IPM Guidelines

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


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Ind!d"#$ P%&'(&)#n*% M#n#+%)%n,

IPM

A,*,

*his docuent provides guidelines and recoendations to the anagers regarding

perorance appraisal.

C(n,%n,

'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.

R%(n$,%

Process '5ner 6 EEL+%7

Process *ea 6 EEL+%7

D%*&,(n

1 O3%*,!%

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.

..2P%&'(&)#n*% R%!% R#,n+

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.

5 4 P a g e

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