SUMMER TRAINING REPORT

AT

TIMES OF INDIAOn

Submitted By:

M.B.A. Sem III

Submitted To

Department of Business Administration

PREFACE

True learning is born out of experience and observation practical experience is one of the best

types of leanings that one can remember throughout the life. After II semesters in learning

theoretical aspects of administration and management, the day come to apply these in

corporate world in content of modern industrial enterprise that has to go through its different

terminal to achieve that corporate goals. The main object of practical training is to develop

practical knowledge and experience and awareness about industrial environment and business

practices in the student as a supplement to theoretical studies of administration and

management in specific area like HRM. It increases the skill, ability and attitude of a student

to perform specific job in industrial environment.

Fortunately, I got golden opportunity to visit and complete my six week training at THE

TIMES OF INDIA. Here, I got chance to see the functioning HRD departments and imbibe a

lot learning of the subjects.

THE TIMES OF INDIA is a wide Organization producing News papers, the main products

include Times of India, Economic Times, Radio Mirchi etc. It has developed in many fields.

Today guess is a legend in the world of business and organisation at a home and abroad.

ACKNOWLEDGEMENT

Through this acknowledgement, I express my sincere gratitude towards all those people who

have helped me in the preparation of this project, which has been learning experience.

I appreciate the co-operation by the management and staff of ‘ THE TIMES OF INDIA’ for

having given me the opportunity to training in their office.

I would like to thanks the Head Of the Department Dr. A.Kumar , the faculty , the librarian

and the administrative staff of Department of Business Administration, Bhavnagar

University, Bhavnagar, for their support.

Finally, I express my sincere thanks to Mr.Ashok Solanki and Mr. Hemant PatelWho guided

me through out the project and gave me Valuable suggestion and encouragement.

TABLE OF CONTENTS

Sr. No. Contents Page No.

1 Preface

2 Acknowledgement

3 Declaration

4 Introduction of the Organisation

5 Performance Appraisal

6 Objective of Performance Appraisal

7 Steps of Performance Appraisal

8 Process of Performance Appraisal

9 Challenges of Performance Appraisal

10 Analysis of Questionnaire

11 Conclusion

12 Bibliography

INTRODUCTION

OF

THE TIMES OF INDIA

The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of

Commerce".later to be known as “The Times of India “.

The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of

Commerce". The issue is published twice a week. Dr. J.E. Brennan the first editor also

Secretary of the Chamber of Commerce. Rs 30/- is the annual subscription.

1846

The newspaper experiences proprietary changes and Dr. George Brit appointed editor.

1850

Shareholders decide to increase the share capital and the paper converted into a daily

1855

Telegraph Services opens up in India shortly afterwards, the paper

signs an agreement with Reuters for raising news coverage and

lowering subscritption rates. That old tie was renewed in 2006 with

the pact between TIMESNOW & Reuters

1861

Editor Robert Knight amalgamates The Bombay Times, Bombay Standard and

Bombay Telegraph & Courier to form 'The Times of India' and gives it a national

character.

1880

The Times of India Weekly edition launched.The

Times of India weekly edition launched, to meet the

need for a weekend paper. This later came to be

known as the Illustrated Weekly of India in

1923.The Times of India Weekly edition launched.

1890

Editor Henry Curwen buys TOI in partnership with Charles Kane.

1892

Following the death of Henry Curwen, T. J.

Bennett becomes the editor and enters into a

partnership with F.M. Coleman to form a joint

stock company - Bennett, Colemen & Co. Ltd.

(BCCL).

1902

The paper moves in to its current office opposite CST. It

started out at the Parsi Bazar and then moved on to

Churchgate where things got so bad that editor Bennett had

to complete his editorial elsewhere after the ceiling fan

collapsed in his room.

1907

Editor Stanley Reed revolutionises news production by

extending the deadline to midnight. Until then any news

that came in after 5pm was held over for the next day.

TOI's first price war under editor Stanley Reed: price cut

from 4 annas to 1 anna; circulation rises 5 times.

1923

Evening News of India launched

1929

The Times Of India Illustrated Weekly renamedThe

Illustrated Weekly Of India

1930

The Column "Bombay 100 Years ago" published

1930

The Column "Bombay 100 Years ago" published First movie review published

1940

First time news items appeared on the front page

1946

For the first time the paper transfers to Indian ownership. Seth Ramakrishna Dalmia

buys out Bennett, Coleman & Co.Ltd. for Rs. 2 crores.

1948

Sahu Jain Group become the owners of the company. Shanti Prasad Jain is the first Chairman

of the group

1950

Navbharat Times launched

The TOI Crest changes from the

lions to elephants

Dharmayug, Hindi weekly

pictorial magazine launched

Frank Moraes succeeded Ivor Jehu to become the first Indian editor (1950-57)R K

Laxman’s common man cartoon starts.

1952

Filmfare- first film magazine in English launched

1959

Femina- first women’s magazine in English launched

1961

The Economic Times launched

1962

Maharashtra Times launched

1965

Femina Miss India contest started.

1987

Printing of The Times of India from Kandivili Press in Mumbai.

1988

Times of India completes 150 years.

Special stamp released by P &

1991

BBC features Times of India among

world's six great newspapers

1994

Bombay Times, the sassy colour supplement that

chronicles the changing lifestyle mores of a

globalising city is launched.

1996

Times of India carry its first colour photograph. Times of India crosses 1 million mark

in circulation.

1998

BCCL enters into music market with Times Music.

1999

Indiatimes.com launched

1999

BCCL enters music retailing business with Planet M and radio broadcasting business with

Radio Mirchi

2000

TOI crosses the 2 million mark in circulation.

2001

TOI goes all color and storms Delhi by being

"Number One"

2003

President APJ Abdul Kalam visits TOI to

inaugurate Times Foundation

2004

Television business launched with the launch

of a lifestyle and entertainment channel called ZOOME Paper

launchedTimescape- the Times Group Intranet launched. Launch of the

jobs portal Times Jobs http://www.timesjobs.com.

TimesJobs.com pioneered the concept of job fairs in India, branded as

‘Big Leap’.

2005

MT – Largest read Marathi Newspaper in Mumbai – IRS survey

TOI – Goes daily full colour

Mumbai Mirror launched

TimesMatri.com   - Launched in August - re-launched as

SimplyMarry.com in December 2006.

2006

TIMES NOW – TV News Channel launched

ET – first newspaper available on cell phone

Mumbai Mirror – Afternoon edition launched

Offers Mumbai Mirror or Maharashtra Times as complimentary

copy with TOI at a price of Rs.4/- TOI – The only English

language daily to feature among the top 10 with a readership of 131.4

lakhs- IRS Survey by Hansa ResearchTimes Group MD, Mr Vineet

Jain awarded the scroll of honour for being the new age media guru - Hero Honda Indian TV

Academy AwardsTimescape the Times Group Intranet

portal re-launched - now powered by SAP Netweaver

BCCL goes live on SAP systemMagicBricks.com –

launched in October 2006 targets the Online Real Estate Space Smart Hire – launched April

2006, is witnessing stupendous growth with its focus on providing organisations with end-to-

end recruitment solutions. Ads2Book.com – The World’s Only Global Ad Booking Engine -

Relaunched in August 2006With intensive R&D, the Net-2-Print classifieds booking system

Ads2Book.com was created and imbued with AI (artificial intelligence) that assisted users

through the entire process of Creating, Booking & Paying for their Print Classified Ads, all

from the comfort of their desktop.

2007

TOI – the Indian Corporate Elite’s No. 1 newspaper - A CNielsen Report

What’s Hot- a new weekly magazine delivered free with TOI on every Friday

Times Group bags 5 gold and 1 silver at the ABBY Awards

TOI prints 2 city editions., one at 11pm and second 12.30 am

BCCL wins SAP ACE 2007 Awards for Customer Excellence in the best media sector

implementation The Economic Times- Gujarati Edition launched

Good Life World - launched April 2007is the future of Internet in India, the concept

of ‘Click & Brick’ is just the right impetus the Online Industry needs, as users are

either to busy to log on to the net for their personal needs or are not savvy enough and

need help. The Good Life World Centre allows users to access the services offered by

Times Business Solutions’ portals from the Centre and make offline payments for

online services, thus ensuring ease of access and complete financial security.

Businesses are in:

Publications,Finance,Music,Retailing,Media,Radio,Internet products,Events, Charitable

Trusts,Education.

“Mission of “TIMES OF INDIA”:

“The Times of India Group is the aggregator of content in any form in

the infotainment Industry. We collect & sell content to right target

audience”.

The Mantra

“YOU ARE EMPOWERED “

STAGES OF GROWTH

To empower the reader to live the life of their dreams.

To facilitate better decision.

To provoke Thought

Global Experience.

Love for the community

Adopt the Reader’s worldwide view.

Liberate the mind

Cheerfulness in the circus of life.

We grow at this stage because:

OUR CENTRAL VALUE IS YOU!

Performance Appraisal

Meaning:

Performance Appraisal is the process of obtaining, analyzing and recording

information about the relative worth of an employee. The focus of the

performance appraisal is measuring and improving the actual performance of

the employee and also the future potential of the employee. Its aim is to

measure what an employee does.

According to Flippo, a prominent personality in the field of Human Resource,

“performance appraisal is the systematic, periodic and an impartial rating of an

employee’s excellence in the matters pertaining to his present job and his

potential for a better job." Performance appraisal is a systematic way of

reviewing and assessing the performance of an employee during a given period

of time and planning for his future.

It is a powerful tool to calibrate, refine and reward the performance of the

employee. It helps to analyze his achievements and evaluate his contribution

towards the achievements of the overall organizational goals.

By focusing the attention on performance, performance appraisal goes to the

heart of personnel management and reflects the management’s interest in the

progress of the employees.

OBJECTIVES OF PERFORMANCE APPRAISAL:

To review the performance of the employees over a given period of

time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

Helps to strengthen the relationship and communication between

superior – subordinates and management – employees.

To diagnose the strengths and weaknesses of the individuals so as to

identify the training and development needs of the future.

To provide feedback to the employees regarding their past performance.

Provide information to assist in the other personal decisions in the

organization.

Provide clarity of the expectations and responsibilities of the functions

to be performed by the employees.

To judge the effectiveness of the other human resource functions of the

organization such as recruitment, selection, training and development.

To reduce the grievances of the employees.

Process of Performance Appraisal

ESTABLISHING PERFORMANCE STANDARDS

The first step in the process of performance appraisal is the setting up of the

standards which will be used to as the base to compare the actual

performance of the employees. This step requires setting the criteria to judge

the performance of the employees as successful or unsuccessful and the

degrees of their contribution to the organizational goals and objectives. The

standards set should be clear, easily understandable and in measurable terms.

In case the performance of the employee cannot be measured, great care

should be taken to describe the standards.

COMMUNICATING THE STANDARDS

Once set, it is the responsibility of the management to communicate the

standards to all the employees of the organization. The employees should be

informed and the standards should be clearly explained to the. This will help

them to understand their roles and to know what exactly is expected from

them. The standards should also be communicated to the appraisers or the

evaluators and if required, the standards can also be modified at this stage

itself according to the relevant feedback from the employees or the evaluators.

MEASURING THE ACTUAL PERFORMANCE

The most difficult part of the performance appraisal process is measuring the

actual performance of the employees that is the work done by the employees

during the specified period of time. It is a continuous process which involves

monitoring the performance throughout the year. This stage requires the

careful selection of the appropriate techniques of measurement, taking care

that personal bias does not affect the outcome of the process and providing

assistance rather than interfering in an employees work.

COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE

The actual performance is compared with the desired or the standard

performance. The comparison tells the deviations in the performance of the

employees from the standards set. The result can show the actual

performance being more than the desired performance or, the actual

performance being less than the desired performance depicting a negative

deviation in the organizational performance. It includes recalling, evaluating

and analysis of data related to the employees’ performance.

DISCUSSING RESULTS

The result of the appraisal is communicated and discussed with the employees

on one-to-one basis. The focus of this discussion is on communication and

listening. The results, the problems and the possible solutions are discussed

with the aim of problem solving and reaching consensus. The feedback should

be given with a positive attitude as this can have an effect on the employees’

future performance. The purpose of the meeting should be to solve the

problems faced and motivate the employees to perform better.

DECISION MAKING

The last step of the process is to take decisions which can be taken either to

improve the performance of the employees, take the required corrective

actions, or the related HR decisions like rewards, promotions, demotions,

transfers etc.

Challenges of Performance Appraisal:

In order to make a performance appraisal system effective and successful, an

organization comes across various challenges and problems. The main

challenges involved in the performance appraisal process are:

Determining the evaluation criteria

Identification of the appraisal criteria is one of the biggest problems

faced by the top management. The performance data to be considered

for evaluation should be carefully selected. For the purpose of

evaluation, the criteria selected should be in quantifiable or measurable

terms

Create a rating instrument

The purpose of the performance appraisal process is to judge the

performance of the employees rather than the employee. The focus of

the system should be on the development of the employees of the

organization.

Lack of competence

Top management should choose the raters or the evaluators carefully.

They should have the required expertise and the knowledge to decide

the criteria accurately. They should have the experience and the

necessary training to carry out the appraisal process objectively.

Errors in rating and evaluation

Many errors based on the personal bias like stereotyping, halo effect

(i.e. one trait influencing the evaluator’s rating for all other traits) etc.

may creep in the appraisal process. Therefore the ratter should exercise

objectivity and fairness in evaluating and rating the performance of the

employees

Resistance

The appraisal process may face resistance from the employees and the

trade unions for the fear of negative ratings. Therefore, the employees

should be communicated and clearly explained the purpose as well the

process of appraisal. The standards should be clearly communicated and

every employee should be made aware that what exactly is expected

from him/her.

Purpose of Performance Appraisal:

Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes.

Typically, Performance Appraisal is aimed at:

To review the performance of the employees over a given period of time.

To judge the gap between the actual and the desired performance.

To help the management in exercising organizational control.

To diagnose the training and development needs of the future.

Provide information to assist in the HR decisions like promotions, transfers etc.

Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.

To reduce the grievances of the employees.

Helps to strengthen the relationship and communication between superior – subordinates and management – employees.

z

THE TIMES GROUP

PERFORMANCE APPRAISAL & DEVELOPMENT PLAN

PURPOSE:

The purpose of conducting a Performance Appraisal is to review and evaluate the performance of an executive/journalist on contract.

OBJECTIVE:

To inform the appraisee of his/her relative performance in terms of targets and Key Result Areas(KRA)

To encourage meaningful and transparent communication between the appraiser and appraisee.

To identify the training need for development.

GUIDELINES:

The date and time for the appraisal interview has to be fixed well in advance by mutual consent between the appraiser and the appraisee to allow for adequate preparation.

A separate self-evaluation form has to be filled by every executive/journalist on contract prior to the appraisal interview and submitted to the appraiser. After the form is filled, the appraiser should then proceed with the appraisal interview.

During the appraisal interview the appraiser first do a Target based review for the appraisee and he should appraise the appraisee on the important parameters that have been identified.

The appraiser should explain to the appraisee why he/she has been given a particular score against a particular parameter and point out the appraisee’s strength’s and weaknesses.

The targets for the next year should be retained by the Department Head for mid-term review.

The completed self-evaluation forms/performance appraisal forms of every executive/journalist on contract in Mumbai and Delhi should be sent to the respective HRD departments at Mumbai & Delhi.

The appraisee should keep a copy of his/her self-evaluation and performance appraisal form and note the areas for improvement

DEFINITION OF SCORES:

Scores/ Rating Definition

High Flier/Outstanding (5) Employee who truly achieves outstanding success in the given targets and accomplishes much more than the expected tasks with efficiency and effectiveness. Research indicates that only 1% of the total employee population belongs to this category.

Employees whose Average Weighted score- (A) range from 4.7 to 5 are

Highfliers/Outstanding.

Regularly Exceeds (4) Employee who exceeds the requirements of the job. It gives an indication that the person is prepared sufficiently for a higher classified job. Research indicates that only about 15% of the total employee population belongs to this category.

Employees whose Average Weighted Score– (A) range from 4.2 to 4.69 are Regularly Exceeding.

Meets Requirement (3) This rating is to be given to the employee who has the requisite qualities to perform the present job with efficiency. Research indicates that 73% of the total employee population belongs to this category.

Employees whose Average Weighted Score- (A) range from 3.6 to 4.19 are Meeting requirements.

Occasionally Meets (2) Employee whose performance is adversely affected due to the lack of qualities required to perform in his current job. This is an indication that the person needs to be trained and developed sufficiently to orient him towards good performance.

Employees whose Average Weighted Score –(A) range from 3 to 3.59 are Meeting occasionally.

Fails To Meet (1) This rating means totally unacceptable performance over a period of time. Inspite of all efforts in training and development the employee continues to demonstrate lack of qualities to perform the job.

Employees whose Average Weighted Score – (A) range from 0 to 2.99 are Failing to meet.

SELF-EVALUATION FORM

(It is recommended that the appraisee uses this form prior to his/her interview in-order to help her/him to think about the job she/he does.)

NAME: DEPARTMENT:

EMPLOYEE NUMBER: DESIGNATION: BRANCH:

Describe in specific your job description in the company?

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What parts of the job do you feel you do well?

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What parts of the job do you have difficulties with, and are there any obstacles which have caused you particular problems?

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What were your main accomplishments during the Appraisal year?

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Do you consider yourself fit for a higher position in the company? If yes, describe the kind of work you are equipped to do.

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What kind of training will equip you to perform better? Specify courses and development need areas.

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Would you like to handle any assignments and do you desire a job rotation, transfer to any other function/department etc. to enhance your career?

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Please indicate the enabling and hindering factors which influence your performance.

Enabling Factors Hindering Factors

Are there any other points, which you would like to raise at your appraisal?

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Overall Appraisal of Performance:(Kindly rate your overall performance)

Scores (S) to be used for rating actual performance

High Flier/ Outstanding

Regularly Exceeds

Meets Requirements

Occasionally Meets

Fails to meet

5 4 3 2 1

APPRAISEE

Name:

Signature:

Date:

APPRAISER

Name:

Signature:

Date:

TARGET WORKSHEET

Name: Employee Number: Department:

Designation: Date of Joining: Age:

Please identify your Work Goals

Please identify the Key Performance

Areas (KPA’s)

Please indicate the target dates by which

KPA’S would be achieved

Please tell us about the areas in which you need training to achieve your work goals

Signature(Appraiser) …………… Signature(Appraisee)……………

Date …………… Date ……….......

MID TERM REVIEW OF PROGRESS

Please indicate the progress made regarding achieving your Key Performance Areas-Whether they are complete/ongoing/incomplete and cite the reasons where appropriate.

Signature (Appraiser)…………… Signature(Appraisee)…………..

Date …………... Date …………..

Performance Appraisal Ratings & Redesignation Chart

Sr. No Company Pay Roll ID No

HR Empl. No

Branch Employee Name

*Cont.

Department Present Designation

Recommended

Redesignation

Year of last Redesignation

Performance Rating

TRAINING NEED IDENTIFICATION & TRAINING CODES

In order to facilitate the process we have listed down few steps which are to be

followed while collating the training data:

STEP 1: As a continuing process of Performance Management Process, the

training needs have to be identified from the Performance Appraisal forms.

The data has to be collated by the Department Heads of the respective branch

and given to the Branch Head in the format “Training need identification

chart”.

STEP 2: We have classified the training needs into 4 categories, title code and

title type is mentioned below:

1001 Information Technology

2001 Managerial Effectiveness Programme

3001 Function Specific Programme

4001 Training by Experts

Training needs identified should match with the job profile mentioned in the

PA form. In view of the above, please analyse whether the training needs

identified are actually required to increase the competence & skill of the

individual and would continue towards effective performance of the assigned

task.

STEP 3: The Department Head to eliminate the training programmes which are

not of very important nature and prioritise the identified training needs as per

the requirement of the department and branch.

STEP 4: Also classify the identified training programmes which can be

conducted internally and externally.

STEP 5: The training codes and sub-codes have to be identified after analysing

the descriptions mentioned in the “Training code chart”. For example: The

training type identified is ‘Information Technology’ and the training title name

is ‘MS Office’. Therefore, in training need identification under the column

training code and sub-code the entry will be 1001 and 1001 respectively.

STEP 6: ‘Training calendar’ will be designed and implemented by the Branch

HR/Personnel Head in consultation with the Branch Head.Kindly note that

under the (Training Code-2001)- “Managerial Effectiveness Programme” we

are having the following training titles:

(Sub Code-2001) Managing Self

includes the following module for

the rank of Executives to Asst.

Manager:

Goal Setting & Career

Planning

Lateral Thinking

Communication Skills

Presentation Skills

Time Management

Assertiveness

Transactional Analysis

Counselling Skills

Seven Habits of Highly

(Sub Code-2002) Managing People

includes the following module for

the rank of Dy. Manager to Chief

Manager:

Principle Centered

Leadership

Listening Skills

Performance Management

Skills

Coaching & Mentoring

Team Building & Conflict

Management

Interviewing Skills

Counselling Skills

Effective People

Art of Living & Stress

Management

Abnormal & Normal

Psychology

Emotional Intelligence

(Sub Code-2003) Managing

Business & Strategy includes the

following module for the rank

above Chief Manager:

Business Policy Planning

Strategic Management

Marketing Management

Operations Research

Finance for Non-Finance

HR for Non-HR

TQM & BPR

TRAINING CODES CHART

Training Code Type of

Training

Sub-Code Training Need Title

1001 Information

Technology

1001 MS Office/Windows

1002 Internet Tools

1003 Oracle

1004 QurakXpress

1005 Adobe/Corel Draw

1006 Design and Layout

Techniques

1007 Design and Graphics

1008 Operations System

1009 Ingres/Informix/Sysbase

1010 Java/Perl/Cgi

1111 Others

2001 MGR

Effectiveness

Programme

2001 Managing Self

2002 Managing People

2003 Managing Business &

Strategy

2004 Others

3001 Function

Specific

3001 Selling Skills & Marketing

Programme Concepts

3002 Industrial Relations &

Labour laws

3003 Materials Management &

Purchase Management

3004 Financial

Accounting/Balance sheet

3005 Taxation

3006 Customer Relations

3007 Brand Management

3008 Fire Risk Management &

Electrical Skills

3009 Research Methodologies

3010 Writing Skills

3111 Foundation Course for

Journalism

3112 Others

4001 Training by

Experts

4001 International Accounting

Norms/Standards

4002 Forex/ Futures/Swaps

4003 Capital Market

4004 Marketing/Media/

Advertising

4005 Macro/Micro Economics

4006 Security and

Administration

4007 Others

TRAINING NEED IDENTIFICATION

Sr No. Company Pay Roll ID

No.

HR EMPL.

NO

Branch

*Cont.

Employee

Name

Department Present

Design

ation

Recommended

Redesignation

Year of

Last

Redesigna

tion

Performance

Rating

PERFORMANCE ASSESSMENT GUIDELINES

1) Self-Assessment

All Appraises will make a Self-Assessment of their own performance and fill in the following information in the Performance Assessment Worksheet:

Sl. No. Term Description

1. Key Result Area (KRA) These are critical functions of a job. Performance with respect to defined KRAs lead to distinct contributions/ outcomes towards organizational objectives.

2. Measure(s) These are yardsticks for evaluating the extent of performance with respect to a KRA. A particular KRA may have more than one Measure.

3. Performance Standard This is a specific goal corresponding to the Measure of a KRA and should

preferably be realistic, achievable and time-bound.

4. Weightage(%) This demonstrates the relative importance of the KRA in terms of the priority and effort and should add up to 100%. The minimum Waightage is 10%

5. Extent of Over-/ Under-achievement (with elaboration)

To what extent the Performance Standards were met and description about the causes of /factors responsible for Over/ Under-Achievement.

2) Performance Assessment Discussion

This candid discussion between the Appraiser and the Appraisee on the latter’s performance during the year should focus on the following aspects:

Demonstration of the extent of performance by the employee in the objective terms.

Identifying the key drivers and facilitators for performance. Reviewing and discussing performance bottlenecks and making plans

to overcome them. Planning of KRAs, Measures and Performance Standards for the next

year.

3) Assessment by Appraiser

Post discussion with the employees, the Appraiser will fill in the following information:

Comments of Appraiser This will include specific observations/ remarks relevant to the Assessment of the Appraisee, or any other Job-related aspect.

Assessed Level The Performance Level of an Appraisee for each of his/her KRAs as well as the Overall Performance( for the Job as a whole) will be as per table below.

Assessed

Level

Description of

Level

Typical %

Achievement

of Results

Definition of Level

KRA Performance Overall Performance

Performance exceeds

DE Demonstrates

Excellence

Greater than

120%

Expectation, consistently

Achieving challenging and

Stretch goals and meets

Industry/ organizational

Standards of excellence.

Overall performance exceeds all

Job expectations and is “visible”

Across the organization.

EE Exceeds

Expectations

Between

100% to 120%

Performance exceeds

Expectations in all respects.

Overall Performance exceeds all

Job expectations and is “visible”

Across the Department/

Function/ Location.

ME Meets

Expectations

Between

85% to 100%

Performance meets

Expectations.

Overall Performance

Demonstrated meets all job

Expectations.

NI Needs

Improvement

Less than

85%

Performance only partially

Meets expectations and

Needs improvement.

Overall Performance only

Partially meets job expectations

And improvement is needed.

SME Short of

Minimum

Expectations

Poor or

Insignificant

Results

Performance demonstrated

Falls short of minimum

Expectations.

Overall performance

Demonstrated falls short of

Minimum job expectations.

4) Performance Review

The Appraiser will forward the Worksheet duly assessed and completed by him/her to the Reviewer (the immediate supervisor of the Appraiser) for his/her review and validation. Based on discussion with the Reviewer, the Assessed Level of Overall Performance for the employee will be documented in the Worksheet (based on the guidelines in the above table).

The reviewer and the appraiser shall document their overall comments relating to the assessment of employee and sign off at respective places in the worksheet.

5) Performance Calibration Process

After the completion of performance review, the Overall Performance as assessed will be taken through the Performance Calibration Process by the Functional Directors. This process would aim at reviewing performance levels across the functional area and apply necessary changes in line with structured guidelines, if any.

Performance level Distribution guidelines:

Assessed Level

DE EE ME NI SME

% of Head Count

10% 25% 50% 10% 5%

6) Feedback to Appraisee

Post calibration process, the Assessed Level of Overall Performance will be communicated to the Appraisee by the Appraiser. The Appraisee writes down his impressions and views (including those regarding the objectivity

of the process), signs off the worksheet and hands it over back to the Appraiser. The Appraiser then forwards the Worksheet to the Functional Head.

EMPLOYEE DEVELOPMENT GUIDELINES

(A) Identifying Key Behavior Areas and their Desired Level

The Appraisee should fill in the following information in consultation with the Appraiser and HR Managers.

Sl.

No.

Term Description

1 Key Behavior Area These are the behaviors that are required by an individual

To perform his/her job effectively.

2 Desired Level of Behavior

This is the proficiency with which the Key Behavior is

Required to be demonstrated by the job-holder for performing his/her job effectively.

(B) Demonstration of Key Behaviors by Appraisee

Appraisees provide Examples of Demonstration of Key Behavior (with reference to the Desired Level of Behavior) for each of the Key Behavior Areas. These Examples (may be Critical Incident) would always have to be work-related and would be determinants of their Proficiency Level (explained below) on the applicable Key Behavior Areas.

(C) Development Review

Post filling in the Examples of Demonstrated Behavior, the Appraisee and the Appraiser candidly discusses the following :

1. The Frequency of demonstration of a Behavior by the Appraisee, as well as the Proficiency with which it is demonstrated over a defined period of time.

2. Development Support required by the Appraisee to take on higher/ wider roles within the next year.

3. Training Needs of the Appraisee that need to be addressed within the next year.

Post discussion with the Appraisee, the Appraiser will fill in the following information in the Worksheet:

Sl.

No.

Term Description

1

Assessed Proficiency

Level

This describes the Proficiency with which the Key Behavior

is demonstrated by the appraisee as per the

Proficiency Level Table given below.

2

Specific Development

And Training Needs

These are any specific Development and Training Needs for the Appraisee, to be addressed during the next one year.

Proficiency Level Table

Proficiency Level Description

More than desired

(M)

Demonstrated Desired Level of Key Behavior with Expected Consistency for Current Job and Additionally Demonstrates Key Behavior at Higher Level (s) than desired on some occasions.

As desired (A) Demonstrates Desired Level of Key Behaviors with Expected Consistency for Current Job.

Less than desired

(L)

Does Not Demonstrate Desired Level of Behavior with Expected Consistency for Current Job.

The Appraiser signs off and forwards the document to the Appraisee for his/her comments and sign-off. Post this, the Appraisee forwards the

Worksheet to the concerned HR Manager. The Proficiency Level is communicated the Functional Director. This data will form an important parameter for Progression / Re-designation decisions.

QUESTIONNAIRE

Name:

Age:

Department:

Designation:

Qualifications:

Number of Years of Service at

Times of India:

Number:

Note: This questionnaire would be kept as confidential document as it’s for Survey

Purpose, and would not be revealed to Times of India Management.

Q.1 What type of Performance Appraisal system exists in your Organization?

Confidential Report

EPRF [Employee Performance Appraisal Review Form]

DOPA [Development Oriented Performance Appraisal]

Q. 2 To what extent do you think that performance appraisal is necessary for efficient functioning of the organization?

Very much necessary

Some what necessary

Not at all necessary

Q. 3 What according to you should be the objective of a performance appraisal? [Assign ranks as per your priority]

To improve job satisfaction

To prevent grievance

To assist in career planning

Assist management in promotion, transfer and development

Reveal areas where training is needed

Q. 4 Is the Self-evaluation forms self-sufficient?

Very much sufficient

Moderately sufficient

Not at all sufficient

Q.5 Do you think that the existing performance appraisal system adequately

enables you to find out the areas of furthers improvement?

Strongly agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

Q. 6 How far is the performance appraisal system influential in determining training needs?

Strongly influential

Some what influential

Not at all influential

Q.7 Career Planning and job rotation being an essential part of performance appraisal, to what extent is they fulfilled at Times of India?

Strongly fulfilled

Some what fulfilled

Not at all fulfilled

Q. 8 Do you think that external factors that affect your performance are accounted for?

Yes

No

Q. 9 How far is the present performance appraisal system influential in keeping high motivational level?

Strongly influential

Somewhat influential

Not at all influential

Q. 10 Do you think that you are perfectly being evaluated by the present performance appraisal system?

Yes

No

Q. 11 If you have answered NO to the previous question then what do you think is the best facet that could evaluate you?

Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed, so that it would keep your performance at its best?

Q. 13 Do you think there exist a fine combination of Centralized Policy decisions and Decentralized Operating decisions at Times of India?

Strongly agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

Q. 14 Job and role clarity plays a vital role in individuals performance, how clearly are these two defined at Times of India?

Very much clear

Moderately clear

Not at all clear

Q. 15 Do you think there exist a transparent performance appraisal system at Times of India?

Yes

No

Q. 16 How far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance?

Excellent

Very good

Good

Fair

Poor

Q. 17 Recently, performance appraisal has been undertaken at Times of India, how was your experience and what changes would you like to suggest?

Analysis of Questionnaire

Classification of Respondent

Male 18

Female 7

Total 25

Above diagram shows the classification of respondent. Out of 25 persons, 18 are males and 7 are females. And percentage wise classifications are shown in following diagram.

Q-1 What type of performance appraisal system exit in your organization?

Confidential Report 0

EPRF (Employee Performance Appraisal Review Form)

23

DOPA (Development Oriented Performance Appraisal)

2

Above diagram shows Which type of performance appraisal system exit in Times of India. Here, out of 25 persons 23 says EPRF and 2 says DOPA. And percentage wise classifications are shown in following diagram.

Q-2 To What extent do you think that performance appraisal system is important for efficient functioning of the organisation?

Important 9

Very Important 16

Not Important 0

Above diagram shows to What extent do you think that performance appraisal system is important for efficient functioning of the organisation. Here, out of 25 persons 9 says Important and 16 says Very important. And percentage wise classifications are shown in following diagram.

Q-3 Is the Self-evaluation form self-sufficient?

Above diagram shows is the Self-evaluation form self-sufficient. Here, out of 25 persons 15 says Sufficient, 1 says Insufficient and 9 says needs improvement. And percentage wise classifications are shown in following diagram.

Sufficient 15

Insufficient 1

Needs Improvement 9

Total 25

Q-4 Do you think that external factors that affect your performance are accounted and Considered during the Performance Appraisal?

Yes 18No 7Total 25

Above diagram shows the external factors that affect your performance are accounted and Considered during the Performance Appraisal. Here, out of

25 persons 18 says Yes and 7 says No. And percentage wise classifications are shown in following diagram.

Q-7 Apart from the performance appraisal system, are there any other factors that help to fulfil the above objective?

Yes 6

No 19

Q-8 Do you think, the past performance behavioural records and critical incident are considered during the performance appraisal?

Not Considered 3Considered but not adequately 11Adequately considered while making decisions 11Total 25

Q-9 How far is the present performance appraisal system influential in keeping high Motivational level?

Strongly influential 9Somewhat influential 12Not influential 3Leads to stress 1Total 25

Q-10 Do you think that you are perfectly evaluated by the present appraisal system?

Yes 18No 7Total 25

Q-11 How do you find the behaviour of the appraiser at the time of Appraisal Interviews?

Fair & justified 15

Motivating 5Comforting & Supportive 5Biased 0Stressful 0Total 25

Q-12 Is the system at TOI adequately justifies your potential through job rotations and other tools?

Yes 19No 6Total 25

Q-13 Do you think the performance appraisal system adequately appraises the potential of employee?

Yes 20No 5Total 25

Q-14 Job and role clarity plays a vital role in individuals performance, how clearly are these two defined at TIMES Group?

Very much clear 15

Moderately Clear 9Not at all clear 1Total 25

Q-15 Do you think there exist a transparent performance appraisal system at times group?

Yes 22No 3Total 25

Q-16 How Far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance?

Excellent 6Very Good 4Good 9

Fair 5Poor 1Total 25

Q-17 Recently performance appraisal has been undertaken at Times Of India, how was your experience and what changes would you like to suggest?

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