SUMMER TRAINING REPORT
AT
DAINIK JAGRANOn
Submitted By:---
Dushyant Dutt
PGDM, Trimester- III
Submitted To:-Mr. S. Srivastava
PREFACE
True learning is born out of experience and observation practical experience is one of the best types of leanings that one can remember throughout the life. After II trimsters in learning theoretical aspects of administration and management, the day come to apply these in corporate world in content of modern industrial enterprise that has to go through its different terminal to achieve that corporate goals. The main object of practical training is to develop practical knowledge, experience and awareness about industrial environment and business practices in the student as a supplement to theoretical studies of administration and management in specific area like HRM. It increases the skill, ability and attitude of a student to perform specific job in industrial environment.
Fortunately, I got golden opportunity to visit and complete my six week training at DAINIK JAGRAN. Here, I got chance to see the functioning HRD departments and imbibe a lot learning of the subjects.
DAINIK JAGRAN is a wide Organization producing News papers, the main products include Dainik Jagran, I Next, City Plus, Mid Day etc.. It has developed in many fields.
ACKNOWLEDGEMENT
Through this acknowledgement, I express my sincere gratitude towards all those people who have helped me in the preparation of this project, which has been learning experience.
I appreciate the co-operation by the management and staff of ‘DAINIK JAGRAN’ for giving me the opportunity to get trained in their office.
I would like to thank the Faculty Guide: - Mr. S.Srivastava, and the other Faculty members, the Librarian and the administrative staff of INJ Business School, Greater Noida, for their support.
Finally, I express my sincere thanks to Mr.C.S. Shukla and Mr. Vikas Jain who guided me through
out the project and gave me Valuable suggestion and encouragement.
TABLE OF CONTENTS
Sr. No. Contents Page No.
1 Preface
2 Acknowledgement
3 Declaration
4 Introduction of the Organisation
5 Performance Appraisal
6 Objective of Performance Appraisal
7 Steps of Performance Appraisal
8 Process of Performance Appraisal
9 Challenges of Performance Appraisal
10 Analysis of Questionnaire
11 Conclusion
12 Bibliography
INTRODUCTION OF
DAINIK JAGRAN
The story of Danik Jagran began in 1942 with a mission to "create a newspaper that would reflect the free voice of the people." This vision was as much a reflection of the times when it was propounded, as much as it is relevant to us today.
Late Puran Chand Gupta was the founder. Started in Jhansi, then shifted the Head Quarter to Kanpur.
More than 55.7 million people read Dainik Jagran making it the largest read
daily in India. Currently, Dainik Jagran’s 37 editions are published across eleven
states of India. It is 3rd in India and 17th worldwide for the largest circulation of a daily newspaper.
Mr. Mahendra Mohan Gupta is the Chairman & Managing Director of our Company and also holds the position of Managing Editor of our Company. He holds a bachelor's degree in commerce. Mr. Gupta has more than 45 years of experience in the print media industry.
Mr. Sanjay Gupta is the CEO & Whole Time Director Jagran Prakashan Group
1942:-
The first edition of Dainik Jagran was launched from Jhansi.
1947:-
The second edition was launched from Kanpur
1953:-
Rewa edition was launched.
1956:-
Bhopal edition was launched.
1975:-
Gorakhpur edition came into existence.
1979:-
Varanasi, Allahabad and Lucknow
editions.
1984: - Meerut edition came
1986:- Agra edition was launched.
1989:-
Bareilly edition was launched.
1990:-
Delhi edition was launched
Between 1997 and 2006, eighteen new editions were added, and through 2007-08, six new editions were launched.
2006 :-Mumbai Mirror – Afternoon edition launchedOffers Mumbai Mirror or Maharashtra Times as complimentary copy with DJ at a price of Rs.4. Group MD, Mr Vineet Jain awarded the scroll of honour for being the new age media guru - Hero Honda Indian TV Academy AwardsTimescape the DJ Intranet portal re-launched - now powered by SAP Netweaver BCCL goes live on SAP systemMagicBricks.com – launched in October 2006 targets the Online Real Estate Space Smart Hire – launched April 2006, is witnessing stupendous growth with its focus on providing organisations with end-to-end recruitment solutions. Ads2Book.com – The World’s Only Global Ad Booking Engine - Relaunched in August 2006With intensive R&D, the Net-
2-Print classifieds booking system Ads2Book.com was created and imbued with AI (artificial intelligence) that assisted users through the entire process of Creating, Booking & Paying for their Print Classified Ads, all from the comfort of their desktop.
AchievementsDainik Jagran’s iconic stature is supported not only by the undisputed readership figures of the Indian Readership Survey, 2009 Round 1 (IRS 2009, R1), but also by its ranking as the largest read daily of India for the last twelve consecutive rounds of the same study. In May 2006, Dainik Jagran was voted as themost credible source of news within the printmedia by a BBC-Reuters study. If this fact by itself isn’t a stunning achievement then the factof Dainik Jagran being the world’s single largestnewspaper almost certainly is (Source: WorldAssociation of Newspapers).When it comes to marketing acumen, it is no less a feat that Dainik Jagran is far ahead of its nearest competitor.The gap now stands at a resounding 21 million (Source: IRS 2009 R1). Interestingly, Dainik Jagran is also the number one choice amongst people who can read English. Even the combined readership of the TOI Group, the HT Media Group or the Dainik Bhaskar Group does not surpass that of Dainik Jagran.
The wide gamut of material on offer in its pages includes politics, economics, sports, spirituality, health, literature and youth affairs.
Its popular supplements embrace the worlds Of film, travel, entertainment, education and careers. Special supplements are also created for the readers by the readers: Junior Jagran is an example of such a product created by children.Khet Khalihaan is a special product developed for rural markets.
While Dainik Jagran is the flagship brand of Jagran Prakashan Limited, two other newspapers from the group have elevated its position even further: I Next and City Plus.
I Next is India's first bilingual compact Hindi daily targeted at the youth. Its trendy content is designed especially for India’s open-to innovations gen next. Circulated across nine cities in four states, I Next is rapidly becoming the happening youth paper. City Plus is a weekly English tabloid circulated in key urban markets. It’s a lifestyle publication that focuses on
the local and sub-local level. With seventeen editions, City Plus now covers Delhi, the national capital region (NCR), Bangalore and Pune.The Group also publishes Sakhi, a premium women’s magazine that targets.
After securing a strong foothold in the Hindi heartland, Dainik Jagran
now has its eyes set on the English language sphere. The paper has come out with an English weekly newspaper called ‘City
Plus’. The Noida edition of the paper was launched on September 23, 2006,
while the Gurgaon edition is slated for launch on September 30The eight-page, all-colour broadsheet constitutes news related to fashion, food, lifestyle, and movie reviews, among others.
The new offering from Jagran is based on an advertising driven model and is available free of cost. Terming it as a ‘retail product’, Basant Rathore, General Manager, Dainik Jagran, said, “The NCR as a region is witnessing a lot of retail boom, the BPO boom followed by a residential boom too.
“Mission of “DAINIK JAGRAN ” :-
“The Jagran Prakashan Group is the aggregator of content in
any form in the infotainment Industry. We collect & sell
content to right target audience”.
“YOU ARE EMPOWERED”
STAGES OF GROWTH: -
To empower the reader to live the life of their dreams.
To facilitate better decision.
To provoke Thought
Global Experience.
Love for the community
Adopt the Reader’s worldwide view.
Liberate the mind
Cheerfulness in the circus of life.
We grow at this stage because:
OUR CENTRAL VALUE IS YOU!
Performance Appraisal:-
Meaning:
Performance Appraisal is the process of obtaining, analyzing and recording
information about the relative worth of an employee. The focus of the
performance appraisal is measuring and improving the actual performance of
the employee and also the future potential of the employee. Its aim is to
measure what an employee does.
According to Flippo, a prominent personality in the field of Human Resource,
“performance appraisal is the systematic, periodic and an impartial rating of an
employee’s excellence in the matters pertaining to his present job and his
potential for a better job." Performance appraisal is a systematic way of
reviewing and assessing the performance of an employee during a given period
of time and planning for his future.
It is a powerful tool to calibrate, refine and reward the performance of the
employee. It helps to analyze his achievements and evaluate his contribution
towards the achievements of the overall organizational goals.
By focusing the attention on performance, performance appraisal goes to the
heart of personnel management and reflects the management’s interest in the
progress of the employees.
OBJECTIVES OF PERFORMANCE APPRAISAL:-
To review the performance of the employees over a given period of
time.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
Helps to strengthen the relationship and communication between
superior – subordinates and management – employees.
To diagnose the strengths and weaknesses of the individuals so as to
identify the training and development needs of the future.
To provide feedback to the employees regarding their past performance.
Provide information to assist in the other personal decisions in the
organization.
Provide clarity of the expectations and responsibilities of the functions
to be performed by the employees.
To judge the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training and development.
To reduce the grievances of the employees.
Process of Performance Appraisal:-
ESTABLISHING PERFORMANCE STANDARDS
The first step in the process of performance appraisal is the setting up of the
standards which will be used to as the base to compare the actual
performance of the employees. This step requires setting the criteria to judge
the performance of the employees as successful or unsuccessful and the
degrees of their contribution to the organizational goals and objectives. The
standards set should be clear, easily understandable and in measurable terms.
In case the performance of the employee cannot be measured, great care
should be taken to describe the standards.
COMMUNICATING THE STANDARDS
Once set, it is the responsibility of the management to communicate the
standards to all the employees of the organization. The employees should be
informed and the standards should be clearly explained to the. This will help
them to understand their roles and to know what exactly is expected from
them. The standards should also be communicated to the appraisers or the
evaluators and if required, the standards can also be modified at this stage
itself according to the relevant feedback from the employees or the evaluators.
MEASURING THE ACTUAL PERFORMANCE
The most difficult part of the performance appraisal process is measuring the
actual performance of the employees that is the work done by the employees
during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the
careful selection of the appropriate techniques of measurement, taking care
that personal bias does not affect the outcome of the process and providing
assistance rather than interfering in an employees work.
COMPARING THE ACTUAL WITH THE DESIRED PERFORMANCE
The actual performance is compared with the desired or the standard
performance. The comparison tells the deviations in the performance of the
employees from the standards set. The result can show the actual
performance being more than the desired performance or, the actual
performance being less than the desired performance depicting a negative
deviation in the organizational performance. It includes recalling, evaluating
and analysis of data related to the employees’ performance.
DISCUSSING RESULTS
The result of the appraisal is communicated and discussed with the employees
on one-to-one basis. The focus of this discussion is on communication and
listening. The results, the problems and the possible solutions are discussed
with the aim of problem solving and reaching consensus. The feedback should
be given with a positive attitude as this can have an effect on the employees’
future performance. The purpose of the meeting should be to solve the
problems faced and motivate the employees to perform better.
DECISION MAKING
The last step of the process is to take decisions which can be taken either to
improve the performance of the employees, take the required corrective
actions, or the related HR decisions like rewards, promotions, demotions,
transfers etc.
Challenges of Performance Appraisal:-
In order to make a performance appraisal system effective and successful, an
organization comes across various challenges and problems. The main
challenges involved in the performance appraisal process are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems
faced by the top management. The performance data to be considered
for evaluation should be carefully selected. For the purpose of
evaluation, the criteria selected should be in quantifiable or measurable
terms
Create a rating instrument
The purpose of the performance appraisal process is to judge the
performance of the employees rather than the employee. The focus of
the system should be on the development of the employees of the
organization.
Lack of competence
Top management should choose the raters or the evaluators carefully.
They should have the required expertise and the knowledge to decide
the criteria accurately. They should have the experience and the
necessary training to carry out the appraisal process objectively.
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect
(i.e. one trait influencing the evaluator’s rating for all other traits) etc.
may creep in the appraisal process. Therefore the ratter should exercise
objectivity and fairness in evaluating and rating the performance of the
employees
Resistance
The appraisal process may face resistance from the employees and the
trade unions for the fear of negative ratings. Therefore, the employees
should be communicated and clearly explained the purpose as well the
process of appraisal. The standards should be clearly communicated and
every employee should be made aware that what exactly is expected
from him/her.
Purpose of Performance Appraisal :-
Performance Appraisal is being practiced in 90% of the organizations worldwide. Self-appraisal and potential appraisal also form a part of the performance appraisal processes.
Typically, Performance Appraisal is aimed at:
To review the performance of the employees over a given period of time.
To judge the gap between the actual and the desired performance.
To help the management in exercising organizational control.
To diagnose the training and development needs of the future.
Provide information to assist in the HR decisions like promotions, transfers etc.
Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.
To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.
To reduce the grievances of the employees.
Helps to strengthen the relationship and communication between superior – subordinates and management – employees.
z
JAGRAN PRAKASHAN GROUP
PERFORMANCE APPRAISAL & DEVELOPMENT PLAN
PURPOSE:
The purpose of conducting a Performance Appraisal is to review and evaluate the performance of an executive/journalist on contract.
OBJECTIVE:
To inform the appraisee of his/her relative performance in terms of targets and Key Result Areas(KRA)
To encourage meaningful and transparent communication between the appraiser and appraisee.
To identify the training need for development.
GUIDELINES: -
The date and time for the appraisal interview has to be fixed well in advance by mutual consent between the appraiser and the appraisee to allow for adequate preparation.
A separate self-evaluation form has to be filled by every executive/journalist on contract prior to the appraisal interview and submitted to the appraiser. After the form is filled, the appraiser should then proceed with the appraisal interview.
During the appraisal interview the appraiser first do a Target based review for the appraisee and he should appraise the appraisee on the important parameters that have been identified.
The appraiser should explain to the appraisee why he/she has been given a particular score against a particular parameter and point out the appraisee’s strength’s and weaknesses.
The targets for the next year should be retained by the Department Head for mid-term review.
The completed self-evaluation forms/performance appraisal forms of every executive/journalist on contract in Mumbai and Delhi should be sent to the respective HRD departments at Mumbai & Delhi.
The appraisee should keep a copy of his/her self-evaluation and performance appraisal form and note the areas for improvement
DEFINITION OF SCORES:
Scores/ Rating Definition
High Flier/Outstanding (5) Employee who truly achieves outstanding success in the given targets and accomplishes much more than the expected tasks with efficiency and effectiveness. Research indicates that only 1% of the total employee population belongs to this category.
Employees whose Average Weighted score- (A) range from 4.7 to 5 are Highfliers/Outstanding.
Regularly Exceeds (4) Employee who exceeds the requirements of the job. It gives an indication that the person is prepared sufficiently for a higher classified job. Research indicates that only about 15% of the total employee population belongs to this category.
Employees whose Average Weighted Score– (A) range from 4.2 to 4.69 are Regularly Exceeding.
Meets Requirement (3) This rating is to be given to the employee who has the requisite qualities to perform the present job with efficiency. Research indicates that 73% of the total employee population belongs to this category.
Employees whose Average Weighted Score- (A) range from 3.6 to 4.19 are Meeting requirements.
Occasionally Meets (2) Employee whose performance is adversely affected due to the lack of qualities required to perform in his current job. This is an indication that the person needs to be trained and developed sufficiently to orient him towards good performance.
Employees whose Average Weighted Score –(A) range from 3 to 3.59 are Meeting occasionally.
Fails To Meet (1) This rating means totally unacceptable performance over a period of time. Inspite of all efforts in training and development the employee continues to demonstrate lack of qualities to perform the job.
Employees whose Average Weighted Score – (A) range from 0 to 2.99 are Failing to meet.
SELF-EVALUATION FORM
(It is recommended that the appraisee uses this form prior to his/her interview in-order to help him/her to think about the job he/she does.)
NAME: DEPARTMENT:
EMPLOYEE NUMBER: DESIGNATION:
BRANCH:
Describe in specific your job description in the company?
------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
What parts of the job do you feel you do well?
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What parts of the job do you have difficulties with, and are there any obstacles which have caused you particular problems?
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What were your main accomplishments during the Appraisal year?
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Do you consider yourself fit for a higher position in the company? If yes, describe the kind of work you are equipped to do.
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What kind of training will equip you to perform better? Specify courses and development need areas.
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Would you like to handle any assignments and do you desire a job rotation, transfer to any other function/department etc. to enhance your career?
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Ease indicate the enabling and hindering factors which influence your performance.
Enabling Factors Hindering Factors
Are there any other points, which you would like to raise at your appraisal?
Overall Appraisal of Performance:(Kindly rate your overall performance)
Scores (S) to be used for rating actual performance
High Flier/ Outstanding
Regularly Exceeds
Meets Requirements
Occasionally Meets
Fails to meet
5 4 3 2 1
APPRAISEE
Name:
Signature:
Date:
APPRAISER
Name:
Signature:
Date:
TARGET WORKSHEET
Name: Employee Number: Department:
Designation: Date of Joining: Age:
Please identify your Work Goals
Please identify the Key Performance
Areas (KPA’s)
Please indicate the target dates by which KPA’S would
be achieved
Please tell us about the areas in which you need training to achieve your work goals
Signature (Appraiser) …………… Signature (Appraisee)……………
Date …………… Date ……….......
MID TERM REVIEW OF PROGRESS
Please indicate the progress made regarding achieving your Key Performance Areas-Whether they are complete/ongoing/incomplete and cite the reasons where appropriate.
Signature (Appraiser)…………… Signature (Appraisee)…………..
Date: …………... Date: …………..
Performance Appraisal Ratings & Redesignation Chart
Sr. No Company Pay Roll ID No
HR Empl. No
Branch Employee Name
*Cont.
Department Present Designation
Recommended
Redesignation
Year of last Redesignation
Performance Rating
TRAINING NEED IDENTIFICATION & TRAINING CODES
In order to facilitate the process we have listed down few steps which are to be
followed while collating the training data:
STEP 1: As a continuing process of Performance Management Process, the
training needs have to be identified from the Performance Appraisal forms.
The data has to be collated by the Department Heads of the respective branch
and given to the Branch Head in the format “Training need identification
chart”.
STEP 2: We have classified the training needs into 4 categories, title code and
title type is mentioned below:
1001 Information Technology
2001 Managerial Effectiveness Programme
3001 Function Specific Programme
4001 Training by Experts
Training needs identified should match with the job profile mentioned in the
PA form. In view of the above, please analyse whether the training needs
identified are actually required to increase the competence & skill of the
individual and would continue towards effective performance of the assigned
task.
STEP 3: The Department Head to eliminate the training programmes which are
not of very important nature and prioritise the identified training needs as per
the requirement of the department and branch.
STEP 4: Also classify the identified training programmes which can be
conducted internally and externally.
STEP 5: The training codes and sub-codes have to be identified after analysing
the descriptions mentioned in the “Training code chart”. For example: The
training type identified is ‘Information Technology’ and the training title name
is ‘MS Office’. Therefore, in training need identification under the column
training code and sub-code the entry will be 1001 and 1001 respectively.
STEP 6: ‘Training calendar’ will be designed and implemented by the Branch
HR/Personnel Head in consultation with the Branch Head.Kindly note that
under the (Training Code-2001)- “Managerial Effectiveness Programme” we
are having the following training titles:
(Sub Code-2001) Managing Self (Sub Code-2002) Managing People
includes the following module for
the rank of Executives to Asst.
Manager:
Goal Setting & Career
Planning
Lateral Thinking
Communication Skills
Presentation Skills
Time Management
Assertiveness
Transactional Analysis
Counselling Skills
Seven Habits of Highly
Effective People
Art of Living & Stress
Management
includes the following module for
the rank of Dy. Manager to Chief
Manager:
Principle Centered
Leadership
Listening Skills
Performance Management
Skills
Coaching & Mentoring
Team Building & Conflict
Management
Interviewing Skills
Counselling Skills
Abnormal & Normal
Psychology
Emotional Intelligence
(Sub Code-2003) Managing
Business & Strategy includes the
following module for the rank
above Chief Manager:
Business Policy Planning
Strategic Management
Marketing Management
Operations Research
Finance for Non-Finance
HR for Non-HR
TQM & BPR
TRAINING CODES CHART
Training Code Type of Training Sub-Code Training Need Title
1001 Information
Technology
1001 MS Office/Windows
1002 Internet Tools
1003 Oracle
1004 QurakXpress
1005 Adobe/Corel Draw
1006 Design and Layout
Techniques
1007 Design and Graphics
1008 Operations System
1009 Ingres/Informix/
Sysbase
1010 Java/Perl/Cgi
1111 Others
2001 MGR
Effectiveness
Programme
2001 Managing Self
2002 Managing People
2003 Managing Business &
Strategy
2004 Others
3001 Function
Specific
Programme
3001 Selling Skills &
Marketing Concepts
3002 Industrial Relations &
Labour laws
3003 Materials Management
& Purchase
Management
3004 Financial
Accounting/Balance
sheet
3005 Taxation
3006 Customer Relations
3007 Brand Management
3008 Fire Risk Management
& Electrical Skills
3009 Research
Methodologies
3010 Writing Skills
3111 Foundation Course for
Journalism
3112 Others
4001 Training by
Experts
4001 International
Accounting
Norms/Standards
4002 Forex/ Futures/Swaps
4003 Capital Market
4004 Marketing/Media/
Advertising
4005 Macro/Micro
Economics
4006 Security and
Administration
4007 Others
TRAINING NEED IDENTIFICATION
Sr No. Company Pay Roll ID
No.
HR EMPL.
NO
Branch
*Cont.
Employee
Name
Department Present
Design
ation
Recommended
Redesignation
Year of
Last
Redesigna
tion
Performance
Rating
PERFORMANCE ASSESSMENT GUIDELINES
1) Self-Assessment
All Appraises will make a Self-Assessment of their own performance and fill in the following information in the Performance Assessment Worksheet:
Sl. No. Term Description
1. Key Result Area (KRA) These are critical functions of a job. Performance with respect to defined KRAs lead to distinct contributions/ outcomes towards organizational objectives.
2. Measure(s) These are yardsticks for evaluating the extent of performance with respect to a KRA. A particular KRA may have more than one Measure.
3. Performance Standard This is a specific goal corresponding to the Measure of a KRA and should preferably be realistic, achievable and time-bound.
4. Weightage(%) This demonstrates the relative importance of the KRA in terms of the
priority and effort and should add up to 100%. The minimum Waightage is 10%
5. Extent of Over-/ Under-achievement (with elaboration)
To what extent the Performance Standards were met and description about the causes of /factors responsible for Over/ Under-Achievement.
2) Performance Assessment Discussion
This candid discussion between the Appraiser and the Appraisee on the latter’s performance during the year should focus on the following aspects:
Demonstration of the extent of performance by the employee in the objective terms.
Identifying the key drivers and facilitators for performance. Reviewing and discussing performance bottlenecks and making plans
to overcome them. Planning of KRAs, Measures and Performance Standards for the next
year.
3) Assessment by Appraiser
Post discussion with the employees, the Appraiser will fill in the following information:
Comments of Appraiser This will include specific observations/ remarks relevant to the Assessment of the Appraisee, or any other Job-related aspect.
Assessed Level The Performance Level of an Appraisee for each of his/her KRAs as well as the Overall Performance( for the Job as a whole) will be as per table below.
Assessed Description of Typical %
Definition of Level
Level Level Achievement
of Results
KRA Performance Overall Performance
DE Demonstrates
Excellence
Greater than
120%
Performance exceeds
Expectation, consistently
Achieving challenging and
Stretch goals and meets
Industry/ organizational
Standards of excellence.
Overall performance exceeds all
Job expectations and is “visible”
Across the organization.
EE Exceeds
Expectations
Between
100% to 120%
Performance exceeds
Expectations in all respects.
Overall Performance exceeds all
Job expectations and is “visible”
Across the Department/
Function/ Location.
ME Meets
Expectations
Between
85% to 100%
Performance meets
Expectations.
Overall Performance
Demonstrated meets all job
Expectations.
NI Needs
Improvement
Less than
85%
Performance only partially
Meets expectations and
Needs improvement.
Overall Performance only
Partially meets job expectations
And improvement is needed.
SME Short of
Minimum
Expectations
Poor or
Insignificant
Results
Performance demonstrated
Falls short of minimum
Expectations.
Overall performance
Demonstrated falls short of
Minimum job expectations.
4) Performance Review
The Appraiser will forward the Worksheet duly assessed and completed by him/her to the Reviewer (the immediate supervisor of the Appraiser) for his/her review and validation. Based on discussion with the Reviewer, the Assessed Level of Overall Performance for the employee will be documented in the Worksheet (based on the guidelines in the above table).
The reviewer and the appraiser shall document their overall comments relating to the assessment of employee and sign off at respective places in the worksheet.
5) Performance Calibration Process
After the completion of performance review, the Overall Performance as assessed will be taken through the Performance Calibration Process by the Functional Directors. This process would aim at reviewing performance levels across the functional area and apply necessary changes in line with structured guidelines, if any.
Performance level Distribution guidelines:
Assessed Level
DE EE ME NI SME
% of Head Count
10% 25% 50% 10% 5%
6) Feedback to Appraisee
Post calibration process, the Assessed Level of Overall Performance will be communicated to the Appraisee by the Appraiser. The Appraisee writes down his impressions and views (including those regarding the objectivity of the process), signs off the worksheet and hands it over back to the Appraiser. The Appraiser then forwards the Worksheet to the Functional Head.
EMPLOYEE DEVELOPMENT GUIDELINES
(A) Identifying Key Behavior Areas and their Desired Level
The Appraisee should fill in the following information in consultation with the Appraiser and HR Managers.
Sl.
No.
Term Description
1 Key Behavior Area These are the behaviors that are required by an individual
To perform his/her job effectively.
2 Desired Level of Behavior
This is the proficiency with which the Key Behavior is
Required to be demonstrated by the job-holder for performing his/her job effectively.
(B) Demonstration of Key Behaviors by Appraisee
Appraisees provide Examples of Demonstration of Key Behavior (with reference to the Desired Level of Behavior) for each of the Key Behavior Areas. These Examples (may be Critical Incident) would always have to be work-related and would be determinants of their Proficiency Level (explained below) on the applicable Key Behavior Areas.
(C) Development Review
Post filling in the Examples of Demonstrated Behavior, the Appraisee and the Appraiser candidly discusses the following :
1. The Frequency of demonstration of a Behavior by the Appraisee, as well as the Proficiency with which it is demonstrated over a defined period of time.
2. Development Support required by the Appraisee to take on higher/ wider roles within the next year.
3. Training Needs of the Appraisee that need to be addressed within the next year.
Post discussion with the Appraisee, the Appraiser will fill in the following information in the Worksheet:
Sl.
No.
Term Description
Assessed Proficiency This describes the Proficiency with which the Key Behavior
1 Level is demonstrated by the appraisee as per the Proficiency Level Table given below.
2
Specific Development
And Training Needs
These are any specific Development and Training Needs for the Appraisee, to be addressed during the next one year.
Proficiency Level Table
Proficiency Level Description
More than desired
(M)
Demonstrated Desired Level of Key Behavior with Expected Consistency for Current Job and Additionally Demonstrates Key Behavior at Higher Level (s) than desired on some occasions.
As desired (A) Demonstrates Desired Level of Key Behaviors with Expected Consistency for Current Job.
Less than desired
(L)
Does Not Demonstrate Desired Level of Behavior with Expected Consistency for Current Job.
The Appraiser signs off and forwards the document to the Appraisee for his/her comments and sign-off. Post this, the Appraisee forwards the Worksheet to the concerned HR Manager. The Proficiency Level is communicated the Functional Director. This data will form an important parameter for Progression / Re-designation decisions.
QUESTIONNAIRE
Name:
Age:
Department:
Designation:
Qualifications:
Number of Years of Service at
Dainik Jagran:
Contact Number:
Note: This questionnaire would be kept as confidential document as it’s for Survey
Purpose, and would not be revealed to Times of India Management.
Q.1 What type of Performance Appraisal system exists in your Organization?
Confidential Report
EPRF [Employee Performance Appraisal Review Form]
DOPA [Development Oriented Performance Appraisal]
Q. 2 To what extent do you think that performance appraisal is necessary for efficient functioning of the organization?
Very much necessary
Some what necessary
Not at all necessary
Q. 3 What according to you should be the objective of a performance appraisal? [Assign ranks as per your priority]
To improve job satisfaction
To prevent grievance
To assist in career planning
Assist management in promotion, transfer and development
Reveal areas where training is needed
Q. 4 Is the Self-evaluation forms self-sufficient?
Very much sufficient
Moderately sufficient
Not at all sufficient
Q.5 Do you think that the existing performance appraisal system adequate enables you to
find out the areas of furthers improvement?
Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Q. 6 How far is the performance appraisal system influential in determining training needs?
Strongly influential
Some what influential
Not at all influential
Q.7 Career planning and job rotation being an essential part of performance appraisal, to what extent are they fulfilled at Dainik Jagran?
Strongly fulfilled
Some what fulfilled
Not at all fulfilled
Q. 8 Do you think that external factors that affect your performance are accounted for?
Yes
No
Q. 9 How far is the present performance appraisal system influential in keeping high motivational level?
Strongly influential
Somewhat influential
Not at all influential
Q. 10 Do you think that you are perfectly being evaluated by the present performance appraisal system?
Yes
No
Q. 11 If you have answered NO to the previous question then what do you think is the best facet that could evaluate you?
Q. 12 What do you think apart from PDCA [Plan-Do-Check-Act] is needed, so that it would keep your performance at its best?
Q. 13 Do you think there exist a fine combination of Centralized Policy decisions and Decentralized Operating decisions at Dainik Jagran?
Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Q. 14 Job and role clarity plays a vital role in individuals performance, how clearly are these two defined at Dainik Jagran?
Very much clear
Moderately clear
Not at all clear
Q. 15 Do you think there exist a transparent performance appraisal system at Dainik Jagran?
Yes
No
Q. 16 How far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance?
Excellent
Very good
Good
Fair
Poor
Q. 17 Recently, performance appraisal has been undertaken at Dainik Jagran, how was your experience and what changes would you like to suggest?
Analysis of Questionnaire
Classification of Respondent:-
Male 18
Female 7
Total 25
Male Female Total0
5
10
15
20
25
30
18
7
25
Series1
Above diagram shows the classification of respondent. Out of 25 persons, 18 are males and 7 are females. And percentage wise classifications are shown in following diagram.
72%
28%
MaleFemale
Q-1 What type of performance appraisal system exist in your organization?
Confidential Report 0
EPRF (Employee Performance Appraisal Review Form)
23
DOPA (Development Oriented Performance Appraisal)
2
c.r. EPRF DOPA Total0
5
10
15
20
25
30
0
23
2
25
Series1
Above diagram shows which type of performance appraisal system exit in Times of India. Here, out of 25 persons 23 says EPRF and 2 says DOPA. And percentage wise classifications are shown in following diagram.
92%
8%
confidential reportEPRFDOPA
Q-2 To What extent do you think that performance appraisal system is important for efficient functioning of the organisation?
Important 9
Very Important 16
Not Important 0
Important very Imp Not Imp Total0
5
10
15
20
25
30
9
16
0
25
Series1
Above diagram shows to What extent do you think that performance appraisal system is important for efficient functioning of the organisation. Here, out of 25 persons 9 says Important and 16 says Very important. And percentage wise classifications are shown in following diagram.
36%
64%
Importantvery ImpNot Imp
Q-3 Is the Self-evaluation form self-sufficient?
Sufficient Insuf. Need imv Total0
5
10
15
20
25
30
15
1
9
25
Series1
Sufficient 15
Insufficient 1
Needs Improvement 9
Total 25
Above diagram shows is the Self-evaluation form self-sufficient. Here, out of 25 persons 15 says Sufficient, 1 says Insufficient and 9 says needs improvement. And percentage wise classifications are shown in following
diagram.
60%
4%
36%SufficientInsuf.Need imv
Q-4 Do you think that external factors that affect your performance are accounted and Considered during the Performance Appraisal?
Yes 18No 7Total 25
Yes No Total0
5
10
15
20
25
30
18
7
25
Series1
Above diagram shows the external factors that affect your performance are accounted and Considered during the Performance Appraisal. Here, out of 25 persons 18 says Yes and 7 says No. And percentage wise classifications are shown in following diagram.
72%
28%
YesNo
Q-7 Apart from the performance appraisal system, are there any other factors that help to fulfil the above objective?
Yes 6
No 19
Yes No Total0
5
10
15
20
25
30
6
19
25
Series1
24%
76%
YesNo
Q-8 Do you think, the past performance behavioural records and critical incident are considered during the performance appraisal?
Not Considered 3Considered but not adequately 11Adequately considered while making decisions 11Total 25
Not cons consider Adeq con Total0
5
10
15
20
25
30
3
11 11
25
Series1
12%
44%
44%
Not consconsiderAdeq con
Q-9 How far is the present performance appraisal system influential in keeping high Motivational level?
Strongly influential 9Somewhat influential 12Not influential 3Leads to stress 1Total 25
Strongly Somewhat Not influ. lead stres Total0
5
10
15
20
25
30
9
12
31
25
Series1
36%
48%
12%4%
Chart Title
StronglySomewhatNot influ.lead stres
Q-10 Do you think that you are perfectly evaluated by the present appraisal system?
Yes 18No 7Total 25
Yes No Total0
5
10
15
20
25
30
18
7
25
Series1
72%
28%
YesNo
Q-11 How do you find the behaviour of the appraiser at the time of Appraisal Interviews?
Fair & justified 15Motivating 5Comforting & Supportive 5Biased 0Stressful 0Total 25
Fair Motivate Supportive Biased Stressful Total0
5
10
15
20
25
30
15
5 5
0 0
25
Series1
60%20%
20%
FairMotivateSupportiveBiasedStressful
Q-12 Is the system at Dainik Jagran adequately justifies your potential through job rotations and other tools?
Yes 19No 6Total 25
Yes No Total0
5
10
15
20
25
30
19
6
25
Series1
76%
24%
YesNo
Q-13 Do you think the performance appraisal system adequately appraises the potential of employee?
Yes 20No 5Total 25
Yes No Total0
5
10
15
20
25
30
20
5
25
Series1
80%
20%
YesNo
Q-14 Job and role clarity plays a vital role in individual’s performance, how clearly are these two defined at JAGRAN Group?
Very much clear 15Moderately Clear 9Not at all clear 1Total 25
Very much Clear Moderatery Clear Not at all Clear Total0
5
10
15
20
25
30
15
9
1
25
Series1 Series2
60%
36%
4%
Very much ClearModeratery ClearNot at all Clear
Q-15 Do you think there exist a transparent performance appraisal system at times group?
Yes 22No 3Total 25
Yes No Total0
5
10
15
20
25
30
22
3
25
Series1
88%
12%
YesNo
Q-16 How Far is the performance appraisal system armed with an efficient feedback system to assist you in improving performance?
Excellent 6Very Good 4Good 9Fair 5Poor 1Total 25
Excellent Yery good Good Fair Poor0
1
2
3
4
5
6
7
8
9
10
6
4
9
5
1
Series1
24%
16%
36%
20% 4%
ExcellentYery goodGoodFairPoor
Q-17 Recently performance appraisal has been undertaken at Dainik Jagran, how was your experience and what changes would you like to suggest?
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