The document provides information about the steel industry and Steel Authority of India Limited (SAIL). It discusses the history and growth of the steel industry in India. It then summarizes the vision, core values, and operations of SAIL, including details about the Bhilai Steel Plant such as its establishment, production process, awards received, new products developed, and manpower details. The document also covers human resource management functions at SAIL like recruitment, training, and performance appraisal systems.

2. INDUSTRY PROFILE
• The history of the modern steel industry
began in the late 1850s,
• Bulk production of steel began as a result of
Henry Bessemer's development of the
Bessemer converter in 1857.
• Expected to become the 2nd in rank by the
year 2015 as predicted by the analysts.
• It is expected that the growth rate of the
consumption of finished steel would grow at
CAGR (Compound Annual Growth Rate) at
around 7% in the financial year 2012 to 2014.

3. A Rich Heritage: A flashback
album of SAIL
• Hindustan Steel Private Limited was set up on
January 19, 1954.

4. Expanding Horizon (1959-1973)
• Hindustan Steel (HSL) was initially designed to
manage only one plant that was coming up at
Rourkela.
• For Bhilai & Durgapur Steel Plants, the
preliminary work was done by the Iron and
Steel Ministry.
• From April 1957, the supervision and control
of these two steel plants were also transferred
to Hindustan Steel. The registered office was
originally in New Delhi. It moved to Calcutta in
July 1956, and ultimately to Ranchi in
December 1959.

5. Year Location Capacity
(MT )
December 1961 Bhilai and Rourkela Steel Plants 1 MT
January 1962 Durgapur Steel Plant 1 MT
The crude steel production of HSL went up from 0.158 MT (1959-60) to 1.6
MT
January 1964 Bokaro Steel Limited, ---
September 1967 2nd phase of Bhilai Steel Plant ---
February 1968 Rourkela Steel Plants (last unit-Tandem Mill ) 1.8 MT
August 1969 Durgapur Steel Plant 1.6 MT
1968-69 Bhilai Steel Plants 2.5 MT
1968-69 Rourkela Steel Plants 1.8 MT
1968-69 Durgapur Steel Plant 1.6 MT
crude steel production capacity of HSL was raised to 3.7 MT in
1968-69 and subsequently to 4MT in 1972-73.

7. SAIL VISION
To be a respected world-class corporation and
leader in India steel business in quality,
productivity, profitability, and customer
satisfaction.

8. CREDO
 We build lasting relationships with customers
based on trust and mutual benefit.
 We uphold highest ethical standards in conduct
of our business.
 We create and nurture a culture that supports
flexibility, learning and is proactive to change.
 We chart a challenging career for employees
with opportunities for advancement and
rewards.
 We value the opportunity and responsibility to
make a meaningful difference in people's lives.

9. CORE VALUES OF SAIL
Customer satisfaction.
Concern for people.
Consistent Profitability.
Commitment of Excellence.

10. THE SEVEN C’s OF SAIL
Consistent Quality.
Committed Delivery.
Customized Product Mix.
Contemporary Products.
Competitive Price.
Complaint Settlement.
Culture of Customer Services.

11. MOU’s & JOINT VENTURES
SAIL has signed 7 MOU’s with several Indian
and foreign companies to pursue its strategic
interests.
SAIL has promoted 14 joint ventures in
different areas ranging from power plants,
mining, cement, e-commerce, etc.
OWNERSHIP & MANAGEMENT
The Government of India owns about 86% of
SAIL's equity and retains voting control of the
Company. SAIL, by virtue of its ‘maharatna’
status, enjoys significant operational and
financial autonomy.

12. BHILAI STEEL PLANT
Located in Bhilai, 40kms west of Raipur, the
capital city of C.G., along the Howrah-Mumbai
railway line and the Great-Eastern highway.
It covers an area of about 36 sq.kms.

13. Conti…
Bhilai Steel Plant - a symbol of Indo-Soviet
techno-economic collaboration, is one of the
first three integrated steel plants set up by
Government of India to build up a sound base
for the industrial growth of the country.
It is a major exporter of steel products with
over 70% of total exports from the SAIL being
from Bhilai. In the 2004-05 fiscal year, it was
the Steel Authority of India Limited's most
profitable plant.

14. OPERATIONAL ACTIVITIES

15. PRODUCTION PROCESS

16. AWARDS AND ACCOLADES (1959-2010)
BSP was adjudged winner of The Prime
Minister’s Trophy for the best integrated Steel
Plant in the country for 9 times out of a total
of 16 times that it has been awarded.
BSP has won the Greentech Environment
Excellence Platinum Award for the year 2010
in Metal & Mining sector. The award was
instituted by Greentech Foundation, New
Delhi. The platinum award is the highest in its
category.

17. Conti…
Bhilai Steel Plant bagged the prestigious
“Golden Peacock National Quality Award
2011” conferred by Institute of Directors on
28th January, 2011.
Ministry of Labour & Employment, Govt. of
India announced ‘National Safety Award’ for
2008 for all types of industries of India, based
on achievements in safety by the industries.
7 departments of BSP have won the prize on
the parameters like ‘Longest Accident Free
Period’ and ‘Less Severity Rate.

18. Conti…
BSP has been awarded the Golden Peacock
Eco-Innovation Award 2010 instituted by
World Environment Foundation.
BSP has won the Golden Peacock Award for
Corporate Social Responsibility for Year 2010.
Shri V K Arora, ED I/c, BSP has been honoured
as one of the Eminent Engineering
Personality of the Country by the Indian
Institute of Engineers at the Industrial
Engineering Congress held at Kochi, Kerala on
17th Dec 2010.

19. Conti…
 PM’s Shram Awards for 2009 – 15 employees in
three groups have been awarded the prestigious
ShramVir and Shram Shree Award for Year 2009.
 Vishwakarma Puraskar for 2009 - A total of 36
employees in seven groups have been awarded
the Vishwakarma Rashtriya Puraskar for 2009.
 Chairman’s Trophy for Young Managers- three
young executives of BSP won the Chairman’s
Trophy for Young Managers 2009-10. This is the
3rd time that managers from BSP have won this
trophy.

20. Conti…
 Apart from above, numbers individual group
awards have been won time by BSP employees at
National level in the field of Quality Circles,
Management , Metallurgy, Sport & Cultural
Activities etc.

21. NEW PRODUCTS DEVELOPED
To meet the customers’ demand and to increase
the market share, BSP has fulfilled its plan to
develop one product each month. A total of 12
new products were developed in the financial
year 2010-11.

22. INTRODUCTION TO HRM
“People are our most valuable asset” is a
cliché, with which no member of any senior
management team would disagree.

23. FUNCTIONS OF HRM
Following are the various functions of Human
Resource Management that are essential for the
effective functioning of the organization:
1. Recruitment
2. Selection
3. Induction
4. Performance Appraisal
5. Training & Development

24. AREAWISE MANPOWER OF B.S.P.
(as on 01.04.2011)

25. AREAWISE MANPOWER OF B.S.P.
(as on 01.04.2011)

26. “PERFORMANCE APPRAISAL”
According to Flippo, “Performance Appraisal is
the systematic, periodic and an important rating
of an employee’s excellence in matters
pertaining to his present job and his potential
for a better job.

27. CHARACTERISTICS
1. Performance Appraisal is a process.
2. It is the systematic examination of the strengths
and weakness of an employee in terms of his job.
3. It is scientific and objective study. Formal
procedures are used in the study.
4. It is an ongoing and continuous process wherein
the evaluations are arranged periodically according
to a definite plan.
5. The main purpose of Performance Appraisal is to
secure information necessary for making objective
and correct decision an employee.

28. PROCESS
The process of performance appraisal:
1. Establishing performance standards
2. Communicating the Standards
3. Measuring Performance
4. Comparing the actual with the standards
5. Discussing the appraisal
6. Taking Corrective Action

29. LIMITATIONS
1. Errors in Rating.
2. Lack of reliability.
3. Negative approach.
4. Multiple objectives.
5. Lack of knowledge.

30. PERFORMANCE MANAGEMENT
(i) Identifying employees for career planning and
development, promotion, job rotation and
enrichment.
(ii) Determining training needs for further
improvement in performance.
(iii) Motivating employees by indicating their
performance levels.
(iv) Determination of employee compensation &
reward.

31. Salient Features of the new EPMs
1. Online Performance Management System.
2. Goal Alignment cascade workshops for
Performance Planning which would include
setting of departmental goals & thereby
finalizing the individual KPAs.
3. Direct correlation of performance assessment
with Key Performance Areas.
4. KPAs would be quantifiable and weighted
with clear cut evaluation criteria.

32. Conti…
5. Online performance diary available for all
executives with 24 X 7 access.
6. Independent assessment by Reporting officer
and Reviewing officers.
7. Assessment on
Performance, Potential, Competencies and
Values.
8. Two separate grading, one on performance
factors and other for competencies (including
potential & Values).

33. Conti…
9. Transparency through communication of the
final grading on performance to the executives.
10. Performance Management Committee
(PMC) consisting of HOD, Reporting officer and
Reviewing officer to decide the final ratings of
the executives.
11. System of “Forced Distribution” has been
dispensed with.

34. METHODS OF PERFORMANCE
APPRAISAL
EASY APPRAISAL
GRAPHIC RATING SCALE
FIELD REVIEW
FORCED-CHOICE RATING
MANAGEMENT BY OBJECTIVES

35. Conti…
RANKING METHODS
1. “Alternation ranking”
2. “Paired-comparison ranking”
ASSESSMENT CENTERS
360 DEGREE FEEDBACK

36. Benefits of Performance
Appraisals
 Measures an employee’s performance.
 Helps in clarifying, defining, redefining priorities
and objectives.
 Motivates the employee through achievement
and feedback.
 Facilitates assessment and agreement of training
needs.
 Helps in identification of personal strengths and
weaknesses.
 Plays an important role in Personal career and
succession planning.

37. Conti…
Clarifies team roles and facilitates team
building.
Plays major role in organizational training
needs assessment and analysis.
Improves understanding and relationship
between the employee and the reporting
manager and also helps in resolving
confusions and misunderstandings.
Plays an important tool for communicating the
organization’s philosophies, values, aims,
strategies, priorities, etc among its employees.
Helps in counseling and feedback.

38. RATING ERRORS IN PERFORMANCE
APPRAISALS
Leniency or severity
Central tendency
Halo error
Rater effect
Primacy and Regency effects
Performance dimension order
Spillover effect

39. Conti…
Clarifies team roles and facilitates team
building.
Plays major role in organizational training
needs assessment and analysis.
Improves understanding and relationship
between the employee and the reporting
manager and also helps in resolving
confusions and misunderstandings.
Plays an important tool for communicating the
organization’s
philosophies, values, aims, strategies, prioritie
s, etc among its employees.
Helps in counseling and feedback.

40. METHODOLOGY
The study is based on personal
decision, interview schedules, documentary
observation; the data has been collected from
the executives of the organization and through
the published sources.

41. • QUESTIONNAIRE method is used in this project
with special reference to direct questionnaire
method.
• Sources of data
• 1. Primary data through questionnaires.
• 2. Secondary data through literature.
• 3. Introduction of BSP through books &
literature.

42. AWARENESS ABOUT PERFORMANCE
EVALUATION SYSTEM
1. Are you aware of any performance evaluation
system in BSP?
Yes 56 No 04

43. 2. Are you aware there are separate system of
performance evaluation for executives and non
executives in BSP?
Yes 52 No 08

44. 3. Are you aware that employees are not
promoted due to low rating in performance
evaluation system in BSP?
Yes 42 No 18

45. 4. Do you know that SAIL has introduced online
EPMS (Executives Performance Management
System) for executives of the SAIL?
Yes 46 No 14

46. Overall Average Awareness About Performance
Evaluation System

47. Effectiveness of Performance Evaluation System
1. Are you satisfied with performance evaluation
system of BSP?
Yes 38 No 22

48. 2. Ho much performance evaluation help
improving your work?
To a large extent -10
To a some extent -38
It does not improves -02
I can not say -10

49. 3. What should be the frequency of performance
evaluation?
Annually- 32 Half yearly- 12
Quarterly -12 Monthly- 4

50. Result about performance evaluation
1. Is performance evaluation is basis for
promotion in BSP?
Yes 42 No 18

51. 2. Do you get any reward on the basis of good
performance rating?
Yes 24 No 36

52. 3. Do you get any training on the basis of good
performance?
Yes 22 No 38

53. 4. Is job rotation done on the performance
evaluation?
Yes 28 No 32

54. 5. If performance of an employee is rated very
low what action should be taken?
Job rotation- 18
Stopping promotion- 36
Imparting training- 06
No action require -00

55. Ingredients of performance evaluation system

56. Ingredients of performance evaluation system

57. LIMITATIONS
There was limited time provided for the
completion of the project.
Some of the data necessary for the
preparation of the project was not provided
by the BSP.
The current year Balance Sheet was not
provided by the BSP as it has not been
approved by the SAIL.
Lack of personal interaction with the mentors.

58. CONCLUSION
Most of the employee of BSP aware about
performance appraisal system and also there
are most of the employee satisfied about this
system.
In BSP if the performance rating of the
employee would be very low then the
promotion of the employee will not be done
and also there is separate performance
evaluation system for the executives & Non-
executive employee.

59. CONCLUSION
On the basis of this project, performance
evaluation system is very effective system for
the employee of BSP. On the basis of the
performance evaluation system the employee
promoted and also it measure the work of the
employee.
So we can say that it helps in improvement of
the work. So it is very effective to find the
organizational goal.

60. CONCLUSION
Performance evaluation system is helpful to
promote the employee on the basis of good
performance. Also employee can get reward
for the good performance.
BSP on the basis of the performance
evaluation, doing job rotation.

61. CONCLUSION
The ingredients would also be very important
for the evaluation of the performance. In this
project we are taking eight types of the
ingredients. Also attendance is most
important ingredients for the performance
evaluation system.
Knowledge of work, quality of output, quality
of work, training and interpersonal skill is the
most important ingredients for the
performance evaluation system.

62. SUGGESTION & RECOMMENDATION
 A proper performance evaluation system should
be taken by the organization to achieving there
organization goal.
 All the system taken by the organization should
be aware there own employee and also giving
knowledge about there profit to each employee
for the proper satisfaction of the employee.
 The performance evaluation system should be
the basis for the promotion and any other
incentives for the executives and non executives.

63. SUGGESTION & RECOMMENDATION
The frequency of performance evaluation
system should be on annually basis. It is also
necessary that if the performance of the
employee would be very good then the
employee get reward and training and got
some incentives for there well performance.
The ingredients of performance evaluation
system should be very clear and attached with
the performance since it play a very important
role in the case of performance evaluation
system.