SUMMER TRAINING REPORT

AT

TIMES OF INDIA
On

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

Preface

Acknowledgement

Declaration

Introduction of the Organisation

Performance Appraisal

Objective of Performance Appraisal

Steps of Performance Appraisal

Process of Performance Appraisal

Challenges of Performance Appraisal

10

Analysis of Questionnaire

11

Conclusion

12

Bibliography

Page No.

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
Laxmans common man cartoon starts.

1952
Filmfare- first film magazine in English launched

1959
Femina- first womens 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-toend recruitment solutions. Ads2Book.com The Worlds 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 Elites No. 1 newspaper - A CNielsen Report
Whats 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 Readers 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 employees 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
By

focusing

of
the

the
attention

overall
on

organizational

performance,

goals.

performance

appraisal goes to the heart of personnel management and

reflects the managements 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
DECISION

employees

to

perform

better.
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

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
Top

of
management

competence
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 evaluators 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.

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 appraisees strengths 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
High Flier/Outstanding
(5)

Definition
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?

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------

What were your main accomplishments during the

Appraisal year?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Do you consider yourself fit for a higher position in the

company? If yes, describe the kind of work you are
equipped to do.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

What kind of training will equip you to perform better?

Specify courses and development need areas.
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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?

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

Overall Appraisal of Performance:

(Kindly rate your overall performance)

Scores (S) to be used for rating actual performance

High Flier/ Regularly

Outstandi Exceeds
ng

Meets
Requireme
nts

Occasiona Fails to
lly Meets
meet

APPRAISEE

APPRAISER

Name:

Name:

Signature:

Signature:

Date:

Date:

TARGET WORKSHEET

Name:

Employee
Number:

Department:

Designation:

Date of Joining:

Age:

Please identify
your Work Goals

Please identify
the Key
Performance
Areas (KPAs)

Please indicate
the target dates
by which KPAS
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

Compa

Pay

HR

Branch

Employ

ny

Roll ID
No

Empl.
No

ee
Name

*Cont.
Departm
ent

Present Recommen
Year of
Performa
Designat
ded
last
nce
ion
Redesigna
Rating
Redesigna
tion
tion

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

(Sub Code-2002) Managing

Self includes the following

People includes the

module for the rank of

following module for the

Executives to Asst.

rank of Dy. Manager to Chief

Manager:

Manager:

Goal Setting & Career

Planning

Principle Centered
Leadership

Lateral Thinking

Listening Skills

Communication Skills

Performance

Presentation Skills

Management Skills

Time Management

Coaching & Mentoring

Assertiveness

Team Building &

 Transactional Analysis

Conflict Management

Counselling Skills

Interviewing Skills

Seven Habits of Highly

Counselling Skills

Effective People
Art of Living & Stress
Management
(Sub Code-2003) Managing

Abnormal & Normal

Psychology
Emotional Intelligence

Business & Strategy

includes the following
module for the rank above
Chief Manager:
Business Policy
Planning
Strategic Management
Marketing
Management
Operations Research
Finance for NonFinance
HR for Non-HR
TQM & BPR

TRAINING CODES CHART

Training

Type of

Sub-Code

Training Need

Code

Training

1001

Information

Title
1001

MS Office/Windows

1002

Internet Tools

1003

Oracle

1004

QurakXpress

1005

Adobe/Corel Draw

1006

Design and Layout

Technology

Techniques
1007

Design and
Graphics

1008

Operations System

1009

Ingres/Informix/Sys
base

2001

MGR

1010

Java/Perl/Cgi

1111

Others

2001

Managing Self

2002

Managing People

2003

Managing Business

Effectiveness
Programme

& Strategy

3001

Function
Specific

2004

Others

3001

Selling Skills &

Marketing

Programme

Concepts
3002

Industrial Relations
& Labour laws

3003

Materials
Management &
Purchase
Management

3004

Financial
Accounting/Balanc
e 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

4001

Training by

3112

Others

4001

International

Experts

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 HR EMPL.

No.

Branch

NO

*Cont.
Employ

Departme

Prese

Recommend Year of

Performan

ee

nt

nt

ed

Last

ce Rating

Desig

Redesignati

Redesig

natio

on

nation

Name

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.

Performance
Standard

This
is
a
specific
goal
corresponding to the Measure of
a KRA and should preferably be
realistic, achievable and time-

3.

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-/
Underachievement (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 latters 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
Appraiser

Assessed Level

of This will include specific observations/

remarks relevant to the Assessment of
the Appraisee, or any other Job-related
aspect.

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.

Definition of Level
Assessed

Description of

Typical %

Level

Level

Achievement

KRA Performance

Overall Performance

of Results
Performance exceeds
Expectation, consistently
DE

Demonstrates

Greater than

Achieving challenging and

Overall performance exceeds all

Excellence

120%

Stretch goals and meets

Job expectations and is visible

Industry/ organizational

Across the organization.

Standards of excellence.

EE

Exceeds

Between

Performance exceeds

Expectations

100% to 120% Expectations in all respects.

Overall Performance exceeds all

Job expectations and is visible
Across the Department/
Function/ Location.

ME

Meets

Between

Performance meets

Overall Performance

Expectations

85% to 100%

Expectations.

Demonstrated meets all job

Expectations.

NI

SME

Needs

Less than

Performance only partially

Overall Performance only

Improvement

85%

Meets expectations and

Partially meets job expectations

Needs improvement.

And improvement is needed.

Short of

Poor or

Performance demonstrated

Overall performance

Minimum

Insignificant

Falls short of minimum

Demonstrated falls short of

Expectations

Results

Expectations.

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:

Asses
sed
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)
Level

Identifying Key Behavior Areas and their Desired

The Appraisee should fill in the following information in

consultation with the Appraiser and HR Managers.

Sl.

Term

Description

No.
1

Key
Area

Behavior These are the behaviors that are

required by an individual
To perform his/her job effectively.

Desired Level of This is the proficiency with which

Behavior
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.

2.
3.

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

Term

Description

No.

Assessed
Proficiency

This describes the Proficiency with

which the Key Behavior

Level

is demonstrated by the appraisee as

per the Proficiency Level Table
given below.

Specific
Development
And
Needs

These are any specific Development

and
Training
Needs
for
the
Appraisee, to be addressed during the
Training
next one year.

Proficiency Level Table

Proficiency
Level

More
desired

Description

than Demonstrated Desired Level of Key

Behavior with Expected Consistency for
Current
Job
and
Additionally
(M)
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
desired

than Does Not Demonstrate Desired Level of

Behavior with Expected Consistency for
Current Job.
(L)

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

Q.1
What type of
Organization?

Performance

Appraisal

system

exists in your

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

determining training needs?

appraisal

system influential

in

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

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

EPRF (Employee Performance

Appraisal Review Form)

23

DOPA (Development Oriented

Performance Appraisal)

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

Very Important

16

Not Important

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?

Sufficient

15

Insufficient

Needs Improvement

Total

25

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.

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

Yes
No
Total

18
7
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

No

19

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

Not Considered
Considered but not adequately
Adequately considered while making decisions
Total

3
11
11
25

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

Strongly influential
Somewhat influential
Not influential
Leads to stress
Total

9
12
3
1
25

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

Yes
No
Total

18
7
25

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

Fair & justified

15

Motivating
Comforting & Supportive
Biased
Stressful
Total

5
5
0
0
25

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

Yes
No
Total

19
6
25

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

Yes
No
Total

20
5
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

Moderately Clear

15
9

Not at all clear

Total

1
25

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

times group?

Yes
No
Total

22
3
25

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
Total

6
4
9
5
1
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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