Ppt of Comp1

Comparativa analysis of Performance Management between

GAIL & BPCL

Group-1Heena KumariRomana Aftab

Shilpi RaniMichelle Baa

Monalisa Nayak

What is Performance Management

• Performance management: The process of motivating employees through setting goals, measuring progress, giving feedback, coaching for improved performance, and rewarding achievements.

Why Performance management

• Translate goals into tangible objectives and measures at the individual level.

• To establish a process of continuous feedback on performance.

• Performance management can make the employer aware of general employee satisfaction and needs.

• The performance management process can create a plan to bridge gaps between current skills and future needs.

GAIL

• GAIL (India) Ltd was incorporated on August 16, 1984.

• GAIL (India) Ltd integrates all aspects of the Natural Gas value chain (including Exploration & Production, Processing, Transmission, Distribution and Marketing) and its related services.

• It is under Forbes 2000 company.

• Mission

To accelerate and optimize the effective and economic use of natural gas and its fraction for the benefits of the national economy.

• Vision

• Be the leading company in natural gas and beyond, with global focus, committed to customer care, value creation for all stake holders, and environmental responsibility.

BPCL

• Integrated Petroleum Refining and Marketing Company

• Fortune 500 & Forbes 2000 company

• Large distribution network across India – 425 locations.

• The Company operates in a single segment - Refinery and marketing activities.

• Vision

• We are a leading energy company with global presence through sustained aggressive growth and high profitability

• We are the first choice of customers, always

• Values

Innovative

Caring

Reliable

Performance management in GAIL

• For different designation PMS criteria is different.

• Employee has to decide his KRA and KPI with his boss (goal setting).

• Performance assessment is done on yearly and half yearly basis .

• They follow bell curve for assessing the performance of employees.

• The employee fills the performance plan form and submits it to the reporting officer then it is sent to the reviewing officer and then finally to the accepting officer.

Performance Management in BPCL

• For different designation PMS criteria is different.

• Employees discuss and plan their KPI and KRA according to their goals and objective.

• Performance assessment is done half yearly basis.

• They follow bell curve and Balance score card for assessing the performance of employees.

• The plans are recorded in the Performance Management Map (PMM) under four perspectives – Customer Perspective , Financial Perspective, Internal Processes & Learning & Growth.

• Name: Marianus Baa• Designation: DGM (HR)• Ph no: 120-2518348• Mobile:9650036661• Email ID:[email protected]

• Name: Shilpa Surve• Designation: HR manager• Mobile: 9582647898• Email id:

[email protected]

Criteria for Performance management

• At the executive level the performance management criteria is more focused towards the behaviour whereas at the lower level it is more target based.

• Coaching, mentoring and counseling -are present more at the executive levels rather than at the lower levels.

• Executives are required to know about the entire business and their functionality whereas at the lower level the domain is restricted.

• At the lower level more emphasis is put on “how competent is the employee” where as at the executive level “ What managerial skills are required in order to retain in the global market”.

Comparative analysisGAIL BPCL

Improvement Tool

Senior employees undergo SMDC program on the basis of score and after making GAP analysis, they are sent to various training program to institutes like IIM’s, XLRI etc. They are also given training program in-house at GTI. Further, they are also sent to various workshop / conferences organized by international agencies.

BPCL have their development and learning centre at Mumbai where the new trainees undergo the initial training as well as skill up gradation process. Senior employees undergo competencies and developmental potential by trained professionals.

Target setting In the beginning of the year, KPA / KPI are decided jointly with the reporting officer. The midterm corrections are also made in between.

Different KPI/KRA are set at different levels in terms of career progression and performance targets.

Problems Sometimes, employees because of their preoccupation do not stick to the deadline given by Human Resource Development Department.

The KRA/KPI at times are not specific.

Comparative analysisGAIL BPCL

Competency part of PMS

YES YES

Level of guidance

Mentoring at entry levelCoaching at middle levelCounseling at all level

Mentoring at entry levelCoaching at middle levelCounseling at all level

Feedback Once in a year after the completion of Performance Management Cycle is done.

Feedback is given quarterly during the mid review then again at the end of the year.

Performance Measurement

Bell curve is used to measure the percentage which is required to measure the performance of the individual.

Strategic shift in approach to PMS by way of introducing ‘Balanced Score Card’ concept.Performance Related Incentive Scheme’ along with relative ranking (bell curve) introduction.

Transparency There is transparency at all the levels There is transparency at all the levels

Learning

• We have learned that performance is a function of employee behaviour.

• Due to growing global competition, companies are fulfilling the need to nurture develop and retain talent through performance management.

• Performance management requires drive from both the sides (employee as well as from organization)

• Every organization have different criteria for performance management at lower and middle levels.

• The employee performance evaluation provides evidence of non-discriminatory promotion, pay, and recognition processes.

Conclusion

• Focus employees on critical task and company goals.

• Increase overall employee productivity.

• Identify and reward top performance.

• Invest in ongoing employee development.

• Place the right person in the right job.

• Ensure readiness to execute changing business strategies.

Any Question….???

Thank you…