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Performance appraisal of DRDO

Nitika kataria

Swati singh

Formed : 1958

Headquarters : DRDO Bhavan, NEW DELHI

Employees : 30,000 (7,000 scientists)

Annual budget : 8,317.27 crore (US$ 1.9 billion) (2009-10)

Minister : A.K Antony

Agency executive: Dr.V.K.Saraswat, Director General, DRDO and Scientific Adviser(SA) to Defence Minister

OBJECTIVE OF PA

Data relating to performance assessment of employees arc recorded,stored and used.

The main purposes of employee assessment are:

• To affect promotions based on competence and performance.

• To let the employees know where they stand in so far as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development.

• To improve communication. It provides a format for dialoguebw the superior and the subordinate. This also affect the trust bw the rater and the ratee.

 

Multiple Purpose of PA• Developmental Uses• Administrative Uses/Decisions• Identification of individual needs• Determining transfers and job assignments

• Administrative Uses/Decisions• Salary• Promotion

• Organizational Maintenance/ Objectives

• Documentation• Determining organization training needs• Documentation for HR decisions

Dept HeirarchyDIRECTOR

IADD. DIRECTOR

IJOINT DIRECTOR

IDEPUTY DIRECTOR

ISECTION OFFICER

IASSISTANT

IUDC

ILDC

I PEONS

KPA's of ARMS & AMMUNITION Deptt

-

-

Compliance with bulk arms supply agreement with the Indian Forces

- Environmental Releases Complaince with OFB (ORDNANCE FACTORY BOARD) for R&D

- To ensure continuous growth & knowledge gains and development of employees

- To get in with HAL for other INDIAN AIR FORCE upgraded programes.

TRAINING & DEVELOPMENT

DRDO has a dynamic training and development policy which is executed through the Continuing Educational Programmes (CEP) for all cadre personnel viz DRDS, DRTC, Admin & Allied.• At the entry level in DRDS, the newly recruited scientists undergo a 16 weeks Induction Course at Institute of Armament Technology (IAT), Pune.

•In addition to this, the Organisation through its two premier Institutes namely Institute of Technology Management (ITM) and Institute of Armament Technology (IAT) deemed university offer courses for scientists and Armed Forces in the area of Technology Management, R&D Management and Armament.

•Recently, a training centre at Jodhpur has been established to meet the training needs for Admin & Allied cadre.

PERFORMANCE APPRAISAL TOOLS

1. ACRs

2.180 Degree Feedback System

3. Pen Picture Concept

ACR OF AN EMPLOYEE.

ACR PROCESS

Impact of Performance Appraisal

Trainingpromotionssuspensions

FLEXIBLE COMPLEMENTING SCHEME

• Used for the promotion from one grade to the next higher grade.

• It is the merit based promotion.

• FCS operates on the basis of evaluation of confidential performance appraisal form and interviews.

KRA’s

Following are the Key Result Areas:

 

Performance in respect to volume

Quality of output

Timeliness of jobs completed

Questiones Asked.....

1. Are you satisfied with current performance appraisal system ?YES

2. Are you well aware of individual and organisations KRA's & KPA's ? Not everyone is well aware as at times things get bit clumsy.

3.The whole cycle of appraisal takes how many days?APPROX 10-15 DAYS at each level

4.At what basis you get the promotions? TIME SCALE

SELECTION SCALE P.A SCALES

5.Do you think P.A is motivational for employees ?YES

Problems Identified

• Job security leads to reduced affinity of employees for learning.

• As only 180 DEGREE APPRAISAL is there employees are bit reluctant towards there attitude with others.

• Procedures and action taking duration is too long.

• Documentation proof is required at every step to plan out.

• BRAIN-DRAIN.

Recommendations • Training plays a vital role in the development of an individual and helps improve the performance. Note may be taken of the training requirements shown by the appraise/ appraiser.

• They should go for 360 degree appraisal rather than 180.

• More emphasis on overall development to avoid Brain-Drain.

• Performance Appraisals should be done twice in a year rather than once in a year. (to maintain proper feedback system)

• Immediate Incentives and Rewards should be provided to them.

• Participative management.

• More predefined KRA/KPIs should be defined and to be provided in the system to cover more jobs/ assignments.

• Better up down flow of communication..

• Job Rotation.