The Performance  Management  System  has been  designed  so as  to achieve  organization  goals and  facilitate  individuals  in achieving  professional  aspirations.

 

The key objectives of the Performance Management System are to

• Strengthen the Intellectual Asset base of the firm

• Align and harness employee energies towards achieving superior results for our Stakeholders

• Guide employees on the path to strengthening their professional capabilities

• Provide a rational and objective basis for identifying high potential to take on future leadership roles

• Provide an objective basis for rewarding and recognizing performance

 

 

The Performance Appraisal Cycle

Individual  performance  and  contribution  will be  reviewed  on a  continuous  basis  through  appropriate  monitoring   and   feedback.   In   this   appraisal   the   focus   will   be  on   review   of  performance  against  key   deliverables  and targets  and on  capabilities  demonstrated  in the  course of the year.  The key outcomes of the end of year performance discussions will be

• An agreed set of action to be undertaken by the employee to improve performance

• Identification of development needs

• Identification of potential for career progression and growth

• Basis for deciding performance awards

 

 

1.      The  appraisal  conducted twice  a year-  December  (review  of progress  on FAAP) & June (review and  reward);

2.      The  Appraisal  is based on  the Faculty  Annual  Academic  Plan (FAAP)  that is  filled by  all faculty  in the  beginning  of the new  academic  session;

 

Components of the appraisal system:

1.      Self-appraisal

2.      Appraisal by Area Chair

3.      Teaching feedback

4.      Appraisal  also includes  data from  the Program  Office  (like  classes  held, re-scheduled or cancelled;  number of  guest  lecturers  conducted, etc.)

5.      Peer review is done by a cross functional team on team work, communication/socialization, and attitude related parameters. Peer Review is a developmental process through which individuals  review and reflect  on their practice,  making  plans  and  carrying  them out, with  the support of colleagues  during the  process.

 

 

The aims of Peer Review are to:

• Deliver improvement to the quality of student learning through a continuous process of review and development

• Enhance the scholarship of learning and teaching

• Promote reflective practice

• Link with appraisal and professional development  to create a  coherent development and review cycle supported by personal scholarly activity time

 

 

It should also aim to address the needs of individuals, subject and inter-professional groups, the institution and professional and regulatory bodies. In order to be effective, peer review needs to be integrated and seen as a developmental process which draws as far as possible on existing processes and documentation.

 

After compilation of all this information, a formal appraisal meeting is held with the Vertical Head/ Dean/ Director and Chairperson to take final decisions in terms of increment, and promotion.

 

The purpose of the review process is to reflect on the achievements and challenges of the preceding year. The review is an opportunity to acknowledge and celebrate success. Whilst specific issues will have been addressed during the course of the year, this is an opportunity to reflect on, and learn from, the experiences of the year as a whole.

 

The review should be an open and confidential dialogue between the Vertical head/Dean/ Director/Chairperson and the faculty, sharing and discussing

 

• The individual's progress against the objectives previously set, taking into account any changes that have occurred during the year

• Factual information such as feedback from peer review, students and other stakeholders, and module review

• The individual’s reflection on their own personal development during the year

• Reflection on the individual's achievements in relation to the  team/faculty/department/research centre/University objectives and  core values the individual is expected to uphold – these may refer  to such areas as quality, teamwork, customer service, teaching, research and behavior

 

 

A personal development plan sets out the actions people propose to  take in order to learn and develop themselves, together with what the  organization is committed to do to support them. Individuals take responsibility for formulating and implementing their plan in agreement with their appraiser. This is an ongoing process of continuous improvement and individuals must be encouraged to engage in a range of developmental activities, both inside and outside IILM, as appropriate.  In some cases, development may be a requirement in order to meet expected standards of performance.

 

A personal development plan should include information on:

 

• The development activity agreed (including timing, any cost, staff time) and the expected individual and organizational benefit

• Any individual and/or team development objectives targeted to meet faculty/department objectives

 

 

Annual Increment

Annual Increment determined  from  time-to  time  will  be  awarded   based  on  ―Annual Assessment of  performance  as  per  specified  Performa   (amended  from  time-to  time). However,  management  in  its   absolute  discretion  may  consider  for  any       staff members, advance/special  increments  or  one  time  award  based  on   outstanding  performance  and potential at any time.

Increments to be reviewed in the appraisal cycle only.

 

Promotion

Promotion to higher grades shall generally be made subject to needs of the Institute and availability of posts as well as performance of the employees. Eligibility for promotion will conform to AICTE/UGC norms wherever applicable.

Promotions to be reviewed in appraisal cycle only.

 

Transfers

Staff can be transferred from one department to another within the organization and from one IILM campus to another.