Canara Bank PMS

8/12/2019 Canara Bank PMS

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Submitted By:

Group -

Banking

PERFORMANCE

MANAGEMENT SYSTEMCANARA BANK


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AppraisalCycle Time

March 1st-June30th(Every year)

Approach

Management ByObjectives

(MBO)

Tool Used

AnnualPerformance

Appraisal Report

Stakeholders

The Appraisee

The Appraiser

The ReviewingAuthority

KEY FEATURES OF THE PERFORMANCE

MANAGEMENT SYSTEM


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Sections of the APA form of a Manager:

Bio-data Profile Business Dimension Operations) Self -Appraisal Overall Assessment Qualitative Appraisal Assessment Report Appraisal by Reviewing Authority Evaluation by Review Committee

EVALUATION OF THE INCUMBENT USING

APA FORM


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Personal DataAssignments

Total Exposure

Training NeedsMajor HealthProblems

BIODATA PROFILE


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Part - I of the

APA Form

BIO DATAPROFILE


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Evaluated against

the total business

brought by

incumbent

Some of the heads

covered in this are-

AggregateDeposits

Average Deposits

Gross Credit Average Credit

Rating of thebranch as per

latest Inspection/ RBIA conducted

BUSINESS DIMENSION (OPERATIONS)


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Part i i of the

APA form.

To be f i l led by

off icer postedas Branch- in

charge

BUSINESSDIMENSION

OPERATIONS )


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Appraisee

comments and

elaborates his or her

contribution towardsachieving the

business objectives

Some the goalsincluded in this

section are

Success in

meeting duties

Highlights of

performance

Efforts made to

push theorganization

Measures takento upgrade

skills/knowledgebase

SELF APPRAISAL


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Part I I I of the

APA form

Done by the

appraisee

SELF -APPRAISAL


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The appraiser andthe reviewer thenevaluatequantitatively the

incumbent for totalmarks of 100distributed over thefollowing headsaccording to whatare known as the

YARDSTICKS

Business Dimension & Qualitativeaspects of business

Objective assessment of theentrusted assignment / KeyResponsibility Area (KRA)

Managerial Dimensions &Managerial Experience

Managerial Ability

Responsiveness to handle theassignment with minimal error andquality output-

Potential to drive the organization

to greater heights Judicious exercise of Discretionary

Powers

Judicious use of DiscretionaryPowers

Outstanding Performance includingcreative & Innovative quality

OVERALL ASSESSMENT


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Part i v of the

form

a)Done by

Branch -incharge

OVERALL

ASSESSMENT


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Part i v of the

form

b) Done by

someone otherthan Branch

incharge or

administ rat ion

OVERALL

ASSESSMENT


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Commitmentto the task

assigned

Devotion to

Duty

Relationshipwith peers,

superiors &subordinates

Potential toshoulder

higherresponsibility

Public

Relations

Intellectualhonesty,

creativity &

innovativequalities

Integrity

Quality ofperformance &

professionalismin the job

QUALITATIVE APPRAISAL REPORT -

PARAMETERS

Done by: Appraiser


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Reviewing committee give their remarks and

proceed with the appraisal process.

There is a cross check between reviewing

committee and appraiser here, which says-

If the marks awarded by the Reviewing

Authority is 91% & above or is in variation with

the Appraiser by +/- 10%, specific reasonsshould be mentioned by the Reviewing

Authority

APPRAISAL BY REVIEWING AUTHORITY


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The Final

leg of PMS

EVALUATION BY REVIEW

COMMITEE


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Achievement

of the

quantitative

business

figures

Handling of

Qualitative

businessCost

Effectiveness

&

Profitability

Managerial

AbilityCustomer Responsiveness

& Customer CarePotential to

drive the

organization

to greater

heights

Judicious use

of

Discretionary

Powers

Ability to

take business

risks

consciously &

venturing

into greener

pasture for

business

opportunities

Outstandingperformance

including

creative and

innovative

quality

PARAMETERS OF THE EVALUATION FOR

OTHER THAN BRANCH MANAGER


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Responsiveness to handletheassignmentwith minimalerror andquality output

Objectiveassessmentof theentrustedassignment/ KRA

Managerial

AbilityPotential to

drive the

organization

to greater

heights

Judicious use

of

Discretionary

Powers

Outstandingperformance

including

creative and

innovative

quality

PARAMETERS OF THE EVALUATION FOR

OTHER THAN BRANCH MANAGER


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Regional Bias and Nepotism

Nonchalance about VRS and exitinterviews

eserving employeesinaccessibility of goodcareer opportunities

AgeoldHR

Policies

ISSUES / PROBLEMS IN PERFORMANCE

MANAGEMENT SYSTEM OF CANARA BANK


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Performance ManagementSystem PMS)


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Finance Ministry Appraisal system

Enhanced BOB Appraisal System

No goodperformer vs.

Bad performerdifferentiator

The performersloaded with

renewed targets

while non-performers

loafed

Consistent non-performers

stagnatedwithoutpromotions

25 percentbranch managers

in the bankexhibited either a

negative growthor growth ranging

between 5 and10 percent

Casual manner ofthe appraisals

put many non-performers at parwith performers

Finance Ministry Appraisal System Issues

Evolution of PMS (BOB)


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Goalsetting

The Cycle starts in April-May with the goal setting

Mutually agreed goals(between the appraiser and the appraise) are frozen afterOne to One discussion

Mid YearReview

Quarterly review is done

The reviews should happen every three months, but due to constraintspractically reviews happen every six months

FinalReview

The performance against set goals is reviewed by the reviewing authority and

the final reviewing authority The reviewing authority is the immediate supervisor of the employee being

appraised

THE APPRAISAL CYCLE


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KHOJ

scheme

IncentiveScheme

OverseasPosting

THE HIGH PERFORMERS

HIGH

PERFORMERS

KHOJ scheme is a High Potential identification and

grooming program(Currently being revamped by

BCG)

In addition to the merit pay increase Incentives like

sponsored foreign trip

Identification of Talent for Project UDAAN and LEAP

PMS parameters a factor in determining overseas

postings


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LOW PERFORMERS

An One to Onesession with HRto identify issues

CustomizedPIP plan

Review aftersix months

LOW PERFORMERS

PerformanceImprovement Plan


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Canara Bank PMS

Documents

Transcript of Canara Bank PMS