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PERFORMANCE MANAGEMENT SYSTEM AT BPCL. Company Profile – Bharat Petroleum. Integrated Petroleum Refining and Marketing Company Fortune 500 & Forbes 2000 company Sales Volume 27 Million MT Revenue US $ 31 Billion per annum

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Presentation Transcript
company profile bharat petroleum
Company Profile – Bharat Petroleum
  • Integrated Petroleum Refining and Marketing Company
  • Fortune 500 & Forbes 2000 company
  • Sales Volume 27 Million MT
  • Revenue US $ 31 Billion per annum
  • Two Refineries at Mumbai & Kochi and One subsidiary Refinery at Numaligarh
  • Large distribution network across India – 425 locations
  • Network of 8400 Retail Outlets and 2,200 LPG Distributors
  • 14200 employees
pms journey
PMS Journey
  • April 1999 –Strategic shift in approach to PMS by way of introducing ‘Balanced Score Card’ concept
  • April 2003 –Linkages with reward mechanism through introduction of ‘Performance Related Incentive Scheme’ along with relative ranking (bell curve) introduction
  • April 2009 – Leveraging of technology (SAP Platform) for Talent Management beginning with PMS
  • October 2009 - Launch of Strategic Performance Excellence workshops – Rigorous, involved process of creating alignment between business strategy and individual goals.
purpose of pms
Purpose of PMS

To facilitate achievement of the Vision and Business Plans of the Corporation and foster development of every management staff, thereby gaining competitive advantage in the market

objectives of pms
Objectives of PMS
  • Create awareness of Corporate and SBU/ Entity goals
  • Translate such goals into tangible objectives and measures at the individual level through discussions between Appraiser and Appraisee
  • Identify managerial attributes/ competencies necessary to achieve the goals
  • Establish a formal process of continuous feedback on performance
  • Identify developmental plans to enhance performance
  • Provide an input for deciding career progressions and rewards
process flow
Process Flow

Performance

Planning

30th April

15th May of

linkage of pms with other hr processes
Linkage of PMS with other HR processes
  • Career transitions
  • Progressions
  • Staff development
  • Payment under ‘Performance Related Incentive Scheme for Management Staff’ (PRISM) /PRP
the challenge of strengthening the pms
The Challenge of strengthening the PMS

How do we achieve

  • high degree of alignment between business plan and individual goals
  • consistency in KRAs across the similar roles e.g. Territory Managers
  • high degree of discipline especially in terms of time line
  • high degree of standardization in end to end PMS process
we strengthened the system by
We strengthened the system by

Leveraging technology by launching Integrated PMS on

SAP Platform

The Objective:

  • Automate a critical performance monitoring process to ensure 100% compliance and on time delivery of the performance value chain
  • Demonstrate Transparency, Ease of Use & effective Internal Cross Learning

The Action:

  • Automated a comprehensive e-PMS using SAP platform with standardized tools & templates (effective PMS cycle 2008-09)
  • Touched each & every employee & made their role relevant
  • Distinctive connection established between corporate strategy & individual KRAs & Objectives by introducing concept of ‘Default KRAS’
  • Initiated Development of dashboards for each line manager for all tangible measures across for easy review
process flow preparation stage
Process Flow – Preparation Stage

Employee

is assigned

Position

Mapped

Role / Job

Individual

KRAs by

Line Manager

Predefined

SBU/ Role specific

KRAs

process flow planning stage
Process Flow – Planning Stage

Preparation Stage

Planning Stage

EMBEDDED HR

APPRAISER

APPRAISEE

Create KRAs /

Finalize

Attributes and

Add

to the Template

Based on the Job

Modify KRAs /

Attributes

And Measures

PMS Template contains

  • Personal/ Organization Data
  • Appraiser/ Reviewer
  • KRAs based on Role / SBU
  • Attributes

Appraisee Acceptance

PMS Document

Finalized with

  • KRAs
  • Objectives
  • Measures
  • Attributes

Document is finalized

Moves to Next Stage

process flow review stage
Process Flow - Review Stage

From Planning Stage

Mid year Review Stage

APPRAISEE

APPRAISER

Reset KRAs/ Measures

(Add / Delete / Modify KRAs)

Comments on performance

PMS Document

Finalized with

  • KRAs
  • Objectives
  • Measures
  • Attributes

Review of KRAs /

Suggest Changes

Appraisee Acceptance

Document is finalized

Moves to Next Stage

PMS Document

Finalized with

  • KRAs
  • Objectives
  • Measures
  • Attributes
process flow final assessment
Process Flow – Final Assessment

From Review Stage

Final Assessment Stage

PMS Document

Finalized with

  • KRAs
  • Objectives
  • Measures
  • Attributes

APPRAISEE

(Self Appraisal)

APPRAISER

(Final

Assessment)

REVIEWER

(Review of

Final Assessment)

Embedded HR Facilitates

APPRAISER

(Sharing of Marks /

Recording

Comments)

MODERATOR

(Review of

Final Assessment)

Appraiser Facilitates

Process

Completed

we strengthened the system by1
We strengthened the system by

Launch of Strategic Performance Excellence workshops – 30 workshops covering around 900 key role holders

The Objective :

Establish a comprehensive connect between strategy at the Business level & performance drivers at the individual level

Ensure that each and every role holder sees a clear connect between their individual goals with that of their Business or entities

To help all functions & role holders collaborate to ensure that objectives are best achieved when role holders work as an effective team chasing performance

performance management excellence
Performance Management Excellence

The Action:

  • Articulation of Strategies for next three years and creating business/entity wise strategy maps Established a Strategy on Page as a learning process for role holders to appreciate strategic cascade.
  • Converting strategies into measurable indicators at various levels
  • Setting goals & targets against the standard metrics
  • Putting in place measurement and monitoring mechanism
  • Designing a holistic feedback and development process for sustained performance
  • Reiterating the need for role holders to understand and appreciate how effective leadership will help them build a credible PMS program

………15 workshops completed covering 4 SBUs and 3 Entities