You are on page 1of 18

PERFORMANCE

MANAGEMENT
REPORT
SUBMITTED TO:
SIR JAMEEL RAO
SUBMITTED BY:
MOAZZAM MALIK MBH-12-34
MEHREEN AFZAL MBH -12-02
SHIREEN ASLAM MBH 12-20

M.B.A (H.R.M) 6th

ALFALAH INSTITUTE OF BANKING AND FINANCE

BAHAUDDIN ZAKARIYA UNIVERSITY,


MULTAN, PAKISTAN

ACKNOWLEDGEMENT
Its been an honor for us that Mr. Jameel Afsar Rao our Performance
Management course Instructor has assigned us the task to analyze the
Performance Management System of ZONG. It was really a remarkable and a
knowledge full project for us to go to the ZONG Head Office and it is also an
important perspective of HRM because now days PMS is like just a backbone for
any organization and many organizations are working on it in order to improve the
performance of their employees because they believe that in order to achieve a
good performance from the company we need to focus on the performance of our
human resource. .
We give special Thanks to Mr. Wasi-Ud-Din Regional Manager HR for guiding
us and give us their precious time to complete our Performance Management
project.

CONTENTS OF REPORT
Sr.N
o

TOPICS

Page
No

1. Executive Summary

2. Introduction of ZONG

3. Human Resource Department of ZONG

4. Performance Management system ZONG

5. Performance Management System Diagram

10

6. How PM Process conducted in ZONG

12

7.

16

Assessment Ratings and Effects


8. Recommendations

16

Executive Summary
Telecom sector have undergone a radical change in the recent years. Once
operating in a non-competitive environment similar to utilities, it is now facing
true competition not only from domestic but also from international competitors.
In order to keep themselves up-to-date, telecom sector members have improved
and strengthened their internal as well as external policies. As a result, they are
spending more on advertising and branding concepts and at the same time
continuously improving their workforce. A very important factor of skilled
workforce in an organization is that it reduces the cost and also helps to maintain
an unbreakable and long lasting relationship with the various facets of consumer
behavior. Now the companies have realized that by concentrating more on their
workforce, they can achieve better efficiency and higher profits. Although HR
department has been ignored in Pakistan for many decades, but now it has been
proved from the experience of other companies that without applying HR policies,
no organization can achieve efficiency and perfect labor force .

Aim of Study

OBJECTIVE
The objective of this research is to analyze Performance Management
System in Zong. The research project is a requirement for the award
of
degree
MBA in Human Resource Management by AIBF BZU.

METHODOLOGY

Interaction with
employees.

concerned

HR

personnel

of

Zong,

and

other

E-mails.
Consulting HR Text Books.
Zong Website/Internet.

SCOPE
Scope of this research is limited to Zongs HR Department to check
how they conduct performance management process.

ZONG INTRODUCTION

In 2004, Paktel was the first mobile telecommunication company which


launched GSM services in Pakistan.

In 2003, Millicom, bought Paktel.

In January 2007 Millicom sold Paktel for $284 million to China Mobile
(CMPak).

So far CMPak has invested more than US$ 2500 million in telecom sector in
Pakistan.

CMPaks edge comes from the experience and expertise of running the
worlds largest telecom service.

In 2007 China Mobile Company introduced its new brand in Pakistan called
ZONG formally Paktel with introductory slogan Say everything or Sub
Kah Do.

VISION

Making Communication Exciting

Become an indispensable digital life partner.

MISSION
To lead the future innovatively through:

- Customer Centricity
- Boundary less Team
- Organizational Agility

CORE VALUES

Integrity & Accountability


Openness
Perseverance
Passion
Efficient Execution

ZONG Pakistan
A first international step for China Mobile, Zong aims at touching the lives of all
Pakistanis!
We serve to inspire and empower the people of Pakistan with innovative
technology that keeps pace with today's fast evolving culture. Expanding our
wings of coverage to all corners, making no distinctions along the way and most
of all, maintaining excellence in connectivity everywhere we go. Affordability &
Innovation are what define us, aided with a diverse set of entertaining and
informative Value Added Services. With a state of the art system, along with other
services Zong allows and enables its users to avail the best possible Mobile
Internet bundles that are not offered anywhere else in the country making the
experience, truly a unique one!
The basic idea is to allow people to communicate at their free will! Making it a
stress free environment where you are not worried about Tariffs, Capacity Issues
or Congestion, be it Network Coverage or Quality, it is all sorted!

Zong is supported by ground breaking communications, trend setting Customer


Services and an unmatched Product Offering that has redefined the rules of the
game!
Walking hand in hand with our nation, we make a happier Pakistan! A thriving
ground with success on every step, with a smile on everyone's face be it rain or
shine, with hopes higher than sky and the will to 'Say it All!'

HIERARCHY
President
Karachi

Marketing

Financ
e

Islamabad

HR

IT

Lahore

Sales

Engineerin
g

Chief HRM Officer

Director HRM

Senior HR Manager

HR

Regional HR Manager

ZONG
Assistant HR Manager

Team Leader

Team

STRUCTURE OF
DEPARTMENT AT

HR Department at ZONG in Multan

HR Department Objectives

Build Capacity To Grow


Short - Medium - Long Term

Strengthen Organization & People Capability

Institutionalize H.R Processes /Interventions

Partner in Successful Transformation

Become Employer Of Choice

KEY RESPONSIBILITIES OF HR DEPARTMENT AT HQ

HR Budgeting & Headcount Planning


Recruitment & Selection
Employee Record Management
Salary & Benefits Planning & Processing
Training & Development
Performance Management
Employee Relations, Employees Grievances

KEY RESPONSIBILITIES OF HR DEPARTMENT REGIONS


Employee Communication and Support

Support in Recruitment & Selection

Handle Employee Logistics , exit interviews & even management

Support in Training & Development & Performance Management

PERFORMANCE MANAGEMENT
Performance Management is the process of defining clear objectives and targets
for individuals and teams, and the regular review of actual achievement and
eventual rewarding for target achievement.
The process should ensure that individual and team effort support the
organisational objectives and that key stakeholder expectations are realised by
focusing on key value drivers. Thus:

Planning is crucial

Stakeholder expectations are key drivers of Performance Management

Management and employee buy-in and involvement are paramount

Key objectives and targets should be linked to corporate strategy

These factors are often not addressed in organizations and as a result the process
is often destructive and draws a tremendous amount of energy from the
organization leading to a situation where value-add and benefits are minimal.
Performance Management should be a process that incorporates the following.

Planning Performance: setting Key Performance Areas (KPAs), objectives


and standards that are linked to corporate strategy, development plans.

Maintaining Performance: monitoring, feedback, coaching and mentoring


and regular interactions regarding goal achievement

Reviewing

Performance: formal feedback, 360 degree feedback

ratings evaluating performance

Rewarding of Performance: increases, bonuses, incentives, etc

and

STEP 1: Setting up of SMART


Objectives And Competencies
The Planning Phase is crucial - 80% of time and effort should be allocated to this
phase. If the focus is on inappropriate aspects of the organisation (i.e. the goals
do

not

contribute

to

long-term

strategy

achievement

and

stakeholder

requirements), none of the subsequent phases will be worthwhile. If the focus is


inappropriate, it often leads to demotivation, lack of credibility and failure of the
business.

Planning typically should include the identifying Key Value Drivers of stakeholders
(stakeholders typically are the shareholders, customers and employees of the
organisation).

Schematically the process can be depicted as follows:

Once the key value drivers are identified (value drivers are the key aspects that
create economic wealth for the key stakeholders, and can include profitability,
quality service, training, etc), the following is required.
erformance Management will be effective when a cascading model is followed.
Flowing from the strategy and key value drivers, the following can be defined:

Defining Key Performance Areas (KPAs)

Defining Objectives

Defining Targets

Step 2: Agreeing T & D and


Resource Requirements
Part of the planning phase includes the agreement on a formal development plan for the employee.
Typically this plan should be based on requisite skills, behaviours and knowledge (key competencies)
that will be required to achieve the objectives and targets set. The development plan can also include
long-term developmental initiatives (usually based on potential, good performance, etc).
Training activities should ideally be based on performance gaps that are identified during the
Maintaining of Performance phase. By linking training to identified performance gaps, training will be
focused, specific and relevant. As such, performance data should be a major input source of the
annual training needs analysis.

The Link:
Desired performance

Measurement

Actual performance

Development

Vision
Mission
Strategy
Value Drivers

Both the training and development strategy and the performance management process should be
closely aligned with the overall Retention strategy of the organisation. Research (Teke, M, 2002)
suggests that relevant training/development interventions and regular performance feedback are
important factors in skills retention. High flyers start to look elsewhere for opportunities if these are not
present in their working environment.

Step 3: Interim / Annual


Performance Review
Once Performance Management has been implemented and is in place for a period of time, it needs to
be evaluated in terms of effectiveness and efficiency. An audit in this case is defined as an
investigative, narrative, comparative and analytical process.
Typically an audit can utilise any (or a combination) of the following approaches/methodologies:

Focus groups (focus groups use a representative sample of employees to determine and
discuss perceptions, attitudes, etc).

One-on-one interviews (usually with more senior employees)

Questionnaires (paper-based evaluations, using specific questions)

Document reviews (a formal review of all related documents, i.e. policies, forms, procedure
manuals and training material)

Key topics that should be included in an audit should include:

Is there a formal Performance Management Policy

Training of managers and staff

Clarity and relevance of objectives

Application of the process (consistency)

The correlation between actual ratings and corporate performance

Once an performance review has been done, it is important to communicate the results to employees.
This will contribute towards the credibility and transparency of the system.

Step 4: Appraisal Decisions


With the help of final review a decision related to Pay ,Bonuses ,performance &
Dismissal will be taken
Those who are good performer and average performer for the decision will be
related to Pay ,Bonuses ,performance and on the other hand for low or bad

performers the decision related to their dismissal or giving them a chance will be
taken.

Assessment Rating and Effects

Recommendations
Effective management of individual and team performance is a crucial and central requirement to
ensure stakeholder requirements, organizational strategy and business goals are attained. This
requires accurate data regarding performance levels of business units, teams and individuals, and
therefore the need for a standardized and formal performance management system.
Despite the importance of performance management, most organizations find it difficult to implement,
manage and sustain performance management systems and processes effectively. It is therefore
crucial to ensure adequate planning, evaluation and training is done that will support a sustainable
process.
We recommend that the process of T & D should be considered after the interim and annual reviews of
employees performance.
Performance management will remain on the agenda in many corporate meetings, and will be a key
concern for ZONG HR practitioners and managers for many years to come.