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IRCTC

IRCTC. PRESENTATION ON PMS IN IRCTC TO DPE CHANDIGARH 30.05.11. Performance Management System. It is an organization - wide management program that provides a structured approach to: Communicate business strategy

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IRCTC

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  1. IRCTC

  2. PRESENTATION ON PMS IN IRCTC TO DPE CHANDIGARH 30.05.11

  3. Performance Management System It is an organization - wide management program that provides a structured approach to: Communicate business strategy Establish a shared understanding of what is to be achieved and how it is to be achieved Facilitate management of self and others Measure and motivate performance (organizational and individual)

  4. Objective of PMS To check the effective & efficiency of individuals, teams & organization. To effect promotions based on competence and performance. To assess the training and development needs of the employees. To decide upon the Performance Related Pay (PRP) to be paid

  5. DPE Guidelines • As per DPE guidelines issued vide O.M No. 2(70)/08-DPE(WC) dated 26.11.2008, Directive was issued for each CPSE to have a robust and transparent PMS. • Accordingly, the PMS was sought to be strengthened and new performance appraisal format was introduced in IRCTC which was effective from the year 2009-10. • The revised format systemis being followed by the Corporation for the Executives. For others i.e. Supervisors and Workmen, the existing formats for performance evaluation are being used.

  6. KRAs setting • The system of having key result area was formalised and strengthened making it a part of APAR. The procedure followed is as under:- • A. KRAs are based on MoU targets. KRA setting for various Zones is done in Corporate office in consultation with Zonal heads. • B. KRAs are setat the beginning of the financial year and are based on :- • Financial Results or Objectives, and • Physical Results • C. Most of the KRAs are quantified and measurable • D. Individual KRAs set between appraisers and appraisee based on overall KRAs of Zones/ Regions/ Unit. • E. Quarterly Review of the KRAs is done by the Corporate office.

  7. KRAs • In the Corporation, Zones have also laid down specific KRAs for the individual officers flowing out from the MOU. • The assessment is done periodically and annually by the Zonal heads and mid-course corrective actions are initiated. • The actual assessment as per revised format for E4 level is illustrated. This is being followed and implemented on Zonal basis.

  8. PRP in IRCTC • PRP is paid to the employees as per guidelines issued by the DPE. • Remuneration committee was formed consisting of Members as indicated in the guidelines. • The Corporation was rated as follows by the DPE- in terms of MOU :- 2007- 08 Good 2008-09 Excellent 2009-10 Excellent Contd…

  9. For 2007-08, a maximum 5 % of distributable profit was earmarked for payment of PRP. The amount was Rs. 0.93 crore. • For 2008-09, 5% of PBT was given as PRP. This amount so calculated was Rs. 3.69 crore. • For the year 2007-08, PRP was sanctioned for 497 Executives & Supervisors. • For the year 2008-09, PRP was sanctioned for 859 Executives & Supervisors.

  10. Bell Curve Approach • Instructions issued by the DPE have been implemented by the Corporation and all reporting Executives have been suitably guided. • The details of the APAR ratings for IRCTC Executives has been as follows:- • Further necessary exercise conform to DPE guidelines on Bell Curve have been undertaken.

  11. Analysis of PMS in IRCTC • Strength - The PMS has resulted in the accelerated growth of IRCTC. - The commitment of the employees to goals and targets of the organisation has also steadily improved. - The awareness towards MOU targets and related objectives across organisation at all levels. Contd…

  12. - The PMS has made the employees conscious of relationship between physical and financial targets. - The employees reaction to work has improved because of the accountability and responsibility as identified by PMS. - Cost consciousness across the entire spectrum of the organisation which has laid to financial performance

  13. Weaknesses - In IRCTC, there has been a change in mandate because of Catering Policy- 2010 issued by the Ministry of Railways. - The MOU already finalised became partly ineffective and a proposal had to be submitted to revise the same. - Individual goal setting done earlier also had to be modified. Contd…

  14. - IRCTC being a pan India organisation with units spread throughout length and breadth of the country, individual goal setting and monitoring & reviewing the same is not very effective. - To ensure get a transparency and effectiveness professional agency is being considered for a review of the existing PMS in IRCTC.

  15. THANK YOU

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