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CPL, India: Web of Performance, Pay and Promises

An HR consultant was hired to address issues at CPL, a public sector manufacturing company, that was experiencing a 25% decline in business and high attrition of young talent; an assessment found suppliers were unreliable and CPL was losing profits and employees; the consultant was tasked with determining the root causes of these problems and improving performance management, pay, and employee retention.

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Shaheem Mohamed
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364 views6 pages

CPL, India: Web of Performance, Pay and Promises

An HR consultant was hired to address issues at CPL, a public sector manufacturing company, that was experiencing a 25% decline in business and high attrition of young talent; an assessment found suppliers were unreliable and CPL was losing profits and employees; the consultant was tasked with determining the root causes of these problems and improving performance management, pay, and employee retention.

Uploaded by

Shaheem Mohamed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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CPL, India: web of Performance, Pay and Promises

Background: In 2012, Country Public Ltd.(CPL), a public sector


unit (PSU) in the manufacture of electric equipments witnessed
a major de-growth of 25% in comparison to previous year.

Initial Assessment: Business partners inability to supply inputs


on time.

Later Realisation: CPL was losing out on profits as well as young


talented employees

Action taken: An HR Consultant was given the task to get to the


root of the problem of rising attrition of young talent and a
diminishing bottom line for CPL
CPL, India: web of Performance, Pay and Promises

Key Actors in the case:

Mr. Raghav Dutta, GM, CPL Delhi division


Mr. Sharad Kumar, Executive E-1 level
DGM-1 and his excutive subordinates Aman and
Shyam
Gayatri Sharma – HR Consultant
CPL, India: web of Performance, Pay and Promises

SWOT Analysis of CPL

Mr. Raghav Dutta, GM, CPL Delhi division


Mr. Sharad Kumar, Executive E-1 level
DGM-1 and his excutive subordinates Aman and
Shyam
Gayatri Sharma – HR Consultant
Basic tenets of an effective Performance Management System

Direction Role Goal setting and


sharing clarification planning

Goal Developmental goal


alignment setting

Ongoing performance
monitoring

Ongoing Coaching and


feedback support

Performance assessment
(appraisal)

Rewards, recognition, and


compensation
Workflow, process control, and return on investment
management

9–4
The Components of an Effective
Performance Management Process

• Direction sharing
• Role clarification
• Goal alignment
• Developmental goal setting
• Ongoing performance monitoring
• Ongoing feedback
• Coaching and support
• Performance assessment (appraisal)
• Rewards, recognition, and compensation
• Workflow and process control and return

9–5
Performance Appraisal Methods

Appraisal Methodologies

1 Graphic Rating Scale Method 6 Narrative Forms

Behaviorally Anchored Rating


2 Alternation Ranking Method 7
Scales (BARS)
Management by Objectives
3 Paired Comparison Method 8
(MBO)
Computerized and Web-Based
4 Forced Distribution Method 9
Performance Appraisal

5 Critical Incident Method 10 Electronic Perf. Monitoring

11 Conversation Days

12 Merged Methods

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