Title - The ‘People’s CEO; Managing Human Resources strategically at Daily Bread

Authors - Christo Fernandes

Faculty, Goa Institute of Management (GIM) , Ribander ,Pin-403006, GoaE mail- christo@gim.ac.in

Som Sekhar Bhattacharyya Faculty, National Institute of Industrial Engineering (NITIE) , Vihar Lake, Pin-400087, Mumbai, MaharashtraE mail- somdata@gmail.com

Tamara Ann Falerio Master of Business Administration Degree, Department of Management Studies, Goa University, Goa.E mail- tfaleiro@gmail.com

Abstract:- This case is about the story of Mr Inam Abul, Chief Executive Officer (CEO) of Myles High who has started a bakery products outlet in Panjim Goa, but with a difference. The case talks about the process of setting this store and the difficulties and challenges faced. Further the case describes how Mr of Mr Inam Abul is strategically getting and managing the Human resource and the new challenges he faces both in the short as well as in the long run.

“Hiring has been incredible!!... We have gone right!!”Inam Abul

Myles HighJune 5, 2009 as the pre- monsoon showers hit the state of Goa-India Inam Abul, Chief Executive Officer (CEO) of Myles High sat in his office situated on the 7 th floor overlooking the panoramic view of the city’s business hub. Goa heralds the first rains which quenches the thirst of the parched dry paddy fields, giving way to sprouted greenery and scenic beauty. Goa is a tourist destination for those seeking sun, sand and sea, and the onset of the monsoons marks the beginning of four months of “off season” when business related to tourism slackens. While the rain poured down in torrents, Inam thought to use this time wisely to focus on the development of building people skills to attract wide range of customers. “We are not here to plough the market... off season is the time for reaping”Company Background:

The tiny state of Goa for years has enthralled tourists from all over the world and is considered as a holiday destination in India. The state blessed with opportunity has provided ample scope for the hospitality industry to thrive and emerge as one of the major industries in Goa.

Myles High Hotels & Towers Private Limited a 100% Goan Company owns and operates numerous hotels and commercial properties in the state. Myles High according to Mr. Inam is ‘miles’ ahead in setting standards in the industry through dedicated service and quality control.  The company strongly believes in setting benchmarks in the industry so as to provide high quality service to its customers. As Inam quipped, “By striving to anticipate

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customer expectations, we have to carve a unique niche for ourselves in the hospitality sector of Goa.” With a customer driven approach the company accords top priority in ensuring total customer satisfaction. According to one of the managers, the past few months have seen an increased focus towards attaining greater heights. This is being driven by the largest single- most strength- the employees. Myles High runs and operates different business verticals. This has been shown in figure-1.

Figure 1: The business verticals

The Myles High Corporate Hub, a prestigious project of the Company in Goa, is the one-stop-destination for corporate giants to set up their business all under one roof! Custom- made to suit the requirements of the corporate houses; this is a first of its kind project in Goa and is the best bet for corporate houses to set up their offices and enjoy the benefits that come with it. Taking the additional step to find out and understand the needs of the people, this interaction brought about a way to be unique in the market. Tailored made products as desired by the customer like works space, ergonomics and furnishings is fine tuned to suit the budget of each customer thereby adding value to the whole proposition.

Myles High established its name in the hospitality industry in Goa owning and operating hotels and commercial properties. The hospitality industry boom in Goa has opened the doors for many giants in this field of hospitality and one can notice a beeline to establish their brand of hotels in Goa. The Myles High Hotel and Towers, realizing the potential of growth in the hospitality industry offers a top notch hotel in Goa. The Four floor hotel with modern amenities and state-of-the art facilities is now coming up at a village in South Goa to cater to the vast number of national and international tourists. The basic idea behind this business is to provide facilities which are on par with the best in the industry. “We have made a beginning in the right direction” confidently stated Inam as he went about giving a brief of the company.

The serviced apartments business has been the recent attraction in the last few years in Goa, a tourist destination. Goa caters to the leisure as well as business travelers. Myles High sees ample scope for development keeping in mind the sizeable tourist arrivals in the state. Myles High Serviced Apartments offer well-furnished residences with all the essential in- house facilities such as well-equipped kitchens, a gymnasium, housekeeping, laundry, in-house pantry service and other services. Serviced apartments make one feel at home by providing comfort and convenience and Myles High has embarked upon providing ‘a home away from home’ to people when they visit the city on business or family holiday.

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Myles High Hotels and Towers Pvt.

Ltd

Myles High Hotels and Towers Pvt.

Ltd

Myles High Corporate Hub

Myles High Corporate Hub

Myles High Health Concept Pvt. Ltd

Myles High Health Concept Pvt. Ltd

Myles High Hotels and Towers

Myles High Hotels and Towers

Myles High Serviced Apartments

Myles High Serviced Apartments

Looking to diversify in business the company decided to channel its activities into franchising.  Myles High Health Concepts Pvt. Ltd. has been working since its inception, to ensure safety and quality of food products in which they specialize. It is a well known fact that food and health are closely related. With that in mind, the company has brought out an innovative concept to the Goan market with primary focus on quality and health aspect. Myles High took on the initiative to start and run the food franchise ‘Daily Bread’ which was the best step taken on their part. At Myles High the basic truth that ‘Good and healthy food is considered to be the best way to maintain a healthy lifestyle’, is a focus well articulated in action. Daily Bread has set up a see- through bakery and open kitchen with glass display counter and cabinets wherein the customers can see how their order is prepared. In addition, neither preservatives nor chemicals are used to modify the shelf life of the products.

Under the able and dynamic leadership of their Chairman Andrew Dias of Myles High adheres to the highest ethical standards in conducting activities with integrity, respect and fairness. Would the help from a team of dedicated and motivated professionals help? Would they see themselves in carrying out and executing tasks that the company has set for itself?

Daily Bread: The start of a business

Daily Bread, established in 2003, is an associate company of Britannia Industries Ltd., one of India’s largest fast moving consumer goods (FMCG) companies. At present, it supplies bakery products to a wide spectrum of Institutional clients and operates 36 outlets spread across Bangalore, Mysore and Mumbai.  Myles High, grabbed the opportunity to take the franchise of this reputed company and pre- eminent brand in the bakery sector in India, and has now become the Master Franchise of Daily Bread. This move has been beneficial for the Company to create a strong foothold in bakery sector in Goa. The franchise business is a proven concept of a ready business with minimum investments and minimum risks. The Daily bread franchise in Goa offers a high return on investments to the franchisee. It provides an opportunity to take up an already established brand. Daily Bread / Daily Brew / Deluca’s, in addition to selling innovative products introduced by the Company every now and then.  Table 1 shows the product list of the vast array of food items available at Daily Bread. It accords top priority to hygiene and quality control in all the product range. CEO Inam Abul self-assuredly articulated: “We are following a simple policy of dealing with only those products known for their quality and hygiene.  It is this policy which prompted us to take the dealership of Daily Bread as a franchise.” 

Specializing in Hospitality Management with requisite qualifications and experience, Inam is an extrovert, open to change and reliable. With excellent people skills and positive attitude, the motivation, commitment and hard work he projects makes him a CEO with a difference.

Inam previously worked 11 years in the United Kingdom and was back in India in the year 2006. Settled in Bangalore at that time, he approached Andrew. Andrew, a visionary wanted to set up a state of the art bakery, and Inam was keen on taking it on. Introspecting on his growth plans and interest, he always knew there was no place that would provide better opportunity than Goa. The Goan market he felt was a diversified one. Both foreign and domestic tourists love the place and frequently visit during the months of September to May. Many businesses in the hospitality sector start off but the approach followed by them is very different to the one Inam believes and adopts. These businesses work on the principle of first starting then work around their market to be targeted thus charging varying rates for their service. Inam truly believes in looking at the basic customer first and then build around that, and sees no need in charging a premium.

The Goan culture is very easy going and relaxed. A native of West Bengal (India), Inam found surprising comparisons between the two states. The comforting feeling of these

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similarities helped make a decision as to where he finally wanted to settle. Goa was always the home for him and this feeling made him come back to Goa, India in June 2008.

Andrew Dias worked for a royal family in Bahrain, UAE. The time spent over there helped him in making good savings. With time and money in hand, he bought land and property in Goa, the first investment being made on a property where now stands the building -Myles High Hotels and Towers. Located in the capital city of Panjim amongst the hustle and bustle, no other place deemed more suitable and profitable. At the project stage itself, Andrew was approached by people who were keen to purchase office space. He visualized Myles High buzzing with business activity. He had a strong desire to use the resource available and direct it towards measurable results and then plough it back in a society where he considers himself at home. Hence he decided not to sell the property but instead work in a direction of getting to lead a business hub. Andrew was looking for the right person, an individual who would direct the business along with his people. Andrew therefore forfeited selling his property for expanding his business into the hospitality sector.

Inam with his experience in franchising was earlier a business advisor for Andrew. Andrew realized that Inam had all the skills to move a team effortlessly. Inam was the right choice! When Inam talked over the business proposition with Andrew the deal was clinched and for Inam it was dream come true for Inam. He always wanted to start a business of his own from nothing and take it forward with the right team.

Bracing for the journey ahead, Inam was faced with critical decisions that had to be made. What are the plans? How much financial aid is required? How do I set my goals and target, Recruit the right people, set up processes and procedures? Well, at the end of it, all that Inam could think of was “Build a self sufficient business”. This according to him was the focus and he moved towards this direction.

Having being employed with United Pizza Restaurant, Bangalore- India, as the Country Sales and Franchising Manager he gained skills in all aspects of franchising right from module development to networking in the market.

Setting ground

Inam’s journey is akin to a ship sailing through the wide open sea with him at the helm. He needed people to handle the operations. His journey ended when he dropped anchor by using his franchising skills to start the business of bakery products. He realized that FMCG dealt heavily with people’s attitude and customer relations. However since the business was just in the initial stage, it was noticed that Inam took small measurable steps while selecting the right people for the right job. The teething problems slowly began to diminish as people fell in place doing their jobs as directed by the management of Myles High. As one of the first employee recalls:

“When I came to Daily Bread, I did not know whether I would survive in this Industry. We were totally new in the set up and I was anxious about the other players. But when I began working in this place there was one man who gave me the full support and confidence and that is Mr. Inam Abul who at every step of my career at Daily Bread, has given me the love of my work and the passion of Human relations.”

Every step taken by Inam has led the entire team to develop soft skills thereby making them customer focused, approachable, hardworking and willing to learn. Every individual that has been recruited may not be brilliant, but each one certainly is a team player. And so, the entire team at Daily bread is a mix of different diverse cultural individuals who work towards the baking and making of Daily Bread- an experience to savour.

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Daily Bread operates as the master franchise and also makes and sells the products to Institutional clients in Goa. In marketing the operation of daily bread, Inam was meticulous in locating the right radio channel to penetrate the market. “The strategy was to carve a niche rather than reach out to the larger population” said Inam. Radio indigo 91.9 fm was a clear road to reaching out to the people of their target market. Tackling a one level market was the right move. The mid size market segment of Goa was the ideal match following suitable prices. A marketing plan from city to city differs. What Daily Bread uses in Bangalore cannot be used in Goa. To penetrate the Goan market, one has to know who forms the ideal customers. Approaching people who are open to ideas seemed sensible rather than everyone. The success to the Goan market is when two important factors are in favor to the people-“affordability and accessibility”. Although time was well spent understanding the Goan customers and their needs, relationship building was the leap forward. Every Goan has an intimate affinity and love for bread. Hence every Goan would never be tired of eating bread and standing by it. However within the global scenario of business, the Daily bread concept is a niche separating and differentiating it from the traditional bread seller. Hence, apart from affordability and accessibility the success of this business was customer relations.

The master mind behind an efficient and effective system, Inam is versatile. Open to criticism, he always welcomes new ideas which can be implemented to the smooth functioning of the system. “Our vision is to deliver consistent and top notch quality service with a professional touch. Setting benchmarks and strictly adhering to these standards is our mission!”

With a wide customer base timely delivery, good quality, and customer satisfaction is what he believes are the key factors for running a business successfully. The company is founded on the principles of basic knowledge of harnessing human potential and equality. Reflecting on the understanding that good service and adherence to standard quality are the key factors to achieve high levels of performance, and gain wide acceptance, the determination on Inam’s face was sufficient to say it all. This combined with other equally important factors like years of experience in the field, dedication to provide exceptional service in the industry and attention to minute details have propelled the company to kick off with success. A man with skills and abilities in Hotel and Restaurant management with the added skill of opening and setting up experience, no one could even begin to doubt the wonders being created by him in his work. And with a knack in training, development and manpower management, one could only expect to see joy at workplace within employees like never before.

Inam steps forward

A man of virtue and compassion, Inam looked at business from two sides, the customer and his people. One of the benefits of taking a business from scratch is the ability to mould just about anything and everything in a manner appropriate. Building people is what Inam strongly put forth in the organization. The activities undertaken at Daily Bread are purely from the people’s perspective. The recruitment philosophy followed by Inam is on getting not necessarily the best from the industry but more importantly the fresh minds! One could express surprise towards his take on the recruitment, but how every great decision as an equally stunned logic behind it, the same goes here. Inam believes that a company would perform better not because it has the best, but because it has those employees that are more open to learning and delivering thus bringing out the best in them. He adds on to say:” It gives them the position to innovate and learn from experience.”

The recruitment policy at Daily Bread is managed through the process of Chronological In-depth Structured Interviews (CIDS). As the name states, the potential candidate is interviewed on the basic of their background at school and work place. This interview is based in a structured and systematic style to capture not only skills and talent but to also

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find out the response patterns of the candidate. The results delivered by the CIDS interview means longer tenure for the person hired, consistency in work place, and a steady incremental improvement and more over keeping loyal and happy customers. This has offered him large benefits with high retention rate. In fact, Inam states “Since the inception of Daily Bread, only two employees have left the organization due to job opportunity overseas”.

The retention policy at daily bread is based on performance and incentives. Apart from just grading an employee on his performance, every employee is constantly observed and mentored to the process of feedback. In order to manage this entire process Inam has appointed a people centric in-house manager who draws the same thread of philosophy as the chairman and CEO of Myles High. In fact, the extension of Inam is seen through the work of Mathias who has made every possible move to mentor his entire team of employees at the production as well as the customer- relationship level.

The practicality of Inam can be well brought to notice by his ways and initiatives in developing his people. In the best way possible Inam says: “I can’t give my staff Ambassador Car parts and ask them to build a Mercedes.” Inam believes in creating benchmarks as it will bring out the best in the working of the people. Once a sustainable system is created there is no looking back. “Every two steps I take... I have to stop and gather my thought… but then I have to move forward and I have to make my people move with me… ”

The company provides initial and on- going training and support to its people. Emphasizing on team work, a feeling of togetherness and openness is instilled among all the employees at different levels. On the Job training is mostly done so that one learns from his mistakes. It also offers well organized marketing and operational support at all times.

The employees at daily Bread are natured and developed at every step of their way. Inam believes that with a flat organization in place (Exhibit 3), the people approach is at a comfortable level and the relation built out of it results in good performance by the employees which in turns reflects on the overall performance of the Company. Inam has introduced an appraisal system and believes that great success lies behind this system. (Refer to Exhibit 4, 5 and 6) Understanding the people forms the base and once the base is firmly set only then can one build something sustainable.

Human Intervention and in perfection of delivery

The entire service delivery depends on the visiting customer and the outside customer. Exhibit 7 shows the service cycle of Daily Bread. All the orders that are received from the clients (Table 2) are received daily from 6pm to 8pm. Orders received are then formulated and compiled by the outbound manager who is the one point contact of this business. This enables centralization of decision making leading to pro active decision making and minor changes in the entire service delivery cycle. The production is divided into four departments namely a) Fillings (Sandwiches), b) Indian snacks, c) Patisserie (cakes, pastries and cookies) and d) Bakery items.

Once the orders have been compiled, the outbound manager breaks down the entire requirement and divides it among the production departments. A team of three bakers and two patisseries work in the night shift and keep the entire production available for dispatch at 3.59am. At 4 am the outbound manger enters the production department and divides the entire order based on clients and location of delivery. Required delivery challans are then prepared and handed to the delivery boys by 6am. Two drivers are assigned to look after the delivery, namely in the North and South of Goa and the delivery of all products completes exactly at 10.30 am. Should there be any cause of damage the products are returned to the

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production unit and the necessary adjustments are made in the following days billing cycle. The above cycle is based on team work that makes instant decisions in the absence of the CEO.

Culture: A day at Daily Bread

The focal culture at the daily bread is that of a big family. The work culture is one of great freedom, flexibility and learning. All the boys working in this unit come in from different walks of life and also have a diverse culture which adds to the challenges at the work place.

The philosophy of Daily Bread lies solely in grooming, training and mentoring the staff in expected standards of hospitality by the in- house manager. In short the in house manager is seen across as a big brother. The role of the in house manager is one that takes care of the overall functioning of the unit but specifically pays attention to the training needs of the staff in dealing with every customer’s need.

The philosophy of the people’s CEO connects with an experiential evidence of harnessing human potential as a strategy to retain and expand business. Inam felt the innate desire to extend his people philosophy by getting in the right people. He felt that the business would run smoothly only if the people were rightly directed and cared for. In a quick decision Inam recounts his experience sitting in the Myles High Lounge where he saw Mathias dealing with a critical customer problem. Inam was completely impressed with the approach of Mathias that he suggested to him to join immediately the Daily Bread team at the Myles High Corporate office. “In making decisions about people you need to blink your eye and see the truth in action “said Inam. Hence from then on, Mathias has been the extension to the philosophy and mind map of Inam.

Mathias narrates the perspective of a family feel within the work culture. “I treat all my boys equally and there is no room for bias and prejudice” says Matthias. The Daily Bread unit functions like a team with its head held high with lots of confidence and support generated by the unit manager. There is an instance wherein one of the boys responded coldly to the customer without any intention. The customer therefore reacted negatively and shouted at the boy. The in house manager rushed to the scene and calmed the customer by talking to him politely. On seeing this, the boy was amazed at the impact of the approach of the in house manager on the customer. As a natural reaction the boy understood the situation and offered to apologize. This incident narrates Mathias, helped the boy learn how to deal with a customer and how to trouble shoot in times of crisis.

“I keep a briefing every day. If they are not confident the boys are told to observe me…watch what I do and I give them the space to adjust and be comfortable with it. This way they can learn new ways of dealing with people.”

Regular feedback is given to the boys. As one manager said “As Inam is with me, I am with them. If I am doing something wrong, I should be open to correction and similarly if I have done something good, I would like to get acknowledged for it. If I want it, my boys should also want it. This way they learn and grow and the work improves….”

People who visit Daily Bread feel like they are at home requesting for a sandwich and sipping on a hot coffee in their living room. In fact the entire experience is like that of being at home but with an expanded hospitality and comfort. This is the basic culture for the inside customer as well as for the outside customer. One employee and one customer together remarked “This is a family with a difference…it does not allow for insensitivities.” In short it is a professional family with a touch of home.

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New Institutional Client

Sunflower Restaurant

Ginger Tree

Marigold Hotel

Suncity Resort

Foodland

Delhi Darbar

Moti Mahal

Path way to the future

Inam hopes to move in steps rather than leaps, but is apprehensive and cautious. He hurriedly ran to the car in the pouring rain and slowly wound his way out onto the highway where he got caught up in traffic jam. As he waited for the congestion to ease he reflected on the future of the company and the plans that lay ahead. The company plans on opening a 10000 sq ft state of the art bakery unit in Kundiam Industrial Estate, Goa and 20 outlets in next five years. It also intends on opening 10 wholesale bakery production units and 200 retail outlets in the top 10 metros in India including Goa, over the next 3 years. He needed to focus on the strategic plan specially regarding HR in the days ahead to get these projects rolling.

Table 1: Daily Bread Product List

Table 2: Daily Bread Clientele (Goa)

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Existing Institutional Client

Toastz

Cravings

Salmon Fresh

Café Coffee Day

Lemon Tree

Stone Baked Artisan Style Breads Masala LoafPanini Herb & PestoSan Francisco Sourdough LoafParisian baguetteItalian bell pepper and herb toscanne loafCiabatta - black olivesFocaccia onion and sundried tomatoes

Country style health breadsHealthy whole wheat breadSpinach loafGerman root baguetteMuesli sliced breadMultigrain loafGerman Sour rye loafHigh fibre fruitti fit loaf

European sandwich breadsEnglish premium butter breadMilk sandwich loafBrown sandwich loafWhite sandwich breadBrown sandwich breadFrench village sliced breadMediterranean sliced bread

Hi teas breads and French briochesMilk and honey plaitChocolate briocheWelsh fruit loafAlmond and raisin brioche

Assorted breadsPizza baseMumbai Butter pavMumbai whole wheat paoBuns flavouredSubmarine rolls / Hotdog rollsBurger bunsBuns plainMethi, Aijwain and haldi loaf

Curry leaves and mustard seeds loafCheese and garlic loafBread crumbs

Quiche & SliceChicken 65 PieVeg. Country Style Quiche – Slice

Rosemary Chicken Quiche -

Slice

Breakfast & Tea SpecialCookies - Ginger ChipJam Filled / Sugar Cinnamon donutBanana Walnut / Marble SliceCookies - Chocó Chip / Oat meal RaisinChocolate DonutFruit Cake SliceRaisin & Walnut DanishChocolate CroissantsCinnamon TwistsCheese StrawsChocolate twistsCinnamon BagelsOnion BagelsCroissants PlainDonut ChocóChocó chip muffinMuffin plainCookies Chocó chipGinger chip cookiesOatmeal cookiesLuxury European Cakes (one Kg)Pineapple Fresh Cream GateauxBlack Forest GateauxSeason's Sensation (Fresh fruit & Cream)Dutch truffle

SavouriesVegetable Money BagVeg. PuffKheema SamosaPaneer CrossantApple DanishCheese & Mushroom DanishShangai Chicken croissantChicken Danish pizzaChicken masala Danish

Parisian and Viennese pastriesBelgian Pralines and TrufflesApple Crumble (eggless) /Apple PieBlack Forest SliceStrawberryMochaFresh Fruit and cream PastryMille Feuille - Lychee (Eggless)Chocolate CharlotteClassic OperaDutch TruffleSocher TorteTiramisu in Chocolate TortFruitta TiramisuBlueberry Cheese Cake

Exhibit-1 Interiors: Seating and food display

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The Daily Bread Franchise in Panjim, Goa

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

Exhibit-2, Myles High Corporate Hub: Office of CEO Inam Abul

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Exhibit 3: Meet the Myles High Team

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Exhibit 4: Employee Evaluation Form

NAME OF THE EMPLOYEE: ______________________________________________________________ DESIGNATION: __________________________ PERIOD OF EVALUATION: ___________ TO __________ DATE OF EVALUATION: _______________________

CORE PERFORMANCE COMPETENCIES

RATING SCALE COMMENTS

BELOW AVERAGE MEETS EXPECTATION EXCEEDS EXPECTATION

JOB KNOWLEDGE 1. 2. 3. 4. 5.

PRODUCTIVITY 1. 2. 3. 4. 5.

TEAM WORK 1. 2. 3. 4. 5.

QUALITY OF WORK 1. 2. 3. 4. 5.

COMPLETES TASK ON TIME 1. 2. 3. 4. 5.

FLEXIBILITY 1. 2. 3. 4. 5.

LEADERSHIP SKILLS 1. 2. 3. 4. 5.

PROBLEM SOLVING 1. 2. 3. 4. 5.

GUEST/ CUSTOMER RELATIONS

1. 2. 3. 4. 5.

CREATIVITY 1. 2. 3. 4. 5.

DEPENDABILITY 1. 2. 3. 4. 5.

ATTENDANCE 1. 2. 3. 4. 5.

INITIATIVE 1. 2. 3. 4. 5.

ETHICAL CONDUCT 1. 2. 3. 4. 5.

CO- OPERATION 1. 2. 3. 4. 5.

COMMUNICATION 1. 2. 3. 4. 5.

Signature of Evaluator Signature of HRD Signature of HOD

Exhibit 5: CIDS Interview worksheet

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CIDS Interview

Work History Form:

1. Employer Starting date:_____________________ Ending date:_____________________

2. Type of business: _______________________________________________________________________3. Designation/ Title held:_________________________________________________________________4. Starting salary: ________________________________________________________________________

Salary till date of leaving: _______________________________________________________________5. Expectations: __________________________________________________________________________6. Responsibilities/ Accountabilities: ______________________________________________________7. Major challenges faced:_________________________________________________________________8. Accomplishments:_____________________________________________________________________9. Failures/ Mistakes: _____________________________________________________________________10. Most enjoyable moments: ______________________________________________________________11. Least enjoyable moments: ______________________________________________________________12. Talent: _______________________________________________________________________________13. Reason for leaving: ____________________________________________________________________

Threaten of Reference Check (TORC)

1. Supervisor name and designation: _______________________________________________________2. Where now/ permission to contact: _______________________________________________________3. Last appraisal of supervisor: (date)

His/ her strengths: ____________________________________________________________ His/ her shortcomings: ________________________________________________________

4. Best guess as to what he/she really felt at that time were your- Strengths: ___________________________________________________________________ Week points: ________________________________________________________________

5. Overall performance rating: ____________________________________________________________

Exhibit 6: Self Appraisal

SELF APPRAISAL

Department: D.O.B:Employee Name: D.O.J:

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Designation:Period of Appraisal:Appraiser Name and Designation:

Objective: This appraisal is to facilitate a formal discussion between Employee and appraiser concentrating on performance since last appraisal/ Date of your joining, achievement of key objectives, agreeing future key

objectives, identifying future training needs and career aspirations. Note: You can use extra paper to write your comments

Employee Comments:

1. List the major activities, tasks and objectives set by yourself and your team lead over the last year.

2. Specify what you feel you have met or exceeded the above targets and reasons why. What % would you give to yourself?

3. Specify job requirements, above targets you have not met and the reasons?

4. Mention specific areas you are excellent and the contribution is 100%.

5. In what specific areas/ skills would you like to improve your job performance?

6. What are the additional roles you can take up and how can you justify that?

7. What job/ skills- related goals would you like to accomplish in the next 3 months? Goals Target Date Remark

Employee signature: ___________________ Appraiser Signature: ____________________ Date: ____________

HR Department: _______________

Exhibit 7: Client Servicing

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References –1)- Interview and interaction with the owner

2)- Interview and interaction with the and employees3)- Interview with select customers

4)- Unpublished Company documents5)- Company circulars and internal reports

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