pms a overview
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Performance
ManagementSystem
An Overview An Overview
OIL PMS
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Performance Management Philosophy
Performance Management Parameters
Illustration of Assessment Parameters
The System
The Appraisal Process
Addendum to PMS
The Evolving Scenario
OIL PMS
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� Aligned To Company¶s Strategy.
� Assess Capabilities And Competence.
� Support Development Of Individual.� Facilitate Empowerment On A Continuous Basis.
� Prepare Leadership Pipeline.
� Synchronize Individual¶s Growth With Organizational Growth.
� Continuous Process Of Identifying, Measuring And Developing
Human Performance
OIL PMS
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� Physical Targets Related To Functional / Business Areas.
� Behavioral Attributes
� Managerial Competence
� Views on Integrity and Sensitivity to Weaker Section
(Weightages Vary With Levels)
OIL PMS
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Business Targets
� Reserve Accretion (total HC)
� Drilling Meterage
� Hydrocarbon Production� Quality of Products
� Environment Management
� Safety Performance
� Cycle Speed
� Budget Utilization / Cost Control
� Training Performance
(A Few are Pre-Agreed for Assessment)
OIL PMS
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Behavioral Attributes
� Team Work & Cooperation
� Change Orientation, Flexibility / Adaptability
� Customer Focus
� Initiative & Drive
� Performance Orientation & Accountability
� Interpersonal Relationship Skills
� Honesty
� Integrity
OIL PMS
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Managerial Competence
� Planning & Organization
� Problem Analysis & Decision making
� Job Knowledge & Competence� Control & Supervision
� Resource Management
� Delegation
� Quality Of Work Output
� Cost Consciousness
� Ingenuity� Development of Self / Subordinates
OIL PMS
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� Annual Assessment Cycle ( Financial Year)
� Finalization Of Targets / Assessment Parameters
� Jointly By Appraiser / Appraisee� Physical / Business Targets
� Time Bound Assignments.
� Behavioral / Managerial Attributes
� Beginning Of Assessment Period.
� Mid Term Reviews And Feedback
� Annual Appraisal
OIL PMS
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� Mid-term review by Immediate Superior (IO)
�Focus on Mid-term Achievements vis-à-vis Targets.
� Mid course corrective measures for delays / shortfalls
� No Ratings done.
� Targets modified, if warranted by circumstances.
� Feedback To Appraisee
Mid Term Review
OIL PMS
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Self Appraisal:
� Submitted By Appraisee
� Achievements vis-à-vis Business Targets
� Time-bound assignments
� Role played in above
� Status of the assignments (at the time of reporting)
� Assistance / Guidance received from Colleagues / Seniors.
� Difficulties / Constraints faced.
� Training during the year (In-house / In-country / Overseas)
� Future Needs For Development.
(This Inter-alia Forms a Basis For Performance Assessment)
Annual Appraisal
OIL PMS
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� Multi Stage Assessment depending on Levels
- Initiation / Review / Next Stage Review
� Performance Evaluation Initiated Based On Self Appraisal
� Each Stage of Evaluation Time Bound
� Minimum Duration of Service Required for Assessment
� Comments And Ratings By IO Communicated.
� Appraisee Free to Dissent / Appraiser to Record Reason
� Reviewer / Next Stage Reviewer Moderate
Appraisal By SuperiorsOIL PMS
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� Five Point Rating Scale: ³5´ - Highest and ³1´ - Lowest.
� Fraction of 0.5 may be awarded
� No points like 3.4, 3.6, 3.9, etc. are permitted.
The scale definitions:
5 - ³Outstanding or significantly exceeds performance standards´
4 - ³Above Average or Exceeds performance standards´
3 - ³Highly Satisfactory or Meets performance standards´
2 - ³Satisfactory or Marginally meets performance standards´
1 - ³Unsatisfactory or Fails to meet performance standards´
Rating Scale
OIL PMS
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The Weightages Of IO, RO, SRO & NSRO For Different Grades :
GRADESGRADES IOIO RORO SROSRO NSRONSRO TOTALTOTAL
H & IH & I 4040 3030 3030 -- 100100
D,E,F & GD,E,F & G 3030 2525 2525 2020 100100
A,B,C,C1 A,B,C,C1 4040 3030 3030 -- 100100
� At Least 03 Appraisers Needed To Initiate / Review For
Moderation Of Scores.
Weightages of Ratings
OIL PMS
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� Strengths and Weaknesses Discussed
� Development Needs Identified
� Job Rotation Need Identified (HR Custodian)
� Training Requirements Prescribed (TNI)
� Adverse Remarks / Counseling
Feedback / Counseling
OIL PMS
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Department of Public Enterprise (DPE) vide its OM No. 2(70)/08-DPE(WC) dated 26.11.2008 prescribed that
Quote
³Each CPSE would develop a robust and transparent PerformanceManagement System. CPSEs would adopt ³Bell Curve Approach´ in
grading the officers so that not more than 10% to 15% executives are
³Outstanding/Excellent´. Similarly, 10% of executives should be
graded as ³Below Par´. Some CPSEs already have a PMS and other
will have to frame a robust and transparent PMS to be able to pay
PRP´
Unquote
Addendum to PMSOIL PMS
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Looking Back, We Ascertain«.
� Performance Appraisal Process In OIL - A Healthy System
� Utilized To
� Evaluate The Individual Performance� Identify Their Development Needs,
� Assess Job Enrichment Requirement
� Affect Inter & Intra Departmental Rotation
� Decide on Annual Increment &
� Assess for Career Progression
Addendum to PMSOIL PMS
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� APR Scores Across Departments And Grades Normalized
� Compensates for Difference in Assessment Pattern.
� A Comparable Relative Performance Metric Created for
Each Grade To Fit In A Bell Curve.
� Performance Related Payments (PRP) made Based onFitment in Bell Curve
Addendum to PMS
Bell Curve Approach
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PMS IN OIL ± AN EVOLVING PROCESS
A Robust & Healthy PMS In Place
Periodic Reviews To Update / Keep Pace With Change
Measuring And Rewarding Performance - A Key Requirement(2nd PRC)
Time & Objectivity Of Assessment Extremely Critical
Need To Transform Current PMS To On Line System
Internal Task Force / TrainingReputed Consultant For Upgrading (BSC Based) PMS
Going On-Line
OIL PMS