pms manual faq

Coal India PMS Manual


Performance Management Manual

1 Section


What’s Inside ?

Executive Summary and Version of PMS Manual

Performance Management System- Adoption of Balanced Score Card Framework

Target Setting

Review

PMS Overall Process

Final Rating

PMS Audit Committee

2


Coal India has undertaken the initiative to implement the Balance Scorecard based Performance Management System to enhance fairness, transparency and inculculate a culture of meritocracy in the organization.

The revamp of the existing Performance Management system is also aimed to act as an input to other HR systems like Performance Related Pay (in accordance with the guidelines issued by DPE), Training and Development, Career Planning and Rewards & Recognition.

The rating and score of the new Performance Management system would formulate the basis for promotion and performance related pay.

In order to create and launch the new system, CIL partnered with a global HR Advisory firm Right Management India

The project was conducted in three critical phases: :

Diagnostics Phase - Detailed “As-Is” study of the existing system

Design Phase - Creation of Unique Position List, KPI Inventory, Scorecards, PMS Manual and Form

Implementation Phase - Pilot Implementation, Train the Trainer programs and Troubleshooting

PMS form has been given the nomenclature of PRIDE which stands for Performance Report for Individual Development of Executive.

We would like to specially thank the senior management team of Coal India and the members of the following teams for sharing their concerns, requirements and reservations on current policies, which greatly facilitated the design and implementation of this initiative. Steering Committee Team Design Team KPI Task Force Team Master Champion Team

The scope of the report pertains only to officers.

Executive Summary

Balance Scorecard based Performance Management System is a dynamic system in any organization and would undergo changes as per the learning that takes place from the previous years.

That being the case, this is Version 1 of the Balance Scorecard based Performance Management System Manual.

The right of updating/changing the manual rests with Coal India Limited only. The manual cannot be modified by any other person. The manual is the property of the Coal India Pvt. Ltd. and should not be photocopied or reproduced without permission.

The power to interpret the provision of the manual/ PMS is reserved with the Director (P&IR) -CIL/ Chairman- CIL and their interpretation will be final.

Version of the Manual

3

Performance Management System – Adoption of Balanced Scorecard

Framework


It is a process to meet the following objectives:

Ensure that the employee understands the target of the organization as a whole, and that of the Department and the specific section/unit

Set the employee’s target and assess how the employee has performed against the defined target

Provide feedback to the employee to ensure that s/he understands his/her performance

Reward employee for their performance

It is a tool for translating and deploying organizational strategy into performance. It provides a balanced view of an organization’s performance strategy across the four Perspectives – Financial, Customer, Internal Business Process and Learning & Growth.

Balanced Scorecard was popularized by Robert Kaplan and David Norton in 1992.

Performance Management System

Balanced Scorecard

What does Balanced Scorecard do?

Aligns & Cascades organization targets to departments and individuals targets

Drives Performance Culture Sets Performance goals Clarifies “targets” and assesses employees against those

targets

Builds a performance based culture

Recognize talent and their achievements for corporate success

Establish direct linkage of performance and reward Helps in :

— Identification of individual development needs and — Initiation of specific actions required to improve

individual performance

5


Key Terminologies to Know

Training & Development

Reward & Recognition

Career & Succession Planning

Balance Scorecard based Performance Management System helps to create a scientific rational for employee performance and Performance Related Pay. It also helps in identifying the high performers in the organization and thus serves as the basis for reward and recognition schemes. Performance ratings and recommendations from the system become the primary basis for deciding employee’s performance related pay and promotion.

Career and succession planning: Potential evaluation and capturing career aspirations are an important part of the Balance Scorecard based Performance Management System. This information then becomes an input for career and succession planning.

Individual learning needs are identified through the performance review and captured in the development plan. They are used as an input for preparation of organizational and individual learning and development programs.

Key Result Area (KRA)- “Selective areas” of job, in which a high level of performance is required

Key Performance Indicators (KPI) - Identify “WHAT” would indicate performance

Rating Scale – Clearly defines level of performance which would determine the performance rating varying from 1 to 5

Linkage with other Systems

Performance Management System is linked with other key HR Systems. Some of the details are as follows :

6

Illustration

KRA KPI Rating Scale

Cost Control

Penalties & Fine Index

Rating scale to be adhered is as follows : 5- If number of cases imposed is 0 4- If number of cases imposed is between 1-2 3- If number of cases imposed is between 3-5 2- If number of cases imposed is between 5-7 1- If number of cases imposed is greater than 7


PMS Overall Process


Overall process of Balance Scorecard based Performance Management System is as follows :

Overall Process

1.Target Setting-The first stage of PMS process is Target Setting. In this stage ,clear and measurable standards of performance are set for employees in the entire organisation. 2.Review- The second stage of PMS process is Review

First Half Year Review- First Half year Review is held to assess the progress of performance till half year against the set target. This session aims to provide feedback to enable employee to understand what he /she is doing well, and what he/she needs to do differently. No rating is provided in this stage

3.Final Review –Final Review is held during the end of Appraisal cycle to review and discuss the extent of employee’s achievements has been obtained against agreed targets. Each employee provides a rating to his/her own performance. This is followed by rating provided Reporting and Accepting officer. Assessment would also be done on “Personal Attributes“ and "Special Achievements” by Reporting and Accepting officer. Feedback would also be provided on the developmental needs. 4.Feedback and Developmental Planning- During the Final Review process the supervisor will discuss employee’s strengths and Areas of Development based on his / her observations during the year and seek the employee’s self-assessment.

Performance Management Cycle

8

Activity Timelines

Target Setting 1st April to 30th April

First Half Year

Review

1st Oct to 31st Oct

Final Review 1st April to 30th April

Final Rating &

Moderation

31st May


Organization Target Setting Process

Individual Target Setting

Target Setting

Key Performance Indicator

Personal Qualities

Evaluation

Framework

Feedback Discussion with Reporting Officer

Self Appraisal First Half Year Review

Performance

Review

Self Appraisal

Moderation Committee (only in certain cases)

Feedback Discussion with Accepting Officer

Feedback Discussion with Reporting Officer

Appellate Authority (only in certain cases)

Final Review

Performance Cycle

9

Special Achievements and Innovation


Target Setting


Target Setting – is one of the most crucial stage of Performance Management System. It is in this stage that clear and measurable standards of performance are set for the entire organisation. As a part of the Design phase of the program - KPI and Rating Scale has been clearly defined for each unique position in CIL. Against these defined KPI, the officer needs to set the target post discussion with his/her the Reporting officer for the year

Target Setting

11

Number of KPIs for each KRA

Number of KPI’s are dependent upon various factors like:

•Span of Control (Determined from the number of positions that are directly reporting to the

to the position under consideration)

•Span of Accountability (Determined from the organizational hierarchy at which the position

under consideration is located in the organization structure)

•Span of Support (Determined from the degree to which interdepartmental alignment &

support is necessary for the position under consideration to execute his or her work

assignment)

•Span of Influence (Determined from the decision making authority that has been delegated

to the position under consideration)

The number of KPI for Process quadrant would range between 1-5 and for other

quadrant would range between 1-3

Targets – Targets are quantitative elements. They indicate the “how much” which would

define the meeting expectation performance criteria

Targets have to be set post discussion with the functional controlling officer for the entire year

Guidelines

It is important that the employee and Reporting officer have both signed the PRIDE form stating their acceptance to the KPI and associated targets


Sample Form for Goal Setting

Illustrations

KPI Name

Achievement

Target

Rating by Self, Reporting Officer and Accepting Officer

Quadrant

12

Weighted Score


Review


First Half Year Review

First half year (for the period 1st April to 30th September of the current year) review will

be conducted between 1st October-31st October of the current year

Appraiser would review the progress of performance and provide feedback to the officer

to enable him/her to understand what he /she is doing well, and what he/she needs to do

differently to improve performance

Rating would not be provided for the performance in the First half year

First Level of review would be done by the officer himself/herself

Second Level of review would be done by the Reporting officer

Final Review (For the period 1st April of the current year to 31st March of the subsequent

year) will be conducted between 1st April – 30th April

Appraiser would review the progress of performance (i.e. Targets against KPI for the Year)

and provide feedback to the officer to enable him/her to understand what he/she is doing

well, and what he/she needs to do differently to improve performance

Appraisal would also be done on “Personal Qualities” and “Special Achievement &

Innovation” for the entire year

The entire appraisal process will go through the following levels of review:-

• Self review would be done by the officer himself/herself

• Review would be done by the Reporting officer

• Review would be done by the Accepting officer

• If the office is rated Poor there would be a review by the Appellate Authority

For officers up to E-6 level: Subsidiaries can constitute a committee for considering the cases of

officers who are rated as Poor. The said Committee will consist of FDs of the Company with CMD of the Company as the approving authority. However, the said committee cannot raise the total score above Good (Score up to 2.99)

For officers in E-7 level: CIL HQ will constitute a committee for considering the cases of officers

in E7 level who are rated as Poor. Committee will consist of FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the Approving authority. However, the said committee cannot raise the total score above Good (Score up to 2.99)

* All cases of CIL HQ,RSO and Delhi Office will be referred to Committee which would consist of

FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the Approving authority The decision of the Competent Authority and the final grading shall be communicated to the

Officer reported upon within 15 days of receipt of the decision. Normalisation process would be done by Moderation Committee, if required

Final Review

14


Conducting the Review Discussion

Preparation for the discussion:

Both officer and reviewer needs to prepare to ensure that the discussion is effective and productive

Reviewer needs to fix up the time and date of the discussion to enable the employee to be prepared to present his/her case

Both the officer and reviewer need to consolidate the points to be discussed in advance and clearly record the information/ behavior supporting the same to discuss and finalize the rating

Performance Discussion :

• Feedback basics – Effective feedback helps the employee sustain good performance, to develop new skills and to improve performance where necessary. Feedback is most effective in reinforcing or improving work performance when the employee has confidence on the basis of that feedback

• Guidelines for giving behavioral feedback – Behavioral feedback should be based on specific, observable or verifiable data and information based on events, and should be delivered as close to the event or behavior as possible

• Concluding the Discussion: Summarize the way forward / development plan and conclude on a positive note and ensure both parties are at the same level of understanding for moving ahead

Some do’s for the Reviewer

Analysis of performance should concentrate on both results and the efforts taken to achieve the results

Assess results against agreed targets and ensure that the evaluation is objective and data based

Essential to end with a way forward or action plan for future which is agreeable to both the parties

Criticism should be constructive and developmental. It should reflect the areas of improvement and also ways to improve

Ensure frank discussion on constraints, problems faced, support required in absence of which the discussion will be incomplete

Share the mutual responsibility and work towards development planning in a phased manner

Ensure that no personal biases direct the discussion

Complete documentation has to be ensured and conclude the meeting on a positive note

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Final Rating


KPI Score Computation

KPI Score against each parameter is determined as follows :

Performance (KPI) Score of Reporting Officer

17

Sum of column 8 =0.8+0.6+1+0.4+0.2+0.15+0.15+0.10+

0.2+0.25= 3.85

Weighted Score: 0.6Weightage * Rating / 100

E.g for “Coal Production Achievement” : Column 6 multiplied by Coloumn2 i.e. : (20*4) /100= 0.80

Performance (KPI) Score of Accepting Officer

Sum of column 9 =0.8+0.6+1+0.4+0.2+0.15+0.15+0.10+

0.2+0.25= 3.85

Quadrant (1) Key Performance Indicators (2) Weightage (3) Target (4)

Achievement

Rating Weighted Score

(5) Self (To be filled by employee)

(6) Reporting Authority (To be filled by Reporting Authority)

(7) Accepting Authority (To be filled by Accepting Authority)

(8) Wgt * Reporting Authority Rating)/100 To Multiply col (6 )and col (2)

(9) Wgt * Accepting Authority Rating /100 To Multiply col (7 )and col (2)

PR

OC

ES

S

(6

0%

)

Coal Production Achievement

20 4 4 0.8 0.8

Statutory Norms 20 3 3 0.6 0.6

Schedule Adherence 20 5 5 1 1

FIN

AN

CIA

L

(2

0%

)

Profit Variance Per Tonne 10 4 4 0.4 0.4

Legal Case Cost 5 4 4 0.2 0.2

Penalties & Fines 5 3 3 0.15 0.15

CU

STO

MER

(1

0%

)

Query Resolution 5 3 3 0.15 0.15

Terminal Dues Clearance 5 2 2 0.1 0.1

LEA

RN

IN

G &

G

RO

WT

H (

10

%)

Coordination Meeting 5 4 4 0.2 0.2

Training 5 5 5 0.25 0.25


Personal Attributes

Personal Attributes- Rating Scale

Rating Scale for Personal Attributes

5- Exceeds expectations

4- Meets expectations most of the times

3-Consistently meets expectations

2-Partially meets expectations

1-Consistently does not meet expectations

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Personal Qualities Score Average Score =Sum of score/No of Personal Qualities i.e. 10)

Personal

QualitiesDefinition

Effective

communication

skills

The ability to communicate in a clear, simple and transparent way to make

others understand the situation

Has a good understanding of the business and the environment including the

laws and rules related to the business

Make efforts to develop self and team and to make them contribute to the

long term business strategy and vision of Coal India Ltd.

Problem solving

and Analytical

ability

Analyzes and solves a problem by identifying the reasons of a problem in a

proper way

Ability to develop

and motivate team

members

Provides guidance and support to the team, encourages team work, inspires

and motivates team

Ability to

coordinate and

develop

collaborative

partnerships

Builds strong and effective relationship with internal and external

stakeholders. Makes positive use of the existing relations through strong

networking to meet the objectives of the organization

Innovation and

change orientation

Takes efforts and initiatives to introduce innovative processes and systems in

the department. Manages, directs and leads change initiatives for effective

learning processes. Encourages new and innovative approaches in the

department

Planning and

Organizing

Has the ability to plan the activities to be carried out by self and by team. Is

able to prioritize and handle emergencies to achieve goals and objectives

within defined timelines

Result orientation Has a strong willpower to achieve desired results. Ensures that the

department and the organization adhere to high standards of efficiency and

excellence to achieve effective results based on great performance

Business Acumen Ability to understand the relationship between revenue and expenses. Uses

the financial data and information to make practical business decisions

External Influence

for Personal Gains

Using external influence to persuade others to take biased decisions in

favour of self

Strategic

orientation and

Decision making

ability


Overall Score Computation

Total Final Score Definition

Below 1.25 Poor

1.25-1.99 Fair

2.00-2.99 Good

3.00-3.99 Very Good

4.00 & Above Outstanding

Final Conversion Scale

Based on the range of Overall Score as computed above the final appraisal rating is provided to the employee

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Illustration : Performance (KPI) Score - 2.5 Personal Qualities Score - 2.75 Achievement Score- 3 Grade : E5 Final Calculation : 0.65 * 2.5 +0.30 * 2.75 +0.05 * 3=2.60

2.60 Final Score Final Rating Good

Grade Calculation for determine the Overall Score

E5 to E7 0.65 * Performance (KPI) Score + 0.30 * Personal Qualities Score +0.05 * Achievement Score

E1 to E4 0.75 * Performance (KPI) Score + 0.20 * Personal Qualities Score +0.05 * Achievement Score


PMS Audit Committee


PMS Audit Committee would be formulated to review the entire PMS process and provide report on actual adherence to processes

An audit team consisting of minimum 15 members from various disciplines (in grade E7 and above) to be formulated in each subsidiary/establishment/ CIL HQ

Audit team to be further divided into smaller three member team and would be given responsibility to conduct a random audit for a list of Departments

Sample size for random audit would be 5 % of total PRIDE forms from each Department

Final audit report would be submitted within the prescribed timelines and format to Director (Personnel)

PMS Audit Committee

Late Submission of PMS

In case of non adherence to timelines for submission of the CR form,, a penalty clause to be introduced which would result in a 0.5 deduction in the overall rating to ensure process discipline.

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Frequently Asked Questions

2 Section


1. Who is eligible for evaluation under the new PMS?

All employees at officer level up to grade E7 (including E7 level) are eligible for evaluation under the new PMS.

2. Are employees on contract/part time employees entitled for review under the new PMS?

Only those officers who are in a permanent roll in the organization are eligible for evaluation under the new PMS. Thereby, employees on contract/part time employees are not entitled for review under the new PMS.

3. Are officers on deputation eligible for PMS evaluation and PRP?

Eligibility for PMS evaluation and PRP would be on the basis on the terms and conditions of deputation.

4. Are Management Trainees eligible for PMS evaluation?

Management Trainees are not eligible for PMS evaluation.

5. What is the Assessment period/year?

Assessment period/year is from 1st April of the previous year to 31st March of the current year.

6. What does the word PRIDE & KPI stands for?

— PRIDE stands for “Performance Report for Individual Development of Executive”

— KPI stands for Key Performance Indicators i.e. identify the criteria that indicate performance

7. What are “super-ordinate” KPIs?

“Super-ordinate” KPI’s are the organizational goals and every officer working in CIL is directly or indirectly contributing towards these goals. The two identified super-ordinate KPIs are as follows:

— Coal Production Achievement - to be provided a minimum weightage of “20” percent

— Profit Variance per tonne- to be provided a minimum weightage of “10” percent

These superodinate goals will be present in the PRIDE of all officers.

— For officers in Unit Level- Coal production target and Profit variance per tonne for the unit to be considered the target for all employees in that Unit

— For officers in Project Level- Coal production target and Profit variance per tonne for the project to be considered the target for all employees in the Project

— For officers in Area Level- Coal production target and Profit variance per tonne for the project to be considered the target for all employees in the Area

— For officers in Subsidiary HQ/CIL HQ Level- Coal production target and Profit variance per tonne for the Subsidiary/CIL HQ respectively to be considered the target for all employees in the Subsidiary HQ/CIL HQ

— * Delhi Office and RSO to be considered a part of CIL HQ

Eligibility and Terminology

23


8. Who would distribute the PRIDE Form?

PRIDE Form will be distributed by EE Cell of respective Subsidiary/establishment to the Nominated officers.

9. Who is the Nominated officer?

Nominated officer will be notified by the subsidiary/CIL HQ for respective Unit, Project, Area and Subsidiary HQ/CIL HQ as the case may be.

Nominated officer will play a pivotal role in managing the PMS Process.

He/she will maintain a status of the current state of PMS Forms i.e. how many have been appraised and how many are still due for appraisal.

10. Whom does the officer need to submit the PRIDE Form once he/she completes his/her Self Appraisal?

PRIDE Form once filled needs to be submitted to the Reporting Officer.

— Reporting Officer would complete the evaluation and submit the PRIDE form to the Accepting Officer

— Accepting Officer would complete the evaluation and submit the PRIDE form to the Nominated Officer of the company

11. Where would the completed PRIDE form be kept after the appraisal process & the feedback has been given to the Appraisee?

The completed PRIDE form, after giving feedback, with all signatures duly completed would be maintained with the EE Department in the respective Subsidiary HQ/CIL HQ.

12. How will the rating be communicated to the officer post completion of the Appraisal process?

— Post completion of the rating by Accepting Officer, the Nominated Officer would share the PRIDE Form with the respective officer. Officers need to sign the form stating that they have gone through the form and have seen the rating provided to them.

— In case the rating undergoes a change during moderation, the new rating would be communicated to employees through a formal letter.

Custodian of PRIDE Form

24

Process

13. Is it mandatory that each of the four quadrants (Process, Finance, Customer and Learning & Growth) has a KPI?

Yes, it is mandatory that each of the four quadrants have at least minimum of one KPI.


Custodian of PRIDE Form

25

14. Would the target setting be done once or twice a year?

Targets would be fixed only once at the beginning of the year.

15. Who will identify the KPI and Weightage in an officer’s scorecard?

Officers would need to refer to the unique position scorecard to identify the KPI for each position. In case the relevant KPI doesn’t exist in the unique position scorecard, they can refer to the KPI inventory. This need to done in discussion with the Reporting Officer with respect to the applicability and accordingly the goals would be set in the scorecard.

Weightage has to be determined in discussion with the Reporting Officer.

There needs to be a formal sign off on the PRIDE Form stating that the KPI and targets have been agreed and signed off by the Reporting Officer and the concerned officer

16. Can the same KPI be given to more than one officer?

As one goes lower in the hierarchy it is likely that many officers will share a team goal. While the KPI can be same for many officers, target against each KPI would vary depending on individual to individual basis

17. What is the eligible period of performance for First Half Year Review to take place?

An officer must spend a minimum period of ninety days in the role to be eligible for First Half Year Review. Otherwise the First Half Year Review process can be skipped.

18. Would there be ratings given in the First Half Year Review?

No, there would be no rating on the KPI’s against set targets during the First Half Year Review.

However there would be overall feedback and challenges to meet targets captured in First Half Year Review Form.

19. What happens if course correction in targets is needed during the First Half Year Review?

Targets can be revised during first half year review. This will be done after initiation of target revision by Assessee or Assessor. However it can be done only under exceptional circumstances post receiving approval from concerned Functional Director.

20. Who are Reporting and Accepting officer?

Reporting and Accepting officer are the appraisers for the PMS form. The levels are clearly defined below:

For officers posted in Mining Department

Reporting Authority is the Controlling officer

Accepting Authority is Reporting Head of Controlling officer

For officers posted in non Mining Department

Reporting Authority is the Controlling officer

Accepting Authority is the Head of Function of the concerned Officer

Coal India PMS Manual 26

For employees based in Unit, the Reporting Authority is Colliery Manager

For employees based in Project, the Reporting Authority is Project Officer

For employees based in Area,

For Staff Officers, the Reporting Authority is Area General Manager

For employees under Staff Officer, the Reporting Authority is Staff Officer

21. Can the KPIs be interchanged between quadrants?

The interchangeability of KPIs from one quadrant to the other is permitted post discussion with the Reporting officer.

22. How is PRP linked to final rating?

There is a direct relation between PRP and Rating as per the DPE guidelines.

23. What is the provision of revision and introduction of KPIs?

Provision in the new system for revision and introduction of KPIs is on a periodic basis:

Centralized system in CIL HQ/Subsidiary HQ to be institutionalized for collection of inputs wherein subsidiary HQ can share suggestions with CIL HQ – Director (Personnel) / Chairman who can make any amendments.

24. What are the timelines for filling in a PRIDE Form? What happens in case the deadlines are not met?

The PMS calendar has clarity on deadlines for filling in the PRIDE Form.

Activity Timelines

Target Setting 1st April to 30th April

First Half Year Review 1st Oct to 31st Oct

Second Half Year Review 1st April to 30th April

Final Rating & Moderation 31st May

All officers are required to adhere to the timelines. PRIDE form must be received

latest by 30th April at each year at Subsidiary HQ/CIL HQ.

In instances of delay, a penalty clause to be introduced which would result in a 0.5

deduction in the overall rating to ensure process discipline.

25. Once the officer is transferred to a new position/location, when does he/she

need to fill his/her PRIDE Form?

In case of transfers (including transfer from one position to another position, either

within the same Department or outside the Department, within the same area or

outside the area, within the same Subsidiary/establishment or outside the Subsidiary/

establishment), the incumbent occupying the new role within a period must fill up the

PRIDE form within 15 days of taking up new role.


26. Who is responsible for maintaining the data for various KPIs?

Both Appraisee and Reporting Officer are responsible for maintaining the data for various KPIs.

Special Situations

27 How will the situations be handled if the officer is performing multiple roles of 2-3 positions?

In case an officer is handling 2-3 roles, the officer needs to refer to the scorecards of all the unique positions that he/she is handling and take relevant KPIs from all of them post discussion with Reporting Officer.

28. What happens when an officer is transferred during the year?

In case of transfer in an Assessment Year, the assessment made in his last assignment and the period is four months or more, the same shall be treated as final rating.

In the assessment year, if the period of assessment is more than nine months, such rating will be considered final for the whole year, and no further assessment is required for the period of less than three months.

29. When the Appraisee is in training or injured on duty?

In case of training:

a. Company’s Sponsored: The rating of the officer during his company sponsored training period will be equivalent to the average rating of the previous three years rating of the Company, and this will be only for promotion purpose. The officer would not be entititled to PRP for the said period.

b. Study Leave: The rating of the officer during his study leave will be equivalent to the average rating of the previous three years rating of the Company, and this will be only for promotion purpose. The officer would not be entititled to PRP for the said period.

In case of injured on duty:

The rating of the officer, if he is injured on duty, will be equivalent to the average rating of the previous three years rating of the Company, and this will be only for promotion purpose. Officer would not be entititled to PRP for the said period.

30. Areas/Units where there is no production happening or the work has been stopped due to unforeseen circumstances?

During the goal setting phase, only the relevant KPIs currently applicable to them, considering the existing work scenario, would be selected post discussion with the Reporting Officer.

Two super-ordinate goals of “Coal Production Achievement” and “Profit variance per tonne” will also be applicable to them. They would be assigned targets of their respective subsidiaries.

— Other Departmental KPIs can be considered for the same purpose

— Creation of two new KPIs only under special circumstances which needs to be approved from CMD of the respective subsidiary


31. Who are the members of Appellate Committee and what are their powers?

Appellate Committee will consist of the following members:

— For officers up to E-6 level: Subsidiaries can constitute a committee for considering the cases of officers who are rated as Poor. The said Committee will consist of FDs of the Company with CMD of the Company as the approving authority. However, the said committee cannot raise the total score above Good (Score up to 2.99)

— For officers in E-7 level: CIL HQ will constitute a committee for considering the cases of officers in E7 level who are rated as Poor. Committee will consist of FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the Approving authority. However, the said committee cannot raise the total score above Good (Score up to 2.99)

— All cases of CIL HQ,RSO and Delhi Office will be referred to Committee will consist of FDs of the CIL HQ/Subsidiaries with Chairman of CIL as the Approving authority

The decision of the Competent Authority and the final grading shall be communicated to the Officer reported upon within 15 days of receipt of the decision.

Cases of Retirement/Deputation and Resignation

32. Are officers who are retiring entitled to PRIDE Form Review?

Yes, officers who are retiring are entitled to PRIDE Form Review and to a prorated PRP payout (i.e. from the commencement of the Assessment year to the last working day).

33. What happens if an officer has voluntarily resigned from the organization?

In case an officer has voluntarily resigned from the organization and has spent less than six (6) months of the assessment period in the organization, he/she would not be entitled to PRIDE Form Review and prorated PRP payout.

However, if the officer has voluntarily resigned from the organization and has spent more than six months of the assessment period, he/she would be entitled to PRIDE Form Review. The PRP payout would be calculated on a pro-rata basis i.e. from the commencement of the Assessment year to the last working day of the concerned officer.

34. Are dismissed officers/ officers under Vigilance entitled for PMS evaluation and PRP?

Dismissed officers under vigilance cases are not entitled for PMS evaluation and PRP

Officers under vigilance cases would not be entitled for PMS evaluation and PRP till the time a final decision is declared


Induction on PMS Process

35. What would be the process adopted to educate officers on the new PMS Process?

A session would be undertaken on the PMS Process during the induction process for all new joinees.

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