PERFORMANCE APPRAISAL

AT NDPL

By:
Kratika Rathi (027)
Shilpa Deshwal (047)
COMPANY PROFILE

 North Delhi Power Limited (NDPL) is a joint

venture between Tata Power Company and
the Government of NCT of Delhi with the
majority stake being held by Tata Power. It
holds a major part of North & North West
Delhi and serves a populace of 50 lakh. The
company started operations on July 1, 2002
post the unbundling of erstwhile Delhi Vidyut
Board with a registered consumer base of
around 10 lakh and a peak load of around
1180 MW.
 WHY PERFORMANCE MANAGEMENT
??????

 Setting objective performance criteria.

 Evaluation of individual performance and
competencies.
 Career Development : to provide data for
developing Career Development Plan based on
evaluation of individual.
 Reward and promotion : to provide data for future
job assignment and compensation.
 OBJECTIVES OF PMS AT NDPL
The PMS of NDPL seeks to fulfill the following objectives:

 Assess the current level of job performance

 Counsel the officer on areas for improvement and ways
to address them
 Assess the training and development needs.
 Identify potential for undertaking higher responsibility.
 Develop a system of increment and rewards based on
performance.
 Productivity improvement resulting in value addition.
PROCESS
 METHODOLOGY
 The Talent Management Group, under
Corporate Human Resources Department
initiates the administration of the annual
performance appraisal. The time frame for
completion of various procedures in the appraisal
process is conveyed to the appraises,
appraisers and the reviewing officers along
with the distribution performance appraisal
forms.
 Salary increments of employees under NDPL
structure are considered based on performance
and decided by the management once in a year
effective from 1st of April.
 CONTD.

 The assessment cycle is from April to March.

 The appraisal is done based on rating
method. The following rates are generally
used:
1 2 3 4 5

Excellent Very Good Good Average Below

Average
 CONTD.
Assessment Grade:
 Excellent: goes beyond expectations of job, takes
initiatives and is keen to improve work processes.
 Very Good: meets all expectations of job, is
systematic and quality conscious.
 Good: meets expectations of job. Needs guidance &
certain amount of follow up in order to achieve
targets.
 Average: Meets most expectations but on regular
follow ups.
 Below average: Continuous denial of taking
ownership, misses timelines.
 CONTD.
Overall rating & remarks of appraiser

 Has s/he been responsible for any outstanding

work during the period under review meriting
special commendation, if so what?

 Has s/he been reprimanded for indifferent work or

for other cause? If so brief particulars may be
given.

 Any other remarks on overall potential / need for

multitasking / proposing job rotation / change in
job profile.
 CRITERIA FOR EVALUATION

 The following factors are considered to

evaluate individual performance:

Part I: KRA’s Evaluation

Part II: Competencies Assessments

Part III: Organisational Values

 PART I : KRA’S EVALUATION

 Quality of Work
 Quantity of Work
 Job Knowledge
 Dependability

 Ability to improve
 PART II COMPETENCIES
ASSESSMENT

 Organization
 Problem Solving
 Customer Service
 Initiative
 Creativity
 Adaptability
 Interpersonal Skills
 Communication Skills
 Technical Skills
 PART III ORGANIZATIONAL
VALUES

 Integrity

 Understanding

 Excellence

 Unity

 Responsibility
 DIMENSIONS

 Promotion

 Career Planning
 Training

 Job Rotation & Job Enrichment

 Mentoring

 Reward & Recognition

 PROMOTION
 The guidelines for awarding promotions in NDPL
are based on the following objectives:

(i) To provide opportunity

(ii) To provide a clear career ladder
(iii) To ensure consistency, fairness, uniformity and
transparency
(iv) To provide internal growth

  In the context of the above objective, promotion

in respect of employees in NDPL- FRSR structure
is regulated as per the R&P rules. In respect of
NDPL structure, employees’ promotions are
purely on merit and based on vacancies.
 CAREER PLANNING
 Defined career paths for growth of employees
under NDPL-FRSR and NDPL structure.
 Immense opportunities to learn and develop
 Ensured that employees’ progress at a desired pace
in their careers.
 Officers:

(i) Competency evaluation

(ii) Performance
(iii) Cross functional exposure and HR intervention
(iv) Assessment centers to identify the potential and
development needs
 Supervisory and staff cadre:

(i) Skill evaluation

 TRAINING
 Workshops and training programs (functional as well as
management/ supervisory areas).
 Sponsorship for in-house as well as external training
programs.
 The Performance Management System as well as the
feedback given by employees from time to time is
used for capturing the training need requirements of
employees.
 Training programs are undertaken for learning the best
practices so as to enhance their skills and
competencies.
 Training programs are evaluated regularly to ascertain
the value being added to the employees as well as the
organization.
 THE ULTIMATE GOAL OF TRAINING IS TO IMPROVE
CUSTOMER SATISFACTION THROUGH REDUCTION IN
COST OF DELIVERED POWER, SUPPLY OF RELIABLE
AND QUALITY POWER AND IMPROVING LEVELS OF
EFFICIENCY AND ACCOUNTABILITY.
 JOB ROTATION & JOB ENRICHMENT
 Job rotation is a tool to develop individuals by providing an all
round exposure to various departments and functions. NDPL
provides maximum possible exposure to all employees for
their overall development and growth. While carrying out
employees’ job rotation, the desires expressed by individuals
for job rotation through their appraisals is also considered
when a particular position is vacant.
 Employees are assigned tasks in addition to their normal job
description as a part of job enrichment, so as to make their
job more fulfilling and meaningful and also to equip them to
cope with future
challenges.
 MENTORING
 The mentoring process links an experienced (mentor)
with a less experienced person.
 It facilitates an environment in which the mentee grows
both professionally and personally.
 The mentoring process requires that the mentor and the
mentee work together, to reach specific goals and to
provide each other with sufficient feedback to ensure
that these goals are reached.
 Participating in a mentoring program requires
commitment and hard work.
 Mentoring is used in NDPL in conjunction with training,
special assignments, cross training, and other learning
opportunities for integrating employees into the
workforce.
 REWARD AND RECOGNITION

 The Reward and Recognition scheme recognizes

individual as well as team contributions of the
employee(s) in achieving objectives of the
organization and rewards deserving employees.
 EMPLOYEE PERFORMANCE APPRAISAL
FORM (NON EXECUTIVE)
 Help in the overall assessment of work & behavior.
 The Performance Parameters are as follows:

(i) Job knowledge (viii) Dependability &

(ii)Timely completion of confidentiality
work (ix) Loyalty & Integrity
(iii)Planning & organizing (x) Adaptability to change
(iv)Communication (xi) Punctuality &
(v)Work commitment & attendance
attitude (xii) Team Player
(vi)Safety consciousness (xiii) Interpersonal
(vii)Comprehension of Relationship
Superiors command (xiv) Analytical skills
 CONTD.
Specific areas of improvement (by
appraiser)
 
Training & development needs
assessment
 Behavioral

 Technical