Post on 02-Mar-2018
7/26/2019 IPM Guidelines
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Essjay Ericsson Pvt. Ltd., 210 FIE Patparganj Industrial Area,
Delhi1100!2
ESSJAY ERICSSON PVT. LTD.
IPM GUIDELINESINTERNAL/EEL/HR-15:08258
7/26/2019 IPM Guidelines
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Ind!d"#$ P%&'(&)#n*% M#n#+%)%n,
IPM
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*his docuent provides guidelines and recoendations to the anagers regarding
perorance appraisal.
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'jective
Appraisal period Process
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Perorance anageent is a process to assess the perorance o an eployee
against set 'jectives3 identiying eployee4s strengths and areas or iproveent3 and
orulating eployee developent plans, 5ith a vie5 to assess the suitaility o the
eployee or the current position+ potential or a position o higher responsiility. *o
identiy training and developent needs o the eployees and support the decisions on
salary revie5.
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Process '5ner 6 EEL+%7
Process *ea 6 EEL+%7
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7a8e the process o perorance easureent 9 revie5, ojective driven and
docuented. 'rient individual perorance to5ards usiness plan.
ave utually agreed goals and ojectives.
Distinguish et5een di:erent levels o perorance.
Provide opportunity or idter revie5 and course correction, i re;uired.
7a8e the perorance evaluation open and transparent.
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*he perorance anageent syste has three phases
1. 'jective >oal "etting
2. 7id$ear %evie5
?. Annual %evie5
.1 O3%*,!% G(#$ S%,,n+
>oal setting is a process through 5hich an eployee and the anager discuss and arrive
at utually agreed, realistic yet challenging targets, to e achieved over a period o
tie.
In this process the responsiilities o oth appraisee and appraiser are clearly de@ned
and oth 5or8 in close coordination to arrive at the agreed results.
Focus is on lin8ing the individual goals 5ith that o the &ircle +
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*he purpose o having a idter perorance revie5 is to provide an opportunity to
anagers to revie5 the perorance o individuals during the revie5 period. It enales
the anagers to give a structured eedac8 to the appraisee, therey giving eployee
an opportunity to iprove upon his+ her perorance during the alance revie5 period.
It 5ould help in revie5ing ojectives arrived at the eginning o the year and also provide
eiility to change ojectives as a conse;uence o organi=ational + departental needs.
'pportunities to ollo5 up and revie5 developent plans 5ill e an added advantage o
idter revie5 process. I the anagers so desire they can have even ;uarterly revie5
o perorance, i possile.
All appraisers 5ill e re;uired to record their discussions in the IP7 *ool and suse;uently
provide their sign o: in the tool.
Every year 7id$ear Perorance %evie5 5ould e held in the onth o #uly. *he
concerned 7anagers 5ill e re;uired to coplete the revie5 y 1-th o #uly. I anychanges are ade regarding ojectives arrived at the start o the year as a result o
organi=ational + departent needs, the sae should e updated in the IP7 *ool.
. Ann"#$ R%!%
Final revie5 5ould provide an opportunity to appraiser to easure the perorance o
the appraisee aB against 'jectives set at the eginning o the year 9 B on
&opetencies+ Attriutes. It 5ould also enale appraiser to give a structured eedac8
to appraisee on his+ her actual perorance and decide on developental needs on EEL
IP7 *ool.
Final revie5 5ill have ollo5ing sections
..1S%$'-A#$
In this section appraisee has the opportunity to rate o5n perorance and ention ajor
achieveents against the set G%ACs + >oals. Foru 5ill also e provided to discuss aout
ailures i anyB and reasons thereo.
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9"n*,(n#$ M%#"&% Functional 7easures 5ill have -0H 5eightage in the 5hole
appraisal process. In this section perorance o eployees 5ill e easured against
ojectives arrived at the eginning o the year.
G%n%$ M%#"&% *his section has een developed as per Essjay Ericsson
&opetence 7odel and 5ill have -0H 5eightage in the appraisal process. Appraiser 5ill
e to rate appraisee on di:erent copetencies 9 attriutes.
'nce the decision has ta8en place, anager should desist ro giving an iediate
perorance rating to the eployee. *he net step is to 5ait or the norali=ation to
happen at the &ircle+
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In case the reporting relationship has changed during the appraisal period, eedac8 ro
previous anager should e ta8en 5hile conducting annual revie5 or the year. %evie5 in
such cases should e initiated y the current anager.
Please do not a8e any coitent to the eployees on the salary + prootions since
the copany decision has not een yet ade and this is not a oru or the sae.
>uidelines on the sae 5ill e issued separately.
hile conducting the Annual "uary, 7anagers ust ensure that the perorance
ratings o the &ircle +
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teplate is provided.
Prepare or the eeting and reservereasonale tie.
D"&n+ Discuss perorance andachieveents or the past revie5period.
&ounicate the last yearCsperorance rating.
"et e5, challenging, otivational
consider also eployeeCs interestBand very speci@c goals.
Ensure that the goals are lin8ed tothe unitCs targets, as 5ell asconsistent 5ith epected ehaviors
&lariy the eployeeCs aspirations
and oility in line 5ith pastperorance and potential.
De@ne and agree on the learning
and developent activities or thecoing year ased on strategic+unitcopetence plans, roleasedcopetence re;uireents 9individual developent needs.
*hin8 aout ho5 you can deliver
eedac8+coaching to the eployeein a clear, direct and tiely 5ay,5hich at the sae tie sho5sconsideration or the eployee.
&onsider 5hat support the eployee
needs to successully eet his+her
goals.
Participate actively in theeeting.
Ensure that the goals arechallenging and speci@c tostretch do5nCs perorance.
De@ne 5hat 8ind o
developent and support youneed in order to ul@ll theojectives
Provide eedac8 to the
anager.
A',%& Fill out the IP7 or in the IP7 *ooland a8e sure that it is agreed 5iththe eployee.
Provide the right level o support and
continuous coaching and eedac8.
%evie5 the ojectives andprovide your sign o: in theIP7 *ool.
Proactively see8 the support
and coaching re;uired to eetgoals, identiy+thin8 aoutspeci@c areas in 5hich you5ould li8e to receiveeedac8+coaching.
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