Performance Management In bhel
Transcript of Performance Management In bhel
DESIGNING & IMPLEMENTING PMS- THE
BHEL EXPERIENCE
Parth Sarathi
ABOUT BHEL
BHEL is the largest engineering company of India, having over 53,000 employees in 14 manufacturing and a dozen service divisions catering to the needs of power, defense and transportation sectors. It is one such leading organization generating profits continuously since 28 years
+VE’S & -VE’S WITH THE PREVIOUS SYSTEM
Positive aspects:
Very simple takes less time to fill up
Non threaten to both appraiser and appraise
Able to maintain high degree of confidentiality
About appraisal rating
Provides opportunity to appraise to indicate his achievements and help required in training
DISSATISFACTION
A performance appraisal system only
A passive system having no involvement of subordinates
No feedback either on performance or on training needs help solicited
Absence of performance standards
No feedback, counseling, coaching efforts
No linkage between performance and rewards
THE NEED FOR NEW SYSTEM: The initial effort for stimulating the need can
be tracked back to the year 86-87 when they wanted to widen the HRD activities which were largely confined to training and OD
A two day workshop was conducted on “Performance feedback a tool for HRD” with an intention to motivate the appraiser and appraise and adopt the new system of PM
DEVELOPING PMS Constitutional of cross functional teams: The cross
functional team from different departments were involved in the designing of the system. The new system include:
Shift of focus from Performance Appraisal to comprehensive performance management
Introduction of individual level goal setting
Increased objectivity in appraisal
Emphasis on development not on control
Introduction to Potential appraisal
Presentation to personnel heads
Examination of issues raised and testing of assumptions
Presentations in management committee meeting
Simplification of system & formats
SELLING THE SYSTEM TO THE POTENTIALS:
Presentations of the drafts at units/ divisions
Amendment of the system and simplification
Presentation to full time directors
Presentation to management committee
HIGHLIGHTS OF THE NEW PMS Following seven components have been
found to be essential in any system
Performance planning
Performance appraisal
Performance enabling Rewards
Performance feedback
Performance improvement
Potential appraisal
IMPLEMENTATION EFFORTS
I. Corporate level steering committee
II. Developing facilitators
III. Training of users
IV. Pilot run of system
V. Implementing directives, distribution of the manual of PM
VI. Training in giving & receiving feedback
VII. Constitution of the performance planning and review committee
BEHAVIORAL IMPLICATIONS
The behavioral issues that were experienced while implementing:
Fear of getting exposed Fear of getting questioned by the sub ordinates Pressure for making the more comprehensive action
plan Fear of transparency, even disclosing the points
awarded Rigidity- old dog syndrome Resistance to change Poor motivation for excellence
Apart for these a few positive traits were also observed which include:
Internal locus of control
Encouraging creativity and risk taking
Use of the appropriate power basis for influencing users
Consensus building
Tremendous confidence in internal resource persons
Collaborative approach in conflict resolution and power strategy
PROBLEMS BEING FACED IN IMPLEMENTATION:
Uncertainty of orders creates problem in planning
Monitoring efforts not up to the mark because of the scattered population
Time pressure
Initial fear and apprehension in giving and receiving feedback
BENEFITS PERCEIVED BY USERS
Message that everybody would have to work has gone deeper and deeper
Availability of an objective based rewards
Efforts to understand and enhance competencies
Creation of openness and trust
Opportunity for development
Identification of appropriate training programs
Providing objective data for career and succession planning