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DECLARATION
I Prativa Kumari do here by declare that this project report entitled R&D INSTITUTE LIKE CIMFR MOVING TOWARDS FINANCIAL INDEPENDENCE AT CIMFR, DHANBAD.Submitted by me to Asian Workers Development Institute (AWDI),sector-06 to fulfill the requirements of our syllabus is an original work done by me and has not been submitted to any other institution in part or full for the award of any degree or publication.

Place CIMFR,DHANBAD

Signature
Prativa Kumari Roll- No-MB-14

ACKNOWLEDGEMENT
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AWDI I consider myself fortunate to be associated with STEEL AUTHORITY OF INDIA LIMITED, ROURKELA STEEL PLANT, ROURKELA, largest steel producing public sector Company in the country for undertaking my summer training. It is a great honor for me to be assigned this topic. I take this opportunity to thank Sri P.K Mahapatra {AGM (Elect) CPP-I} of RSP, SAIL for providing me every possible guidance and suggestions to complete this report. I am thankful to the employees of who rendered me invaluable assistants in the task of preparing this report. I am also thankful to the employees of various production departments for their co-operation and offering valuable feedback on the subject without which the project report would have been incomplete. We extend our deep sense of gratitude to all the staff of the unit who provided us with all the requirements like data, relevant news etc and above all a sense of familiarity with genuine interest and support. My parents also hold utmost importance in the accomplishment of the goal by providing me the financial and emotional support.

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SYNOPSIS
A performance appraisal is a process of evaluating an employees performance on a job in terms of its requirements. Mangment system is an important tool in the hands of Supervisors to assess their subordinates. It is systematic evaluation of an employee by some other qualified person, who is familiar with employees performance on the job. It is a process of estimating or judging value excellence qualities of some other person. Since organization exist to achieve goals, the degree of success that individual goal is important in determining organizational effectiveness. The understanding of the functioning and role fulfillment of successful employees who have been excellent enough in meeting their individual goals vis--vis organizational goals are become a critical part of HRM. This leads us to the topic of performance appraisal because performance appraisal is about development of abilities and capabilities. An in-depth analysis of executive performance management system in SAIL Rourkela Steel Plant gives an understanding about the level of excellence aimed as goal of the system adhered and the method of execution of the system. The method of execution is in line of the system envisaged and in the focus of the top management. The teams responsible for coordination of execution and the individual nodes of the system are functioning as per the desired level. This ensures the level of functional excellence at Rourkela Steel Plant.

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Research methodology
The following methods logiest have been following by me for this study:
a. Acquiring information different printed materials such as articles, journals and official records. b. Obtaining information through discussion with concerned executives . c. Going through sample confidential reports and character rolls of different Employees marked by their superior officers of Rourkela steel plant. d. I have also discussed with the performance appraisal of their staff of Rourkela steel plant and gained sufficient information to we port on the write the topic.

CONTENTS
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AWDI Introduction About R.S.P Special feature of RSP Raw material of RSP Products manufactured &Bi-products Manpower of R.SP Hierarchy of Management Organizational chart Salary &wage structure Welfare facilities Trade union Performance Managment System Over view Qualitative differences between supervisory and nonsupervisory P.M.S Salient features need to be addressed in P.A.S Performance Managment System in SAIL. Executive Performance Management System in SAIL Study of Deviation Analysis Conclusion

1.

2. 3. 4. 5.

BIBLOGRAPHY

Introduction Module
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SAIL in Brief
SAIL traces its origin to the formative years of an emerging nation - India. After independence the builders of modern India worked with a vision - to lay the infrastructure for rapid industrialization of the country. The steel sector was to propel the economic growth. Hindustan Steel Private Limited was set up on January19, 1954. Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel plants were also transferred to Hindustan Steel. The registered office was originally in New Delhi. It moved to Calcutta in July 1956 and ultimately to Ranchi in December 1959. The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of December 1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from .158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro. The second phase of Bhilai Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill was commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.

SAIL Today
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AWDI SAIL today is one of the largest industrial entities in India. Its strength has been the diversified range of quality steel products catering to the domestic, as well as the export markets and a large pool of technical and professional expertise. Today, the accent in SAIL is to continuously adapt to the competitive business environment and excel as a business organization, both within and outside India.

MAJOR UNITS
Integrated Steel Plants: Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand IISCO Steel Plant (ISP) in West Bengal Special Steel Plants: Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka Subsidiary: Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

JOINT VENTURE OF SAIL

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NTPC SAIL Power Company Pvt. Ltd (NSPCL). Bokaro Power Supply Company Pvt. Limited (BPSCL). Metal Junction Services Limited. SAIL-Bansal Service Center Ltd. Bhilai JP Cement Ltd. Bokaro JP Cement Ltd. SAIL&MOIL Ferro Alloys (Pvt.) Limited. S&T Mining Company Pvt. Ltd. International Coal Ventures Private Limited.

PRODUCT MIX OF SAIL

PRODUCT WISE Semis Long Products Flat Products Blooms, Billets & Slabs Structural, Crane Rails, Bars, Rods & Re-bars, Wire Rods HR Coils, Sheets & Skelp, Plates, CR Coils & Sheets, GC Sheets\ GP Sheets and Coils, Tinplates, Electrical Steel Pipes Rails, Wheels, Axles, Wheel Sets

Tubular Products Railway Products PLANT WISE Bhilai Steel Plant

Blooms, Billets & Slabs Beams, Channels, Angles, Crane Rails Plates, Rails, Pig Iron, Chemicals & Fertilizers Bokaro Steel Plant HR Coils & Sheets, Plates, CR Coils & Sheets, GP Sheets & Coils/ GC Sheets, Pig Iron, Chemicals & Fertilizers Durgapur Steel Plant Blooms, Billets & Slabs, Joists, Channels, Angles, Bars, Rods & Re-bars, Skelp, Wheels, Axles, Wheel
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AWDI Sets, Pig Iron, Chemicals & Fertilizers Rourkela Steel Plant Plates, CR Coils & Sheets, GP Sheets/ GC Sheets, Tinplates, Electrical Steel, Pipes, Pig Iron, Chemicals & Fertilizers Salem Steel Plant Stainless Steel

ROURKELA STEEL PLANT Rourkela Steel Plant (RSP), the first integrated steel plant in the public sector in India, was set up with German collaboration with an installed capacity of 1 million tones. Subsequently, its capacity was enhanced to 1.9 million tones. Rourkela Steel Plant is located in the north-western tip of Orissa and at the heart of a rich mineral belt. Being situated on the Howrah-Mumbai rail mainline, Rourkela is very well connected with most of the important cities of India. The nearby airports are Ranchi (173 km), Bhubaneswar (378 km) and Kolkata (413 km). Rourkela also has an airstrip maintained by RSP. As the largest industrial venture in the state of Orissa RSP began on a misty winter morning in the month of January 1955.The mutation of RSP from calm sleepy village is to a dynamic centre for growth forms a glorious chapter in the history of Indias economic development of RSP is the first integrated steel plant is the public sector. It comes into production when the first Blast furnace was commissioned by Dr. Rajendra Prasad on the 2nd February 1959. The plant was started with the collaboration of West Germany with technical & financial assistance of M/S friend Kruppa, Essen & Demag A Kilienges all Schft Diusburg. It was designed to produce flat products e.g. plates strips, Tin plates etc. and large diameter pipes .It has a capacity of 1.8 M.T. of ingot steel to be converted into 1.2 MT of scalable steel. At the initial stage the Hindustan steel limited at Rourkela proposed capacity of 9.5 million tons (MT) of ingot steel in year .In 1955, the govt. of India decided
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AWDI to raise the plant capacity to one million tones .The plant was designed & constructed by Germany that it had become the 3rd steel plant in world to have the L.D technology, the most sophisticated & advanced method of steel making known to the world at the time. The unit of one million tone which was expanded later to 1.8 million tone p.a in 1987-88.The first hot strip mill, Blast furnance-1, the first L.D vessel & the first hot metal trapped has been commissioned between the period 1958-62. while the commissioning of the one millions tones plant was going ahead, it was felt that the finished product units viz, Blooming & slabbing mill, hot strip mill & plate mill proposed an must have ability to attain higher capacity and since there was tremendous demand for flat steel products in the country at the time .It is decided to raise the ingot capacity to 1.8 MT p.a. between 1965& 69 and expansion was complete with commission of additional capacities. The commissioning of the expansion units began in 1965 & was completed by the end of 1968, through some unit take one take one of the galvanizing lines were commissioned only at the end of 1969. The plant was modernized in the mid-1990s with a number of new units having state-of-the-art facilities. Most of the old units were also revamped for effecting substantial improvement in the quality of products, reducing cost and ensuring cleaner environment.RSP was the first plant in India to incorporate LD technology of steel making. It is also the first steel plant in SAIL and the only one presently where 100% of slabs are produced through the cost-effective and quality-centric continuous casting route.RSP presently has the capacity to produce 2 million tones of hot metal, 1.9 million tons of crude steel and 1.67 million tones of saleable steel. It is SAILs only plant that produce silicon steels for the power sector, high quality pipes for the oil & gas sector and tin plates for the packaging industry. Its wide and sophisticated product range includes various flat, tubular and coated products. At Rourkela efforts to update technology and introduce modification to keep in step with new development is a continuous process. The recent modernization programme of RSP aims to upgrade the technological status of the plant of the level prevailing in the developed countries. The objective is to make up the operational deficiency by replacing the obsolete technology, plant equipment, processes & by adding essential matching facilities. This will enhance the

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AWDI production & productivity, improve quality, cut down cost, effect energy saving &endure better environmental control. The world today is characterized by change, competitiveness, quality production along with low cost &minimization of wastage. To keep up with the modern times RSP is undergoing a modernization plant completed in between 1997-98. A completely new latest technique is coming up in RSP. The unit is under construction at present. The technology is from TPE, & Russia, & has been undertaken by Mukund Ltd Mumbai. The estimated annual production of this unit will be 1.44 million tones &it will account for 80% of the production of the plant. The manpower required is estimated to be 1047. There have been many improvements over the old units. The capacity of the mixer is SMS # 2 is 1300 as against 1100 tons of SMS 1 .There are two converters in SMS2 each of capacity 150 tons as against fire convectors in SMS 1-3% of 50 tones & 2% of 60 tons capacity. Hence blowing for Oxygen is closed in SMS 2 .Hot metal will be directly made into slabs, the process known as continuous casting. There is hence no requirement for blooming &mill. There are also provisions for pollution control by wetting the gas & transforming it to gas holder. Technology, plant & equipment, processes & by adding essential matching facilities. This will enhance the production & productivity, improve quality, cut down cost, effect energy saving &endure better environmental control. The world today is characterized by change, competitiveness, quality production along with low cost &minimization of wastage. To keep up with the modern times RSP is undergoing a modernization plant completed in between 199798.A completely new latest technique is coming up in RSP. These modernized units are under construction at present. The technology is sourced from TPE, & Russia.

Core values of RSP Customer satisfaction Consistent profitability

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Concern for people Commitment to excellence

Special feature of RSP

i.

It is one of the oldest steel plants and also the First integrated steel plant to be established in India. It is the first plant in India to adopt L.D process of steel making and to implement it successfully. It produces maximum tonnage of steel usage. It is the first in using vacuum degassing metallurgy. This system has accepted primarily for the production of silicon steel for cold rolled grain oriented and non-oriented sheet. The system consists of a vacuum refining, vacuum oxygen refining unit and a degassing unit. It is the first steel plant to adopt external desulphurization or hot metal by calcium carbide inspection process. It was also the only steel plant having a fertilizer complex attached to it. It was the first plant in Asia to introduce Basic Oxygen Furnace (BOF), at a time when this process was yet to receive recognition from the established steel producers.

ii.

iii. iv.

v.

vi. vii.

Raw material of RSP

- Iron Ore- Capitve mine at Barsuan, high greade ore is obtained from kalta &purchased for MMTC. - lime stone-(BF grade) - Purnapani & birmitrapur (SMS grade) Santa

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AWDI - Dolomate- (BF grade) - Birmitrapur(SMS grade)- hirri(Bilaspur) - Coal Jharia & Kargali

Products manufactured &Bi-products

Products manufactured:a) Plants. b) Hot roll sheets &coils. c) Electrical sheets. d) Cold roll sheets &coils. e) Galvanized sheets. f) Electric registance weld pipe. g) Spiral weld pipes. h) CRGO/CRNO Sillicon sheets. i) Ammonium sulphate.

Bi-products:a) Benzol products. b) Tar products. c) Mis. products. d) Coke products. e) Grannulated slags.

Manpower of R.SP
RSP has vast manpower strength of 21000. The executive are classified in to ten grade E0 to E9 and the non-executives are also classified in to ten grades from S1 to S10.There are four other grades (non works)for the teacher, doctors, nursing staff etc. from SL1 to SL4. The non-executive grades (both works & non-works) are further classified in to cluster as given below.

Works
S-1, S-2------------Cluster-A (unskilled & semi-skilled workers) S-3------------------Cluster-B (Technicians & operators) S-4, S-5, S-6------ (ITI holder)
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AWDI S-7------------------Cluster- C (Sr. Technicians & Sr. operator) S-8------------------Diploma holders S-9------------------Cluster-D (Supervisiors staff) Non-works SL-1, SL-2------------------- Cluster-X SL-3, SL-4------------------- Cluster-Y

ORGANIZATIONAL CHART

Executive Director General Manager Dy. General Manager Asst. General Manager
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Sr. Manager Manager Dy. Manager Asst. Manager Junior Manager M.T(T) /M.T(A)

Presently, the Executive Director (works) is head of the head of various for department who report to the Chief Executive Officer. There are various managers of each department who are responsible to the head. Under each head there are Managers, Dy. Manager, Who are the line of authorities. The working staffs are responsible to the Line managers. The personnel department is headed by Director. He is assisted by the General Manager (Personnel & Administration) chief personnel Managers, Manager, Senior Manager, Dy. Managers, Asst. Managers, and Jr. Managers. The personnel function in respect of all the works units inside the plant premises is looked after by the dy. General Manager (PL) works. It assists the executive Director (works) and other line management personnel and labour welfare matters. The chief personnel manager (OD) is the in-charge of the following personnel function 1) Sanction of all executive posts. 2) Recruitment of all executives posts. 3) Personnel matter of the executive employees of the steel plant.

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AWDI 4) Management and development and research.

Welfare Facilities Provided by RSP

A) statutory
1) Welfare measures under factories act viz canteen, drinking water washing facilities public convenience buildings, crche, first-aid, fire services, safety etc. 2) Provident fund- CPF 3) Gratuity 4) Workmens compensation act

B) Non-statutory
1) Housing &housing rent allowances 2) LTC/LLTC 3) Transport facilities 4) Free education 5) Free medical facilities 6) Life cover schema 7) Family planning incentives 8) Canteen subsidy

Trade union
There are ten registered union in Rourkela steel plant but there are one recognized union with whom the management negotiates and forms

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AWDI participate forums. At present Rourkela Sramik Sangha is the Recognized union recognition awarded through secret ballot-The other trade union are as follows:Trade union Affiliation 1) RSS 2) RMS 3) Hindustan steel workers association 4) Rourkela steel mazdoor union 5) Rourkela ispat shramik singh 6) Steel employee trade union INTUC HMS INTUC AITUC UTUC CITU

Performance Managment is
The present study about the Critical Analysis of Performance Managmentl System is to analyzing the various components of the present system. Since organization exist to achieve goals, the degree of success that individual goal is important in determining organizational effectiveness. The assessment of how successful employees have been at meeting their individual goals, therefore, becomes a critical part of HRM. This leads us to the topic of performance appraisal. Performance Managment is a method of evaluating the behavior of the employees in the work spot. The appraisal is a systematic process. It tries to evaluate performance in the same manner using the same approach. Performance evaluation is not job evaluation. Performance appraisal refers to how well someone is doing an assigned job. Appraisal of employees serves

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AWDI several useful purposes like compensation decisions, promotion decisions, Training and development programmes, Feedback and personal development. Performance Managment is a broader term than merit rating. In the past managers used to focus on the traits of an employee while ranking people for promotion and salary increases. Employees trait such as honesty, dependability, drive, personality, etc were compared with others and ranked or rated. The attempt was to find the person has (traits) rather than what he does (performance); the focus was on the input and not on the output. This kind of evaluation was open to criticism because of the doubtful relationship between performance and mere possession of certain traits. Since organization exist to achieve goals, the degree of success that individual goals are important in determining organizational effectiveness. The assessment of how successful employees have been meeting their individual goals, therefore, becomes a critical part of HRM. This leads us to the topic of performance Managment. There are basically three purposes to which performance appraisal can be put. First, it can be used as a basis for reward allocations. Decisions as to who gets salary increases, promotions and other rewards are determined by their performance evaluation. Second, these appraisals can be used for identifying areas where development efforts are needed. As noted in our discussion of training and management development, management development, management needs to spot those individuals, who have specific skill or knowledge deficiencies. The performance Managment is a major tool for identifying these deficiencies. Finally, the performance Managment can be used as a criterion against which selection devices and development programs are validated. It is one thing is to say, for example, that our selection process is successful in differentiating satisfactory performers from unsatisfactory performers. But there must be some standard of satisfactory performance. The development of a valid, reliable, and bias-free performance appraisal system can establish
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AWDI such standards. It is an important command in the hand of the seniors or supervisors to avoid an unwanted adverse entry. However the executive on personal ground or reason should never misuse this authority. This appraisal of individual in the employment has been labeled and described by experts over the years in the different way. Common description include performance Appraisal, Merit Rating ,Behavioral Assessment, Employee Evaluation, Personal Review, Progress Report, Qualification Report, Annual Confidential Reports, Service Rating and fitness reports etc. M.C Gregor says formal performance appraisal plan are designed to meet three needs. One of them organization and other two are individual namely. 1. They provide systematic block up to salary increases, transfer, donation and termination. 2. There are means of telling a subordinate how he is doing and suggesting needed change in this behavior, attitude, and skill or job knowledge. They let him know where he stands with the loss. 3. They are used as a base for coaching and counseling the individual by the superiors. The purpose of rating has different aims as: 1. How he discharges his work assigned to him. 2. Suitability for termination needed. 3. Transfer or termination needed. 4. Evaluation of training needs. 5. He should know where he stands. 6. He should make up his deficiency. REDRABOSECERAJA has defined after completing the survey of personnel practices in India that all the public sector undertaking covered by the survey use some sort of employee performance appraisal system, where as some of them assess performance through progress reports and other use merit rating program me. The appraisals are generally conducted annually. Somewhere the employees are rated on personality, characteristics and performance. The appraisal are generally found for promotion and helping the supervisor know
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AWDI their employees, helping the workers know their progress, wage and salary administration and training and development. In a private sector most of the organization uses performance appraisal on merit rating programme and some others adopting the procedure as public sectors are doing. RONALD BENJAMIN has defined that a performance appraisal determine who shall receive merit, employee improvement and determines training needs determine probability, identifying, those who should be transferred. Moreover, it improves employees job performance, encourages employees to express their view or to seek clarification, job duties, broaden their outlook capacity and potential, promotes a more effective utilization of man power and improves placement facilities, selection, prevents grievance and increases the analytical ability of supervisor.

The main objective of performance managment is: 1. To enable an organization to maintain a list of quality employees and to identify and meet their training needs and aspiration. 2. To determine increments and provide reliable index for promotion and transfer to position with greater responsibility. 3 To maintain individual and group development by informing the employees by its performance standards. 4. To suggest the way of improving the employees performance when he is not found to be up to the work during review period. 5. To identify areas for further training needs. 6. To help to determine promotion and transfer. 7. To reduce grievances. 8. To improve job performance.

THE APPRAISAL PROCESS (Who & How to Appraise)

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Establish performance standards. Communicate performance expectations to employee. Measures actual performance. Compare actual performance with standards. Discuss the appraisal with the employees. If necessary, initiate corrective action Rourkela Steel Plant, the unit of my study is a vast organization constituting of 22,191 employees from which 2100 are in the management cadre or executives. My focus of study is to understand the validity of the performance appraisal system in place, its implementation process, the outcomes and future development strategies on it. If performance appraisal would have been not there, it would have been very difficult to the part of management to know their depth performance ability in their work attitude and obedience to the supervisor in carrying out the order. To assess of these things of an employee there is performance appraisal. The main aim of performance appraisal is: To evaluate how far results are achieved and to plan for better performance. To understand the gaps in knowledge and skill which can be filled by planned guidance and training. To identify man with potential so that reliable management succeeding plan can be built up. To know performance in the present role and responsibilities. To judge the competency, values & potential. To know the training and development needs. Performance Managment System in RSP.
The employees can be categorized in two different segments, managed group and managing group. To enhance the operational efficiency and be effective in the market all the stake holders in the functional process must be reviewed and necessary guidance must be provided in alignment with the goal of the organizations. Rourkela Steel Plant one of
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the key unit of SAIL has a laid down procedure for development of its employees. The development planning, feedback system for all the employees follow a common set of principles envisaging the key attributes of different roles and responsibilities. This creates a thin line in the process of execution of performance management system between managed and the managing group. A brief detailing of non executive performance appraisal system is also produced to have a understanding of the various roles and responsibilities of the executives.

Non- Executives performance managment system in R.S.P In case of workers appraisal report, it is called the confidential character roll, for the year ending 31st December. There are many kind of forms used by different industries. So far, Rourkela Steel Plant is concerned, there are four different forms such as Class-III(Non-technical), Class-III(Technical), Class-IV(Technical & Non-technical).Class-III(Non-technical) includes all the official staff i.e. Assistant, Sr. Executive Assistant, Head Assistant, Administrative Assistant, Assistant(T), Executive Assistant cum Sr. Assistant, Private secretaries and teachers etc. In the month of December, the officer, who is controlling the office, will fill up the CCR forms prescribed there in as under: 1. Name 2. Designation 3. Personal number 4. Educational qualification 5. Department and branch office in which employee 6. Scale of pay 7. Present day 8. Date of birth 9. Date of joining in the present post 10. Assessment of:

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AWDI a) Personality b)Integrity c) Intelligence and general ability d) Initiative and resources fullness e) Devotion to duty and industry f) Promptness and accuracy in doing job g) Reliability h) Capacity for assuming responsibility i) Amenability to discipline j) Relation with other employees k)Punctuality l) Attendance I) Actual attendance during the year including E.L, Maternity leave (off days and holidays)falling during E.L. period to be excluded. ii) Whether unauthorized absence exceeded 4 times during the year. iii) Whether any punishment relating to attendance was awarded. Assessment and grading should be following of the five. Those workers work at least 285 days or more during the years, their grading is very good. During the year 255 & above-----------Good --do-225 & above-----------Satisfactory --do-195 & above-----------Indifferent --do-194 & below----------Poor

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AWDI 11) Whether he officiated/acted against higher vacancy, whenever required. Whether there is any instance of refusal. 12) In case of Sr. Executive Assistant a) General control over its staff i.e. maintaining order and discipline and checking late attendance. b) Systematic and methodical distribution of work amongst his staff. c) Supervision over quality and accuracy of work by the staff and on proper maintenance of reference books, files, registers and diaries etc. d) Capacity of ensuring of prompt submission of work return etc. e) Submission of cases in proper order i.e. pulling of relevant papers, referencing of notes and correspondence etc. f) Watching proper work. g) Capacity to train, help and advice his staff. h) Able to handle tricate cases. i) Skill in notice and drafting. j) Capacity to take quick and sound decision. CLASS-III TECHNICAL STAFF: In this CCR form, the Class-III technical staff such as, Sr. Store Keeper, Asst store keeper, Draft man, Head draft man, Tracor Ferro printer of design section are coming. This CCR form slightly differs than that of Class-III(Non-technical) form. The particular asked for in this form are to filled up by the Reporting Officer. The contents of the forms are as under:1. Name 2. Designation
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AWDI 3. Personal number 4. Date of birth/Age 5. Date of joining in the present post 6. Educational qualification 7. Present day and scale of pay 8. Department and branch in which employee 9. Description of work on which employee 10. Assessment of: a) Personality b) Integrity c) Intelligence and general ability d) Initiative and resources fullness e) Devotion to duty and industry f) Promptness and accuracy in doing job g) Reliability h) Capacity for assuming responsibility i) Amenability to discipline j) Relation with other employees k) Punctuality l) Attendance i) Actual attendance including E.L and maternity leave. ii) Whether unauthorized absence exceeds four times in the year. iii) Whether any punishment, relating to attendance was awarded. Assessment and grading should be one of the following five. Full attendance in the Grading Year under review 300 days & above ---very good
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AWDI 270 days & above 240 days & above ------Good Satisfactory

210 days & above ---Indifference 209 days & below ---Poor 11. Has he acquired qualification? 12. (a) Has he been responsible for any outstanding work meriting special recommendation? If so, give brief details. (b) Has he been reprimanded for different work for much reason? If so give brief particulars. 13. Has he displaced special attitude of any particular class of work? 14. General remarks, including remarks as to any defect in character, which militate against his efficiency and suitability for any particular type of work. 15. General grading (the assessment and grading) i) Is he fit for promotion to the next higher grade? ii) Is he good material for development? The above columns will be filled up by the Reporting Officer and for their necessary action and records. Before submitting the forms in the personnel department the higher officer will go through the remarks and grading given by the Reporting Officer. If it differs he will give his own comments in the forms from the higher officer, the personnel department will go through the forms and adverse remarks if any found there in through the Reporting Officer for his future development. CLASS-IV (NON-TECHNICAL & TECHNICAL) In this categories of staff the workers like khalasi, Helper, Messenger, Sr. Messenger, Chowkidar, Sweeper, Ward Boy, and Dresser etc. are coming. The CCR form meant for the above
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AWDI categories of stall contains the following headings to be filled up by the Reporting Officer not below the rank of Dy.Manager, Grade-1 under the scale of Rs-6,500-225-8,500 for year ending 31st Dec. The CCR form meant for CLASS-IV staff slightly differs from the CLASS-III as under: 1. Name 2. Designation 3. Personal number and token number 4. Date of birth/Age 5. Date of joining in the present post 6. Educational qualification 7. Present day and scale of pay 8. Branch/office in which employed. 9. Can be read and write Oriya/Hindi/English 10. Assessment of: a) Intelligence b) Amenability to Discipline c) Honesty and Integrity d) Devotion to duty and industry e) Promptness in doing work f) Reliability h) Punctuality i) Attendance i) Actual attendance including EL, maternity leave (Off days and holidays during EL to be executed from January to December of the year) should be recorded. In case of new appointment, proportionate calculation from the date of joining to December will be taken). ii) Whether any punishment relating to attendance was awarded. iii) Whether unauthorized absence exceeds 4 times in the year.

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AWDI Full attendance in the Grading Year under review 300 days & above ---very good 270 days & above ---Good 240 days & above ---Satisfactory 210 days & above ---Indifference 209 days & below ---Poor 11) Whether he has officiated/acted against higher vacancy whenever required? Where any instances of refusal. 12) Has any appreciation between shown for his good work? b) Has he been reprimanded for indifferent work or for any other reason? If so give brief details. 13) Is he fit for promotion to the next higher grade? 14) Has he acquired any additional qualification during the year? 15) General remarks (including remarks as to any defect any character, which militate against the efficient discharge of his duties) CLASS-IV(NON-TECHNICAL STAFF): The CCR form used for class-IV (Non-technical staff) is similar as that of used for class-IV (Technical staff). If differs slightly in the assessment of attendance. The assessment grading for class-IV (Non-technical staff) are as follows:285 days & more 255 days & more 225 days & more 195 days & more -------------------------------------------very good Good Satisfactory Indifferent
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AWDI 194 days & more ------------poor After giving the required remarks, Reporting Officer will hand over the forms to the higher officer. The exercise of the higher officer and the personal department on these CCR forms only is the same as has been explained in Class-III employees above.

EXECUTIVE PERFORMANCE MANAGEMENT SYSTEM OF SAIL The executive performance appraisal system used in RSP is a revised one performance appraisal system is implemented from the year 1995-96. These are A. Self appraisal B. Performance review and planning C. Performance assessment D. Development plan E. Evaluation &Final grading A. Self appraisal:

Tasks /targets indicating a few key performance. Areas will be set for each appraisal by his reporting officer in consultation with the former. This will be communication to the appraisal by 31th march of every year, before the start of the assessment year.

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AWDI - The self appraisal form will be filled up by the appraisal twice a year, once in the first work of October and then in the first week of April. The appraisal will factually report on the following in the self appraisal at the end of the assessment year:a) The highlight of performance. b) Major strength c) Development needs Now it has come across the various process involved in the executive performance appraisal system is RSP.SAIL has adopted a new IT enabled EPMS system which aims for performance excellence and highest level of transparency. This highlights the focus of the top management on total development of their executives. So the name has been changed from EPAS to EPMS. The linking of all nodes through IT infrastructure in the present EPMS created an excellent space for performance enhancement, performance planning, time management and understanding of functioning of all nodes of the organisation. Goal of Performance Managment in SAIL RSP: Conducting performance managment on employees, performance should be more than a simple check list of dos and donts. Performance evaluation should serve as a vital component, one of that is, interest to both the organization and the employee. From the organizational prospective, sound performance appraisals can assure that the correct work is being done, work that assist in meeting department goals. In a simplistic rendition, each employees work should support the activities of her bosss performance objectives. This should ultimately continue up the hierarchy, with all efforts supporting corporate strategic goals. From the employee prospective, properly operating performance appraisal systems provide a clear communication of worker expectations. Knowing what is expected is a first step in helping one to cope better with the stress usually associated with a lack of clear direction. Secondly, properly designed
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AWDI performance appraisal should also serve as a means of assisting an employees personal development. To make effective performance managment a reality, four criteria need to be present. These are: Executives need to be actively involved in the evaluation and development process. Section/Department/Unit heads need to enter performance appraisals with a constructive and helpful attitude. Realistic goals must be mutually set. Bosses must be aware and have knowledge of the employees job performance. If these criteria are present, the performance managment process now becomes a communication meeting. With both parties well prepared for the performance review, the two discuss the total performance of the employee, addressing both the strengths and weaknesses of the employee, and how these attributes lead to the attainment of the mutually agreed on goals. While at this stage, one is not only addressing past performance but also areas for continuous development have been identified. The next step, then, is to meet and plan for the employees development. Performance managment need not to be as stressful or threatening as they are. With proper preparation and a few key criteria in place, the performance appraisal process can be enhanced. However, we can expect to reap this enhancement only after we make this transition towards more participative performance appraisals, ones that focus not solely on performance, but also a personnel development.

Scope
The Executive Performance Management System is aimed at performance and development planning and assessing the performance, potential, competencies

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AWDI and values of executives up to E-7 grade. The top management cadre in E-8 and E-9 grade performance management is as per PSEB format.

OBJECTIVE Unlike all other Performance Managment system SAIL EPMS is also aimed to To enable executives to plan their work, utilize their capabilities and maximize their contributions. To create a performance culture through continuous performance improvements of individual executives their teams and in turn the organization To identify and develop leadership talent for future. COMPONENTS: The components of Executives Performance Management System in SAILare: Performance Planning Assessing and developing competency for the future. Development Planning Online System of EPMS Performance Review and Assessment Final Performance categorization of ratings by the Performance Management Committee (PMC) Communication of the Performance Ratings to the Executives (Transparency) Assessment of assessors. Leadership Development and competency building through 360 degrees. Feedback and Assessment and Development Centers. Team Appraisals Performance linked pay and other rewards.

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Performance Planning Performance planning is to contribute significantly to role clarity, competency utilization, and potential development and performance improvements. By the use of this component, the following outcomes are accepted to be achieved: The link between the department and its manager are established. As the Departments so as their managers are clear of their activities and Key performance areas (KPAs) at the beginning of the year. This ensures that every department or section must focus its Key activities; processes involved and planned results/outcomes. Every manager is clear about the activities he/she is expected to undertake, with time investments and also with results/outcomes. KPAs crate the link between individual executives contributions to and/or effect the achievement of the departmental and organizational goals and achievements of APP. The performance plan is also to indicate the time to be spent by each executive on each of the KPAs and should have a shared understanding between the Individuals Executive & his Reporting officer of the nature of activities to be undertaken, time estimates and linkage with departmental goals or targets. The process is also expected to lead to better time and competency management of executives and thus contribute to organizational efficiencies. Planning of performance is to be done at individual, sectional and Departmental level. This flows from a Departmental Goal Setting cascade exercise, which will be done in a workshop form.

The Goal Alignment Cascade Workshop is a process of sequentially breaking down organizational objectives and targets into those of various levels in the
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AWDI organization, i.e., Plants/Units and then Departments to Individuals concerned. The individual KPAs (Key Performance Areas) would also include KPAs over and above these cascaded ones which are applicable to Units, departments, functions and individuals. In the beginning of the performance year (i.e. April every year), all departments are to plan their Team & Individual Key Performance Areas (KPAs) in line with the departmental goals through a GOAL ALIGNMENT CASCADE WORKSHOP keeping in view the APP of the Plant/Unit. Individual KPAs along with maximum marks/ weight-age and criteria for evaluation are to be assigned in consultation with Reporting officer and concurrence of HOD. The KPAs shall have total weight-age of 60 points for E1 to E5 and 50 points for E6 & above level executives. KPAs are classified as underRoutine KPAs (i.e. jobs of routine nature and at the same time critical contributions of the officer like filing of statutory returns for an accounts officer or plant supervision for a shift in-charge); Non-Routine KPAs/Special Projects: Non-Routine KPAs are key contributions of the role holder other than the routine activities. Special projects are to be undertaken at the initiatives of the executive concerned. Special projects are those which are not a part of the current job, tasks and responsibilities but undertaken by the individual on his initiative to make a difference in the organization and demonstrate his leadership competencies. These projects may become critical inputs for future leadership assessments. The special project KPAs should be contributions beyond the role of the officer concerned and are meant to develop future potential leadership qualities of the individual. Senior officers should encourage their juniors to undertake at least one special project in a year and allocate around 5% of the officers time for the same. As we go in the

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AWDI managerial hierarchy, it is envisaged that the percentage of Non-routine KPAs/ Special Projects will increase.

Assessing and Developing Competencies for the future Competencies, Potential and values As one move higher in the managerial hierarchy, the managerial and leadership competencies become more critical. For facilitating their success at a later stage, managerial and leadership competencies need to develop from early stages. To prepare executives for future leadership roles and to ensure that they are equipped with competencies required to perform their current roles as well as the likely roles in future, the new PMS has given due weight-age to three sets of competencies. These include: (i) Competencies required by all executives to perform their current managerial roles; (ii) Competencies required to prepare them for future roles (potential factors), and (iii) The values needed to be demonstrated by executives all through their career. Every executive is required to exhibit certain competencies while achieving their KPAs. These competencies needed to be discussed along with KPAs and common understanding arrived at for exhibiting those competencies and the indicators of these competencies The performance, competencies, potential factors and values will carry different weight-ages as given below: Components E1 - E5 E6 E7 50 20 E8 E9 50 20
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Performance 60 Competencies 15

AWDI Values Potential Total 15 10 100 15 15 100 15 15 100

The competencies required to be exhibited by every executive will include the following A) Competencies: 1. Technical/Functional competencies 2. Commercial acumen 3. Interpersonal skills and team work 4. Proactive Problem solving and Initiative 5. Communication skills(listening, clarity of thought and expression, written and oral) 6. Positive attitude. B) Potential factors: 1. Vision and Leadership 2. Ability to assume responsibility and take decisions 3. Execution ability 4. Change management(openness to change , initiate and manage change) 5. Creativity C) Values: These include beliefs, behaviors and actions that are to be exhibited by every executive 1. Customer focus 2. Consistent Profitability 3. Commitment to Excellence 4. Concern for people 5. Integrity & Character.

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AWDI In the beginning of the year, if any executive would like to receive training or any developmental inputs on any of these competencies (example, communication skills, vision, changes management skills, etc.) he needs to incorporate the same into his development Plan as Explained in Development Planning. At the end of the year there will be self-assessment by the individual indicating both qualitatively and quantitatively his assessment of the manner and extent to which he exhibited these competencies. The qualitative inputs will be used for assessment by the reporting and reviewing officers besides their own observations. The self-assessment in quantitative terms however will not be known to the Reporting and Reviewing officers until all three complete their assessment. Development Planning: The current thinking worldwide is that competency development should take place immediately on experiencing the competency gap or on the decision to build any new competency. It makes business sense to provide the training or any other development input on the basis of the need felt. The system envisages that Training and Development needs are identified and planned in the beginning of the performance year. The assumption here also is that once performance plans or KPAs are identified and the competencies needed are known, the performer himself will be in a good position to identify his own needs. The development planning, therefore, is an effort initiated by the executive concerned with the help of his Reporting Officers and he completes the fulfillment of development needs with either self initiative or with the help of the plan/unit HRD department/MTI. On-line EPMS: Technology innovations have revolutionized todays corporate sector. Egovernance and such other practices are the order of the day. Even small organizations with global presence have started using IT support to improve
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AWDI their management practice. SAIL has decided to use the technological innovations to its advantages. Use of IT makes performance planning easy; communication and documentation become grate aids. In the month of April, as soon as the Performance Planning and goal Alignment workshops are over, each executive is required to plan his performance in terms of KPAs and record the same in the format provide in Online PMS system. The online facilities/system is accessible to all executives and departments. In the on line format the executives record his/her KPAs along with the weight-ages within the stipulated time frame. The filled in formats of the concerned executives will then be available to the Reporting Officer, Reporting Officer (O), Reviewing Officer and HOD for ratifying it within the stipulated period, also OD & HRD. Units Heads, Corporate HR, Directors and chairman have access to all the forms. Department Key Performance Areas and Developmental plans will be available for viewing to all executives across Plants/Units at all times during the year.

Performance Review and Assessment In the middle of the performance year (i.e. in the month of October) every executive make a self review of the performance plans by indicating the status of activities undertaken & accomplishments/highlight of performance. To assist his records The Performance Diary is a online tool provided to the executive concerned for keeping record of key information related to performance. The individual concerned can make entire as and when required and all entries will be kept by date time entered into the online system. Each individual executives entry is intimated to his Reporting Officer & every Reporting Officers remarks / entries is intimated to the Individual executive concerned. The Reviewing Officer is able to view the Executives concerned Performance Diary whenever he desire. The diary is expected to ease the effort of tracking key performance events/activities and would be used as a support documents during performance discussions. Performance review held twice a year-midyear & annually. The midyear & final reviews are specially focused on
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AWDI Feedback & Counseling and hence required the Reporting officer to have a formal feedback session with the executive reporting to him. The Reporting officer gives comments on the same after discussion with the executive concerned and record them in the formal provided in the online PMS system. The reviewing officer keeps himself appraised by seeing the same and passing his comments. These can be viewed by the executive concerned, Reporting officers and HOD. When used effectively, Feedback & Counseling is a powerful tool for positively impacting performance. Assessment is only at the end of the assessment year. However, review discussions/feedback can be held between individual concerned &his Reporting Officer any number of times during the year and the same is recorded in the system. The qualitative comments of the Individual & Reporting Officer are recorded on the online PMS format on completion of the assessment year and the rating is done also ratified up to the level of PMC. Performance management Committee (PMC) Every individuals performance is dependent on the competencies of the officer concerned including his ability to manage and get the support he requires his motivation as reflected in the effort he puts in to Performa various KPAs and related activities he undertakes, and the support he received to perform various tasks and activities. The performance is also subject to unpredictable and unexpected chance occurrence / contingencies. A good manager and leader is able to predict the unexpected to al large extent and plan for continuous performance as organizational performance depends on each individual performing well. Experience across the world and studies have indicated that subjectively is an inevitable part of Performance appraisals. No two appraisers are comparable as the circumstances, competencies; work effort and support received or managed for different executive may not always be comparable. Use of numerical numbers requires standardization and comparability. While work output delivered at lower levels by workmen are comparable to some extent as they are measured in physical quantities, the output of performance of supervisors, and executives become incomparable on objective parameters.
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AWDI Thus the ratings assigned by the executives, reporting Officer and Reviewing Officer are subject to subjectively and interpretations. Reorganization the subjective nature of the appraisal, it necessary to ensure that relatively good performance rewards, incentives etc. In this process, determination of who can be called as good performer is subject to various dilemmas. The first problem arises infixing standards as the KPAs are varied, task are varied it is difficult to fix comparable standards for all officers. Recognizing this, SAIL EPMS uses a committee system to reduce subjectively and recognize the good performer. The Performance Management Committee consists of the Reporting Officer Reviewing Officer and the HOD. The HOD plays a rationalization role as he always has more information of the performance of the department as well as the performance of various sections. Taking into consideration the team performance and the individual contribution to the team performance and also taking into account the inputs from the Reporting & Reviewing officers and using the inputs provided by the executive concerned, the PMC assesses & categorizes each of the officers performance for the assessment year into four categories as per assessment table given below. EP = Exceptional Performer (to be given very sparingly for role model unquestionable, all agree, Consensus HP = High Performer (Exceeds all targets, agreed by all as an excellent performer) AP = Average Performer (Meets minimum targets / requirements) LP = Low performer (Not able to complete targets and needs to improve delivery of results) Certain indicators are used by the Reporting officer to consolidate observations and assess subordinates. Level 0 Absent

Level 1 Level 2 Level 3

Beginner learner Practitioner

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Level 4 Level 5

Specialist Leader teacher/Mentor

This categorization is based on various factors, The level of difficulty and challenge taken by the executive in the year in terms of KPAs and activities. The level of accomplishments or contributions of the executive to departments goals/ performance and output. The extent to which he received support from other input provides, including his internal suppliers and customers. Comparative rankings given by the RO confidentially to the PMC prior to the meeting for cases where there is more than one PO under the same RO. The ranking of the concerned executives will be provided by each RO besides the self assessment formats and other details recorded in the on-line EPMS. There will be two categorization of assessment/rankings done:- one for Performance and the second for Competencies, which also includes potential and values. The PMC consisting of Reporting, Reviewing Officers and HOD decided the entire four categories taking into account various inputs of the online system, assessments and other factors including the relative performance of others and the favorability / un-favorability of the conditions, internal support and input availability. The High Level PMC will finalize Exceptional Performer for the High performers (say a particulars % age) and Low performers by recording 2 major achievements/ shortcomings for categorizing into these 2 categories. Any developmental needs arising out of the review will be pointed out and posted on the Online PMS. Communication of Performance: Transparency through revealing of the marks and grades will be done in a phased manner. Performance reports revealed as recorded by Reporting and Reviewing officers. Online PMS system used to ensure transparency, compliance and timeliness. The online platform used to develop and
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AWDI communicate a definite development plan by the PMC for enhancing the performance of low performers. If need be, the executive concerned can be rotated to other departments/units for his improvements. Assessing assessors for higher accountability: SAIL recognize that our India Culture is that of relationship building and people value culture by nature. In such a culture, it is difficult to give negative feedback face to face and it has been a normal practice to communicate only positive feedback to employees. SAIL also recognizes that in the past, intention to give high ratings is used as a motivating mechanism and that is how a lot of subjectivity creeps in. Most often, a Reporting or a Reviewing Officer may feel that a particular executive has done only a poor job or a below average job but communicates to the executive concerned that he has done a great job to buy him motivation for the future. Raters do very in their philosophy and approach. Some are strict and more objective and may swing to one extreme, while a few others may be lenient and generous. However to make the system become less subjective and to ensure that all executives use similar standards, an attempt is being made to develop all assessors to be more objective and make proper judgment of the performance of their juniors. This is a long term goal. A beginning is being made in SAIL EPMS to introduce a system of assessing the assessors and also to audit the implementation of the PMS. This will be done through the following: 1. Assessing the Assessors by studying their rating behavior and giving them feedback about their rating behavior. 2. Using EPMS Audit Committees periodically to review the implementations of the EPMS

EPMS Audit Committee:

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AWDI 1. Every Plant/Unit will also have an EPMS Audit committee to review and audit the implementation of the EPMS. The EPMS Audit committee will meet during the stipulated time period. 2. The Audit Committee will look into the individual grievances/appeals, If any received during the year at the end of the assessment year, look into these cases, study the ratings, interview some of the candidates as they deem fit and make suggestions to improve the EPMS and its implementation 3. Assessors from department with average performance but giving high rating for their junior to be questioned by PMS Audit Committee. Leadership Development:
(Competency Building through 360 Degree Feedback and Development Centers. )

In the recent year, a lot of development has taken place in the field of performance management. Two such developments include the 360 Degree feedback and the Assessment and Development Centers. The 360 Degree Feedback is a multi-rater feedback in which the candidate is assessed at the end of the year by his juniors, seniors, internal customers, external customers, wherever applicable. These along with self assessment by the executive concerned gives insights into the impact made by the Executive on his juniors, seniors and internal customers and help the Executive Concerned to improve his performance in subsequent period. Particularly in culture where employees dont give objective feedback to each other due to a desire to maintain good relations, It has been found to be useful. SAIL has decided to use this system selectively for the development of its senior level executive. The 360 Degree Feedback is being tried out on an experimental basis and will be used as a development tool. Assessment and Development Centre is a specially created in which a series of exercise are used to assess the competencies of a given individual for jobs he/she has usually not performed so far. Assessment centers have become a useful technique to assess the companies needed by officers for higher level joins and use the information to develop individual to perform higher level jobs or roles. An assessment centre uses a variety of testing techniques designed to allow candidates to demonstrate, under standardized
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AWDI conditions, the skills and abilities that are most essential for success in a given job. An assessment center consists of standardized evaluation of behavior based on multiple inputs. Features of an assessment centre include measurement of techniques selected based on job analysis, simulation exercise, assessors behavioral observations (Classified into meaningful and relevant categories), and use of multiple assessors for each candidate. In an Assessment centre the candidate is assessed by external assessors on a set of predetermined competencies using multiple methods. Thus the data generated are supposed to be more objective and have been found to have reasonable degree of predictive validity Due to their predictive validity; they are being used in India for development purpose. Performance linked pay and other rewards:
Performance Linked play, Rewards and Incentives have becomes the order of the day. These are necessary and are good ways of keepings up employee motivation, morale, reducing absenteeism and increasing retention as well a contributing to their quality of life. In the past, employees used to be given incentives largely through promotions and sometimes depending on their experience and period of stay with the company, loyalty used to be rewarded through career progression and status linked incentives. Developments in industry have given rise to verity of incentives and rewards. SAIL as a PSU would like to use many of these experiences as possible but it also has a philosophy of offering a career at SAIL as the main incentive for performance. SAIL is for those who have a long commitment to make and build their career. At the same time s SAIL cannot keep creating new positions on continues basis, the avenue of granting promotions as an incentive becomes limited. Hence, new system need to be thought of and therefore, the move is to start a performance linked pay on select basis. This is a onetime lump sum amount given to individual on the basis of their outstanding performers during a particulars assessment year. In addition SAIL also plans to introduced the following forms of Non-financial rewards 1. Achievement Rewards consisting of: a. Recognition consisting of: 2. Recognition consisting of: a. Praise. b. Long service awards c. Work related trips aboard, d. Chairmen Dinner,
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AWDI
e. Directors Dinner etc. 3. Influence Enhancing recognitions and awards such as: a. Task Force, b. Committees. c. Achievers Form etc. Responsibility enhancing rewards and recognition such as : a. Personal growth b. Additional responsibility c. Promotion etc. 5. Team Rewards. a. Team Celebrations b. Picnics and other forms SAIL introduced performance linked pay and recognition systems and also executed the same in the most transparent manner. SAIL believes in the philosophy that good performance should be recognized and rewarded. The quantum of rewards and the form of rewards depends upon many factors. The recognition and rewards and the form of rewards depends upon many factors. The recognition and rewards are of many forms.

Modernization of R.S.P Production range

The products of RSP can be broadly classified as Prime products & Secondary
products

Prime products;
a) Pipes - Electric resistant welder pipes (ERWP) - Spirally welded pipes (SWP) b) Sheets -Silicon steel sheets
A) Cold rolled non-oriented(CRNO) B) Cold rolled grain-oriented(CRGO)

-Galvanized sheets
A) Galvanized plain (GP) B) Galvanized corrugated (GC)

-Hot rolled sheets (HRS)

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AWDI -Cold rolled sheets (CRS) c) Plates -Electrolytic tin plates -Plates mill plates -Hot rolled plates d) Slabs -Prime -Slab e) Coils -HR steel coils -CR sheet coils -Pipe plants return coils (PPRS) f) Fertilizers -Calcium ammonium nitrate(CAN)

Secondary products
Iron and steels scraps a) Re-rollable scrap b) Melting scrap c) Industrial scrap d) Defectives

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Online system

All executives have to record their Key Performance Areas in the online PMS within the stipulated time period. For this EPMS id is assigned to the executives along with their Reporting and Reviewing Officers. Performance diary to be maintained online to keep a record of key information related to performance. Concerned executive and Reporting officer can make entries as and when required. The Reviewing officer can view the performance diary of concerned Executive.

Structure of the EPMS

Key Performance Areas (KPAs) KPAs are weighted and quantifiable with evaluation criteria. KPAs can be further classified into: Routine KPA- jobs of routine nature but critical Non- routine KPA/Special Projects

i. ii.

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Special projects are to be taken up at the initiative of the executive concerned. As one goes up the hierarchy the percentage of Non-routine KPAs will increase.

Performance Diary and Review

Performance diary is maintained online to record individual executives performance highlights/constraints which would be accessed by both the Reporting and Reviewing Officer. Each executives entry is intimated to his/her Reporting Officer and every Reporting Officers remarks/ entries are intimated to the executive concerned. The diary eases the effort of tracking key performance events/activities and would be used as a support document during performance discussions. Record only significant events and accomplishments and constraints faced.

Constraints and problems that could not be solved are included for later view and assessment. Issues that have been solved are noted to bring it to notice of Reporting and Reviewing Officer.

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Weight age of various components

Performance Review discussion Mid Year review: The Reporting Officer is expected to have a formal feedback/ counseling session (online or offline) with the executives reporting to him. In the middle of October an executive is expected to make a self-review of the performance plans by indicating the status of the activities undertaken & accomplishments or highlights of performance. The reporting officer makes online comments on the same after discussion with the executive. The Reviewing officer can be also add his comments on line on the executive

These can be viewed by t he executive, the Reporting Officer and the reviewing officer and the Head of the Department

Annual Performance Review and Assessment Final performance review is done by recording the comments of both the executive concerned and his Reporting Officer on the fulfilment of KPAs. Multi-stage assessment of Performance (self, Reporting and Reviewing). The appraise does self-assessment on achievements and shortcoming of KPAs as per tasks set at start of the year. Marks are recorded on the achievement of KPA only i.e. performance.

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Reporting and reviewing officer to independently assess the appraise on performance factors as well as potential, values and competency and record the marks. Marks given by the Reporting and Reviewing Officer would be visible to them after all of them complete their assessment online. Final assessment and grading is done by the Performance Review Committee (PRC). The executives are appraised separately based on Performance and competency factors including values and potential and are given two separate ratings.

Competencies

These is measured according to six factors: Commercial acumen Technical/ functional competencies. Interpersonal skills and team work Proactive problem solving and initiative Communication skills

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Positive attitudes.

These competencies are considered to be important for performing well in any organisation.

Reporting officer keeps noting any behavior relating to these or any other competencies the individual exhibits in the year.

ON LINE EPMS

All executives to record their KPAs in the online PMS system within the stipulated time period after which the system will not be available for entering KPAs till the next review period. For this, each executive would be assigned an EPMS ID along with his Reporting and Reviewing Officers. Performance diary to be maintained online for keeping record of key information related to performance. Individual concerned and his Reporting officer can make entries as and when required. Reviewing Officer can view the executive concerneds Performance Diary. Performance Reviews to be held and recorded online twice a year and assessment to be done once a year. Multistage Assessment by Self, Reporting and Reviewing Officer independently and recording of marks on KPAs in online system
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Final grading on performance would be communicated to the individual concerned after finalization of grading for the year through the system

SUGGESTION:

The appraisal system of SAIL is very good indicating that there is good degree of improvement desirable to the organization. The following are some of the points that have been born in my mind while attempting to study the Executives Performance Appraisal System of SAIL. The whole system should be more effective than at present to make everyone satisfied. Job rotation should be done on the basis of Performance Review Planning. The appraisal system should be more focused to achieve all its required objectives.

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The existing appraisal format should provide adequate opportunities to reflect an individuals goals and aspirations of growth in the organization. The present system of distribution of ratings is not justified. The existing appraisal system should be adequate enough to assess the performance and potential of individuals.

Conclusion

Last but not the least, the conclusion drawn is one of the most important features of project report. SAIL a large industry having 4 integrated steel plants,2 special steel plants,3 subsidiaries & 10 related units operating all over India. It is one of the important industries of India. It has a huge team working together to achieve required objectives. SAIL-Rourkela Steel

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AWDI Plant, where I had my training has a dynamic, huge and strong team. The total manpower of RSP is around 19982.Out of total executives in RSP are 2273 and rest 17709 are non-executives. Personnel policies in SAIL are very comprehensive. Each small topic is very vast in itself. It was not an easy task to cover whole of the personnel policies I have been allotted the topic Critical Analysis of Executives Performance Managment System That is very important topic in every organization. This was the most interesting topic . Under this we have learned the ultimate management practice would be to know what needs to be done and to have perfectly accurate measures but operate at various levels of ignorance .Each involving different types of risks and costs.

BIBLIOGRAPHY
AGM(Electric)CPP-I SAIL News sahayog.
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P.K MAHAPATRA

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Various News papers and Magazine. The Performance Appraisal source book.

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