Project on Times of India

SUMMER TRAINING REPORT AT

TIMES OF INDIA On

Submitted By: M.B.A. Sem III

Submitted To Department of Business Administration

PREFACE True learning is born out of experience and observation practical experience is one of the best types of leanings that one can remember throughout the life. After II semesters in learning theoretical aspects of administration and management, the day come to apply these in corporate world in content of modern industrial enterprise that has to go through its different terminal to achieve that corporate goals. The main object of practical training is to develop practical knowledge and experience and awareness about industrial environment and business practices in the student as a supplement to theoretical studies of administration and management in specific area like HRM. It increases the skill, ability and attitude of a student to perform specific job in industrial environment.

Fortunately, I got golden opportunity to visit and complete my six week training at THE TIMES OF INDIA. Here, I got chance to see the functioning HRD departments and imbibe a lot learning of the subjects.

THE TIMES OF INDIA is a wide Organization producing News papers, the main products include Times of India, Economic Times, Radio Mirchi etc. It has developed in many fields. Today guess is a legend in the world of business and organisation at a home and abroad.

ACKNOWLEDGEMENT Through this acknowledgement, I express my sincere gratitude towards all those people who have helped me in the preparation of this project, which has been learning experience.

I appreciate the co-operation by the management and staff of ‘ THE TIMES OF INDIA’ for having given me the opportunity to training in their office.

I would like to thanks the Head Of the Department Dr. A.Kumar , the faculty , the librarian and the administrative staff of Department of Business Administration, Bhavnagar University, Bhavnagar, for their support.

Finally, I express my sincere thanks to Mr.Ashok Solanki and Mr. Hemant PatelWho guided me through out the project and gave me Valuable suggestion and encouragement.

TABLE OF CONTENTS Sr. No.

Contents

1

Preface

2

Acknowledgement

3

Declaration

4

Introduction of the Organisation

5

Performance Appraisal

6

Objective of Performance Appraisal

7

Steps of Performance Appraisal

8

Process of Performance Appraisal

9

Challenges of Performance Appraisal

10

Analysis of Questionnaire

11

Conclusion

12

Bibliography

Page No.

INTRODUCTION OF THE TIMES OF INDIA

The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of Commerce".later to be known as “The Times of India “.

The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of Commerce". The issue is published twice a week. Dr. J.E. Brennan the first editor also Secretary of the Chamber of Commerce. Rs 30/- is the annual subscription.

1846 The newspaper experiences proprietary changes and Dr. George Brit appointed editor.

1850 Shareholders decide to increase the share capital and the paper converted into a daily

1855 Telegraph Services opens up in India shortly afterwards, the paper signs an agreement with Reuters for raising news coverage and lowering subscritption rates. That old tie was renewed in 2006 with the pact between TIMESNOW & Reuters

1861

Editor Robert Knight amalgamates The Bombay Times, Bombay Standard and Bombay Telegraph & Courier to form 'The Times of India' and gives it a national character.

1880 The Times of India Weekly edition launched.The Times of India weekly edition launched, to meet the need for a weekend paper. This later came to be known as the Illustrated Weekly of India in 1923.The Times of India Weekly edition launched.

1890 Editor Henry Curwen buys TOI in partnership with Charles Kane.

1892 Following the death of Henry Curwen, T. J. Bennett becomes the editor and enters into a partnership with F.M. Coleman to form a joint stock company - Bennett, Colemen & Co. Ltd. (BCCL).

1902 The paper moves in to its current office opposite CST. It started out at the Parsi Bazar and then moved on to Churchgate where things got so bad that editor Bennett had to complete his editorial elsewhere after the ceiling fan collapsed in his room.

1907

Editor Stanley Reed revolutionises news production by extending the deadline to midnight. Until then any news that came in after 5pm was held over for the next day. TOI's first price war under editor Stanley Reed: price cut from 4 annas to 1 anna; circulation rises 5 times.

1923 Evening News of India launched

1929 The Times Of India Illustrated Weekly renamedThe Illustrated Weekly Of India

1930 The Column "Bombay 100 Years ago" published

1930 The Column "Bombay 100 Years ago" published First movie review published

1940 First time news items appeared on the front page

1946 For the first time the paper transfers to Indian ownership. Seth Ramakrishna Dalmia buys out Bennett, Coleman & Co.Ltd. for Rs. 2 crores.

1948

Sahu Jain Group become the owners of the company. Shanti Prasad Jain is the first Chairman of the group

1950  Navbharat Times launched  The TOI Crest changes from the lions to elephants  Dharmayug,

Hindi

weekly

pictorial magazine launched  Frank Moraes succeeded Ivor Jehu to become the first Indian editor (1950-57)R K Laxman’s common man cartoon starts.

1952 Filmfare- first film magazine in English launched

1959 Femina- first women’s magazine in English launched

1961 The Economic Times launched

1962 Maharashtra Times launched

1965 Femina Miss India contest started.

1987 Printing of The Times of India from Kandivili Press

in Mumbai.

1988 Times of India completes 150 years. Special stamp released by P &

1991 BBC features Times of India among world's six great newspapers

1

994 Bombay Times, the sassy colour supplement that chronicles the changing lifestyle mores of a globalising city is launched.

1996 Times of India carry its first colour photograph. Times of India crosses 1 million mark in circulation.

1998 BCCL enters into music market with Times Music.

1999 Indiatimes.com launched

1999

BCCL enters music retailing business with Planet M and radio broadcasting business with Radio Mirchi

2000 TOI crosses the 2 million mark in circulation.

2001 TOI goes all color and storms Delhi by being "Number One"

2003 President APJ Abdul Kalam visits TOI to inaugurate Times Foundation

2004 Television business launched with the launch of a lifestyle and

entertainment channel called ZOOME Paper

launchedTimescape- the Times Group Intranet launched. Launch of the jobs portal

Times Jobs http://www.timesjobs.com.

TimesJobs.com pioneered the concept of job fairs in India, branded as ‘Big Leap’.

2005  MT – Largest read Marathi Newspaper in Mumbai – IRS survey  TOI – Goes daily full colour  Mumbai Mirror launched  TimesMatri.com - Launched in August - re-launched as 

SimplyMarry.com in December 2006.

2006 TIMES NOW – TV News Channel launched ET – first newspaper available on cell phone Mumbai Mirror – Afternoon edition launched Offers Mumbai Mirror or Maharashtra Times as complimentary copy with TOI at a price of Rs.4/- TOI – The only English language daily to feature among the top 10 with a readership of 131.4 lakhs- IRS Survey by Hansa ResearchTimes Group MD, Mr Vineet Jain awarded the scroll of honour for being the new age media guru - Hero Honda Indian TV Academy AwardsTimescape the Times Group Intranet portal re-launched - now powered by SAP Netweaver BCCL goes live on SAP systemMagicBricks.com – launched in October 2006 targets the Online Real Estate Space Smart Hire – launched April 2006, is witnessing stupendous growth with its focus on providing organisations with end-toend recruitment solutions. Ads2Book.com – The World’s Only Global Ad Booking Engine Relaunched in August 2006With intensive R&D, the Net-2-Print classifieds booking system Ads2Book.com was created and imbued with AI (artificial intelligence) that assisted users through the entire process of Creating, Booking & Paying for their Print Classified Ads, all from the comfort of their desktop.

2007  TOI – the Indian Corporate Elite’s No. 1 newspaper - A CNielsen Report  What’s Hot- a new weekly magazine delivered free with TOI on every Friday

 Times Group bags 5 gold and 1 silver at the ABBY Awards  TOI prints 2 city editions., one at 11pm and second 12.30 am  BCCL wins SAP ACE 2007 Awards for Customer Excellence in the best media sector implementation The Economic Times- Gujarati Edition launched  Good Life World - launched April 2007is the future of Internet in India, the concept of ‘Click & Brick’ is just the right impetus the Online Industry needs, as users are either to busy to log on to the net for their personal needs or are not savvy enough and need help. The Good Life World Centre allows users to access the services offered by Times Business Solutions’ portals from the Centre and make offline payments for online services, thus ensuring ease of access and complete financial security.

Businesses are in: Publications,Finance,Music,Retailing,Media,Radio,Internet products,Events, Charitable Trusts,Education.

“Mission of “TIMES OF INDIA”: “The Times of India Group is the aggregator of content in any form in the infotainment Industry. We collect & sell content to right target audience”.

The Mantra “YOU ARE EMPOWERED “

STAGES OF GROWTH

 To empower the reader to live the life of their dreams.  To facilitate better decision.  To provoke Thought  Global Experience.  Love for the community  Adopt the Reader’s worldwide view.  Liberate the mind  Cheerfulness in the circus of life.

We grow at this stage because:

OUR CENTRAL VALUE IS YOU!

Performance Appraisal

Meaning: Performance Appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what

an

employee

does.

According to Flippo, a prominent personality in the field of Human Resource, “performance appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a

better job." Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future.

It is a powerful tool to calibrate, refine and reward the performance

of

the

employee.

It

helps

to

analyze

his

achievements and evaluate his contribution towards the achievements By

focusing

of the

the attention

overall on

organizational

performance,

goals.

performance

appraisal goes to the heart of personnel management and reflects the management’s interest in the progress of the employees.

OBJECTIVES OF PERFORMANCE APPRAISAL: •

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.

•

Helps to strengthen the relationship and communication between superior – subordinates and management – employees.

•

To

diagnose

the

strengths

and

weaknesses

of

the

individuals so as to identify the training and development needs of the future. •

To provide feedback to the employees regarding their past performance.

•

Provide information to assist in the other personal decisions in the organization.

•

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.

Process of Performance Appraisal

ESTABLISHING

PERFORMANCE

STANDARDS

The first step in the process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees. This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives. The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the

standards.

COMMUNICATING

THE

STANDARDS

Once set, it is the responsibility of the management to communicate the standards to all the employees of the organization. The employees should be informed and the standards should be clearly explained to the. This will help them to understand their roles and to know what exactly is expected

from

them.

The

standards

should

also

be

communicated to the appraisers or the evaluators and if required, the standards can also be modified at this stage itself according to the relevant feedback from the employees or the evaluators.

MEASURING

THE

ACTUAL

PERFORMANCE

The most difficult part of the performance appraisal process is measuring the actual performance of the employees that is the work done by the employees during the specified period of time. It is a continuous process which involves monitoring the performance throughout the year. This stage requires the careful

selection

of

the

appropriate

techniques

of

measurement, taking care that personal bias does not affect the outcome of the process and providing assistance rather than

interfering

in

an

employees

work.

COMPARING

THE

ACTUAL

WITH

THE

DESIRED

PERFORMANCE The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees’ performance. DISCUSSING

RESULTS

The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees’ future performance. The purpose of the meeting should be to solve the problems faced and motivate the DECISION

employees

to

perform

better. MAKING

The last step of the process is to take decisions which can be

taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc.

Challenges of Performance Appraisal: In order to make a performance appraisal system effective and successful, an organization comes across various challenges and

problems.

The

main

challenges

involved

in

the

performance appraisal process are: 

Determining

the

evaluation

criteria

Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms 

Create

a

rating

instrument

The purpose of the performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization. 

Lack Top

of management

competence should

choose

the

raters

or

the

evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the

necessary training to carry out the appraisal process objectively. 

Errors

in

rating

and

evaluation

Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal process. Therefore the ratter should exercise objectivity and fairness in evaluating and rating the performance of the employees 

Resistance The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings.

Therefore,

the

employees

should

be

communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.

Purpose of Performance Appraisal: Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes. Typically, 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. Helps to strengthen the relationship and communication between superior – subordinates and management – employees.

z

THE TIMES GROUP

PERFORMANCE APPRAISAL & DEVELOPMENT PLAN PURPOSE:

The purpose of conducting a Performance Appraisal is to review and evaluate the performance of an executive/journalist on contract.

OBJECTIVE:  To inform the appraisee of his/her relative performance in terms of targets and Key Result Areas(KRA)  To encourage meaningful and transparent communication between the appraiser and appraisee.  To identify the training need for development.

GUIDELINES:  The date and time for the appraisal interview has to be fixed well in advance by mutual consent between the appraiser and the appraisee to allow for adequate preparation.  A separate self-evaluation form has to be filled by every executive/journalist on contract prior to the appraisal interview and submitted to the appraiser. After the form is filled, the appraiser should then proceed with the appraisal interview.  During the appraisal interview the appraiser first do a Target based review for the appraisee and he should appraise the appraisee on the important parameters that have been identified.  The appraiser should explain to the appraisee why he/she has been given a particular score against a particular parameter and point out the appraisee’s strength’s and weaknesses.  The targets for the next year should be retained by the Department Head for mid-term review.  The completed self-evaluation forms/performance appraisal forms of every executive/journalist on contract in Mumbai and Delhi should be sent to the respective HRD departments at Mumbai & Delhi.  The appraisee should keep a copy of his/her self-evaluation and performance appraisal form and note the areas for improvement  DEFINITION OF SCORES: Scores/ Rating High Flier/Outstanding (5)

Definition Employee who truly achieves outstanding success in the given targets and accomplishes much more than the expected tasks with efficiency and effectiveness. Research indicates that only 1% of the

total employee population belongs to this category. Employees whose Average Weighted score(A) range from 4.7 to 5 are Highfliers/Outstanding. Regularly Exceeds

(4) Employee who exceeds the requirements of the job. It gives an indication that the person is prepared sufficiently for a higher classified job. Research indicates that only about 15% of the total employee population belongs to this category. Employees whose Average Weighted Score– (A) range from 4.2 to 4.69 are Regularly Exceeding.

Meets Requirement

(3) This rating is to be given to the employee who has the requisite qualities to perform the present job with efficiency. Research indicates that 73% of the total employee population belongs to this category. Employees whose Average Weighted Score(A) range from 3.6 to 4.19 are Meeting

requirements. Occasionally Meets

(2) Employee whose performance is adversely affected due to the lack of qualities required to perform in his current job. This is an indication that the person needs to be trained and developed sufficiently to orient him towards good performance. Employees whose Average Weighted Score –(A) range from 3 to 3.59 are Meeting occasionally.

Fails To Meet

(1)

This rating means totally unacceptable performance over a period of time. Inspite of all efforts in training and development the employee continues to demonstrate lack of qualities to perform the job. Employees whose Average Weighted Score – (A) range from 0 to 2.99 are Failing to meet.

SELF-EVALUATION FORM

(It is recommended that the appraisee uses this form prior to his/her interview in-order to help her/him to think about the job she/he does.)

NAME:

DEPARTMENT:

EMPLOYEE NUMBER:

DESIGNATION: BRANCH:

 Describe in specific your job description in the company? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 What parts of the job do you feel you do well? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 What parts of the job do you have difficulties with, and are there any obstacles which have caused you particular problems? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 What were your main accomplishments during the Appraisal year? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 Do you consider yourself fit for a higher position in the company? If yes, describe the kind of work you are equipped to do. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 What kind of training will equip you to perform better? Specify courses and development need areas. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 Would you like to handle any assignments and do you desire a job rotation, transfer to any other function/department etc. to enhance your career? ---------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 Please indicate the enabling and hindering factors which influence your performance. Enabling Factors Hindering Factors

 Are there any other points, which you would like to raise at your appraisal? ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

 Overall Appraisal of Performance: (Kindly rate your overall performance)

Scores (S) to be used for rating actual performance High Flier/ Outstandin g

Regularl y Exceeds

Meets Occasionally Fails Requirement Meets to s meet

5

4

3

2

1

APPRAISEE

APPRAISER

Name:

Name:

Signature:

Signature:

Date:

Date:

TARGET WORKSHEET

Name:

Employee Number:

Department:

Designation:

Date of Joining:

Age:

Please identify your Work Goals

Please identify the Key Performance Areas (KPA’s)

Please indicate the target dates by which KPA’S would be achieved

Please tell us about the areas in which you need training to achieve your work goals

Signature(Appraiser) …………… Signature(Appraisee)……………

Date ……….......

……………

Date

MID TERM REVIEW OF PROGRESS Please indicate the progress made regarding achieving your Key Performance Areas-Whether they are complete/ongoing/incomplete and cite the reasons where appropriate.

Signature (Appraiser)…………… Signature(Appraisee)…………..

Date …………..

…………...

Date

Performance Appraisal Ratings & Redesignation Chart

Sr. No

Compan y

Pay Roll ID No

HR Empl. No

Branch

Employe e Name

*Cont. Departm Present ent Designat ion

Recommen ded Redesignati on

Year of last Redesigna tion

Performa nce Rating

TRAINING NEED IDENTIFICATION & TRAINING CODES

In order to facilitate the process we have listed down few steps which are to be followed while collating the training data:

STEP 1: As a continuing process of Performance Management Process, the training needs have to be identified from the Performance Appraisal forms. The data has to be collated by the Department Heads of the respective branch and given to the Branch Head in the format “Training need identification chart”.

STEP 2: We have classified the training needs into 4 categories, title code and title type is mentioned below:

1001Information Technology 2001Managerial Effectiveness Programme 3001Function Specific Programme 4001Training by Experts

Training needs identified should match with the job profile mentioned in the PA form. In view of the above, please analyse whether the training needs identified are actually required to increase the competence & skill of the individual and would continue towards effective performance of the assigned task.

STEP 3: The Department Head to eliminate the training programmes which are not of very important nature and prioritise the identified training needs as per the requirement of the department and branch.

STEP 4: Also classify the identified training programmes which can be conducted internally and externally. STEP 5: The training codes and sub-codes have to be identified after analysing the descriptions mentioned in the “Training code chart”. For example: The training type identified is ‘Information Technology’ and the training title name is ‘MS

Office’. Therefore, in training need identification under the column training code and sub-code the entry will be 1001 and 1001 respectively.

STEP 6: ‘Training calendar’ will be designed and implemented by the Branch HR/Personnel Head in consultation with the Branch Head.Kindly note that under the (Training Code-2001)“Managerial Effectiveness Programme” we are having the following training titles:

(Sub Code-2001) Managing

(Sub Code-2002) Managing

Self includes the following

People includes the

module for the rank of

following module for the

Executives to Asst.

rank of Dy. Manager to Chief

Manager:

Manager:

• Goal Setting & Career Planning

• Principle Centered Leadership

• Lateral Thinking

• Listening Skills

• Communication Skills

• Performance

• Presentation Skills

Management Skills

• Time Management

• Coaching & Mentoring

• Assertiveness

• Team Building &

• Transactional Analysis • Counselling Skills • Seven Habits of Highly

Conflict Management • Interviewing Skills • Counselling Skills

Effective People

• Abnormal & Normal

• Art of Living & Stress Management (Sub Code-2003) Managing

Psychology • Emotional Intelligence

Business & Strategy includes the following module for the rank above Chief Manager: • Business Policy Planning • Strategic Management • Marketing Management • Operations Research • Finance for NonFinance • HR for Non-HR • TQM & BPR

TRAINING CODES CHART

Training

Type of

Code

Training

1001

Information Technology

Sub-Code

Training Need Title

1001

MS Office/Windows

1002

Internet Tools

1003

Oracle

1004

QurakXpress

1005

Adobe/Corel Draw

1006

Design and Layout Techniques

1007

Design and Graphics

1008

Operations System

1009

Ingres/Informix/Sysba se

2001

MGR

1010

Java/Perl/Cgi

1111

Others

2001

Managing Self

2002

Managing People

2003

Managing Business &

Effectiveness Programme

Strategy

3001

Function

2004

Others

3001

Selling Skills &

Specific

Marketing Concepts

Programme 3002

Industrial Relations & Labour laws

3003

Materials Management & Purchase Management

3004

Financial Accounting/Balance sheet

3005

Taxation

3006

Customer Relations

3007

Brand Management

3008

Fire Risk Management & Electrical Skills

3009

Research Methodologies

3010

Writing Skills

3111

Foundation Course for Journalism

4001

Training by

3112

Others

4001

International

Experts

Accounting Norms/Standards 4002

Forex/ Futures/Swaps

4003

Capital Market

4004

Marketing/Media/ Advertising

4005

Macro/Micro Economics

4006

Security and Administration

4007

Others

TRAINING NEED IDENTIFICATION

Sr No.

Company

Pay Roll ID HR EMPL. No.

Branch

NO

*Cont. Employ

Departme

Prese

Recommend Year of

Performan

ee

nt

nt

ed

Last

ce Rating

Desig

Redesignati

Redesig

natio

on

nation

Name

n

PERFORMANCE ASSESSMENT GUIDELINES

1) Self-Assessment All Appraises will make a Self-Assessment of their own performance and fill in the following information in the Performance Assessment Worksheet:

Sl. No.

Term

1.

Key Result Area (KRA)

These are critical functions of a job. Performance with respect to defined KRAs lead to distinct contributions/ outcomes towards organizational objectives.

2.

Measure(s)

These are yardsticks for evaluating the extent of performance with respect to a KRA. A particular KRA may have more than one Measure.

Performance Standard

This is a specific goal corresponding to the Measure of a KRA and should preferably be realistic, achievable and timebound.

Weightage(%)

This demonstrates the relative importance of the KRA in terms of the priority and effort and

3.

4 .

Description

should add up to 100%. The minimum Waightage is 10%

5 .

Extent of Over-/ Underachievement (with elaboration)

To what extent the Performance Standards were met and description about the causes of /factors responsible for Over/ Under-Achievement.

2) Performance Assessment Discussion This candid discussion between the Appraiser and the Appraisee on the latter’s performance during the year should focus on the following aspects: • Demonstration of the extent of performance by the employee in the objective terms. • Identifying the key drivers and facilitators for performance. • Reviewing and discussing performance bottlenecks and making plans to overcome them. • Planning of KRAs, Measures and Performance Standards for the next year.

3) Assessment by Appraiser Post discussion with the employees, the Appraiser will fill in the following information:

Comments Appraiser

Assessed Level

of This will include specific observations/ remarks relevant to the Assessment of the Appraisee, or any other Job-related aspect.

The Performance Level of an Appraisee for each of his/her KRAs as well as the Overall Performance( for the Job as a whole) will be as per table below.

Definition of Level Assessed

Description of

Level

Level

Typical % Achievement

KRA Performance

Overall Performance

of Results Performance exceeds Expectation, consistently DE

Demonstrates

Greater than

Achieving challenging and

Overall performance exceeds all

Excellence

120%

Stretch goals and meets

Job expectations and is “visible”

Industry/ organizational

Across the organization.

Standards of excellence.

EE

Exceeds

Between

Performance exceeds

Expectations

100% to 120% Expectations in all respects.

Overall Performance exceeds all Job expectations and is “visible” Across the Department/ Function/ Location.

ME

Meets

Between

Performance meets

Overall Performance

Expectations

85% to 100%

Expectations.

Demonstrated meets all job Expectations.

NI

SME

Needs

Less than

Performance only partially

Overall Performance only

Improvement

85%

Meets expectations and

Partially meets job expectations

Needs improvement.

And improvement is needed.

Short of

Poor or

Performance demonstrated

Overall performance

Minimum

Insignificant

Falls short of minimum

Demonstrated falls short of

Expectations

Results

Expectations.

Minimum job expectations.

4) Performance Review The Appraiser will forward the Worksheet duly assessed and completed by him/her to the Reviewer (the immediate supervisor of the Appraiser) for his/her review and validation. Based on discussion with the Reviewer, the Assessed Level of Overall Performance for the employee will be documented in the Worksheet (based on the guidelines in the above table).

The reviewer and the appraiser shall document their overall comments relating to the assessment of employee and sign off at respective places in the worksheet.

5) Performance Calibration Process After the completion of performance review, the Overall Performance as assessed will be taken through the Performance Calibration Process by the Functional Directors. This process would aim at reviewing performance levels across the functional area and apply necessary changes in line with structured guidelines, if any.

Performance level Distribution guidelines:

Assess ed Level

% of Head Count

DE

EE

10% 25%

ME

NI

50% 10%

SME

5%

6) Feedback to Appraisee Post calibration process, the Assessed Level of Overall Performance will be communicated to the Appraisee by the

Appraiser. The Appraisee writes down his impressions and views (including those regarding the objectivity of the process), signs off the worksheet and hands it over back to the Appraiser. The Appraiser then forwards the Worksheet to the Functional Head.

EMPLOYEE DEVELOPMENT GUIDELINES (A) Level

Identifying Key Behavior Areas and their Desired

The Appraisee should fill in the following information in consultation with the Appraiser and HR Managers.

Sl.

Term

Description

No. 1

Key Area

Behavior These are the behaviors that are required by an individual To perform his/her job effectively.

2

Desired Level of This is the proficiency with which Behavior the Key Behavior is Required to be demonstrated by the job-holder for performing his/her job effectively.

(B)

Demonstration of Key Behaviors by Appraisee

Appraisees provide Examples of Demonstration of Key Behavior (with reference to the Desired Level of Behavior) for each of the Key Behavior Areas. These Examples (may be Critical Incident) would always have to be work-related and would be determinants of their Proficiency Level (explained below) on the applicable Key Behavior Areas.

(C)

Development Review

Post filling in the Examples of Demonstrated Behavior, the Appraisee and the Appraiser candidly discusses the following :

1.

2. 3.

The Frequency of demonstration of a Behavior by the Appraisee, as well as the Proficiency with which it is demonstrated over a defined period of time. Development Support required by the Appraisee to take on higher/ wider roles within the next year. Training Needs of the Appraisee that need to be addressed within the next year.

Post discussion with the Appraisee, the Appraiser will fill in the following information in the Worksheet:

Sl.

Term

Description

No. Assessed Proficiency

This describes the Proficiency with which the Key Behavior

1

2

Level

is demonstrated by the appraisee as per the Proficiency Level Table given below.

Specific Development And Needs

These are any specific Development and Training Needs for the Appraisee, to be addressed during the Training next one year.

Proficiency Level Table

Proficiency Level

More desired

than Demonstrated Desired Level of Key Behavior with Expected Consistency for Current Job and Additionally (M) Demonstrates Key Behavior at Higher Level (s) than desired on some occasions.

As desired (A)

Less desired

Description

Demonstrates Desired Level of Key Behaviors with Expected Consistency for Current Job.

than Does Not Demonstrate Desired Level of Behavior with Expected Consistency for Current Job.

(L)

The Appraiser signs off and forwards the document to the Appraisee for his/her comments and sign-off. Post this, the Appraisee forwards the Worksheet to the concerned HR Manager. The Proficiency Level is communicated the Functional Director. This data will form an important parameter for Progression / Re-designation decisions.

QUESTIONNAIRE

Name: Age: Department: Designation: Qualifications: Number of Years of Service at Times of India: Number:

Note:

This questionnaire would be kept as confidential document as it’s for Survey Purpose, and would not be revealed to Times of India Management.

Q.1 What Organization?

type of

Performance Appraisal system exists

in your

Confidential Report EPRF [Employee Performance Appraisal Review Form] DOPA [Development Oriented Performance Appraisal]

Q. 2

To what extent do you think that performance appraisal is necessary for efficient functioning of the organization?

Very much necessary Some what necessary Not at all necessary

Q. 3

What according to you should be the objective of a performance appraisal? [Assign ranks as per your priority]

To improve job satisfaction To prevent grievance To assist in career planning Assist management in promotion, transfer and development Reveal areas where training is needed

Q. 4

Is the Self-evaluation forms self-sufficient?

Very much sufficient Moderately sufficient Not at all sufficient

Q.5 Do you think that the existing performance appraisal system adequately enables you to find out the areas of furthers improvement?

Strongly agree Agree

Neither Agree nor Disagree Disagree Strongly Disagree

Q. 6

How far is the performance appraisal determining training needs?

system influential

in

Strongly influential Some what influential Not at all influential

Q.7

Career Planning and job rotation being an essential part of performance appraisal, to what extent is they fulfilled at Times of India?

Strongly fulfilled Some what fulfilled Not at all fulfilled

Q. 8

Do you think that external factors that affect your performance are accounted for?

Yes No

Q. 9

How far is the present performance appraisal system influential in keeping high motivational level?

Strongly influential Somewhat influential

Not at all influential

Q. 10 Do you think that you are perfectly being evaluated by the present performance appraisal system?

Yes No

Q. 11 If you have answered NO to the previous question then what do you think is the best facet that could evaluate you?

Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed, so that it would keep your performance at its best?

Q. 13 Do you think there exist a fine combination of Centralized Policy decisions and Decentralized Operating decisions at Times of India?

Strongly agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

Q. 14 Job and role clarity plays a vital role in individuals performance, how clearly are these two defined at Times of India?

Very much clear Moderately clear Not at all clear

Q. 15 Do you think there exist a transparent performance appraisal system at Times of India?

Yes No

Q. 16 How far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance?

Excellent Very good Good Fair Poor

Q. 17 Recently, performance appraisal has been undertaken at Times of India, how was your experience and what changes would you like to suggest?

Analysis of Questionnaire Classification of Respondent

Male

18

Female

7

Total

25

Above diagram shows the classification of respondent. Out of 25 persons, 18 are males and 7 are females. And percentage wise classifications are shown in following diagram.

Q-1 What type of performance appraisal system exit in your organization?

Confidential Report

0

EPRF (Employee Performance Appraisal Review Form)

23

DOPA (Development Oriented Performance Appraisal)

2

Above diagram shows Which type of performance appraisal system exit in Times of India. Here, out of 25 persons 23 says EPRF and 2 says DOPA. And percentage wise classifications are shown in following diagram.

Q-2 To What extent do you think that performance appraisal system is important for efficient functioning of the organisation?

Important

9

Very Important

16

Not Important

0

Above diagram shows to What extent do you think that performance appraisal system is important for efficient functioning of the organisation. Here, out of 25 persons 9 says Important and 16 says Very important. And percentage wise classifications are shown in following diagram.

Q-3

Is the Self-evaluation form self-sufficient?

Sufficient

15

Insufficient

1

Needs Improvement

9

Total

25

Above diagram shows is the Self-evaluation form self-sufficient. Here, out of 25 persons 15 says Sufficient, 1 says Insufficient and 9 says needs improvement. And percentage wise classifications are shown in following diagram.

Q-4 Do you think that external factors that affect your performance are accounted and Considered during the Performance Appraisal?

Yes No Total

18 7 25

Above diagram shows the external factors that affect your performance are accounted and Considered during the Performance Appraisal. Here, out of 25 persons 18 says Yes and 7 says No. And percentage wise classifications are shown in following diagram.

Q-7 Apart from the performance appraisal system, are there any other factors that help to fulfil the above objective?

Yes

6

No

19

Q-8 Do you think, the past performance behavioural records and critical incident are considered during the performance appraisal?

Not Considered Considered but not adequately Adequately considered while making decisions Total

3 11 11 25

Q-9 How far is the present performance appraisal system influential in keeping high Motivational level?

Strongly influential Somewhat influential Not influential Leads to stress Total

9 12 3 1 25

Q-10 Do you think that you are perfectly evaluated by the present appraisal system?

Yes No Total

18 7 25

Q-11 How do you find the behaviour of the appraiser at the time of Appraisal Interviews?

Fair & justified

15

Motivating Comforting & Supportive Biased Stressful Total

5 5 0 0 25

Q-12 Is the system at TOI adequately justifies your potential through job rotations and other tools?

Yes No Total

19 6 25

Q-13 Do you think the performance appraisal system adequately appraises the potential of employee?

Yes No Total

20 5 25

Q-14 Job and role clarity plays a vital role in individuals performance, how clearly are these two defined at TIMES Group?

Very much clear Moderately Clear

15 9

Not at all clear Total

1 25

Q-15 Do you think there exist a transparent performance appraisal system at times group?

Yes No Total

22 3 25

Q-16 How Far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance?

Excellent Very Good Good Fair Poor Total

6 4 9 5 1 25

Q-17 Recently performance appraisal has been undertaken at Times Of India, how was your experience and what changes would you like to suggest? ____________________________________________________________________________ __________________________________________________________________________________ __________________________________________________________________________________

__________________________________________________________________________________ ______