ANNEXURE-f

[PERFORMANCE APPRAISAL FORlVl I

FOR

(.BOARD LEVEL EXECUTIVES IN PSU'S)

FOR THE YEAR .ENDING .3_1.3~20~t ....

PERSONAL DATA :

(To be fined In by the Appraisee/Personnel Deptt.)

NAME OF PSlJ:

NAME:

EMPLOYEE N{ili.:

U[SIGNATION :

UNI.T f LOCATION

I Q,tJALIFICATION: (Academie & Professlonal) "1

L ~ ~

DATE Of JOIMNG THE BOARD :

,

DA rs OF BMRTH :

DA IE OF RETIREMENT:

PAST POSITIONS HELD

FRO.M I TUPSUIUNllTI POSITION KEY

LOCATION HELD I RESP'ONSIU,ILITIES

~.~. ---~----~------~~-----~~-------~~---~

I

t=-- -!--------------~~~----------J

PART I : P'ERFORlVJANCE

A : PERFORMANCE .PLAN AND MID 'YEAR REVIEW

Key Performance Areas together with measures/indicators and max. marks to be jointly agreed upon between the Appraiser and Appraisee at the beginning of the review period and then filled in the format given below:

r--. .------~-----~------------------------------~I

P'ERFORMANCE PLAN 1\1[lD YEAR REV IE \V

Key performance Areas

. Measures/ I ndicaters

Maximum Marks

Actual Achievement .(give'-u by appraisee]

Review by Appraiser

2S

1, MOU Performance"

2 .

.,

J.

4.

5.

6,

.,

, ,

8.

Company Rating

Signature of the Appraisee

Signature of the Appraiser (CMD)

B : YEAR ENDP'ERFOIDtIANCE REVIEW

The KP As and measures after incorporating changes, 'if required, will be recast from the previous page and year-end review 'will be carried out.

YEAR-END REVIEW

.Key

Ma.rks "II; Awarded

r erfor nil anee

Areas

Measures! Indlea tors

Max. Ma:rlc.s Aetaal

A.c]rde~velUelil t fgivenl,y Appraiscc)

Review (by Appraiser]

J.MOU Performance

Co. Rating

25

2.

3.

4.

5.

6.

7.

Total Performance Marks fur the year (Proratedto total Marks of 50)

SIGNATURE OF THE APPRAISEE

Tctal Maximum marks

Total Marks Obtained X 50

SIGNATURE OF THE APP'RIASER (CMD)

* The Column ':Vlarks Awarded" win be filled only by the Appraiser (CMD)

~,* To be awarded on the basis of final MOU Rating of the company for that year

PERFORMANCE REVIEW SHEET

'OMMENTS ON PERFORlvlANCE A1ID REVIEW D]SCUSSI0NS IF ANY BY I,

'FRAISER (eNID) INCl)UDTNG NEED FOR TR..AThHNG AND DEVELOPMENT

S[GNA1lJ RE OF THE APPR[ASlER

,P A.RT II ~ COM:PENTENC[ES

(This section consists of functional/technical anti. managerial competencies required for successful performance in the jo b)

Ratings, 1.~2-3~4~5

I.

Jhls~n,ess Environmeat Ku,owl1edge - Knowledge and understanding of economic, legal, soda politicaltrends.

~ .. _ •. ~~';;:":::"":":':::':C:_:_:_:'-'-,,:-=::.:..!C.C=-=-=:':-=-.JC..::.=~:_::.:_:c::,::,:=':"_~-~----:-~--,----~~~-------:--+-~~~~-i

2. FUHction Rebded Kn~wl.edge - Knowledge ·re.~ated to profession as a whole.

Knowledge wh!i ell is determined by authority and resp onsi hi I ity of other pOiSWons,know~edge of mission, valuesand standard operating procedures, policies.

Mald"g Bns~ll!ess Ded.s~on ~ Use bu sines srelated datato support effective an d timely business decisions by *systematkal'ly g'3ithering relevant business in formarion * identity ing the strengths, all d weaknesses ofa part ieular busi ness line *recogl1 ising oppottunitiescr threats OlU] d aeting on them rapid Ily 'I< us in g.

l bus i ness facts co lIoc~din dally deci 8]01'1 rneki ng,

4-

Vision _ Develop a vision for the future of the organization by "grasping the rn ean i ng of trends and interlre ~atio~lIS~] ii ps between the organ izatlo U'li and its environment at the local, national and lnternational level, i.denti.fying fundamental values arid beliefs to gu ide the organ imtioJ:'l. into the futnre,

5-

l Sysf~m.nti" Thinking ,_ [(Jentifying connections betweensnuation s that are not I obv iously rel ated ~ m, ingcom~non sense, past experience snd bas j c ru les to

I identtif.y. key .~lllldeli'iYing.... iSS. 1!lJe._.s *.genet1.'.nting ~nd testing huncheswhich .may exp la.i riCO mp lb •. sitnation s or prob le ms,

6.

N ehvol·ki.ng -.1' 0 C~U lti vate an informa I network wh ich may he! p to get things done through "developing eontaets with people outside of the immediate work I lUI n it '" LI sing networks as a source of informarion aad SIJPPOlt,

7.

j Orgallrisiin:g Resources _. Ensure thaJt alii fi ll'lSilllC i al, personnel anclVor othe-r I resources are iu place to meet needs by ~ ~clentiry~ng<l:lld acquiring the resources ! *aHoGll:tung and utilising the .resources in 11 timely and COSt' effective way "monitoring audcontrctllngall resources required to maintain the effidency of I--~~--+_o_..p __ e_ra_t_j 0 m.l> Mu iti fu nct~ona~ understand i fig.

luspir-e Pen ph~ - To genera\t.e, a Sen Sf: of purpose forth e work done by th e orga,~li isatiorl through instill ing enth usiasrn, :Ioyalzy and comm itrnent alllo'ng ~.rrl!ll members at all levels of the organisations *inspiring. motivating and guiding others toward organlsetioinal goals and objective-s "setting an example for others by behaving lnways that are consistent with espoused beliefs sud values and the oraanisation's vision and direction,

8-

9.

Team Player _ To contribute to gl"OVIP objectives in <'I team eflV~r{)llmetlil' thll"ol.lg;h *coop~:wating and interacting well with others, ccneributing actively and fully to team ptojec:ts,*wl[)rki~g: collaboratlvelyas .opposed to competitively w ithothers, *ackl]owl,edging d iverse op un ion s, addressi ng re I evant con cern 8 and workingtowards consensual solutions t.h~lt enhance the output of the team.

R~ l in g 0 n Com pentene ies (Prorated to 20 marks)

Total of ail ratings x 20 45

PART ~ [II : VALUES

(This section consists of Values. which are to be demonstrated in day to. day activities)

VALUES

RATINGS 1-2-3-4·-5

L

Fairness a Decisions are made objectively. free from patronage and reflect the just treatment of employees and applicants .

2.

Transparency - There is open communication about every aspect of I managerial decisions which concern people.

Trust - T rustwonhiness leading to confidence '" allow staff the freedom 10 grow and develop *Rdate to others on the basis of mutual respect "courage to stand by your convictions.

4.

Caadear - Frank and forthright "Give and receive constructive critieism/snggestinns "openly discuss performance deficiencies and take corrective action *" Appreciate good performance tbe consistent 'in

~ words and deeds * face up 'to your mistake.

5-

Colla b oration - working tandem '* Be open in shari ng i nforrnati on and in seeking suggestlons/opinion=Be sensitive to concerns of others Honour your commitment * encourage team work across departments/function.

6.

7.

Inv·olvement: Total commitment "Be dedicated and committed to work. Build commitment by encouraging wide participation in decision making .pro cess to the maximum extent po ssi ble,

F~exl11imty : A bility to participate and adaptto changing circumstances using soundjudgement, "Be open to accepting new ideas *Be willing to learn from anyone and to do things differently *Be prepared to operate

and adapt to different environmenrs. .

-~Vimngness to ~c.c:ePt Ch.· ~rleDge.: 'fEe williog to' expeliment." Allow I for freedom to fad. but leam.from It tOIO.

9.

Discipline: Adherence to accepted norms * Honours the promises, and adhere to agreed system "respect for others time and space *Exercise se If centro L

w ..

Etlli,eal Behavloar : Demonstrate honesty and sincerity in-every action '* Apply sound business and professional ethics. *Show consistency with JJl'inci p les, values and behaviours.

Ratings on Values (Pro rated to 15 marks)

=

Total of all the Ratings X 15

• 50 .

[

PART' IV: POTENTIAL APPRAISAL

(This section consists of AUrilbutes whk:h_ ,aile to be demonstrated Tn day to day activities, A ttributes would represent the 'core val uesrequired IDO.f Board level positions)

R.ATINGS 1~2-3~4,-5

GENERIC ATTRIBUTES

L

Leadership Abiliti.c:s : Demonstrates abi~ity *for guiding colleetive decision makiag ""for succession planning 'ifCri.s~s Mana:gement and '!jjability ID'tKe risks,

2,

Team Bu:ihJ~ng : Demonstretes effectiveness ~n re- orgamsmg h.is/her own department *Ol<.loag,e diverse and divergent views and group processes without losing, sight of objectives"

13.

Ability to build a Str.ategh: Vis,ioDI : *nem(mstJrfli~es ability to H'lJ31Thage change .. F OCl!lS on lon.g term issues oil; Strategic thinking "Translate Vision into g_OlalS.

. 4.

Busiaess Sense : ;10; Commitment to botsomline resu Its by enhancing revenue generation by addressing interest of customers and stakeholdersv Balanclng need for viable, shed and long term performance ""Optimising unit/ organisation's comribution while supporting Corporate objectives :>I;: Spotting and pursuing new business upportuni ties. wherever possible.

C~lm.mUBlieat1f'D ~lkiUs : Communicate jdeas and. information ~ effectively and lil.l1arrk.etkeypoints effectively M1Il::m,g'l1 public speaking and 'presentation, abHity toconvert ideas through action pian and ens. ure acceptability within the organisation and

performance at Bosrdmeetlngs.

R.aJ[in~ on Potential (Proratedto .~ 5 masks)

'T oral of an tb.e ratings x 15 25

-

.Appn.iser's Comm.ents OM. P!lllt:em1da] Su~ta.MUly

The Appraiser will indicate suitalbWty of the Appraisee for higher Posi ti ORS . or h.orizonta I! movement in different functionslO~satioJils and/or sUltabiHtyforatny specifie or partlcu]a:r I Sector 01' further continuance.

PER.FORl\:1ANCE '&. POTENTIALP'ROFILE

PART-IV

Total MaTts

I: Marks Seered

f'ART-rn

VALUES

t5

PART-I

PERFOR~CE

50

PART-IE

COiVlPETENCIES

20

POTENTIAL

15

TOTAL

1100

Date :

Signature

Name of Appraiser (CMD)I

Date:

Signature

Comments of Reviewing Officer (Secretary)

Date:

S ignature

Comments of Accepting Authority (Minister)

Space for Administrative Use