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PERFORMANCEMANAGEMENT

SYSTEM

Conception to Implementation

2006 - 2007

ACTIONAID INDIA


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CONTENTS

SL. NO. ITEM PAGE NO.

a. Introduction ............................................................................................................................. i-ii

b. Foreword...............................................................................................................................iii-iv

Concept of Performance Management ...................................................................................... 1

I. About Performance Management .............................................................................................. 1

II. Performance Management in ActionAid .................................................................................... 1

III. Procedure for Effective Performance Management ................................................................... 2

IV. Stages of Managing Performance .............................................................................................. 2V. Flowchart - Performance Management System - AA India ....................................................... 4

VI. Performance and Development Review (PDR) ......................................................................... 5

VI A. Individual Performance Review ................................................................................................. 6

VI B. Team Performance Review........................................................................................................ 6

VII. Dovetailing Performance Management into Annual P&B Processes ......................................... 8

Process of Performance Management in AA India 2006-07 ................................................ 12

A. KRAs for the Strategy Period - Work Plans/Key Performance Indicators 2006 ......................... 12

B. Performance and Development Review 2007 ......................................................................... 17

Dovetailing the Performance Management System into the 2007

P&B Process - Setting Work Plans and KPIs for the year 2008 ....................................... 20

ActionAid Indias KRAs ............................................................................................................ 21

Annexures

1. Letter from CEO - Dated 14 February 2006 .......................................................................... 23

2. Appraisal Format - Self Appraisal - Plans / KPIs / Attitudes & Behaviours ........................... 26

3. ALPS - Attitudes and Behaviours ........................................................................................... 27

4. Performance Feedback Format ............................................................................................... 28

5. Truly 180 Matrix .................................................................................................................... 29

6. KRAs / Work Plans / KPIs Exercise Schedule ....................................................................... 31

7. Staff Performance and Development Review Schedule 2006-2007 ....................................... 32

8. Dovetailing PMS into P&B Exercise Schedule........................................................................ 34


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iPERFORMANCEMANAGEMENT SYSTEM

INTRODUCTION

When I look back from my experiences of the last thirty five years with performance appraisal systems in

India and across the world, I realize that we are still struggling with the implementation of appraisal systems.

Many an organization uses "numbers" or scores to assess performance. Such a system reduces an entire

year's work to a mere figure. This figure has caused a few people to get promoted and some of them

undeservingly, a few others to leave their jobs and yet a few others to walk into office every day with low

interest and motivation and carry on with their jobs. Also, no two numbers are comparable in appraisals.

Expectation sharing and reviewing is the most important part of performance management. Except where

expectations can be quantitatively defined - eg, setting sales targets, setting targets for number of items

produced per day, etc, performance regarding interventions made and the impact thereof, cannot be

quantitatively measured - also in such outcomes, no single individual is solely responsible for the change or

transformation brought about. Rewards for performance must therefore only be team based and not individual

based.

Performance Management is one of the most important tools that can enable, empower, energize and develop

staff. It is a tool that can give a sense of direction to every member in an organization. The individual work

plans are made in the context of organization's mission, vision, long term plans and short term plans, including

annual plans. Providing the context and getting each individual to plan her or his work for the year brings in a

lot of meaning and motivation to the staff. Empowerment takes place through periodic review of the performance

against goals, giving feedback and acknowledging team contribution.

I am happy to see in the following document that ActionAid India has done a marvelous job of conceptualizing,

detailing and implementing a well thought out and comprehensive Performance Management System (PMS)

which has made it possible for staff to give feedback about their team members, including their line managers,

in a frank and honest manner, without fear or favour.

I have had an opportunity to look at some of the KPIs prepared by the staff for their own roles and found

them to be well articulated and which also meet all the requirements of a good PMS.

In my view the most valuable highlights of the PMS detailed here include:

1. clearly laid out objectives and plans

2. focus on and the continual development of staff in the role they perform

3. promoting a shared understanding of mutual accountabilities

4. inclusion of assessment by staff and other stakeholders and a move towards 360 degree feedback.

I am confident that this system will result in increased accountabilities, sense of purpose and pride in the staff

through enhanced contributions to the mission and vision of ActionAid India.


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I congratulate ActionAid for bringing out such a useful and workable system which should be shared

and referred to by other organizations in the social development sector which work towards

transforming society.

T. V. RAO

Chairman, TVRLSFormerly Professor IIMA

Founder President National HRD Network

Ahmedabad

August 15, 2007

PERFORMANCEMANAGEMENT SYSTEMii


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iiiPERFORMANCEMANAGEMENT SYSTEM

FOREWORD

MANAGING PERFORMANCE FOR TRANSFORMATION

ActionAid is a means to advance a larger vision - A world without poverty and injustice where every person

can realize her/his human rights and live with a sense of dignity. The performance of ActionAid as an organization

is to realize its sense of mission towards achieving the larger vision. Organization Performance in the context

of an organization committed to social transformation is therefore different from that in other sectors such as

the corporate or the government.

The performance of an organization is a cumulative outcome of the performance of the collectives of people

working within the organization which in turn is primarily derived from the courage of conviction, shared sense

of values and commitment, competence and clarity of purpose of the staff.

Performance Management is more than a mere management tool. In the social development sector performance

management is a part of the consistent efforts to influence as well as to create impact, beyond mere activities

and outputs. This requires a collective as well as individual sense of accountability towards ones own mission,

roles and tasks within an organizational context. Such an approach to Performance Management will have to

be based on transformative principles - transforming the self, transforming the teams, transforming the

programmes, transforming those we partner with and ultimately moving towards transforming the society.

There are two kinds of performance management: one based on competition within a team and organization

and the other based on solidarity. A competing kind of Performance Management encourages individualism

and career culture based on acquisition of power, incentives, salary, promotion etc. In such a case Performance

is a means to climb the ladder as distinct from serving a larger cause. A performance management and culture

based on solidarity emanates from a deep sense of empathy, an ethical perspective which is strengthening,

supporting and empowering, a sense of power derived from within and without. In the latter situation,

Performance itself becomes an ethical exercise in our everyday work, in our task, in the roles we play and in

our organization - an everyday act of Inspiration, Integrity, Intelligence, Identification and Innovation. Power

is derived from sharing knowledge, skills, passion, and information and from our conviction that every small

task we do is to serve a larger cause - our Vision. Every decision we take, every task or role we perform, weneed to think how it would make a difference to the poorest of the poor on the ground- whether it will help to

wipe the tears of the people who are at the receiving end of unjust and unequal power relationship.

People-Centered perspective of Performance Management would enable and empower people. Such a sense

of performance management would propel a culture of "power within"(courage of conviction), ''power with''

(collective solidarity) and "power to" (performance solidarity) act, learn, share and move together. There is no

space or scope for competing individualism or corporate careerism in such a culture.

A transformative approach to Performance Management requires a sense of organic linkages between "heart-set",

"mind-set" and "skill-set": this means a vibrant combination of'dil' (heart), 'dimag' (mind) and 'dum' (dynamism).


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I am happy to note that AA India is making conscious efforts to build a culture of collective leadership and

people-centred approach and commitment to process, participation and performance. I am sure that the

present effort to build an effective performance management culture and system will not only help to serve our

larger vision and mission, but will also be a means to learn, reflect, review, refine and make each one accountable

and transformative in all spheres of action within and beyond ActionAid. I congratulate Prof. Babu Mathew

and the leadership team of ActionAid India for initiating such a process. I hope that the larger fraternity of

ActionAid across the world can learn from this process.

In Solidarity

JOHN SAMUEL

International Director

ActionAid

August 16, 2007

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1PERFORMANCEMANAGEMENT SYSTEM

CONCEPT OF PERFORMANCE MANAGEMENT

I. ABOUT PERFORMANCE MANAGEMENT

Performance Management involves the entire gamut of processes in identifying critical dimensions ofperformance - setting work plans against laid down objectives, reviewing the work done against indicators

of performance and developing and enhancing competencies for improved performance.

THE ORGANIZATIONAL GOAL PROVIDES THE PERSPECTIVE TO DETERMINE THE

DEPARTMENTAL (REGION/THEME/UNIT) GOAL WHICH IN TURN PROVIDES THE

CONTEXT FOR AN INDIVIDUAL PERFORMANCE PLAN.

II. PERFORMANCE MANAGEMENT IN ACTIONAID

As per the Global HR/OD Framework :-

ActionAid International's performance management systems aim to ensure :

x The continual development of staff in the role they perform, as well as acknowledging

their contribution.

x The assessment of future potential and development needs (professional and personal).

x A shared understanding of mutual accountability, including receiving and giving feedback,

thus supporting overall organisational accountability.

All of the above support the development of a staff member and the enhancement of organizational

performance with a view to fulfilling AAI's mission. Performance development is a continuous

process and should not be treated as an event.

Each location will have an appropriately designed performance management system. A multiple

feedback mechanism (360) is a norm that meets the accountability aspirations of ALPS and

should be implemented at least at the senior levels of staff.

Line managers and staff will mutually negotiate performance targets - both qualitative and

quantitative - and accountability in line with appropriate strategies and plans

Performance reviews should take stock of KRAs (Key Result Areas) as stated in job descriptions

though staff are not encouraged to operate solely within the confines of a given role.

Multiple feedback is collected from all relevant sources, ie: peers, reportees*, horizontal work

groups at national and international level and relevant external stakeholders (eg: partners,

donors, community etc). Feedback sourcing is based on principles of multiple and downward

accountability and relates to job competency, values, attitude and behaviour, and sensitivity to


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gender and diversity including how individuals support the work-life balance of reportees and

peers. It is important to emphasise critical reactions and learn from failures and successes.

The performance management system is used primarily as a staff development tool. Salary

increments are not linked to performance.

Though performance systems in AAI are primarily a staff-development tool, they may highlight

exceptional individuals and teams. The performance of such individuals and teams - especiallythe latter - maybe recognised through innovative, non-monetary reward and recognition

mechanisms designed by themselves and senior management teams.

* Such staff who are line managed by the person whose performance is being appraised.

III . PROCEDURE FOR EFFECTIVE PERFORMANCE MANAGEMENT

An effective Performance Management System should be based on :-

a) Setting up KRAs for the Region/Theme/Unit/Department

b) Clarity of Individual Roles and Responsibilities

c) Laying down Plans and Performance Indicators for each position

d) Periodic assessment of performance of the individual against such Plans/ Performance Indicators

e) Identifying factors facilitating and hindering achievement of Plans - development of action plans

for overcoming hindering factors and strengthening facilitating factors

f) Periodic review of role incumbents' behavior, which contributes to effective functioning and working

out action plans for developing such behavior.

g) Identification of role incumbents' developmental needs and preparing plans for staff development

through training and related activities.

h) Implementation and review.

IV. STAGES OF MANAGING PERFORMANCE

1. Identification of KRAs (Key Result Areas)

KRA(s) for the Organisation need to be identified and collectively agreed upon. The KRA(s)

for the organization will be drawn out from the Country Strategy paper (2005-2010) which

has evolved through a bottom-up approach, from consultations held with over a 1000 persons,

with participation from the partners and communities AAI-India works with. KRA(s) for the

organization will hold good for the Strategy Period 2005-2010.

PERFORMANCEMANAGEMENT SYSTEM2


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KRAs for the Region/Theme/Unit/Department which will be drawn primarily from the CSP

and essentially from the KRAs of the organization reflect where the Region / Theme / Unit /

Department will see itself at the end of the Strategy Period ie end of the year 2010. KRAs for

the Region/Theme/Unit/Department should not be too many in number, say a maximum of 4-5.

From the KRAs (of the Region/Theme/Unit/Department) the job holder should be able to

derive her / his Plans for the year.

2. Setting of Plans each year for the following year

To enable clear understanding of the expectations from each position, it is important to have a

laid down job description for the position which should be clear and should also have a degree

of flexibility built-in so that modifications are possible as per organizational need. Each individual

staff member to set Work Plans both as derived from the KRAs of the Region/Theme/Unit/

Department they are placed in as well as with reference to and within the framework of her/his

job description.

3. Key Performance Indicators (KPIs)

From the Plans laid down for the year, each individual staff member must put down the Key

Performance Indicators which are as measurable and quantifiable as possible some of which

may also be qualitative in nature, which will enable the appraiser to determine whether the

planned output has been achieved or not.

4. Identification of Attitudes and Behaviours that are critical for effective Performance

A good Performance Appraisal System should also have a set of attitudes and behaviour that

are critical for effective performance. Accountability, Learning and Planning Systems (ALPS)

contains the core of the attitudes and behaviour that the organization desires in its staff. These

must form the basis for evolving the set of Attitudes and Behaviour against which staff may be

appraised.

5. Annual Review of Performance against Plans and Behavioural Dimensions

The review of performance will be done annually in a structured manner covering all staff. This

will also help to identify the enabling and hindering factors affecting performance - both internal

and external to the organisation. It is therefore necessary to set realistic goals and assess

performance against them. Appraisal of Attitudinal and Behavioural factors may be done by

assessing attitude, behaviour patterns, values-orientation and the like.

Regions/Themes/Units/Departments may also choose to do a mid-year (or quarterly) review

of their Performance against Plans laid down, among team members.

6. Identification of Development Needs

Performance Appraisal data is useful in identifying the training needs of the staff. This should

be followed by laying down an Action Plan with definite commitment by the staff and her / his

line manager for its fulfillment.


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Performance Management needs to operate at organizational, team and individual levels if it

is to be effective. This means that organizational objectives inform the development of team

and individual objectives and also that individuals and teams support the development of future

organizational objectives and plans.

V. FLOW CHART - PERFORMANCE MANAGEMENT SYSTEM - AA INDIA

Setting KRAs /Plans /KPIs

KRAs for the Country Program for the Strategy Period 2005-2010* (drawn from the CSP)

KRAs for the Regions/Themes/Units/Departments for the Strategy Period 2005-2010

Work Plans for each staff member for each year of the Strategy Period (done each year for

the following year)

Key Performance Indicators (which should be measurable, quantifiable as far as possible)

both qualitative and quantitative for appraising achievement of plans laid down for the year

'360 Degree' Feedback Process #

Feedback will be elicited from all Relevant Sources:- Line Manager, Other Seniors, Peers,

Reportees (such staff who are line managed by the person whose performance is beingappraised), members of Horizontal Working Groups, External Stakeholders (e.g. Partners,

Donors, Communities we work with etc.)

Feedback will focus on Key Performance Indicators laid down and will relate to Job

Competency, Values, Attitude and Behaviour, Work-Life Balance, Areas of Improvement

and Major Achievements.

# AAI-India will do a "180 degree" feedback process initially which refers to obtaining

feedback only from staff within the organization. After external stakeholders like partner

organizations, communities AAI-India works with etc. are trained and enabled to provide

feedback, AAI-India shall graduate to full-fledged 360 degree feedback process.

x Individual Performance

x Team Performance

x Organisation Performance

ActionAid India's KRAs Refer Page No. 21.



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VI. PERFORMANCE AND DEVELOPMENT REVIEW (PDR)

PDR as a part of Performance Management System (PMS) involves the appraisal of staff against

laid down Plans and Behavioural patterns. All staff members and teams of ActionAid International -

India will be part of the PMS that has been specially designed to enable them to perform at their

highest levels of efficiency, identify their developmental needs and in the overall scheme, enablethe increased/enhanced performance of the organization. All staff members will go through the PDR

exercise comprising a mid-term and annual appraisal process.

OBJECTIVE

The objective of Performance and Development Review (PDR) is to :

1. Acknowledge staff's contribution to the organization

2. Review and appraise the performance of individual staff members and teams

3. Identify factors facilitating and hindering performance of individual staff members and teams

4. Identify the developmental needs of individual staff members and teams

GUIDING PRINCIPLES

The PDR exercise has been designed to be motivating and non-threatening.

The PDR recognizes that there are multiple stakeholders and diverse perspectives which contribute to effectual

team functioning. The 360 degree feedback is a process of receiving feedback from all relevant sources and

is based on the following principles:

1. Objectivity

2. Collective Responsibility and Accountability

3. Improveing Individual and Team Capacities

4. Providing Honest, Constructive and useful feedback to individual staff members, which will be adopted

for the purpose of appraising performance, major contribution/achievement of teams.

5. Equal Importance to process and outcome.

The PDR is essentially divided into two parts : the first part being individual performance review

and the second part being team performance review.


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VI A. INDIVIDUAL PERFORMANCE REVIEW

PROCESS AND GUIDELINES

AA India follows a "360 degree" feedback process ("180 degree" presently) for the PDR. This will be an

annual exercise with a mid term review done at the region/theme/unit/departmental team levels (to be decided

by each team). The annual process would be as follows :

STEP 1. Self-Appraisal by the staff member - As a first step towards a "180 Degree" feedback

process, each individual staff member will do a self-appraisal of her/his performance, specifying

whether plans were achieved; what were the hindering factors, if any, in performance. The staff

member will also appraise herself/himself against statutory requirements planned and self-

development plans laid in the previous year. Along with this, the staff member will also appraise

herself / himself against the laid down expected Attitude and Behaviours as per ALPS -

Attitude and Behaviours.

STEP 2. Appraisal of individual by Team -All team members who have worked with the staff member

in the region/theme/unit/department will appraise the individual staff member's performance

against the plans laid down as well as the expected attitude and behaviour patterns. This will be

based on the Self Appraisal by the staff member.

STEP 3. Feedback by Line Manager - Feedback provided by each member of the team regarding

every other member of the team will be forwarded to the Line Manager of each staff member,

who in turn will prepare a collective fedback note and have a one - one with each team member

and provide verbal feedback as well as hand over the collective feedback note to the staff

member.

STEP 4. Feedback recorded in the Personal File - The collective feedback note regarding each of

the staff members will be forwarded to Director HROD by the concerned line manager for

placing in each staff members' personal file.

x Based on the feedback, support will be provided by HROD Department in capacity building

and overall competency development in order to facilitate better performance and

motivation.

x If however the performance does not show substantial improvement, a committeeconstituted for the purpose of reviewing such cases will decide on the future course of

action.

VI B. TEAM PERFORMANCE REVIEW

i. SELECTING "BEST PRACTICES"

A committee will be constituted by Director HROD and Country Director comprising external

experts to decide on the Best Practices Teams. Please note the word 'Teams'.



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A write up on the best practice / major achievement in the year may be prepared by each of

the Regions / Themes / Units / Departments across the organization and forwarded to the

HROD Department. The write-ups will be shared and discussed among the specially constituted

committee for the purpose, to identify the best practices. Regions will focus on major achievement

by their team at Regional (Geographic) level while Themes/Social Groups will focus on major

achievement at National level.

Parameters which may be considered by the teams while preparing their major achievements

include:-

1. Identifiable impact on most excluded communities vis a vis themes and social groups

2. Evidence for team cohesiveness and conducive team environment

3. Relationship with partners

4. Financial and programmatic performance in terms of budget utilization, meeting deadlines and

cost efficiency

5. Ethical fund raising (including the organizations which follow fair and ethical practices like not

employing child labour etc)

6. Quality research and documentation - communication material generated

7. Innovative initiatives

8. Facilitating Government and civil society interface

9. Furthering and strengthening Alliance Building initiatives.

10. Any additional/special assignment(s) taken up. E.g. supporting other Regions / Themes Units /Departments or facilitating interstate alliances on specific issues.

ii. NEXT STEPS

x Country Director will announce the Best Practices selected as implemented by the teams from

across the Country Program and acknowledge the ''Best Practices" during AA India Meet

where all staff are present.

x Any required team building and capacitating processes will be taken up in teams which have

any major hindering factors in performance at Team level.


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VII . DOVETAILING PERFORMANCE MANAGEMENT INTO ANNUAL P&B PROCESSES

If all our work must be connected with the realities of the poor and excluded people we work with, to learn

from them and be inspired by them, fully conscious that we have come together as an organization to facilitate

and enable the actualization of a world without poverty where every woman, man, girl, boy can live a life of

dignity, we need to make a conscious effort, not only to cross reference our long term plans with the strategyas we have already done in arriving at our KRAs, but also through a bottom up approach, develop our work

plans from that which the Partner organizations share as their plans for the ensuing year.

The sharing happens during the Plans & Budgets exercise, which is an organization wide, annual process,

done in a meticulous, participatory manner, bringing together at each location, the Regional Manager, relevant

Thematic Leaders and Social Group Incharges, Partner organizations and synergizing the efforts of the whole

organization.

It is therefore most appropriate to dovetail the exercise of setting staff work plans to the P&B exercise and

this will mean that the preparation of work plans for the year 2008 will be synchronized with the Plans and

Budgets exercise in August / September 2007.

The Calendar year will be reckoned as the period for the annual performance appraisal process.

Diagrammatic Representation of Processes for Setting Work Plans and KPIs

I. The essentially bottom up approach followed in the Evolution of the CSP III in

alignment with the ISP.



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II. KRAs (Key Result Areas) drawn up from the RSPs (Regional Strategic Papers) which

were drawn up from the CSP.

III. Work Plans & KPIs arrived at for each staff member for the year 2007


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IV. Proposed Process for deriving Work Plans and KPIs of staff for the year 2008

PROCESS FOR SETTING WORK PLANS AND KPIs FOR THE YEAR 2008

(i) The Regional team to put together the Plans laid down by the Partners.

(ii) The team to juxtapose the KRAs of the Region against the Plans of the Partners to ensure that the

Plans of the Partners are in sync and within the overall framework of the KRAs of the Region.

(iii) The Regional staff to work out their individual Work Plans and KPIs ensuring that the plans of the

partners have been incorporated into their work plans.

(iv) The Work Plans and KPIs prepared by staff for the year 2008 to be shared with the Partners. This may

be done in an appropriate forum like the RPPMs. The sharing will also facilitate a move towards enabling

a truly 360 degree feedback process in due course.

Note :Work Plans of POs to include :-

I. (i) The facilitation and support to be provided in the achieving of the Plans laid down by the

DA / NS Partners.

(ii) The facilitation and support to be provided in the achieving of the Plans of the NF Partners.

(iii) Work related to the Theme of which s/he is the focal person.

(iv) Support in high quality report preparation for institutional donors as per prescribed time

lines.

(v) Specific assignment related to the Conclave Declaration.

(vi) Specific assignment related to the Hunger Free Campaign.

(vii) Compliance issues raised by the P&B review team

(viii) Actions to be taken relating to managing the risk status of the partners.



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(ix) Monitoring of the requirements of the Global Monitoring Framework.

(x) Outcome of the Performance Appraisal exercise which may necessitate including some

part of the ongoing assignments into the next years work plans.

(xi) The Statutory Requirements to be fulfilled.

(xii) The Self Development Plans for the year.

II. Work Plans of PMs to include :-

ALPS, REFLECT, QFG, Sponsorship, Communication and Support in ensuring that high quality

reports for the institutional donors and any other reports are prepared by the concerned

programme staff in the region within specified timelines. Also any follow up action as required

during the P&B exercise. All this besides the statutory requirements to be fulfilled and self

development plans for the year.

III. Work Plans of RMs to include :-

Their regular responsibilities besides oversight in respect of compliance, risk management and

quality and timely report preparations and submission.


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PROCESS OF PERFORMANCE MANAGEMENT IN AA INDIA 2006-2007

A. KRAS FOR THE STRATEGY PERIOD 2005 - 2010

WORK PLANS/KEY PERFORMANCE INDICATORS 2006

1. THE SETTING

1.1 ActionAid India Country Program was set up in 1972 and currently operates out of 14 Regional

Offices (ROs) covering 23 States across the country.

The locations of the 14 ROs and the States they cover are as follows :-

x Ahmedabad RO Gujarat

x Bangalore RO Karnataka

x

Bhopal RO Madhya Pradeshx Bhubaneshwar RO Orissa

x Chennai RO Tamil Nadu

x Delhi RO Delhi, Haryana, Himachal Pradesh, Jammu & Kashmir and Punjab

x Guwahati RO Assam, Manipur, Meghalaya, Nagaland

x Hyderabad RO Andhra Pradesh

x Jaipur RO Rajasthan

x Kolkata RO West Bengal

x Lucknow RO Uttar Pradesh, Uttaranchal

x Mumbai RO Maharashtra

x Patna RO Bihar, Jharkhand

x Raipur RO Chattisgarh

ActionAid India is now transiting to work on focused Themes and with Social Groups in line

with our Mission "To work with poor and excluded people to eradicate poverty and

injustice".

Social groups : Dalits, Tribals, Informal Sector labour/Urban Poor, Minorities (Muslims),

Most Backward Classes.

Themes : Right to Education, Right to Food and Livelihood, Rights of People living with HIV

and AIDS, Women's and Girls' Rights, Right to Peace and Human Security, Housing and

Shelter Rights.

Cross Cutting Themes : Women's Rights, Child Rights and Disability Rights.

Cross Cutting Process : ALPS and REFLECT.



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1.2 Based on the size of our operations and the spread, we divided the Regions into 4 Zones for

the purpose of doing the KRA exercise :-

Box 1

1.3 The exercise has also been done in the Country Office covering all the 13 support units/

departments viz. :

x Administration

x ALPS and REFLECT

x CDs Secretariat

x Communications

x Finance

x Fund Raising

x HROD

x Internal Audit

x IT

x Operations

x Partnership Development Unit

x Programmes Unit

x Sponsorship Administration Unit

The exercise was next scheduled for the Thematic Leaders together with those incharge of

Social Groups.

The schedule and venue for the exercise covering sample regions, zones, themes, social groups

and units is given in Annexure 6.

NORTHERN ZONE

Bhopal, Delhi, Lucknow

SOUTHERN ZONE

Bangalore, Chennai,

Hyderabad, Raipur

WESTERN ZONE

Gujarat, Jaipur, Mumbai

EASTERN ZONE

Bhubaneshwar, Guwahati,

Kolkata, Patna


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2. THE PROCESS

In the year 2005, the Country Strategy Paper (CSP-III) of ActionAid India was evolved through the

participation of over 1000 persons including our internal staff, external stakeholders like our partner organizations,

communities we work with and external specialists in the field besides others. The processes which were

bottom-up, have now given us our mandate.

2.1 THE PROCESS AT REGIONAL LEVEL (SAMPLE REGIONS)

From the CSP, the regions worked out their Regional Strategic Plans (RSPs) for the strategy

period 2005-2010.

(a) The Regions were requested to prepare

(i) A presentation of the work they had done in the year 2005

(ii) A presentation of Matrix showing the social groups and themes they would be focusing

on during the Strategy Period. This matrix was derived from their RSPs.

(b) A sample of 4 Regions covering North, West, South and East was identified viz. -

Lucknow North

Jaipur West

Hyderabad South

Kolkata East

(c) The process commenced with HR sharing the concept of Performance Management System -

which is different from Performance Appraisal process in that the former comprises the entire

gamut of activities viz setting KRAs/goals for the Region/Theme/Unit/Department, followed by

individual Work Plans and Key Performance Indicators for the year 2006, a mid - year review

done locally with the respective teams, revisiting the plans if necessary, ensuring that the required

support is provided and doing a performance appraisal process at the end of the year.

Recognizing the performance, at individual and more essentially at team level would complete

the Performance Management circuit. Performance Appraisal however is a process conducted

at the end of the year.

(d) Attention was drawn to CEO's communication of 14th February 2006, wherein there is clear-

cut mention ofAccountability.The need for accountability at all levels was also highlighted by

referring to the recent visit of Country Director, ActionAid - India to the Sponsorship Unit in

UK, where the staff conveyed that sometimes they may need to knock on a 1000 doors to get

a confirmed sponsorship! Reference was also drawn to the CEO declaring 2006 as the year

of Quality. CEO's communication is given in Annexure1.

(e) The regions presented their work done in 2005 followed by presentation of the Matrix.



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(f) The team then collectively brainstormed and arrived at their KRAs (Key Result Areas) for

their Region for the 5 year strategy period. 'Where does the Region see itself at the end of

the 5th year (end of the Strategy Period)?

(g) The team members their worked on their individual Work Plans for the year 2006 and Key

Performance Indicators (KPIs) against each of their Plans for the year.

(h) Staff were also advised to clearly specify the Statutory requirements to be fulfilled during theyear and their Self Development needs for the year.

(i) The KRAs were prepared collectively and signed off by all staff members reflecting ownership

of the same. The individual work plans for the year were signed off by the concerned staff

member and the Line Manager.

2.2 THE PROCESS AT THE ZONAL MEET

(a) The Regions belonging to each zone including the sample region, were met with at zonal level.

The above-mentioned process was repeated at the zonal level. The additional benefit beingthat when the regions were ready with their regional KRAs, they shared it in the plenary and

benefited from inputs that they received from staff belonging to other regions who were present

there.

HR specifically mentioned that while inputs from other regions may be considered, the final set

of KRAs of each region will be developed and owned by the concerned region.

(b) After all the regions(belonging to the zone) prepared their KRAs, Work Plans and KPIs,

Country Director was invited to participate on the last day (of the 4 days process). The

proceedings started with the RM (generally the RM hosting the zonal meet) sharing the processundergone in preparing the KRAs, Work Plans and KPIs. This was followed by each of the

RMs presenting the KRAs for the Region for the 5 year period and each staff member of each

Region presenting her/his work plans and KPIs to the CD.

(c) The above was repeated in all 4 zones covering the 14 Regional Offices.

2.3 THE PROCESS AT THE THEMES / SOCIAL GROUPS MEET

(a) HR shared with each Theme Leader and Social Group Incharge the matrices prepared by each

of the Regions, which reflected the Themes as well as the Social Groups being focused on ineach Region. This enabled each of the Theme Leaders and Social Group Incharges to gain a

quick understanding of

x the nature of focused work planned in each region.

x the type of networking and cross functioning required among the themes and social groups

to effectively provide the necessary inputs, support and interventions to enable the regions

to achieve their KRAs for the strategy period.

(b) From these matrices, the Theme Leaders and Social Group Incharges drew up their respective

matrices by culling out that which pertained to their respective Themes/Social Groups reflecting


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what was expected of them during the strategy period. Also present was the person incharge of

Rights of Persons with Disabilities (PWDs), a Cross Cutting Issue. The matrix relating to Rights

of PWDs too was drawn up vis a vis various themes and social groups.

(c ) Each theme leader and social group incharge (including the person incharge of Rights of PWDs)

worked individually and then shared their draft KRAs at the plenary, where all the theme

leaders / social group incharges (Rights of PWDs) were present. Through this collective process

of sharing and inputting, each of them arrived at the KRAs for their respective themes/ social

groups, for the strategy period.

(d) HROD also proposed that since each theme / social group (Disability) would be working at

National level they may also develop a VISION for their respective themes etc. To avoid the

confusion with the organization's Vision, the term AIM was appropriately adopted to reflect

the long term vision for each of the themes/social groups (Disability) extending well beyond the

Strategy Period (2010). This was also firmed up collectively in the plenary.

(e) Each of them then worked out their Work Plans/Key Performance Indicators for the year

2006.

(f) On the 3rd and final day of the exercise, presentations of the processes gone through and the

KRAs / Work Plans / KPIs prepared were made to the Country Director by each of the

Theme Leaders, Social Group Incharges and the Incharge of Rights of PWDs.

2.4 THE PROCESS AT THE COUNTRY OFFICE UNITS / DEPARTMENTS MEET

(a) Of the 13 Units, 12 are based in Delhi. These 12 Units were divided into 2 groups (for

manageability) and the exercise of setting KRAs/Work Plans / KPIs was done.

(b) All the staff belonging to each of the Units/Departments participated in the exercise and through

brainstorming arrived at their KRAs for the Strategy period and their Work Plans/KPIs for the

year 2006. Country Director participated in the presentations by all Units / Departments.

(c) The exercise for the Sponsorship Administration Unit (SAU), which is based at Bangalore,

was organized at Bangalore (for logistical reasons). After the exercise was completed, CD

participated in the presentation by the team.



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B. PERFORMANCE AND DEVELOPMENT REVIEW

As a logical sequel to setting the KRAs for each of our Regions/Themes/Social Groups/ Units for the Strategy

period and each staff member laying down Work Plans and KPIs for the year 2006, the Performance Appraisal

Process was introduced in ActionAid India this year (2007).

1. THE PERFORMANCE APPRAISAL PROCESS

A small committee comprising 1 RM, 1 Theme Leader, 1 PM and 1 PO and HR OD was constituted

(ensuring gender balance) which deliberated upon and arrived at a draft Performance Appraisal process

which was then presented and collectively adopted at the SMT Meet held in January 2007. The

Performance Appraisalprocess done this year involved the following steps :-

(a) Each staff member prepared her/his Self Appraisal of the Work Plans and KPIs laid down for the

previous year. (Appraisal Format - Annexure 2).

(b) This exercise required each staff member to specify what was achieved/what was not achieved

and what were the hindering factors, if any, in the achievement of their plans.

(c) Also what was achieved over and above what was laid down in the Work Plans/KPIs

(d) Were the statutory requirements fulfilled as per the prescribed timelines.

(e) Were the self development plans met

(f) Also, based on self introspection, how did the individual assess herself/himself on the Attitudes

and Behavioural front - with reference to the ALPS-Attitudes and Behaviours. (ALPS - Attitudes

and Behaviours - Annexure 3)

1.1 IN THE REGIONS

(a) The Regional Team sat together and each staff member presented her/his self appraisal.

(b) After the presentation of the self appraisal, the rest of the team filled-up the feedback

form comprising of questions focusing on the achievements, areas of improvement and

the styles of behaviour etc. (Performance Feedback Form - Annexure 4).

(c) The feedback regarding the programme staff, provided by staff belonging to support

functions essentially related to styles of behaviour, attitude only. Where they had an

understanding of programmes/the work done by the programme staff, such support staff

also gave feedback regarding their achievements on the programmatic front.

(d) Feedback forms filled-up by the team members for each staff member were put into a

single envelop and handed over to the concerned line manager. Thus there was one

envelop per staff member - containing all the feedback forms regarding her/him. In this manner,

feedback regarding all staff members was handed over to their respective line managers.


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(e) The exercise also involved the team members giving feedback about the RM. The envelop

containing the feedback regarding the RM was handed over to the Line Manager of the

RM i.e. the CD.

1.2 IN THE THEMES / SOCIAL GROUPS / ALPS UNIT

(a) At the respective Thematic Horizontal Working Group Meetings, the Theme Leader /

Social Group incharge / ALPS Incharge presented her / his Self Appraisal and theHorizontal Working Group members provided feedback using the same standard format.

(b) The envelop containing the feedback regarding the Theme Leader / Social Group incharge

was handed over to the line manager i.e. the CD.

1.3 IN THE COUNTRY OFFICE

Each Unit team sat together and the process involved each member presenting her / his self

appraisal to the team - the team members provided feedback and the set of such feedbacks

regarding each individual staff member was handed over to the concerned line manager. If the

Incharge was an SMT member, the feedback envelop was handed over to the line manager i.e.the CD.

1.4 IN THE DIRECTORS CATEGORY

The 3 Directors, viz Director Programs, Director Operations and Director HROD, presented

their Self Appraisal to the entire SMT and all SMT members gave feedback in the standard

format and the CD himself was present to receive the feedback forms.

2. TRULY 360

In keeping with the spirit of 360 (presently 180) feedback process, feedback was sought from seniors, peers

and juniors vis--vis each staff member. ("TRULY 180" Matrix - Annexure 5).

At the SMT level ( RMs, Sr Managers, Thematic Leaders, Social Group incharges) peer feedback was

sought, electronically, from other SMT members by the CD and the feedback givers were requested to send

their feedback directly to the CD and if they so desired, they could also share the feedback with the concerned

peer. CD also filled the feedback form regarding each of his reportees.

The Directors too received peer feedback as their self appraisal was presented at the SMT Meet and otherDirectors too were present. CD also filled the feedback form regarding each of the Directors.

Feedback from their respective teams ensured feedback from the juniors.

3. PROVIDING COLLECTIVE FEEDBACK

The feedback forms regarding each reportee was handed over to the line manager concerned who then

collated/compiled and prepared a collective feedback note. The line manager then organized to have a

one-to-one feedback session with each staff member, provided verbal feedback as well as handed over the



25/39


180 degree collective feedback note to the staff member. A copy of the 180 degree collective feedback note

vis--vis each staff member has been given to the HROD department for records.

4. ANALYSIS OF PERFORMANCE FEEDBACK

We categorized the feedback as follows :

1. Hindering factors which are an organization wide phenomenon, such as inefficient functional systems /

processes.

2. Hindering factors that are region specific :

a) those related to the socio/political/cultural situation prevailing there

b) those related to the regional leadership or interpersonal relationships

3. Factors pertaining to specific staff relating to competencies including knowledge, skills and attitude.

From points 2(b) and 3, we identified the staff who were non-performers and an opportunity will be given to

them to express themselves.

Requisite support from HROD Department, for the staff, as the need may be, in the areas requiring

strengthening/improvement, be it technical competencies in terms of skills, or softer skills in terms of Attitude

and Behaviour, for enhancing performance, will be provided. Both in-house and suitable external training

programs will be identified for enabling staff to fill the competency gap.

(The above analysis has so far been completed for staff across 4 Regions.)

5. SHARING BEST PRACTICES

Each region/theme/social group/unit will send to HROD department what they have identified as their major

achievement during the year. This will be shared at organization level at an appropriate forum.

Note : (i) The Line Manager in each case has been at the centre of the process and has been

responsible for providing feedback to all her / his reportees

(ii) HROD has facilitated the Performance and Development Review in each Region / Theme

/ Unit etc across the organization

(iii) In one of the Horizontal Working Group Meets, there were 3-4 partners present during

the Performance and Development Review process. They too provided feedback regarding

the Senior Manager whose performance was being appraised.

(iv) Another special circumstance was the closure of one of the Regional Offices. Staff of the

region were transferred to other Regions / Locations. The self appraisal of such staff was

electronically shared with their erstwhile team members who in turn passed on their

feedback regarding each other to the concerned line manager. The line manager then

prepared the collective feedback note and provided feedback to the reportee .


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DOVETAILING THE PERFORMANCE MANAGEMENT SYSTEM

INTO THE 2007 P&B PROCESS

SETTING WORK PLANS AND KPIs FOR THE YEAR 2008

1. BACKGROUND

1.1 The Plans for the year 2008 were shared by the long term DA and NS Partners during the

P&B exercise conducted across the organization during August and September 2007.

The P&B exercise was preceded by :-

1.1.1 The PRRP (Participatory Review and Reflection Process) which entailed meetings and

discussions of the concerned programme staff with the Partner organizations and the partner

communities, at community level, in order to understand and reflect upon the interventions

(issues , activities) undertaken by them during the first half of the year. The review and reflectionprocesses also enabled taking on board the challenges faced and the learnings from the work

done and incorporating the suggestions made by the communities and partner organizations for

improving and strengthening the work on the ground, thus identifying the priority issues and

designing related interventions.

1.1.2 Discussions and deliberations on the proposed Plans and Budgets of all Partner Organizations

at the RO level in order to facilitate firming them up for the year 2008.

2. THE P&B PROCESS

2.1 During the P&B Process, the Partner Organizations presented : their work done during the

previous year, the learnings gained during the period, the challenges faced, which need to be

worked on and overcome. Based on this, clarifications were sought and questions were posed

by the review team comprising of senior staff from Programmes Unit, relevant Thematic and

Social Groups and the Finance. Suggestions and recommendations were also made for

strengthening and enriching the Plans laid down by the Partners, which were incorporated by

the partners.

3 SETTING WORK PLANS FOR THE REGIONAL STAFF FOR YEAR 2008

With the Plans of the Partners in place and having ensured that they are within the overall framework

of the KRAs of the Region, HR facilitated the preparation of the Work Plans and KPIs of the

Regional Staff for the year 2008, as drawn from the Plans of the Partners for the year 2008. (Staff

also refered to their Work Plans 2007). The process thus made possible a bottom up approach

right from the stage of setting the work plans for the programme staff. The core contents were

included by the staff in their Work Plans / KPIs for the year 2008.



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ActionAid India's KRAs

..................TOWARDS FULL CITIZENSHIP FOR ALL

To achieve the above, ActionAid India will focus on the following KRAs for the strategy period :

1. Practicing collective functioning through bottom - up participatory processes

2. Having high degree of credibility through transparency in quality processes and accountability

at all levels

3. Synergizing platform processes for facilitating national alliances of the excluded with focus on

women

4. Proactively addressing the HIV and AIDS situation through processes of inclusion, care (through

PHCs), protection and dignity

5. Engaging with individuals, organizations and institutions through high quality processes for ethical

fund raising in India

6. Achieving affiliate status and taking forward internationalism

7. Working through the Human Rights Based Approach at grassroot levels through the active

participation of partners, CBOs, CSOs and critically engaging with the State while fighting

patriarchy, power and exclusion.

ALL STAFF OF ACTIONAID INDIA



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A N N E X U R E - 1

Letter from CEO

Ramesh Singh

Chief Executive

Dear Colleagues

Greetings from Johannesburg.

We have reached an incredibly exciting time of our organisational development. We are now in the second

year of our six-year strategy, Rights to End Poverty and, having laid strong foundations, are well poised to

start delivering it. We have set clear priorities for the year ahead which you can see in the attached copy of

'Annual Plan Highlights 2006'.

2005 was a tough but successful year for us. We responded well to the big disasters - the tsunami, faminesand earthquakes in Asia and Africa - which affected poor people on an unprecedented scale. We played a

major role in the Global Call to Action Against Poverty by campaigning and mobilising poor and excluded

people and communities, making sure their voices were heard by world leaders, politicians and governments

at the G8 meeting, United Nations summit, World Trade Organisation meetings and beyond. While we still

have much further to go in fighting poverty and injustice, we can take much strength for our coming work from

the remarkable passion and force displayed by civil society in both the north and the south.

As an organisation, in 2005 we worked much better internationally between countries, themes and functions,

and learnt a lot about how we can strengthen our work as an international organisation. As a result, our

international visibility and credibility has risen substantially.

Thus we start the year 2006 on high note and with renewed confidence and commitment.

We have declared 2006 as the year of quality.

Why did we want to have this overarching focus on the quality of work? Two main reasons:

1. First, we know that we have pockets of excellent work in all countries and in all themes but we also

know that some of our work needs to improve. We are confident that if we put in that extra bit of effort

we can make the rest of our work as good as, or even better than, the best of our work.

2. Secondly, as we deepen our rights based approach, take sides with poor and excluded people, challenge

powerful people, institutions and governments, we will need to put our own house in order. We will

need to walk the talk better, not only to minimise the risk and insecurity to the staff and organisation but

also to achieve our ambitious goals set out in Rights to End Poverty.

So how we do we improve quality?

We will need to raise our game and perform even better. Raising our game requires commitment and hard

work from all of us. From a management perspective we are improving operational systems and practices to

support all staff to deliver effectively. Likewise, we will be looking for maximum performance from every

ActionAider.



29/39

Improving quality and performance will require us to strengthen the capacity and accountability of our staff

and team, and to prioritise.

CAPACITY

I am pleased that countries, regions, themes and functions have planned and budgeted towards strengthening

core capacity of staff and team to deliver our organisational ambitions. Our emphasis here is in developing

women's leadership across ActionAid International.

An important driver of quality is our political and emotional capacity. Strengthening this will require each of us

to remain sufficiently connected with the realities of the poor and excluded people we work with, to learn from

them, to be driven by them.

I will soon spend a block of time living with a community for whom poverty and injustice is a daily reality. I

hope to persuade all the International Directors and thematic heads to do the same. I hope that you will all

take time to remain connected with and inspired by poor and excluded people directly.

PRIORITY

Over the past 18 months, in the process of developing our international strategy, Rights to End Poverty, our

strategic plans and our budgets, we have been able to bring some focus and priority. However, I am afraid

this is still not in our habit. Let us continue to remind ourselves that we must prioritise. Let us prioritise what is

really important and essential. Let us take on what we can do and deliver well, in time and in quality. Let us

empower ourselves and colleagues to negotiate priorities. We are working in an increasingly complex world,

with a demanding strategy and plans, and we need, therefore, to openly engage with the tensions across the

organisation produced by the multiple priorities we face.

The organisation, with its geographies, functions and themes is complex. The International Directors and I are

working together to provide as much clarity and direction for managing in this environment as is possible and

sensible. A strong mindset to work together as team achieving a common purpose is fundamental.

ACCOUNTABILITY

Perhaps the best way of enshrining the practice of prioritising our work is through strengthening accountability

- holding individual staff and teams accountable for their commitment and performance. The big push led by

the HR-OD community to strengthen our performance management system and practice is to improve our

performance through mutual accountability. We are emphasising the role of peers and team members in

performance plans and feedback. Let us establish the space and habit of giving and taking regular feedback to

each other - both appreciative feedback for good work and critical and constructive comments for the gaps in

performance. What we must also create is a habit and culture of not accepting or tolerating unjustifiable poor

performance or poor quality of work.



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Ultimately, we must deliver accountability to the poor and excluded people and communities we work with

and also to our supporters and partners. Implementing our Open Information Policy at all levels will be crucial

in delivering accountability both externally as well as internally.

Improved quality and performance are key to delivering Rights to End Poverty. Our strategy highlights other

areas for delivering our strategic vision, and I encourage you to make a conscious effort to cross reference

your work plans with the strategy and the Annual Plan highlights - to ensure that all our work is connected and

mutually reinforced.

Let me also tell you a bit about how we plan to provide international support and keep an overview of the

priorities we have set out.

We have an expanded 'Change Management Group' - chaired by Thomas Joseph, International OE Director

and reporting to me and the International Directors' team - to see that we are implementing the changes we

must make to deliver our promises laid out in Rights to End Poverty.

I will personally support a 'Quality Concern Group', to facilitate decentralised discussion, reflection and action

towards enhancing the quality of our work, particularly at community level, with poor and excluded people.

Indeed, together with the International Directors team, I take the overall responsibility to ensure fulfilling our

commitment against Rights to End Poverty and will thus continually monitor, support and report the progress

to you.

Finally, I want to let you know that I will remain in regular and direct contact with you this year, including

through letters such as this. You should feel free to write to me if you wish to inform me of our outstanding

work or want me to cover any particular issues in my future communication. I would appreciate if you could

channel your emails or letters to me through Clare Parry ([email protected]) who coordinates my

office - and I will make every effort to respond personally.

Warm wishes,

RAMESH SINGH

Chief Executive



31/39

A N N E X U R E - 2

APPRAISAL FORMAT

SELF APPRAISAL - WORK PLANS/KPIs / ATTITUDES & BEHAVIOURS

NAME :

DESIGNATION :

REGION/THEME/UNIT :

LOCATION :

STAFF - PERFORMANCE AND DEVELOPMENT REVIEW

Signature of staff member

What were the

Hindering Factors in

achieving the Plans

Sl. No.

A

B

C

D

E

(What was achieved

vis--vis the Plans

and provide

comments on the

quality of output.

Specify major

achievements)

Parameters

Work Plans

Statutory Requirements

Self-Development

Any Additional/Special Assignment(s)

Attitudes & Behaviours (Please give

honest feedback about yourself regarding

your attitudes and behaviours. You may

refer to ALPS Attitudes and Behaviours).



32/39

A N N E X U R E - 3

ALPS - ATTITUDES AND BEHAVIOURS

Alps can only be effective if our staff, volunteers, activists, trustees and partners hold attitudes and behave in

ways that fit with our shared vision, mission and values. These include:

x Behaviour that is not domineering or patronising but that genuinely shares power with others rather than

keeps it for oneself.

x Behaving in a way that genuinely supports those who are excluded to fully participate, bringing poor and

excluded people into the heart of decision-making, rather than simply informing and consulting them.

x Behaving with confidence and commitment to address discrimination due to sex, age, caste, ethnic

identity, race, colour, class, sexuality, disability, religion and HIV/AIDS status, in all of our work.

x Actively seeking to learn from and build alliances with others who are aiming for similar goals by different

methods. In so doing, we are aware that we are not working in isolation in searching for a lasting

solution to eradicating poverty and injustice.

x Reflecting a desire for the best knowledge, even if such knowledge fails to support or undermines one's

preconceptions, beliefs or self interests.

x Actively seeking to learn from and share our knowledge, skills and experience with our colleagues

internationally and others working for equity and justice.

x Demonstrating a willingness to listen, understand and take account of the different cultural, language and

communications characteristics of others.

x Striving to achieve effective communications within ActionAid, recognising that people are faced with

different demands and taking initiative in writing and communicating lessons and experiences which are

in accessible formats and language.

Facilitating behaviour and attitudinal change is a continual process. ActionAid will provide the space and

opportunities to support its staff, volunteers, activists, trustees and partners to examine contradictions, personal

behaviours and values. This will require different approaches, including coaching, mentoring and feedbackmechanisms.



33/39

A N N E X U R E - 4

PERFORMANCE FEEDBACK FORMAT

Name of the feedback giver:

Date :

Performance Feedback Regarding.........................................2006

Feedback in respect of..............................................................................may please be given with a focus

on the following :

1. What according to you were her/his key achievements in the year 2006?

2. In what areas has s/he performed less well in 2006?

3. Which particular areas of work would you recommend that s/he should prioritise or improve upon

during the year?

4. In terms of her/his behaviour, style or way of working, what would you like her/him to do more of or less

of?

5. Any other suggestions?

Note :

Your comments would be much more helpful if they are specific and have examples.

Your feedback shall be treated with utmost confidentiality and will be utilized for her/his development

purposes only.

Warm regards

N. SRIMATI



34/39

Peers

Other Directors

Other RMs,

Sr. Managers,

Theme Leaders,

Social Group

Incharges

RMs,

Sr. Managers,

Theme Leaders,Social Group

Incharges

RMs,

Sr. Managers,

Theme Leaders,

Social Group

Incharges

Unit Managers

in Bangalore

Other PMs

(if placed in the

Region)

Other PMs

Seniors

CD (Line Manager)

CD (Line

Manager), Director

CD (Line Manager),

Director(s)

CD (Line Manager),

Director(s)

CD (Line Manager),

Director(s)

Director

(Line Manager),

RM, Theme Leader,

Sr. Manager

RM (Line Manager)

SMT Member

(Line Manager)

Performance Assessment of

Director

Head of Communications

RM

Theme leader / Social Group

Incharge

Sr. Manager (Functional)

Functional Manager

Program Manager (Region).

Program Manager

(Other Functions)

Juniors

Other SMT

Members

Respective

Team

Members

Other SMT

members

Regional Team

Horizontal

Working Group

Members

Respective

Functional Team

Units Staff in

Bangalore

POs and other

juniors in the

Region

POs and other

juniors in

the concerned unit.

Sl. No.

1.

2.

3.

4.

5.

6.

7.

A N N E X U R E - 5

TRULY 180 MATRIX

APPRAISEES APPRAISERS



35/39

Peers

Other POs in

the Region

Other POs

(equivalent in

the Unit)

Other Grade IV

staff in the region

Other Grade IV

staff in the Unit

Other Grade V

staff in the

Region / Unit

Other Grade VI

staff in the

Region / Unit

Seniors

RM (Line Manager),

PM in the Region

Line Manager

RM (Line Manager),

PM, POs

Line Manager

Director / RM

(Line Manager as

the case may be)PMs, POs,

Accountants

Line Manager,

other seniors

Performance Assessment of

PO (Region).

PO (Other Functions)

Accountants (Region)

Accountants (Country Office) /

Sr. Desk Officer

Desk Officer

Office Assistant / Driver

Juniors

Rest of the

Regional Team

Rest of the

Functional Team

Rest of the

Regional Team

Rest of the

Functional Team

Rest of the

Regional /

Functional Team

Sl. No.

8.

9.

10.

11.



36/39

A N N E X U R E - 6

KRAs / WORK PLANS / KPIs EXERCISE SCHEDULE : 2006

Date

10th - 14th February 2006

23rd - 25th February 2006

3rd - 5th March 2006

6th - 7th March 2006


17th & 20th March 2006


21st - 24th March 2006

14th & 16th March 2006

31st March - 1st April 2006

10th - 12th April 2006

Location of the Meet

Lucknow RO

LUCKNOW

Jaipur RO

JAIPUR

Hyderabad RO

HYDERABAD

Kolkata ROKOLKATA

Zonal Meet - South

CHENNAI

Zonal Meet - North

DELHI

Zonal Meet - West

DELHI

Zonal Meet - East

KOLKATA

Country Office

DELHI

SAU

BANGALORE

Themes & Social Groups Meet

CHENNAI

Sl. No.

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

Regions/Units Covered

Uttar Pradesh

Uttaranchal

Rajasthan

Andhra Pradesh

West Bengal

Andhra Pradesh

Chattisgarh

Karnataka

Tamil Nadu

Delhi

Madhya Pradesh

UP & Uttranchal

Gujarat

Maharashtra

Rajasthan

Bihar & Jharkhand

North East

Orissa

West Bengal

12 Units except

Sponsorship

Administration Unit (SAU)

SAU

6 Themes

2 Social Groups

1 Cross Cutting Unit



37/39

A N N E X U R E - 7

STAFF PERFORMANCE AND DEVELOPMENT

REVIEW SCHEDULE : 2006 - 2007

Location

Jaipur

Jaipur

Ahmedabad

Bhubaneshwar

Delhi

Delhi

Delhi

Delhi

Delhi

Mumbai

Bhubaneshwar

Chennai

Chennai

Patna

Guwahati

Delhi

Bangalore

Bangalore

Bangalore

Bangalore

Bangalore

Delhi

Delhi

Bhopal

Hyderabad

Region/Theme/Social Group/Unit

Peace&Human Security

Jaipur RO

Gujarat RO

Food Rts&Livelihood

Country Office Admin

HIV&AIDS

HROD

CD's Secretariat

Delhi RO

Mumbai RO

Bhubaneshwar RO

Chennai RO

National Tsunami Project (TN & A&N Is.)

Patna RO

Guwahati RO

Women's Rights

SAU

Internal Audit

IT

Bangalore RO

Sabala (Disability Unit)

ALPS

Right to Shelters & Housing

Bhopal RO

Hyderabad RO

Sl. No.

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

Date of Performance

Appraisal Process

7th February 2007

17th February 2007

23rd February 2007

1st March 2007

7th March 2007

8th March 2007

9th March 2007

10th March 2007

12th March 2007

14th March 2007

15th March 2007

16th March 2007

17th March 2007

18th March 2007

20th March 2007

21st March 2007

23rd March 2007

23rd March 2007

23rd March 2007

26th March 2007

26th March 2007

27th March 2007

28th March 2007

30th March 2007

2nd April 2007



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Location

Hyderabad

Ahmedabad

Delhi

Delhi

Delhi

Delhi

Lucknow

Kolkata

Bangalore

Bangalore

Bangalore

Delhi

Mt. Abu

Lonavala

Region/Theme/Social Group/Unit

Dalit Social Group

Right to Education

Communications

Campaigns

Kashmir Project

Chattisgarh RO

Lucknow RO

Kolkata RO

Fundraising

Programmes (Unit) - Director

Operations (including Fundraising, IT, Admin)-Director

IPD

Indigenous Social Group

Finance

Sl. No.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

39.

Date of Performance

Appraisal Process

2nd April 2007

5th April 2007

5th April 2007

5th April 2007

9th April 2007

13th April 2007

14th April 2007

23rd April 2007

19th April 2007

19th April 2007

19th April 2007

6th June 2007

10th May 2007

17th December 2006



39/39

A N N E X U R E - 8

DOVETAILING PMS INTO P&B EXERCISE SCHEDULE

Location

Bhopal

Jaipur

Bhubaneshwar

Guwahati

Lucknow

Bangalore

Hyderabad

Delhi

Kolkata

Region(s)

Mumbai & Bhopal

Ahmedabad & Jaipur

Bhubaneshwar

Guwahati

Patna & Lucknow

Chennai & Bangalore

Hyderabad

Delhi

Kolkata

Sl. No.

1.

2.

3.

4.

5.

6.

7.

8.

9.

Work Plans&KPIs

9th August 2007

18th August 2007

22nd August 2007

25th August 2007

31st August 2007

9th September 2007

12th September 2007

17th September 2007

20th September 2007

Documents

performance_mgt_system_1