1

Objectives of the Study

To know about the various HR Policies practiced at Zensar.

To understand the performance management system of the organization.

To work with the HR team of the organization.

To know the core HR practices of the organization

2

Executive Summary

Organization and individual should develop and progress

simultaneously for their survival and attainment of mutual goals.

So every modern management has to develop the organization

through human resource development. Employee Performance

Appraisal is important sub-system of human resource development.

Employee training and development is important function and is

one of the fundamental operative functions for human resource

management.

The objective of this project is to study the theoretical aspects of

Appraisal process as well as to understand the practical aspects of

Appraisal.

After studying the Performance appraisal process, problems are

identified such as genuine needs identification, development of

Employees, attitudes of the employees, conducting ROI assessment

etc. which can be faced in the Appraisal process and the

recommendations are provided to avoid them.

3

Methodology & Limitations

The main methodologies used in data collection for the project are

as following:

1. Primary Source: - The primary source data collection is through

questionnaire.

2. Secondary Source: - The secondary source of data collection is

through various company reading material, Internal website of

Zensar , Journals etc.

4

Scope of the Study

The scope of the project is fully dependent upon the objectives of

the project: -

This study can be helpful to the company for conducting any

further research.

The study is also helpful in finding out the respondent’s opinion

towards certain attributes.

It is also helpful in finding out the reach & effectiveness of the

performance appraisal system.

The study also serves as a base for understanding the perception

about the employees regarding their performance appraisals.

With the results of the study company can improve their

standards of appraisal system.

5

Limitations of the study

Time was a major constraint. Therefore only limited numbers of

employees were included in the project.

The respondents were selected inside the organization only so it

cannot be generalised as a whole.

There are many respondents who hesitated to answer the

questionnaire.

The human behaviour is dynamic hence the results may not hold

good for a long time.

The results of the survey are totally dependent on the accuracy &

authenticity of the information provided by the respondents.

6

Company Profile

(Zensar Technologies)

6.1 Introduction

Zensar technologies are a globally renowned software service

company that specializes in providing a complete range of software

services & solutions. Zensar technologies are ranked among India’s

top 20 service company by NASSCOM (National association of

software & Services Company) & also recognized by DSIR

(Department of scientific & Indian Research) for its robust in-

house research & development practices & acknowledged leader in

Innovation. The software services range from traditional to the

transformational enterprise ---------- product implementation &

hosting, Business intelligence & Data warehousing, collaboration

& Knowledge management services, Business process outsourcing

& optimization.

Zensar is the world’s first enterprise wide SEI CMM level 5

companies and enjoys a strong presence in US, Europe, Africa,

Middle East, & Asia Pacific regions. To serve its global customers,

Zensar has delivery centers in Pune , Hyderabad , Banglore in India

, China , Japan & UK. With 7000+ Associates, 400+ customers &

14 nationalities operating in more than 20 global locations Zensar

helps transform global corporations.

7

Zensar encourages challenging of opinion, of mindsets and a young

and vibrant culture of innovation and experimentation. It

consciously focuses on building diversity into the system whether

it is of gender, region, nationality, background, learning or

education, and then in creating a framework for a confluence of

these different ideas, cultures and experiences to make an authentic

global organisation that delivers value to its customers. At Zensar

individual thinking, creativity, innovation and flexibility are

celebrated and through that enormous diversity seeps in a 'world

culture' for Zensar to become true transformation partners to global

corporations driven by a set of core organisational values - that

being the only place for homogeneity! 

Using the Global Delivery Model in integrating global talent

including customer capabilities, embedding frameworks for service

delivery, and by creating the necessary go-to-market front ends,

Zensar demonstrates business value for its customers! This enables

a true customer proximal model by requirements being captured by

a consultant at their end with localized and business specific

capabilities and the luxury of global sourcing and 24X7X365

support and disaggregated software development that leverages

talent across nations.

8

6. 1 History

*1959: Hellerith Limited took over the Indian business of powers –

Samas Accounting Machines Limited, London. The name of

company was changed on 1st Oct 1959 to International Computers

& Tabulators Limited & the new trade mark ‘I.C.T’ was used in

relation to the company’s products.

*1996: ICIL purchased the software business from ICIM.

*2000: On Jan 14, 2000 the name of ICIL was changed to Zensar

Technologies Limited.

*2001: On 16th Aug, 2001 Zensar Technologies Limited merged

with Fujitsu ICIM Limited, to form the new company Zensar

Technologies Limited.

Recently Fujitsu’s stake in Zensar has been purchased by RPG

Group as Fujitsu’s is planning to come to the Indian market by

itself.

On 16th November 2010, Zensar Technologies acquired US-based

infrastructure Management Company PSI Holding, which operates

under the name Akibia.

9

6.2 Mission & Vision of Zensar

Vision: Transformation partners to global corporations

Mission: Leveraging technology & processes to help customers

attain their goals.

6.3 Values

Drive business transformation for our clients, with a firm

commitment towards customer sovereignty, passion for excellence,

continuous innovation, transparency & Integrity, & people

orientation. At the same time strive to maintain high standards of

corporate social responsibility.

6.4 Corporate Culture

Zensar technologies have a open-door culture. They believe in

creating an environment which encourages free & frank exchange

of views, fostering interactions & discussions on ideas & issues to

improve the work environment & thus increases the productivity.

They encourage associates to express their views openly without

any fear of retribution. Thus embracing & fostering the culture of

openness & participation forums which encourages active

participation.

6.5 Human Resource

An organization is only good as its people. The HR is the most

important asset for any organization. More so, for a transformation

10

partner like Zensar. They nurture this asset base through various

HR functions & processes & collective needs of the employees.

The role of HR at Zensar Technologies limited is that of a strategic

partner. The HR strategy is closely aligned with the business as it is

evolved from the customer needs & imperatives.

6.6 Work Culture :

The work culture of Zensar is based on “5F mantra” ------ Fast,

Flexible, Focused, Friendly, and Fun Organization.

Fast –Speedy action in whatever they do to stay extremely

responsive to changing market & customer needs.

Focused- Excelling in chosen verticals, markets & services.

Flexible – Spirit of continuous innovation & agility to respond

to change business situation

Friendly- We care for all our stake holders & always strive to

consistent meet & exceed their expectation

Fun- During fun at the work place while maintaining focus on

complex business problems.

11

About the Department

The department in which I worked for the period of 2 months

mainly focused on joining formalities of new employees &

conducting induction program for them. The Department had

various “Associate Manager” & they were assigned group of

employees who directly report to them in case of any grievance or

complaints. Apart from these the other functions off the department

are listed below:

Performance appraisal of employees

Induction Program

Grievance Handling

Employee Engagement Programs.

Exit Interviews

The department also conducted various events & Employee

Engagement Programs in the company. Some of them are as

following:

1. Vividha – The annual cultural event held to bring to the fore the

hidden talents of the associates in the fields of music, Drama, &

Dance.

2. Interest Groups – 5 interest Groups like sports, adventure,

dramatics, Literary, & music, Dance were made for the employees.

3. EBM (Everybody meeting) – Everybody meeting is held every 6

months in different locations.

12

4. Pizza & coke Meets – Lunch meeting with random cross section of

associates are invited to be the members of management team &

discuss issues of common interests

5. Vision Community (VC) - Few employees with outstanding ideas

were selected to work with the vision community of the company.

6. Women For excellence (WE) – Discussion among women’s to

discover those inherent potential & fuel their desire for excellence

WE meets are held every quarter

13

Introduction of Performance Management System

8.1 Concept of the Study

An organization’s goals can be achieved only when people put in

their best efforts. How to ascertain whether an employee has shown

his or her best performance on a given job? The answer is

performance appraisal. Employee assessment is one of the

fundamental jobs of HRM, But not an easy one. This project is

devoted to a detailed discussion of the nature and process of

conducting performance appraisal.

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.

8.2 Meaning & Definition

Performance appraisal is an objective assessment of an individual’s

performance against well-defined benchmarks.

Performance appraisal is a formal, structured system of measuring

and evaluating an employee’s job related behaviour’s and

outcomes to discover how and why the employee is presently

performing on the job and how the employee can perform more

effectively in the future so that the employee, organization, and

society all benefit.

14

In simple terms may be understood as the assessment of an

individual’s performance in a systematic way, the performance

being measured against such factors as job knowledge, quality and

quantity of output, initiative, leadership abilities, supervision,

dependability, co-operation, judgment, versatility, health, and the

like.

In the business world investment is made in machinery,

equipment and services. Quite naturally time and money is spent

ensuring that they provide what their suppliers claim. In other

words the performance is constantly appraised against the results

expected.

When it comes to one of the most expensive resources companies

invest in, namely people, the job appraising performance against

results is often carried out with the same objectivity. Each

individual has a role to play and management has to ensure that the

individual’s objectives translate into overall corporate objectives of

the company. Performance Management includes the performance

appraisal process which in turn helps identifying the training needs

and provides a direction for career and succession planning.

15

8.3 Structure of Performance Management System

16

8.4 What is Performance Management?

Performance appraisal may be understood as the assessment of an

individual's performance in a systematic way, the performance

being measured against such factors as job knowledge, quality and

quantity of output, initiative, leadership abilities, supervision,

dependability, co-operation, judgement, versatility, health, and the

like. Assessment should not be confined to past performance alone.

Potentials of the employee for future performance must also be

assessed.

8.5 How is performance managed?

Good performance by the employees creates a culture of

excellence, which benefits the organization in the long run. The

activity includes evaluation of jobs and people both, managing

gender bias, career planning, and devising methods of employee

satisfaction etc. the efforts are to make to generate the individual’s

aspirations with the objectives of the organization. Organization

has to clear the way of career advancements for talented and

hardworking people. Fear of any kind from the minds of the

employees should be removed so that they give best to their

organization. Allow free flow of information. Communication

network should be designed in such a way no one should be

allowed to become a hurdle. This enables the managers to take

correct decisions and that too quickly.

17

8.6 Why Performance Appraisal?

Today’s working climate demands a great deal of commitment and

effort from employees, who in turn naturally expect a great deal

more from their employers. Performance appraisal is designed to

maximize effectiveness by bringing participation to more

individual level in that it provides a forum for consultation about

standards of work, potential, aspirations and concerns. It is an

opportunity for employees to have significantly greater influence

upon the quality of their working lives. In these times of emphasis

on “quality”, there is a natural equation: better quality goods and

services from employees who enjoy better quality “goods and

services” from their employers.

Performance appraisal must be seen as an intrinsic part of a

manager’s responsibility and not an unwelcome and time-

consuming addition to them. It is about improving performance

and ultimate effectiveness.

Performance appraisal is a systematic means of ensuring that

managers and their staff meet regularly to discuss post and present

performance issues and to agree what future is appropriate on both

sides.

This meeting should be based on clear and mutual understanding of

the job in question and the standards and outcomes, which are a

part of it. In normal circumstances, employees should be appraised

by their immediate managers on one to one basis. Often the

distinction between performance and appraising is not made.

18

Assessment concerns itself only with the past and the present. The

staff is being appraised when they are encouraged to look ahead to

improve effectiveness, utilize strengths, redress weaknesses and

examine how potentials and aspirations should match up.

It should also be understood that pushing a previously prepared

report across and desk cursorily inviting comments, and expecting

it to be neatly signed by the employee is not appraisal - this is

merely a form filling exercise which achieves little in terms of

giving staff any positive guidance and motivation.

THE APPRAISAL OF PERFORMANCE SHOULD BE GEARED

TO:

Improving the ability of the job holder;

Identifying obstacles which are restricting performance

Agreeing a plan of action, that will lead to improved

performance.

It is widely accepted that the most important factor in organization

effectiveness is the effectiveness of the individuals who make up

the organization. If every individual in the organization becomes

more effective, then the organization itself will become more

effective. The task of reviewing situations and improving

individual performance must therefore be a key task for all

managers.

19

For appraisal to be effective, which means producing results for the

company, each manager has to develop and apply the skills of

appraisal.

These are: -

Setting standards on the performance required, which will

contribute to the achievement of specific objectives

Monitoring performance in a cost –effective manner, to ensure that

previously agreed performance standards are actually being

achieved on an ongoing basis

Analyzing any differences between the actual performance and the

required performance to establish the real cause of a shortfall rather

than assume the fault to be in the jot holder.

Interviewing having a discussion with the jobholder to verify the

true cause of a shortfall, a developing a plan of action, which will

provide the performance, required

Appraisal can then become a way of life, not concerned simply

with the regulation of rewards and the identification of potential,

but concerned with improving the performance of the company.

The benefits of appraisal in these terms are immediate and accrue

to the appraising manager, the subordinate manager/employee, and

to the company as a whole.

20

8.7 Objectives of Performance Appraisal

To effect promotion based on competency and performance.

To confirm the service of probationary employee upon they’re

completing the probationary period satisfactorily.

To assess the training and development needs of employee.

To decide upon a pay raise where (as in the unorganised sector)

regular pay scales have not been fixed.

To let the employee know where they stand insofar as their

performance is concerned and to assist them with constructive

criticism and guidance for the purpose of their development.

To improve communication. Performance appraisals provide a

format for dialogue between the superior and the subordinate,

and improve understanding of personal goals and concern. This

can also have the effect of increasing the trust between the ratter

and the rate.

Finally, performance appraisal can be used to determine

whether HR programs such, as selection, training and transfer

have been effective or not.

21

8.8 Features of Performance Appraisal

It is a systematic process, which aims to evaluate performance

of the employees.

It provides a description of an employee’s job’s relevant

strengths & weaknesses.

It aims to find out how well the employee is performing the job

& tries to establish a plan for further improvement.

The appraisal period is carried out periodically according to a

definite plan.

8.9 Planning the Appraisal

A meaningful performance appraisal is a two-way process that

benefits both the employees & the organization as a whole. The

planning appraisal strategy has to be done:

8.9.1 Before the appraisal

Establish key task areas & performance goals.

Set performance goals.

Get the facts.

Schedule each appraisal interview well in advance.

8.9.2 During the Appraisal

Encourage two-way communication.

Discuss & agree on performance goals for the future.

22

To think about how one can assist the employee to achieve

more at work.

Record notes of the interview.

End the interview on an upbeat note.

8.9.3 After the Appraisal

Prepare a formal record of the interview.

Monitor performance.

8.10 Purpose of Performance Appraisal

Performance Appraisal is aimed at:

To review the performance of the employees over a given

period of time.

To judge the gap between the actual and the desired

performance.

To help the management in exercising organizational control.

To diagnose the training and development needs of the future.

Provide information to assist in the HR decisions like

promotions, transfers etc.

Provide clarity of the expectations and responsibilities of the

functions to be performed by the employees.

To judge the effectiveness of the other human resource

functions of the organization such as recruitment, selection,

training and development.

To reduce the grievances of the employees.

23

8.11 Benefits of Performance Appraisal

The benefits of performance appraisal are twofold. The

employees develop themselves while the organization gets

the benefit of improved workforce. A few benefits are stated

below:

8.11.1 Benefits to the Organization

To help Organisation understand individual aspirations &

development.

Building on Individual Competence to assume higher

responsibilities in future.

Timely identification & development of staff to meet with

the business needs.

To have a performance based reward system.

8.11.2 Benefits to the Individuals

Helps focusing on deliverables against set KRA’s.

Increasing job satisfaction individual efficiency &

performance.

Looking at one’s performance against the achievement

Yardstick.

24

8.12 Purpose of performance appraisal

General application Specific purpose

Development Uses

Identification of individual needs.

Performance feedback.

Determining transfers.

Identification of individual strengths and

developmental needs.

Administrative uses

Salary.

Promotion.

Retention of individual performance.

Recognition of individual performance.

Lay-offs.

Identification of poor performers.

Organizational

maintenance/objectives

HR planning.

Determining organizational training needs.

Evaluation of organizational goal

achievement.

Information for goal identification.

Evaluation of HR systems.

Reinforcement of organizational development

needs.

25

le 1.

Table 1: Purpose of Performance Appraisal

Performance Appraisal system at Zensar

Technologies

To succeed in the market place where strong competition exists,

the organization needs to create a culture with a sharp performance

focus. As a result the compensation reward system & career

progression of an associate is linked with performance which is

tracked & measured through an object performance management

system.

The process aims effectively to measure:

26

(a) The performance of the associates against defined

performance goals & targets.

(b)The training & development need for the development of

behavioural competencies.

9.1 Scope of the Appraisal Process

The process is applicable to all the associates on rolls of Zensar

Technology Limited in the organisation & excludes those on

probation or training as well as the retrainers .

Types of appraisal at Zensar Technology

The different types of appraisal that were done at the company are

listed below:

Confirmation Appraisal

Project End Appraisal

Annual Appraisal

10.1 Confirmation Appraisal

27

For all new associates (except junior associates), the confirmation

appraisal is held at the end of six months from the date of joining.

The confirmation of junior associates is different & while default

confirmation appraisal is held at the end of a period of one year,

accelerated confirmation is possible for outstanding performance

based on quarterly performance measurements. The details of the

accelerated confirmation policy are available with the SBU HR

Managers & the Line Managers.

On confirmation, the notice period applicable will be as per the

notice guidelines.

10.2 Project End Appraisal

From all those who get reallocated from a project, there is a project

end appraisal. The team leader / project managers / practice head/

Department head/Direct Supervisor appraises the individual as the

case may be. Feedback from customer / clients is also taken as a

part of the appraisal. It is the responsibility of every associate to

have his/her project end appraisal done. Whilst moving from one

project to another & keep the HR department posted about the

same.

10.3 Annual Appraisal

The annual appraisal takes place in April / May / June & the

performance bonus / Variable pay / Increment are declared in July.

All those who join the organization on 31st December get covered

in the appraisal cycle.

28

Variable pay is based on the company’s performance & that of

the associates & the payout is solely at the discretion of the

management.

Variable pay is payable annually for the completed financial

year & is taxable. Management reserves the right to make

partial or full payment of the variable pay periodically at its sole

discretion.

Variable pay is based on the performance of the company as

well as associates as evaluated under the performance

management system. It is essential that the associate should be

on the payroll of the company as on 31st march of the concerned

financial year so as to eligible for the variable pay.

10.4 Performance Evaluation is used for

- Performance Bonus / Variable pay

- Career Planning

- T raining & Development

The company reserves the right to review salaries during the mid

year if necessary.

29

Promotion to the next group is done in July/ January on the basis of

availability & eligibility on promotion all of the policies &

guidelines of the new Group applies automatically.

30

Process Of Performance Management System At

Zensar

Performance is tracked through “INNOWET” scorecard. From the

corporate INNOWET scorecard each functional head creates

departmental INNOWET scorecard. Individual key result area

(KRA’s) are also defined in INNOWET format by his/her

managers & used to measure individual’s contribution in annual

performance appraisal system.

The immediate supervisor / Managers & associates are strongly

encouraged to discuss goal setting & job performance on an

informal day to day basis. Additional formal performance

assessments are conducted to provide the immediate supervisor /

Manager & the associates the opportunity to discuss KRA’s.

Identify & correct performance gaps , encourages & recognizes

strengths & discuss positive purposeful approach to achievement of

the desired result. The organization has strong focus on

performance & therefore will not encourage low / non-performers.

Any consistent low or non performer would eventually be

separated from the organization.

31

11.2 What is INNOWET?

INNOWET stands for:

INNO – Innovation (To promote innovation & excellence)

W- Winning (To focus on business results)

E- Executing (To achieve operational excellence in every field)

T – Team (To promote culture of winning as a team rather than as

an individual)

11.3 The relation between INNOWET & KRA

32

KRA Dimensions Example

*Inno- Innovation (Looking at

different ways of doing things

evaluate & implement new ideas.

Improve processes tools &

work environment.

Technical knowledge skills

improvement in the

identified areas (Specific

to projects current/future

needs)

*W – Win (How do I contribute

to help the company win new or

repeat businesses.

Customer communication

& conducting

demo/presentation to

visiting customers

*E – Execute (Excellence in my

area of operations)

Quality in documentation

bugs, defects , etc

Timeliness

*T – Team (Contribute &

facilitate synergy in my team)

Knowledge sharing of team

members through training.

Participation in HR

processes Viz. candidate

selection , appraisal,

training etc.

33

Eligibility for Appraisals

Date Of

Joining

Annual appraisal

to be conducted

Eligibility

for Annual

increment

Up to

December

2011

Yes Yes

Jan 11 –

Dec 11

Yes Yes

(Prorated)

Jan 2012

onwards

No No

KRA Setting for 2012-2013

34

1. All associates need to set their Key Result area for the year

2012-13 in the EPMP Module.

2. Practice KRA’s as applicable.

3. Schedule for annual appraisal & KRA setting are intimated

subsequently.

13.1 KRA Ratings

Performance Rating Performance Rating Definition*Rating 1 Outstanding

performanceProduced exceptional results. The results are considered significant & innovative in nature. Helps to expand the task perception adding value in the process.

*Rating 2 Exceeds expectation Consistently exceeds expectation on the set KRA with good quality output reflecting overall good performance limited only by the definition of the task.

*Rating 3 Meets Expectations Accomplished the set KRA on time & met expectations established at the beginning of the performance period satisfactory work turnaround in qualitative & quantitative term.

35

*Rating 4 Close to meeting Expectation

Was close to meeting KRA set but could not accomplish it. Produced often incomplete output.

*Rating 5 Falls short of meeting expectations

Did not meet the KRA set has low initiative & demonstrates low quality of output. While able to comprehend the task, unable to execute it due to lack of competence will or attitude.

36

PMS Structure

Step 1 –

a. Self assessment against set KRA’s and competencies practice

KRA mandatory for all

b. List down 2 career aspirations & the job you would like to move

to in the near future. Ex - Over next 1 or 2 years.

Step 2 – Appraisal discussion with 1up manager on KRA &

competencies, resulting in finalization of ratings & behavioral

training needs identified.

Step 3 – Recording of performance assessment by 1up manager.

Step 4- Summary potential review (confidential section) to be filled

by the 1 up manager.

Step 5 – Review & comments by 2up managers.

37

Electronic Performance Management System (EPMS)

The EPMS is the electronic mode or the online mode in which the

appraisals were done at the company. The company internal

website “Zenlounge” has the EPMS option which can be chosen

when there are self appraisals which are to be done by the

employees themselves.

15.1 Steps for doing self appraisals through EPMS:-

Go to the zenlounge & click on EPMS option from the

application section.

The application displays the home page of EPMS.

Then click on my appraisals option displayed on the top of the

screen to initiate the appraisal process.

The screen has 5 options to choose from these are the different

kind of appraisals which are done in the company :

Project end module

Annual

Confirmation

Midterm

Then employees have to select one of the delivery manager & the

reviewer from a list of managers. Whom they want to do their

appraisals.

38

The employees then have to give information from the set of

KRA which they have had done before.

They have to do their self rating & self assessment & give a

detailed summary about the KRA

Employees have to give 1 critical incident & attach file as a proof

of it.

With every KRA employees have to attach files like certificate,

Pictures, etc.

Employees also have to do a competency review at the end.

For example:

Competencies Self Rating

Appraisers Ratings

Mutual Ratings

Training Required

Priority

Problem solving 4 3 3 Yes Normal

Initiative 3 3 3 No Normal

Communication Skill

4 4 4 No Normal

Team work 4 2 3 Yes High

Flexibility

Innovation 3 2 2 Yes High

Customer Orientation

4 4 4 No Low

39

Knowledge Of skills

3 3 3 No Normal

Empathy &Interpersonal Skills

4 4 4 No Low

After competency review there are two career aspirations that are

to be filled by the employee. Career aspirations can be long term

or short term.

Then the appraisal forms are submitted to the appraiser for the

assessment.

The appraisal forms are reviewed by the appraiser after their

submission in a read only format so that no changes can be made

further after submission.

Then the appraiser adds his own rating & comments to the

appraisal form

After this process again the employees have to check their

reviews & ratings & give their agreement or disagreement

regarding the ratings which they are awarded.

If any case the employee feels any kind of dissatisfaction with the

ratings there is a meeting which takes place between the

employee & the appraiser.

The employees also have to provide valid reasons for the

dissatisfaction with the ratings.

Then after the discussion they have to again submit the

appraisal form mentioning they are satisfied with the ratings.

This is the end of the appraisal process in EPMS mode.

40

Advantages & Disadvantages of EPMS

16.1 Advantages:-

As it is electronic so there is no wastage of paper.

It is easy to access.

Correction can be made easily if anything goes wrong which cannot be done in case of paperwork.

Saves time.

Easy to check

More Efficient & Secure

16.2 Disadvantages:-

Employee may over rate themselves

Transparency

Sometimes there are problem in discussions the employees

don’t get satisfied with the appraisers rating so they need

discussions

41

Compensation & Benefit Model at Zensar

Group F Group E - D

Group C Group B

LTA 20,000 PA 30,000 PA 35000 PA 1,00,000 PA

HRA 40% Of Basic salary

40% Of Basic salary

40% Of Basic salary

40% Of Basic salary

Medical 15,000 PA 15,000 PA 15,000 PA 15,000 PA

Meal Coupons

1,100 PM 1,100 PM 1,100 PM 1,100 PM

Children education

Rs 100 per child

Rs 100 per child

Rs 100 per child

Rs 100 per child

Telephone Not Applicable

1500 PM for group E only

2000 PM for C & D

2500 PM

*LTA – Leave & Travel Allowance*HRA – House Rent Allowance*Group E –Senior Technical Lead/Technical Lead*Group D – Project Manager / Program Manager*Group C – Delivery Head / Senior program Manager*Group B – Vice president.

42

Pay Components Basic Pay

Allowances

Statutory Deductions

Variable Pay

Skill Allowances

Consolidated allowance pool (CAP)

18.1 Basic Pay – 10,000 salaries – 100,000 annual

18.2 Allowances -

18.3 Statutory Deductions – Provident Fund & Gratuity

18.4 Variable Pay – Performance based

18.5 Skill Allowance – Niche Skill only & for a particular period.

LTA Medical Allowances

Conveyance Telephone

HRA

43

18.6 Consolidated Allowance Pool (CAP) – This is recruiter’s

area of negotiations & can vary.

44

Questionnaire

1. Do you Find EPMS easy for appraisals than paper work?

Yes No

2. Do you think it saves your Time?

Yes No Don’t Know

3. If asked to choose between EPMS & paperwork appraisal which one would you prefer?

EPMS Paperwork No preference

4. Do you get fair chance for discussions when you are not satisfied with your ratings?

Yes No Sometimes

5. Do you think there is fairness in the EPMS process?

Yes No Don’t Know

45

6. Do you think it improves the performance Management Process?

Agree Disagree

7. Does it help you to get instant feedback about your performance?

Yes No

8. Do self appraisals help you to make career plans?

Yes No

9. Do you think EPMS is a transparent Process?

Yes No

10.Do you want any kind of changes in EPMS process? IF yes plz mention the changes.

Yes No

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19.1 Analysis & Summarisation of Data collection on Electronic performance

management system

Sample Size – 30

1. Do you find EPMS easy for appraisals than paper work?

Yes No

80%

20%

Yes No

Interpretation:- Thus we can see that majority of employees find

EPMS process easy than traditional paper based appraisal system.

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2. Do you think it saves your time?

Yes No Don’t Know

70%

20%

10%

Yes No Don't Know

Interpretation:- So we can see that majority of people believe that

it saves a lot of time while 20% people disagree & rest are not

aware whether it saves time or not.

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3. If asked to choose between EPMS & paperwork appraisals

which one would you prefer?

EPMS Paper work No preference

88%

11%

2%

EPMS Paperwork No preference

Interpretation: - Most of the employees prefer electronic mode of

appraisals and very few number of people will go for traditional

system of appraisal.

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4. Do you get fair chance for discussions when you are not

satisfied with your ratings?

Yes No Sometimes

100%

yes No Sometimes

Interpretation: - Here we can see all the employees get a fair

chance of discussion with their 1up manager in case they are not

satisfied with their ratings.

50

5. Do you think there is fairness in EMPS?

Yes No Don’t Know

90%

10%

Yes No Don't Know

Interpretation: - Thus 90% people believe that there is a fair

practise of appraisal at the organization. While 10% people don’t

have an opinion regarding this.

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6. Do you think there it improves the performance management

process?

Agree Disagree

97%

3%

Agree Disagree

Interpretation:- So, most of the people believe that the EPMS

improves effectiveness in the performance management system.

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7. Does it help to get you instant feedback about your

performance?

Yes No

70%

30%

Yes No

Interpretation:- Thus 70% people believe that they get a instant

feedback about their performance through EPMS while 30%

people don’t think the feedback are instant about the performance

of the whole year.

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8. Do self appraisals help you to make career plan?

Yes No

60%

40%

Yes No

Interpretation:- Self appraisal helps in career planning of some

employees in the organization.

54

9. Do you think EPMS is a transparent process?

Yes No

100%

Yes No

Interpretation: - All employees agree that the EPMS is a

transparent process & there is no partiality or favouritism.

55

10. Do you want any kind of changes in EPMS? If yes plz mention the changes.

Yes No

100

YesNo

Interpretation:- The employees don’t need any kind of changes to

take place in the EPMS process.

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Suggestions

The EPMS system is effective but there should more emphasis

on satisfaction of employees. So employee should be given

more chance of discussion with the managers.

New employees should be given session on how to do self

appraisals through EPMS. As fresher face lot of problem in the

process.

Employees have to attach certificates, pictures & other material

for critical incident so freshers should be informed beforehand

about this so they are ready with their proof.

The competency reviews in the appraisal process should be

carefully analysed as it is the main tool to identify the training

need of employees at Zensar.

Employees should be given reminder to complete their

appraisals in time as there is deadline to do the same.

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Bibliography

Websites:-

www.zenlounge.co.in

www.google.com

www.zensar.com