performance management system steel authority of india ltd

1. 1 Performance Management System

3. Financial Implication of PRP

4. SAIL Remuneration Committee Remuneration Committee headed by Shri P K Sengupta, Independent Director constituted on 20.8.2009. Three meetings held till November,2009. On completion of his tenure, Remuneration Committee reconstituted Headed by an Independent Director Shri A.K. Goswami Other Members Director(Finance) Director(Personnel) Managing Director,DSP Remuneration Committee decided the PRP for 2007-08 and 2008-09 and the same was placed before Board of Directors and implemented

5. MoU rating of SAIL

6. Methodology for Calculation :

7. Formula for PRP for 2007-08 & 2008-09

8. 8 OBJECTIVES OF THE EPMS To enable employees to plan their work, utilize their capabilities and maximize their contributions. To create a performance culture through continuous performance improvements of individual employees, teams and the organization. To identify and develop leadership talent for future.

9. 9 COMPONENTS OF EPMS Goal alignment cascade workshops for Performance & Development Planning. On-line System for Performance Management Assessing and Developing Competencies for the future Performance Review and Assessment Final Performance categorization of Ratings by Performance Management Committee (PMC) Separate grading for performance and potential Transparency through communication of Performance Rating to the executives Assessment of Assessors Leadership development and Competency building through 360 Degrees and Assessment and Development Centers (ADCs)

10. 10 SALIENT FEATURES OF SYSTEM KPAs categorised as Routine Non Routine / Special Projects (Weighted, quantifiable KPAs with evaluation criteria) Goal Alignment Cascade Workshops for sequentially breaking down organizational objectives / targets into various levels in the organization i.e. Plant / Deptt. / Individual. HoD is responsible for performance of the department and for conducting the Goal Alignment Cascade Workshop for finalizing the KPAs for department / individual. All KPAs and performance plans are put on-line which are accessible to all executives and departments A Performance Diary is maintained online to record individual executive�s performance highlights / constraints which is accessible by both Reporting & Reviewing Officers. Assessment once a year but PRD to be held twice a year at least prior to assessment. Multistage Assessment (by Self, Reporting & Reviewing)

11. 11 SALIENT FEATURES OF SYSTEM Self-assessment by the individual based on his achievements / shortcomings of KPAs as per task & targets set at the start of the year. Independent assessment by Reporting & Reviewing Officers PMC consists of HoD, Reviewing and Reporting Officers to reduce subjectivity in grading as well as ownership of the individual executive�s grading There are 4 gradings EP,HP,AP & LP instead of existing OABC. High level PMC to categorize Exceptional Performer and Low Performer by recording two major achievements / shortcomings 2 separate gradings of executives on Performance and Potential factors.

12. 12 SALIENT FEATURES OF SYSTEM Use of 360 Degree Feedback and ADCs for leadership development and competency building and for self-development by the executive concerned Performance Development Plans made by the executive in the beginning of the year on the basis of performance plans. Competency assessments through ADCs and 360 Degree Feedback to feed into the development plans. The Rep-O, Rev-O and HOD to review and ensure the implementation of the plans. HRD assists in finalizing / implementing the development plan Development Plan prepared and communicated for Low Performers. Transparency in the new system has been introduced through communication of final grading to all executives.

13. 13 KPAs KPAs are weighted, quantifiable with evaluation criteria. KPAs are further classified as under : Routine KPAs (i.e. jobs of routine nature and at the same time critical contributions of the officer like filing of statutory returns for an accounts officer or plant supervision for a shift in-charge); Non-routine KPAs / Special Projects Non-routine KPAs are key contributions of the role holder other than the routine operations; and Special projects to be undertaken at the initiatives of the executive concerned. As we go up in the managerial hierarchy, the percentage of Non-Routine KPAs / Special Projects will increase.

14. 14 DEVELOPMENT PLANNING Executive to identify development needs along with plan to be recorded in his performance plan Self development Training Inputs / Assistance required from Orgn. Any Training & Development support needed by the executive should be approved by Reporting Officer along with concurrence of HoD HoD to decide priority for covering executives and communicate to unit HRD department the development needs for his department at the beginning of the year. MTI to prepare training calendar and communicate to individuals through HoDs.

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16. 16 YEAR-END REVIEW & ASSESSMENT Assessment once a year but PRD twice a year Final performance review and recording of comments by both executive concerned and his Reporting officer on fulfillment of KPAs Multistage Assessment of Performance (by Self, Reporting & Reviewing) Self-assessment by the individual based on his achievements / shortcomings of KPAs as per task & targets set at the start of the year. Marks recorded by individual only on achievement of KPAs i.e. performance. Reporting & Reviewing Officers independently assess individuals both on performance factors as well as competency factors which includes potential and values and record marks.

17. 17 YEAR-END REVIEW & ASSESSMENT Marks given by Reporting and Reviewing Officers are visible to them after all of them complete their assessment online. Final assessment and final grading decided by PMC. The executives are appraised on Performance factors and Competencies factors (which includes Potential and Values) separately and they are given two separate gradings.

18. 18 DEVELOPING COMPETENCIES FOR FUTURE Competencies required by all executives to perform their current managerial roles; Competencies required to prepare them for future roles (potential factors), and The values needed to be demonstrated by executives all through their career.

19. 19 COMPETENCIES Technical/Functional competencies Commercial acumen Interpersonal skills and team work Proactive Problem solving and Initiative Communication skills (listening, clarity of thought and expression, written and oral) Positive attitude (viewing things with positiveness and optimism and not being critical or cynical of everything, ability to look at brighter side of change and various other decisions, policies and innovations etc. and not being over critical or all the time critical of people and events etc.)

20. 20 POTENTIAL Potential is defined as the ability to handle higher responsibilities. Assessment of Potential is meant for preparing executives for handling higher roles as they grow in the organization. Following attributes will be assessed for potential : Vision and leadership Ability to assume responsibility and take Decisions Execution Change Management (openness to change, capacity to initiate and manage change) Creativity

21. 21 VALUES Values include beliefs, behaviors & actions that are to be exhibited by every executive. Customer satisfaction Concern for people Consistent Profitability Commitment to excellence Integrity and Character (defined as coherence between thought, word and deed) i.e. Speaking fearlessly what one feels (not having one thing in mind and speaking different things to please people or gain advantage of some kind or the other) Attempting to keep up promises or verbal commitments (doing what he says) The first 4 values are Core Values as per ICS model which every executive needs to inculcate in their Daily Work schedule.

22. 22 TRANSPARENCY Reporting Officer�s comments captured in the online EPMS system and visible to the individual. Final grades of the individual only on performance factors communicated through system. For those identified as Low performer, specific development plan to be prepared for his rehabilitation in the same department. If successive LP, then rotation to another department should be thought of to bring him into the system. Development Plan for Low Performers also communicated through the system along with his final grading.

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27. 27 CUSTOMER SATISFACTION CUSTOMER COMES FIRST, EVERY TIME Customer satisfaction is the first priority of every employee and the purpose of every job. We do not compromise this value because we believe that this alone can enable us to achieve the vision of attaining market leadership.

28. 28 CUSTOMER SATISFACTION Customer Focus (Internal or external, as appropriate) Ability to empathize with customers. Firmly believes in & practices end to end Customer service. Excellent customer orientation under any circumstances. Influence customer to enhance future business & organization�s image. Understands customer linkages within the job. Attempts to resolve simple Problems and issues. Able to interpret & forward customer (internal or external) feedback to superiors in a transparent Manner. Exhibits concern for all aspects that impact customer satisfaction. Sensitive to internal and external customer interfaces and is able to build trust in the relationship with minimal guidance. Senses the needs and expectations of the customer and acts appropriately by overcoming the barriers of geography, language and culture.

29. 29 CUSTOMER SATISFACTION Is able to convert client relationships into a long term association and can effectively manage in case of complex problems. Seeks and is receptive to customer feedback and initiates actions appropriately. Is able to build a Brand Equity for SAIL in the market through understanding of the clients requirements and working in partnership with them. Senses even the unstated needs and expectations of the customer and acts appropriately. Can generate repeat business and create a 'preferred company' image for SAIL. Is able to build informal relationships with customers and leverage towards the business objectives.

30. 30 CONCERN FOR PEOPLE TALENT OF PEOPLE IS OUR GREATEST ASSET We believe that developing competence and commitment of our people for enhancing their contribution, is important for achieving customer satisfaction, and thereby the prosperity of the company and of the employees.

31. 31 CONCERN FOR PEOPLE Always keeps employee interests in mind. Shows concern for fellow employees Shows concern for larger humanity Concerned about health, safety and environment Invests time and effort in developing people Helpful Empathetic Supports growth and development of colleagues, juniors and others around him Facilitates learning among all staff and others around him Coaches and mentors juniors Invests time and effort in guiding and developing juniors and other team members. Gives a sense of ownership and empowerment to juniors. Maintains motivation and morale among all staff members. Treats others with dignity and respect.

32. 32 CONSISTENT PROFITABILITY CONSISTENT AND SIGNIFICANT PROFITS ARE ESSENTIAL FOR OUR GROWTH We believe that consistent and significant profitability must be the essential outcome of all our activities. This is necessary for modernization, growth and market leadership.

33. 33 CONSISTENT PROFITABILITY Constantly shows awareness of profitability parameters: Cost, quality, speed etc. Shows positive attitudes to change, modernisation, use of new technologies etc. for profitability Keeps abreast with latest technologies Strives for profitability and ROI in all actions and activities Shows constantly quality conscious ness Shows cost consciousness

34. 34 COMMITMENT TO EXCELLENCE SAIL DOES IT BETTER, BETTER �. We are committed to harnessing the full potential of all our resources, through creativity, continuous improvements and teamwork.We believe that this is important for making SAIL the best organization so that our customers, employees and shareholders have a sense of pride.

35. 35 COMMITMENT TO EXCELLENCE Shows concern for excellence. Benchmarks with the best. Constantly seeking to improve the product quality and processes. Encourages every one to be committed to excellence Keeps the image of SAIL in forefront at all times. Sets high targets and quality goals.

36. 36 CHARACTER & INTEGRITY Defined as coherence between thought, word and deed. Speaking fearlessly what one feels (not having one thing in mind and speaking different things to please people or gain advantage of some kind or the other) attempting to keep up promises or verbal commitments (doing what he says)�. Indicators are: Speaks fearlessly what he/she feels Does not keep one thing in mind and speak other things to different people to please them or gain advantage of some kind or the other Keeps up verbal promises Does what he says Says what he intends to do Maintain coherence between thought, word and deed Does not cut corners ethically Does not play games with facts to win a point Keeps organizational interests above self interests

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46. 46 COMPETENCY ASSESSMENT : 5 POINTS SCALE

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58. 58 PERFORMANCE POTENTIAL MATRIX

59. 59 FEATURES OF SAIL EPAS KPAs, Tasks and Targets setting Self Appraisal and Performance Review & Planning discussion focussing on - Task / targets fulfilled Constraints faced Facilitating resources Suggestions for improvement Highlights of performance Major strengths Development needs Assessment by Rep. & Rev. Officers Primary grading Final grading and evaluation by PRC Broadly there are six main features of the existing performance appraisal system : i. Tasks and targets setting ii) Self-appraisal and performance review planning iii) Assessment by reporting, review and reporting officer (O). iv) Development Plan v) Primary grading vi) Evaluation by the Promotion Review Committee Tasks and targets are set during the start of the appraisal calendar. These tasks and targets were set mutually by the officer concerned and the Reporting Officer based on the overall departmental objectives. The task and targets are reviewed at the time of mid year review and course corrections are doneBroadly there are six main features of the existing performance appraisal system : i. Tasks and targets setting ii) Self-appraisal and performance review planning iii) Assessment by reporting, review and reporting officer (O). iv) Development Plan v) Primary grading vi) Evaluation by the Promotion Review Committee Tasks and targets are set during the start of the appraisal calendar. These tasks and targets were set mutually by the officer concerned and the Reporting Officer based on the overall departmental objectives. The task and targets are reviewed at the time of mid year review and course corrections are done

60. 60 EPAS FORM

61. 61 IMPLEMENTATION ISSUES OF EPAS EPAS system was good but faced implementation problems like: KPAs not defined at the beginning of year rather framed at the end of the year on the basis of actual job done during the year Performance mentioned in self appraisal form had no direct linkage with final marks No meaningful feedback system to improve performance of the individual time given for PRP short lack of skills in conducting counselling and feedback sessions Lack of transparency in processes and assessment which generated mistrust in the system Single grading of performance and potential factors based on perception on total performance during the year Marks given in totality as against individual KPAs or factors

62. 62 IMPLEMENTATION ISSUES OF EPAS Gradings given looking into eligibility for promotion � Rotation of appraisal gradings. Role of reporting/reviewing officer in determining performance grading was minimal. PRC decided the grading Forced distribution system into �OABC� gradings followed Potential assessment of executives not done � therefore no differentiation between high and low performers No communication of final gradings to individuals or his superiors System reduced to a mechanism for granting promotion. Less emphasis on other inputs like T&D, job rotation, identifying high potential executives, succession planning, etc. System driven by HR rather than Line

63. 63 GUIDING FACTORS PMS should address the following : Set of Individual KPAs assigned to flow from organisational goals Individual performance to be rated against set of KPAs mutually agreed upon between appraisee and appraiser at the beginning of the year Periodic feedback on performance to create a performance culture Opportunity for Individuals to demonstrate their potential by taking challenging tasks beyond routine jobs Transparency in Performance Assessment Separate assessment for Performance and Potential Proper follow-up for implementation is a prerequisite otherwise there is every likelihood for failure however, good a system is designed Line driven. Role of HR limited to that of a facilitator IT enabled systems in large organisations for ease in monitoring and retrieval of data Linkage to other HR sub-systems and tools

64. 64 DEVELOPMENT OF NEW SYSTEM Questionnaire survey and discussion with executives across the Company at all levels Best practices in PMS followed in various organisations in India and abroad Formation of Core Group of Line & HR professionals Envisioning workshop with Top Management Team Designing of PMS system by Core Group Testing the system and seeking involvement of all plants/units/ stakeholders for obtaining necessary approvals/clearances Draft PMS discussed with cross section of executives - 5000 officers participated in the process Designing of IT enabled PMS system by in-house team and putting intranet systems in place across all units spread all over India linked to a Central Server Identification of PMS Champions and preparation of standard communication module for IRPs and training of IRPs by Core Group Communication across plants/units by IRPs covering all executives Launch of New EPMS system on 1st April, 2008

65. 65 WHAT SAIL CHANGED IN NEW SYSTEM? IT enabled EPMS Framing of KPAs at the beginning of the year System to be used for development / growth of individual No forced distribution Transparency through communication of final gradings to individuals on performance Marks to be based on performance criteria and not filled up in totality Performance review planning to take place on time Differentiation between high and low performers Development of competencies of individuals PMS linkage to other systems Accountability of Assessors Strengthening Role of HoD

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68. 68 Global Steel Scenario SAIL- a glimpse SAIL- Challenges/Opportunities Performance Management System Goal Setting Alignment - Video

69. 69 Steel Scenario

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72. 72 Indian Steel Industry Consumption of steel grew at a CAGR of around 10% from 2004-05 to 2007-08. Consumption of 52 MT of finished steel during 2008-09, registered negative growth of 0.5%. India emerged as the world�s 3rd largest steelmaking country (13.1 MT) in Q1 of 2009 after China and Japan. (2008-5th rank) SAIL�s market share of finished steel in Q1 of 2009 is around 22%.

73. 73 Domestic installed capacity of crude steel - 2009

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77. 77 SAIL � Challenges/Opportunities

78. 78 SWOT Analysis

79. 79 SWOT Analysis

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81. 81 NEED FOR CHANGE Industry Perspective Cyclical in nature with major ups and downs M&A both in India and abroad JVs (Power, Cement, Ferro Alloys, SEZ, SPV, e-commerce) Company Perspective Need to retain market share in India Stay ahead of competition Employee perspective Bringing in performance culture in tune with the changing times Keep employees motivated e-enabled to meet specified time frames

82. 82 LEADERSHIP DEVELOPMENT & COMPETENCY BUILDING

83. 83 EPMS AUDIT Objective To assess how EPMS implementation has gone on in a given area or location or plant To make observations on the improvements required for the subsequent year or corrections needed for the previous year in terms of assessments, development needs, performance plans, review discussions etc. Post-assessment implementation of development decisions and facilitate the maximum utilisation of the potential of the EPMS.

84. 84 EPMS AUDIT Methodology The committee will visit and examine the trends in ratings and also seek feedback from a cross section of officers about implementation of EPMS. The committee will audit the EPMS of other plant. They will meet a cross section of officers from each plant covering major departments. Individuals are also encouraged to meet them and also bring to their notice any grievances.

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87. 87 Differentiation through growth

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89. 89 Objectives of Promotion Policy Manning of executive posts with competent personnel by integrating the growth opportunities for individuals with fulfillment of Organization�s objectives. Differentiate between high, average & low performers by giving recognition to executives for consistent good performance at their job. Provide adequate opportunities to individual executives for acquiring new skills for their development & growth in the organization.

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92. 92 Different Tracks for Growth

93. 93 Eligibility Condition for Executives

94. 94 Eligibility Condition for Executives

95. 95 Eligibility Condition for Executives

96. 96 Eligibility Condition for Executives

97. 97 Career Growth of a Fast Track Exec.

98. 98 New Junior Officer�s (JO) Policy Introduction of written test for the promotion to executive cadre. Merit and higher qualification gets preference. Due weightage to performance and experience. In-house development of study modules for focused learning. Ushering a culture of learning & development. Preservation of skilled and experienced workforce.

99. 99 Prospects for Learning and Development

100. 100 Our Training Philosophy � Aiming towards competitive edge through Skill, Technology and Quality at every step�

101. 101 HRD set up at a glance In-house Management Training Institute (MTI) Coordinates centrally all training activities. Responsible for Conducting Training Need Analysis , Preparation of Annual Training Program, designing and conducting customised development programmes. Collaboration/MoUs with Institutes of International repute; IIM-Ahmedabad, IIM-Indore, University of Pittsburgh, MDI Gurgaon etc. for joint research and MDPs. Extensive Training and Development infrastructure in place. All ISPs have well equipped HRD centers; Modern Laboratories, Technical workshops.

102. 102 Integrated Approach to HRD

103. 103 HRD in SAIL

104. 104 Talent up gradation Customized Management programmes in collaborations with reputed management Schools like IIMs, MDI, ASCI. To engrain the globally accepted best managerial practices amongst the senior practicing executives at the level of GMs/EDs. Includes a foreign component of around 15days

105. 105 Talent up gradation e-learning in Project Management To enhance the project management competencies in view of the ambitious expansion plans. Envisages conduct of online certification programme by Project Management Programme (PMA) for the young Project Managers. Synchronous Learning Technology (SLT) An advance technology over e-learning in collaboration with faculties from premier management institutes. A virtual classroom training providing all interactions/ discussions available in a classroom situation except for absence of physical proximity. Two such pilot MDPs taken up for around 150 executives.

106. 106 Talent up gradation Project Based Training Abroad Training of middle level Engineers with M/s CORUS and VAI. Carries a foreign component of around two weeks. Specific identified project work taken-up by team of 3-4 executives from the plants/units. Selection of projects and executives by a central Committee. Implementation of identified projects after training being monitored at Plant level. Total no. of trainings as under:- 2004-05 : 64 2005-06 : 120 2007-08 : 124

107. 107 Talent up gradation Multi Skill Training Training in 2 additional Trades Imparted using Unit Training, Laboratory/Workshop based Training on PLCs, Hydraulics & Pneumatics, Electronics & Elect., Automation etc.

108. 108 Chairman�s Trophy for Young Managers Encouraging Managerial Excellence, Creative Thinking Theme based research paper on Contemporary issue/challenge before Organization Promoting Culture of Quizzing �Saksham� Director (Personnel)'s Cup instituted for Inter-Plant/Unit Management Quiz competition On-line Quizzes being organised Organized National level �BMBQ�

109. 109 Special Developmental Programs for the Talent Pool Leadership for Young Managers Program Selected group of high performers with consistent track record below 40 years selected for a special program on leadership The program involves special projects and a review workshop for sharing of experiences

110. 110 Investment in Continued Education PG Diploma in Steel Technology at IIT Kharagpur PG Certificate Program in Management at IIM-Indore M Tech. in Steel Technology in collaboration with Chattisgarh Swami Vivekananda University. Post-Graduate Management Programme for Executives in Visionary Leadership for Manufacturing (PGPEX-VLM) - jointly organized by IIM-Calcutta in collaboration with IIT-Kanpur and IIT-Madras. MDP for fast track managers (Philippines) MBA program at Slovenia PGDM course in XIME

111. 111 Nurturing Innovation & Creativity

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114. 114 Motivation Schemes Uniqueness Enough flexibility to Units to adapt/ customize. Framework has resilience to integrate changes as per business priorities. Yearly changes � Change @ change

115. 115 Harmonious Employee Relations

116. 116 Pro-active IR History of Bipartism � From Shopfloor to meetings with highest cadre of Mgmt. A well honed system of Preventive IR All potentially volatile issues like manning, incentives, work practices � discussed at appropriate forums

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119. 119 Participation in Culture Audits Participated in Culture Audits/ Employee Feedback Surveys/ Assessment of Organizational Processes by external agencies Analysis of Feedback and generated learnings Inputs used for Review/ Fine tuning of HR Systems

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123. 123 Plans Ahead

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125. 125 ASSESSMENT OF ASSESSORS

126. 126 ASSESSMENT OF ASSESSORS To make the system less subjective and to ensure that all executives use similar standards, an attempt is being made to develop assessors to be more objective and make proper judgment of the performance of their juniors. Assessing Assessors by studying their rating behaviour and giving them feedback Using EPMS Audit committees periodically to review implementation of EPMS

127. 127 ASSESSMENT OF ASSESSORS As per the new EPMS every assessor is to be assessed at the end of the year for their credibility and assessment behaviour. Assessor here includes the Reporting officer and Reviewing officer. On completion of the appraisal process in the EPMS at the end of the performance year, each Individual executive assessed is assesses his reporting and reviewing officers using the Assessors Assessment Form. The Assessors Assessment Form is completed and sent to the HR department at the central office. The ratings are confidential and are available only to the HOD and the PMC at the time of final grading. Based on this, feedback is given to the assessors on their rating behaviour & their credibility quotient

128. 128 ASSESSMENT OF ASSESSORS A credible assessor is one who spends sufficient time with the performer in the beginning of the year, understanding the situation of the performer fully and assists him/her in planning work through identifying critical activities, anticipating difficulties and making plans to meet the challenges, and setting challenging goals identifying development needs. Subsequently guiding the performer when required, providing guidance and support through out the year, setting a personal example to be emulated by the appraisee. assesses the executives objectively and by being sensitive to the situations faced by the candidate, coaching and mentoring the executive concerned.

129. 129 ASSESSMENT OF ASSESSORS Assessment of assessors is done on the following scale. Ratings are confidential and are used to review the assessments of assesors. HS= He has done this extremely well. I am highly satisfied with this. QS= He has done this to a good degree. I am quite satisfied with this. SS = He has done this to some extent. I am somewhat satisfied with this. DS = He has done this very little. I am dissatisfied more than satisfied. I wish he does this well in future in the interests of our performance. QDS = He has not done this at all. I am quite dissatisfied. I expect him to pay attention to this in future.

130. 130 ASSESSMENT OF ASSESSORS Appraisee assesses on the following parameters at the beginning of the year Spent adequate time discussing my KPAs Listens attentively to my KPAs and understood the challenges faced by me Clarified organizational goals and departmental priorities Helped me identify critical activities and plan my time appropriately in the beginning of the year

131. 131 ASSESSMENT OF ASSESSORS Appraisee assesses on the following parameters during the Year Helped me identify my development needs and development actions Kept in touch with my work, activities and challenges faced Assisted in solving difficulties and coordinated with other input providers and internal customers Periodically reviewed my performance and or progress during the year (spent time, understood accomplishments and challenges) Noticed my accomplishments, recognised them and recorded the same in performance diary Spent adequate time for conducting half yearly performance review discussions

132. 132 ASSESSMENT OF ASSESSORS Appraisee assesses on the following parameters on year end performance assessment Gave me the confidence that he has taken all my inputs into consideration for assessing me on KPAs Took inputs from me with regard to the competencies, potential factors Observed me closely enough during the year to make an informed assessment Listen to me attentively and learnt from me in details about my work and accomplishments for final review Does not seem to carry any biases against me and can be relied to make an informed assessment