A SUMMER INTERNSHIP PROJECT ON PERFORMANCE MANAGEMENT SYSTEM AT JKPM

CREATING LASTING IMPRESSION Submitted to: NIST BSCHOOL, BERHAMPUR (ORISSA) In partial fulfillment of the requirements for the award of degree of POST GRADUATE DIPLOMA IN MANAGEMENT

Under the guidance of: Mr. Pratap Sahu HR Manager, Dept. of HRD

Submitted by: MISS. Swagatika Sahu Roll No. 200860653 PGDM N I S T B School Palur Hills,Berhampur Orissa

DECLARATION
I do here by declare that the summer internship report entitled PERFORMANCE MANAGEMENT SYSTEM AT JKPM is an original piece of work and has neither been submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes nor published anywhere.

Miss Swagatika Sahu

PREFACE
The project titled Performance Management System at JKPM gives the complete study of need of performance management at JKPM and its competitive advantage. Again it helps to understand the major challenges that it faces from its rivals. It gives a comparative picture of JKPM and its focus on the innovative strategy to enjoy the competitive advantage in the HR activities. Again it provides scope to the management of JKPM to find out effective competent.

I am sincerely thankful to my project guide Mr. Pratap Sahu for bringing out this project in short period of time.

Miss. Swagatika Sahu Mr. Senior lecture (HRM), Department of PGDM N I S T B-School Palur Hills, Berhampur Orissa - 760008 This is to certify that the project report entitled Performance Management System At JK Paper Mills; Rayagada has been done by Miss Swagatika Sahu . She worked under my supervision and guidance. She is very hard working and sincere. I wish him all success in his future endeavor. Project Guide Mr. Senior lecture (HRM),

ACKNOWLEDGEMENT

I have the privilege to express my sincere profound and deep sense of Pratap Sahu, Officer (HRD) of JKPM, RAYAGADA for their guidance and valuable suggestion.

I express my deep regards to my teachers of my department for their guidance and suggestion. This helps a lot for accomplishment of my summer internship report.

Henceforward I must acknowledge my sincere thanks to my friends and my well wishers for their friendly cooperation and help.

Miss Swagatika Sahu

CONTENTS

CHAPTER 1

TITLE INTRODUCTION I. General overview II. Objectives of the study

PAGE NO.

III. Company Profile, history, strategy and other operational details

3. Performance Management System

3.1 Introduction 3.2 PMS process 3.3 PMS diagram 3.4 Steps involved in PMS 3.5 JKO Competency Model 3.6 Competency Model Align WITH PMS

4. Analysis & Interpretation

4.1 SWOT Analysis 4.2 Findings 4.3 Suggestions 4.4 Conclusion

5.

Bibliography

CHAPTER 1 - INTRODUCTION
A management system is the framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives. For instance, performance management system enables organizations to improve their employees performance through a process of continuous improvement. An oversimplification is "Plan, Do, Check, Act." A more complete system would include accountability (an assignment of personal responsibility) and a schedule for activities to be completed, as well as auditing tools to implement corrective actions in addition to scheduled activities, creating an upward spiral of continuous improvement.

In the field of management sciences, 1980s can be called as a decade of computers and HRD. 1990s are likely to continue to be a decade of new technologies in every field including human resources. It is well recognized everywhere that human competency development is an essential prerequisite for any growth or development effort in this period of Liberalization and Globalization. The economic reforms announced by the Government changed the direction of the country from socialistic pattern to market economy. The trends of market economy resulted in intense and vibrant competition, entry of new multinationals and consolidation of existing multinationals, increasing the stake of multinationals in their Indian partnerships, intensification of competition due to import liberalization. Liberalization posed challenges to each functional area of every organization. Human Resources department too is not an exception. In order to withstand these challenges many organizations are restructuring their policies and are formulating new strategies to convert these challenges into opportunities. Human Resources Development (HRD) is playing a key role in assisting the organizations to tackle with the situation. HRD aims at optimization of human resources. Optimization depends upon the growth of the individuals in the organization and the opportunities that the organization provides for the fuller expression and use of the potentials of the employees.

1.2 OBJECTIVE OF THE STUDY:

To know the functions of Performance Management System. To study the practicality of the Performance Appraisal process. To enrich my knowledge on Performance Management System. To know how the output of PMS is linked to Compensation of executives. To know how PMS helps individuals to align their objective with business objective. To know how PMS helps individuals to give their best performance by focusing on major value adding results. To enhance business performance To help individuals improve their performance, which will improve their job performance and business performance?

To fulfill the requirement of a project study in P.G.D.M. course curriculum.

JK Organization An Overview
JK Organization was founded over 100 years ago and ranks, among the largest private sector groups in India in terms of assets and sales. JK owes its name, to the two great visionaries- Late Lala Juggilal Singhania and his son Late Lala Kamlapat Singhania as they conceived an industrial entity. A dynamic personality with a broad vision, inspired by the cause of the Swadeshi movement of Mahatma Gandhi, and driven by the zeal to set up an Indian enterprise, Lala Kamlapat Singhania founded J.K. Organization in the 19th century with its headquarters at Kanpur (U.P.) ushering in a new industrial era in India. Equipped with tenacity of purpose, perseverance, and foresightedness, he achieved success in his mission and in a short span of time, between 1921 and 1937, a series of Industries with diversified interests were set up by him Kamla Ice Factory, JK Jute Mills Co. Ltd, JK Cotton Manufacturers, JK Iron and Steel Co. Ltd. He died at an early age of 53 on 31st May 1937 and left the legacy of his spirit of patriotism, swadeshism and the aptitude for planning and social service to his three illustrious sons- Sir Padampatiji, Lala Kailashpatiji and Lala Lakshmipatiji . JK ORGANIZATION is an association of industrial and commercial companies, employing nearly 50,000 persons engaged in the manufacture of a variety of products and in diverse field of commerce. JK Organization comprising more than 50 in number, the groups companies are mostly public limited, where it has controlling interest ranging from 35% to 80% and the number of public shareholders aggregate over 7, 00,000. JK ORGANISATION is headed by Shri Hari Shankar Singhania, an eminent Industrialist who enjoys reputation of a high order in the country, as well as abroad. He was the President of the International Chamber of Commerce, Paris for 1993 & 1994. Apart from heading apex bodies of Commerce and Industry, he is holding top positions in the premier Professional Bodies in India and abroad. In honor of his contribution to the society, Government of India has bestowed the prestigious National PADMA BHUSHAN award to Shri Hari Shankar Singhania on 26-012003. He has been honored with the nations third highest civilian award for distinguished service of high order in trade and industry. JK ORGANIZATION has achieved a number of important technological break-through and has an impressive record of FIRSTS in India, prominent among them being: 1994- First in India to produce Aluminum Virgin Metal from Indian Bauxite.(The company was nationalized in 1973) 1949- First in India to manufacture Steel Engineering Files.

1962- First Indian Paper Mill to receive ISO-9001 certification. 1969- First in India to set up continuous Rayon plant. 1977- First in India to produce Steel Belted Radical Tyres for passenger cars, trucks and buses. 1980- First in the world to make Steel Radical Tyres for 3 wheelers. 1984- First to produce White Cement in India using dry process technology. 1989- First in India to produce magnetic tapes with cobalt technology. 1994- First Tyre industry in world to receive ISO-9001 Certification for entire operation.

This emblem signifies the strong belief of the organization in the capability of its employees. This symbol was chosen by Late Lala Lakshmipat Singhania, third son of Late Lala Kamlapat Singhania, the founder of JK Organization. The circle denotes industry. 24 teeth in the circle symbolize round the clock activity. The hand and hammer signify labour and tool. The hard grip of the hand stands for the strength and workmanship.

Core values of JK organization

1. Caring for people 2. Integrity including intellectual honesty, openness, fairness and trust 3. Commitment to excellence.

What JK organization stands for

1. Dynamic and successful Business Organization 2. A Socially valued enterprises

3. Business Integrity

J.K. (East Zone) group companies

JK paper limited
JK Paper Limited was formed in 2001 by amalgamating JK Paper Mills at Rayagada and Central Pulp Mills at Songarh, Gujarat, to become Indias 2nd largest producer of quality paper

with a turn over exceeding Rs. 650 crores. It is a leader in writing, printing as well as coated varieties of paper.

JK Corp Limited (Lakshmi Cement)

Lakshmi Cement manufactures high quality Portland cement at its plant at Jaykaypuram (Sirohi), Rajasthan with a capacity of 20 lakh tones per annum, using raw materials from captive limestone quarries. It has technical assistance arrangements with Blue Circle Industries Plc., UK. The company has been awarded ISO-14001:1996 and OHSAS-18001:1999 by KPMG Quality Registrars. The company has embarked on an ambitious project to improve on its efficiency parameters, including capacity enhancement from 24 lac MT to about 30 lakh MT, reduction in power and fuel consumption.

JK Industries Limited
JK Industries Limited is another flagship company of JK group. In the last 10 years the turn over of the company has increased four-folds. JK Industries Ltd. comprises the following Divisions:

JK Tyre
In 1977 JK Industries set up a modern Automotive Tyres & Tubes Plant at Jaykaygram near Udaipur in Rajasthan in technical collaboration with General Tire Co., USA and another plant in 1991 at Banmore in Madhya Pradesh. The two Plants together have a manufacturing capacity of nearly 30 lakh tyres per annum. In 2003 JK Tyre and Vikrant Tyre were merged to create a titan in the Indian Tyre industry with a turnover of over Rs. 2000 crores and the 16th largest tyre manufacture in the world. JK Tyre continues to be a leading player in the passenger car radial tyre segment.

JK Agri Genetics Limited

J.K. Agri-Genetics Manufactures hybrid and high yielding seeds at Hyderabad. It has tie up with the leading companies of the world to produce genetically superior seeds for the growth of Indian agriculture. In order to meet out the challenges posed by increasing domestic and international competition, the company has stepped up investments in all the areas of seed research. It has a robust pipeline of products in several crops viz. cotton, jowar, maize, rice, tomato and bhendi.

JK Sugar Limited
A 3500 TPD Cane Crushing Capacity Sugar Mill at Meerganj, Uttar Pradesh, was commissioned in 1996. The plant has adopted the most modern design and has installed a baggage based cogeneration plant of 9 MW, of which 4MW is fed into the upseb Grid. Plans are being formulated for expansion of the Mill. The company is also implementing an extensive cane development programme to increase the supply of cane and also its sugar content in the coming years. Continued emphasis is on co-generation of power.

Fenner (India) Limited

Fenner India Limited started its operation in 1929. The company is engaged in a host of quality of products ranging from Power Transmission and Engineering products, Automotive Products, Conveyor Belting, and Industrial Electronics to Material Handling Systems. With modern units located at Madurai, Hyderabad and Chennai, the company is on the threshold of major growth. Fenners acquisition of spinning units in Karur and Salem marks its diversification into the field of Cotton Textiles and installed few wind Mills.

JK Dairy & Foods Limited

JK Dairy & Foods Ltd is located in the middle of the milk rich area of Gajraula, about 110 Kms East of Delhi, the plant has latest equipment from leading suppliers all over the world. Keeping in view the necessity to have high standards of hygiene, the civil work is also of high quality. The dedicated team of professionals and experts has helped make JKDF one of the first dairy processing companies in India to get coveted ISO 9002 accreditation and the products synonymous with quality. Its products include dairy powder, dairy creamer, butter (ghee), and skimmed milk powder.

Profile of JK Paper Ltd.

1. Introduction JK Paper is an independent company of the JK Organization, a leading Indian company with diversified business interest. JK Paper was among the first in India to set up integrated manufacturing facilities of international standards and recorded a turnover of Rs 6,255 million in 2001-2002. The Companys world class pulp mill is the largest in the country and occupies a place of pride in the Indian Pulp & Paper Industry. The companys commitment to continuously raise quality benchmarks resulted in JK Paper Mills becoming the first integrated pulp and paper plant in India to receive the ISO 9001 certification & is now aiming at attaining the TPM Award. Currently, the group ranks amongst Indias top Industrial Houses with assets in excess of Rs 50 billion. The Group has diverse business operations in India and abroad, automotive tyres and tubes, cement, sugar, audio magnetic tapes, dairy and other agri-products. It employs nearly 17,000 people and has over 2,90,000 public shareholders across its major public limited companies. JKP has one of the strongest distribution networks in the paper industry and has a national reach through its 4 regional offices, 13 warehouses, 95 wholesalers and over 1,600 dealers. The company exports paper to several countries including, Sri Lanka, Bangladesh and several West Asian nations. Branded copier paper accounts for nearly 50% of the exports.

2. History of JK Paper Ltd.

JK Paper Mill as a division of JK Corp Ltd. was commissioned on 18th October 1962 with one Paper machine having installed capacity of 18,000 tones of writing and printing papers. JK Corp Ltd. (formerly Straw Products Ltd.) belongs to the Eastern Zone and is one of the member companies of JK Organization. JK Corp Ltd. along with JK Raymonds, Bombay is

regarded as the Flagship Company of JK Organization. It is a multi-product and multi-unit company. Incorporated in the year 1938, JK Corp Limited, started its operation with a board mill at Bhopal for manufacture of straw board. Since then the activities of the company have been diversified from time to time. In the year 1962, JK Corp Ltd. set up this integrated Pulp and Paper Mill in the backward district of Rayagada in Orissa. In 1982, the activities of JK Corp Ltd. were further diversified when it set up a most modern cement plant by the name Lakshmi Cement. In 2001 JK Paper Ltd. was formed by amalgamating the JK Paper Mills at Rayagada and the Central Pulp Mills at Songadh, Gujarat, to become Indias 2nd largest producer of quality paper with a turnover exceeding Rs. 650 crores. It is the first Indian Paper Mill to receive the Sword of Honour from British Safety Council and ISO 9001 Certification by DNV Norwegian agency. The company is conscious of the need to constantly update technology of existing plants and machineries and in this direction there are regular schemes of modernization and renovation from time to time. The companys strategy continues to be to offer more and more value added products, continuously modernize and upgrade its plants for achieving better efficiencies, improved quality of products and internationally recognized environmental standards. Towards this end, the company is implementing an Offline Coated Paper Project with a capacity of 46,000 TPA at JKPM Unit. This plant will utilize Contemporary blade coating technology and coupled with the companys high quality base paper will be able to offer the product in the upper segment of the market. The company would thus become the second largest coated paper producer in India. The company is also commissioning a modern Recovery Boiler at its CPM Unit, which would result in higher chemical recovery and increased pulp production. These projects along with other modernization programs would cost around Rs. 100 crores and would result in reduced cost and higher production. The projects are scheduled for commissioning during the financial year 2004-05.

J.K.Paper Mill was expanded in phases and at present has 5 paper machines with an
installed capacity of 1,00,000 TPA with plans to expand the capacity further to 1.6 lakhs TPA during the next five years. Besides the new paper machine, imported cutter for automatic cutting and packaging of paper was commissioned during the year 1994-1995. The Mill manufactures quality writing, printing and business communication papers and paper boards using primarily hardwood and bamboo procured locally found in and around Orissa. The mill undertook a massive modernization Program during 1997-98 with an investment of Rs.300 crores. J.K.Paper Mills have continuously upgraded the technology by modernizing and renovating the plant, machinery and equipment to face the present day challenges of Eco-friendly manufacture.

Post-takeover Developments
Capacity of paper machine was increased from 40,000 tons per annum to 47,000 tons per annum with augmentation of utilities like Boiler, new 66KV Substation, new canal water pump house etc. General overhauling of all equipments from Chipper House to finishing house and major overhauling of Paper Machine - I, Turbo Generator Sets, CFB-1 and Chipper House was done. Chips handling system, CFB-II, Chemical Recovery Boiler, Paper Machine- II, and Evaporator etc. were modified and upgraded. New units installed included 66KV Substation, 50 TPH FBC CF boilers with ESP, coal handling plant, sheet cutter and effluent treatment plant. Paper Machine - I commenced production in November 1992 with imported waste paper for Sack Craft, which had to be discontinued due to poor demand. After repairing all equipments of Pulp Mills and overhauling and up gradation of Chemical Recovery Boiler and Evaporator plant, Paper Machine I was restarted on November 7, 1993 to produce writing/Printing paper with 100% own bleached pulp. Paper machine II, which was earlier on ground floor, was completely dismantled and after carrying out required modifications it was reelected on first floor at 4.572-meter level. With augmented capacity, Paper Machine II was commissioned on July 15, 1994. A modification for increasing the speed of the paper machine II was taken up in January 2001. Rotary Siphon was added and gearbox was taken for modification. The production capacity was enhanced from 45000 TPA 47000 TPA.

3. Plant Location
The company has two manufacturing facilities: J.K.Paper Mills Jaykaypur-765 017 Rayagada- Orissa Jaykaypur is located on the slopes of Eastern Ghat Plateau in the southern part of Orissa bordering the state of Andhra Pradesh. Its geographical position is 83-25 east longitude and 19 10 north latitude. Its average height above the mean sea level is 758 feet. It has an average rainfall of 54 inches (1370 mm) and the average air temperature varies from 8 degree Celsius to 44 degree Celsius. The main source of water supply is from river Nagawali, a perennial river. The total land area is 635 acres, out of which the factory occupies 393.98 acres and the colony occupies 242 acres. There is a Singapore road railway station (SPRD) on the raipur-waltair section of south eastern railway station and is at a distance of 2 Km from the mills and all passenger and express trains halt here.

4. Product Mix and their Segment of Uses

PRODUCTS

SUBSTANCE RANGE

USES Diary; Balance sheet; Brochure; printing; In-house journals; Materials; Blade Wrappers; Base for Coating; Calendar printing; head printing. Book POP Paper Letter

SS MAPLITHO-SHB 60-150

SS MAPLITHO-CG

70-80

For jobbers copier

SS MAPLITHO-HB

70-150

Diary; Balance Sheet; Brochure; Book printing; In-house journals; Insert and leaflets; Computer stationary; Base Paper for coating; Calendar printing; Letter head printing and envelops.

JK EASY COPIER 70-75 Ideal copier for economy grade

JK COPIER

75

High speed precision photocopying. Compatible product for inkjet and Laser printers. Ideal product for Desk Top Printing.

JK COPIER PLUS

75

Reports, Downloading of pictures inkjet and laser printing, Presentations, Resumes and other reports

JK BOND

58

For letter head; Computer stationery; Project reports; Thesis paper; High value documentation; Envelops; High value diary; Presentation copies

JK EXCEL BOND 70-80

For letter head; Computer stationery; Project reports; Thesis paper ;High value documentation; Envelops; High value diary; Presentation copies Diary; Letter head: Calendar: High quality, High value printing Mainly for account books and ledgers, normal and cloth bound envelops; Postal envelops of Govt. of India Paper with BIS and IBA Certification, Paper meets the required guideline of RBI for MICR cheque paper

JK EVERVITE

60-90

LEDGER

70-90

MICR PAPER

CHEQUE

95

PARCHMENT

70-110

For permanent documents like mark sheets; Share Certificates; Financial and legal instruments; Envelops; Magazine inserts

Some of its Brands

5. Production Capacities

FEATURES Installed capacity (paper)

JK PAPER MILLS 90,000 Tons per annum

Actual production achieved in the year 2002-2003 1,06,521 Tons

Pulp production Capacity Market pulp production Capacity (ADMT) Actual Production:2002-03 (ADMT)

1 Lakh tons per annum

15,290 tons per annum 13,617 tons per annum

6. Achievements
The various achievements of J.K. Paper Mills: Only integrated mill in India to achieve less than 100 meter cube of water consumption per ton of paper. Highest chemical recovery (more than 95%). Excellent fiber recovery system (more than 95%) Absorbable Organic Halide (AOX) level 0.5 to 1 kg per ton of paper, so far the best in the country and comparable with international levels. Highly efficient Electro Static Precipitators (ESP) in all the boilers. Pioneer in Social and Farm Forestry. Supplied in excess of 90 million saplings and covered over 27,000 hectares under plantation.

7. JK Paper Limited Vision

To set benchmarks in the Indian Paper Industry in Quality of Products, Services, People, Profitability, Growth, Innovation and Environmental Management to contribute to the Development of the nation .

8. JK Paper Limited Mission

To grow the paper business to 5 lakh tonnes by 2006 and establish leadership through the JK Brand Equity and customer focus, continuously enhancing shareholder value.

9. JKP - Strategic Objectives

Sustained growth-optimizing production potential in least possible time. Leadership in niche market and customer oriented marketing.

Internationalization of business. Cost competitiveness with international bench marking

Research and Development Facilities

The Group constantly strives to achieve excellence in its products and process, and is conscious of the imperative need to maintain the competitive edge in business. This results in establishing The Pulp and Paper Research Institute in 1971 and is manned by highly qualified and experienced scientists and technologists. The institute is well equipped with modern and sophisticated machines to carry out research in the field of cellulose chemistry, Paper technology forestry and other related areas located at Jaykaypur, Rayagada (Orissa).

Corporate Social Responsibility

JK Paper is making major contribution in the diverse areas of health, medical and family welfare activities which are not just limited to the employees and their families but also extend to the various establishments and the metro cities of the country. A few such activities are given below:
1.

In the field of Education

JK Paper is dedicated and devoted to the cause of human development. It has developed a number of schools and institution for education. - Lakshmipat Singhania School, Jaykaypur, Rayagada, Orissa with a strength of 2200 students. - Lakshmipat Singhania Public School, Jaykaypur with strength of 400 students. - Rayagada College, Rayagada. - Womens College, Rayagada. - Sri Aurbindo Educational Centre at Rayagada. - Thakar Bapa Ashrama, Rayagada. - Saraswati Vidya Mandir at Madhaparwadi & Vajeparwadi Dist. Rajkot in earthquake affected areas of Kutch & Saurashtra regions of Gujarat.

2. In the field of Health

JK Paper Mills have sincerely taken up projects to provide health care facilities at the doorstep of the people.

1) It helps other organizations like Lions Club, Rotary Club, and Satyasi Seva Samriti and Varanasi Kalyan Ashrama etc. to organize free Eye, Ear or other such camps for the benefit of the people. 2) The mills assist in organizing immunization and other such camp in this area and render necessary help in the implementation of National programs like Pulse Polio Program, HIV, and AIDS Awareness Program, Blindness/ Leprosy eradication program etc. 3) The mill donated one E.C.G. machine to Rayagada Govt. hospital for benefit of the patients. 4) JK Paper also had the project on promoting Reproductive Health- An Extension Program in industrial colonies of JKPM 5) CPM co-sponsored medical camp organized by Akhil Gujarat Gamit Seva Mandal at Songadh on Feb 24 2002.

3. Assistance during Natural Calamities

From the very beginning, the mill authorities have stood by the people in their time of need and during natural calamities like fire, flood and drought. 1) During the unprecedented drought witnessed in the year 1975, in Kalahandi and undivided Korapur districts, the company had run 23 free Kitchens ranging from 3 to 6 months, spending about Rs 3 lakhs. 2) During Flash Flood in Vamsadhara at Gunupur during 1982, the company had not only met the immediate requirement of the Government and the Public for rescuing and rehabilitating flood victims but also had constructed 101 houses in the two villages namely Bichikote and Kadanguda spending about Rs 5.5 lakhs. 3) During November 1993, an amount of Rs 65,900 was sent for Earthquake victims of Maharashtra. 4) During September 1994 the Company had donated an amount of Rs 50,000 for the flood victims of Coastal districts in Orissa. 5) During January 1996 an amount of Rs 2 lakhs was donated to Chief Minister Relief Fund, Orissa. 6) In May 2002, 56 fire victim families of village Savaraguda in Gudari and 48 Families in village Boriguda (Cyclone Victims) were given immediate assistance by the mills.

4. Social Forestry
The member unit of JK Organization has been planting trees and saplings for increasing the Green Cover. JK Paper Mills alone plants more than 1.5 lakh trees per year. Seedlings are distributed every year by JK Paper Mills to the farmers who are willing to green their land with trees. The company has helped farmers with plantation in about 50,000 acres of degraded waste lands in Orissa and Andhra Pradesh. This plantation program has seen the development of fast

growing, high yielding Eucalyptus clones involving an area of 17431 hectares, benefiting 13666 farmers and generating 90,00,000 mandays of employment for tribal. Similarly CPM also continued to contribute towards the socio-economic development of the rural population in the backward districts of Gujarat by providing free seedlings to the local farmers and imparting direct and indirect employment opportunities to the local community. Until now social forestry scheme of CPM has benefited 14381 farmers in 196 villages of five districts of Gujarat and Maharashtra With 87 lakhs plants in 2620 hectares. Besides, it also gives job opportunity of 1500 mandays to raise one lakh seedlings and 450 mandays to plant 1 hectare. CPM has introduced high yielding JK super clones under Social Forestry Program.

5. Others
The mills provided approach roads for the villagers. JK Paper contributed a sum of Rs 57,000 in the year 1997 to the Lions Club of Rayagada for the construction of Multipurpose Community Hall at Rayagada. For the construction of Lord Sri Jagannath Temple at Rayagada, the mills have contributed Rs 7.5 lakhs for the Completion of the construction work of the temple.

Awards and Recognition

The company has been consistently striving for the highest standard of productivity, quality, energy conservation, pollution control and environmental protection and safety. Assiduous efforts in these directions have yielded better results and these efforts of the company have recognition in the form of following Awards from various National and International Organizations: ISO 9000 Quality System First Paper Industry in the country to be awarded ISO-9001 Quality System Certification from D.N.V. Certification BV Netherlands. ISO 14000 Quality System First Paper Industry in the country to be Certified ISO-14001 EMS Certification from D.N.V. Certification BV Netherlands.

Safety
1. Winner Trophy from Govt. of India for 10 consequent years of longest accident-free period and Lowest Frequency Rate. 2. Safety Performance citation at Gold Grade by British Safety Council (1990) 3. Sword of Honour (1992) by British Safety Council for one of the safest companies of the world. 4. Award of Merit (1995) by National Safety Council, USA 5. Award of Honour (1996) by National Safety Council, USA

6. Certificate of Appreciation for commendable efforts made in the field of Safety Management in the year 1997-98 by Confederation of Indian Industries (CII-ER) 7. Award of Honour (1997) by National Safety Council, USA

Environment
1. 2. 3. 4. Certificate of Merit (1989) by National Productivity Council. Certificate of Appreciation (1997) by Central Pollution Control Board. First to receive ISO-14001 Environment Management Certification in 1998 Greenest Paper Mill Award of CSE in 1999.

Energy Conservation
1. Energy conservation award (for excellent performance) from Indian Paper Makers Association (IPMA) and National Productivity Council (NPC) in 1998-89, 1991-92, 1992-93, and 1993-94. 2. Trophy (second position) Awarded by Ministry of Power, Government of India in 1996.

Productivity Awards
1. Award for Best Productivity and Capacity Utilization for many years. 2. Paper Mill of the year Award (1993-94) by IPMA. 3. Productivity Award for significant level of Productivity in 1996-97 by Confederation of Indian Industries 4. Best Capacity Utilization Award froqm (IPMA) in 2002

People Policies
1. Joining Formalities A. Formalities to be completed by the Employees: Joining Report to be submitted to Head of Department. Forms to be filled : PROVIDENT FUND CPF (Compulsory Provident Fund) 1. Nomination and Declaration Form 2. Form 13-A (for transfer of provident fund accumulations) Wherever required. OPF (Optional Provident Fund) 1. Application and Nomination Form 2. Form 13-A (for transfer of provident fund accumulations) Wherever required. GRATUITY Nomination and Declaration under the Payment of Gratuity Act. SUPERANNUATION(if applicable) 1. Application for admission as a member of the scheme.

2. Appointment of beneficiary under the scheme. GROUP MEDICAL INSURANCE 1. Details of proposed members of the family to be covered. 2. Two stamp size photographs for each member to be covered. CORPORATE ETHICS AND CODE OF CONDUCT Declaration of commitment to be signed by the employee. 1. 2. 3. 4. B. Documents to be submitted by the employees: Copies of educational certificates including certificate of date of birth. Copies of certificates from two respectable persons. Copies of appointment letter and release order received from the pervious employer. Copies of certificates showing salary and emoluments drawn with the last employer. Formalities to be completed by the Personnel / HRD Department:

Attendance Card To be placed in respective building/floor and Punch Card No. to be informed to the employee. Identity Card To arrange for Identity Card in coordination with the Security Department. Medical Checkup Appointment to be taken from hospital and to arrange for checkup of the employee. Group Personal Accidents To inform insurance department wherever applicable. Opening Of Bank Account C. Employees need familiarization with the Rules and Regulations. TA Rules Rules and Regulations for Compulsory Employees Provident Fund Rules and Regulations for Employees Provident Fund (OPF) Rules of Officers Superannuation Scheme

Leave Rules (A Copy of each booklet to be given to the employee) 2. Working Hours at JK Paper Mill The mill runs in three shifts and general shift- the timing of which are as follows: A Shift 6.00 A.M. TO 2.00 P.M. B Shift 2.00 P.M. TO 10.00 P.M. C Shift 10.00 P.M. TO 6.00 A.M. GENERAL SHIFT 7.00 A.M. TO 11.30 A.M. & 1.30 P.M. TO 5.00 P.M. Commencement and finish of shift period is indicated through blowing of siren and a siren also blows 30 minutes before the commencement of each shift.

3. Tours

Employees going on Official Tours are required to fill in the Tour Requisition Form (in duplicate) and forward the original duly approved to Accounts Department for obtaining advance against tour, if required and copy to HR Department for marking them ON TOUR in the attendance record. It may be understood that Tours shall be undertaken only after obtaining approval of the HOD in the prescribed form as defined above and in no case request for marking attendance will be entertained unless inline with the aforesaid procedure. TA/DA : Employees travelling on companys business are entitled to travelling/daily allowance(s)- details of which can be taken from the accounts department. Submission of claim : On return form tour, details of expenses incurred, supported with bills and vouchers are to be attached with the prescribed form of Travel Expense Report and submitted within 7 days of return from tour to Accounts Department duly approved by HOD. Expenses incurred in excess of advance taken are reimbursed. In case the employee has spent less than the advance taken, the balance is returned to accounts department alongwith expense report and the accounts department issues receipt.

4. Leave Entitlement

S.No.

TYPE LEAVE

OF QUANTUM

ELIGIBILITY

ACCUMULATION LIMIT

1. (a)

Privilege (PL)

Leave 30 days per annum on Employees drawing 90 Days completion of each salary of Rs 2,500 financial year per month and above.

1. (b)

Privilege (PL)

Leave 21 days per annum on Employees who are 63 Days completion of each drawing salary below financial year Rs 2,500 per month

2.

Sick Leave (SL)

14 days on half pay

3.

Casual (CL)

Leave 10 days

Employees who are 42 Days not covered under ESI Confirmed employees

5. Medical Reimbursement
All expenses incurred on medical treatment, check-up and Insurance Premium payable in respect of MEDICLAIM policy for dependent children or dependent parents or brothers and sisters of the executive/officer shall be reimbursed by the company on submission of original bills and cash memos, upto a maximum of ONE MONTH SALARY , in a year. In case where the existing limit is more than his one months salary, the existing limit will continue till the salary of such person reaches that limit.

6. Home Leave Travel Assistance

For those who are eligible to receive a way of written communication, an amount equivalent to one month basic salary once in a year is paid as home leave travel assistance. The period for which HLTA becomes applicable is calendar year i.e. January to December. Payment of HLTA is subject to submission of bill by eligible employee. The amount paid as HLTA is taxable under income tax rules twice in block of four years. HLTA is admissible after confirmation. The employee can claim HLTA for travel undertaken after confirmation only. HLTA should be availed prior to December 31, every year. An employee to claim must have undertaken travel for a period not less than 5 days in a calendar year. He should be on privilege leave during the period of travel for which HLTA is claimed.

7. Group Mediclaim Insurance

All workmen and staff (grade I to VI) on the companys roll are eligible to receive benefit under the scheme. For others, the insurance coverage is extended on payment of prescribed amount as premium. The minimum and maximum sum insured under the scheme for overall liability are Rs.15000 and Rs.85000 respectively. The minimum and maximum limit for domiciliary hospitalization is Rs.3000 and Rs 17000 respectively. According to the scheme if the insured person: 1) contacts any disease or suffers from illness, or 2) sustains any bodily injury through accident, and if such disease or injury shall require any such insured person, upon the advice of medical practitioner or of a duly qualified surgeon, hospitalization or domiciliary hospitalization as the case may be, he shall be eligible to receive : a) Hospitalization expenses for medical surgical treatment at any nursing home/hospital in India b) Domiciliary hospitalization benefits on domiciliary treatment in India.

8.Gratuity
An employee is eligible to receive gratuity on termination of his employment on account of reaching the age of superannuation, resignation or death provided he has put in five years continuous service in the company. An amount equivalent to 15 days salary for every completed

year of service, subject to a maximum of Rs.3.5 lacs is paid as gratuity to eligible employee. In case an employee dies whilst in service, the gratuity becomes payable even if he has not completed 5 years continuous service.

9.Provident Fund
On the date of joining, employees become eligible to be covered under PF. In case where the employee has already been covered under Provident Fund while in previous employment, he continues to be eligible. 12% of wages/salary upto RS. 6500/- per month is deducted from an employee' salary towards his contribution to the fund from June 2001. On wages/salary exceeding Rs.6500/- per month, 12% deduction is made for employees contribution to PF. Employees pension scheme which has come into force w.e.f. November 16, 1995 is applicable to all PF members except those who are not covered under the employees Family Pension Scheme, 1971. Those employees who are drawing salary above RS. 6500/- per month June 2001 onwards are considered as members of the Employees Provident Fund trust. The company contributes equal amount and deposits both shares with Employees provident Fund Bank Account maintained at Delhi. Employers contribution representing 8.33% of the employees pay upto RS. 6500/- p.m. is paid towards Employees Pension Scheme, 1995. The Employee contribution and the remaining amount of the employers contribution continues to go to the PF. Withdrawal from the PF account by an employee is governed by the rules thereof applicable under the Act. Subject to fulfillment of pre-conditions, and submission of supportive documents, advances may be granted from PF account for the following purposes: a) Expenses to be incurred on prolonged diseases duly certified by specialist. b) Post- graduate education c) Payment of LIC premium d) Marriage of daughter, son, dependent (s), brother, sister etc. e) Construction of houses

10. Self Development Scheme

Learning is a continuous process. Therefore with a view of promoting self development among employees and encouraging employees to acquire additional qualifications, as relevant to ones career path, a scheme for reimbursement of certain expenses has been approved. Leave of absence required for appearing in the examinations, travelling etc. will be against employees own account.

11. Long Service Award

Eligibility Employees who have put in 25 years of

Award Award Function

continuous service. Silver Salver On the Founders Day (Birthday of Lala Kamlapat Singhania) celebrated every year in November.

Ethics and Code of Conduct A Few Dos

Give due credit to others for their achievements and share credit with others for your own achievements. Recognize needs for interdependence and activate an attitude of Team Work Share your knowledge and experience with others and respect the knowledge and expertise of others - Learn from them Do respect time, yours and others - Be Punctual Do dress neatly and appropriately - in Business Casuals everyday. Avoid wastage in all forms - materials, idle machines, electricity, water steam, compressed air etc. Express your opinions/suggestions for any improvement in a polite manner. However avoid delaying implementation of the instructions. Do restrict smoking to only the specified smoking zones. Do ensure that you clearly understand all company policies and follow them. Do enjoy work - earn while you have fun.

A Few Donts
Do not receive or give bribes/Kick-backs. Do not indulge directly or indirectly in any insider trading of the stocks of the company. Do not provide or accept anything less than best quality of product and services. Do not pursue self-interest by exploiting business relationship. Do not take decision on consideration other than merits. Do not ignore the needs and dont be rude to the customers. Do not breach code of conduct by a colleague. Do not disregard public hygiene and clean environment.

Do not give any favours/business/contracts to any person who has a relationship with the employee without referring the matter at a level where no conflict of interest is present. Do not use company resources for personal work.

We Believe
Generating revenue is not the ultimate end of business for us, creation of wealth is more appropriate objective. The wealth of social infrastructure. The wealth of support and caring for people around us

PMS Process : 1. Objective To manage Performance and aligning individual objectives to Business Objectives . 2. Boundary Starts with Goal setting and ends with yearly performance review . 3. Process Owner Officer (HRD) Asst. Officer (HRD) 4. References Performance Management System JK Organization Emerging Leadership Model 5. Records

Performance Appraisal Forms

Diagram of performance management system

START Distribution of Perf. Appraisal

Company Strategic Plan

Annual Goal Setting

Performa nce Planning

Setting Yearly Goals / targets

Standar ds

KRAs Annual Plan / Budget Submission of filledin appraisal forms to HRD Competency Assessment & Development Plan Appraise r& Appraise r one to one interacti on KRAs based on 3 Dimension s Quality Cost Control Appraise es Report against Target

JK Organizati on Emerging Leadership Model

Six monthly perform ance Review

Periodic Performance Review

Appraisee s Report against Target

Appraisers Observation against performance

Yearly Perform ance Review

Appraisees Observatio n against Performanc e

Finalizatio n of Rating

Increment Committee Meeting Declaratio n of Promotion

Submission of filledin appraisal forms to

Analysis & Summariza tion of Rating

Final Rating of the Reviewer

END

PMS Steps :
PMS functions by following certain steps . They are as fpllows : Planning Appraisal Feedback Counseling

Performance Planning

Every process starts with planning. Similarly Performance Management System starts with structured planning which integrates the Appraisees performance with the corporate goals and strategies . Achievement of the Performance targets of individual Appraisee helps the organization to achieve the overall business goals .

Performance Targets should be :

Significant The Appraisee should feel that the targets are important and will make a difference to the overall effort of the department / division . Simple Clear and easy to understand . Specific The Appraisee needs to know exactly what he is expected to achieve . Measurable Performance must be measurable in terms of quantity, quality, time and cost . Optimal Number of targets not too few, not too many . A set of 5 to 6 meaningful and worthwhile goals is better than 50 goals. Attainable yet challenging The Appraisee must recognize the goal as realistic and within the control of the Appraisee . Setting easy goals does not lead to improved performance. Goals must have an element of Stretch to be really challenging and motivating. Resource defined Achieving results at any cost and with unlimited resources is no achievement. Excellence means achieving results within pre-determined costs and resource parameters. Time bound The Appraisee must know by when the achievement is expected. Tasks should be phased into smaller chunks with time targets .Frequent monitoring provides timely corrective action when things tend to go wrong and avoid surprises at the end of the year. Prioritized and weighted The Appraisee needs to know which goals are most important in terms of their weightages and order of priority.

Some points for effective Target setting

a. Look at the business activities from a balanced perspective-finance, customer, process

and learning and growth. Include critical success factors in these areas as performance targets. We already have Customer service (external & internal) and HR (development of self and subordinates) included in our set of Goals. b. Limit the no. of Targets to 5. Assign weightages to individual KRAs as per their contribution to overall results. c. For a few of the important KRAs do a detailed Action planning with milestones and time targets. d. For each KRA establish practical metrics. If you cannot track the performance, it does not qualify as a target.

e. Adopt a frequent monitoring system. At least one formal review every six months.

Performance appraisal Performance appraisal: Analysis, review and evaluation of Performance or behavior of an
Appraisee , in any manner- formal or informal , oral or documented , open or confidential at any point of time and for any purpose .

Purpose of Performance appraisal

1. Performance Enhancement: Through MBO or similar goal setting & goal setting &

work planning processes to achieve business goals. 2. Motivation: Providing feedback, counseling, joint goal setting, work planning, selfappraisal etc to keep the individuals motivated. 3. Development: Coaching and counseling for development of individuals. 4. Personnel Decision Making: Decisions on increments, promotions, transfers.

Benefits to Appraisers

Enhance Productivity: Allows the Appraiser to concentrate efforts on the more productive managerial tasks and activities. Better work relationship: Creates a more harmonious, less adversarial, working relationship between the Appraiser and Appraisee . Better output: Improved productivity of the work group.

Benefits to Appraisees

Clarity of Work Expectation: What am I expected to do? Feedback on Performance and Progress: How well am I doing? Feedback sustains Appraisees morale. Opportunity for Growth: What are my strengths & weaknesses? Provides training and development opportunities to prepare for greater responsibilities. Autonomy: Empowers Appraisees to Manage their own jobs and correct their own work errors. How can I do a better job?

The Performance Appraisal Process:

3 1

Annual Performance Evaluation

Performance Ratings Planning S l N o . C o m p e t e n c ie s S u b -co m p o n e n ts

B u sin

(Six-monthly) Review Discussions Setting Yearly R e m a in s u p t o d a te w it h a ll r e le v a n t b u s in e s s a n d m a r k e t r e a Observations 1 . B u s i n Action k e t A w Goals / Targets e s s & M a r Plans a r e n e s s of money r T h in k s in t e r m s Feedback a t h e r t h a n o n ly n u m b e r o f u n it s Standards c h ie v in g Is f o c u s e d o n aSupportm a x im u m v a lu e f r o m r e s o u r c e s 2 . S tr a te g i c O r ie n ta tio n Training Needs ( P r o d u c tiv it y / C o s t / E f f ic ie n c y ) ePPsP/ eKRAs c t i v e ss rsp e

Midyear Reviews & Feedback D e f i n i t io n s ( D is p la y e d B e h a v i o r s )

3 . P r o d u c t i v i t y /C o s t /E f f i c i e n c y F o c u s 4 . Q u a l i ty F o c u s 5 . D a ta O r ie n ta ti o n

C h a m p io n s a n d a c h ie v e s Q u a lit y S t a n d a r d s U n d e r s t a n d s h o w t h e b u s in e s s m a k e s m o n e y U n d e r s t a n d s a n d a lig n s t o c u r r e n t b u s in e s s s t r a t e g y C le a r ly d e f in e s p r o b le m s D r iv e s m e a s u r e m e n t a n d d a t a c o lle c t io n C o n s id e r s a ll t h e f a c t s a n d a lte r n a t iv e s a v a ila b le A n t ic ip a t e s im p a c t o f d e c is io n s Is w illin g to m a k e f ir m a n d s p e e d y d e c is io n s S u g g e s t s p o s s ib le s o lu tio n s w h e n e s c a la t in g is s u e s D e v e lo p s C o n t in g e n c y p la n s

A n a ly sis & D e c isio n M a k in g

6 . A n a lys is 7 . D e c is ive n e s s 8. Speed

Appraisal Year R 1stb AprilPto 31sti March (Financial Year t) t im e ly e x e c u t io n o f p la n s is c r itic a l t o p r o f it s B e lie v e s th a 9 . : o u s t la n n n g

JKO Emerging Leadership Competency in g a n d p r io r it iz in g in lin e w it h o v e r a ll g o a ls R o b u s t p la n n Model

1 0 .E f fe c t i v e O r g a n i z i n g
G e n e r a te s a s e n s e o f u r g e n c y M o n it o r s im p le m e n t a t io n A n t ic ip a t e s a n d t a k e s c o r r e c t iv e a c tio n s C h a m p io n s a n d e n c o u r a g e s c o n t in u o u s im p r o v e m e n t B e n c h m a r k s w it h B e s t 3

E x e c u t i o n 1 1 .I n i t i a ti n g a n d Im p l e m e nM tai nk e s t h in g s h a p p e n g
1 2 .R e v i e w a n d M o n i t o r i n g

1 3 .A d h e r e n c e t o S y s t e m s Fao nllod w Psr oS ctae nsdsinegs O p e r a t in g P r o c e d u r e s ( S O P s ) 1 4 .C h a m p i o n o f Im p r o v e m e n t C u l tu r e

4

C o n tin u o u s 1 5 .I d e a G e n e r a t i o n a n d I n C roe va at etiso a n e n v ir o n m e n t in w h ic h p e o p le g e n e r a te & tr y o u t id n n Im p ro v e m e n t

1 6 .E x p e r i m e n t a ti o n w i t h o u t fe a r

Is n o t a f r a id o f f a ilu r e R e c o g n iz e s th e n e e d f o r c h a n g e a n d a lig n s w it h c h a n g e in it ia

1 7 .In te r n a l C u s to m e r F o c u s
5

C u s to m e r F o c u s

1 8 .E x te r n a l C u s to m e r F o c u s

U n d e r s t a n d s & r e s p o n d s q u ic k ly t o t h e c h a n g in g n e e & in t . c u s t o m e r s D r iv e s a c u s t o m e r - c e n t r ic c u lt u r e in h is t e a m P r o a c t iv e ly a n t ic ip a t e s a n d p r o v id e s s o lu t io n s t o d e li A s s ig n s t a s k s t o le v e r a g e in d iv id u a l t a le n t s a n d s t r e a c c o u n t a b ilit ie s f o r p e o p le C r e a t e s a n e n a b lin g w o r k c lim a t e

1 9 . M o t i v a ti n g O t h e r s p e o p le J o in t ly d e v e lo p s c le a r r o le s , c h a lle n g in g g o a ls , e x p e c 2 0 .E m p a th y
6

D e m o n s t r a t e s f a it h in p e o p le s c a p a b ilit ie s a n d m o t iv a E n a b lin g O u tsta n d in g 2 1 .T r a in in g , D e v e lo p m e n t a n d C o a c h in g G iv e s c r e d it t o o t h e r s a n d c e le b r a t e a c h ie v e m e n t s P e o p l e P e r fo r m a n c e

2 2 .M a n a g in g P e r fo r m a n c e

P e r s o n a lly in v e s t s t im e in c o a c h in g a n d m e n t o r in g P r o v id e s c o n s t r u c t iv e & t im e ly f e e d b a c k ( B o t h p o s it iv

2 3 . S a f e t y , H e a l t h & E n vDi reo mn omn se tnr at tFe os ca uf e t y f o c u s s 2 4 .T e a m G o a l C la r i ty

7 C la r it y o n T e a m g o a ls a n d In d iv id u a l r o le s A s s ig n s c le a r g o a ls t o e a c h m e m b e r H a r n e s s e s t h e e n e r g y a n d a b ilit y o f in d iv id u a ls t o w a H a s a h ig h le v e l o f c r e d ib ilit y w it h t h e t e a m In s p ir e s a n d e m p o w e r s p e o p le

L e a d e r s h 2i p . T e a m B u i l d i n g 5

R s e s 2 6 . C o n f l i c t R e s o l u t i o n & e G or ilv ev a nc co en f lic t s C e le b r a t e s t e a m a c h ie v e m e n t s H a n d lin g C 2 7 . O r a l C o m m u n i c a t io n o m m u n ic a t e s c le a r ly , f lu e n t ly a n d in a c o m p e llin g m e 2 8 . W r i t t e n C o m m u n i cuanAtdi oe tnivs ealyn dlisin t g n s t o p e o p le t o u n d e r s t a n d a n d s e e k f e e c r t 8

C o m m u n i c2 a9 t. iLoi sn t e n i n g

P r e s e n t s in a n e n g a g in g a n d im p a c t f u l m a n n e r E n s u r e s a p p lic a t io n o f f a ir p r o c e s s

3 0 . P r e s e n t a t i o n S k i l l s P r o a c t iv e ly a n d f r e q u e n t ly c o m m u n ic a t e s t o c r e a t e c 3 1 . I n t e r n a l a n d E x t e r nma el soCsmo mg u m icua nt ei cs a ut ipown a r d s , d o w n w a r d s , la t e r a lly a n d C a me n

3 2 .In te r - p e r s o n a l R e la tio n s h ip s
9

M a in t a in s e x c e lle n t In t e r p e r s o n a l r e la t io n s M a in t a in s o w n E G O C o n t r ib u t e s t o t e a m g o a ls A c h ie v e s a g r e e d t a s k s

T e a m w o3 r3 k. Ci no gn t r i b u t i o n t o T e a m - g o a l s

M a in t a in s g o o d r e la t io n s w it h p e o p le a t h is le v e l 3 4 . A c h i e v e s A g r e e od r gT aa ns isk as t io n a n d le v e r a g e s t h e s e t o r e s o lv e is s u e

3 5 . O w n G o a l C l a r i t y D e m o n s t r a t e s o w n e r s h ip f o r g o a ls O w n e r s h 3i p6 . Pa en rds o n a l M o t i v a t iDo r niv e s h im s e lf a n d o t h e r s t o a c h ie v e d e s ir e d r e s 10 A c c o u n t a 3b 7i l. R t y i sf oi nr g t h e b a r T h r iv e s o n c h a lle n g e s a n d r a is in g t h e b a r i a R e s u l t s 3 8 . M o n i t o r i n g R e s u lHt so ld s h im s e lf / h e r s e lf a c c o u n t a b le f o r r e s u lt s 3 9 . P r o a c t i v e L e a r n i nP gr o a c t iv e ly s e e k s o p p o r t u n it ie s t o le a r n a n d r e le 4 0 .S e e k in g C h a lle n g e s

11 S e e k s n e w c h a lle n g in g e x p e r ie n c e s w it h o u t f e a Q u ic k ly a t t a in s m a s t e r y e v e n in u n r e la t e d a r e a s K n o w s h o w h e / s h e le a r n s b e s t U t iliz e s le a r n in g f o r im p r o v in g p e r f o r m a n c e

L e a r n a b ility
2 3 4 5 g 6 7 8 9

4 1 .R a p id M u l ti - s k il li n g i n U n r e l a te d A r e a s 4 4 4 4 1 2 S e l f M a n a4 4 4 4

S . A p p l i c a t i o n o f L e a re ne ikn s g f e e d b a c k f o r im p r o v e m e n t s . I n t e g r i t y a n d T r u s Ist w a ow r tah r ien oe ns so w n s t r e n g t h s a n d w e a k n e s s e s . S e l f - a w a r e n e s s Is t r u s t e d b y o t h e r s . S e l f - c o n f i d e n c e D e m o n s t r a t e s In it ia t iv e s , h ig h e n e r g y a n d s e lf - c o .eA m h ei en v te m e n t a n d Is D a rmi vbe it io u s a n d f o c u s e d t o a c h ie v e m u c h b e y o n c . T o l e r a n c e t o F r u sD tea mt i o nn s t r a t e s e f f e c t iv e t im e M a n a g e m e n t a n d P r . T i m e M a n a g e m e Mn at n a g e s s t r e s s a n d b o u n c e s b a c k f r o m s e t b a c . W o r k L i f e B a l a n c Is a b le t o a c h ie v e a n e f f e c t iv e w o r k - lif e b a la n c e e

D GM & Below Levels

PA T B : COMPETEN A R CY SSESSMEN & DEVELOPMEN PLA N G T T N IN

( To be filled by the A ppraiser during Six MonthlyReview)
Sl.N o. Lis of Competencies ( Refer t page 4a for definitions ) R ating by A pprais bas on obs er ed erved behavior at work after s tudying the Ideal Behaviors agains each Competency on Page 4(a) t (TIC MAR R LEVANT RA G) K K E TIN Very Low 1 Business Perspectiv e Low A verage Very Good E xcellent

Analysis and D ecisoin Making

Execution

C ontinuous Improv ement

C ustomer Focus

Enabling O utstanding People Performance

Leadership

C ommunication

T eam Working

10

Ow nership and Accountabilty for R esult

11

Learnability

12

Self Management

Leveraging Strengths (Refer to Competency Strengths To be filled by discussion with Appraisee) Areas of Strengths

Appraiser after

Please suggest what Action plan need to be taken to leverage strengths for superior job performance. 1.

1.

2.

2.

3.

3.

Performance parameters / KRAs /Goals / Targets :

Performance parameters or goals are specific results expected of an Appraisee , which integrated to Appraisees performance with the corporate goals and strategies . Achievement of the performance targets of individual appraises helps the organization to achieve the overall business goals .

Checklist to access performance targets :

To ensure that appraiser and appraise have established quality goals and objectives , the following check list is used : 1. Do the tasks have a direct linkage to overall organizations / functions / Depts goals ? Do they contribute to the BIG PICTURE ? 2. Are these the most important things the appraise should do ? 3. Does the set of targets cover all important perspectives like financial / production , customer , internal processes , self and subordinates learning and growth ? 4. Are the targets expressed in quantified terms and systems exist to measure performance . 5. Are important milestones specified to enable periodic monitoring ? 6. Do the goals contribute to improving the internal processes or removing the bottlenecks or constraints in the respective area ? 7. Can the Appraisee be realistically expected to achieve the targets ? Has the Appraisee had success with similar work in the past ? Does the Appraisee have / can acquire the necessary skills / knowledge required to perform the tasks ? 8. Is the number of performance targets manageable ? 9. Will achievement of the targets raise the bar from status quo ? 10. Will the goals sustain the interest and enthusiasm of the Appraisee ? 11. Is sufficient time ( not too little , not too much ) available to achieve the goals ? 12. Have we provided the requisite implements and resources for enabling performance ?

Performance Review The objectives of Performance Review

To review the achievement of the Performance Parameters / KRAs set in the beginning of the year and arrive at remedial action plan if required . To have a formal appraisal meeting between the Appraiser and the Appraisee to discuss specifically the performance of the Appraisee . To provide feedback and counseling to the Appraisee to perform better , to help remove bottlenecks if any . To consider future development opportunities and establish a training plan . ( during the six-monthly review ) To Evaluate the performance of the Appraisee and award appropriate rating annual review ) (during

To establish goals and objectives for the next period . ( during the annual review or in separate sessions in the beginning of the year )

Performance Review Discussion

This is an important tool in the hands of a manager who is responsible for getting the work done by his people . It is a formal process of periodic monitoring and review of performance of an appraise .

It is done through structured meetings between the Appraiser and Appraisee with a predetermined agenda . A typical PRD session takes an hour or even more . Therefore , it is necessary for Appraisers to develop expertise in conducting the PRD meetings .

Preparing for the PRD Sessions :

Arrange the meeting at a mutually convenient time to ensure the full attention of both parties ; yourself and your Appraisee . Scheduling the meeting well in advance and at a time convenient to the Appraisee demonstrates your care for the Appraisee and sets a good tone for the meeting . Ensure that adequate time is allocated to the meeting . Do not rush through the discussions . Normally a good PRD would require about one hour . The meeting must be conducted in private at a place outside the Appraisers office and where possibility of interruption are minimal . Divert telephone calls and inform colleagues that you will not be available. This will promote smooth conversation flow and demonstrate your commitment . Give the Appraise adequate notice so that he has sufficient time to prepare .

Assemble all relevant data to provide supporting evidence . Be clear about the points you wish to dwell on . Consider the Appraisees strengths and development opportunities ; contemplate the training plan and goals . It is necessary that you have some ideas of what you wish to achieve and the method of accomplishment . Do not complete these sections in the Performance Appraisal and Development plan document ; they must be discussed with the Appraisee and agreed . Conduct the PRDs in time .

While conducting a PRD :

a. b. c. d. e. f. g. h. i. j. Be friendly , start on a positive note . Be Encouraging . Be always positive . Giving and get feed back (listen patiently with genuine interest ). Refer to performance diary . Elicit solutions to problems . Offer support . Do not get personal, focus on performance . Identify training needs and review usefulness of training attended . Sum up points discussed for improving future performance .

Maintain Performance Data :

Objective and accurate information about the performance , activities and events concerning the appraise is the key to successful performance appraisal . Performance information should be collected frequently and from various sources , such as :

Observation Work samples Specific events Customers comments Achievement / non-achievement of key tasks

Other data / MIS reports In some cases , a third party , such as customer or supplier within the organization , who has regular contact with the Appraisee may be a useful source of information . Appraisees behavior in your presence may not be his representative behavior with a customer or suppliers . When using third party information , you must ensure that they are based on facts rather than on

subjective judgments . These days organizations are increasingly using 360-degree feedback to obtain information from all relevant sources .

Performance Diary :
All information gathered must be documented. Ensure that all types of information are gathered both positive and otherwise. It is a good practice to maintain a Performance Diary of your Appraisees. Note down significant events and happenings in it . Time spent in gathering information is time invested well this way; you will be able to base your performance evaluation on facts and not on your memory. It will benefit you in having clear examples of behavior to discuss during the reviews and performance appraisal meeting with your Appraisee. It will also show how you care for the performance of your subordinate.

Structure of the PRD meeting:

The meeting should follow the basic structure: 1. Explain the objectives of the meeting and clarify the structure of the meeting to follow. 2. Review the achievements of performance targets one by one - Focus on good performance first and then move towards the areas of poor performance. It is important to tell the appraise what he/she is doing right - Provide specific examples to illustrate your evaluation. This will demonstrate the validity of your assessment and encourage acceptance. The appraise is more likely to accept a well reasoned statement rather than unsupported declaration. - Ensure that the oral and written aspects of appraisal are consistent. Do not write one thing and say another. 3. Ask the appraisee for his reactions and views. - Request the appraises overarall reaction first, and then ask for his views on specific items. - Ask the Appraisee to tell you his rationale behind these views . - Do not debate the appropriateness of the Appraisees reaction ; this stage is for information seeking purpose only . - Take accurate notes for future reference . 4. Summarize the Appraisees views to ensure understanding . - Clarify the Appraisees overall reaction . - List the areas of agreement and disagreement .

- Give the Appraisee the opportunity to correct your summary or to add further thoughts. 5. Return to the areas of disagreement and try to reach consensus . - Review the item one at a time . - Respond to the Appraisees comments . - Clarify your reasoning . - Be prepared to amend your ratings , if necessary , in the light of new information . 6. Discuss the Appraisees strengths . - Ask the Appraisee what he / she believes to be his strengths . - List the Appraisees most valuable skills and abilities . - Be specific ; illustrate with examples pertaining to the job . 7. Discuss development opportunities . - Ask the Appraisee where he / she believes performance could have been better . - List areas where you feel performance could be improved . - Be specific . Ask the Appraisee if there are any areas of the job where you can provide assistance . 8. Establish a training and development plan in conjunction with the Appraisee . 9. Give the Appraisee an opportunity to discuss any outstanding issues pertaining to the appraisal . These may be formally recorded on the appraisal form . 10. Establish goals /KRAs and performance standards for the next period .

What is gained by a PRD :

a. b. c. d. e. f. g. Motivation to Appraisee ( Fair chance to Appraisee to talk his achievements ) Trust and openness . Honest two-easy feed back . A problem solving tool . Mutual understanding . Mutual learning . Fostering of team spirit .

Feedback
Feedback informs the Appraisee how well he / she is doing . It is not just a statement of actual results but a comparison of performance against expected results . It should indicate the relative degree of success , not just wheather or not the Appraisee did a task correctly . Failure to provide feedback communicates the message that no one cares about the Appraisees performance . Research shows that many Appraisers are uncomfortable in giving

negative feedback and therefore shy away from doing this job at the appropriate time , postponing it to the judgement day . The accumulated feedback becomes so unpalatable that it is often totally avoided .

Feedback should be:

Easily understood. Keep it simple; do not present so much data that it becomes difficult to interpret. Frequent and at a time close to actual performance. Quick feedback enables the Appraisee to adjust performance before it deviates too much from the required level. The key is to catch problems while they are small and can be easily solved. If you have observed something, do not wait for the next performance Review Meeting to give feedback. Provide it then and there. In Private. Praise in public and reprimand in private . The performance review feedback sessions should be conducted in private. Publicly disclosed individual feedback can promote intra-organizational competition which tends to be counterproductive to teamwork and cooperation. If you provide the Appraisee with adequate feedback throughout the appraisal period, the Appraisee should hear nothing new at the final appraisal meeting. In other words both parties will have no surprises. The Appraisee will know what to expect and therefore should experience the appraisal meeting as a goal setting and problem solving discussion.

Attitude for a meaningful feedback:

Empathy Caring Attitude Openness Concern for the needs of others

Guideline for Giving Effective Feedback

1. Consider the needs of other The primary reason for giving feedback should be to help

your Appraisee to grow . When growth is not the motivation , feedback can be destructive . For example , an angry person may give feedback with a desire to hurt the person who made him angry and not for his development . Feedbacks which are motivated by self-serving interests are not feedback but self-gratification .

2. Describe behavior only ; Do not attempt to interpret Overt behavior is highly

3.

4. 5.

6.

7.

objective and observable . When one attributes a motive to another persons behavior , one is interpreting a persons intentions . This puts the person on defensive and causes him to expend energy on explaining and defending the behavior . In a situation the feedback is not likely to be used , regardless of how helpful it might be . Focus on the behavior that can be changed Effective feedback is aimed at behaviors that are relatively easy to change . Our personal styles have developed through years of responding in certain ways . To receive feedback or advice on personal habits can be frustrating because these behaviors can be difficult to change . Be specific When the feedback is specific , the person receiving the feedback will know which behavior is being discussed . Accordingly he can change or modify . Be non-judgmental Feedback is not objective and is rarely constructive if it is based on personal interpretation . This type of evaluation is often perceived as a personal attack . When giving feedback , one must respond not to persons perceived personality but to his actions . When people are told that they are stupid or insensitive , for example , it is extremely difficult to respond calmly and objectively . A person sometimes may act unthinkingly or behave in an insensitive way , but this is not a proof of stupidity or insensitivity . Evaluation casts people in the roles of judge and defendant , often with disastrous effects . Give Feedback immediately after the behavior When feedback is given immediately after the action , the event is fresh in both peoples minds . In this way , feedback acts as a mirror of the persons behavior . There often is a tendency , however , to delay feedback . A person may fear losing emotional control , hurting anothers feelings , or being criticized . An exception to this is the case of the regularly scheduled feedback session , the purpose of which is to keep communication channels open . In these scheduled sessions , participants may discuss events that have taken place since their last session or may work on issues generated during the meeting itself . Offer a freedom of choice A person should have the freedom to use feedback in any meaningful way without being forced to act in a particular manner . A giver of feedback who tells a person to change is attempting to set the standards for right and wrong or good and bad behavior and is judging the other person against these standards . Imposing standards on others and expecting them to change arouses resistance and even resentment .

Effective performance counseling / coaching

A good performance review is not limited to only evaluating the Appraisees achievements against set targets but is aimed at developing the Appraisee to perform at his fuller potential . Performance counseling is also called coaching . The purpose is to improve the performance of the Appraisee , like a coach in a sport helping improve the

performance of a player . The boss assumes the role of a Counseler / Coach / Mentor to provide advice , help and support to his subordinate to increase his job effectiveness . Performance counseling essentially focuses on the analysis of performance on the job , identification of training and developmental needs for improvement and motivating / enabling the subordinate to achieve better results . There are three processes involved in counseling Communicating , Influencing and Helping. Communication involves both receiving messages and giving feedback . Counseling involves influencing the person in several ways to move in a desired direction . Helping primarily involves identification of development needs of the counselee and providing necessary support .

Objectives of counseling :
Counseling aims at development of counselee .It involves the following. 1. Helping him to realize his potential as an employee . 2. Helping him to understand himself-his strengths and his weaknesses . 3. Providing him an opportunity to acquire more insight into his behavior and analyze the dynamics of such behavior . 4. Helping him to have better understanding of the environment . 5. Increasing his personal and interpersonal effectiveness by giving him feedback about his behavior and assisting him in analysis of his interpersonal competence . 6. Encouraging him to set meaningful goals for further improvement . 7. Encouraging him to generate alternatives for dealing with various problems . 8. Providing him an empathic atmosphere for sharing and discussing his tensions , conflicts, concerns and problems . 9. Helping him to develop action plans for further improvement . 10. Helping him to review in a non-threatening way his progress in achieving various objectives .

Conditions for Effective Counseling :

1. Climate of Openness and Mutuality : If the organization or department in which the

Appraisee is working is full of tension , and people do not trust each other , counseling cannot be effective . A climate of trust and openness is essential for effective counseling. 2. Helpful and Empathic Attitude of the Counselor : Counseling involves effective helping , which is not possible , unless Appraiser has helping attitude and has empathy for the counselee .

3. Uninhibited participation by the subordinate : Unless the subordinate feels free

enough to participate without inhibition in the process of review and feedback , counseling cannot be effective . Counseling is not a one way process of dialogue , which contributes to better understanding on the part of the counselee . 4. Focus on work behavior : The main purpose of performance counseling is to help the Appraisee in improving his performance . Counseling can be effective if the focus is kept on work related goals rather than diffusing the focus into various other areas . During discussions , related personal issues are bound to come up but these are to be used to refocus on improvement in organizational role rather than solution of personal problems . 5. Solving work related problems : Analysis of performance and contextual problems in achieving or not achieving the goals forms the basis of counseling . It should therefore lead to solving the problems or obstacles that may be hindering performance . 6. Avoid discussion on Salary and other rewards : The main purpose of performance counseling is to improve performance of the Appraisee rather than linking it to rewards . Discussion about salary raise , rewards etc . should be kept out . They may be discussed at a separate session if required .

The Counseling Process :

Counseling requires certain interpersonal skills , which can be acquired if an Appraiser is Agenuinely interested in development his subordinates . Good Appraisers counsel their Appraisees regularly in their jobs whenever a necessary arises . Performance reviews provide opportunities for formal counseling . A formal counseling process passes through three phases : rapport building , exploration and action planning .

PHASE I: Rapport building

Rapport building is essential for any effective counseling outcome. Rapport building phase involves generating confidence in the Appraise to open up and frankly share his perception, problems, concerns, feelings etc. The Appraiser should level himself with his Appraise and tune himself to his orientation. Adopting the Appraisees frame of reference can do this.

Attending: Opening phase of counseling is very important in rapport building. General

opening rituals may communicate the message of attending to the counselee and give importance to the counseling transaction. Inviting rituals like offering a seat, closing the door to indicate privacy, asking the secretary not to disturb or not to pass on the telephone calls

during the session indicate that the Appraiser is attending to the counselee. However, all such rituals should come out of genuine concern and attempt for full attention to the Appraise.

Listening: Listening is important for effective counseling . Listen to what the Appraise
says (verbal), as well as to his feeling and concern (non-verbal) by observing his body language. A physical posture of leaning forward and keeping eye contact with the Appraisee are indicators of listening.

Acceptance: Establishing a climate of acceptance is a necessary part of establishing

rapport The appraise must feel that he is wanted and his appraiser is interested in understanding him as a person, rather than as a role or a position in an organization. The Appraiser communicate this to the Appraise by listening to all the problems of the Appraise and communicating back to the Appraise that he is listening by paraphrasing, mirroring or reflecting what appraise says. For example, when an Appraise says, I am really mad, I have tried to do my best in the past. I have worked twice as hard as anyone else in the office. But I never got a promotion, he is expressing his anger. The Appraiser may reflect back and say, You feel that your superiors have not shown proper recognition for your hard work. Such a reflection or mirroring would help the Appraise feel that he is being understood and that his Appraiser is interested in him. This builds a climate of acceptance and facilitates the process.

PHASE II: Exploring

The appraiser should help the Appraise understand his own situation, strengths, weaknesses, problems and needs rather than pointing out these directly. Nobody likes his weaknesses pointed out to him directly. Counseling skill lies in making the appraisee discover his own weakness, and identify his problems and bring to surface unnoticed issues. Ask open-ended questions and encourage the Appraisee to talk leading to himself discovering the issues.

Problem Identification: After general exploring , ask questions to help the Appraisee
focus on the identified issues and narrow down focus to specific problems . For example , if the Appraisee feels that others do not cooperate with him , the Appraiser may ask questions to narrow down the problem to the Appraisees relationship with a few colleagues ; and then ask questions to help the Appraisee see what he does that may be preventing cooperation . Eventually the problem may turn out that the Appraisees style of handling competitive relationships hinders collaboration.

Diagnosis : Diagnosis of the problem is the next step . Open questions like Why do you
think people are put off when you talk with them ? , Can you recall occasions when you got full cooperation ? What do you attribute it to ? What personal limitations mainly bother you ? etc. may help the Appraisee move towards a better diagnosis . The attempt should be to generate several alternative causes of a problem .

PHASE III : Action Planning :

Appraisers are expected to guide their Appraisees and contribute to their development . Counseling interviews should end with specific plans of action for development of the Appraisee . Identifying a training need , job rotation , sponsoring for further training , increased responsibility , role clarity etc. are some of the likely outcomes in such action plans . Three sub-phase can be identified in action planning .

Searching : The main contribution of the Appraiser to action planning is to help the
Appraisee in thinking of alternative ways of dealing with a problem . You may encourage the Appraisee to brain-storm alternatives . At a later stage , you may also add to this list of alternatives for further exploration . This should , however , be done only at the end and the Appraisee should be encouraged to generate alternatives .

Decision Making : After the alternatives have been generated , the Appraiser may help
the Appraisee assess the advantages and disadvantages of each alternative , raise questions on the feasibility of the various alternatives and help finalize a plan for implementation .

Supporting : The final and the crucial stage of counseling is to communicate support in
implementing the agreed action plan . Psychological contract of providing help should emerge after considerable exploration and discussion . Support offered should be towards increasing the autonomy of the Appraisee and not his dependent on the Appraiser . Also design a schedule for monitoring the Action Plan .

Performance Counseling Process

Phase Rapport building Attending Helpful Behavior Rituals Conversation personal matters Smile Hindering Behavior Discussion behavior from on start

of the

Listening

Physical attention (posture) Eye contact Response (verbal and non-verbal ) Keeping out telephones, noise, disturbances, etc. Communication of feelings and concerns Paraphrasing feelings Sharing own experience Mirroring paraphrasing Open questions Encouragement explore or

Distractions (attending to other things, telephones )

Signing letters, talking to others etc. during conversation

Acceptance

Lack of response Passive listening for a long period Criticizing Avoiding or hedging

Exploration Exploring

to

Problems Identification

Action Planning Searching

Questions to explore possible problems Encouragement to generate information Identification of probable problem Questions on possible solution Generating alternative solutions Questions on feasibility, priority, pros and cons Discussion of one solution Discussion of an action plan Contingency plan

Suggestions the cause

Advising

Decision making

Directing Making a fixed plan

Supporting

Identification needed help Monitoring Contract on help

of

Promise of general help Doing his job

Formulating Training And Development Plan

At least one Performance Review meeting in a year should include a discussion on the training and development needs of the Appraisee . This should lead to formulation of a practical training and development plan for the Appraisee . This is an important part of Performance enhancement process and merits adequate time and a conductive atmosphere . Many companies prefer doing it during the mid year review rather than during the annual evaluation, which is likely to be relatively more tense . (In JK Organisation we have decided to do the training need identification during the mid year review . HRD facilitator present during the review session can play an important role in this acitivity .) If the review and feedback session has been tense, consider taking a short break before taking up the discussion on training / development .

Maximizing Appraisees Strengths

It is better strategy to maximize on an individuals strengths, which are his natural talents ; rather than trying to eliminate his weaknesses . Involve the Appraisee actively in identifying his own strengths-what he does best and what he likes doing the best .

Development Opportunities
Appraisal sections of the form will be used to find areas that provide developmental opportunities. Even the Appraisee should be able to identify where his performance could be improved .

Training & Development Plan

In training and development, Appraisee is asked that what he should work on by himself for self-development . This is more important than what the organization can arrange . A good Training and Development plan should answer these questions :

What areas does the Appraisee want to develop ? What training or experience will help develop this skill ?

How can the Appraisee demonstrate that the skill has been developed ? Consider company-sponsored training opportunities when building the plan and make sure the Appraisee is aware of tuition refund or other schemes . In addition to the formal training there are many other creative activities that can help the development of an Appraisee . These include : Cross-functional projects, meetings with customers, seminars, special assignments, committees or task forces, books / journals etc.

Preparation for performance review

a. b. c. d. e. f. g. Fix the time well in advance (at least one week ) . Allocate sufficient time for discussion (at least one hour ) . Ensure total privacy . Do not allow interruptions . Keep a performance diary . Review targets for any change for future period . Set targets jointly after discussions .

1.6 RESEARCH METHODOLOGY:

Methodology for any kind of investigation, the methodology aspects have got a special significance. Methodology involves the formulation and application of research design in such a way that the condition of collection and analysis of data enables us to answer specific questions passed under the objective of the study.

Selection of the organization and topic as the project is a customary part of our curriculum; we used to choose an organization for training. I was assigned to peruse my training at JKPM for 60days.

I have adopted diagnostic type of research design because it will help me for description, classification and explanation of the topic and above all it will for future prediction.

The information for the study has been obtained from two sources namely.

1. 2.

Primary Data Secondary Data

PRIMARY DATA

It is the information collected directly without any references. Initial study, namely interviews with concerned officers and staff, either individually or collectively, sum of the information verified or supplemented with personnel observation. The data includes: (i) Personal discussion with Front line Managers (ii) Guidance from Mr Pratap sahu, Project guide.

SECONDARY DATA

This is taken from the annual reports, company journals, magazines and other sources of information of JK Paper Mills.

Problem encountered in the field due to strict supervision and lack of cooperation among the staffs cause a lot as hindrance for collecting relevant information for my project.

V. LIMITATIONS OF THE STUDY:

1. Time factor is the most important limitation in preparing the project. 2. The study is carried basing on the information and documents provided by the organization and based on the interaction with the various employees of the respective departments.
3. Most of the matter related to training and development are confidential. So it is not

possible to gather much information. 4. During my project survey, I could not give my effort up to my expectation due to strict supervision and restriction. 5. Within my study period it was very difficult to consult and take proper advice from trained directly or indirectly.