01 PMS Awarness Programme

17th January, 2012 – Lanco Hills

PMS 2011-12LEO FRAMEWORK3600 FEEDBACKLEARNING ACADEMY

Welcome Awareness Session

Our Mission

Development of Society through Entrepreneurship

Our Vision

Most Admired Integrated Infrastructure

Enterprise

Our Values

1. Integrity

2. Humility & Respect

3. Organization before Self

4. Achievement Drive

5. Positive Attitude

6. Accountability

7. Teamwork

8. Innovation

PMS @ Lanco

PMS – Purpose

Appreciate the Significance of PMS in making Lanco an HPO

Develop a Common Understanding of the PMS System

Enable Effectiveness in the Implementation of the PMS

Enhance Individual Performance by carrying out the appraisal

through a process of Mutual Discussion

PMS - Objective

Provide feedback and review employees’

−KRAs Performance

−Potential on Competencies and

−Behaviour on Values

Identify Training & Development needs required to develop

skills/competencies for enhancing performance & potential

Set performance expectations for the next year [KRAs,

Competencies & Behaviour]

Performance Appraisal?

Evaluation Goals To let employees know where they

stand

To develop valid data for pay and

promotion decisions

To deal with unsatisfactory

performance

To help the company make retention &

discharge decisions

Development Goals To motivate employees through

recognition & support

To counsel & coach employees so that

they will improve their performance

and develop future potential

To develop commitment to the

organization through discussion of

career opportunities & career planning

To strengthen supervisor-employee

relations

Performance Appraisal – Challenge

Linkage to rewards, career & self-image of employee on one

hand, and to his development on the other

Tendency to avoid giving & receiving negative feedback

Defensiveness to negative feedback

Likely strain on appraiser-appraisee relations

PMS Timelines

Activity Timelines

Business Planning at Business Unit Level To be completed by October

First Presentation of Business Plan of BUs to Corporate

To be completed by November

Business Plan Approval by Corporate To be completed by December

Presentation & Approval of Corporate Business Plan To be completed by January

Annual Business Plan for next FY

Activity Timelines

For CEOs & Direct Reports to Top Management To be completed by 1st week of February

For COO – ED To be completed by 2nd week of February

For Sr. VP to AGM To be completed by 3rd week of February

For Sr. Manager & below To be completed by 4th week of February

Activity Timelines

For CEOs & Direct Reports to Top Management

To be completed by 30th of AprilFor COO – ED

For Sr. VP to AGM

For Sr. Manager & below

KRA Fixation & Target Setting next FY

Performance Review and Appraisal for previous FY

Activity TimelinesModeration of all the appraisals will be done by the CEO for their respective Business Units /Divisions

To be completed by 1st week of May

Overall moderation of the appraisals across the group will be done by the Corporate To be completed before end of May

Activity TimelinesCEO Meet to finalize the guidelines on Increments, Incentives and Promotions By end May every yearDisbursement of Incentives & Increments to the employees

Along with the Salary for the month of June

Disbursement of Incentives & Increments to the Directors who are on Board Along with the Salary for the month of July

Moderation of Appraisals for previous FY

Increments, Incentives & Promotions for previous FY

Essentials of PMS

Being Honest, Sincere and Fair in carrying

out the Appraisal of Performance of the

employee

Appraise through a process of Mutual

Discussion

PMS Format

Guidelines for PA – 2010-11

Performance Appraisal Format Overview

Section I Performance – Key Result Areas (KRAs) 70 Marks

Section II Potential – Competencies (LEO Framework/Role Based) 20 Marks

Section III Behavior – Group Core Values 10 Marks

Section IV Noting on Training & Developmental Needs - Mandatory

Section V Qualitative Noting on Discussion between Appraisee & Appraiser, Appraiser & Reviewer in case of Sr. DGM & below; Appraisee & Appraisers in case of CEO to GM ; and 3 Areas of Strength and 3 Important Areas of Improvement for the employee.

Overall Score Sum of Marks of Section I, II & III

Applicability of Section I,II & III Cadre wiseSection IV, V are common for all the cadres

Section – I Section – II Section – III

CEO and Direct Reportee to

Top Mgt

Appraisal/Assessment will be done by Chairman, VC and MD

based on KRAs set at the year beginning

based on ‘LEO’ Competencies

based on ‘Do Not’s mentioned for each of the Group Core Values in our MVV Pocket Book

COO Appraisal/Assessment will be done by CEO and any two of Chairman, VC, MD




Directorto ED

Appraisal/Assessment will be done by CEO and two other persons at least one level higher than the appraisee’s cadre, with whom most interaction happens at work (one person must be the direct reporting authority among these three)




Sr. VP to GM

Appraisal/Assessment will be done by Appraiser, Reviewer and one more person at least one level higher than the appraisee’s cadre, with whom most interaction happens at work




Sr. DGM & BelowAppraisal/Assessment will be done by Appraiser and Reviewer


based on the Role Competency Dictionary - Roles of Sectional Head, Team Leader and Team Member - as was done in the previous year


For GM & above Cadre

Where the Appraisee reports directly to the CEO/Business Unit Head and no other persons

are available at least one level higher than the Appraisee's cadre with whom most

interaction happens at work in the concerned Business Unit/Division, in such case the

Appraisal/Assessment will be done by CEO and any two of Chairman, VC, MD.

In respect of HR / Finance function, the Corporate Functional Head must be one among the

three member assessment panel.

Appraisal / Assessment shall be carried out as a panel with all members together.

The informal structured performance review shall be carried out on Quartely basis, focusing

more on Competencies and Behavior.

The panel members of each appraisee shall be formulated by the HR of concerned

Business Unit / Division in consultation with the Appraisee and approved by the CEO /

Business Unit Head.

Important Points & Rating Scale On a 1–10 scale, in case of employees whose average score on Group

Core Values is;

Any employee whose performance rating is ‘POOR’ for 2 consecutive years

shall be separated from the services of the Company.

< 7 He/she shall not be considered for Increment / Promotion

< 6 Necessary steps to be taken for separation of the employee

Outstanding Excellent Good Satisfactory Poor

86-100 76-85 66-75 51-65 < 51

Strict Assessment in giving the scores is the essence!

Rating Scale

L E O Framework

Entrepreneurship

LEO – The Lanco Way

Set Clear Direction Inspire, Influence & Involve Enthusiastic Team Player & Developer Take Initiative Empower & Empathize Build Networks Effective Communicators Change Agent

Ownership

Leadership

Develop a compelling Vision Search out Challenging

opportunities Experiment, take risk and

learn from mistakes Think strategically Tactful & Adaptable Responsible for Business

growth and P&L Build Organization Design

Capability Develop Dynamic Organizational

Structure Create a robust Business plan Develop KRAs for each position Regularly review progress Be process and system oriented

Organization Before self Self Belief Deliver Results Achievement drive Passion for work Going beyond call of duty Perseverance Committed-”No excuses,

only results”

Set Clear Direction Inspire, Influence & Involve Enthusiastic Team Player & Developer Take Initiative Empower & Empathize Build Networks Effective Communicators Change Agent

Develop a compelling Vision Search out Challenging opportunities Experiment, take risk and learn from mistakes Think strategically Tactful & Adaptable Responsible for Business growth and

P&L Build Organization Design Capability

Organization Before self Self Belief Deliver Results Achievement drive Passion for work Going beyond call of duty Perseverance Committed-”No excuses, only results”

LEO for us

We Need to

• Question our own capabilities in these three dimensions and

work toward developing ourselves.

• Continuously learn to improve on LEO

• Be mindful while recruiting/promoting people on different

positions and measure them on LEO

• Make consistent effort to foster the spirit of LEO in the way

each of us think and act.

By Adopting LEO – People ………….

• Create leaders at all levels

• Work with an entrepreneurial spirit and

• Have a great sense of pride in Owning LANCO and in

being a LANCONIAN

E & Y

Individual Development Plans

360 0 Feedback

Lanco Learning Academy

Group L & D and Academy

Objectives

33

To provide an update on the work undertaken to define the L&D strategy of the Lanco Group

1

To share the key next steps regarding the implementation of the L&D strategy and launch of the Lanco Academy

2

To discuss the support required from you in the journey

3

Lanco is poised for hyper growth and the Group will need to address key human capital challenges…

Rapid Increase in Scale and Complexity of Existing Business and Entry into New Areas of Business

Entry into New

Countries

Increase in Number of Projects

Expansion in Portfolio –

Non Captive and Services

Entry into Nascent Sectors

(e.g. Solar)

Diversification

across Power Value

Chain

People Brand Innovation

• Fill leadership positions in house

• Engage & retain talent • Induction of external talent

pool into Lanco Way• Building capability for handling

scale and complexity as well as entry into new businesses

• Build employer brand to attract new talent into the Group

• Build the Lanco Group Brand as an organization committed to sustainable business growth

• Monitor external environment to assess opportunities for businesses

• Help drive the Knowledge Management and Innovation agenda

These inputs also highlight the need for an in-house learning academy, to match the scale and scope of learning needs

201020152010

From High dependence on lateral recruitment

To homegrown talent pool with mobility across businesses and countries

From high dependence on external sources for capability building

To enhanced focus on in-house people capability development

From basic articulation of the Lanco Way

To institutionalization of the One Lanco culture

From a National Player with an employee base of ~5,500

To a Global enterprise with an employee base of ~20,000

Project Genesis was launched with an aim to define the L&D strategy of the Group and develop the blueprint of Lanco Academy…

2. Communication

8. Facilities & Services

6. Content

Location

Design Construction

External (Marketing)

Internal (Education)Themes

Topics

Delivery

7. T

echn

olog

y

5. B

usi

nes

s P

lan

3. Governance Mechanism & Measurement

9. Capability Development

4. Operating Model

1. Vision and Identity

Phase I of the L&D Initiative: 1st September – 31st December 2010

The following next steps will enable the Lanco Group to implement L&D strategy

37

• Launch: Launch of the Academy by 1st April 2011

• Defining the Lanco Way: Outline specific behaviors and actions that demonstrate the Lanco Way and identify initiatives to disseminate the same

• L&D Processes & Structure: Roll out the L&D structure & detail out the key L&D processes

• Training Needs Assessment: Carry out detailed training needs assessment to identify learning needs of the Lanco Group

• Academy Curriculum: Outline the training calendar for the Lanco Academy and detail out the identified programs for the soft launch

• Faculty and Alliance Management: Identify faculty/strategic alliance partners for roll out of programs

01 PMS Awarness Programme

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