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    Canara Bank PMS

    Uploaded by

    Arun Vigneswaran
    The document describes the performance management system of Canara Bank. It discusses key aspects like the appraisal cycle from March to June, the use of management by objectives approach, and the annual performance appraisal report tool. It provides details on the various sections evaluated in the appraisal form like biodata profile, business dimensions, self-appraisal, and overall assessment. It also outlines the process of appraisal by the reviewing authority and evaluation by the review committee. Finally, it identifies some issues with the current system like regional bias, nepotism, and outdated HR policies.

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    Canara Bank PMS

    Uploaded by

    Arun Vigneswaran
    1K views25 pages
    The document describes the performance management system of Canara Bank. It discusses key aspects like the appraisal cycle from March to June, the use of management by objectives approach, and the annual performance appraisal report tool. It provides details on the various sections evaluated in the appraisal form like biodata profile, business dimensions, self-appraisal, and overall assessment. It also outlines the process of appraisal by the reviewing authority and evaluation by the review committee. Finally, it identifies some issues with the current system like regional bias, nepotism, and outdated HR policies.

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    Performance Management System Of Canara Bank

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    The document describes the performance management system of Canara Bank. It discusses key aspects like the appraisal cycle from March to June, the use of management by objectives approach, and the annual performance appraisal report tool. It provides details on the various sections evaluated in the appraisal form like biodata profile, business dimensions, self-appraisal, and overall assessment. It also outlines the process of appraisal by the reviewing authority and evaluation by the review committee. Finally, it identifies some issues with the current system like regional bias, nepotism, and outdated HR policies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    1K views25 pages

    Canara Bank PMS

    Uploaded by

    Arun Vigneswaran
    The document describes the performance management system of Canara Bank. It discusses key aspects like the appraisal cycle from March to June, the use of management by objectives approach, and the annual performance appraisal report tool. It provides details on the various sections evaluated in the appraisal form like biodata profile, business dimensions, self-appraisal, and overall assessment. It also outlines the process of appraisal by the reviewing authority and evaluation by the review committee. Finally, it identifies some issues with the current system like regional bias, nepotism, and outdated HR policies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
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    The key takeaways are that the document discusses the performance management system of Canara Bank, including details about the appraisal cycle, APA form sections, evaluation parameters, and some issues with the current system.

    The different sections of the APA form include biodata profile, business dimension, self-appraisal, overall assessment, qualitative appraisal assessment report, appraisal by reviewing authority, and evaluation by review committee.

    The parameters used for overall assessment include business dimension and qualitative aspects of business, objective assessment of key responsibility area, managerial dimensions and experience, managerial ability, responsiveness, potential, judicious use of discretionary powers, and outstanding performance.

    PERFORMANCE MANAGEMENT SYSTEM CANARA BANK

    Submitted By: Group Banking

    KEY FEATURES OF THE PERFORMANCE MANAGEMENT SYSTEM

    Appraisal Cycle Time


    March 1st-June 30th (Every year)

    Approach
    Management By Objectives (MBO)

    Tool Used
    Annual Performance Appraisal Report

    Stakeholders
    The Appraisee The Appraiser The Reviewing Authority

    EVALUATION OF THE INCUMBENT USING APA FORM

    Sections of the APA form of a Manager:


    Bio-data Profile Business Dimension (Operations) Self -Appraisal Overall Assessment Qualitative Appraisal Assessment Report Appraisal by Reviewing Authority Evaluation by Review Committee

    BIODATA PROFILE
    Personal Data
    Assignments Total Exposure Training Needs Major Health Problems

    BIO DATA PROFILE


    Pa r t - I o f t h e A PA Fo r m

    BUSINESS DIMENSION (OPERATIONS)


    Evaluated against the total business brought by incumbent Some of the heads covered in this are-

    Aggregate Deposits

    Average Deposits

    Gross Credit

    Average Credit

    Rating of the branch as per latest Inspection / RBIA conducted

    BUSINESS DIMENSION ( O P E R ATI O N S )


    Pa r t i i o f t h e A PA f o r m .
    To b e f i l l e d b y o f fi c e r p o s te d as Branch-in charge

    SELF APPRAISAL
    Appraisee comments and elaborates his or her contribution towards achieving the business objectives Some the goals included in this section are

    Success in meeting duties

    Highlights of performance

    Efforts made to push the organization

    Measures taken to upgrade skills/knowledge base

    SELF APPRAISAL
    Pa r t I I I o f t h e A PA f o r m
    Done by the appraisee

    OVERALL ASSESSMENT
    The appraiser and the reviewer then evaluate quantitatively the incumbent for total marks of 100 distributed over the following heads according to what are known as the YARDSTICKS
    Business Dimension & Qualitative aspects of business Objective assessment of the entrusted assignment / Key Responsibility Area (KRA) Managerial Dimensions & Managerial Experience Managerial Ability Responsiveness to handle the assignment with minimal error and quality output Potential to drive the organization to greater heights Judicious exercise of Discretionar y Powers Judicious use of Discretionary Powers Outstanding Per formance including creative & Innovative quality

    OVERALL ASSESSME NT
    Pa r t i v o f t h e form
    a)Done by Branch incharge

    OVERALL ASSESSME NT
    Pa r t i v o f t h e form
    b) Done by someone other than Branch incharge or a d m i n i s t r a t io n

    QUALITATIVE APPRAISAL REPORT PARAMETERS

    Commitment to the task assigned

    Devotion to Duty

    Public Relations

    Intellectual honesty, creativity & innovative qualities

    Relationship with peers, superiors & subordinates

    Potential to shoulder higher responsibility

    Integrity

    Quality of performance & professionalism in the job

    Done by: Appraiser

    APPRAISAL BY REVIEWING AUTHORIT Y


    Reviewing committee give their remarks and proceed with the appraisal process. There is a cross check between reviewing committee and appraiser here, which says If the marks awarded by the Reviewing Authority is 91% & above or is in variation with the Appraiser by +/- 10%, specific reasons should be mentioned by the Reviewing Authority

    EVALUATION BY REVIEW COMMITEE

    The Final leg of PMS

    PARAMETERS OF THE EVALUATION FOR OTHER THAN BRANCH MANAGER


    Cost Effectiveness & Profitability
    Achievement of the quantitative business figures

    Handling of Qualitative business


    Potential to drive the organization to greater heights

    Customer Responsiveness & Customer Care

    Managerial Ability

    Outstanding performance including creative and innovative quality

    Judicious use of Discretionary Powers

    Ability to take business risks consciously & venturing into greener pasture for business opportunities

    PARAMETERS OF THE EVALUATION FOR OTHER THAN BRANCH MANAGER


    Objective assessment of the entrusted assignment / KRA
    Responsivene ss to handle the assignment with minimal error and quality output

    Managerial Ability

    Potential to drive the organization to greater heights

    Outstanding performance including creative and innovative quality

    Judicious use of Discretionary Powers

    ISSUES / PROBLEMS IN PERFORMANCE MANAGEMENT SYSTEM OF CANARA BANK

    Regional Bias and Nepotism

    Nonchalance about VRS and exit interviews Deserving employees inaccessibility of good career opportunities
    Age old HR Policies

    Performance Management System(PMS)

    Evolution of PMS (BOB)

    Finance Ministry Appraisal system

    Enhanced BOB Appraisal System

    Finance Ministry Appraisal System Issues

    No good performer vs. Bad performer differentiator

    The performers loaded with renewed targets while nonperformers loafed

    Consistent nonperformers stagnated without promotions

    25 percent branch managers in the bank exhibited either a negative growth or growth ranging between 5 and 10 percent

    Casual manner of the appraisals put many nonperformers at par with performers

    NEW PMS SALIENT FEATURES


    In a first for banks the performance appraisal system is also maintained for the workmen too.

    Integration of PMS into talent management

    Conduct of PMS a parameter for appraiser performance evaluation

    Performance measured against quantifiable targets

    The bank has since implementation the new appraisal system to entire 13,000 officers.

    Integration with Project UDAAN and Project LEAP

    THE APPRAISAL CYCLE


    The Cycle starts in April-May with the goal setting Mutually agreed goals(between the appraiser and the appraise) are frozen after One to One discussion

    Goal setting

    Mid Year Review

    Quarterly review is done The reviews should happen every three months, but due to constraints practically reviews happen every six months

    Final Review

    The performance against set goals is reviewed by the reviewing authority and the final reviewing authority The reviewing authority is the immediate supervisor of the employee being appraised

    THE HIGH PERFORMERS

    KHOJ scheme

    KHOJ scheme is a High Potential identification and


    grooming program(Currently being revamped by BCG)

    HIGH PERFORMERS

    Incentive Scheme

    In addition to the merit pay increase Incentives like sponsored foreign trip Identification of Talent for Project UDAAN and LEAP PMS parameters a factor in determining overseas postings

    Overseas Posting

    LOW PERFORMERS
    LOW PERFORMERS

    Performance Improvement Plan

    An One to One session with HR to identify issues

    Review after six months

    Customized PIP plan

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