2. COAL INDIA LIMITED
• Coal India Limited (CIL) is an Indian state-controlled coal mining company
headquartered in Kolkata, West Bengal, India and the largest coal-producing
company in the world and a Maharatna company.
•
• The company contributes to around 82% of the coal production in India.
•
• Union Government of India owns CIL and controls the operations of CIL through
Ministry of Coal.
•
• In April 2011, CIL was bestowed with the Maharatna status by the Union
Government of India, making it one of the 10 maharatnas.
• As on 14 October 2015, its market capitalisation was Rs. 2.11 lakh crore making it
India's 8th most valuable company by market value.
3. SUBSIDIARIES
• Coal India Limited (CIL) produces coal through seven of its wholly owned
subsidiaries. These are Eastern:-
• 1. Eastern Coalfields Limited (ECL)
• 2. Bharat Coking Coal Limited (BCCL)
• 3. Central Coalfields Limited (CCL)
• 4. Western Coalfields Limited (WCL)
• 5. South-Eastern Coalfields Limited (SECL)
• 6. Northern Coalfield Limited (NCL)
• 7. Mahanadi Coalfields Limited (MCL)
• 8. Its 8th wholly owned subsidiary Central Mine Planning & Design Institute
Limited (CMPDIL) provides exploration, planning and technical support to all the 7
production subsidiaries.
4. INTRODUCTION TO MAHANADI COALFIELD LIMITED
•
• Mahanadi Coalfields Limited (MCL)
• Type: State-owned enterprise
• Public company
• Industry: Metals and Mining
• Founded: 1992
• Headquarters : Sambalpur, Odisha, India
• Area served: India
• Key people: Shri O P Singh
Chairman-cum-Managing Director
• Products: Coal, Bituminous
• Owner: Government of India
• Number of employees: 21863 (1 April 2022)
• Coal production: 168.168 Million tonnes
• Over burden: 206.173 Million tonnes
• Website: www.mahanadicoal.in
5. Subsidiaries of MCL
• MCL has two subsidiaries with private companies as a joint venture. The
name of these companies are:-
• 1. MJSJ Coal Limited
• 2. MNH Shakti Ltd
•
• There are 45 sanctioned mining projects in MCL with a capacity of 190.83
Mty of coal.
• The total capital outlay of 45 projects is ₹6,076.78 crore & out of which 28
with a total capacity of 73.98 Mty have been completed by 1 April 2009
with a sanctioned capital investment of ₹2,348.61 crore.
• Out of the 28 completed projects, 2 have been exhausted .
7. VISION
• The vision is to be one of the leading energy supplier, in the world, through
the best practices from “the mines to market”.
MISSION
• To produce and market the planned quantity of coal and coal products
efficiently and economically in an eco-friendly manner with due regards to
safety, conservation and quality.
9. RECRUITMENT
• Recruitment in the process of locating and encouraging potential
applicants to apply for the existed or anticipated job openings.
• It is a positive approach because it attracts capable applicants to
apply for the job.
• The process begins when new recruits sought and ends when the
applications are submitted.
11. • Internal recruitment is when the business looks to fill the vacancy
from within its existing workforce.
• Promotion
• Transfers
• Re-boarding
INTERNAL RECRUITMENT
12. EXTERNAL RECRUITMENT
• External recruitment is when the company looks to fill the vacancy
from any suitable applicant outside the business.
• Advertising in social media
• Getting employees through recruitment agency
• Promoting in news papers
13. SELECTION
• It is the process of choosing most suitable applicant for the vacant
position in the organization.
• It a negative approach because it screens peoples in order to find the
suitable applicant.
15. • Job Description- Qualification needed, experience, skills and responsibilities is to
be specified in the job description.
• Securitization of applications- The applications forms which are submitted are to
be verified.
• Preliminary Interview- Gathering information about the applicant and discuss the
job description.
• Conducting the test- Test like written test, skill test and other types of test are
conducted.
16. • Formal Interview- The final interview is taken by the HR people. A
face to face interaction between the candidate and the employees of
the organisation.
• Medical Exam- A fitness test of the candidate is conducted to check
whether the candidate is physically fit or not.
• Job Offer- It is a written invitation letter which is handed over to the
candidate after all the selection processes are completed.
17. PRESCRIBED AGE LIMIT FOR RECRUITMENT
Method Of
Recruitment
Maximum Age Limit
For General
Candidate
Maximum Age
Limit For SC/ST
Candidate
Maximum Age
Limit For OBC
Candidate
Maximum Age
Limit For Ex-
Serviceman
Maximum Age
Limit For PWD
Open
Recruitment
30 Years 35 Years 33 Years General- 30
Years
OBC- 33 Years
SC/ST- 35
Years
General- 40
Years
OBC- 42 Years
SC/ST- 45
Years
18. CLASSIFICATION OF NON-EXECUTIVE GRADES
Sl No. Groups Grade/Category
1. Supervisory Gr-C, Gr-B, Gr-A, Gr-A1
2. Technical Gr-H,G,F,E,D
3. Excavation Excv- E,D,C,B,A,Spl
4. Clerical Gr-III, II, I, Spl
5. Highly Skilled Cat-VI
6. Skilled Cat-IV, V
7. Semi Skilled Cat-II, III
8. Unskilled Cat-I
20. INTRODUCTION TO PERFORMANCE APPRAISAL
• A performance appraisal, is referred as a performance review,
performance evaluation, development ,discussion, or employee
appraisal is a method by which the job performance of an employee
is documented and evaluated. Performance appraisals are a part of
career development and consist of regular reviews of employee
performance within organizations.
21. PA helps the subordinate answer two key
questions:-
•
• 1. "What are your expectations of me?"
• 2. "How am I doing to meet your expectations?
•
• Performance management systems are employed "to manage and align"
all of an organization's resources in order to achieve highest possible
performance.
•
• "How performance is managed in an organization determines to a large
extent the success or failure of the organization. Therefore, improving PA
for everyone should be among the highest priorities of contemporary
organizations".
22. Some applications of PA are:-
• 1. Compensation
• 2. Performance improvement
• 3. Promotions
• 4. Termination and more.
23. 360 – Degree Appraisal:
•
• Yet another method used to appraise the employee’s performance is 360 – degree appraisal. This
method was first developed and formally used by General Electric Company of USA in 1992. Then,
it travelled to other countries including India. In India, companies like Reliance Industries, Wipro
Corporation, Infosys Technologies, Thermax, Thomas Cook etc., have been using this method for
appraising the performance of their employees. This feedback based method is generally used for
ascertaining training and development requirements, rather than for pay increases.
• In other worlds, in 360-degree feedback appraisal system, an employee is appraised by his
supervisor, subordinates, peers, and customers with whom he interacts in the course of his job
performance. All these appraisers provide information or feedback on an employee by completing
survey questionnaires designed for this purpose.
• All information so gathered is then compiled through the computerized system to prepare
individualized reports. These reports are presented to me employees being rated. They then meet
me appraiser—be it one’s superior, subordinates or peers—and share the information they feel as
pertinent and useful for developing a self-improvement plan.
24.
25. •
• The project was conducted in three critical phases :
• 1. Diagnostics Phase – Detailed “As-Is” study of the existing system
• 2. Design Phase – Creation of Unique Position List, KPI Inventory,
Scorecards, PMS Manual and Form
• 3. Implementation Phase – Pilot Implementation, Train the Trainer
programs and Troubleshooting
• PMS form has been given the nomenclature of PRIDE which stands for
Performance Report for Individual Development of Executive.
•
26. Performance Management System
• It is a process to meet the following objective:
• Ensure that the executive understands the target of the organization
as a whole, and that of the Department and the specific section/unit
• Set the executive’s target and assess how the executive has
performed against the defined target
• Provide feedback to the executive to ensure that she/he understands
her/his performance
• Reward executive for their performance
27. Balanced Scorecard
•
• It is a tool for translating and deploying organizational strategy into
performance.
• It provides a balanced view of an organization’s performance strategy
across the four Perspectives – Financial, Customer, Internal Business
Process and Learning & Growth.
28. • What does Balanced Scorecard do?
• Aligns & Cascades organization targets to departments and
individuals targets:
• Drives Performance Culture
• Sets Performance goals
• Clarifies “targets” and assesses executives against those targets
29. Activity Timeliness
Target Setting 1st April to 30th April
Mid Year Review 1st Oct to 31st Oct
Final Review 1st June to 30th June
Moderation at Area / Subsidiary 1st July to 20th July
Final Rating & Moderation 31st July
30. Performance Management Cycle
• 1. Target Setting – The first stage of PMS process is Target Setting.
• In this stage, clear and measurable standards of performance are set for
executives in the entire organization.
•
• 2. Review – The second stage of PMS process is Review
• Mid Year Review – Mid year Review is held to assess the progress of
performance till Mid year against the set target.
• This session aims to provide feedback to enable executive to understand
what he/she is doing well, and what he/she needs to do differently.
• No rating is provided in this stage
•
31. • 3. Final Review – Final Review is held during the end of Appraisal cycle to review
and discuss the extent of executive’s achievements has been obtained against
agreed targets.
• Each executive provides a rating to his/her own performance.
• This is followed by rating provided Reporting and Accepting authority.
• Assessment would also be done on “Personal Attributes” and “Special
Achievements” by Reporting and Accepting authority.
• Feedback would also be provided on the developmental needs.
•
• 4. Feedback and Developmental Planning – During the Final Review process the
supervisor will discuss executive’s strengths and Areas of Development based on
his/her observations during the year and seek the executive’s self-assessment.
32. Quadrant (1) Key performance
Indicators
(2)
Weightage
(3) Target (4)
Acknowledgement
(5) Self (To be
filled by
executive)
(6) Reporting
authority (to be
filled by
reporting
authority)
(7) Accepting
Authority (To be
filled by
Accepting
Authority)
(8) Wgt*
Reporting
Authority
Rating)/ 100 To
multiply col (6)
and col (2)
(9) Wgt.
Accepting
Authority
Rating/ 100 To
multiply col (7)
and col (2)
Process (60%)
Coal Production
Achievement
20 4 4 0.8 0.8
Statutory Norms 20 3 3 0.6 0.6
Schedule Adherence 20 5 5 1 1
Financial (20%)
Profit Variance per tone 10 4 4 0.4 0.4
KPI Score Computation
KPI Score against each parameter is determined as
follows:-
34. • Weighted Score: Weightage * Rating / 100
• E.g for “Coal Production Achievement”: Column 6 multiplied by
Column 2 i.e.: (20*4)/100=0.80
35. Grade Calculation for determine the Overall Score
E5 to E7 0.65*Performance (KPI) Score + 0.30 * Personal Qualities
Score + 0.5 * Achievement Score
E1 to E4 0.75*Performance (KPI) Score + 0.20 * Personal Qualities
Score + 0.5 * Achievement Score
Personal Attributes-Rating Scale
5- Exceeds expectations
4- Meets expectations most of the times
3-Consistently meets expectations
2-Partially meets expectations
1-Consistently does not meet expectations
Personal Qualities Score Average Score= Sum of Score/ No. of Personal Qualities i.e. 10
Overall Score Computation
36. Total final Score Definition
1.00 – 1.50 Outstanding
1.51 – 2.50 Very Good
2.51 – 3.50 Good
3.51 – 4.50 Fair
4.51 – 5.00 Poor
Final Conversion Scale
Based on the range of Overall Score as Computed above the final appraisal rating is provided to the executive
Illustration: Performance (KPI) Score – 2.5
37. • Personal Qualities Score – 2.75
• Achievement Score – 3
• Grade: E5
• Final Calculation: 0.65*2.5+0.30*2.75+0.05*3=2.60
