Performance appraisal of DRDO

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Nitika kataria
Swati singh
Formed : 1958

Headquarters : DRDO Bhavan, NEW DELHI

Employees : 30,000 (7,000 scientists)

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

(2009-10)

Minister : A.K Antony

Agency executive: Dr.V.K.Saraswat, Director General,

DRDO and Scientific Adviser(SA) to Defence Minister
 OBJECTIVE OF PA
Data relating to performance assessment of employees arc
recorded,stored and used.
The main purposes of employee assessment are:
• To affect promotions based on competence and performance.
• To let the employees know where they stand in so far as their
performance is concerned and to assist them with constructive criticism
and guidance for the purpose of their development.
• To improve communication. It provides a format for dialoguebw the
superior and the subordinate. This also affect the trust bw the rater and
the ratee.
 
 Multiple Purpose of PA
• Developmental Uses
• Administrative Uses/Decisions
• Identification of individual needs
• Determining transfers and job assignments

• Administrative Uses/Decisions
• Salary
• Promotion

• Organizational Maintenance/ Objectives

• Documentation
• Determining organization training needs
• Documentation for HR decisions
Dept Heirarchy
DIRECTOR
I
ADD. DIRECTOR
I
JOINT DIRECTOR
I
DEPUTY DIRECTOR
I
SECTION OFFICER
I
ASSISTANT
I
UDC
I
LDC
I
PEONS
-

KPA's
- of ARMS & AMMUNITION Deptt

Compliance with bulk arms supply agreement with the Indian

Forces

- Environmental Releases Complaince with OFB (ORDNANCE

FACTORY BOARD) for R&D

- To ensure continuous growth & knowledge gains and

development of employees

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

programes.
 TRAINING & DEVELOPMENT

DRDO has a dynamic training and development policy which is

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

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

•Recently, a training centre at Jodhpur has been established to meet the

training needs for Admin & Allied cadre.
PERFORMANCE APPRAISAL TOOLS

1. ACRs

2.180 Degree Feedback System

3. Pen Picture Concept

ACR OF AN EMPLOYEE.
ACR PROCESS
Impact of Performance Appraisal

Training
promotions
suspensions
 FLEXIBLE COMPLEMENTING SCHEME

• Used for the promotion from one grade to the next

higher grade.
• It is the merit based promotion.
• FCS operates on the basis of evaluation of
confidential performance appraisal form and
interviews.
 KRA’s

Following are the Key Result Areas:

 
Performance in respect to volume
Quality of output
Timeliness of jobs completed
 Questiones Asked.....

1. Are you satisfied with current performance appraisal

system ?
YES

2. Are you well aware of individual and organisations

KRA's & KPA's ?
Not everyone is well aware as at times things get
bit clumsy.
3.The whole cycle of appraisal takes how many
days?
APPROX 10-15 DAYS at each level

4.At what basis you get the promotions?

TIME SCALE
SELECTION SCALE
P.A SCALES

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

YES
 Problems Identified
• Job security leads to reduced affinity of employees for
learning.
• As only 180 DEGREE APPRAISAL is there employees are
bit reluctant towards there attitude with others.
• Procedures and action taking duration is too long.
• Documentation proof is required at every step to plan out.
• BRAIN-DRAIN.
 Recommendations
• Training plays a vital role in the development of an individual and
helps improve the performance. Note may be taken of the training
requirements shown by the appraise/ appraiser.

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

• More emphasis on overall development to avoid Brain-Drain.
• Performance Appraisals should be done twice in a year rather than once in
a year. (to maintain proper feedback system)
• Immediate Incentives and Rewards should be provided to them.
• Participative management.
• More predefined KRA/KPIs should be defined and to be provided in the
system to cover more jobs/ assignments.
• Better up down flow of communication..
• Job Rotation.