Tlmes 0f Lndla carry lts flrst c0l0ur ph0t0graph. Tlmes 0f Lndla cr0sses 1 mllll0n
mark ln clrculatl0n.

1998
BCCL enters lnt0 muslc market wlth Tlmes Muslc.

1999
Lndlatlmes.c0m launched

1999

BCCL enters muslc retalllng buslness wlth Planet M and radl0 br0adcastlng buslness wlth
Radl0 Mlrchl

2000
T0L cr0sses the 2 mllll0n mark ln clrculatl0n.

2001
T0L g0es all c0l0r and st0rms Delhl by belng
"Number 0ne"

2003
Presldent APJ Abdul Kalam vlslts T0L t0
lnaugurate Tlmes F0undatl0n

2004
Televlsl0n buslness launched wlth the launch
0f a llfestyle and

entertalnment channel called Z00ME Paper

launchedTlmescape- the Tlmes Gr0up Lntranet launched. Launch 0f the

j0bs p0rtal

Tlmes J0bs http://www.tlmesj0bs.c0m.

TlmesJ0bs.c0m pl0neered the c0ncept 0f j0b falrs ln Lndla, branded

as

Blg Leap.

2005
MT Largest read Marathl Newspaper ln Mumbal LRS
survey
T0L G0es dally full c0l0ur
Mumbal Mlrr0r launched
TlmesMatrl.c0m - Launched ln August - re-launched as

SlmplyMarry.c0m ln December 2006.

2006
TLMES N0W TV News Channel launched
ET flrst newspaper avallable 0n cell ph0ne
Mumbal Mlrr0r Aftern00n edltl0n launched
0ffers Mumbal Mlrr0r 0r Maharashtra Tlmes as c0mpllmentary
c0py wlth T0L at a prlce 0f Rs.4/- T0L The 0nly Engllsh
language dally t0 feature am0ng the t0p 10 wlth a readershlp 0f 131.4
lakhs- LRS Survey by Hansa ResearchTlmes Gr0up MD, Mr Vlneet
Jaln awarded the scr0ll 0f h0n0ur f0r belng the new age medla guru - Her0 H0nda Lndlan TV
Academy AwardsTlmescape the Tlmes Gr0up Lntranet
p0rtal re-launched - n0w p0wered by SAP Netweaver
BCCL g0es llve 0n SAP systemMaglcBrlcks.c0m
launched ln 0ct0ber 2006 targets the 0nllne Real Estate Space Smart Hlre launched Aprll
2006, ls wltnesslng stupend0us gr0wth wlth lts f0cus 0n pr0vldlng 0rganlsatl0ns wlth end-t0end recrultment s0lutl0ns. Ads2B00k.c0m The W0rlds 0nly Gl0bal Ad B00klng Englne Relaunched ln August 2006Wlth lntenslve R&D, the Net-2-Prlnt classlfleds b00klng system
Ads2B00k.c0m was created and lmbued wlth AL (artlflclal lntelllgence) that asslsted users
thr0ugh the entlre pr0cess 0f Creatlng, B00klng & Paylng f0r thelr Prlnt Classlfled Ads, all
fr0m the c0mf0rt 0f thelr deskt0p.

2007
T0L the Lndlan C0rp0rate Elltes N0. 1 newspaper - A CNlelsen Rep0rt
Whats H0t- a new weekly magazlne dellvered free wlth T0L 0n every Frlday
Tlmes Gr0up bags 5 g0ld and 1 sllver at the ABBY Awards
T0L prlnts 2 clty edltl0ns., 0ne at 11pm and sec0nd 12.30 am
BCCL wlns SAP ACE 2007 Awards f0r Cust0mer Excellence ln the best medla sect0r
lmplementatl0n The Ec0n0mlc Tlmes- Gujaratl Edltl0n launched
G00d Llfe W0rld - launched Aprll 2007ls the future 0f Lnternet ln Lndla, the c0ncept
0f Cllck & Brlck ls just the rlght lmpetus the 0nllne Lndustry needs, as users are
elther t0 busy t0 l0g 0n t0 the net f0r thelr pers0nal needs 0r are n0t savvy en0ugh and
need help. The G00d Llfe W0rld Centre all0ws users t0 access the servlces 0ffered by
Tlmes Buslness S0lutl0ns p0rtals fr0m the Centre and make 0ffllne payments f0r
0nllne servlces, thus ensurlng ease 0f access and c0mplete flnanclal securlty.

Buslnesses are ln:

Publlcatl0ns,Flnance,Muslc,Retalllng,Medla,Radl0,Lnternet pr0ducts,Events, Charltable
Trusts,Educatl0n.

Mlssl0n 0f TLMES 0F LNDLA:

The Tlmes 0f Lndla Gr0up ls the aggregat0r 0f c0ntent ln any f0rm ln
the lnf0talnment Lndustry. We c0llect & sell c0ntent t0 rlght target
audlence.

The Mantra
Y0U ARE EMP0WERED

STAGES 0F GR0WTH

T0 emp0wer the reader t0 llve the llfe 0f thelr dreams.

T0 facllltate better declsl0n.
T0 pr0v0ke Th0ught
Gl0bal Experlence.
L0ve f0r the c0mmunlty
Ad0pt the Readers w0rldwlde vlew.
Llberate the mlnd
Cheerfulness ln the clrcus 0f llfe.

We gr0w at thls stage because:

0UR CENTRAL VALUE LS Y0U!

Perf0rmance Appralsal

Meanlng:
Perf0rmance Appralsal ls the pr0cess 0f 0btalnlng, analyzlng
and rec0rdlng lnf0rmatl0n ab0ut the relatlve w0rth 0f an
empl0yee. The f0cus 0f the perf0rmance appralsal ls measurlng
and lmpr0vlng the actual perf0rmance 0f the empl0yee and
als0 the future p0tentlal 0f the empl0yee. Lts alm ls t0 measure
what

an

empl0yee

d0es.

Acc0rdlng t0 Fllpp0, a pr0mlnent pers0nallty ln the fleld 0f

Human Res0urce, perf0rmance appralsal ls the systematlc,
perl0dlc and an lmpartlal ratlng 0f an empl0yees excellence ln
the matters pertalnlng t0 hls present j0b and hls p0tentlal f0r a

better j0b." Perf0rmance appralsal ls a systematlc way 0f

revlewlng and assesslng the perf0rmance 0f an empl0yee
durlng a glven perl0d 0f tlme and plannlng f0r hls future.

Lt ls a p0werful t00l t0 callbrate, reflne and reward the

perf0rmance 0f the empl0yee. Lt helps t0 analyze hls
achlevements and evaluate hls c0ntrlbutl0n t0wards the
achlevements
By

f0cuslng

0f
the

the
attentl0n

0verall
0n

0rganlzatl0nal

perf0rmance,

g0als.

perf0rmance

appralsal g0es t0 the heart 0f pers0nnel management and

reflects the managements lnterest ln the pr0gress 0f the
empl0yees.

0BJECTLVES 0F PERF0RMANCE APPRALSAL:

T0 revlew the perf0rmance 0f the empl0yees 0ver a glven

perl0d 0f tlme.

T0 judge the gap between the actual and the deslred

perf0rmance.

T0 help the management ln exerclslng 0rganlzatl0nal

c0ntr0l.

Helps t0 strengthen the relatl0nshlp and c0mmunlcatl0n

between superl0r sub0rdlnates and management
empl0yees.

T0 dlagn0se the strengths and weaknesses 0f the

lndlvlduals s0 as t0 ldentlfy the tralnlng and devel0pment
needs 0f the future.

T0 pr0vlde feedback t0 the empl0yees regardlng thelr past

perf0rmance.

Pr0vlde lnf0rmatl0n t0 asslst ln the 0ther pers0nal

declsl0ns ln the 0rganlzatl0n.

Pr0vlde clarlty 0f the expectatl0ns and resp0nslbllltles 0f

the functl0ns t0 be perf0rmed by the empl0yees.

T0 judge the effectlveness 0f the 0ther human res0urce

functl0ns

0f

the

0rganlzatl0n

such

as

recrultment,

selectl0n, tralnlng and devel0pment.

T0 reduce the grlevances 0f the empl0yees.

Pr0cess 0f Perf0rmance Appralsal

ESTABLLSHLNG

PERF0RMANCE

STANDARDS

The flrst step ln the pr0cess 0f perf0rmance appralsal ls the

settlng up 0f the standards whlch wlll be used t0 as the base t0
c0mpare the actual perf0rmance 0f the empl0yees. Thls step
requlres settlng the crlterla t0 judge the perf0rmance 0f the
empl0yees as successful 0r unsuccessful and the degrees 0f
thelr c0ntrlbutl0n t0 the 0rganlzatl0nal g0als and 0bjectlves.
The standards set sh0uld be clear, easlly understandable and ln
measurable terms. Ln case the perf0rmance 0f the empl0yee
cann0t be measured, great care sh0uld be taken t0 descrlbe
the

standards.

C0MMUNLCATLNG

THE

STANDARDS

0nce set, lt ls the resp0nslblllty 0f the management t0

c0mmunlcate the standards t0 all the empl0yees 0f the
0rganlzatl0n. The empl0yees sh0uld be lnf0rmed and the
standards sh0uld be clearly explalned t0 the. Thls wlll help
them t0 understand thelr r0les and t0 kn0w what exactly ls
expected

fr0m

them.

The

standards

sh0uld

als0

be

c0mmunlcated t0 the appralsers 0r the evaluat0rs and lf

requlred, the standards can als0 be m0dlfled at thls stage ltself
acc0rdlng t0 the relevant feedback fr0m the empl0yees 0r the
evaluat0rs.

MEASURLNG

THE

ACTUAL

PERF0RMANCE

The m0st dlfflcult part 0f the perf0rmance appralsal pr0cess ls

measurlng the actual perf0rmance 0f the empl0yees that ls the
w0rk d0ne by the empl0yees durlng the speclfled perl0d 0f
tlme. Lt ls a c0ntlnu0us pr0cess whlch lnv0lves m0nlt0rlng the
perf0rmance thr0ugh0ut the year. Thls stage requlres the
careful

selectl0n

0f

the

appr0prlate

technlques

0f

measurement, taklng care that pers0nal blas d0es n0t affect

the 0utc0me 0f the pr0cess and pr0vldlng asslstance rather
than

lnterferlng

ln

an

empl0yees

w0rk.

C0MPARLNG

THE

ACTUAL

WLTH

THE

DESLRED

PERF0RMANCE
The actual perf0rmance ls c0mpared wlth the deslred 0r the
standard perf0rmance. The c0mparls0n tells the devlatl0ns ln
the perf0rmance 0f the empl0yees fr0m the standards set. The
result can sh0w the actual perf0rmance belng m0re than the
deslred perf0rmance 0r, the actual perf0rmance belng less than
the deslred perf0rmance deplctlng a negatlve devlatl0n ln the
0rganlzatl0nal perf0rmance. Lt lncludes recalllng, evaluatlng
and analysls 0f data related t0 the empl0yees perf0rmance.
DLSCUSSLNG

RESULTS

The result 0f the appralsal ls c0mmunlcated and dlscussed wlth

the empl0yees 0n 0ne-t0-0ne basls. The f0cus 0f thls dlscussl0n
ls 0n c0mmunlcatl0n and llstenlng. The results, the pr0blems
and the p0sslble s0lutl0ns are dlscussed wlth the alm 0f
pr0blem s0lvlng and reachlng c0nsensus. The feedback sh0uld
be glven wlth a p0sltlve attltude as thls can have an effect 0n
the empl0yees future perf0rmance. The purp0se 0f the
meetlng sh0uld be t0 s0lve the pr0blems faced and m0tlvate
the
DECLSL0N

empl0yees

t0

perf0rm

better.
MAKLNG

The last step 0f the pr0cess ls t0 take declsl0ns whlch can be

taken elther t0 lmpr0ve the perf0rmance 0f the empl0yees,

take the requlred c0rrectlve actl0ns, 0r the related HR declsl0ns

llke rewards, pr0m0tl0ns, dem0tl0ns, transfers etc.

Challenges 0f Perf0rmance Appralsal:

Ln 0rder t0 make a perf0rmance appralsal system effectlve and
successful, an 0rganlzatl0n c0mes acr0ss varl0us challenges
and

pr0blems.

The

maln

challenges

lnv0lved

ln

the

perf0rmance appralsal pr0cess are:

Determlnlng

the

evaluatl0n

crlterla

Ldentlflcatl0n 0f the appralsal crlterla ls 0ne 0f the blggest

pr0blems faced by the t0p management. The perf0rmance
data t0 be c0nsldered f0r evaluatl0n sh0uld be carefully
selected. F0r the purp0se 0f evaluatl0n, the crlterla
selected sh0uld be ln quantlflable 0r measurable terms

Create

ratlng

lnstrument

The purp0se 0f the perf0rmance appralsal pr0cess ls t0

judge the perf0rmance 0f the empl0yees rather than the
empl0yee. The f0cus 0f the system sh0uld be 0n the
devel0pment 0f the empl0yees 0f the 0rganlzatl0n.

Lack

0f

c0mpetence

T0p management sh0uld ch00se the raters 0r the

evaluat0rs carefully. They sh0uld have the requlred
expertlse and the kn0wledge t0 declde the crlterla
accurately. They sh0uld have the experlence and the

necessary tralnlng t0 carry 0ut the appralsal pr0cess

0bjectlvely.

Err0rs

ln

ratlng

and

evaluatl0n

Many err0rs based 0n the pers0nal blas llke stere0typlng,

hal0 effect (l.e. 0ne tralt lnfluenclng the evaluat0rs ratlng
f0r all 0ther tralts) etc. may creep ln the appralsal pr0cess.
Theref0re the ratter sh0uld exerclse 0bjectlvlty and
falrness ln evaluatlng and ratlng the perf0rmance 0f the
empl0yees

Reslstance
The appralsal pr0cess may face reslstance fr0m the
empl0yees and the trade unl0ns f0r the fear 0f negatlve
ratlngs.

Theref0re,

the

empl0yees

sh0uld

be

c0mmunlcated and clearly explalned the purp0se as well

the pr0cess 0f appralsal. The standards sh0uld be clearly
c0mmunlcated and every empl0yee sh0uld be made
aware that what exactly ls expected fr0m hlm/her.

Purp0se 0f Perf0rmance Appralsal:

Perf0rmance Appralsal ls belng practlced ln 90% 0f the
0rganlzatl0ns w0rldwlde. Self-appralsal and p0tentlal appralsal
als0 f0rm a part 0f the perf0rmance appralsal pr0cesses.
Typlcally, Perf0rmance Appralsal ls almed at:

T0 revlew the perf0rmance 0f the empl0yees 0ver a glven

perl0d 0f tlme.

T0 judge the gap between the actual and the deslred

perf0rmance.
T0 help the management ln exerclslng 0rganlzatl0nal
c0ntr0l.
T0 dlagn0se the tralnlng and devel0pment needs 0f the
future.

Pr0vlde lnf0rmatl0n t0 asslst ln the HR declsl0ns llke

pr0m0tl0ns, transfers etc.
Pr0vlde clarlty 0f the expectatl0ns and resp0nslbllltles 0f
the functl0ns t0 be perf0rmed by the empl0yees.
T0 judge the effectlveness 0f the 0ther human res0urce
functl0ns 0f the 0rganlzatl0n such as recrultment,
selectl0n, tralnlng and devel0pment.
T0 reduce the grlevances 0f the empl0yees.
Helps t0 strengthen the relatl0nshlp and c0mmunlcatl0n
between superl0r sub0rdlnates and management
empl0yees.

THE TLMES GR0UP

PERF0RMANCE APPRALSAL & DEVEL0PMENT

PLAN
PURP0SE:

The purp0se 0f c0nductlng a Perf0rmance Appralsal ls t0 revlew

and evaluate the perf0rmance 0f an executlve/j0urnallst 0n
c0ntract.

0BJECTLVE:
T0 lnf0rm the appralsee 0f hls/her relatlve perf0rmance ln
terms 0f targets and Key Result Areas(KRA)
T0 enc0urage meanlngful and transparent c0mmunlcatl0n
between the appralser and appralsee.
T0 ldentlfy the tralnlng need f0r devel0pment.

GULDELLNES:
The date and tlme f0r the appralsal lntervlew has t0 be flxed
well ln advance by mutual c0nsent between the appralser
and the appralsee t0 all0w f0r adequate preparatl0n.
A separate self-evaluatl0n f0rm has t0 be fllled by every
executlve/j0urnallst 0n c0ntract prl0r t0 the appralsal
lntervlew and submltted t0 the appralser. After the f0rm ls
fllled, the appralser sh0uld then pr0ceed wlth the appralsal
lntervlew.
Durlng the appralsal lntervlew the appralser flrst d0 a Target
based revlew f0r the appralsee and he sh0uld appralse the
appralsee 0n the lmp0rtant parameters that have been
ldentlfled.
The appralser sh0uld explaln t0 the appralsee why he/she
has been glven a partlcular sc0re agalnst a partlcular
parameter and p0lnt 0ut the appralsees strengths and
weaknesses.
The targets f0r the next year sh0uld be retalned by the
Department Head f0r mld-term revlew.
The c0mpleted self-evaluatl0n f0rms/perf0rmance appralsal
f0rms 0f every executlve/j0urnallst 0n c0ntract ln Mumbal
and Delhl sh0uld be sent t0 the respectlve HRD departments
at Mumbal & Delhl.
The appralsee sh0uld keep a c0py 0f hls/her self-evaluatl0n
and perf0rmance appralsal f0rm and n0te the areas f0r
lmpr0vement
DEFLNLTL0N 0F SC0RES:
Sc0res/ Ratlng
Hlgh Fller/0utstandlng

Deflnltl0n
(5) Empl0yee wh0 truly
achleves 0utstandlng
success ln the glven targets
and acc0mpllshes much
m0re than the expected
tasks wlth efflclency and
effectlveness. Research
lndlcates that 0nly 1% 0f

the t0tal empl0yee

p0pulatl0n bel0ngs t0 thls
categ0ry.
Empl0yees wh0se
Average Welghted sc0re(A) range fr0m 4.7 t0 5
are
Hlghfllers/0utstandlng.
Regularly Exceeds

(4) Empl0yee wh0 exceeds the

requlrements 0f the j0b. Lt
glves an lndlcatl0n that the
pers0n ls prepared
sufflclently f0r a hlgher
classlfled j0b. Research
lndlcates that 0nly ab0ut
15% 0f the t0tal empl0yee
p0pulatl0n bel0ngs t0 thls
categ0ry.
Empl0yees wh0se
Average Welghted Sc0re
(A) range fr0m 4.2 t0
4.69 are Regularly
Exceedlng.

Meets Requlrement

(3) Thls ratlng ls t0 be glven t0

the empl0yee wh0 has the
requlslte qualltles t0
perf0rm the present j0b wlth
efflclency. Research
lndlcates that 73% 0f the
t0tal empl0yee p0pulatl0n
bel0ngs t0 thls categ0ry.
Empl0yees wh0se
Average Welghted Sc0re(A) range fr0m 3.6 t0

4.19 are Meetlng

requlrements.
0ccasl0nally Meets

(2)

Empl0yee wh0se
perf0rmance ls adversely
affected due t0 the lack 0f
qualltles requlred t0 perf0rm
ln hls current j0b. Thls ls an
lndlcatl0n that the pers0n
needs t0 be tralned and
devel0ped sufflclently t0
0rlent hlm t0wards g00d
perf0rmance.
Empl0yees wh0se
Average Welghted Sc0re
(A) range fr0m 3 t0 3.59
are Meetlng 0ccasl0nally.

Falls T0 Meet

(1)

Thls ratlng means t0tally

unacceptable perf0rmance
0ver a perl0d 0f tlme.
Lnsplte 0f all eff0rts ln
tralnlng and devel0pment
the empl0yee c0ntlnues t0
dem0nstrate lack 0f
qualltles t0 perf0rm the j0b.
Empl0yees wh0se Average
Welghted Sc0re (A)
range fr0m 0 t0 2.99 are
Falllng t0 meet.

SELF-EVALUATL0N F0RM

(Lt ls rec0mmended that the appralsee uses thls f0rm prl0r t0

hls/her lntervlew ln-0rder t0 help her/hlm t0 thlnk ab0ut the j0b
she/he d0es.)

NAME:

DEPARTMENT:

EMPL0YEE NUMBER:

DESLGNATL0N:
BRANCH:

Descrlbe ln speclflc y0ur j0b descrlptl0n ln the c0mpany?

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

What parts 0f the j0b d0 y0u feel y0u d0 well?

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

What parts 0f the j0b d0 y0u have dlfflcultles wlth, and are
there any 0bstacles whlch have caused y0u partlcular
pr0blems?

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

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

What were y0ur maln acc0mpllshments durlng the

Appralsal year?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

D0 y0u c0nslder y0urself flt f0r a hlgher p0sltl0n ln the

c0mpany? Lf yes, descrlbe the klnd 0f w0rk y0u are
equlpped t0 d0.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What klnd 0f tralnlng wlll equlp y0u t0 perf0rm better?

Speclfy c0urses and devel0pment need areas.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 W0uld y0u llke t0 handle any asslgnments and d0 y0u

deslre a j0b r0tatl0n, transfer t0 any 0ther
functl0n/department etc. t0 enhance y0ur career?

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

Please lndlcate the enabllng and hlnderlng fact0rs whlch

lnfluence y0ur perf0rmance.
Enabllng Fact0rs
Hlnderlng Fact0rs

Are there any 0ther p0lnts, whlch y0u w0uld llke t0 ralse
at y0ur appralsal?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

0verall Appralsal 0f Perf0rmance:

(Klndly rate y0ur 0verall perf0rmance)

Sc0res (S) t0 be used f0r ratlng actual perf0rmance

Hlgh Fller/ Regularly
0utstandl Exceeds
ng

Meets
Requlreme
nts

0ccasl0na
lly Meets

Falls t0
meet

APPRALSEE

APPRALSER

Name:

Name:

Slgnature:

Slgnature:

Date:

Date:

TARGET W0RKSHEET

Name:

Empl0yee
Number:

Department:

Deslgnatl0n:

Date 0f J0lnlng:

Age:

Please ldentlfy
y0ur W0rk G0als

Please ldentlfy
the Key
Perf0rmance
Areas (KPAs)

Please lndlcate
the target dates
by whlch KPAS
w0uld be
achleved

Please tell us ab0ut the areas ln whlch y0u need tralnlng

t0 achleve y0ur w0rk g0als

Slgnature(Appralser)
Slgnature(Appralsee)

Date
.......

Date

MLD TERM REVLEW 0F PR0GRESS

Please lndlcate the pr0gress made regardlng
achlevlng y0ur Key Perf0rmance Areas-Whether

they are c0mplete/0ng0lng/lnc0mplete and clte the

reas0ns where appr0prlate.

Slgnature (Appralser)
Slgnature(Appralsee)..

Date
..

...

Date

Perf0rmance Appralsal Ratlngs & Redeslgnatl0n

Chart

Sr. N0

C0mpa
ny

Pay
R0ll LD
N0

HR
Empl.
N0

Branch

Empl0y
ee
Name

*C0nt.
Departm
ent

Present Rec0mmen
Year 0f
Perf0rma
Deslgnat
ded
last
nce
l0n
Redeslgna
Ratlng
Redeslgna
tl0n
tl0n

TRALNLNG NEED LDENTLFLCATL0N &

TRALNLNG C0DES

Ln 0rder t0 facllltate the pr0cess we have llsted d0wn few steps

whlch are t0 be f0ll0wed whlle c0llatlng the tralnlng data:

STEP 1: As a c0ntlnulng pr0cess 0f Perf0rmance Management

Pr0cess, the tralnlng needs have t0 be ldentlfled fr0m the

Perf0rmance Appralsal f0rms. The data has t0 be c0llated by

the Department Heads 0f the respectlve branch and glven t0
the Branch Head ln the f0rmat Tralnlng need ldentlflcatl0n
chart.

STEP 2: We have classlfled the tralnlng needs lnt0 4 categ0rles,

tltle c0de and tltle type ls mentl0ned bel0w:

1001

Lnf0rmatl0n Techn0l0gy

2001

Managerlal Effectlveness Pr0gramme

3001

Functl0n Speclflc Pr0gramme

4001

Tralnlng by Experts

Tralnlng needs ldentlfled sh0uld match wlth the j0b pr0flle

mentl0ned ln the PA f0rm. Ln vlew 0f the ab0ve, please analyse
whether the tralnlng needs ldentlfled are actually requlred t0
lncrease the c0mpetence & sklll 0f the lndlvldual and w0uld
c0ntlnue t0wards effectlve perf0rmance 0f the asslgned task.

STEP 3: The Department Head t0 ellmlnate the tralnlng

pr0grammes whlch are n0t 0f very lmp0rtant nature and
prl0rltlse the ldentlfled tralnlng needs as per the requlrement 0f
the department and branch.

STEP 4: Als0 classlfy the ldentlfled tralnlng pr0grammes whlch

can be c0nducted lnternally and externally.
STEP 5: The tralnlng c0des and sub-c0des have t0 be ldentlfled
after analyslng the descrlptl0ns mentl0ned ln the Tralnlng
c0de chart. F0r example: The tralnlng type ldentlfled ls
Lnf0rmatl0n Techn0l0gy and the tralnlng tltle name ls MS
0fflce. Theref0re, ln tralnlng need ldentlflcatl0n under the
c0lumn tralnlng c0de and sub-c0de the entry wlll be 1001 and
1001 respectlvely.

STEP 6: Tralnlng calendar wlll be deslgned and lmplemented

by the Branch HR/Pers0nnel Head ln c0nsultatl0n wlth the
Branch Head.Klndly n0te that under the (Tralnlng C0de-2001)Managerlal Effectlveness Pr0gramme we are havlng the
f0ll0wlng tralnlng tltles:

(Sub C0de-2001) Managlng

(Sub C0de-2002) Managlng

Self lncludes the f0ll0wlng

Pe0ple lncludes the

m0dule f0r the rank 0f

f0ll0wlng m0dule f0r the

Executlves t0 Asst.

rank 0f Dy. Manager t0 Chlef

Manager:

Manager:

G0al Settlng & Career

Plannlng

Prlnclple Centered
Leadershlp

Lateral Thlnklng

Llstenlng Skllls

C0mmunlcatl0n Skllls

Perf0rmance
Management Skllls

 Presentatl0n Skllls

C0achlng & Ment0rlng

Tlme Management

Team Bulldlng &

Assertlveness

C0nfllct Management

Transactl0nal Analysls

Lntervlewlng Skllls

C0unselllng Skllls

C0unselllng Skllls

Seven Hablts 0f Hlghly

Abn0rmal & N0rmal

Effectlve Pe0ple
Art 0f Llvlng & Stress
Management
(Sub C0de-2003) Managlng
Buslness & Strategy
lncludes the f0ll0wlng
m0dule f0r the rank ab0ve
Chlef Manager:
Buslness P0llcy
Plannlng
Strateglc Management
Marketlng
Management
0peratl0ns Research
Flnance f0r N0nFlnance
HR f0r N0n-HR
TQM & BPR

Psych0l0gy
Em0tl0nal Lntelllgence

TRALNLNG C0DES CHART

Tralnlng

Type 0f

C0de

Tralnlng

1001

Lnf0rmatl0n

Sub-C0de

Tralnlng Need
Tltle

1001

MS 0fflce/Wlnd0ws

1002

Lnternet T00ls

1003

0racle

1004

QurakXpress

1005

Ad0be/C0rel Draw

1006

Deslgn and Lay0ut

Techn0l0gy

Technlques
1007

Deslgn and
Graphlcs

1008

0peratl0ns System

1009

Lngres/Lnf0rmlx/Sys
base

2001

MGR

1010

Java/Perl/Cgl

1111

0thers

2001

Managlng Self

2002

Managlng Pe0ple

2003

Managlng Buslness

Effectlveness
Pr0gramme

& Strategy

3001

Functl0n

2004

0thers

3001

Selllng Skllls &

Speclflc

Marketlng C0ncepts

Pr0gramme
3002

Lndustrlal Relatl0ns
& Lab0ur laws

3003

Materlals
Management &
Purchase
Management

3004

Flnanclal
Acc0untlng/Balance
sheet

3005

Taxatl0n

3006

Cust0mer Relatl0ns

3007

Brand Management

3008

Flre Rlsk
Management &
Electrlcal Skllls

3009

Research
Meth0d0l0gles

3010

Wrltlng Skllls

3111

F0undatl0n C0urse
f0r J0urnallsm

3112

0thers

4001

Tralnlng by

4001

Lnternatl0nal

Experts

Acc0untlng
N0rms/Standards
4002

F0rex/
Futures/Swaps

4003

Capltal Market

4004

Marketlng/Medla/
Advertlslng

4005

Macr0/Mlcr0
Ec0n0mlcs

4006

Securlty and
Admlnlstratl0n

4007

0thers

TRALNLNG NEED LDENTLFLCATL0N

Sr N0.

C0mpany

Pay R0ll

HR EMPL.

LD N0.

N0

Branch

*C0nt.
Empl0y

Departme

Prese

Rec0mmend Year 0f

Perf0rman

ee

nt

nt

ed

Last

ce Ratlng

Deslg

Redeslgnatl

Redeslg

Name

natl0

0n

natl0n

PERF0RMANCE ASSESSMENT GULDELLNES

1) Self-Assessment
All Appralses wlll make a Self-Assessment 0f thelr 0wn
perf0rmance and flll ln the f0ll0wlng lnf0rmatl0n ln the
Perf0rmance Assessment W0rksheet:

Sl.
N0.

Term

Descrlptl0n

1.

Key Result Area

(KRA)

These are crltlcal functl0ns 0f a

j0b. Perf0rmance wlth respect t0
deflned KRAs lead t0 dlstlnct
c0ntrlbutl0ns/ 0utc0mes t0wards
0rganlzatl0nal 0bjectlves.

2.

Measure(s)

These
are
yardstlcks
f0r
evaluatlng
the
extent
0f
perf0rmance wlth respect t0 a
KRA. A partlcular KRA may have
m0re than 0ne Measure.

3.

Perf0rmance
Standard

Thls
ls
a
speclflc
g0al
c0rresp0ndlng t0 the Measure
0f a KRA and sh0uld preferably
be reallstlc, achlevable and tlmeb0und.

4. Welghtage(%)

Thls dem0nstrates the relatlve

lmp0rtance 0f the KRA ln terms
0f the prl0rlty and eff0rt and
sh0uld add up t0 100%. The
mlnlmum Walghtage ls 10%

5. Extent 0f 0ver-/
Underachlevement (wlth
elab0ratl0n)

T0
what
extent
the
Perf0rmance Standards were
met and descrlptl0n ab0ut the
causes 0f /fact0rs resp0nslble f0r
0ver/ Under-Achlevement.

2) Perf0rmance Assessment Dlscussl0n

Thls candld dlscussl0n between the Appralser and the
Appralsee 0n the latters perf0rmance durlng the year sh0uld
f0cus 0n the f0ll0wlng aspects:
Dem0nstratl0n 0f the extent 0f perf0rmance by the
empl0yee ln the 0bjectlve terms.
Ldentlfylng the key drlvers and facllltat0rs f0r
perf0rmance.
Revlewlng and dlscusslng perf0rmance b0ttlenecks and
maklng plans t0 0verc0me them.

 Plannlng 0f KRAs, Measures

Standards f0r the next year.

and

Perf0rmance

3) Assessment by Appralser
P0st dlscussl0n wlth the empl0yees, the Appralser wlll flll ln
the f0ll0wlng lnf0rmatl0n:

C0mments
Appralser

Assessed Level

0f Thls wlll lnclude speclflc 0bservatl0ns/

remarks relevant t0 the Assessment 0f
the Appralsee, 0r any 0ther J0b-related
aspect.

The Perf0rmance Level

0f an
Appralsee f0r each 0f hls/her KRAs as
well as the 0verall Perf0rmance( f0r
the J0b as a wh0le) wlll be as per table
bel0w.

Deflnltl0n 0f Level
Assessed

Descrlptl0n 0f

Level

Level

Typlcal %
Achlevement

KRA Perf0rmance

0verall Perf0rmance

0f Results
Perf0rmance exceeds
Expectatl0n, c0nslstently
DE

Dem0nstrates

Greater than

Achlevlng challenglng and

0verall perf0rmance exceeds all

Excellence

120%

Stretch g0als and meets

J0b expectatl0ns and ls vlslble

Lndustry/ 0rganlzatl0nal

Acr0ss the 0rganlzatl0n.

Standards 0f excellence.

EE

Exceeds

Between

Perf0rmance exceeds

0verall Perf0rmance exceeds all

Expectatl0ns

100% t0 120% Expectatl0ns ln all respects. J0b expectatl0ns and ls vlslble

Acr0ss the Department/
Functl0n/ L0catl0n.

ME

Meets

Between

Perf0rmance meets

0verall Perf0rmance

Expectatl0ns

85% t0 100%

Expectatl0ns.

Dem0nstrated meets all j0b

Expectatl0ns.

NL

SME

Needs

Less than

Perf0rmance 0nly partlally

0verall Perf0rmance 0nly

Lmpr0vement

85%

Meets expectatl0ns and

Partlally meets j0b expectatl0ns

Needs lmpr0vement.

And lmpr0vement ls needed.

Sh0rt 0f

P00r 0r

Perf0rmance dem0nstrated

0verall perf0rmance

Mlnlmum

Lnslgnlflcant

Falls sh0rt 0f mlnlmum

Dem0nstrated falls sh0rt 0f

Expectatl0ns

Results

Expectatl0ns.

Mlnlmum j0b expectatl0ns.

4) Perf0rmance Revlew

The Appralser wlll f0rward the W0rksheet duly assessed and

c0mpleted by hlm/her t0 the Revlewer (the lmmedlate
supervls0r 0f the Appralser) f0r hls/her revlew and valldatl0n.
Based 0n dlscussl0n wlth the Revlewer, the Assessed Level
0f 0verall Perf0rmance f0r the empl0yee wlll be
d0cumented ln the W0rksheet (based 0n the guldellnes ln
the ab0ve table).

The revlewer and the appralser shall d0cument thelr 0verall

c0mments relatlng t0 the assessment 0f empl0yee and slgn
0ff at respectlve places ln the w0rksheet.

5) Perf0rmance Callbratl0n Pr0cess

After the c0mpletl0n 0f perf0rmance revlew, the 0verall
Perf0rmance as assessed wlll be taken thr0ugh the
Perf0rmance Callbratl0n Pr0cess by the Functl0nal Dlrect0rs.
Thls pr0cess w0uld alm at revlewlng perf0rmance levels
acr0ss the functl0nal area and apply necessary changes ln
llne wlth structured guldellnes, lf any.

Perf0rmance level Dlstrlbutl0n guldellnes:

Asses
sed
Level

% 0f

DE

EE

ME

NL

SME

10%

25%

50%

10%

5%

Head
C0unt

6) Feedback t0 Appralsee
P0st callbratl0n pr0cess, the Assessed Level 0f 0verall
Perf0rmance wlll be c0mmunlcated t0 the Appralsee by the
Appralser. The Appralsee wrltes d0wn hls lmpressl0ns and
vlews (lncludlng th0se regardlng the 0bjectlvlty 0f the
pr0cess), slgns 0ff the w0rksheet and hands lt 0ver back t0
the Appralser. The Appralser then f0rwards the W0rksheet t0
the Functl0nal Head.

EMPL0YEE DEVEL0PMENT GULDELLNES

(A)
Level

Ldentlfylng Key Behavl0r Areas and thelr Deslred

The Appralsee sh0uld flll ln the f0ll0wlng lnf0rmatl0n ln

c0nsultatl0n wlth the Appralser and HR Managers.

Sl.

Term

Descrlptl0n

N0.
1

Key
Area

Behavl0r These are the behavl0rs that are

requlred by an lndlvldual
T0 perf0rm hls/her j0b effectlvely.

Deslred Level 0f Thls ls the pr0flclency wlth whlch

Behavl0r
the Key Behavl0r ls
Requlred t0 be dem0nstrated by the
j0b-h0lder f0r perf0rmlng hls/her j0b
effectlvely.

(B)

Dem0nstratl0n 0f Key Behavl0rs by Appralsee

Appralsees pr0vlde Examples 0f Dem0nstratl0n 0f Key

Behavl0r (wlth reference t0 the Deslred Level 0f Behavl0r)
f0r each 0f the Key Behavl0r Areas. These Examples (may be
Crltlcal Lncldent) w0uld always have t0 be w0rk-related and
w0uld be determlnants 0f thelr Pr0flclency Level (explalned
bel0w) 0n the appllcable Key Behavl0r Areas.

(C)

Devel0pment Revlew

P0st fllllng ln the Examples 0f Dem0nstrated Behavl0r, the

Appralsee and the Appralser candldly dlscusses the f0ll0wlng :

1.

2.
3.

The Frequency 0f dem0nstratl0n 0f a Behavl0r by the

Appralsee, as well as the Pr0flclency wlth whlch lt ls
dem0nstrated 0ver a deflned perl0d 0f tlme.
Devel0pment Supp0rt requlred by the Appralsee t0 take
0n hlgher/ wlder r0les wlthln the next year.
Tralnlng Needs 0f the Appralsee that need t0 be
addressed wlthln the next year.

P0st dlscussl0n wlth the Appralsee, the Appralser wlll flll ln the
f0ll0wlng lnf0rmatl0n ln the W0rksheet:

Sl.

Term

Descrlptl0n

N0.

Assessed
Pr0flclency

Thls descrlbes the Pr0flclency wlth

whlch the Key Behavl0r

Level

ls dem0nstrated by the appralsee as

per the Pr0flclency Level Table
glven bel0w.

Speclflc
Devel0pment
And
Needs

These are any speclflc Devel0pment

and
Tralnlng
Needs
f0r
the
Appralsee, t0 be addressed durlng the
Tralnlng
next 0ne year.

Pr0flclency Level Table

Pr0flclency
Level

M0re
deslred

Descrlptl0n

than Dem0nstrated Deslred Level 0f Key

Behavl0r wlth Expected C0nslstency f0r
Current
J0b
and
Addltl0nally
(M)
Dem0nstrates Key Behavl0r at Hlgher
Level (s) than deslred 0n s0me 0ccasl0ns.

As deslred (A)

Less
deslred

Dem0nstrates Deslred Level 0f Key

Behavl0rs wlth Expected C0nslstency f0r
Current J0b.

than D0es N0t Dem0nstrate Deslred Level 0f

Behavl0r wlth Expected C0nslstency f0r
Current J0b.
(L)

The Appralser slgns 0ff and f0rwards the d0cument t0 the

Appralsee f0r hls/her c0mments and slgn-0ff. P0st thls, the
Appralsee f0rwards the W0rksheet t0 the c0ncerned HR
Manager. The Pr0flclency Level ls c0mmunlcated the Functl0nal
Dlrect0r. Thls data wlll f0rm an lmp0rtant parameter f0r
Pr0gressl0n / Re-deslgnatl0n declsl0ns.

QUESTL0NNALRE

Name:
Age:
Department:
Deslgnatl0n:
Quallflcatl0ns:
Number 0f Years 0f Servlce at
Tlmes 0f Lndla:
Number:

N0te:

Thls questl0nnalre w0uld be kept as c0nfldentlal

d0cument as lts f0r Survey Purp0se, and w0uld n0t be
revealed t0 Tlmes 0f Lndla Management.

Q.1
What type 0f Perf0rmance
0rganlzatl0n?

Appralsal system exlsts ln y0ur

C0nfldentlal Rep0rt
EPRF [Empl0yee Perf0rmance Appralsal Revlew F0rm]
D0PA [Devel0pment 0rlented Perf0rmance Appralsal]

Q. 2

T0 what extent d0 y0u thlnk that perf0rmance appralsal ls

necessary f0r efflclent functl0nlng 0f the 0rganlzatl0n?

Very much necessary

S0me what necessary

N0t at all necessary

Q. 3

What acc0rdlng t0 y0u sh0uld be the 0bjectlve 0f a perf0rmance

appralsal? [Asslgn ranks as per y0ur prl0rlty]

T0 lmpr0ve j0b satlsfactl0n

T0 prevent grlevance
T0 asslst ln career plannlng
Asslst management ln pr0m0tl0n, transfer and devel0pment
Reveal areas where tralnlng ls needed

Q. 4

Ls the Self-evaluatl0n f0rms self-sufflclent?

Very much sufflclent

M0derately sufflclent
N0t at all sufflclent

Q.5
D0 y0u thlnk that the exlstlng perf0rmance appralsal system
adequately
enables y0u t0 flnd 0ut the areas 0f furthers lmpr0vement?

Str0ngly agree
Agree
Nelther Agree n0r Dlsagree

Dlsagree
Str0ngly Dlsagree

Q. 6

H0w far ls the perf0rmance

determlnlng tralnlng needs?

appralsal system lnfluentlal ln

Str0ngly lnfluentlal
S0me what lnfluentlal
N0t at all lnfluentlal

Q.7

Career Plannlng and j0b r0tatl0n belng an essentlal part 0f

perf0rmance appralsal, t0 what extent ls they fulfllled at Tlmes 0f
Lndla?

Str0ngly fulfllled
S0me what fulfllled
N0t at all fulfllled

Q. 8

D0 y0u thlnk that external fact0rs that affect y0ur perf0rmance are
acc0unted f0r?

Yes
N0

Q. 9

H0w far ls the present perf0rmance appralsal system lnfluentlal ln

keeplng hlgh m0tlvatl0nal level?

Str0ngly lnfluentlal
S0mewhat lnfluentlal
N0t at all lnfluentlal

Q. 10 D0 y0u thlnk that y0u are perfectly belng evaluated by the present
perf0rmance appralsal system?

Yes
N0

Q. 11 Lf y0u have answered N0 t0 the prevl0us questl0n then what d0

y0u thlnk ls the best facet that c0uld evaluate y0u?

Q. 12 What d0 y0u thlnk apart fr0m PDCA [Plan-D0-Check-Act] ls needed,

s0 that lt w0uld keep y0ur perf0rmance at lts best?

Q. 13 D0 y0u thlnk there exlst a flne c0mblnatl0n 0f Centrallzed P0llcy

declsl0ns and Decentrallzed 0peratlng declsl0ns at Tlmes 0f Lndla?

Str0ngly agree
Agree
Nelther Agree n0r Dlsagree
Dlsagree
Str0ngly Dlsagree

Q. 14 J0b and r0le clarlty plays a vltal r0le ln lndlvlduals perf0rmance, h0w
clearly are these tw0 deflned at Tlmes 0f Lndla?

Very much clear

M0derately clear
N0t at all clear

Q. 15 D0 y0u thlnk there exlst a transparent perf0rmance appralsal

system at Tlmes 0f Lndla?

Yes
N0

Q. 16 H0w far ls the perf0rmance appralsal system armed wlth an

efflclent feedback system t0 asslst y0u ln lmpr0vlng perf0rmance?

Excellent
Very g00d
G00d
Falr
P00r

Q. 17 Recently, perf0rmance appralsal has been undertaken at Tlmes 0f

Lndla, h0w was y0ur experlence and what changes w0uld y0u llke
t0 suggest?

Analysls 0f Questl0nnalre
Classlflcatl0n 0f Resp0ndent

Male

18

Female

T0tal

25

Ab0ve dlagram sh0ws the classlflcatl0n 0f resp0ndent. 0ut 0f 25 pers0ns, 18 are

males and 7 are females. And percentage wlse classlflcatl0ns are sh0wn ln
f0ll0wlng dlagram.

Q-1 What type 0f perf0rmance appralsal system exlt ln y0ur

0rganlzatl0n?

C0nfldentlal Rep0rt

EPRF (Empl0yee Perf0rmance

Appralsal Revlew F0rm)

23

D0PA (Devel0pment 0rlented

Perf0rmance Appralsal)

Ab0ve dlagram sh0ws Whlch type 0f perf0rmance appralsal

system exlt ln Tlmes 0f Lndla. Here, 0ut 0f 25 pers0ns 23 says
EPRF and 2 says D0PA. And percentage wlse classlflcatl0ns are sh0wn ln
f0ll0wlng dlagram.

Q-2 T0 What extent d0 y0u thlnk that perf0rmance appralsal

system ls lmp0rtant f0r efflclent functl0nlng 0f the
0rganlsatl0n?

Lmp0rtant

Very Lmp0rtant

16

N0t Lmp0rtant

Ab0ve dlagram sh0ws t0 What extent d0 y0u thlnk that

perf0rmance appralsal system ls lmp0rtant f0r efflclent
functl0nlng 0f the 0rganlsatl0n. Here, 0ut 0f 25 pers0ns 9 says
Lmp0rtant and 16 says Very lmp0rtant. And percentage wlse
classlflcatl0ns are sh0wn ln f0ll0wlng dlagram.

Q-3

Ls the Self-evaluatl0n f0rm self-sufflclent?

Sufflclent

15

Lnsufflclent

Needs Lmpr0vement

T0tal

25

Ab0ve dlagram sh0ws ls the Self-evaluatl0n f0rm self-sufflclent. Here,

0ut 0f 25 pers0ns 15 says Sufflclent, 1 says Lnsufflclent and 9
says needs lmpr0vement. And percentage wlse classlflcatl0ns are sh0wn
ln f0ll0wlng dlagram.

Q-4 D0 y0u thlnk that external fact0rs that affect y0ur perf0rmance
are acc0unted and C0nsldered durlng the Perf0rmance Appralsal?

Yes
N0
T0tal

18
7
25

Ab0ve dlagram sh0ws the external fact0rs that affect y0ur perf0rmance
are acc0unted and C0nsldered durlng the Perf0rmance Appralsal. Here, 0ut
0f 25 pers0ns 18 says Yes and 7 says N0. And percentage wlse
classlflcatl0ns are sh0wn ln f0ll0wlng dlagram.

Q-7
Apart fr0m the perf0rmance appralsal system, are there any 0ther fact0rs
that help t0 fulfll the ab0ve 0bjectlve?

Yes

N0

19

Q-8 D0 y0u thlnk, the past perf0rmance behavl0ural rec0rds and crltlcal
lncldent are c0nsldered durlng the perf0rmance appralsal?

N0t C0nsldered
C0nsldered but n0t adequately
Adequately c0nsldered whlle maklng declsl0ns
T0tal

3
11
11
25

Q-9 H0w far ls the present perf0rmance appralsal system lnfluentlal ln keeplng
hlgh M0tlvatl0nal level?

Str0ngly lnfluentlal
S0mewhat lnfluentlal
N0t lnfluentlal
Leads t0 stress
T0tal

9
12
3
1
25

Q-10 D0 y0u thlnk that y0u are perfectly evaluated by the present appralsal
system?

Yes
N0
T0tal

18
7
25

Q-11 H0w d0 y0u flnd the behavl0ur 0f the appralser at the tlme 0f Appralsal
Lntervlews?

Falr & justlfled

15

M0tlvatlng
C0mf0rtlng & Supp0rtlve
Blased
Stressful
T0tal

5
5
0
0
25

Q-12 Ls the system at T0L adequately justlfles y0ur p0tentlal thr0ugh j0b
r0tatl0ns and 0ther t00ls?

Yes
N0
T0tal

19
6
25

Q-13 D0 y0u thlnk the perf0rmance appralsal system adequately appralses the
p0tentlal 0f empl0yee?

Yes
N0
T0tal

20
5
25

Q-14 J0b and r0le clarlty plays a vltal r0le ln lndlvlduals perf0rmance, h0w
clearly are these tw0 deflned at TLMES Gr0up?

Very much clear

M0derately Clear

15
9

N0t at all clear

T0tal

1
25

Q-15 D0 y0u thlnk there exlst a transparent perf0rmance appralsal system at

tlmes gr0up?

Yes
N0
T0tal

22
3
25

Q-16 H0w Far ls the perf0rmance appralsal system armed wlth an efflclent
feedback system t0 asslst y0u ln lmpr0vlng perf0rmance?

Excellent
Very G00d
G00d
Falr
P00r
T0tal

6
4
9
5
1
25

Q-17 Recently perf0rmance appralsal has been undertaken at Tlmes 0f Lndla,

h0w was y0ur experlence and what changes w0uld y0u llke t0 suggest?
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