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Project Of Pms

Nov 30, 2014




  • 1. Performance Management System In NORTH DELHI POWER LTD. Group Effort By : Pallavi Nanda, A05 Richa Bhatia, A06 Garima Parikh, A18 Pooja Sharma, A56

2. What is Performance? Completing the given task without compromising with the quality at the right time with optimum utilisation of skills and resources. 3. PERFORMANCE IS REQUIRED IN EVERY FIELD 4. What is Performance Management System? Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. 5. ACTIONS INCLUDED PERFORMANCE MANAGEMENT SYSTEM

  • Develop clear job descriptions.
  • Select appropriate people with an appropriate selection process.
  • Negotiate requirements and accomplishment-based performance standards, outcomes, and measures.
  • Provide effective orientation, education, and training.
  • Provide on-going coaching and feedback.
  • quarterly performance development discussions.
  • Design effective compensation and recognition systems that reward people for their contributions.
  • Provide promotional/career development opportunities for staff.
  • Assist with exit interviews to understand WHY valued employees leave the organization.


  • Employee development
  • Salary and compensation review
  • Personal performance
  • Business performance objectives for individuals and teams


    • PM focuses on results, rather than behaviors and activities
    • Aligns organizational activities and processes to the goals of the organization
    • Cultivates a system-wide, long-term view of the organization.
    • Produces meaningful measurements


  • Helps you think about what results you really want.
  • Helps ensure equitable treatment of employeesbecause appraisals are based on results.
  • Optimizes operations in the organization becausegoals and results are more closely aligned.
  • Cultivates a change in perspective from activities to results.
  • Supports ongoing communication, feedback and dialogue about organizational goals. Also supports communication between employee and supervisor.
  • Performance is seen as an ongoing process, rather than a one-time, shapshot event.
  • Provokes focus on the needs of customers, whether internal or external.

9. About The Company

  • North Delhi Power Limited (NDPL)incorporated in July 2002.
  • Its aJoint Ventureof Tata Power and Government of Delhi with majority control vested with Tata Power.
  • It is one of the few private power distribution utilities in India, in an otherwise state owned industry.
  • NDPL distributes electricity in North & North West part of Delhi.
  • It serves a population of about 4.5 million people spread across 510 sq kms.
  • It has a registered consumer base of about 1 million, a peak load of 1150 MVA and an annual energy consumption of around 6200 MUs.
  • NDPL is a member of the UN Global Compact Charter. It is also a certified ISO 9001, ISO 14001 and OHSAS 18001 company, with a commitment to safety and environment issues.

10. VISION To be the most trusted and admired provider of reliable and competitive power, and to be the company of choice for all stakeholders . 11. MISSION

  • To deliver quality and cost-effective electricity.
  • To ensure excellence in consumer care.
  • To create a work environment which encouragessafety, teamwork, learning and innovation.
  • To meet or exceed all stakeholder expectations.
  • To enrich quality of life in the society we operate in.

12. 13. Awards & Recognition

  • North Delhi Power Limited has become the first power distribution utility from India to have received the prestigious honor in the international category by winning the Edison Award.
  • NDPL has won the'Asian Utility of the Year 2008'award at the recently held'Asian Power Awards 2008' . Mr. Sunil Wadhwa, Chief Executive Officer, NDPL, has been conferred the prestigious'Most Inspirational CEO of the Year' award.
  • NDPL baggedBest Revenue Assurance Initiative(Metering Award) for 2008 `organized by Utility Planning Network Global AMI Utility Peer Group. NDPL has been awarded for its Revenue Generation Initiative.
  • NDPL won Enertia Awards 2008- Best Urban Utility for Adoption of Best Performance-Consumer Friendly Practices and e-governance.
  • NDPLs CEO- Mr. Sunil Wadhwa has been awarded the Amity Leadership Award 2008 forSectoral Excellence in the Energy Sector .
  • NDPL won'India Power Awards 2008'in recognition forOverall Utility Performance in Distribution.

14. Message from the CEO & ED Mr. Sunil Wadhwa It's been over 6 years since we first stepped into the electricity distribution scene in North & North West Delhi. The time which lie behind us has been quite eventful in terms of new achievements and recognitions from different quarters. It also saw us achieve quite a lot in consumer satisfaction by introducing several value added services for them.Our consumers have been beneficiary of the benefits of Reforms. The introduction of these services & more has put us on the world electricity distribution map and at par with some of the best utilities in the world.I am certain that Team NDPL will be replete with more success stories as we surge ahead in our quest for professional and personal growth, development and achievements. Most importantly, I am confident that we will continue to enjoy the support & affection of our consumers and our employees. 15. PerformanceManagement System At North Delhi Power Ltd. 16. PMS At NDPL

  • PMS is the primary tool in NDPL for inculcating a high performance work culture.
  • KRAs
  • Additional task
  • Ratings given on the basis of the Core Values of the company
  • Ratings given on the basis of the TATA Leadership Attributes
  • Employees potential
  • Pen Picture given by reporting officer.

17. APRIL KRAs Employee Reporting officer & Reviewing officer MidTermReview OnTrack OffTrack Annual appraisal Mid Course Correction 18.

  • The annual corporate objectives are cascaded to the departmental Balance Score Cards (BCS) from where the goals of individuals are derived.
  • The Individual Performance Management System( IPMS )which tracks employees performance against the set KRAs remains aligned to the Departmental and Organizational objectives.
  • The targets for goals assigned to executive employees are defined at the beginning of the financial year through the goal setting process which involves the Appraiser and their subordinates at all levels.

Contd .. 19. Contd

  • The strategic objectives contained in Departmental BSCs are cascaded as individual Key Responsibility Areas (KRAs) in the goal sheet and weight ages are assigned to each goal.
  • A set of mandatory goals which are people-oriented are assigned to Managers at all levels.
  • The achievement of targets is periodically reviewed and midcourse corrections are done.
  • In case of non-achievement of targets at the year-end, the IPMS process also captures the factors which hindered performance.
  • Apart from evaluating performance based on goals which indicates the engagement level of individuals, their training needs, leadership capabilities, core value profiles and potential for growth are also captured through the IPMS.

20. Contd..

  • TheSelf Appraisalportion of the IPMS enables capture of employees engagement beyond the assigned goals. It is stated in terms of participation in CSR activities and various improvement initiatives such as ISO, 5S, TBEM, SHINE etc.
  • Assessmentof leadership competencies using the TLP framework is done by the Reporting Officers. Competency Gap Analysis helps in defining the training and developmental need of the executive.
  • Technical and Management training needs are evolved through interaction between the executive and his/her Reporting Officer and this leads to the individuals Development Plan.

21. Contd..

  • Individuals rating onCore Values facilitates identification of values which are low at different levels of employees. Improvement is achieved through leadership interaction in different fora and through personal counseling.
  • Thepotentialof all executives for filling up higher level positions is captured as an input to the succession planning processes. Executives with high potential are put through development centres as a part of their grooming process. The overall rating awarded to an individual in IPMS takes into account his/her performance and leadership potential. Based on this rating, the performance patterns are identified both of the organisation and depart