PERSONNEL MANUAL

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


ARUNACHAL POLICE HOUSING

&

WELFARE CORPORATION LTD

 

 

 

 

 

 

 

 

 

 

 

 

 

FOREWORD

 

 

          The Arunchal Pradesh Police Housing Welfare Corporation came into existence in the month of January’2006. Now it is in infant state and no statutory rules / Policies / Service Rules has been formally formulated.

 

          In the line with our objective of clear policies in APH&WCL area, “Personnel Manual” has been complied , incorporating relevant servic4e rule promulgated by the state Govt. in time to time and as well as other Corporation. It has been felt necessary and I am sure this will instill in each employee the highest degree of commitment for achieving individual and original goal in tandem.

 

        I would like this opportunity the official team who actively participated in achieving this onerous task.

 

          I am sure this Personnel Manual will serve as a useful reference book for every one of the Corporation.

 

 

 

 

 

Itanagar                                                       ( Garima Bhatnagar ) IPS

August’2006                                                    General Manager

                                                                          APH & WCL

 

 

 

 

 

 

 

 

 

 

 

ARUNACHAL POLICE HOUSING & WELFARE CORPORATION LIMITED

 

Personnel Manual

 

 

 

CONTENTS

 

 

 

 

 

 

 

Section  I :        Human Resource Policy

 

 

1.                  Recruitment Policy                                                  1-10

2.                  Executive Performance Appraisal System                10-13

3.                  Promotion Policy & Rules for Executives                 14-21

4.                  system probation & confirmation of executives                    20-21

5.                  Deputation /Retention of Lien                                              24-25

6.                  Premature Retirement Scheme for Executives                      26-28

 

 

 

Section II :  Employee Compensation Systems

 

7.                  Executive Salary Structure                                      80

8.                  Non Executive Wage Structure                                           80

9.                  Annual Increment Rules                                                      81-86

10.              Pay Fixation Rules                                                  86-87

11.              Special Compensatory Allowance                           88

12.              Local Traveling Expenses                                                    88

13.              Traveling Allowance Rules                                      89

 

 

 

 

 

 

 

 

 

 

 

 

 

 

SL.NO.                                                Subject                                     Page No.

 

 

 

 

 

Section III:     CDA Rules

 

 

14.                   APHWCL conduct, Discipline & Appeal Rules.                        90-103

 

 

 

 

Section IV:      Employee Motivation Schemes

 

15    Incentive Scheme for promoting small Family Norms                 103                 

 

Section V        Miscellaneous

 

 

16.                                      Change of Surname                                                            104-05

17.                                      Determination of Date of Birth                                             106-08

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

RECRUITMENT POLICY

 

1.0     INTRODUCTION:

 

Arunachal Police Housing & Welfare Corporation Limited is continuous process Industry. In order to meet the present and future manpower needs in diverse disciplines, multiple skills and different works areas, APHWCL is committed to a system of selection that ensures induction of the best and most competent personnel to take up challenging assignments in the Corporation. The selection system seeks to emphasize evaluation of individual capabilities in terms of their potential for fulfillment of Corporation’s objectives.

 

2.0             OBJECTIVES:

 

2.1 To meet manpower requirements of the Corporation in terms of the approval Human Resource Plan.

 

           2.2 To fulfill requirements of competent personnel in terms of requisite capabilities, skills, qualifications, aptitude, merit and suitability with a view to fulfill Corporation’s objectives.

 

 2.3 To attract, select and retain the best talent available keeping in view the changing needs of the organization.

 

           2.4 To ensure an objective and reliable system of selection.

 

 2.5 To provide suitable induction points for intake and thereby achieve the desired level of qualification, skill and age mix as required to strengthen the Human Resource of the Corporation.

 

3.0                  SOURCE OF RECRUITMENT:

         

      There will be two sources of recruitment

 

i)                   Internal i.e. from within the Corporation, and through internal circulation.

ii)                 External i.e. from open market , advertisement in the press, and /or from approved institutes of repute   through direct negotiation

 

3.1     Internal Circulation of Posts:

 

i)                   Executive posts up to E-2 will be circulated internally within the unit. However, if suitable candidates are not available, the same will be circulated to other Govt. departments.

 

 

 

 

 

 

3.2            Recruitment From External Sources

 

3.2.1                  Recruitment from external sources will be resorted for induction of direct recruits from external sources at any level(s)/grades will be made if suitable candidates from internal sources are not available for optimum utilization of its assets and or infusion of modern systems, skills and techniques of operation etc, necessary for technology up gradation and modernization.

 

3.2.2                  Recruitment of executives from external sources will be made, generally, through open advertisement in the press or recruitment through direct negotiations on special skilled jobs can be done with individual(s)/organisation(s), subject to the approval of such skilled positions and the selection process by the Board of Directors.

 

 

4.0                   Departmental Candidates

 

4.1.1    Employees of the Corporation will be eligible to apply against post(s) advertised in the press including group D, provided they fulfill the eligibility conditions as may be prescribed from time to time.

 

5.0                   INTRODUCTION LEVELS:

 

5.1                    Executives

5.1.1    To man frontline executive positions in key performance areas of the Corporation, direct recruits/promotion  will be inducted in various disciplines /work areas from time to time depending on the requirements, in the following grades as per annexure –I :

  

 

5.1.2    Non- Executives /Ministerial

 

5.1.3      In the non-executive cadre induction of direct recruits/promotion  from external sources will be resorted to in the following grades:

 

6.0     DELEGATION: Delegation of authority to recruit and / or appoint will be as follows:-

 

Sl No.

Competent Authority

Posts/Grades

 

1.

Chairman

All posts in the grade E-2 and above

2.

Managing Director

All posts in the grade of E-1 to S1 to S4

 

3.

General Manager

All posts in the grade of SL D, all Group D post i.e. , both executive and non executive not covered under 1 & 2 above


6.1     All recruitment /appointment of personnel in the Corporation, will be in accordance with the approved human Resource plan and with the prior approval of the competent authority.

 

7.0             RECRUITMENT PLAN:

 

 The recruitment plan will form part of the annual human resource plan of the Corporation. Among other things, the Human Resource plan will clearly state the skill/grade wise requirement of manpower in the Corporation separately. Any deviation from the approved plan/mix will be subject to the prior approval of Chairman /board.

 

8.0                     JOB SPECIFICATION:

 

8.1     Job specifications will lay down minimum eligibility conditions for each job /post in terms of the following:

 

i)                   Educational Qualifications

ii)                 Experience required, if any

iii)               Age limit

iv)               Physical /Medical standards

v)                 Any other requirements as may be deemed necessary.

 

8.2     Job specifications prescribed for each job/post will be subject to periodical review and updation in keeping with the changing needs of the organization. As and when required, a Committee consisting of representative from departments concerned, personnel,  as required , may be constituted by competent authority for this purpose. Changes suggested committee with regard to the existing job specification will be subject to the approval of the competent authority. The method of recruitment has been specified in the Schedule –I& II.

 

9.0                   RESERVATION OF POST:

 

9.1     Reservation of posts for A.P Scheduled Tribes shall be provided in accordance with  orders /guidelines  issued on the subject from time to time. Any other  instruction /guideline in this regard issued by the Govt. of A.P  will also be applicable.

 

10.0                  RESPONSIBILITY

 

All activities pertaining to recruitment will be centrally coordinated and managed by the recruitment section. However, representatives of other departments/ institution has deemed necessary, may also be associated at various stages of recruitment and / or selection of candidates. Wherever trade test(s)/ job test(s) are conducted, representative(s) of the relevant  department/ institution will be normally co-opted for evaluation of candidates.

 

 

 

11.0   SCREENING OF APPLICATIONS

 

11.1   Applications received in response to the vacancies circulated / notified / advertised etc.. will be screened by the recruitment section keeping in view the job specifications prescribed for the post(s) in question

 

12.0      MODE OF SELECTION:

 

12.1   Selection of candidates for appointment in the Corporation will be made on the basis of their merit and suitability as assessed through selection test(s). The selection test(s) will comprise of :

i)                   Written test /job test/trade test or any combination thereof; and /or

ii)                 Group exercise /interview or both; and /or

iii)               Any other test(s) / Viva-Voce as may be prescribed or as decided by the competent authority.

12.2        Normally, there will be two segments of selection, one comprising written test /job test/trade test etc and the other consisting of group exercise /interview etc. and 70: 30 weight age will be assigned to both the segments.

12.3        Wherever marks are assigned to different tests/segments, a candidate will be normally required to secure a minimum of 50% marks in each selection segment to qualify unless otherwise prescribed.

12.4        scheme of examination will be as follows for all group “B” & “C” posts

 

I) written test

 

(a)   English                  – 50 marks

(b)  G.K.                      - 50 marks

(c)   Trade / Job test       – 300 marks

__________

Total    = 400 marks

 

          II) Interview

 

              (a) Group discussion     - 30 marks

 

              (b) Viva- Voce              - 60 marks

                                                ___________

                                      Total = 90  marks

 

          III) Group “A” & “D” – By Viva-voce only.

 

 

 

13.0   SELECTION COMMITTEE:

 

13.1 In order to assess the suitability of the candidates for the post(s) in question, selection committee(s) will be constituted by the competent authority as per rules framed under the policy.

 

13.2        As and when required, expert(s) from outside the organization may also be included in the selection committee(s) to ensure proper evaluation of candidates.

 

14.0 FINAL SELECTION OF CANDIDATES:

 

14.1 The selection committee will assess the comparative merits of each candidate in terms of his /her qualifications experience, if any, and on the basis of performance in the selection test(s) as per criteria laid down and come to a conclusion as to whether or not the candidate would measure up to the requirements of the job he/she is expected to perform. However, wherever marks are assigned , committee members will be required to give marks on the basis of criteria laid down depending upon the relative performance of each candidate in the written test /interview and keeping in view his /her suitability for the job in question.

 

14.2        Candidates found suitable will be empanelled in order of merit on the basis of the following:

 

i)                   wherever marks are assigned, merit list will be prepared on the basis of aggregate marks secured by the candidates in the selection test(s) ,and wherever selection is made for more than one discipline/ stream, merit lists would be prepared discipline/stream wise.

ii)                 Wherever selection is made only on the basis of evaluation of the selection committee without assigning marks, panel will be drawn up based on merits as commended by the selection committee.

 

14.3        The panel/merit list so prepared will be subject to the approval of the competent authority and will remain valid for a period of six months from the date of such approval. If required the competent authority may extend the validity of the panel for a further period not exceeding six months.

 

15       ISSUE OF OFFERS:

 

15.1        Appointment offers will be issued to the required number of candidates from the panel /merit list in order of merit with the approval of the competent authority.

 

16      MEDICAL EXAMINATION:

 

16.1          All appointments in the company will be subject to the selected candidates being found medically fit by the  approved   Govt Hospital /Medical board.

 

 

 

 

 

 

17      INDUCTION/ ORIENTATION:

 

All newly appointed employees in the company will undergo suitable induction/ orientation programme before being placed on the job or training. Induction programme will, aim at systematically introducing the new employees to the Corporation, its philosophy, its major policies, its existing status and future plans etc. and with clearly          

spell out the matual expectation with emphasis on corporation’s expectations from the new employees.

   

18      POST SELECTION FOLLOW – UP:

 

18.1       The selected candidates on joining the Corporation will be under probation for a period of twelve months unless other wise specified for a maximum of 2 years.

18.2        During  the period of probation the performance of the new employees will be under observation. Follow – up reports from the Heads of Departments where  new employees have been posted, will be sent the Personnel Department of the Unit concerned or corporate office  as the case  may be, indicating the performance of the employees. These feedback report will be analyzed for a continuous appraisal and evaluation of the new existing selection system.

 

19      Rules and procedures:

 

19.1 Chairman APHWCL is authorized to frame and issue rules and procedures under this policy.

 

19.2        The company reserves the right to amend , modify, cancel or withdraw the policy or any part thereof at any time without notice.

 

20.0 EXECUTIVE PERFORMANCE APPRAISAL SYSTEM POLICY

 

20.1 SCOPE:

 

The Executive Performance Appraisal system will be used to asses the performance of executives.

 

 

20.2        APPRAISAL PROCESS

 

A.                Self-Appraisal

B.                 Performance Review and Planning

C.                 Performance Assessment

D.                Development plan

E.                 Evaluation and Final grading

 

 

 

 

 

19.3   Formats for the system:

 

a)     Group A (tech.)- E-1 to E-2 annexure -II

b)    S1 to S4  Annexure- III

 

 

 20.4 Self appraisal

19.4.1 Tasks /targets indicating Key performance Areas will be set for each appraise by his Reporting Officer in consultation with the former. This will be communicated to the appraisee by 31st March of every year, before the start of the assessment year.

 

19.4.2The self appraisal form will be filled up by the appraisee twice a year, once in the first week of October and then in the first week of April.

 

20.5       PERFORMANCE REVIEW AND PLANNING:

 

20.5.1                       After self appraisal, performance review and planning will be held twice a year between the Appraisee and the Reporting Officer in October and April.

20.5.2                       In the PRP session, Reporting Officer and Appraisee will discuss:

 

a)     the extent of tasks /targets fulfilled

b)     major strengths of appraisee

c)      developmental needs

d)     suggestions for improvement of the individual and the team performance.

 

20.5.3                       in the PRP held in October, the discussion will be based on completion f the tasks /targets up to the mid year and will incorporate all mid course change in the tasks /targets for the remaining six months. In the PRP held in April, the discussion will be based on fulfillment of tasks /target of the assessment year.

20.5.4                       The outcome of PRP discussion will be noted in the specific form and signed by both the Reporting Officer and Appraisee.

         

20.6       PERFORMANCE ASSESSMENT:

 

20.6.1                       The performance of the appraisee will be assessed after the annual PRP is held

20.6.2                       The Reporting Officer will assess the appraisee on a 5 point rating scale on the following factors. Each factor will carry weight as indicated below:

 

 

 

 

 

 

 

 

A       E- 1  to  E-2

Factors

Weight age

 

Performance factors

 

1. Quantity of output

2

2.  Quality of output (based on feed back from client)

3)Cost control

4)Job knowledge and skill

5)Team build and lateral co-ordination

6)Discipline

7)Development and quality of assessment of sub-ordinate(s) (or ability to learn)

8) Safety /Any other relevant factor

9) Strategic vision

2

 

2

2

2

1

1

 

1

2

 

Potential factors

1)communication

2)Initiative

3)Commitment and sense of responsibility

4)Problems analysis and decision making

5)Planning and organizing

6)Management of Human resources.

7)safety will be the special relevant factor for executives in works etc.

8)Leadership

 

2

1

1

1

1

1

1

 

1

 

20.7       The reporting officer will give comments or remarks/ cite incidents in case  he gives extreme ratings.     

 

20.8       The reporting officer will make use of the definitions of the ratings scales for each factor which will be indicated in the performance appraisal as per  guidelines annexure-IV

 

20.9       One of the outputs of the system will be that the appraisees will be  classified into the following grades in order of merit:

         

          O                 A                 B                 C

 

20.10  The sum of total of the factor score given by Reporting Officer will indicate the category that the Reporting officer would like to put the Appraisee in. the following range of scores may be used as a guide for the indicative grades of the Reporting Officer .

 

 

84 and above          -         O

 

68 to 83                  -         A

52 to 67                  -         B

20 to 51                  -         C

 

note : For example if the total score given comes to 55, it indicates that the appraisee is suggested to be finally grades as B.

 

 

 

 

20.11  The reporting officer will differentiate between performance levels of appraissees under him and to the extent possible follow distribution pattern as indicated below, in order of merit:

 

 

O                 10%

A                 20%

B                 45-55%

C                 15-25%

 

20.12  The Reporting Officer may find some of the appraisees not fit for promotion due to their poor performance. In such cases the reporting officer may recommend that the appraisee may be declared as “Non Promo table” in part “F” for the Formats mentioned at para 3.1 (a) and (b)

20.13  The reporting officer will fill a summary sheet indicating the overall factor score of the appraisees reporting to him, and the same to the reviewing officer.

20.14  The reviewing officer will make his individual assessment independently in the same pattern as listed out for the reporting officer.

 

21.0 PERFORMANCE ASSESSMENT BY THE REVIEWING OFFICER:

 

21.1          The reviewing officer will get the appraisal forms and the summary sheets from the reporting officer and the reporting officer

 

21.2          The reviewing officer ill rate the indicidual on each of the factors listed. He will follow the same principles as the reporting officer for making his assessment as indicated at para 6.2 to 6.8 . he will also prepare a summary sheet indicating the factor scores of the appraisees assessed by him.

 

21.3          The format for “C” non promotable ( part F) will filled up by the reporting officer, reviewing officer, higher authority alongwith reasons to be recorded therein for the poor perroamance.

 

22.0 APPRAISAL FORMS:

separate apprasisal formats will be used for making assessment of executives separately for s1 to S 4 and E-1 to E –2

 

 

23.0  PROMOTION SYSTEMS

          All promotions made in accordance with this policy will be from one scale of pay to the next, without skipping any scale pay.

 

23.1 CREDIT POINTS FOR APPRAISAL RATINGS:

 

23.2  The ratings of the executive performance appraisal system provides categorization of executives in terms of different levels of performance. To link performance appraisal ratings with the promotion policy, the following credit points shall be adopted:

 

 

 

Appraisal Ratings earned for the year

 

Credit points earned

 

O

 

50 points

 

A

40 points

B

30 points

C

15 points

C( non promo table )

5 points

 

(executives in category C declared as non promo table will be considered un promo table for ensuing one year.

 

 

24.0 PROMOTION AS PER RR WITHIN A CLUSTER OF SCALES OF PAY:

 

24.1.  Within a cluster of scales of pay , promotion shall be linked to performance as reflected in the performance appraisal reports.

 

24.1.1 Promotion from one scale of pay to another in the same cluster will be decided on collection of certain specified credit points.

 

24.1.2 Promotion from one scale of pay to another in the same cluster will be decided on collection of certain specified credit points.

24.1.3 Promotion within cluster “A” (E-1 to E-2)

 

24.1.4 an executive in E-1 scale will be promoted to E-2 scale on acquiring 120 credit points /based on his appraisal ratings subject to availability of posts.

 

24.1.5 Provided, however, that promo table executives will be promoted to E-2 scale only after completion of 5 years (RR).

 

                                     

25              PROMOTION BETWEEN CLUSTERS:

 

25.1        Between clusters, promotion will depend on availability of vacancies in the next higher cluster.

25.2        Promotions will be based on total points earned by an executive on the basis of the following factors:

 

a)     average credit points (ACP) in the current scale of pay.

b)     Points for qualification.

c)      Points for number of years spent in the current scale of pay.

d)     Points obtained in the interview /assessment of departmental promotion committee.

 

25.3        Average Credit Points(ACP) earned by the executives in the existing scale will be computed as follows:

 

Sum of the credit points earned in the last five years spent in the scale divided by the number of appraisal ratings taken into account.

 

Maximum attainable ACP is 50

 

25.4          Qualification points

Points will be awarded for different levels of educational qualifications.

 

Specific points for the different levels will be as prescribed in the Rules. Maximum attainable points on qualification would be 20.

 

25.5          Length of service in the scale

2 points for every completed year of service in the scale up to a maximum of 15 points shall be regulated as prescribed in the rules.

 

25.6          Interview /Assessment by DPC

 

There will be a maximum of 15 points for interview /assessment by DPC which will be regulated as prescribed in the Rules.

 

26             MECHANICS OF PROMOTION  - BETWEEN CLUSTERS:

26.1       Eligibility

a) From E-1 to E 2 Executive Engineer with 8 years of regular service in E-1 in case of degree holders and 10 years regular service in case of Diploma holder  will be eligible for  consideration.

 b) From S-3 (JE Civil ) to E-1 ( Assistant Engineer , Civil ) with 5 years of regular service in S-3 ( J.E Civil ) in case of degree holders and 8 years of regular service in case of Diploma holder.

 c) From S-3 (Draftsman Grade -1 ) to E-1 ( Assistant Architect ) with 8 years of regular service in APHWCL.

d) From S-1 ( draftsman grade –II ) to S3  (Draftsman grade-I) with 5 years of regular service in APHWCL.

e) From S4 ( AOM ) to E1 ( OM ) with 5 years of regular service in APHWCL.

f) From S-2 ( Accountant ) to S-4 (AOM) with 5 years of regular service in APHWCL.

 

27.0 BROADENING LINE OF PROMOTION:

 

However, the company reserves the right  to delink vacancies from traditional lines of promotion and fill them up on inter-disciplinary basis by promotion, transfers, or circulation except from non technical to technical vis-versa.

 

 

28.0 Career advancement

 

To motivate these executives to maintain high levels of performance as well as to meet the organizational needs for utilizing their services effectively, it is required to plan for smooth career advancement for executives with high level of performance. This will necessitate a flexibility in operation of posts between cluster /creation of posts in the next cluster.

 

28.1        Executives whose ACP falls below 40 in any year or whose ACP remains below 45 for four consecutive years will be deleted from this list.

28.2        Executives with lost performance

28.3        Executives with minimum service of 3 years in the Corporation  and having an ACP of 10 or less will be included in this list

28.4        In the month of June, every year, this list will also be up dated.

28.5        The names of the executives will be deleted from this list if their ACP rises to 15 or beyond in any year or if ACP remains above 10 for four consecutive year.

 

29. EDUCATION QUALIFICATIONS:

 

29.1 Qualification levels for entry to executive /non executive /ministerial will

         be as prescribed in the Recruitment Policy of the Corporation.

29.2        Qualification levels for posts within the executive cadre in those disciplines where certain minimum qualifications are essential will be as prescribed in the rules.

 

 

30.0   RESERVATION FOR SCS /STS :

 

Reservation will be provided as per the Presidential Directives on the subject and or notification of the Govt. of  Arunchal Pradesh issued time to time.

 

 

31.0 PROBATION:

 

The executives promoted under this policy will be kept on probation for a period 2 years. The probation will be regulated as prescribed in the rules.

 

 

 

32.0   PENDING DISCIPLINARY PROCEEDINGS:

 

Procedure for dealing with promotion /confirmation of executives pending inquiry /disciplinary proceedings, suspension, prosecution, etc.., will be governed by the Rules prescribed in this regard.

 

33.0 RULES AND PROCEDURE :

 

33.1 Chairman, APH & WCL is authorised to frame and issue rules and

       procedures under this police.

 

33.2        Chairman, APH & WCL may at his discretion, relax the eligibility conditions in exceptional cases, for reasons to be recorded.

 

33.3        Chairman, APH & WCL may lay down special criteria and procedure for selection/ promotion of executives for any special activity in the interest of the company, for reasons to be recorded.     

 

34 .0 TENURE :

 

The company reserves the right to amend, modify, cancel or withdraw the police at any time without notice.  

 

   

35.0 RULES FOR PROMOTION FRAMED UNDER THE PROMOTION POLICY FOR EXECUTIVE

 

35.1 OBJECTIVES:

 

35.2 To provide mechanics for determining the suitability of executives for promotion on a standard pattern and in an objective manner.

35.3        To prescribe rules for implementation of the police.

 

36.0 DEFINITIONS :

 

36.1  ‘Board’ means the Board of Directors for the time being of APHWCL and includes, in relation to the execution of the powers, a committee of the board /management or any officer of the company to whom the board delegates any of its powers.

36.2        ‘Chairman’ means the Chairman for time being of the Board of Directors of APHWCL.

36.3        Corporation means The Arunachal Police  Housing & Welfare Corporation Limited.

36.4        ‘Policy’ means the executives promotion policy as approved by the board of directors of the Corporation.

36.5        ‘policy para’ means the relevant paragraph of the policy.

36.6        ‘Rules’ means the rules for promotion of executives framed under the policy.

36.7        ‘Rules para’ means the relevant paragraph under the Rules.

36.8        ‘Scale of Pay’ means an approved executive pay scale in force in the Corporation from time to time. 

 

37.0   DATE OF PROMOTION :

 

37.1 Promotion will be finalized in June and effected on 30th June of every year.

37.2 If promotion orders are issued on any date after the specified dates of promotion i.e. 30th June, the notional seniority as well as pay fixation should be effected from specified dates of promotion but the monetary benefit will accrue on assuming the charge of the next higher scale.

 

38 .0 QUALIFICATIION :

 

38.1 Qualification as per Policy para 7.4 shall be regulated as follows.

 

 

 

 

39.0 PROMOTION SYSTEMS:

 

There will be two systems of promotion within the executive cadre in the Corporation as specified in Policy.

 

 

40.0   METHODOLOGY FOR PROMOTION :

 

40.1   Promotion within clusters

40.1.1 promotions from one scale of pay to another within a cluster shall be

         delinked from vacancies.

40.1.2  Performance willl be measured in terms of total credit points earned in the scale. Credit points shall be earned as indicated in Rules para23.2.

40.1.3 The list of all eligible executives along  with the following records shall be placed before a departmental promotion  committee constituted and as specified in Schedule I & II

 

-                     Appraisal reports for the years as specified

-                     Credit points calculated as specified

-                     Bio data giving main areas of experience

-                     Status regarding debarring from promotions etc.

-                     Any other relevant records.

 

40.1.4  Eligible executives in a given line of promotion will be assessed in

respect Of their comparative performance on the basis of factors specified in               policy as follows :-

                          

Factors

Maximum attainable points

Average credit points (ACP)

50

Qualification

20

Length of service in the current scale of pay

15

Interview /assessment by DPC

15

Total

100

 

 

41.0 Merit List

 

          In a given line of promotion the names of eligible executives will be listed in descending order of the total points obtained by them on the basis of performance ( ACP) , qualifications and length of service in the scale.

 

 

42.0 Interview / departmental promotion committee (DPC)

 

From the merit list, executives will be called for interview /assessed by DPC as per procedure indicated below:

 

Only those executives who have a difference of 15 points compared to the first executive on the list of executives under consideration, will interviewed /assessed by DPC, if there is only one vacancy

 

In case there is more than one executive with the same merit point ( i.e. the sum of ACP, qualification points and points for length of service in the scale ) and one of them falls within the Zone of consideration, all of them will be called for interview /assessed by DPC.

 

 

Interview /assessment will be conducted /done by duly constituted interview committee /selection boards /departmental promotion committee.

 

 

42.1 The board will use the model assessment form placed at annexure-V to VI to allot marks on interview /assessment to each executive.

 

43.0 Select List

 

          on the basis of the total marks obtained on performance, qualifications, length of service in the scale and interviews /assessment, the final select list will be drawn up in the descending order and promotions will be made from this list in the order of merit subject to clearance from disciplinary and vigilance angle.

 

43.1 Since no minimum qualifying marks in the interview /assessment have been specified , in case the selection board in interviewing /assessing the candidates finds no one suitable for promotion, it can so record in the merit list that no one has been found suitable. In case it finds some of the candidates not suitable, the committee may limit the recommendations to the number of vacancies to be filled up.

 

In case of tie in the final merit point, the executive with the higher ACP will be given the promotion first. If there is a tie even at this stage, the executive who entered the scale earlier will be promoted first. In case of tie here, date of joining the Corporation will be taken into account.

 

 

43.2. In those case where interviews /assessment are held in June, panel of executives would be maintained which shall be valid for a period of six months. There will be no panel for the December interview /assessment as the merit list would undergo changes with availability of the new appraisal ratings after April.

 

 

44.0 PROBATION 

 

44.1 The probation period of an executive on promotion will be regulated as indicated below.

 

44.2 The probation period of executives promoted within clusters and between clusters will be six months and will be reckoned from the date of assumption of charge of the post in the higher scale of pay.

 

44.3        On satisfactory completion of probation period, the executive will be confirmed in the higher scale. The executive e will not be regarded as having been confirmed unless an order of confirmation is issued to him in writing. At the end of stipulated period of probation, if an executive is not confirmed, he may be informed of the position in writing within one month’s time.

 

44.4       The performance of an executive on probation shall be assessed as per the proforma prescribed in annexure VII

 

45.0 EXTENSION OF PROBATION PERIOD:

 

45.1 The probation may be extended if work and conduct during the period of probation is not satisfactory, based on the report mentioned in rules.

45.2         Probation may be extended, not more than once, by a period not exceeding six months.

 

45.3        The decision to extend the probation shall be communicated within one month of the expiry of the probation period.

 

45.4         If the work and conduct of an executive is not found satisfactory every during the extended period of probation,  he shall be placed back in the scale from which he was promoted ( both for promotion within the cluster as well as between clusters ) and he will be considered for promotion next only after completing one year in the scale.

 

Confirmation after completion of probation period :

 

-                      The existing practice in case of new appointments; where two years probation is there; may continue.

-                      Probation clause may continue to be mentioned in all promotion orders.

-                      Reports on performance during probation may be asked for as stipulated and also in regard to special jobs assigned for probation period as required for corporate cadre executives.

-                      Evaluation of performance based on reports obtained may be carried out by Personnel Department as per standard guidelines and only those cases which involve extension /reversion should be submitted for approval of competent authority for extension of probation period /reversion.

-                      In normal cases where reports are not adverse, based on the recommendation received, confirmation order will be issued without obtaining formal approval.

-                      The cases of extra-ordinary performance during probation period, if any, shall  be submitted to Chairman for his information.                                                                                                                     

 

 

It is clarified that in a case where disciplinary proceedings have been held under the conduct, discipline and appeal rules of the Corporation ,’ warning’ should not be issued as a result of the proceedings that some blame attaches to the employee, at least the penalty of censure should be imposed.

 

 

 

46.0 FILLING UP OF POST

 

(a) If a decision is taken to with hold the promotion of an employee as envisaged above, and it is considered that the post can not be kept vacant, it may be filled on officiating basis.

(b) after the employee concerned is completely exonerated, he should be promoted without further review.

 

© On promotion, the date of entry of such an employee in the higher scale should be fixed from the date he would have been ordinarily promoted if there was no case against him.

 

(d)   On promotion, the pay of such an employee should be fixed to ensure that he receives such increments(s) which he would have got if his promotion was not with held provided the employee is completely exonerated being found not blame worthy. However, if the employees gets benefit of doubt or delay in proceedings are directly attributable to the employee etc.., then in such case whether the employee will be entitled to any arrears of pay for the period of notional promotion, if so to what extent, will be decided by the competent authority / ( Chairman /Managing Director ) by taking into consideration all facts and circumstances of disciplinary /criminal proceedings. Where the authority denies arrears of salary or part of it, it will record its reasons for doing so.

 

47.0 RESIGNATION

 

(a) During the complaint /investigation stage the acceptance of resignation should not be with held for this reason alone.

 

(b) During the disciplinary proceedings stage, the acceptance of resignation should not be with held, unless the appropriate authority has reasonable grounds to expect that the employee is likely to be dismissed from the service of the company.

 

© If the employee is released during the pendency of disciplinary proceedings, the company should inform his prospective employer, if it is a public undertaking / government department, about the pendency of such proceedings.

 

48.0 EXTENDED PROCEEDINGS

 

In case where the disciplinary /court proceedings may not be concluded even after the expiry of two years from the date from which the officer had first been found suitable for promotion but his promotion had been kept in abeyance because of such proceedings, provided the officer is not under suspension, the competent authority may review his case to consider:-

 

 

(a) Whether the charges are grave enough to warrant continued denial of promotion and the promotion of officer will be against company interest;

 

(b) Whether there is no likely hood of the case coming to a conclusion in the near future; and

 

(C) The delay in the finalization of proceedings, whether departmental or in a court of law is not directly of indirectly attributable to the officer concerned.

 

In case the competent authority comes to the conclusion that it would not be against the Corporation interest to allow ad hoc promotion to the officer, his case may be considered in the normal course after the expiry of the two year period to decide whether the officer is suitable for promotion on ad hoc basis. Where the officer is to be considered for ad hoc promotion, the selection board may make its assessment on the basis of the totality of the officer’s record of service and the fact that the disciplinary or court case is pending should not affect assessment regarding the suitability for ad hoc promotion, will be subject to the decision of the competent authority, who may take into account the seriousness  of the charges, the nature of the evidences available, the stage which disciplinary /court proceedings, has reached, the probable nature of the punishment that may be imposed on the officer if the charges against him are established, the likely hood of misuse of the official position which the officer may occupy after his ad hoc promotion and record of service available up to date.

 

Where the departmental proceedings or court case have arisen out of the investigation conducted by the central bureau of investigation, the competent authority should also consult the central bureau of investigation and take their views into account.

 

After decision is taken to promote an officer  on ad hoc basis as indicated above, an order of promotion may be issued making it clear in the order itself that:-

 

i)       the promotion is being made on purely ad hoc basis and the ad hoc promotion will not confer any right for regular promotion, and

 

iii)               the promotion shall be “until further orders”. It should also be indicated in the orders that the competent authority will reserve the right to cancel the ad hoc promotion and revert the officer to the post from which he was promoted, at any time.

 

If the officer concerned is acquitted in the court proceedings on the merits of the case or exonerated in departmental disciplinary proceedings, the ad hoc promotion, already made may be confirmed and the promotion treated as a regular one from the date of the ad hoc promotion with all attendant benefits.

 

Where the acquittal in a court case is not on merits but purely on technical grounds, and the company either proposes to take the matter to a higher court or to proceed against the officer departmentally, the competent authority may review whether the ad hoc promotion should be continued.

 

Where the acquittal by court is on technical grounds, if the company does not propose to go in appeal to a higher court or to take further departmental action, action should be taken in the same manner as if the officer had been acquitted by the court on merits.

 

If the officer concerned is not acquitted /exonerated in the court proceedings or the departmental proceedings, the ad hoc promotion already granted should be reviewed as follows:-`

 

(a) Wherever an order imposing a penalty, specifies the period of penalty , during the pendency of such period, the employee concerned would not be promoted. The ad hoc promotion already granted should be brought  to an end by the issue of the “further order” contemplated in the order of ad hoc promotion, and the officer concerned reverted to the post from which he had been promoted on ad hoc basis. After such reversion, the officer concerned may be considered for future promotion in the normal course.

 

(b) Wherever an order imposing a penalty does not specify any period, the selection board /competent authority may take into account the penalty imposed upon the employee; his integrity, appraisals, seniority, qualification etc. in determining his suitability for promotion.

 

49.0 APPOINTMENT OF DEPUTATIONISTS IN THE CORPORATION

Appointment of personnel in the corporation on deputation will be done in accordance with policy of the Corporation. Standard terms and conditions to be offered to deputationist by the corporation are given below. Chairman has the power to approve deviations from the standard terms on the merits of individual cases.

 

Standard Terms And Conditions of Deputation of Personnel Taken On Deputation In The Corporation From Outside

 

50.0    PERIOD OF DEPUTATION:

          the deputation will be normally for a period of 3 (three)  years which can be further extended depending on requirements. The maximum period of deputation should not exceed four years in any case . The deputation period will commence immediately after the deputationinst is relieved by the parent organisation and will end on the expiry of the joining period admissible under the TA rules, after the deputationist is relieved by the corporation.

 

51.0   PAY, DEPUTATION PAY AND DEARNESS ALLOWANCE:

          (a) During the period of deputation, the deputationist will have the option either to draw his own pay in the scale of pay of his parent organization and the corresponding dearness allowance or draw pay as may be fixed in the scale of pay of deputation post in Corporation and the corresponding DA. If he opts for the former, he will be entitled to deputation allowance (pay) at the following rates.

 

i)                   5% of his basic pay subject to a maximum of Rs.250/- per month when the transfer is within the same station; and

ii)                 10% of his basic pay subject to a maximum of Rs.500/- per month in all other cases.

iii)               Payment of deputation allowance will be further subject to the condition that the basic pay plus deputation allowance shall not exceed maximum of the scale of the deputation post held.

(b)            If the Deputationist opts for the scale of pay of the deputation post then deputation allowance (pay) will not be admissible.

(c)             In those cases where the deputationist opts for the scale of pay of the deputation post, his pay will be fixed as on promotion.

51.1        OTHER ALLOWANCES:

Special compensatory allowance and other local allowance will be regulated as per Corporation’s  Rules and Rules of Govt. of Arunachal Pradesh.

 

51.2        JOINING TIME PAY & TRANSFER T.A. :

The deputationist will be entitled to joining time pay and T.A. both on joining the post of deputationist and on reversion there from under the rules of the Corporation. The expenditure on joining time and transfer T.A. both ways be done by the Corporation.

  

51.3       T.A. FOR OFFICIAL JOURNEY DURING THE PERIOD OF DEPUTATION :

This will be as per Corporation’s rules.

 

51.4        LEAVE :

During the period of deputation, the deputationist will continue to be governed by the leave rules of his parent’s organisation. He will, however, be governed by the rules of the corporation in respect of Casual Leave and holidays. The Corporation will pay leave salary contribution to the parent organization of the deputationist at the rates specified  by them. Leave salary for the period of leave taken by the deputationist in APHWCL will be borne by the parent organization.

 

51.5       MEDICAL FACILITIES:

The deputationist will be entitled to medical facilities as per the rules of the Corporation.

51.6       CONVEYANCE ALLOWANCE OR REIMBURSEMENT OF LOCAL TRAVELLING EXPENSES:

This will be regulated as per the rules of the Corporation.

51.7       RESIDENTIAL ACCOMODATION:

The deputationist will be entitled to residential accommodation subject to availability or Corporation leased accommodation wherever such a system exists and will pay rent to the corporation. If no residential accommodation is allotted to him by the corporation, he will be entitled to house rent allowance as per the rules of the corporation.

 

51.8       PROVIDENT FUND, GRATUITY /PENSIONARY CONTRIBUTION:

The APHWCL will pay the contributions towards retirements benefits to his parent organization for the period of deputation at the rates applicable.

 

52.0 PREMATURE RETIREMENT SCHEME

 

52.1   The schemes of premature Retirement for Executives will be applicable to all Executives in Corporation.

 

52.2   COVERAGE:

          Executives considered to be

 

i)           Inefficient

ii)      Of doubtful integrity,

iv)               Medically unfit

 Are to be prematurely retired by the competent authority.

 

52.3        COMPETENT AUTHORITY : The competent authority to approve such cases, for executives in the grade of E-1 and not below will be the Managing Director and for executives from the grade of E2 and above will be the chairman.

52.4        CRITERIA FOR PERMATURE RETIREMENT:

The criteria for judging inefficiency, doubtful integrity or medical unfitness of executives proposed to be prematurely retired shall be as follows:-

52.5        In-efficiency:

“Inefficiency” for the purpose of this scheme, shall be defined on the basis of performance appraisal. If in the opinion of the competent authority, for reasons to be recorded in writing, an executive’s performance is considered to be poor, on the basis of his securing a “C” (non promo table) rating for the year, he may be counseled by designated authority to improve performance, and will necessarily be given job rotation.

If the executive’s performance does not improve at the end of a year thereafter, and further, he earns a “C” ( non promo table ) rating in the next year, i.e. two “C” ( non promo table ) ratings have been earned in the consecutive years, the competent authority shall prematurely retire him on the basis of these appraisal ratings.

 

52.6       Doubtful integrity:

An executive(s) who is /are found to be of doubtful integrity , as reflected in the appraisal, for the third time in their career in APHWCL, will be given premature retirement.

 

52.7        Medical unfitness:

52.7.1 If an executive has been continuously on leave on medical grounds for a period of 12 weeks ( including Sundays and holidays ) or he has been on leave for reasons of sickness for a total period of 120 days ( including Sundays and holidays ) or more during a continuous period of six months or if an executive, irrespective of his attending duties, appears to be of unsound mind, his departmental head may refer him to a medical Board for his thorough medical check up in order to get a report on –

a)     The disease he is suffering from,

b)     Whether it is curable or incurable,

c)      Whether the executive is likely to be fit to resume his normal duties within a period of 12 months,

d)     Whether the executive is suffering from lunacy or is of unsound mind.

52.7.2 If the executive is not fit to resume his duties within a period of 12th months, or is suffering from lunacy or is of unsound mind and whose service cannot be utilized by the Company as certificate by the Medical Board, pre-mature retirement will be considered by the Component Authority.

                                                -----------

52.7.3 This premature retirement on medical ground is depended of and without prejudice to the right of the Corporation  under the correct of employment to dispense with the service of an employee on three months / one month notice inter alia on grounds of medical unfitness in case of an employee who might not have even attained the age of 50 years as is being presently done.

 

52.7.4 BENEFITS UNDER THE SCHEME:- An employee who is presently retired will be entitled to the following benefits

 

i)                  Pay for the notice period of one month / three months as per terms and conditions of service

ii)                Encashment of earned leave as per rules.

iii)             Encasements of half pay leave as per rules.

iv)              Full Provident Fund contribution of the employer with accretions thereto in the account of the employee subject to the provision of the provident fund rules applicable to him.

v)                Gratuity as per Gratuity rules.

vi)              Transfer benefits for self and family as per T.A rules.

vii)           Medi claim benefits as applicable to superannuating employees.

 

 

53.0  GENERAL :-

 

53.1  Appraisal reports of those executives who have been graded as “C” (non promo table) or whose integrity has been considered doubtful will be put up together every year to the Chairman.

53.2  In case of “C” ( non promo table ) the counseling will be done by designated authorities as mentioned below:

 

E1 TO E2 Level Executives -           M.D along with BOD

 

53.3  The format of order to be issued to the executive who is to be prematurely retired from the service of the Corporation is placed at   Annexure –VIII

 

 

 

54.     REVIEW:

 

54.1 Chairman has to right to review and decide the potential premature retirement cases on case to case basis.

 

54.2 The schemes can be amended / altered / withdrawn at the discretion of the Chairman, A

PHWCL without any notice or assigning any reasons thereof.

 

                                                         

                  


Annexure – I

 

Executive /non executive  posts and salary structure under APHWCL

 

 

i) Executive Posts

Classification

Pay Scale

a) E-2 –Executive Engineer(Civil)

Group –A

Rs.10,000-325-15,200/- PM

b) E-2 –Financial Consultant ( Chartered Accountant /Corporation)

Group –A

Rs.10,000-325-15,200/- PM

c) E-1 Assistant Engineer (Civil)

Group –B

Rs.8,000-275-13,500/- PM

d) E-1- Assistant Architect

Group –B

Rs.8,000-275-13,500/- PM

e) E-1 Office Manager

Group – B

Rs.8,000-275-13,500/- PM

 

 

 

i) Non Executive Posts

Classification

Pay Scale

a) SL-Peon

Group – D

Rs. 2550-55-2660-3200/- PM

b) S-1-Draftsman Grade-II

Group –C

Rs. 4500-125-7000/- PM

c) S-2-Accountant

Group – C

 ( Ministerial )

Rs.5,000-150-8,000/- PM

d) S-3-Draftsman – Grade-I

Group – B

Rs.5,500-175-9000/- PM

e) S-3-Junior Engineer- Civil /Electrical

Group – B

Rs.5,500-175-9000/- PM

f) S-4-Assistant Office Manager

Group – B

Rs.6,500-200-10,500/- PM

 

 

 

 

 

 

 


                                                                                             

 

 

 

 

ARUNACHAL POLICE HOUSING & WELFARE CORPORATION LIMITED

 

EXECUTIVE PERFORMANCE APPRAISAL SYSTEM

 

 

 

FOR EXECUTIVES OF THE LEVEL

E-1 TO E-2

 

YEAR 2006

 

UNIT

 

NAME

SHRI /SMT /KUM

DESIGNATION                                                                        

                                                                                                      

 

DEPARTMENT:                                                                           GRADE:

 

DATE OF ENTRY                                                                          QUALIFICATION:

IN THE GRADE :

 

TO BE BILLED BY THE PERSONNEL DEPARTMENT

 

 

Annexure-II

 

 

YEAR – 200 ………

 

 

PART- A & B

 

SELF APPRAISAL AND PERFORMANCE

REVIEW & PLANNING

 

May Please refer to para 2 to 4 of Guidelines

 

Name :

Personal No:

Designation:

Grade :

Department :

Section :

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

April – Sept.

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-1 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-2 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-3 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-4 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

April – Sept.

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-5: …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-6 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-7 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-8 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

 

 

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

Oct.- March

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-1 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-2 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-3 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-4 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

 

 

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

Oct.-March

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-5: …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-6 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-7 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-8 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

 

 

 

 

Special Jobs done (Beyond task & Targets )

 

April – September

October - March

 

 

 

 

 

 

 

 

 

 

 

 

 

Constraints faced

 

 

April – September

October - March

 

 

 

 

 

 

 

 

 

 

 

 

Facilitating Resources

 

April – September

October - March

 

 

 

 

 

 

 

 

 

 

 

 

 

( Signature of Appraisee )                                                ( Signature of Appraisee )

 

 

( Signature of Reporting Officer)                       ( Signature of Reporting Officer)

 

 

 

Suggestions for Improvement

April – September

October - March

 

 

 

 

 

 

 

 

 

Performance Review Discussion ( Strength /Weaknesses /Development Needs)

April – September

October - March

 

 

 

 

 

 

 

 

 

 

Thrust Areas for next six months.

April – September

October - March

 

 

 

 

 

 

 

April – September

October - March

Signature of

Appraisee

 

Signature of

Reporting Officer

 

 

 

 

Signature of

Appraisee

 

Signature of

Reporting Officer

Name

 

 

Designation

 

 

Date

 

Name

 

Designation

 

Date

Name

Name

Designation

designation

 

Date

 

 

Date

 

 

 

 

 

PART - C

 

PERFORMANCE ASSESSMENT

 

May please refer to para 5 of Guidelines

 

 

FACTORS

 

WEIGHT

REPORTING OFFICER

RATING          FACTOR

( 1 TO 50 )       SCORE

                       ( Rating X

                         weight )

 

REVIEWING OFFICER

RATING          FACTOR

( 1 TO 50 )       SCORE

                       ( Rating X

                         weight

 

PERFORMANCE

FACTORS

 

 

 

2

 

2

 

 

2

 

2

 

1

 

1

 

 

 

1

 

 

 

 

2

 

 

 

 

 

 

 

1

 

1

 

1

 

 

 

1

 

 

 

1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                                   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

QUANTITY OF OUTPUT

 

QUALITY OF OUTPUT

 

COST CONTROL

 

JOB KNOWLEDGE AND SKILL

 

TEAM BUILDING AND LATERAL COORDINATION

 

DISCIPLINE

 

DEVELOPMENT & QUALITY OF ASSESSING SUBORDINATES ( OR ABILITY TO LEARN )

 

SPECIAL RELEVANT FACTOR

 

SRATEGIC VISION

 

 

 

POTENTIAL FACTORS

 

 

COMMUNICATION INITIATIVE

 

COMMITMENT AND SENSE OF RESPONSIBILITY

 

PROBLEM ANALYSIS AND DECISION MAKING

 

PLANNING AND ORGANISING

MANAGEMENT OF HUMAN RESOURCES

 

Leadership ability

 

 

 

 

 

TOTAL FACTOR SCORE

 

 

 

 

 

 

 

 

PART – C

 

COMMENTS ON OVERALL PERFORMANCE AND POTENTIAL

( INCLUDING COMMENTS ON EXTREME RATINGS AND RECOMMENDATIONS ON PROMOTABILITY )

 

 

 

 

 

REPORTING OFFICER

 

REVIEWING OFFICER

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

INTEGRITY

 

REPORTING OFFICER

 

REVIEWING OFFICER

 

ABOVE BOARD

 

QUESTIONABLE

 

 

 

 

 

 

 
 

 


 

 

 

 

 

 

IF QUESTIONABLE, EVIDENCE /DETAILS MAY BE GIVEN

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PART -D

 

DEVELOPMENT PLAN – TRAINING NEEDS

My please refer to para 6 of Guidelines

 

 

NAME:                                                                              PERSONAL

SHRI/SMT/KUM.                                                             NUMBER

DESIGNATION                                                                GRADE:

DE[ARTMENT:                                                                 SECTION

 

ASPECTS OF APPRAISEE WHICH NEED TO BE DEVELOPED

 

 

 

 

REPORTING OFFICER

 

 

 

 

 

 

 

 

 

REVIEWING OFFICER

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PART-D

 

 

FINAL ASSESSMENT

May please refer to para 7 guidelines

 

 

TOTAL FACTOR                       Reporting                 Reporting            Reviewing

 

 

 

 

 

 

 

 

 
SCORE                                       Officer                  Officer (O)           Officer

 

 

  0

 

A

 

B

 

C

 
PRIMARY GRADING

 

 

FINAL GRADING

( please tick(√)

 

  0

 

A

 

B

 

C

 
 

 

 

 

 

 

 


COMMENTS OF PRC IN CASE OF MODERNATION IN GRADING

 

 

 

 

 

 

COMMENTS ON PROMOTABILITY

 

 NON-PROMOTABLE

 

 PROMOTABLE

 
IF FINAL GRADING IS ‘C’,

INDICATE WHETHER

( please tick(√)

 

IF NON-PROMOTABLE,

REASONS THEREOF      :

 

 

SIGNATURE OF CHAIRMAN/

MEMBER OF BOARD                     : ……………………………………………….

NAME                                                   : ……………………………………………….

DESIGNATION                             : ……………………………………………….

 

 

 

 

 

 

 

 

 

ANNEXURE-III

 

 

ARUNACHAL POLICE HOUSING & WELFARE CORPORATION LIMITED

 

PERFORMANCE & POTENTIAL APPRAISAL FORM

 

FOR S1 to S4

 

FOR THE YEAR __________________________

 

PERSONNEL DATA :

(To be filled in by the Appraisee / Personnel Deptt.)

 

NAME :                                                        EMPLOYEE NO. ………..

 

DESIGNATION :

 

UNIT/LOCATION

 

 

QUALIFICATION: ( Academic & Professional )

 

 

DATE OF JOINING THE BOARD  :

 

DATE OF BIRTH                         :

 

DATE OF RETIREMENT               :

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

PAST POSITIONS HELD* :

 

From

To

Plant/Unit /Location

Position Held /Grade

Key Responsibility

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

* From the date of joining the organization

 

 

 

 

 

 

PART I : PERFORMANCE

 

A: PERFORMANCE PLAN AND MID YEAR REVIEW

 

Key Performance Areas together with measures /indication and maximum marks to be jointly agreed upon between Appraiser and Appraisee at the beginning of the review period and then filled in the format given below:

 

PERFORMANCE PLAN

MID YEAR REVIEW

Key Performance Areas

Measures / Indicators

Max. Marks

Actual Achievement ( given by Appraisee)

Review (by Appraisser)

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FOR ENGINEERS

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

April – Sept.

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-1 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-2 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-3 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-4 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

April – Sept.

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-5: …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-6 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-7 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-8 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

 

 

 

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

Oct.- March

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-1 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-2 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-3 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-4 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

 

 

 

KPAs /TASK & TARGET ASSIGNED FOR THE YEAR

KPAs/Task & Targets

Time Frame

Oct.-March

 

 

Actual Achievement given by Appraisee

Comments on fulfillment by Rep. Officer

 

KPA-5: …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

KPA-6 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

KPA-7 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

 

 

 

KPA-8 : …………………..

 

Task & Targets :

 

 

 

 

 

 

 

 

 

 

( Signature of Appraisee )                     ( Signature of Reporting Officer )

 

 

 

 

 

 

 

 

 

 

 

 

PERFORMANCE PLAN

MID YEAR REVIEW

Key Performance Areas

Measures / Indicators

Max. Marks

Actual Achievement ( given by Appraisee)

Review (by Appraisser)

5.

 

 

 

 

 

 

 

 

 

 

6.

 

 

 

 

 

 

 

 

 

 

7.

 

 

 

 

 

 

 

 

 

8.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

SIGNATURE OF THE APPRAISEE          SIGNATURE OF THE APPRAISER

 

 

 

 

 

 

B:       YEAR – END PERFORMANCE  REVIEW

 

 

The KPAs and measures, after incorporating changes, if required, will be recast from the previous page and year end review will be carried oout.

 

 

YEAR-END REVIEW

Key Performance Areas

 

 

 

 

Measures /Indicators

 

 

 

 

Max. Marks

 

Actual Achievement (given by Appraisee)

 

Review (by Appraiser)

 

Marks Awarded*

 

 

1.

 

 

 

 

 

 

 

 

 

 

2.

 

 

 

 

 

 

 

 

 

 

 

3.

 

 

 

 

 

 

 

 

 

 

 

 

 

4.

 

 

 

 

 

 

 

 

 

 

 

 

* The column ‘ Marks Awarded’ will be filled only by the Appraiser.

 

 

 

 

 

 

 

YEAR-END REVIEW

Key Performance Areas

 

 

 

 

Measures /Indicators

 

 

 

 

Max. Marks

 

Actual Achievement (given by Appraisee)

 

Review (by Appraiser)

 

Marks Awarded*

 

5.

 

 

 

 

 

 

 

 

 

 

6.

 

 

 

 

 

 

 

 

 

 

 

7.

 

 

 

 

 

 

 

 

 

 

 

 

 

8.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 
 


Total marks obtained X 50  =       Total Marks obtained X 50 =

(Prorated to total Marks of 50)      Total Maximum Marks

 

 

 

 

SIGNATURE OF THE APPRAISEE          SIGNATURE OF THE APPRAISER

 

 

 

 

 

PERFORMANCE REVIEW SHEET

 

 

COMMENTS ON PERFORMANCE AND REVIEW DISCUSSIONS IF ANY BY APPRAISER

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

SIGNATURE OF THE APPRAISER

 

 

 

 

 

 

 

PART II: COMPETENCIES

 

(This section consists of functional /technical and managerial competencies required for successful performance in the job)

 

COMPETENCIES

RATINGS 1-2-3-4-5

1.

Function Specific Knowledge – knowledge related to profession as a whole. Knowledge which is determined by authority and responsibility of other positions. Knowledge of mission, values and standard operating procedures , policies.

 

2.

 

 

 

 

 

Vision – Develop a vision for the future of the organisation by:

  • Grasping the meaning of trends and inter relationship between the organization and its environment at the local, national and international level
  • Identifying fundamental values and beliefs to guide the organization into the future.

 

 

3.

Systematic thinking – identifying connections between situations that are not obviously related:

 

  • Using common sense, past experience and basic rules to identify key under laying issues
  • Generating and testing hunches which may explain complex situations or problems.

 

4.

Networking – To cultivate an informal network which may help to get things done through:

  • Developing contacts with people outside of the immediate work unit
  • Using networks as a sources of information and support.

 

5.

 

 

 

Organising Resources – Ensure that all financial, personal and /or other resources are in place to meet needs by:

  • Identifying and acquiring the resources
  • Allocating and utilizing the resources in a time
  • Allocating and utilizing the resources in a timely and cost effective way
  • Monitoring  and controlling all resources required to maintain the efficiency of operations, multi-functional understanding.

 

 

 

Ratings on Competencies   =       Total of all the ratings X 20 =

(Prorated to 20 marks )                               45        

 

 

          SIGNATURE OF THE APPRAISER

PART III – VALUES

( This section consists of Values which are to be demonstrated in day to day activities)

 

Values

RATINGS

1-2-3-4-5

1.

Fairness /Transparency – there is open communication about every aspect of managerial decisions which concern people.

 

2.

Can dour – Frank and forthright

  • Give and receive constructive criticism /suggestions
  • Openly discuss performance deficiencies and take corrective action
  • Appreciate good performance
  • Be consistent in workds and deeds
  • Face upto your mistakes.

 

3.

Involvement – total commitment

  • Be dedicated and committed to work, build commitment by encouraging wide participation in decision making process to the maximum extent possible.

 

 

4.

Willingness to accept challenge –

 

  • Be willing to experiment
  • Allow for freedom to fail, but learn from it too

 

 

5.

Team Player – to contribute to group objective in a team environment through:

  • Cooperating and interacting well with others
  • Contributing actively and fully to team projects
  • Working collaboratively as opposed to competitively with others
  • Acknowledging diverse opinions, addressing relevant concerns and working towards consensual solutions that enhance the output of the team.

 

 

 

 
Ratings on Competencies   =       total of all the ratings X 20   

(Prorated to 20 marks)                             45

 

 

 

SIGNATURE OF THE APPRAISER

 

 

 

 

 

 

 

 

 

 

 

PART III – VALUES

 

(This section consists of Value which are to be demonstrated in day to day activities)

 

 

VALUES

RATINGS

1-2-3-4-5

1.

Discipline – Adherence to accepted norms

  • Houner the promises and adhere to agreed system
  • Respect for others time and space
  • Exercise self control   

 

 

2.

Ethical behavior – demonstrate honesty and sincerity in every action

·         Apply sound business and professional ethics

·         Show consistency with principles, values and behaviors   

 

 

 

 

Ratings on values                       =     Total of all the ratings      = (Prorated to 15 marks)                                   50

 

 

SIGNATURE OF THE APPRAISER

 

 

 

 

PART IV : POTENTIOAL APPRAISAL

 

( This section consists of attributes which are to be demonstrated in day to day activities . Attributes would represent the core values required for Board level positions )

 

 

GENERIC ATTRIBUTES

RATINGS 1-2-3-4-5

1.

Leadership Abilities – Demonstrate ability:

  • For guiding collective decision making
  • For succession planning
  • Crisis management and
  • Ability to take risks

 

2

Team Building- Demonstrates effectiveness in re-organizing higher department.

  • Manage diverse and divergent views and group processes without losing sight of objectives.

 

3.

Ability to build a strategic vision

  • Demonstrates ability to manage change
  • Focus on long term issues
  • Strategic thinking
  • Translate vision into goals

 

 

4.

Business Sense

·        Commitment to bottom-line results by enhancing revenue generation by addressing interest of customers and stake holders

·        Balancing need for viable short and long term performance

·        Optimizing unit/organization’s contribution while supporting corporate objectives

·        Spotting and pursuing new business opportunities wherever possible.

 

5.

Communication skills – communicate ideas and information effectively and market key points effectively through public speaking and presentation, ability to convert ideas through action plan and ensure acceptability within the organization and performance at Board meetings

 

 

 

Ratings on Potential          =       Total of all the ratings X 15 =

( Prorated to 15 marks )                      25

 

Appraiser’s comments on Potential Suitability*           Signature of the Appraiser

 

Signature

·        The Appraiser will indicate suitability of the Appraisee for higher positions or horizontal movement in different functions /organizations and /or suitability for any specific or particular sector or further continuance.

PERFORMANCE & POTENTIAL PROFILE

 

FINAL MARKS SCORED

 

 

 

TOTAL MARKS

MARKS SCORED

PART-I

PERFORMANCE

50

 

PART-II

COMPETENCIES

20

 

PART –III

VALUES

15

 

PART-IV

POTENTIAL

 

 

 

TOTAL

85

 

 

Name /Designation of Appraiser

 

 

 

Date                                                                                                 Signature :

 

 

 

 

 

 

 

 

 

 

Comments of Reviewing Officer (Managing Director)

 

 

Date                                                                                          Signature :

                                                                                     Name & Designation:

 

 

 

 

 

 

Comments of Accepting  (Chairman)

 

 

Date                                                                                          Signature :

                                                                                                  Name & Designation:

 

 

 

 

Space for Administrative Use

                                                                                         

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Guidelines

Annexure-IV

DEFINITIONS OF RATING SCALE

 

QUANTITY OUTPUT           Extent of target fulfillment and completion of assigned tasks

5. output of work exceptionally high and above expectations /tasks assigned despite high degree of difficulty of tasks

4. fulfillment of all tasks /targets, despite constraints.

3.tasks assigned generally met with moderate effort

2. out put below target /expectation despite lack of constraints moderate effort

1. out put far below expectation target /tasks low effort

QUALITY OF OUTPUT            General excellence of output, the extent of work free from errors

 

5. Excellence quality of output. Accurate in work under all conditions.

4. does a thorough and accurate job. Work needs minimum correction. High quality consciousness

3. generally produces work of acceptable quality. Some times work needs correction.

2. generally produces work of acceptable quality sometimes work needs correction.

1. works consistently below required standard makes no effort to improve. Does not lay any emphasis on quality of product /work.

COST CONTROL      Awareness of cost aspects in the job. Optimum utilization of available

                                                          resources and reduction of waste.

5. always makes optimum utilization of resources. Has reduced costs and waste. Tasks completed a head of schedule.

4. all assigned tasks completed within the specified cost parameters. Reduced cost and avoided wastes.

3. generally keeps within cost parameters and time schedules.

2. conscious of the need to affect economy and manage time. But makes moderate effort.

1. wasteful in work. Lacks desire to complete assignments in time. Unware and uninterested in the need to effect economy.

JOB KNOWLEDGE AND SKILL         Knowledge pertaining to the area wrk , and related areas.

5. Excellence knowledge of own job and related areas. Professionally upto date.

4.good knowledge of his own job and related areas. Updates himself.

3. knowledge adequate in own area. Needs updating in related areas.

2. knowledge in adequate in own and related areas.

1. poor knowledge. No motivation to learn.

Ability for anticipating work needs and development

PLANNING AND ORGANISING    of effective action plans in relation to tasks assigned.

5. Exceptional ability to anticipate future work needs ahead of time, and to work in a logical manner to meet plan.

 

 

 

4.Normally anticipates work needs and is able to prepare a plan of action; generally good in arranging work load to meet plan

3. generally systematic and methodical. Sometimes slow in arranging load to meet plan.

2. ability to plan organize is marginal

1. very unsystematic and unmethodical. Does no planning at all.

 

 

INITIATIVE            ability to self reliant and move forward on a task without out side direction

5.totally self reliant. A self starter.

4..good initiative. Undertakes all tasks and overcomes obstacles independently

3.generally shows good initiative. Occasionally needs some follow up.

2. needs guidance, instructions and follow up.

1. always requires to be told. Unable to function independently. Cannot do simple jobs without guidance and follow up.

COMMITMENT AND SENSE OF RESPONSIBILITY         deduction to work and company

                                                               Objectives. Reliability to complete assigned tasks

5. totally identifies with the job /company. Seeks and accepts responsibility with full accountability

4. high sense of duty. Accepts and seeks responsibility.

3. accepts but does not seek responsibility.

2. low sense of duty. Does not identify with the job /company

1. alienated. Evades /sheds responsibility.

COMMUNICATION                 Skill and desire to share available information with all concerned.

 5. Excellence clarity of thought and expression. Uses all channels of communication. Is receptive to feedback and aware of what is happening.

4. shares information with all concerned. Good expression. Open to feedback

3. has moderate skill and desire to share information. Relies heavily on formal communication channels.

2. only believes in downward communication. Cannot express himself well

1. lacks both the skill and the will to communicate. Keeps things to himself. Express no desire to acquire information.

DEVELOPMENT AND QUALITY OF ASSESSMENT OF SUB ORDINATES

Interest taken in providing opportunities  to sub ordinates for development and fairness in assessing sub ordinates.

5. continuously guides, trains and encourages sub ordinates. Delegates responsibilities and allows subordinates to learn. Assessment of the subordinates very fair.

4. encourages on the job learning. Takes keen interest in development of sub ordinates with good follow up on training. Fair in assessment of subordinates.

3. takes some interest in sending people for training. Makes effort and sometimes follows up. Reasonably fair in his assessment of sub ordinates.

2. takes no interest in training and development of sub ordinates beyond routine forwarding of names for training. No follow up. Does not take much interest in fair assessment of sub ordinates.

1. takes no interest in training and development of sub ordinates. Provides no opportunities for them to grow on the job or through education. Makes a poor assessment of sub ordinates.

TEAM SPIRIT            coordination and   Cooperation with colleagues to achieves team objective.

5.outstanding team member. Keeps the larger goal in view. Contributes. Is open to ideas and can influence working of the group.

4. effective team member. Contributes to the team effort. Very well aware of this own role.

3. tmarginal contribution. Prefers to work alone. Not comfortable in a group.

2. very passive as a team member. Does not contribute and withdraws quickly.

1. can not work with others in a team. Creates conflicts and dissipates the energy of the group in dysfunctional pursuits.

 

 

 

 

PROBLEM ANALYSIS AND DECISION MAKING

Ability to identify problems, priorities them, analyse alternative courses of action  and take decisions       

5. Excellent analytical abilities. Good grasp of complex issue. Always takes confident and quick decisions even on complex problem.    

4. Good analytical abilities. Confident and quick decision making most of the time. 

3. Moderate analytical ability handles day to day decision. Sometimes delays decision making. 

2.  Lacks analytical ability Occasionally takes decisions. Wavering and uncertain.    

1.  Lacks analytical ability. Dose not take decision.

 

MANAGEMENT OF HUMAN RESOURCES

Effective control and utilization of subordinates, ensuring discipline, integrating employees into teams and motivating to higher level of performance      

5.  Excellent control over and utilization of people good discipline, level of motivation and good team work. An outstanding leader.   

4. Good utilization of people. Able to enforce discipline and obtain high performance through leadership.

3.  Plays basically a controlling function. Uses authority. Enforces discipline. Can obtain high performance in patches.     

2. Has little control. Sometime adds to problems through lack of fair and handling.  

1.  Has no control over his people. Unable to inspire high performance of enforce discipline. Creates Divisions and conflicts.       

Lateral co-ordination

 Ability to effectively co-ordinate with all linked departments to ensure smooth functioning.

5.   Outstanding co-ordination abilities. Excellent report with and knowledge of related areas and is able to obtain full co-operation of colleagues/ agencies.   

4.  Good coordination abilities. Good relation with colleagues. Able to work well as a member of interdisciplinary team.   

3.  Sometime needs higher level intervention to solve problems.

2.  Coordination is week. Frequent problems with other departments or outside agencies

1. unable to coordinate. Rapport with colleagues is not good. Unable to either explain own requirements or appreciate the roles /problems of others.

DISCIPLINE                                   Adherence to company policy and rules

5. Exemplary behaviour and conduct. Fully participates in the implementation of company rules and policies.

4. good behaviour and conduct. Responds will to company policies , rules and decisions.

3. discipline is generally good. Sometimes needs correction.

2. Low in discipline. Needs constant correction.

1. indiscipline. Does not conform to established rules/policies and does not follow instructions /decisions taken. A bad example for others.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Annexure-V

QUALIFICATION RATINGS

     S.No.

Category of Post

 

Qualification

Points

1.

 

 

 

 

Technical

 

 

a

b

c

d

e

Doctorate in Engineering

Masters Degree in Engineering

Engineering Degree

Diploma in Engg /Bsc

Matric

20

18

16

12

6

2.

Non – technical

(other than Finance & accounts)

 

 

 

a

 

b

 

 

c

 

 

Doctorate Degree in concerned

Professional area

Doctorate degree / graduation or PG with 2 years professional qualification

Honours graduate /graduate degree in arts /science /commerce etc

 

20

 

16

 

 

14

 

 

 

3.

Finance & Acc ounts

a

 

 

b

 

c

 

 

d

 

 

1. CA/ICWA with management accountancy or with MBA ( finance )

 

2. CA and ICWA

 

 company secretary ship

( for company secretaries posts)

 

departmental examination for Accountants /SAS accountants exam

 

20

 

 

18

 

 

 

 

12

 

NOTE

1.       All the qualifications mentioned include their equivalents. All the qualifications must be recognized.

 

2.       Executives with qualifications mentioned under technical areas and working in non technical areas like marketing, materials, personnel etc.. will get points as per technical list. Similarly , executives with qualifications mentioned in non technical areas, and working in technical areas will get points as per non technical list.

 

3.       MSW or equivalent will get 16 points in Personnel.

 

4.       Executives with recognized professional qualification ( see annexure VI) in the concerned area of working will get two points in addition to the relevant points for academic qualifications in annexure V ( excluding those for which credit for professional qualification has already been considered)

 

5.       In technical non non technical ( other than Finance ), executives with more than one relevant professional qualification ( not the same or similar ) will get 18 points.

 

 

Annexure -VI

 

ARUNACHAL POLICE HOUSING & WELFARE CORPORATION LIMITED

ASSESSEMENT SHEET

 

( FOR USE IN PROMOTION  E-1 TO E-2 )

Name of the candidate

 

 

 

 

Average credit points ( max=50)

 

Qualification points

(max=20)

 

Points on length of service

(max= 15)

 

Total points of perf.+ qualification + length of service

 

Interview /assessment

( max= 15)

 

Aggregate merit points

(max=100)

 

1

2

3

4

5

6

7

 

 

 

NOTES

 

 

APPRAISAL REPORT RATING

 

 

RATING                           CREDIT POINTS

 

                              O                                   50

                  

                             A                                    40

 

                             B                                     30

 

                             C                                    15

 

ACP = Summation of points of the last three appraisal ratings or for the years spent in the scale which ever is less divided by the number of appraisals taken into account.

 

 

Qualification Points = As per annexure V

Length of service points = one point for each half year spent in the scale.

 

 

 

 

 

 

 

 

 

 

Annexure VII

CONFIDENTIAL

 

ARUNACHAL POLICE HOUSING & WELFARE CORPORATION LIMITED

 

 

PERFORMANCE APPRAISAL REPORT

DURING PROBATIONARY PERIOD /EXTENDED PERIOD OF PROBATION

 

E-1 and above

 

NAME _____________________ DESIGNATION ________________________

 

STAFF NO __________________ DEPARTMENT________________________

 

PERIOD OF PROBATION FROM _________________ TO ________________

 

1.       SPECIFIC TASKS ASSIGNED DURING THE PROBATION PERIOD (TO

            BE FILLED BY REPORTING OFFICER)

 

 

 

 

 

2.       PERFORMANCE AS ASSESSMENT BY THE REPORTING OFFICER

 

i)                   Please record the quantitative comments on the performance taking into account factors such as target fulfillment, quality of out put, management of resources, cost control and managerial factors such as planning, organizing , initiative, team work, problem analysis, decision making, co-ordination etc.

ii)                 Please highlight special achievements during the probation period.

 

 

 

                                                                                          

 

 Name        :

 Designatin :

                                  Date         :                                              

 

 

 

 

VIEWS OF REVIEWING OFFICER 

 

                                                                                                 

 

 

                                                                                            Name       :

                                                                                            Designation:

                                                                                            Date

VIEW OF THE CHIEF EXECUTIVE

 

                                                                            

                                                                                                

                                                                                             Name       :

                                                                                             Designation:

                                                                                             Date:

 

RECOMMEDATION:

Reporting Officer

Reviewing Officer

Chief Executive