A n n u a l P e r f o r m a n c e A p p r a i s a l P r o c e s s F Y P r i n c i p l e & W o r k f l o w

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1 A n n u a l P e r f o r m a n c e A p p r a i s a l P r o c e s s F Y P r i n c i p l e & W o r k f l o w

2 2 A t t h e e n d o f t h e m a n u a l y o u w o u l d b e a b l e to Understand the objectives and importance of annual appraisal process Enables you to build your know how on the automated Performance Appraisal System Know all stakeholders and their roles & responsibilities Goal setting using SMART technique Understand the process of goal setting, self & manager assessment

3 3 P e r f o r m a n c e M a n a g e m e n t P r o c e s s H i g h l e v e l v i e w Plan Performance (Goal Setting- KPIs/Measures/ Weightage/Targets) Review Performance (Appraise, Reward, Grow) Manage Performance (Act, Monitor & Coach)

4 K e y S t a k e h o l d e r s a n d R o l e s Employee Supervisor Reviewer HR Actively participate in the Performance Management Process. Setting SMART Goals inline with the functional / organizational goals in discussion with the Appraiser. Participate in Agreement discussion with the appraiser and reviewer Adhere to timelines Be open and proactive. Guide the team member to set SMART goals. Provide inputs where ever required. Ensure team/individual goals are aligned to the function / organizational goals. Communicating & agreeing on the expectations and outcomes. Ensure all the process steps are closed within the set timelines. Reviewing the goals and outcomes of the team members. Check alignment to functional / organizational goals. Ensure that fair and transparent feedback session was conducted by the appraiser with the employee. Ensuring that the entire process is in agreement and consensus of the employee, appraiser and self before final sign off. Clearly communicate timelines for the process Provide formats and process guidelines. Ensure and address all queries related to the process. Set up platforms for employee queries like SPOCs / helplines / HR Business Partners / awareness sessions. Present analysis and performance assessment to the management. Conclude the process by informing the employees about their final scores and outcomes there by. 4

5 A p p r a i s a l F o r m a t w o r k f l o w KPI Key Performance Indicators Measurement Criteria / Success Criteria appropriate unit to measure the goals, qualitative or quantitative Weightage - Relative importance associated to a particular KPI against all others to determine its absolute contribution in the over all achievement Target How much needs to be achieved 5

6 6 G e n e r a l G u i d e l i n e s For E1 & all M- Grades: Fill up your Key performance Indicators (KPI) Goals / Targets Get the KPIs approved by your respective Line Manager Do the self-assessment and submit it to your Line Manager For E2, E3 & E4 Grades: The assessment will be done by their respective Line managers on 9 effectiveness attributes. personal PMS Login will be available to only those eligible employees (E1 & all M Grade) who joined on or before 30 th September URL: User ID: Employee Code Password: Pvr@1234 You are advised to change your password after 1 st time login

7 7 G e n e r a l G u i d e l i n e s c o n t i n u e d It is mandatory for all employees to discuss their goals with their respective Line managers and get the same approved and uploaded in e-pms as per timelines given in the communication. It is a mandate for all RMs of support function to take feedback of Cinema support function staff from respective Cinema Manager. All Managers are requested to ensure qualitative and comprehensive comments on e-tool wherever required. We urge all employees & managers to actively participate in the Annual Appraisal Process. It is extremely critical for both employees and managers to stick to the timelines as given in . Increments will be admitted to employees provided they are serving with the organization at the time of increment disbursal.

8 P r o m o t i o n s G u i d e l i n e s Principle of Objectivity Reviewer and head of department need to ensure the promotion recommendation are given on the basis of past performance and potential evaluation. Principle of Growth Promotion has to be a clear growth indicator for exceptional performance and its reward as recognized by the company. A promotion should have an employee s role expanding with greater responsibility and span of control to ensure there is a clear business case for the promotion. 8

9 9 P r o m o t i o n G u i d e l i n e s c o n t i n u e d Employee should not be involved in any case or internal investigations under the violation of company s code of conduct. Employee should be scoring rating 4 and above, to be considered. Employee can be promoted to the next designation only. Promotion in consecutive appraisal cycles are not recommended. Maximum no. of promotions recommendation should not exceed 20% of the total employees (who are eligible for increment) in specific department. Refer below Table for further details. Current Year Rating Last Year Rating **Employee should have got 4 & above rating in last 2 appraisal cycles. Eligibility Period (From last date of promotion or DOJ) 5 4 & above 18 Months 4 4 & above 18 Months 3** 4 & above At least completed 2 appraisal cycles 2 & 1 Not Eligible Note: All promotion recommendation or any exception will be discussed by cross functional committee before final go ahead.

10 10 L I S T O F C R O S S F U N C T I O N A L C O M M I T T E E M E M B E R S BUSINESS UNIT/DEPARTMENT Business Operations & Support* Finance & Accounts Legal & Secretarial Design & Renovation MD ED Projects Business Development Info Tech/Digital Business Strategy & Programming Pictures Distribution COMMITTEE MEMBERS CEO, CFO, CHRO CEO, CPO, CHRO Chief Business Planning & Strategy, CFO, CHRO *Except Info Tech, Digital Note: Above matrix is applicable to employees with grade 'M' only.

11 M a k e E f f e c t i v e K P I s - S M A R T T e c h n i q u e ( R e f e r S M A R T T e c h n i q u e o f G o a l S e t t i n g ) S Specific Your goal should be clear and well defined. M Measurable measurable goals, so that you can track your progress and stay motivated. A Attainable Your goal also needs to be realistic and attainable to be successful. R Relevant Ensure that your goal matters to you, and that it also aligns with other relevant goals. T Time Bound Every goal needs a target date, so that you have a deadline to focus on. 11

12 P o i n t s t o R e m e m b e r KPIs are necessarily similar for same role irrespective of the location. E.g. Cinema Heads across India will have similar KPIs Ensure you have defined at least 3 KRA/KPIs Each KPI is assigned a weightage in % form which determines the priority and alignment of resources The weightage to each KPI must be minimum 5% and maximum 40% The sum total of the weightage for all KPIs for an employee should be 100% We will use 5 point Rating Scale. 12

13 R a t i n g S c a l e Rating Contribution Level Descriptive Behaviours Significantly Exceeds Expectations More than 120% Achievement of Targets Exceeds Expectations 101% to 120% Achievement of Targets Meets Expectations 81% to 100% Achievement of Targets Occasionally Meets Expectations 50% to 80% Achievement of Targets Does Not Meet Expectations Less than 50% Achievement of Targets Constantly exceeds established KPIs with noteworthy distinction Achieves incomparable outcomes which have a high impact on overall performance of the team/organization Exceeds established KPIs most of the time. Consistently completes key outputs required, positively impacting the overall performance of the team/organization Delivers on all expected standards of performance Is able to achieve the outputs required from the job assigned, delivering the team performance Meets partial standards of performance Scope for improvement in several output areas Meets minimal standards of performance Does not meet expected threshold level of performance Please note: Achievement targets % in different rating scale may vary for different roles. 13

14 Thank You 14