On

“The Annual Performance“The Annual Performance Appraisal System OfAppraisal System Of

CDAC, Noida”CDAC, Noida”In partial fulfillment of the requirement for theMASTER OF BUSINESS ADMINISTRATION

Submitted by:

Anjalika KhuranaMBA (IV Sem.)

Roll No. 0507270171Session 2005-07

Under the Guidance of:

MR. JAY P GUPTA(HOD Management)

Submitted to:

U P TECHNICAL UNIVERSITY, LUCKNOW

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CERTIFICATE BY THE INSTITUTE

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ACKNOWLEDGEMENT

I would like to express my deep and sincere gratitude to CDAC, Noida for having provided me with the opportunity to do my project on an interesting area.

Making it a success, greatly depends on the encouragement, inspiration, and help given by Mr. Samar Pal Singh (Senior HR Manager) and all of the employees of CDAC, Noida. For completion of this project various people have put lots of efforts.

I would like to thank Mr. Jay P Gupta, the internal guide and other faculty members of IIMT Management College, Meerut for their invaluable guidance, immense support and help.

Anjalika Khurana

MBA 4th Sem

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PREFACE

This is an attempt to present a progressive detailed discussion on THE ANNUAL PERFORMANCE APPRAISAL SYSTEM OF CDAC, NOIDA.

Performance appraisal is a total evaluation of an employee’s performance throughout the year undertaken by his/her superior wherefrom the junior gets to know his/her own standing in the organization. This system is a very important aspect, which given the true picture of the company’s driving in a particular year. I have, over here, tried to make almost a research work on the company’s APA system and fought out my utmost level to bring the best in my research study.

The study comprises of the first textual connotation of the performance appraisal system, in general, then continued with a small paragraph explaining the APA system of CDAC. But to go into the details of this topic, I had build two sets of questionnaires for employees working in the organization based on the four sets of the APA forms. In these questionnaires, I have tried to understand the general psyche of the people regarding the APA system operating in this organization. After observing the results, I interpreted into a conclusion, which further directed me to find out the loopholes and backlogs. Accordingly, with the meager knowledge and some kind of intelligence that I carry, I have tried to give necessary suggestions to the corporate body as to how to overcome its weakness in this system and build up their strengths. No matter, how ordinary they might be, according to me, they were the actual recommendations that I could suggest to CDAC.

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TABLE OF CONTENTS

1) OBJECTIVE OF THE STUDY 6 3) INTROUDCTION 74) COMPANY PROFILE 24-31

- About the Company 25- Human Resources Philosophy & Policy 31

5) DEPARTMENT OF CDAC, NOIDA 32-53 - Multingual Technologies 37 - Open Source 39 - System Development 41 - Education & Training 48 6) APA IN CDAC 54-65

- Annual Assessment 54- Annual Assessment Report 56

7) RESEARCH METHODOLOGY 668) FINDINGS AND DATA ANALYSIS 65-78

- Analysis 67- Findings 76- A few lines from employees 77

9) CONCLUSIONS 79 10) RECOMMENDATIONS 80 11) LIMITATIONS 81 12) DISCUSSIONS 82-92

- Appraisal Cops 82 - PA benefits anyone ? 84 - Is PA system free from bias ? 87 - Good feedback : Way to a smart appraisal 91

13) QUESTIONNAIRE 93 14) BIBLIOGRAPHY 95

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OBJECTIVE OF THE STUDY

To study THE ANNUAL PERFORMANCE APPRAISAL SYSTEM OF CDAC, NOIDA.

To find out the loopholes in THE ANNUAL PERFORMANCE APPRAISAL SYSTEM OF CDAC, NOIDA.

INTRODUCTION

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Performance Appraisal

The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management.

As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago.

Yet in a broader sense, the practice of appraisal is a very ancient art. In the scale of things historical, it might well lay claim to being the world's second oldest profession!

There is, says Dulewicz (1989), "... a basic human tendency to make judgements about those one is working with, as well as about oneself." Appraisal, it seems, is both inevitable and universal. In the absence of a carefully structured system of appraisal, people will tend to judge the work performance of others, including subordinates, naturally, informally and arbitrarily.

The human inclination to judge can create serious motivational, ethical and legal problems in the workplace. Without a structured appraisal system, there is little chance of ensuring that the judgements made will be lawful, fair, defensible and accurate.

Performance appraisal systems began as simple methods of income justification. That is, appraisal was used to decide whether or not the salary or wage of an individual employee was justified.

The process was firmly linked to material outcomes. If an employee's performance was found to be less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order.

Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well.

Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed.

For example, early motivational researchers were aware that different people with roughly equal work abilities could be paid the same amount of money and yet have quite different levels of motivation and performance.

These observations were confirmed in empirical studies. Pay rates were important, yes; but they were not the only element that had an impact on employee performance. It was found that other issues, such as morale and self-esteem, could also have a major influence.

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As a result, the traditional emphasis on reward outcomes was progressively rejected. In the 1950s in the United States, the potential usefulness of appraisal as tool for motivation and development was gradually recognized. The general model of performance appraisal, as it is known today, began from that time.

Modern appraisal

Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development.

In many organizations - but not all - appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions.

By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay.)

Whether this is an appropriate use of performance appraisal - the assignment and justification of rewards and penalties - is a very uncertain and contentious matter.

Controversy, ControversyFew issues in management stir up more controversy than performance appraisal.

There are many reputable sources - researchers, management commentators, psychometricians - who have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed that it may be impossible to perfect it

At the other extreme, there are many strong advocates of performance appraisal. Some view it as potentially "... the most crucial aspect of organizational life" Between these two extremes lie various schools of belief. While all endorse the use of performance appraisal, there are many different opinions on how and when to apply it.

There are those, for instance, who believe that performance appraisal has many important employee development uses, but scorn any attempt to link the process to reward outcomes - such as pay rises and promotions.

This group believes that the linkage to reward outcomes reduces or eliminates the developmental value of appraisals. Rather than an opportunity for constructive review and encouragement, the reward-linked process is perceived as judgmental, punitive and harrowing.

For example, how many people would gladly admit their work problems if, at the same time, they knew that their next pay rise or a much-wanted promotion was riding on an

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appraisal result? Very likely, in that situation, many people would deny or downplay their weaknesses.

Nor is the desire to distort or deny the truth confined to the person being appraised. Many appraisers feel uncomfortable with the combined role of judge and executioner.

Such reluctance is not difficult to understand. Appraisers often know their appraisees well, and are typically in a direct subordinate-supervisor relationship. They work together on a daily basis and may, at times, mix socially. Suggesting that a subordinate needs to brush up on certain work skills is one thing; giving an appraisal result that has the direct effect of negating a promotion is another.

The result can be resentment and serious morale damage, leading to workplace disruption, soured relationships and productivity declines.

On the other hand, there is a strong rival argument which claims that performance appraisal must unequivocally be linked to reward outcomes.

The advocates of this approach say that organizations must have a process by which rewards - which are not an unlimited resource - may be openly and fairly distributed to those most deserving on the basis of merit, effort and results.

There is a critical need for remunerative justice in organizations. Performance appraisal - whatever its practical flaws - is the only process available to help achieve fair, decent and consistent reward outcomes.

It has also been claimed that appraisees themselves are inclined to believe that appraisal results should be linked directly to reward outcomes - and are suspicious and disappointed when told this is not the case. Rather than feeling relieved, appraisees may suspect that they are not being told the whole truth, or that the appraisal process is a sham and waste of time.

The Link to RewardsRecent research (Bannister & Balkin, 1990) has reported that appraisees seem to have greater acceptance of the appraisal process, and feel more satisfied with it, when the process is directly linked to rewards. Such findings are a serious challenge to those who feel that appraisal results and reward outcomes must be strictly isolated from each other.

There is also a group who argues that the evaluation of employees for reward purposes, and frank communication with them about their performance, are part of the basic responsibilities of management. The practice of not discussing reward issues while appraising performance is, say critics, based on inconsistent and muddled ideas of motivation.

In many organizations, this inconsistency is aggravated by the practice of having separate wage and salary reviews, in which merit rises and bonuses are decided arbitrarily, and often secretly, by supervisors and managers.

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Performance Appraisal

Basic Purposes Effective performance appraisal systems contain two basic systems operating in conjunction: an evaluation system and a feedback system.

The main aim of the evaluation system is to identify the performance gap (if any). This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable.

The main aim of the feedback system is to inform the employee about the quality of his or her performance. (However, the information flow is not exclusively one way. The appraisers also receives feedback from the employee about job problems, etc.)

One of the best ways to appreciate the purposes of performance appraisal is to look at it from the different viewpoints of the main stakeholders: the employee and the organization.

Employee ViewpointFrom the employee viewpoint, the purpose of performance appraisal is four-fold:

(1) Tell me what you want me to do

(2) Tell me how well I have done it

(3) Help me improve my performance

(4) Reward me for doing well.

Organizational ViewpointFrom the organization's viewpoint, one of the most important reasons for having a system of performance appraisal is to establish and uphold the principle of accountability.

For decades it has been known to researchers that one of the chief causes of organizational failure is "non-alignment of responsibility and accountability." Non-alignment occurs where employees are given responsibilities and duties, but are not held accountable for the way in which those responsibilities and duties are performed. What typically happens is that several individuals or work units appear to have overlapping roles.

The overlap allows - indeed actively encourages - each individual or business unit to "pass the buck" to the others. Ultimately, in the severely non-aligned system, no one is accountable for anything. In this event, the principle of accountability breaks down completely. Organizational failure is the only possible outcome.

In cases where the non-alignment is not so severe, the organization may continue to function, albeit inefficiently. Like a poorly made or badly tuned engine, the non-aligned organization may run, but it will be sluggish, costly and unreliable. One of the principal aims of performance appraisal is to make people accountable. The objective is to align

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responsibility and accountability at every organizational level.

Appraisal Methods

1. Essay appraisal

In its simplest form, this technique asks the rater to write a paragraph or more covering an individual's strengths, weaknesses, potential, and so on. In most selection situations, particularly those involving professional, sales, or managerial positions, essay appraisals from former employers, teachers, or associates carry significant weight. The assumption seems to be that an honest and informed statement -either by word of mouth or in writing- from someone who knows a man well, is fully as valid as moreformal and more complicated methods.

The biggest drawback to essay appraisals is their variability in length and content. Moreover, since different essays touch on different aspects of a man's performance or personal qualifications, essay ratings are difficult to combine or compare. For comparability, some type of more formal method, like the graphic rating scale, is desirable.

2. Graphic rating scale

This technique may not yield the depth of an essay appraisal, but it is more consistent and reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is he outstanding, above average, average, or unsatisfactory?) and on a variety of other factors that vary with the job but usually include personal traits like reliability and cooperation. It may also include specific performance items like oral and written communication.

The graphic scale has come under frequent attack, but remains the most widely used rating method. In a classic comparison between the "old-fashioned" graphic scale and the much more sophisticated forced-choice technique, the former proved to be fully as valid as the best of the forced-choice forms, and better than most of them. It is also cheaper to develop and more acceptable to raters than the forced-choice form. For many purposes there is no need to use anything more complicated than a graphic scale supplemented by a few essay questions.

3. Field review

When there is reason to suspect rater bias, when some raters appear to be using higher standards than others, or when comparability of ratings is essential, essay or graphic ratings are often combined with a systematic review process. The field review is one of several techniques for doing this. A member of the personnel or central administrative staff meets with small groups of raters from each supervisory unit and goes over each employee's rating with them to (a) identify areas of inter-rater disagreement, (b) help the

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group arrive at a consensus, and (c) determine that each rater conceives the standards similarly.

This group-judgment technique tends to be fairer and more valid than individual ratings and permits the central staff to develop an awareness of the varying degrees of leniency or severity -as well as bias- exhibited by raters in different departments. On the negative side, the process is very time consuming.

4. Forced-choice rating

Like the field review, this technique was developed to reduce bias and establish objective standards of comparison between individuals, but it does not involve the intervention of a third party. Although there are many variations of this method, the most common one asks raters to choose from among groups of statements those which best fit the individual being rated and those which least fit him. The statements are then weighted or scored, very much the way a psychological test is scored. People with high scores are, by definition, the better employees; those with low scores are the poorer ones. Since the rater does not know what the scoring weights for each statement are, in theory at least, he cannot play favorites. He simply describes his people, and someone in the personnel department applies the scoring weights to determine who gets the best rating.

The rationale behind this technique is difficult to fault. It is the same rationale used in developing selection test batteries. In practice, however, the forced-choice method tends to irritate raters, who feel they are not being trusted. They want to say openly how they rate someone and not be second-guessed or tricked into making "honest" appraisals.

An additional drawback is the difficulty and cost of developing forms. Consequently, the technique is usually limited to middle- and lower-management levels where the jobs are sufficiently similar to make standard or common forms feasible.

Finally, forced-choice forms tend to be of little value- and probably have a negative effect- when used in performance appraisal interviews.

5. Critical incident appraisal

The discussion of ratings with employees has, in many companies, proved to be a traumatic experience for supervisors. Some have learned from bitter experience what General Electric later documented; people who receive honest but negative feedback are typically not motivated to do better - and often do worse - after the appraisal interview. Consequently, supervisors tend to avoid such interviews, or if forced to hold them, avoid giving negative ratings when the ratings have to be shown to the employee.

One stumbling block has no doubt been the unsatisfactory rating form used. Typically, these are graphic scales that often include rather vague traits like initiative, cooperativeness, reliability, and even personality. Discussing these with an employee can be difficult.

The critical incident technique looks like a natural to some people for performance review interviews, because it gives a supervisor actual, factual incidents to discuss with an

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employee. Supervisors are asked to keep a record, a "little black book," on each employee and to record actual incidents of positive or negative behavior

There are, however, several drawbacks to this approach. It requires that supervisors jot down incidents on a daily or, at the very least, a weekly basis. This can become a chore. Furthermore, the critical incident rating technique need not, but may, cause a supervisor to delay feedback to employees. And it is hardly desirable to wait six months or a year to confront an employee with a misdeed or mistake.

Finally, the supervisor sets the standards. If they seem unfair to a subordinate, might he not be more motivated if he at least has some say in setting, or at least agreeing to, the standards against which he is judged?

6. Management by objectives

To avoid, or to deal with, the feeling that they are being judged by unfairly high standards, employees in some organizations are being asked to set - or help set - their own performance goals. Within the past five or six years, MBO has become something of a fad and is familiar to most managers.

It should be noted, however, that when MBO is applied at lower organizational levels, employees do not always want to be involved in their own goal setting. As Arthur N. Turner and Paul R. Lawrence discovered, many do not want self-direction or autonomy. As a result, more coercive variations of MBO are becoming increasingly common, and some critics see MBO drifting into a kind of manipulative form of management in which pseudo-participation substitutes for the real thing. Employees are consulted, but management ends up imposing its standards and its objectives.

Some organizations, therefore, are introducing a work-standards approach to goal setting in which the goals are openly set by management. In fact, there appears to be something of a vogue in the setting of such work standards in white-collar and service areas.

7. Work-standards approach

Instead of asking employees to set their own performance goals, many organizations set measured daily work standards. In short, the work standards technique establishes work and staffing targets aimed at improving productivity. When realistically used, it can make possible an objective and accurate appraisal of the work of employees and supervisors.

To be effective, the standards must be visible and fair. Hence a good deal of time is spent observing employees on the job, simplifying and improving the job where possible, and attempting to arrive at realistic output standards.

It is not clear, in every case, that work standards have been integrated with an organization's performance appraisal program. However, since the work-standards program provides each employee with a more or less complete set of his job duties, it

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would seem only natural that supervisors will eventually relate performance appraisal and interview comments to these duties. I would expect this to happen increasingly where work standards exist. The use of work standards should make performance interviews less threatening than the use of personal, more subjective standards alone.

The most serious drawback appears to be the problem of comparability. If people are evaluated on different standards, how can the ratings be brought together for comparison purposes when decisions have to be made on promotions or on salary increases? For these purposes some form of ranking is necessary.

8. Ranking methods

For comparative purposes, particularly when it is necessary to compare people who work for different supervisors, individual statements, ratings, or appraisal forms are not particularly useful. Instead, it is necessary to recognize that comparisons involve an overall subjective judgment to which a host of additional facts and impressions must somehow be added. There is no single form or way to do this.

Comparing people in different units for the purpose of, say, choosing a service supervisor or determining the relative size of salary increases for different supervisors, requires subjective judgment, not statistics. The best approach appears to be a ranking technique involving pooled judgment. The two most effective methods are alternation ranking and paired comparison ranking.

Alternation ranking: In this method, the names of employees are listed on the left-hand side of a sheet of paper – preferably in random order. If the rankings are for salary purposes, a supervisor is asked to choose the "most valuable" employee on the list, cross his name off, and put it at the top of the column on the right-hand side of the sheet. Next, he selects the "least valuable" employee on the list, crosses his name off, and puts it at the bottom of the right-hand column. The ranker then selects the "most valuable" person from the remaining list, crosses his name off and enters it below the top name on the right-hand list, and so on.

Paired-comparison ranking: This technique is probably just as accurate as alternation ranking and might be more so. But with large numbers of employees it becomes extremely time consuming and cumbersome.

Both ranking techniques, particularly when combined with multiple rankings (i.e., when two or more people are asked to make independent rankings of the same work group and their lists are averaged), are among the best available for generating valid order-of-merit rankings for salary administration purposes.

9. Assessment centers

So far, we have been talking about assessing past performance. What about the assessment of future performance or potential? In any placement decision and even more so in promotion decisions, some prediction of future performance is necessary. How can this kind of prediction be made most validly and most fairly?

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One widely used rule of thumb is that "what a man has done is the best predictor of what he will do in the future." But suppose you are picking a man to be a supervisor and this person has never held supervisory responsibility? Or suppose you are selecting a man for a job from among a group of candidates, none of whom has done the job or one like it? In these situations, many organizations use assessment centers to predict future performance more accurately.

Typically, individuals from different departments are brought together to spend two or three days working on individual and group assignments similar to the ones they will be handling if they are promoted. The pooled judgment of observers - sometimes derived by paired comparison or alternation ranking - leads to an order-of-merit ranking for each participant. Less structured, subjective judgments are also made.

There is a good deal of evidence that people chosen by assessment center methods work out better than those not chosen by these methods. The center also makes it possible for people who are working for departments of low status or low visibility in an organization to become visible and, in the competitive situation of an assessment center, show how they stack up against people from more well-known departments. This has the effect of equalizing opportunity, improving morale, and enlarging the pool of possible promotion candidates.

Benefits of Appraisal

Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily working life, it offers a rare chance for a supervisor and subordinate to have "time out" for a one-on-one discussion of important work issues that might not otherwise be addressed.

Almost universally, where performance appraisal is conducted properly, both supervisors and subordinates have reported the experience as beneficial and positive.

Appraisal offers a valuable opportunity to focus on work activities and goals, to identify and correct existing problems, and to encourage better future performance. Thus the performance of the whole organization is enhanced.

For many employees, an "official" appraisal interview may be the only time they get to have exclusive, uninterrupted access to their supervisor. Said one employee of a large organization after his first formal performance appraisal, "In twenty years of work, that's the first time anyone has ever bothered to sit down and tell me how I'm doing."

The value of this intense and purposeful interaction between a supervisors and subordinate should not be underestimated.

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  Motivation and SatisfactionPerformance appraisal can have a profound effect on levels of employee motivation and satisfaction - for better as well as for worse.

Performance appraisal provides employees with recognition for their work efforts. The power of social recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all.

If nothing else, the existence of an appraisal program indicates to an employee that the organization is genuinely interested in their individual performance and development. This alone can have a positive influence on the individual's sense of worth, commitment and belonging.

The strength and prevalence of this natural human desire for individual recognition should not be overlooked. Absenteeism and turnover rates in some organizations might be greatly reduced if more attention were paid to it. Regular performance appraisal, at least, is a good start.

  Training and Development Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a supervisor and subordinate to recognize and agree upon individual training and development needs.

During the discussion of an employee's work performance, the presence or absence of work skills can become very obvious - even to those who habitually reject the idea of training for them!

Performance appraisal can make the need for training more pressing and relevant by linking it clearly to performance outcomes and future career aspirations.

From the point of view of the organization as a whole, consolidated appraisal data can form a picture of the overall demand for training. This data may be analyzed by variables such as sex, department, etc. In this respect, performance appraisal can provide a regular and efficient training needs audit for the entire organization.

  Recruitment and InductionAppraisal data can be used to monitor the success of the organization's recruitment and induction practices. For example, how well are the employees performing who were hired in the past two years?

Appraisal data can also be used to monitor the effectiveness of changes in recruitment strategies. By following the yearly data related to new hires (and given sufficient numbers on which to base the analysis) it is possible to assess whether the general quality of the workforce is improving, staying steady, or declining.

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  Employee Evaluation Though often understated or even denied, evaluation is a legitimate and major objective of performance appraisal.

But the need to evaluate (i.e., to judge) is also an ongoing source of tension, since evaluative and developmental priorities appear to frequently clash. Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual.

Though organizations have a clear right - some would say a duty - to conduct such evaluations of performance, many still recoil from the idea. To them, the explicit process of judgement can be dehumanizing and demoralizing and a source of anxiety and distress to employees.

It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must be one or the other.

But there may be an acceptable middle ground, where the need to evaluate employees objectively, and the need to encourage and develop them, can be balanced.

Conflict and Confrontation Invariably the need arises during a performance appraisal to provide an employee with less than flattering feedback.

The skill and sensitivity used to handle these often difficult sessions is critical. If the appraisee accepts the negative feedback and resolves to improve, all is well. But if the result is an angry or hurt employee, then the process of correction has failed. The performance of an employee in such cases is unlikely to improve and may deteriorate even further.

  Self-AuditingAccording to Krein (1990), appraisers should not confront employees directly with criticism. Rather, they should aim to let the evidence of poor performance emerge "naturally" during the course of the appraisal interview. This is done by way of open-ended questioning techniques that encourage the employee to identify their own performance problems.

Instead of blunt statements or accusations, the appraisers should encourage an employee to talk freely about their own impressions of their performance. For example, consider the case of employee who has had too many absent days. The appraiser, in accusatory mode, might say:

Your attendance record is unacceptable. You'll have to improve it.

A better way to handle this might be to say:

Your attendance record shows that you had 7 days off work in 6 months. What can you tell me about this?

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The technique is to calmly present the evidence (resisting the temptation to label it as good or bad) and then invite the employee to comment. In many cases, with just a gentle nudge from the appraiser here and there, an employee with problems will admit that weaknesses do exist.

This is much more likely when an employee does not feel accused of anything, nor forced to make admissions that they do not wish to make.

If an appraiser can get an employee to the stage of voluntary admission, half the battle is won. The technique described by Krein is a type of self-auditing, since it encourages the employee to confront themselves with their own work and performance issues.

The technique is useful because it is more likely to promote discussion and agreement on the need for change. Confrontation techniques that rely on "charge and counter-charge" tend to promote adversarialism - and that leads to denial and resentment.

  Ownership of Problems Perhaps the most powerful aspect of the self- auditing process is that employees are more willing generally to accept personal "ownership" of problems that have been self-identified. This sense of ownership provides an effective basis for stimulating change and development. (Some would argue that it provides the only basis.)

Nevertheless there are individuals who will not admit to anything that appears to reflect poorly on them. With ego defenses on full-alert, they will resist the process of self-auditing very strongly. In such cases, appraisers may have no choice but to confront the poor performer directly and firmly with the evidence they have.

Sometimes the shock of direct confrontation will result in the employee admitting that they do need to make improvements. But sometimes it will just make their denial of the problem worse.

In providing any feedback - especially negative feedback - appraisers should be willing and able to support their opinions with specific and clear examples. Vague generalizations should be avoided.

The focus should be on job-related behaviors and attitudes. If a specific observation cannot be supported by clear evidence, or touches on issues that are not job-related, it may be best to exclude all mention of it.

Appraisers must carefully scrutinize their own perceptions, motives and prejudices.

Common Mistakes

Where performance appraisal fails to work as well as it should, lack of support from the top levels of management is often cited as a major contributing reason.

Opposition may be based on political motives, or more simply, on ignorance or disbelief in the effectiveness of the appraisal process.

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It is crucial that top management believe in the value of appraisal and express their visible commitment to it. Top managers are powerful role models for other managers and employees.

Those attempting to introduce performance appraisal, or even to reform an existing system, must be acutely aware of the importance of political issues and symbolism in the success of such projects.  Fear of Failure

There is a stubborn suspicion among many appraisers that a poor appraisal result tends to reflect badly upon them also, since they are usually the employee's supervisor. Many appraisers have a vested interest in making their subordinates "look good" on paper.

When this problem exists (and it can be found in many organizations), it may point to a problem in the organization culture. The cause may be a culture that is intolerant of failure. In other words, appraisers may fear the possibility of repercussions - both for themselves and the appraisee.

Longenecker (1989) argues that accuracy in performance appraisal is impossible to achieve, since people play social and political games, and they protect their own interests. "No savvy manager...", says Longenecker, "... is going to use the appraisal process to shoot himself or herself in the foot."

No matter what safeguards are in place, "... when you turn managers loose in the real world, they consciously fudge the numbers." What Longenecker is saying is that appraisers will, for all sorts of reasons, deliberately distort the evaluations that they give to employees.

Indeed, surveys have shown that not only do many managers admit to a little fudging, they actually defend it as a tactic necessary for effective management.

The fudging motives of appraisers have, at times, certain plausibility. For instance, a supervisor who has given an overly generous appraisal to a marginal performer might claim that their 'legitimate' motive was the hope of encouraging a better performance.

On the other hand, fudging motives can be a lot less admirable and sometimes devious: the appraiser who fudges to avoid the possibility of an unpleasant confrontation, the appraiser who fudges to hide employee difficulties from senior managers, the appraiser who fudges in order to punish or reward employees.

  Judgement AversionMany people have a natural reluctance to "play judge" and create a permanent record which may affect an employee's future career. This is the case especially where there may be a need to make negative appraisal remarks.

Training in the techniques of constructive evaluation (such as self-auditing) may help. Appraisers need to recognize that problems left unchecked could ultimately cause more harm to an employee's career than early detection and correction.Organizations might consider the confidential archiving of appraisal records more than, say, three years old.

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Feedback-Seeking

Larson (1989) has described a social game played by poor performers. Many supervisors will recognize the game at once and may have been its victims.

The game is called feedback-seeking. It occurs where a poor performing employee regularly seeks informal praise from his or her supervisor at inappropriate moments.

Often the feedback-seeker will get the praise they want, since they choose the time and place to ask for it. In effect, they "ambush" the supervisor by seeking feedback at moments when the supervisor is unable or unprepared to give them a full and proper answer, or in settings that are inappropriate for a frank assessment.

The supervisor may feel "put on the spot", but will often provide a few encouraging words of support. The game seems innocent enough until appraisal time comes around. Then the supervisor will find that the employee recalls, with perfect clarity, every casual word of praise ever spoken!

This places the supervisor in a difficult bind. Either the supervisor lied when giving the praise, or least, misled the employee into thinking that their performance was acceptable (in fact, this is the argument that feedback-seekers will often make).

The aim of the game is that the feedback- seeker wants to deflect responsibility for their own poor performance. They also seek to bolster their appraisal rating by bringing in all the "evidence" of casual praise. Very often the feedback seeker will succeed in making the supervisor feel at least partly responsible. As a result, their appraisal result may be upgraded.

Was the supervisor partly responsible? Not really. The truth of the matter is that they have been "blackmailed" by a subtle social game. But like most social games, the play depends on the unconscious participation of both sides. Making supervisors aware of the game is usually sufficient to stop it. They must learn to say, when asked for casual praise, "I can't talk about it now... but see me in my office later."

This puts the supervisor back in control of the appraisal process.

  Appraiser PreparationThe bane of any performance appraisal system is the appraiser who wants to "play it by ear". Such attitudes should be actively discouraged by stressing the importance and technical challenge of good performance appraisal. Perhaps drawing their attention to the contents of this web site, for example, may help them to see the critical issues that must be considered.

  Employee ParticipationEmployees should participate with their supervisors in the creation of their own performance goals and development plans. Mutual agreement is a key to success. A plan wherein the employee feels some degree of ownership is more likely to be accepted than one that is imposed. This does not mean that employees do not desire guidance from their supervisor; indeed they very much do.

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  Performance ManagementOne of the most common mistakes in the practice of performance appraisal is to perceive appraisal as an isolated event rather than an ongoing process.

Employees generally require more feedback, and more frequently, than can be provided in an annual appraisal. While it may not be necessary to conduct full appraisal sessions more than once or twice a year, performance management should be viewed as an ongoing process.

Frequent mini-appraisals and feedback sessions will help ensure that employees receive the ongoing guidance, support and encouragement they need.

Of course many supervisors complain they don't have the time to provide this sort of ongoing feedback. This is hardly likely. What supervisors really mean when they say this is that the supervision and development of subordinates is not as high a priority as certain other tasks.

In this case, the organization may need to review the priorities and values that it has instilled in its supervisory ranks. After all, supervisors who haven't got time to monitor and facilitate the performance of their subordinates are like chefs who haven't got time to cook, or dentists who are too busy to look at teeth. It just doesn't make sense.

If appraisal is viewed as an isolated event, it is only natural that supervisors will come to view their responsibilities in the same way. Just as worrying, employees may come to see their own effort and commitment levels as something that needs a bit of a polish up in the month or two preceding appraisals.

performance Appraisal

Bias Effects

Gabris & Mitchell have reported a disruptive bias in performance appraisal known as the Matthew Effect.

It is named after the Matthew of biblical fame who wrote, "To him who has shall be given, and he shall have abundance: but from him who does not have, even that which he has shall be taken away."

In performance appraisal the Matthew Effect is said to occur where employees tend to keep receiving the same appraisal results, year in and year out. That is, their appraisal results tend to become self-fulfilling: if they have done well, they will continue to do well; if they have done poorly, they will continue to do poorly.

The Matthew Effect suggests that no matter how hard an employee strives, their past appraisal records will prejudice their future attempts to improve.

There is other research to support the theory that poor performers might not be given a fair chance to improve. A study of supervisors in nearly 40 different organizations found that subordinates tend to be divided into two groups: in-groupers and out-groupers.

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This study, by Heneman, Greenberger & Anonyou (1989) reported that ingroupers are subordinates who seem to be favored by their supervisors. In their relationship with the boss, they enjoy "a high degree of trust, interaction, support and rewards."

On the other hand, outgroupers don't do as well. They appear to be permanently out of favor and are likely to bear the brunt of supervisory distrust and criticism. The effect is therefore similar to the horns and halo effect; supervisors tend to judge employees as either good or bad, and then seek evidence that supports that opinion.

It was found that when an ingrouper did poorly on a task, supervisors tended to overlook the failure or attribute to causes such as bad luck or bad timing; when they did well, their success was attributed to effort and ability.

But when a outgrouper performed well, it was rarely attributed to their effort or ability. And when an outgrouper performed poorly, there was little hesitation it citing the cause as laziness or incompetence.

It is not clear how supervisors make the distinction between ingroupers and outgroupers. Whatever the criteria, it is clearly not objective, equitable or reliable.

This bias must inevitably lead to a distortion of the appraisal process. It must also be a source of frustration for those employees who are discriminated against.

  FrustrationThe extent of this frustration was explored by Gabris & Mitchell. They studied an organization with a quarterly performance appraisal system. The workforce was divided into two groups: those who had been given high appraisal results consistently, and those who had low results consistently.

When the groups were asked if the appraisal system was fair and equitable, 63 per cent of the high performers agreed, compared to only 5 per cent of the lower performers.

The groups were asked if their supervisors listened to them. Of the high performers, 69 per cent said yes, while among the low performers, 95 per cent said no.

Finally, when asked if their supervisors were supportive, nearly half of the high performers agreed that they were, while none (nil, zilch, zero!) of the low performers agreed.

Of course, not everyone who gets a poor appraisal result is a victim of supervisory bias. Nor are all supervisors prone to making the same degree of ingroup and outgroup distinction. The effects discussed here are tendencies, not immutable effects.

But to some extent, it appears that certain employees may be unfairly advantaged, while others are disadvantaged, by bias effects in the judgements of supervisors.

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It is a cardinal principle of performance appraisal that employees should have the chance to improve their appraisal results - especially if their past results have not been so good. It is a very serious flaw in the process of appraisal if this principle is denied in practice.

There are reasonable steps which can be taken to limit the effects of supervisory bias.

  Awareness Training

The first line of defense lies in raising awareness of the problem. Supervisors need to be informed of the types of subtle bias that can interfere with their performance as appraisers. They need to understand that the ingroup / outgroup bias, for instance, reduces the morale and motivation of their subordinates.

  Developing Poor Performers

Incentives, financial or non-financial, may offered to encourage supervisors to make special efforts to help poor performers improve. Supervisory appraisals, for example, might stress the importance of working with poor performers to upgrade their performance. The possibilities are extensive.

  Counseling, Transfer, Termination

There is always the possibility that an employee who receives poor appraisal results is in fact a chronic poor performer. No employer is obliged to tolerate poor performance forever. Consistently poor appraisal results will indicate a need for counseling, transfer or termination. The exact remedy will depend on the circumstances.

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Corporate Profile

The Centre for Development of Advanced Computing (C-DAC) is a national initiative to mot its indigenous human and technical resources in a bid to attain technological

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competency I evolving arena of Information Technology and proliferate its inherent benefit toward advancement of its citizens as well society.

Corporate Presentation

To integrate High-end Research and Development with education.

Vision, Mission and Values

To emerge as a pemier R&D institution for the design, development and deployment of class electronic and IT solutions for economic and human advancement.

Work Environment

C-DAC’s focus on diversity in research and work creates a competitive advantage for customers, our employees, and our company.

Areas of Expertise

Professional Software Development Communication Interfaces and Networking Natural Language Processing Corporate Consultancy Security System Hardware

Human Resource Philosophy and Policy

C-DAC’S HR philosophy holds the employee, its ‘Member’ (of the C-DAC family), as being a center stage of the organization.

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Corporate Profile

The Centre for Development of Advanced Computing (C-DAC) is a national initiative mobilize its indigenous human and technical resources in a bid to attain technology competency in the evolving arena of Information Technology and proliferate its inherent be towards the advancement of its citizens as well as society.

Established in March 1988, as a Scientific Society of the Ministry of Communications Information Technology (formerly the Department of Electronics,), Government of India, Center for Development of Advanced Computing (C-DAC), is primarily an R&D institution involve the design, development and deployment of electronics and deployment of electronics and advanced Information Technology (IT) products and solutions. C-DAC’S operations are mission oriented and driven by its for and target objectives.

In a decade and a half since its inception, C-DAC has established its brand image as a pre R&D institution of national and international repute working in advanced areas of electronic and information technology and developing and deploying IT PRODUCTS and solutions for div sectors of economy. The technologies that C-DAC has dealt with are High performance computing (HPC), Natural Language Processing (NLP), Artificial Intelligence (AI), e-Lear Multilingual-Multimedia computing, Geomatics, Cyber security, Real time systems software, Data warehousing Data mining, Digital/broadband wireless networks, Scier modeling & visualization. The key sectors addressed by C-DAC are Finance, Healthcare, Po Steel, Defense, Telecom, Agriculture, Industrial Controls, Broadcasting, Education and Governance.

Pioneers of the Open Frame Architecture and acknowledged globally for its PARAM series Supercomputers, C-DAC has applied its High Performance Computing and Communication (HPCC) expertise to the fields of Computational Atmospheric Sciences, Computational Dynamics, Computational Structural Mechanics, Seismic Data Processing, Bioinforma Quantum Chemistry, Ab-initio Molecular Dynamics, Imaging, Financial Modeling and Decide Support systems. These applications on PARAM supercomputers are powered by C-D interconnect switch PARAM Net providing high speeds and low latencies and its HPCC software suit, designed to provide Flexible, Parallel and Distributed Software environment for Linux Unix Clusters.

C-DAC’S relentless R&D effort in the HPCC area has led to the foundation of the Nat PARAM Supercomputing Facility (NPSF) at Pune, and C-DAC’s Terascale supercomputer Facility (CTSF) at Bangalore, which houses the PARAM Padma, with a peak computing power one Teraflop, ranked in the List of Top 500 powerful supercomputers of the world.C-DAC’S Language Technology mission has helped to create a framework for the co-existes of all the living languages of the world, with diverse scripts, on standard computers. In initiative, C-DAC evolved the Graphics and Intelligence based Script Technology (GIST proliferate the benefits of Information Technology to the vast and diversified multilin population of India.

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C-DAC’s has continuously developed and provided a number of advanced products for the us computers in Indian languages as well as foreign languages like Tibetian, Bhutanese, Perso-Arabic and so on for hundreds of thousands of users. The ISCII standard for multilin initied and adopted by C-DAC though a proactive support by the Ministry of Information Technology, Government of India.

As the era of a digital economy evolves, the concept of eGovernance assumes grew significance. Recognizing the importance of eGovernance and capitalizing on its skills technologies developed over the years, C-DAC has taken major initiatives by develop systems for Land Management and GIS based Planning, Telephone Revenue bill computerization of Municipal Corporations, Election Commission, Stamps and Registrar PWD, Seed Corporation, State Legislative Assembly, Hospital Information Systems, Electo Commerce and other similar systems to address specific needs of government department and organisations.

C-DAC established the Advanced Computing Training school (ACTS) in order to build mobilize high quality and skilled manpower in the extremely fast moving sector of ICT. There the ACTS, C-DAC offers a variety of specializes courses covering crucial domains of IT industries. There include VLSI, Embedded System Design, Enterprise System Management Bioinformatics, Geomatics, Digital Multimedia, Business Computing and Computer Software Development, Specific Masters training courses in Computer Science, Information Technology Electronic Product Design are also offered by C-DAC.

C-DAC, as an institute of fundamental R&D, in its new unified framework seeks to strength its brand equity and crate a higher value for its activities in contributing to the economy the society at large. The key focus areas of High Performance Computing Bioinforma Networking, Internet Computing, Cyber Security, Real-Time Systems and software, Geoma Multinugual and Multimedia Computing, Digital/Broadband Wireless Networks, Open so software and ICT for Healthcare, Agriculture and Education.

It is C-DAC reborn and strengthened that will define the terms of success both for itself the nation. The opportunities have been identified, and C-DAC stands poised to deliver as R&D institute dealing with ‘Tomorrows’ Computing Technologies’ today.

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Vision, Mission and Values

Vision of C-DAC

To emerge as a pemier R&D institution for the design, development and deploymer world class electronic and IT solutions for economic and human advancement.

Mission Statement

To carve out a niche in a global arena of advanced information technology and enha our brand image.

To continue to crate and deploy the finest talent in our quest for further expanse the frontiers of High Performance Computing and Communication technologies and applications.

To achieve rapid and effective spread of knowledge by overcoming language barr using natural language oriented computing and multimedia technologies.

To share our vast reservoir of experience for education and knwoeldgge enrichment the field of Information Technology.

To utilize the intellectual property thus generated, bring benefits of Information Technology to society, by converting it into an exciting business opportunity establishing a self-sustaining and wealth creating operation.

Our Core Values

The essence of C-DAC’s philosophy and the bed rock of our corporate culture

Innovation and pursuit of excellence in ‘Applications’, ‘Research and Technology’

Integrity, transparency and openness in all our action.

Working with and through the Teams in our way of life.

Distributed Leadership across the organization at various levels.

Strive to continuously improve our processes and quality.

Address needs of the society through user centre initiatives.

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Work Environment

C-DAC’s focus on diversity in research and work crates a competitive advantage for customers, our employees, and our company.

Every day’ at all levels of C-DAC’S business, we strive to crate an environment of trust respect, where each individual is included and valued. This environment enables all C members to develop and contribute to their full potential.

The Human Resource group in C-DAC is continuously involved in effectively implementer philosophy of employee centric policies, a great learning platform freedom to think, evolved implement and an informal work culture that is second to none. Thus creating a conducive environment to facilitate the C-DAC employees to develop and contribute in keeping with stated vision & mission objectives of C-DAC.

C-DAC designs and offers a number of solutions to markets that include defense, lingui striving to make ourselves self-reliant by marketing our products and solutions nationally internationally. Thus we offer an environment to our employees to make their crate economically viable and profitable to the organization.

C-DAC is committed to conducting its business in an ethical, socially responsible environmentally sustainable manner. This commitment is consistent with our corporate object and is essential to continued business success.

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Area of Expertise

Professional Software Development ERP Solutions GIS Applications Decision Support Systems Certificate Authentication Servers Property Management Examination Systems

Natural Language Processing VISHWAKOSH Machine-Aided Translation Bilingual Dictionaries IT Terminology LEKHIKA Language Conversion Tools CHITRAKSHARIKA Parallel CORPORASecurity System Access Control Systems Integrated Perimetry Protection

Systems

Attendance Recording System Wireless Access Control System

Communication Interfaces and Networking Professional Audio Broadcasting Professional Graphic Broadcasting Newsroom Automation Digital Storage and Retrieval

Systems WAP based Systems Internet via cable

Corporate Consultancy IT- Strategy Planning Requirement Analysis and Study Networking (LAN, WAN, Intranet

etc.) System Implementation and

Supervision Quality Assurance and Certification

Hardware Digital Set Top Box Neuron –Thin Client Solar based SMPS

UPS / Inverters / Converters Embedded Systems Special Applications Cable Modem

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Human Resource Philosophy and Policy

C-DAC’s HR philosophy holds the employee, its Member (of the C-DAC family), as being at center stage of the organization.

C-DAC’s achievements are clearly attributed to the 575 strong human resource spread over six different locations across the country, and manifest itself in employee centric policies great learning platform freedom to think, innovate, challenging areas to work and an inform work culture that is second to none.

C-DAC greatly values the contribution of its employees and keeps its human resource is under constant review, drawing inputs in this regard both through internal climate surveys the external environmental considerations.

The management at C-DAC is confident that wit a sound combination of a good hierarchal functionally flat structure, an effective inter personal communication system already in pl newer HR thrust areas currently on steam, the employee centric HR philosophy will further boost and reinforce a belief in the minds of IT professionals that C-DAC is truly a place to be in .

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DEPARTMENT OF CDAC, NOIDA

Embedded System

Multilingual Technologies

Open Source Technologies

Health care e-Sushrut Hospital Management

Information System

Education & Training

Events and Conferences

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Embedded System

Design and Development of Digital Set Top Box

Set Top Box is a device that can be connected to a TV for watching digital channels. It supports all cable, terrestrial and satellite transmission system and has following features –

Support for DBC-S, DVB-T, and DBV-C through different NIM modules.

Transport Input from front ends (Satellite, terrestrial, Cable).

A category-based user friendly multilingual OSC (in Engli9sh & one other

regional languages) will be provided.

Support PAL/NTSC picture formats.

Cable Modem integrated.

Euro DOSCSIS Compliant.

Email on T.V.

Web-browsing on T.V.

Conditional Access.

Smart and Integration – 2.

I.R. ACTIVATED Remote, Keyboard and mouse.

The specifications of the product have been frozen and schematic design prepared. The

pro is in development stage.

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Design & Development of Standard Indigenous Call Centre Equipment Application

Software with Multilingual Capacities.

In the current scenario establishing a Call Centre involves procurement of expensive Switch servers and Application Software etc. at exorbitant cost. This project aims at providing a cost solution for the entire application needs of a Call Centre.

The Solution being developed is soft switch based, which eliminates the need of buying switches. The objective of the project is to provide and integrated solution for Call Centre like features for incoming and outgoing calls, Web Integration with e-mail client and program, chat program, Web Callback etc. A part from this, a small CRM application is integrated, which can be modified as per the customer needs. Automatic Call Distributors features are also included.

The development of the project is under going.

Hardware/Embedded Systems Projects

In line with its mandate to be an R&D organization, the Unit has augmented its R&D base in terms of availability of qualified manpower and latest systems/tools like sun work static cadence design software, ARM Development Tools and RTOS Tolls software. A number projects, sponsored and in-house, were taken up during the year. The major projects in taken and products developed are :-

Thin Client (Neuron)

Neuron has been designed to be a complete solution for network clients. Each Neuron has own embedded memory, processor, Ethernet, graphics, sound and most other capabilities a modern PC has. At its heart is a versatile STPC-Atlas x 86 based processor integrated modern capabilities like 2D graphics acceleration, multimedia processing capabilities, SDI controller and several other features. The main board has a sound card; an Ethernet Card SD Ram. The storage memory Device is a Disk on Chil (DOC). This DOC works exactly lit normal Hard Disk. It is loaded with one or more OS and a combination of utilities, architecture gives Neuron fast and powerful processing capabilities. A small external m adapter supplies the power to neuron, thus preventing the server from getting overburden The Neuron runs on a Linux platform but can work with most windows programs as well, t the software costs for Neuron is very less and software are required only at the server.

A Thin Client terminal only processes keyboard and mouse input and screen output, leavin application processing and storage to the server.

Unlike a traditional PC with high-speed processors and data storage, these terminals optimized to act solely as windows to the server where user's applications and data res

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Instead of applications running on individual PCs, all applications are run from a single ser greatly simplifying the administration and support needed to run a network.

The note worthy features of the Neuron are:-

Very economical setup of networks

Only server up-gradation required to upgrade the network

Stable, robust and secure networks

Compatible with windows as well as UNIX platforms

Integrated on board Ethernet, display, sound and serial port

2D graphics acceleration

Provision for USB, hard disk CD, floppy drives and modem

No threat of viruses

No danger of data loss due to improper shutdown

The transfer of technology of the product is being explored.

External (serial) and Internal (pci) Modem

The unit has developed a modem based on a single chipset from Conexant Inc. USA. The design is aimed at highest functionality at lowest cost, to meet the current 56Kbps standard The technology has been transferred to BPL & Wipro.

Home Inventory Management System

The project, which was taken up in-house was aimed at designing and developing a system monitoring of home inventories like soaps, toothpaste and other household items of day-to-use. The system is capable of connecting to the racks in which each drawer is marked I wise. The system will keep track of all the drawers and once a particular item goes belc predefined limit, the system will send email to the vendor and the order is pic automatically.

The project has been successfully completed.

Solar Power Grain Moisture Measurement System

The moisture content plays a vital role in determining the period of grain storage in the downs. Higher moisture content attract various fungi and bacteria thereby causing damage the grain whereas very low moisture content affect the nutrient content of the grain.

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Solar Power Grain Moisture Measurement Unit (SPGMMU) measures the moisture center grain/seeds. In addition, the system will be utilized to know the optimum stage of harvest storage for extended period and for research work in the laboratory. The system has \ applications in pre-dominantly agricultural communities/regions.

Photovoltaic Main Electronic Interface Unit

The conventional sources of energy are depleting rather fast. Keeping in view techno development on PV utility taking place elsewhere and as an import substitution effort, a prc was undertaken to design, develop and fabricate a 2 KVA PV utility interface. The sys consisting of the following 6 modules has been successfully developed:-

DC to DC Converter

DC to AC converter

SMPS Power Supply for Control Card, drive Circuits and Fan

Power flow and Synchronization Control

Supervisory Control and Metering and Load Management

CP Control Card

This system is ideal for rural areas where the electricity supply from the grid is infrequent, surplus power generated can also be fed into the grid.

Solar Powered Uninterruptible Switch Mode Power Supply for PC System

Solar powered uninterruptible switch mode power supply is used to generate various voll levels (regulated) required to run a PC. The system consists of an uninterrupted power surf an AC to DC converter and a DC to AC converter. The system takes solar energy as prim source of power. It switches to AC line, when solar power is not available and switched Battery bank when both solar and AC Power are not available. Software monitoring facility also provided to monitor the power status of the system.

This technology/product has immense for use in the rural/remote areas where the electric supply is scarce or unstable.

Development of Technology for Tele TV Conferencing using Conventional Telephone Lines

The project aims at developing technology for transmission of audio and video conventional telephone lines. The main features include, the compression of audio and v

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data and data transmission over line. The compression used for the video is as per H, standard, for audio is as per G.723.1. The video for transmission is PAL based, the video w be transmitted QCIF resolution. The audio would be compressed to as low as 5.3 kbp: against the standard 64 kbps.

The project is in development stage.

Solar Home Lantern

This system is designed to work as a night lamp in homes, particularly in the remote areas :

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Lekhika - Platform Independent Word Processor

Translation Support System

Bilingual Electronic Dictionaries

On-Line Hindi Vishwakosh

Address Management System

e-Content Creation

Unicode Interface System for Applications

Multilingual Corpora

Hindi OCR

Text to Speech (TTS)

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Open Source Technologies- CDAC, Noida Initiatives

Open Source Technologies like linux are being widely implemented globally on the ser desktop PC's and Laptops or even embedded devices like Mobile Phones, PDA's, Honor industrial appliances etc. The Linux Clusters rank highly among the top 500 supercomp worldwide. Many mission critical applications of NASA and US military are simulated implemented on Linux.

Indian market is also opening up to new opportunities being offered at very low costs by Source Technologies. CDAC, Noida has taken various initiatives by providing products, soli and consultancy support services for adopting open source technologies. Some initiative' CDAC, Noida are:

Machine Aided Translation- English to Hindi translation system

Lekhika- A platform independent word processor with addon utilities like Hindi :

checker, transliteration, dictionaries etc.

Neuron Thin Client- Thin client provides desktop environment at very low cost

com|: to PC's over a network. It can work in both windows as well as Linux

environment.

Open Source Set-Top-Box- with embedded Conax CAS. The implementation is

will open source web browser to provide internet on TV.

Hospital Information System- Total HIS package implementation

ISP Setup with Mail server, Web server, DNS, RADIUS, Proxy server all

configure Linux

Data centre with 2 clusters - one application cluster and the other one as data ck

The data cluster is configured with Oracle 9i RAC and the data applications are

host* the application servers cluster.

Q-mail implementation at NTPC, Noida - providing consultancy and handheld

suppc big corporate like NTPC in enabling them to adopt Open source

technologies.

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Migration of existing legacy applications and databases to Linux

Advanced Linux Training programs for departments like Cabinet Secretariat,

Minis Home, Rajasthan Electricity Board etc.

Organising and actively sponsoring seminar/workshops like Linux Asia.

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Dimension

e-Sushrut C-DAC's Hospital Management Information System is a major step towards ada technology to improve healthcare.

e-Sushrut incorporates an integrated computerized clinical information system for imp hospital administration and patient health care. It also provides an accurate, electronically medical record of the patient. A data warehouse of such records can be utilized for static requirements and for research.

The real time e-Sushrut streamlines the treatment flow of patients and simulate empowering workforce to perform to their peak ability, in an optimized and efficient manner modeled on the unique combination of a 'patient centric and medical staff centric' paradigm, providing benefits to both the recipients and the providers of healthcare. It ensures improvement in performance along with reducing the costs.

e-Sushrut can be customized for a variety of hospitals such as medium sized clinics, large hospital which could be Government hospitals, Super specialty hospital or Purely Pr hospitals. Advantages

Connects people, processes and data in real time across all the hospital on a s

platform.

Workflow routes documents and Information electronically.

& Flexibility and Integration abilities manage change.

Customized Clinical data according to each Department, Laboratory etc

Access to Financial information and Performance indicators help in managing

resource costs and margins.

Fast and reliable information storage, querying and retrieval. Retrieval could be

eighth< generation of reports based on demographics, gender, and age or for

research & Ml classification.

Technical Specs

Based on C-DAC’s n-tier Internet Architecture.

Takes Full adv

Advantage of extensive markup Language (XML).

Provides Bar coding Interface for areas such as patient Registration, Stores,

Sample collection etc.

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Provision for Machine Interface

Integration with Code sets like ICD (International Classification of Diseases),

SNOMED

Based on RDBMS for easy retrieval and better performance

Portable across a variety of platforms

Easy GUI interface

Director, 3 D Studio,

AutoCAD Map, PC Arc

Info Solaris & JAVA

Sun Solaris & JAVATools

salient features of Diet Kitchen are Meal Scheduling, Meal Cancellation and Prescribed Therapeutic Diet

Patient Medical Records

The Patient Record Management Module is crucial in the overall integrated hospital manage system. The rationale behind computerization of PMR is to maximize the usage of the patient medical information.

Blood Bank

The Blood Bank is one of the major components of a hospital, concerned with various re activities including donor registration, physical examination, blood grouping, blood infect tests, component separation, blood requisition and cross match.

Central Stores

This module deals with Hospital Equipment/Material/Inventory Purchase and Supply to differ Departments. Requisitions for different items/equipment are sent to this store from different departments and accordingly the CSD issues items/equipment to various departments. The also maintains records of purchases, stock, and supplier list, item/equipment/material m tables, and also takes care of the inspection details.

Bio-Medical Engineering Department

The Bio-Medical Engineering Department (BMED) module keeps track of the details of the medical equipment of the hospital. The details include equipment code, category, depart name, location, and vendor's name and purchase details. This module also handles comply and service details of different equipment.

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Enquiry

This module provides information related to enquires regarding the hospital or the pat admitted or registered in the hospital.

Master Management

The functioning of the Hospital Information System depends on a large set of data that run static for a long period of time.The Master module is used to enter, modify and validate the Master data that is used by a other modules. It is the responsibility of the System Administrator to maintain the integrate this data.

User Management

User Management is Instrumental in assigning Privileges to users according to their Roles Work Area. The Privileges are of two kinds Application Level and Data Level.Personnel Information System

The PIS Module deals with the maintenance of employee records in the hospital. The function this module includes Employee Personnel Information, Employee Service Details, L Management, Disciplinary Action, Recruitment Process, Manpower Planning, and Manage Module, which specifically looks after Vehicle Management & Accommodation Manager Training Management. The PIS Module is integrated with Payroll System.

Finance Management System

The FMS module consists of Payroll System, which deals with generation of salary of emplaced with dues, deduction and income tax processing. Bill Processing System, which gene various types of bills (both employee specific and office related). The Asset Management M< which deals with purchase, allotment, location tracking, maintenance, contract details of a and generation of Fixed Asset register. The Account Module maintains accounts, generating Accounts Book such as Bank Book, Journal Book, and Cash Book etc. It also includes Void generation, Ledger, Trial Balance, Sub-Trial Balance, Balance Sheet, and Profit-Loss account the accounts section.Stores Management SystemThe Stores Management System keeps the inventory of various items such as station furniture etc. It also keep record of items in the inventory, reorder level of items, items all' to various department, no of items that can be allotted to the department, vendor detail* details of the items, item requisition, request approval and generating various reports.

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Library Management System

The Library Information System comprises of the following sub modules; Books acquits cataloguing, circulation serialization, OPAC (Online Public Access Catalogue), Funds accounts and Printing Desired Reports.

Experience in health care

SGPGI Lucknow – Since 1998

GTBH Delhi – Since 2000

Central Hospital, Northern Railway, New Delhi – Since 2002

GB Pant, Port Blair – Since July 2004

General Hospital, Chandigarh, Implementation in progress

MGIMS, Sevagram (Nagpur), Customization in Progress

Registration

Emergency

Out Patient Transport

In – Patient Enquiry

Labs Service Appointment

O.T. Services Diet & Kitchen

Blood Bank C.S.S.D. PMIS

Pharmacy Linen & Laundry FMS

Patient Med. Record Bio-Med Waste MNS

Patient Billing Maintenance LIS

Core Services Support Service Back Office

Administration

Advanced Hospital Information System

Based on Windows - 95/98/2000 and NT front end with NT/Unix/Solaris as backend

Audit logging of transactions Comprehensive User Management & Security. Integration with PACS and Telemedicine.

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Features

Registration

Every patient who approaches a hospital has to get registered prior to getting any consultant treatment, and investigations done from the hospital. Registration of patients involves certain general and demographic information about the patient and assigning a unique re-registration number (CR No) to the Patient.

Out Patient Management

The outpatient module deals with the entire gamut of activities pertaining to the manage me out-patients. It consists of the creating Patient Visit and storing details like complaints, his clinical summary, provisional diagnosis, drugs etc corresponding to each visit.

Pharmacy Management

The Pharmacy Module deals with the maintenance of drugs and consumables in the hospital functions of this module include, online drug prescription, inventory management of d consumables and sutures.

Billing

The Billing module deals with collection of money for services availed by a patient.

Investigation

In the routine functioning of a hospital, various types of investigations are carried out. The module handles the processes right from raising investigations to making the results available

In Patient Management

The In-patient module commences when the patient is being allotted a bed in the ward and after preparing the final discharge for a patient. In Patient Management deals with the comp treatment administered during the patient stay in the hospital.

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Operation Theatre

The Operation Theatre module contains information about the availability of all the Equipment/Tools etc. Scheduling of operations is the main function of this module. Pro provision for raising and validating an operation. Automatic preparation of Operation dc Entering and validating the detailed Operation and Anesthesia record along with the provisic maintaining Post-op progress.

Appointment

This module deals in allotting appointments to patients for a visit to the hospital. It keeps of available slots in various categories of appointments. This module also deals with cancel of existing appointments.The module deals with two types of appointments

Consultant Appointment Equipment Appointment.

Central Sterile Services

The Central Sterile Services Department's (CSSD) main function is to provide sterile items, I equipment to wards and OT's. This could be reusable equipment, linen from various wards OT's for sterilization or it could be fresh sterilized items, which is issued to wards/OT's as per requisition received from their side.

Diet Kitchen

The functionality of the kitchen module is to manage the patients' meal services. This me depends on the In-patient module. The diet can be prescribed only to the In-patients.

48

49

Setting Up of "Centre of Excellence" for R&D and Education

A Unit has initiated steps for setting up of a Centre of Excellence for Research & Education the areas of Information Technology, Communications and Bio-informatics with IT Indu participation. A five acres land has been acquired in Noida, adjacent to C-DAC, NOIDA O for the proposed Centre.

The Centre of Excellence would offer various knowledge and skill based graduate, postgradi and Ph.D. programmes integrating R&D and Education in the areas of Information Technol" Communications and Bio-informatics.

The proposal has already been approved by the Governing Council and Secretary, Ministry Communications and IT and is under process for SFC approval.

C-DAC, Education & Certification Services

With a view to integrate high-end education and research in the field of Informs Technology, the Education & Certification Services include:

BOSP : Business - Oriented Specialized Programme

CDP : Career Development Programme

SUP : Skill Up gradation Programme

Structured training methodology and advanced learning techniques are deployed to pro goal-based learning.

Education & Certification Services aim at updating the technical knowledge and manage^ performance with:

Education/Training in Information Technology, in alliance with World Leaders

Practice - Oriented Training Programmes to build knowledge based skills

Effective Training Methodologies for enhancing the quality

Instructor Facilitation - encouraging deployment of experts from academia and industries

Comprehensive curriculum

The programmes offered include

Master Degree programmes

M. Tech(IT) (jointly with University of Roorkee)

MCA (In affiliation with IP University)

M. Tech.(Computer Science & Engineering) in affiliation with IP Univ.

50

M. Tech.(Information Technology) in affiliation with IP

Univ. M. Tech.(VLSI Design) in affiliation with IP Univ.

PG Diploma Programmes

PG Diploma in Advanced Software Design & Development (Based on IIT, Delhi Curricula).

PG Diploma in Embedded System in VLSI Design ^ PG

Diploma in System and Database Administration Diploma

in Geographic Information System

Specialized Programmes

Application Developer

Oracle 9i SQL

Oracle 95 PLSQL

Internet Form Application-I

Internet Form Application-II

Building Internet

Oracle 9i DBA Track

SQL

Oracle 9i DBA Fundamental-I

Oracle9i DBA Fundamental-II

Oracle 9i DBA Performance & Tuning

ERP

People Soft

TECHNICAL MANPOWER

C-DAC, NOIDA, employs about 300 professionals.

51

INFRASTRUCTURE

C-DAC, NOIDA, has full-fledged sate-of-the-art infrastructure and facilitated labs. The facil include:

Software Hardware Networking

SAP R/3 4.OB

SIEBEL/CINCOM

SCO Unix/Linux

Windows NT Novell

Net

Oracle 8i, Sybase II

Developer 2000,

Power builder 5.0, 6.0

COBOL II, MVS, JCL, CICS,

VSAM etc. on IBM S-390

ILE COBOL, OS-400, RPG-

400, CL-400 etc. on AS/400

Domino Lotus Notes

VCU Visual Studio

IBM S-390

IBM AS/400

Compaq non – stop

Servers

Compaq

Clients/workstation

IBM Work Stations

Digital Work Station

240 KW UPS

SUN Work Stations

Printers & Plotters

Scanners

Projection Systems

Generator

3-Com Switched

Network

Routers

8 MB Fibre Optical Ltd

Nortel Switch for Call

Centres

Network on 10 Mbps

Ethernet Cat 5 cabling

Siemens System for

Network Management

Centre

SNPS

2 MB leased line for

Internet

IPLC to USA/UK

52

e-Governance

Buddham Sh.am.axn Gach.cham.ee Dhamara

53

Business – Oriented Specialized Programme (BOSP)

Sr.

No.Programmes Long/Short

TermDuration

No. of

Seats

Products

per year

Professional Courses

1.Design Building & Deploy

Internet Applications with Oracle Developer 6i

Short Term 10 Days 10 4

2. Java with Oracle9i Long Term 45 Days 30 4

3. ERP Long Term 6 Weeks 15 6

4. CRM Long Term 1 Months 10 8

5. Oracle 8 DBA Short Term 10 Days 10 4

6. Enterprise Network Management Short Term 5 Days 15 12

7. Unix & Networking Short Term 5 Days 24 8

8. Oracle 9 (i) Short Term 5 Days 12 8

9. Oracle 8 (i) for Developer Short Term 8 Days 15 4

10. Oracle Developer 6 (i) Short Term 13 Days 15 4

11. Red Hat Linux Essentials Short Term 5 Days 24 4

12. Linux System Administration Short Term 5 Days 24 4

13. Administering Oracle 9i AS Short Term 5 Days 16 4

54

ANNUAL ASSESSMENT

Objectives:

The Annual assessment System for executive and non-executive Categories seeks to meet the following objectives: PROMOTION: To form an important basis for promotion along with seniority. TRAINING AND DEVELOPMENT: To understand the gaps in knowledge and skill with reference to the present assignment of an employee and with reference to his future development; and fill the same by planned guidance and training

Coverage:

There will be different formats for assessment as per the following broad categories:(a) Executive – technical (b) Executive – non-technical(c) Non – executive – technical (d) Non- executive – non – technical

Assessment:

- The assessment will be annual and cover performance during the financial year.

- The annual assessment form provides for evaluation on certain attributes and abilities on a 3-point scale ‘Outstanding’, ‘satisfactory’, and ‘unsatisfactory’. Periodic performance records and critical incidents maintained by persons reporting, with respect to each employee, will form the basis, which will aid in filling the annual assessment. This, it is hoped, will contribute towards making the appraisal objectives.

- The assessment form also provides for an overall evaluation on a 5-point scale. Keeping in view the relative priorities/ratings on each attribute on the 3-point scale, the overall assessment may be arrived upon.

- In addition to the above, the annual assessment form provides for identification of training needs and rotational assignment to fill the gaps in knowledge and skills.

Who Appraises

- The annual assessment for each non-executive will be done by the person to whom he reports. However, the minimum level of the reporting person will not be less than a head of the department, of a employee .

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- The annual report will further be reviewed by the officer to whom the reporting person in turn reports. The minimum level of reviewing authority both in case of technical & non-technical will be that of an executive.

- The report will further be seen & signed by the sectional head in case he us not the reviewing officer, and countersigned by the HOD may enter remarks if any.

- In the event of the overall assessment being rated ‘Unsatisfactory’ a written communication will be issued to the concerned employee by the HOD.The communication will be accompanied with specific facts and figures substantiating the adverse remarks.In case of representation by the concerned employee the same will be examined by the HOD who will record his final decision along with reasons.

The final decision will be communicated to the employee with regard to:The earlier assessment being retained.After due consideration the earlier remarks are expunged and the same being noted in the annual assessment form.

- If an employee has worked with more than one reporting person for three months or more, he will be assessed by all the concerned reporting persons.

- As in case of executive, an important outcome of the follow up of annual assessment will be counseling, counseling in case of ‘unsatisfactory performers’ will be done by the HOD.

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ANNUAL ASSESSMENT REPORT: EXECUTIVE – TECHNICAL

YEAR:_____________FROM:_____________TO:________________

NAME: EMPLOYEE NO:GRADE: SECTION:TRADE: DEPARTMENT:DT OF ENTRY IN THE PRESENT GRADE:

OUTSTANDING SATISFACTORY UNSATISFACTORYTechnical ExpertiseTechnical CompetenceTechnical AcquaintanceLearning Areas Follow up of work at appropriate checkpoints and taking timely action/decision where required

Ability to direct and get work done

Job knowledge, adequacy of his knowledge and skills and application for the same. Cost consciousnessResponsibility towards workAbility to maintain proper recordsHandling of confidential documentProficiency with regard to written communication/skill in drafting Regularity and

57

punctualityAbility to guide & train subordinatesAmenability to disciplineKnowledge and observance of company rules & instructions and procedures related to his jobAbility to coordinate with other departmentsRelationship with superiors and colleaguesIntegrityAbility to assume higher responsibilities

Cite any incident of breach of company rules and feature of misconduct if any. Incase of any disciplinary action, give details and nature of charge.

Training & Career Development (To be filled by the Reporting Person) a. Keeping in mind his i) present assignment ii) future development, do you feel that the employee should be given a rotational assignment within or outside the section/department or an additional skill?b. If yes give details of the rotational assignment/additional skill. -With reference to his present assignment: - With reference to his future development:c. Approximate month when these recommendations should take effect:

OVERALL ASSESSMENT (To be filled by the Reporting person)

[ ] [ ] [ ] [ ] [ ]Outstanding (Consistently exceptional performance)

V.Good(Exceedingly high level of performance)

Good(Performance higher than average)

Satisfactory(Perf. As per job requirement)

Unsatisfactory(Performance below average)

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

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OVERALL ASSESSMENT (To be filled by the reviewing officer)

[ ] [ ] [ ] [ ] [ ]Outstanding V.Good Good Satisfactory Unsatisfactory

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Signature of the Sectional HeadName:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Comments of the HOD Name……………………………………….. Signature…………………………………… Date…………………………………………

ANNUAL ASSESSMENT REPORT: EXECUTIVE NON-TECHNICAL

YEAR:_____________FROM:_____________TO:________________

NAME: EMPLOYEE NO:GRADE: SECTION:TRADE: DEPARTMENT:DT OF ENTRY IN THE PRESENT GRADE:

HEADS OUTSTANDING SATISFACTORY UNSATISFACTORY1. Results achieved with respect to assigned work, in terms of thoroughness and quality.2. Timely completion of work3. Follow up of work at appropriate checkpoints and taking timely action/decision where required4. Ability to direct and get work done

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5. Job knowledge, adequacy of his knowledge and skills, and application of the same.6. Cost consciousness 7. Responsibility towards work

8. Handling of confidential documents 9. Proficiency with regard to written communication/ skill in drafting10. Regularity and punctuality11. Ability to guide & train subordinates12. Amenability to discipline13. Knowledge and observance of company rules & instructions and procedures related to his job 14. Ability to coordinate with other departments 15. Relationship with superiors and colleagues16. Integrity17. Ability to assume higher responsibilities

18. Cite any incidents of breach of company rules and feature of misconduct if any. In case of any disciplinary action, give details and nature of charge.19. Details of commendations and awards and special remarks if any.

60

20. Training & Career Development (To be filled by the Reporting Person) a. Keeping in mind his i) present assignment ii) future development, do you feel that the employee should be given a rotational assignment within or outside the section/department or an additional skill?b. If yes give details of the rotational assignment/additional skill. -With reference to his present assignment: - With reference to his future development:c. Approximate month when these recommendations should take effect:

OVERALL ASSESSMENT (To be filled by the Reporting person)

[ ] [ ] [ ] [ ] [ ]Outstanding (Consistently exceptional performance)

V.Good(Exceedingly high level of performance)

Good(Performance higher than average)

Satisfactory(Perf. As per job requirement)

Unsatisfactory(Performance below average)

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

OVERALL ASSESSMENT (To be filled by the reviewing officer)

[ ] [ ] [ ] [ ] [ ]Outstanding V.Good Good Satisfactory Unsatisfactory

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Signature of the Sectional HeadName:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Comments of the HOD Name……………………………………….. Signature…………………………………… Date…………………………………………

ANNUAL ASSESSMENT REPORT: NON-EXECUTIVE TECHNICAL

YEAR:_____________FROM:_____________TO:________________

NAME: EMPLOYEE NO:GRADE: SECTION:TRADE: DEPARTMENT:

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DT OF ENTRY IN THE PRESENT GRADE:

Outstanding Satisfactory UnsatisfactoryWORK OUTPUT:Results produced in relation to assigned tasks. 1.Quantity of work (Extent to which results have been achieved)2. Quantity of work (implies accuracy thoroughness and quantity)3. Timely completion of workJOB ABILITYKnowledge of skills required and it’s a applications in the positions held4. Adequacy of his knowledge of techniques/skills for the present position5. Utilization of job knowledge and skills(Effectiveness with which knowledge and skills are applied to carry out his work)RESPONSIBILITY AND DEPENDABILITY6. Responsibility towards work7. Responsibility towards tools and machinesOTHER ASPECTS:8. Regularity and punctuality in attendance 9. Amenability to

62

discipline 10. Knowledge of company rules and instructions & procedures related to his job11. Technical expertise12. Technical Awareness13. Relationship with superiors and colleagues14. Ability to assume higher responsibilities15. Integrity16 Does he absent himself frequently from his place of work.

17. Details in cases of unauthorized absenteeism.

18. Cite any incidents of breach of company rules and feature of misconduct if any. In case of any disciplinary action, give details and nature of charge.

Details of commendations and awards and special remarks if any._____________________________________________________________________

Training & Career Development (To be filled by the Reporting Person) a. Keeping in mind his i) present assignment ii) future development, do you feel that the employee should be given a rotational assignment within or outside the section/department or an additional skill?b. If yes give details of the rotational assignment/additional skill. -With reference to his present assignment: - With reference to his future development:c. Approximate month when these recommendations should take effect:

OVERALL ASSESSMENT (To be filled by the Reporting person)

[ ] [ ] [ ] [ ] [ ]Outstanding (Consistently exceptional performance)

V.Good(Exceedingly high level of performance)

Good(Performance higher than average)

Satisfactory(Perf. As per job requirement)

Unsatisfactory(Performance below average)

Name:………………………………………signature:…………………………………….

63

Designation:…………………………………date:………………………………………...

OVERALL ASSESSMENT (To be filled by the reviewing officer)

[ ] [ ] [ ] [ ] [ ]Outstanding V.Good Good Satisfactory Unsatisfactory

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Signature of the Sectional HeadName:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Comments of the HOD Name……………………………………….. Signature…………………………………… Date…………………………………………

ANNUAL ASSESSMENT REPORT: NON-EXECUTIVE-NON-TECHNICAL

YEAR:_____________FROM:_____________TO:________________

NAME: EMPLOYEE NO:GRADE: SECTION:TRADE: DEPARTMENT:DT OF ENTRY IN THE PRESENT GRADE:

DIVISION: NCPP

Outstanding Satisfactory Unsatisfactory

1. Job abilities: Job knowledge and its utilization, relating to the position held 2. Timely completion of tasks assigned/promptness

64

3. Maintenance of records and files and efficiency in retrieval of papers.4. Follow up of matters relating to work5. Dependability and responsibility towards work.6. Accuracy and thoroughness.7. Knowledge of company rules and procedures related to job8. Handling of confidential documents9. Proficiency with regard to written communication skill in drafting10. Amenability to discipline11. Relationship with supervisors and fellow employees,12. Punctuality and regularity in attendance.13. Tact in handling telephone calls and dealing with visitors

14. Cite any incidents of breach of company rules and feature of misconduct if any. In case of any disciplinary action, give details and nature of charge.

Details of commendations and awards and special remarks if any.

Training & Career Development (To be filled by the Reporting Person) a. Keeping in mind his i) present assignment ii) future development, do you feel that the employee should be given a rotational assignment within or outside the section/department or an additional skill?b. If yes give details of the rotational assignment/additional skill. -With reference to his present assignment: - With reference to his future development:

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c. Approximate month when these recommendations should take effect:

OVERALL ASSESSMENT (To be filled by the Reporting person)

[ ] [ ] [ ] [ ] [ ]Outstanding (Consistently exceptional performance)

V.Good(Exceedingly high level of performance)

Good(Performance higher than average)

Satisfactory(Perf. As per job requirement)

Unsatisfactory(Performance below average)

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

OVERALL ASSESSMENT (To be filled by the reviewing officer)

[ ] [ ] [ ] [ ] [ ]Outstanding V.Good Good Satisfactory Unsatisfactory

Name:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Signature of the Sectional HeadName:………………………………………signature:…………………………………….Designation:…………………………………date:………………………………………...

Comments of the HOD Name……………………………………….. Signature…………………………………… Date…………………………………………

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RESEARCH METHODOLOGY AT CDAC, NOIDA

SAMPLE SIZE FOR NON-EXECUTIVE EMPLOYEES: 90 FOR EXECUTIVE EMPLOYEES : 90

ACTUAL NUMBER OF POPULATION COVERED: FOR NON-EXECUTIVE EMPLOYEES: 79 FOR EXECUTIVE EMPLOYEES : 70

Due to unavoidable circumstances and irrevocable constraints, the actual number of population covered is less than the sample size targeted.

SAMPLING METHOD:-Random sampling- as I hardly know anybody from the organization. But at times, the sample was also collected as per the choices and targets of my knowledgeable corporate seniors. Hence, here it can be said that it was judgmental sampling SOURCES OF DATA COLLECTIONThe data used in the project is collected both by primary sources and secondary sources. The following are the sources of collection of data:

Primary sources of data collection: The primary sources of data collection for the project are questionnaire and interviews.

Secondary sources of data collection: ~ Company profile ~ Books ~ Websites

EVALUATION PROCESS After the study of company’s profile and its performance appraisal procedure, questionnaire for employees is prepared and is given to them. Interview method is also employed and the views of the company’s personnel are taken. Questionnaire for the employee is objective in nature. Employees are required to select the answer for the given questions.

ANALYSIS PROCESS

Questionnaire for the employees are analyzed graphically and are evaluated in terms of percentage.

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ANALYSIS

FOR NON-EXECUTIVE EMPLOYEES

1) Whether you are aware about the exiting performance appraisal system.

2) Whether the current system fulfills your expectation?

68

3) Whether there is a transparency while evaluating your performance?

4) Whether you are satisfied with the current evaluating system.

69

5) Do you receive feedback in any form about your level of performance from your superiors?

6) Do you think that there is need to change/replace the existing performance evaluation system?

70

7) Whether there is any linkage with your career growth with the existing performance evaluation system?

8) Whether the current system in any way contributes to job rotation, skill up gradation related programmes/issues?

9) Whether the current system motivates for higher performance at the work place and help in increase the productivity?

71

FOR EXECUTIVE EMPLOYEES

1) Whether you are aware about the existing performance appraisal system ?

2) Whether the current system fulfill your expectation ?

72

3) Do you think that in the existing system there is a transparency in evaluating the performance of the employees ?

4) Whether you are satisfied with the current evaluating system?

73

5) Whether the parameters on which an employee is assessed in the existing system are sufficient to evaluate his performance?

6) Do you think that there is a need to change/replace the existing performance evaluating system?

74

7) Whether there is a need to add some more ingredients in the performance evaluating form for the executive category to make it more result oriented?

8) Whether the current system satisfied the expectation of the employees and link to their career growth?

75

9) Whether the current system in any way contributes to job rotation, skill up gradation related programmes/issues of the employees in executive category?

10) Whether the current system motivates the employees for higher performance at the work place and help in increase the productivity?

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FINDINGS

1) From the data, it is clear that irrespective of confidential report writing majority of non-executive employees are aware of attributes on which they are evaluated.

2) 65% of non-executive employees feel that existing performance evaluation system fully/partly fulfills their expectation.

3) Irrespective of awareness and fulfillment of expectation, majority of non-executive employees feel that there is lack of transparency in the system.

4) 65% non-executive employees not/partly satisfied with the existing performance evaluation system.

5) 63% of non-executive employees do not receive any feedback from their superiors.

6) Majority of non-executive employees want that present system need to be replaced/changed.

7) 70% of non-executive employees think that the current system do not contribute in any way to job rotation, skill up gradation etc.

8) 60% of non-executive employee’s feels that the current system is partly motivate the employees for higher performance at the work place.

9) Nearly all executive employees are aware of existing performance appraisal system.

10) Though 30% of executive employees feel that transparency in the existing system is not up to mark while 40% think that there is lack of transparency.

11) Half of executive employees are partly satisfied with the current evaluation system while 30% are satisfied and 20% are not satisfied.

12) In the case of parameters on which a non-executive employee is assessed, executive employees provide ambiguous view. 40% feels that parameters are sufficient while another 40% feels that parameters are not sufficient.

13) Majority of executive employees want that present system should be changed.

14) Almost nearly all executive employees want more ingredients in the performance evaluating form for the non-executive category to make it more result oriented.

15) 40% of executive employees are not satisfied with the existing system while 40% are partly satisfied.

16) Majority nearly 70% of executive employees feels that current system does not contribute to job rotation, skill up gradation etc.

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A FEW LINES ABOUT THE PERFORMANCE APPRAISAL SYSTEM FROM EMPLOYEES

1) The system is an okay kind partially reflecting self-efficiency and self-

management in the eyes of the management and if taken seriously there is a scope

of improvement.

2) Old system- needs a radical change.

3) Both the parties should be allowed to evaluate each other’s performance so as to

reduce autocracy.

4) Negative- complete farce.

5) The period of appraisal should be reduced to six-months/monthly appraisal

system.

6) More of objectivity should be brought in while appraising an employee-remove

bias.

7) Communication system should be changed for better performance of the

employees.

8) System is totally dysfunctional.

9) Good for developing the performance of the employees.

10) System is not result oriented, no rewards, only punishment.

11) Identifies performers & non-performers and thus development towards

improvement/better performance thereby creating a culture of continuous growth

and development of employees as well as the organization.

12) A structured system is required with more formal rating practice.

13) Arbitrary and done for the sake of formality.

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SUGGESTIONS FROM EMPLOYEES

1) Self- appraisal

2) Appraiser should be friendlier with the appraisee.

3) Actual numerical evaluation required.

4) Previous years’ rating should be mentioned in order to compare improvement/degradation.

5) Grouping of similar parameters need to be done.

6) A person known for his/her integrity, sincerity, familiarity, and professional competence should be given the job of appraisal and not by any tom-dick-harry.

7) The appraisal should take more interest.

8) Appraiser/reporting officer should be more than one in order to avoid bias in favor of an employee.

9) The concerned employee should be allowed to record his comments on the evaluation done.

10) A detailed discussion is required to obtain a good interpersonal relationship, job motivation and sound-working atmosphere.

11) There should be more bearing, more responsibility and it should be result oriented.

12) The communication system needs to be improved. There is a communication gap between the reporting and the reviewing officer. The actual fact is presented, most of the times, in colored form, which thereby leads to incorrect evaluation.

13) The rating should be officially communicated.

14) Appraisee’s strengths and weakness should be communicated and then help him/her to build up.

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CONCLUSION

Performance appraisal system, have tended to incorporate an uneasy mix of objective setting and rating processes. They have often been the property of the personnel department which has imposed them as a bureaucratic system on the executives who carry out appraisals under duress and therefore badly. They have also been operated in many instances, as a top down approach incorporating an annual appraisal meeting, which dwelt on the past and used mainly to determine ‘merit’ pay awards which gradually, became known as performance related pay.

The very word ‘appraisal’ implies that this is a top down process in which manager tell their subordinates what they think about them. And one of the reasons for the failure of many appraisal systems is that managers did not like doing that at all- they objected, in Douglas Mc Gregor’s(1957) phrase, to ‘playing at being God’. This is one of the reasons why multi-source assessments processes- ‘360 degree feedback’- by peers and subordinates as well as managers are being developed in some organizations.

However, coming to the aspect of the problem in the performance appraisal system of CDAC, I have arrived at a general observation that in most of the cases, the non-executive employees are of the view, that these things are reviewed only for the sake of formality and not for any constructive or concrete purpose. Hence, a discussion or a general meeting can be held in order to brush off their apprehensions and wrong judgements about this system. It is known, that any good thing done for welfare of people, if not communicated properly, can be misunderstood and misinterpreted. Hence, their thinking process needs to be modified now, in the first case. Secondly, drastic steps should be taken where the communication process is smoothen and streamlined, such that all sorts of misunderstanding, misjudgments, misbehavior is removed out in order to give way to healthy relationships and strong bondage. Faith and confidence needs to be incited into the people by means of proper discussions, honest work and trustworthy performance. There should be no demarcation of understanding or rather of communication between the level of management and the employees. Such healthy environment should be created where the management works for the employees, and the employees for the organization. Only a strong conglomerated unit can work towards a better future; hence, suitable plans and programmes should be adopted so that the whole organization works as one single unit towards one ultimate goal- TO BE ONE OF THE WORLD’S LARGEST RESEARCH & DEVELOPMENT INSITUTITION.

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RECOMMENDATIONS

1) From what I observed and interviewed, I got to know that the current system is not liked by many. Hence, I have come up with an idea of a panel of counselors to discuss the APA form with the concerned appraisee so as to.

2) (1) give importance to this system,

(2) create a pressure on him, (3) make an impression of a professional approach towards the evaluation of his/her performance. Maybe this might help, I feel. However, though this might be time consuming but as we know, you might have to part with something in order to gain well for long-term gains.

3) While studying the APA forms, I have found out that some of the parameters mentioned for evaluating an individual’s performance are similar in nature. These like factors can be grouped such that while rating, the appraiser does not come up with dubious results.

4) Undertake the responsibility professionally and not just casually.

5) Keep the whole period under review.

6) Analyze performance in relation to agreed objectives.

7) Adopt a joint problem solving approach.

8) Let the appraisee do most of the talking, while discussing.

9) Encourage self-appraisal.

10) Provide feedback:a. Build feedback into the jobb. On actual events/actual results or observed behavior- not based on

supposition.c. Describe the incidents, don’t judge.d. Ask questions rather than make statementse. Select key issues.f. Positive feedback-on areas of improvement.

11) The supervisor should try to analyze the strengths and weaknesses of an employee and advice him on correcting the weaknesses; also recognize his achievements in order to provide encouragement.

12) The result of the appraisal, particularly when they are negative, should be immediately communicated to the employees, so that they try to improve their performance.

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LIMITATIONS

CONSTRAINTS FACED WHILE UNDERGOING MY PROJECT

1) Location hazard- Institute far off from work place. Certain critical, important but

lengthy problems could not be discussed with my internal guide properly.

2) While distributing the questionnaire, people were not ready to accept one more

extra burden of work, which was not a part of their office job.

3) Everybody was not willing to give time and they were also reluctant to discuss

certain internal matters to an outsider.

4) Reluctance on the part of the employees to disclose their identity on the

questionnaire.

5) Honest answers have not come out in the questionnaire, which I got to know after

talking to them.

6) Insecurity of disclosure of the right thoughts and feeling creped into them, which

they said was against their commitment towards working in a Govt. organization.

7) Catching hold of the technicians in organization and getting the questionnaire

filled by them was the greatest problem I had to face.

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APPRAISAL COPS

Seven steps for HR professionals to help improve the process of performance appraisal .

Perhaps performance appraisal is the most misunderstood management tool in an organisation though HR officials think performance appraisal is an important one.

The performance appraisals often do not get done in time, and managers and supervisors hesitate to review performance. While HR professionals spend a lot of time urging managers to do the appraisals, the appraisers look for a variety of reasons to delay the process.

It is uncomfortable to do performance appraisals because appraisers undertake them for the wrong reasons and wrong perspective. Managers and employees often can end up on opposite "sides". Appraisals are generally used for determining pay increases and promotions and also focus on what went wrong.

The most important objective of the appraisal is to improve future performance...and not just for the employee. Managers can get valuable information from employees to make jobs more productive. They can also identify and solve problems that interfere with everyone's work.

When managers adopt a cooperative, dialogue approach, the whole appraisal process becomes comfortable and effective. Manager and employee feel that they are on the same side, and work towards the same goals.

HR professionals and managers can, therefore, adopt seven steps to improve the process of appraising employees.

Step 1:  There should be less focus and stress on paperwork. When the emphasis on paperwork overshadows the real purpose of doing appraisals, then huge amounts of resources are wasted. Avoid it.

Step 2: HR professionals should stop believing that a ratings based form of appraisal will serve as protection against lawsuits by employees. The desire for false security is one-reason HR departments feel they need to pressure managers to get the forms rated. At least until their first law suit.

Step 3: Using an automated system for performance appraisal is a waste of money and time, because doing an appraisal is an interpersonal communication process. Even between two people, it's often not done well. HR professionals who prefer that route are doing charitable work for the vendors of the software.

Step 4: Managers may not understand the purpose of the printed appraisals forms supplied to them by the HR departments. This could be the reason for the delay

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for filling up of the forms. To avoid any confusion, HR departments should ensure that managers are given extensive training, not only about the nuts and bolts of the appraisal process, but about the why's and interpersonal parts of it.

Step 5: Similarly, employees should also be trained about their role in the appraisal process, because performance appraisals work only when employee and manager work together. Very few organisations offer anything but a superficial orientation to the appraisal process. That should be avoided.

Step 6: To make reluctant managers to do the appraisal, HR departments should make them feel useful.

Step 7: HR departments get stuck with the responsibility of getting appraisals done by managers. Though it is not their fault, it is a strong indicator that the system being used is or has failed. If a manager is not carrying out the responsibility, it is his boss that should be evaluating the manager. No appraisal system is going to work until each manager's boss makes it clear that getting it done is going to be a factor in the manager's own appraisal.

HR departments shouldn't be appraisal cops if anyone is to do that, it should be the manager's boss. Anything less is going to be a waste of time and effort.

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Performance appraisal benefits anyone?

The answer to the question whether the performance appraisal system benefits anyone is—“it depends”. A good performance appraisal process is an integral part of the performance management system and it works seamlessly with the other components. This article takes a holistic approach to performance management and gives an overview of the components.

A performance management system has the following components and interfaces: goal-setting, regular reviews, annual appraisal, development process and linkages to other systems.

Goal-setting

This process is the foundation for a good performance management system. It brings in the clarity required to deliver the required results. The organization's expectations are set in the form of “key result areas” (KRAs), along with strong indicators of the required standards (also termed “measures of performance”). The benefits of giving clear directions are many. It helps increase productivity by enabling people to focus on the requirement, it minimizes frustration and enables employee satisfaction.

Regular reviews

Reviews are a critical component of the system. Reviews give timely feedback to the individual. It is important to schedule formal reviews during the course of the year. These can be half-yearly or quarterly depending on the need. Structured mid-term reviews enable the organisation to take stock of the performance during the given period. It gives the individual an opportunity to discuss his/her achievements during the given period and to look at areas of improvement. In a dynamic environment, it is important to keep abreast of market situations. Reviews can be utilized to make midcourse correction in the KRAs.

It is possible that the macro environment has changed and that some of the objectives have to be reviewed. For example, certain sectors in the economy may be doing extremely well and the organisation may see a need to review sales numbers based on these indicators. Reviews need to be structured on a regular basis to ensure that there are no surprises in the annual appraisal. Regular and structured reviews are a critical component of the performance management system and this is essential to ensure that the performance management system is not the same as the annual performance appraisal. As a part of this sub-system, we have processes such as coaching, mentoring, performance improvement plans, etc.

Annual appraisal

A typical appraisal system could be designed on one of the following

Confidential report: The report is written by the supervisor and is, typically, not shown to the individual. Decisions, such as promotions and changes in compensation are made, based on this report.

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Report by supervisor that is shown/given to the individual and discussed. Self-appraisal by the individual, value-added comments by the supervisor and a

discussion: In this system, the individual writes a self-appraisal vis-à-vis KRAs set at the start of the year. The manager adds his or her comments. Organisations follow one of the following methods of ratings—(a) rating given by the manager or (b) the individual and the manager give ratings and the organisation has a mechanism to deal with differences between the two. There is an opportunity for the individual and the manager to discuss the contents of the appraisal

People working in the software industry or in a project environment may raise a question about the relevance of the annual appraisal. Then there are also professionals who work with different project teams during the course of the year. In this case we could have reviews signed-off at the end of each project. These could be collated at the end of the year to look at overall performance and linkages to other systems.

Development plan

This pertains to the training and development sub-system. A part of the development plan stems out of the annual appraisal. This is the result of the areas of improvement that emerge from the appraisal and competencies required for new roles, if relevant. A good training and development process will also take the necessary inputs from the organization's business plan. This is required if the organisation is investing into new business or entering new markets.

Linkage to rewards system

Linkages to processes such as compensation, rewards, progression and succession planning—the performance appraisal system, in many organisations, has a link to the rewards system. Individuals judge the performance management system and the culture of the organisation based on the message sent by the rewards system. If the rewards system recognizes individual contribution and ignores contributions made to team objectives, the people in the organisation start focusing on individual tasks.

Therefore, linkage too many of these systems need to be contemplated upon, articulated to the people and implemented with consistency.

Dr Douglas Mc Mgregor in the HBR Classic, An uneasy look at Performance Appraisal, wrote: “Managers are uncomfortable when they are put in the position of playing God”. They do not want to pass judgment on personal worth of their team members. This article was written years ago and it is still relevant in the current context. An effective system focuses on results on the behaviours that facilitate or constrain the achievement of results.

The organisation and the individuals benefit when there is a balance in the “Evaluation” and “Development” content of the appraisal process. It is unlikely that organisations will do away with the evaluation component; however, it is important to realise that people perceive real value when the system gives them adequate opportunity to develop.

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Dr Deming in his book, Out of the Crisis mentions the importance of taking system variables into account while dealing with performance. There are times when organisation processes hinder the performance of individuals. The system needs to continuously review the operational processes in the organisation to ensure that they facilitate and enable performance. There is no point in rating the individual’s performance as “not as per expectation” if the root cause lies in the system and not with the individual’s competency or inclination.

Therefore, the performance appraisal process is an integral part of the performance management system. The benefit to the organisation and the individual will accrue if we take a holistic and balanced approach.

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Is performance appraisal system free from bias?

The performance appraisal system forms an integral part of the employee development process in any organisation. It reflects the ability of an organisation to define goals and expectations from employees. A fair and ethical performance appraisal process is essential for the company’s well-being and it plays a significant role in bringing out the best in workers. Salary revision following a performance appraisal is a great motivating factor and a fair performance appraisal process goes a long way toward reducing attrition rates.

Six-monthly appraisals

Most organisations go in for a bi-annual performance review, helping to ensure that employees are on the right track. Steps are taken to bring them onto the track if they deviate from their goals. However, most organisations believe in giving their employees a salary hike only once a year based on their annual performance. Prabhakar Chandrashekhar, manager HR, Apara Enterprise Solutions says, “Employees love to get feedback twice a year and it works in two ways. One, it helps them correct any mistakes they might have committed during the first half of the year; and two, they can set things right to achieve their goals by the end of the year.”

Fair appraisals

An organisation needs to have an appraisal system that is free from bias. Being fair and

objective is of utmost importance for the integrity of the performance review process. Unfortunately, personal biases, prejudices and idiosyncrasies, occurring at the subconscious level can have a negative effect on an employee’s evaluation. It has been observed that most organisations have more than two appraisers to maintain objectivity in the performance appraisal process.

Madan Mohan Nagaldinne, vice president of human resources, Tavant Technologies says, “We have two rounds of appraisals, whereby the performance appraisal given by the team leader is again reviewed at the company level to ensure that it is not biased. This ensures that the employee gets due recognition of the work which he or she has put in for the tasks assigned to them.” It has been observed that if an employee gets severely negative feedback he can have a deflated picture of his performance and development needs and might feel angry, alienated, de-motivated, and demoralized ending up suffering from a loss of confidence.

On the other hand, when an employee receives overtly positive feedback, there might be ill feelings from other employees who perceive that one employee enjoys preferred status. There are also chances of clouding an employee understands of what is actually expected from him.

Multiple rounds of appraisals

In order to avoid biased assessments some organisations have multiple rounds of appraisals, which helps maintain the objectivity and transparency of the exercise. Most

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organisations vouch that biases and difference of opinion between the appraiser and the appraisee are very uncommon and on an average happen maybe once in a hundred occasions. For instance, SAP Labs India has an online performance management system and the managers (who on an average head 16 employees each) keep defining objectives for them from time to time, depending upon changes in project objectives. It helps

employees update themselves and change their approach, depending upon project requirements.

Satish Venkatchaliah, head of HR with SAP Labs India adds, “Regular sharing of information through the online performance management system helps ensure that communication channels between a manager and an employee are open throughout the year. This helps avoid any difference of opinion in performance reviews. In case there is any difference, it is sorted out with mutual discussion. When a discussion does not help in sorting out the problem, the HR department mediates and things are put on track.” In MindTree Consulting, there is a panel which overlooks the assessment which has been done by the appraiser. Puneet Jetli, general manager—people function, MindTree Consulting explains, “It is ensured that consistency in rating employees based upon their performance is maintained. This ensures that an employee gets his due in context of the performance which he put in for achieving set goals.”

Training the appraisers

Almost all organisations train their appraisers to ensure that they give proper feedback to the appraisee and maintain transparency in the performance appraisal system. Training helps an appraiser in setting directions and establishing clear performance expectations from employees. It helps them give performance feedback on a regular basis, ensuring that goals set up by the appraiser get completed on time, within budget, and according to required specifications.

SAP Labs India conducts performance training for its managers, which helps in setting proper objectives for their direct reports. Similarly, Tavant Technologies also has a set of training programmes for its managers that help them assess performance better. Nagaldinne says, “Proper training of appraisers helps ensure that they have a fair idea of

the types of biases and the harmful effect any bias might have on an employee. Training of appraisers also ensures that they give their feedback in a diplomatic way which helps them maintain objectivity and does not hurt the sentiments of the employee.”

Effective communication

An open communication channel between an appraiser and an appraisee is the backbone of any successful appraisal system. Regular discussion between the two is necessary as it helps develop a positive relationship. Positive achievements of the appraisee should be highlighted and problem areas dealt with before they spin out of control. Addressing problems immediately ensures the reinforcement of good performance as it motivates

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employees to excel in their work. Regular discussions with employees help raise motivation levels and reinforce their belief in the organisation. It ultimately leads to higher productivity, quality work and effectiveness of employees as a group.

Guidelines for avoiding biased performance reviews

Become aware of your own prejudices and challenge them.

Focus on observable behaviours related to expectations.

Ask yourself if you are viewing the employee’s behaviour in an objective manner.

Consider factors that may have affected an employee’s performance or behaviour, such as circumstances beyond the employee’s control.

Keep things in perspective in terms of frequency, significance in the overall picture, and representation of the employee’s overall performance.

Ask yourself if you have overemphasized aspects of the employee’s performance you find particularly admirable or irritating.

Check your perceptions for accuracy, fairness, balance, reasonableness, and consistency.

Give written feedback that is specific, constructive, and action-oriented.

Tips for giving performance feedback Address performance problems as an opportunity

for professional development. Listen actively to the employee’s concerns. Remember and acknowledge that negative

feedback is both hard to give and to receive. Identify and ask for specific behaviour or training

needed to correct performance problems. Work together on one performance concern at a

time. If there are multiple concerns, schedule additional

meetings. Solve problems and identify solutions together that

are acceptable to both parties and then decide when you will meet again to evaluate the outcomes of these solutions.

Don’t discount emotional responses that are bound to occur.

Take a break to relieve tensions if emotions become extreme and reschedule the meeting if necessary.

Work to communicate assertively rather than aggressively or submissively. 90

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Good feedback: Way to a smart appraisal

Good feedback is the key to improve employee performance.

Performance reviews are still considered a painful ritual in organisations. Probably because human nature hasn’t changed – few of us enjoy hearing about our shortcomings, and few of our bosses, and colleagues look forward to expose them.  

Besides, the approach to work has changed – it’s more team oriented and less individualistic. It has become increasingly difficult to evaluate individual performance. To top it all, review process has not changed much. Most organisations treat feedback as a once-a-year event, rather than an ongoing discipline.

Chris Oster, director of organizational development at General Motors (GM), says, “There were so many problems – for managers and for employees being appraised. We had ‘rater error’. We had the ‘contrast effect’. We had the ‘halo effect’. The biggest problem, however, was that feedback wasn’t leading to change in behaviour”.

There is no right or wrong way to provide or receive feedback. However, few tips to handle this tricky situation to elicit optimal performance: 

Feedback is not just paper work. Organisations that equate delivering feedback, with filling out forms, lose the battle for smart appraisal even before it has begun.  Dorothy Gill, vice-president of human resources at Parkview Medical Centre, Colorado, and her team came up with an idea called Annual Piece of Paper (APOP). The most valuable kinds of feedback, they concluded, are the daily interactions between managers and their employees - interactions that cannot be captured on paper. 

The APOPs only role is to confirm that the conversations took place. There are no scores or written goals for the next year. It's just a piece of paper, signed by the employee and the director, which records the date, place and agenda of the meeting.

Feedback delayed is feedback denied. The traditional model of performance appraisal system does not suit organisations with project-driven and result-oriented workforce. Bruce Tulgan, author of Fast Feedback, says managers can build feedback into routine meetings and memos. They can deliver feedback through email, voicemail or use short personal notes.

Feedback is where you find it. Feedback is no different from any other business process - you get out of it only what you put into it. GM has a new approach to feedback called ‘Individual Growth Strategy’, based on simple principles:

 Employees want to do their best. Employees who improve are those who have better control over

their development.

So it's up to employees - not managers - to decide what kind of feedback is most useful, and from whom it should come.

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Raise in pay and feedback are not related. Feedback reflects success of employees and customers. Pay reflects marketplace economics and skills. Kelly Allan Associates ltd., Ohio, research the market rates for talent in their peer group, based on skills and experience. Employees who want a raise can present evidence that they have acquired a new skill or experience that the market would reward with a salary increase.

Associates meet weekly with a colleague to discuss their current project, apart from the formal sessions held monthly, quarterly or half yearly. Kelly, a senior associate, says, "We have conversations, not appraisals, and these conversations never include discussions on pay.”

Feedback on your feedback. Managers need to conduct a reality check, to avoid perceptual differences about the feedback between the giver (manager) and the receiver (employee).

Managers need to recall three recent times where in they offered feedback to employees. In this regard, few questions that need to be answered:

   What prompted him to give feedback on that matter at that time?     Did he check the facts first? What was the substance of the feedback?     Was there any concrete action as a result?

Organisations should keep track of what’s changing and what’s the same, what’s working and what’s not, and communicate the same to their employees. Employees won’t get great at their jobs unless the management does a great job of providing the right feedback. 

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A SURVEY ON PERFORMANCE APPRAISAL SYSTEM(NON-EXECUTIVE EMPLOYEES)

NAME:___________________________DESINATION:______________________DEPARTMENT:_____________________

S.NO PARAMETERS YES PARTLY NO01 Whether you are aware about the exiting

performance appraisal system.02 Whether the current system fulfills your

expectation?03 Whether there is a transparency while evaluating

your performance?04 Whether you are satisfied with the current

evaluating system?05 Do you receive feedback in any form about your

level of performance from your superiors?06 Do you think that there is need to change/replace

the existing performance evaluation system?07 Whether there is any linkage with your career

growth with the existing performance evaluation system?

08 Whether the current system in any way contributes to job rotation, skill up gradation related programmes/issues?

09 Whether the current system motivates for higher performance at the work place and help in increase the productivity?

Suggestions (If any) ______________________________________________________________________________________________________________________________________________________________________________________________________

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A SURVEY ON PERFORMANCE APPRAISAL SYSTEM(EXECUTIVE EMPLOYEES)

NAME:___________________________DESINATION:______________________DEPARTMENT:_____________________

S.NO PARAMETERS YES PARTLY NO01 Whether you are aware about the existing

performance appraisal system ?02 Whether the current system fulfill your

expectation ?03 Do you think that in the existing system there is a

transparency in evaluating the performance of the employees in executive category?

04 Whether you are satisfied with the current evaluating system?

05 Whether the parameters on which a executive is assessed in the existing system are sufficient to evaluate his performance?

06 Do you think that there is a need to change/replace the existing performance evaluating system?

07 Whether there is a need to add some more ingredients in the performance evaluating form for the executive category to make it more result oriented?

08 Whether the current system satisfied the expectation of the employees and link to their career growth?

09 Whether the current system in any way contribute to job rotation, skill up gradation related programmes/issues of the employees in executive category?

10 Whether the current system motivates the employees for higher performance at the work place and help in increase the productivity?

Suggestions (If any) ______________________________________________________________________________________________________________________________________________________________________________________________________

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BIBLIOGRAPHY

1) www.cdacnoida.in

2) www.performance-appraisal.com

3) www.expresscomputeronline.com

4) www.hoganassessments.com

5) www.msubaroda.ac.in

6) Ratnam, C.S.V. & Srivastava, B.K. Human Resources. New Delhi: Tata McGraw-Hill, 1992.

7) Sarathi, P. Human Resource Development. New Delhi: Tata McGraw-Hill, 1998.

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