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Performance

Management &
Motivation
Project Proposal
Submitted To
Mam Maria Awais

PTCL vs MULTINET
PREPARED BY: The Readers
Jamal Mustafa
L1F15MBAM0031
Tayyab Javed
L1F15MBAM0030
Abeera Butt
L1F15MBAM0293
Ahmad Shahzad
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L1F15MBAM0014
Rana Mohsin Raza
L1F15MBAM0150
Ali Ahmed
L1F15MBAM0035
Contents
Introduction of the company............................................................................................... 5
Vision........................................................................................................................... 6
Mission......................................................................................................................... 6
Organizational objectives................................................................................................... 7
Performance management process........................................................................................ 8
How organization defines performance............................................................................... 8
Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected)...............................................................9
Manager Customer Relations........................................................................................ 9
Key Account Manager.............................................................................................. 10
Manager Business Operations..................................................................................... 11
Sales Coordinator.................................................................................................... 12
Regional Manager Central......................................................................................... 13
KPIs /competency indicators for the positions....................................................................15
KEY PERFORMANCE INDICATORS............................................................................15
Manager Customer Relations...................................................................................... 15
Key Account Manager.............................................................................................. 16
Manager Customer Operations.................................................................................... 17
Sales Coordinator.................................................................................................... 17
Regional Manager Central......................................................................................... 18
COMPETENCIES...................................................................................................... 19
CUSTOMER RELATIONSHIP MANAGER:.................................................................19
OPERATIONS MANAGEMENT:............................................................................... 19
SALES COORDINATOR:......................................................................................... 19
KEY ACCOUNT MANAGER:................................................................................... 20
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REGIONAL MANAGER.......................................................................................... 20
1.

Recruit and build a cohesive sales team...................................................................20

Informal review process............................................................................................... 21


Feedback.................................................................................................................. 21
Coaching and training for underperformers........................................................................22
Appraisal process, role of appraisals in rewards..................................................................23
Critique on the companys performance management system..................................................24
Recommendations for any gaps identified.........................................................................25
Introduction of the company............................................................................................. 26
Vision......................................................................................................................... 26
Mission....................................................................................................................... 26
Objectives of Multinet..................................................................................................... 26
Performance management process...................................................................................... 28
How organization defines performance............................................................................. 28
Strategic objectives.................................................................................................. 28
Organizational structure............................................................................................ 28
Business performance measures..................................................................................28
Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected).............................................................29
Manager Customer Relations...................................................................................... 29
Key Account Manager.............................................................................................. 30
Manager Business Operations..................................................................................... 31
Sales Coordinator.................................................................................................... 32
Regional Manager Central......................................................................................... 33
KPIs /competency indicators for the positions....................................................................34
KEY PERFORMANCE INDICATORS............................................................................34
Manager Customer Relations...................................................................................... 34
Key Account Manager.............................................................................................. 35
Manager Customer Operations.................................................................................... 36
Sales Coordinator.................................................................................................... 36
Regional Manager Central......................................................................................... 37
COMPETENCIES...................................................................................................... 38
CUSTOMER RELATIONSHIP MANAGER:.................................................................38
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OPERATIONS MANAGEMENT:............................................................................... 38
SALES COORDINATOR:......................................................................................... 39
KEY ACCOUNT MANAGER:................................................................................... 39
REGIONAL MANAGER.......................................................................................... 39
Informal review process............................................................................................... 40
Feedback.................................................................................................................. 41
Coaching and training for underperformers........................................................................41
Appraisal process, role of appraisals in rewards..................................................................43
The Performance Appraisal Process:............................................................................. 43
Critique on the companys performance management system..................................................44
Recommendations for any gaps identified.........................................................................45
Comparison of both companies.......................................................................................... 47
How organization defines performance............................................................................. 47
PTCL................................................................................................................... 47
Multinet................................................................................................................ 47
Different Designations and Job Descriptions......................................................................47
PTCL................................................................................................................... 47
Multinet................................................................................................................ 47
Key Performance Indicators.......................................................................................... 47
Feedback.................................................................................................................. 48
PTCL................................................................................................................... 48
Multinet................................................................................................................ 48
Coaching and training for underperformers........................................................................48
PTCL................................................................................................................... 48
Multinet................................................................................................................ 48
Appraisal process....................................................................................................... 49
PTCL................................................................................................................... 49
Multinet................................................................................................................ 49

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PTCL
Introduction of the company
PTCL was incorporated on December 31st 1995 and commenced business on January 1st 1996.
The basic purpose of its formation was to provide better services to its customers. This was
established to undertake the telecommunication business formally carried out by PTC. It was
responsible for carrying out all kinds of telecommunications activities in the country and to look
after the existing telecom installations and their automation and development. It was also to
undertake development program in telecom field. All properties, assets, obligations and liabilities
of PTC were accordingly transferred to the PTCL on the 1st January, 1996.
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of
Telecommunication services in Pakistan. The range of services include basic telephony,
telegraph, fax, telex, Public data, Internet, E-mail, ISDN (Integrated Services Digital Network),
Universal Access Numbers

(UAN), and

other value

added services. Pakistan

Telecommunication Company Limited is a professionally managed company and has initiated


measures, with active support of the Federal Government, to inculcate a corporate culture that
benefits company. Pakistan Telecommunication Company Limited believes that it has an inherent
potential that it can exploit to emerge as an important and active business entity. Pakistan
Telecommunication Company Limited believes that it has an inherent potential that it can exploit
to emerge as an important and active business entity. Pakistan Telecommunication Company
Limited has some basic strength and the potential that needs to be exploited into real business
opportunities. The Directors of the Company feel that a firm and unwavering commitment
towards provision of a complete range of market driven change is gradually becoming visible
through expanded capacity and increasing revenue.

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Vision
To be the leading Information and Communication Technology Service Provider in the region
by achieving customer satisfaction and maximizing shareholders' value'.
The future is unfolding around us. In times to come, we will be the link that allows global
communication. We are striving towards mobilizing the world for the future. By becoming
partners in innovation, we are ready to shape a future that offers telecom services that bring us
closer.

Mission

An organizational environment that fosters professionalism, motivation and quality.


An environment that is cost effective and quality conscious.
Services that are based on the most optimum technology.
"Quality" and "Time" conscious customer service.
Sustained growth in earnings and profitability.

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Organizational objectives
The primary objective of Pakistan Telecommunication Company Limited is to provide
telecommunication services to the people in the country or in short to satisfy the
telecommunication needs of its customers. Responding to the rapid economic and technological
growth, the company is determined to meet the challenge of expanding needs of telephone and
data communication such as public data network, integrated services digital network and Internet
services.
The major focus of attention is to improve and expand the services, minimize the faults and
provide communication facilities to rural areas. It is also one of the major objectives of
management that the company should not improve its performance but also encourage the
private sector to enter the Tele business. The company has entered the domain of free market
economy, which necessitates the liberal management policies and private sector.
Convert its cash basis single entry accounting system to accrual basis double entry
system meeting the commercial international accounting standards
To introduce computerized directory assistance and complaint services reform billing and
a revenue collection system
Strengthen relation with foreign international administration, entities, services providers,
international and regional telecom organizations for better international communication
and technical cooperation in telecommunication business
Expand customer awareness for all value-added services of PTCL
To improve the efficiency of Customer Service Centers by deputing qualified persons
who are well aware of public relation techniques
To introduce new services of audio Tex and video conferencing for the business
community

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Performance management process


How organization defines performance
In PTCL performance management (PM) is more than the end of the year appraisal. Its about
translating goals into results. PTCL focuses not only on individual employees, but also on teams,
programs, processes and the organization as a whole. A well developed PM program addresses in
PTCL for individuals and organizational performance matters necessary to properly create and
sustain a healthy and effective results-oriented culture.
PTCL have a greater challenge to define and measure results than private sector organizations,
whose results are almost exclusively tied to financial goals. PTCL is also required to comply
with complex regulations that govern their performance management programs. Effective PM
will help out the organization raise individual performance, foster ongoing employee and
supervisor development, and increase overall organizational effectiveness.

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Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected)
Manager Customer Relations
Responsibilities:
Ensure the pursuance of Sales objectives in line with sales strategy for achievement of
sales targets.
Provide assistance to existing franchise and highlight new franchise potential for market
development.
Analyze market intelligence data and provide feedback to management to improvise sales
plans.
Facilitate One Stop Shops & Customer Service Centers in the concerned area
Establish Consumer Sales Service Center by liaising with vendors and HQ for resources
such as staff, fixtures etc.
Handle Retail management hiring of Sub dealers, and strategize for market availability &
retail audit.
Management of repair and maintenance of FWT at Authorized labs.
Ensure compliance with budgets, targets, and deadlines through the implementation of
cost efficient controls
Ensure compliance with legal and ethical standards
Reconciliation of stocks and delivery of Stocks to Franchises
Manage the targets and work distribution amongst the team to deliver on the targets

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Manage performance evaluation and work on team development to meet work


requirement
http://careers.ptcl.com.pk/ptcl/jobs/18816/PTCL/Manager--Assistant-ManagerConsumer-Sales-/
Alligning Jod Description of Manager Customer Relations with Mission of
PTCL

The responsibilities of Manager Customer Relations match with the missions part of PTCL
Services that are based on the most optimum technology. Sustained growth in earnings and
profitability. This part of the mission can be achieved if the Manager Customer Relations
performs his responsibilities of provide assistance to existing franchise and highlight new
franchise potential, facilitate one stop shops and customer service in concerned area, hiring sub
dealers and retail audit, compliance with legal and ethical standards and ensure budget targets
and deadlines through the implementation of cost efficient controls.
Key Account Manager
Responsibilities:
Acquire the targeted no. of corporate customers in the target period
Work to increase ARPU and profitability by developing the business relation with the
Corporate Customers.
Coaches and develops team through formal training and informal methods such as OJT
(On Job Training) workshops, discussions and presentations to enhance their performance
to the level of professional world standards.
Establishes effective cross-functional networking relationship with the Project Manager
and

Business

Development

Teams

to

ensure

action/feedback

on

customer

applications/request and complaints is taken and prompt service provision for the
Corporate Customers in done.

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Ensures that the service level of the customer is correctly identified and arranges to
provide service accordingly.
Takes ownership of the Corporate Customers in the assigned segment and lead the KAE
to secure and serve them with highest quality of service.
Achieve the sales revenue target allocated for the defined period
Arrange visits to Corporate Customers to maintain the business relation in order to ensure
that maximum knowledge is collected on the corporate customers.
Identify their unique requirements are addressed and their satisfaction levels are met in
order to improve revenue and profits contributed from key segment industries.
Forms joint teams with Corporate Customers to develop products and services
customized to their needs and identifies potential sales opportunities.
http://careers-pakistan.blogspot.com/2010/01/key-account-manager-ptcl.html
Alligning Jod Description of Key Account Manager with Mission of PTCL

The job description of Key Account Manager meets the mission part of PTCL Sustained
growth in earnings and profitabilityas it is clearly mentioned in his responsibilities that
acquire the targeted no. of corporate customers in the target period, achieve the service level of
customers, achieve the sales revenue target, takes ownership of corporate customers and arrange
visits to corporate customers to maintain the business relation, All these tasks are very important
for sustained and growth in earnings and profitability.
Manager Business Operations
Responsibilities:
Execute an inclusive maintenance strategy for the conservation of PTCL edifices and
residential colonies with appropriate scheduling of personnel, materials and equipments
to obtain optimum employee satisfaction.

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Anticipate future maintenance needs and plan to meet them with enhanced efficiency and
effective cost controls
Practice the operational guidelines for allocation of resources, carrying out extensive
maintenance plans and meeting targets in accordance with an overall vision and strategy
of the company.
Making effective PC-I for every allocated project and ensuring that timelines are met as
per the project management cycle
Assess and evaluate potential opportunities for outsourcing administrative services e.g.
janitorial services, etc
Define and implement guidelines for facility management along with taking measures to
arrange office space, furnishings and other administrative facilities for swift official
business operations.
Prepare plan and monitor the maintenance budget for the next financial year.
Practice globally accredited fleet management operations for optimum utilization
inclusive maintenance, and substantial reduction in fuel consumption.
Initiation of policy for conversion of vehicles on green fuel as a cost rationalization
measure.
Execute a fair and transparent process for the allocation of official residence as per
defined policies and procedures.
Ensure compliance with budgets, targets, and deadlines through the implementation of
cost-efficient controls.
Ensure compliance with legal and ethical standards.
In time monitoring and evaluation of all reporting employees.
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http://careers.ptcl.com.pk/ptcl/jobs/18793/PTCL/Senior-Manager-Civil-EngineeringIslamabad/
.
Alligning Jod Description of Manager Business Operations with Mission of
PTCL

The job description of Manager Business operations matches with the missions part of
PTCL Services that are based on the most optimum technology."Quality" and "Time"
conscious customer service. As it is clearly mentioned in the responsibilities as execute
an inclusive maintenance strategy, anticipate future maintenance needs and plan to meet
them with enhanced efficiency and cost control, assess and evaluate potential
opportunities, prepare plan and monitor the maintenance budget and initiation of
conversion of vehicles on green fuel as cost reduction measure. All these tasks are
necessary to meet the missions part Services that are based on the most optimum
technology."Quality" and "Time" conscious customer service.

Sales Coordinator
Responsibilities:
Frequently visit Corporate Customers to maintain close business relationship in order to
ensure that maximum knowledge is collected on the corporate customers.
Forms joint teams with Corporate Customers to develop new products and services
customized to their needs and identifies potential sales opportunities
Ensure Customer satisfaction
Ensures that the service level of the customer is correctly identified and make necessary
arrangements to provide services accordingly to increase ARPU and Profitability
Work to increase loyalty and reduce churn among the segment

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Identification and addressing the unique requirements of the key segment industries to
ensure that their satisfaction levels are met in order to increase revenue and profits.
Ensure Standard Service Quality
Takes regularly follow ups with Engineering and
Business units where the Corporate Customer is located, to ensure that quality service is
promptly provided.
Maintaining Customer data:
Ensures that all customer data is entered correctly and audited on frequent basis. Review
customers profitability data to see the true value of customers.
http://rightjobs.pk/vacancies/ptcltelecommunicatio-key-account-manager-30000--253
Alligning Sales Coordinator Job Description with Mission of PTCL
The job description of Sales Coordinator meets with the missions part of PTCL

Quality" and "Time" conscious customer service as it is mentioned in the responsibilities to


ensure customer satisfaction, ensure standard service quality, take regular follow ups with
engineering, maintain customer data and work to increase loyalty reduce churn among the
segment.
Regional Manager Central
Responsibilities:
Responsible for the profitable achievement of sales objectives associated with the
assigned regions.
Responsible for their assigned sales teams sales productivity and directs their efforts in
order to have the greatest overall impact on company results.
Running an efficient sales team including selection of distributors, FSAs, supervising,
coaching sales team, discipline and motivating direct sales force.
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Oversee operations of both In-Direct sales channel (Retail, distributors, franchisees) and
direct sales channel (OSS, EIS, FSA) of respective regions.
Responsible for managing the regional franchises and OSS.
http://rightjobs.pk/vacancies/ptcltelecommunicatio-regional-sales-manager-central-80000-630

Alligning Job Description of Regional Manager Central with the Mission of


PTCL

The job description of Regional Manager Central meets the missions part of PTCL Sustained
growth in earnings and profitabilityas its responsibilities are responsible for the profitable
achievement of sales objectives associated with the assign regions, assigned sales teams sales
productivity and directs their efforts in order to have the greatest overall impact on company
results, oversee operations of both In-Direct sales channel and Direct sales channel and
responsible for managing the regional franchises. All these responsibilities lead towards the
Sustained growth in earnings and profitability

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KPIs /competency indicators for the positions


KEY PERFORMANCE INDICATORS
Manager Customer Relations
Customer Lifetime Value
How many customers he has handled and for how long the customer is being loyal to the
company.
Customer Satisfaction & Retention:
How many customers are being satisfied and how many customers are being acquired and
retained by the company.
Number of Customers handled:
How many customers are being handled and problems being sorted by the company.
Contact after sale:
When the sale had been done its on the department and manager contacted to Customers and
how many customers are in contact with the company.
Service Quality offered to customer:
Quality of service that is being offered to customer by selling the product and after selling how
the problem being resolved.
Conversion Rate
How often do customers respond to your efforts with a purchase or action? You have to track
how often your outreach efforts result in a measureable action to know if they're effective.
Actions per Engagement

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When you're maintaining contact with a potential customer, do you know how often they
respond? Once you start measuring how often your customers respond to your outreach, patterns
in their behavior will start to emerge.
Relationship Freshness
Are you current with all of your customers? Have they been contacted in a provable way (i.e.,
with a resulting action) in the past month or week?
Customer Lifetime Value (CLV)
Minimizing cost isnt the only (or the best) way to optimize your customer acquisition. CLV
helps you look at the value your organization is getting from a long-term customer relationship
Key Account Manager
Day Sales Outstanding (DSO)
Take your accounts receivable and divide them by the number of total credit sales. Take that
number and multiply it by the number of days in the timeframe you are examining.
Cost of Goods Sold
By tallying all production costs for the product your company is selling, you can get a better idea
of both what your product markup should look like and what your actual profit margin is. This is
key in determining how to outsell your competition.
Account payable
How much payment is required to pay to vendors and return to customers?
Account receivable
How many recoveries need to be covered by the department and how much time is required to
recover?
Reporting time
How long its being required to report in a format to the manager.
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Sales by Region
Through analyzing which regions are meeting sales objectives, you can provide better feedback
for regions that are underperforming.
Manager Customer Operations
Delivery in full on time:
This is a metric for meeting customer expectations. Providing them with the right product or
service in the time frame we promised seems straightforward, but it is one of the most powerful
metrics for operational excellence.

Labor utilization:
Managing the percentage of available hours for work billable to product or service delivery
compared to the actual hours spent on that work is key to the efficiency and ultimately financial
viability of your business.
Complaints:
Measuring complaints is critical to ensuring that what we define as quality matches our
customers expectations and requirements. Are our efficiency and effectiveness measures
reducing the focus on customer satisfaction?
Percentage of Product Defects
Take the number of defective units and divide it by the total number of units produced in the time
frame youre examining
Sales Coordinator
Lead Response Time
When it comes to lead response, speed is essential to increasing sales reps odds of success. The
data seems to confirm what our instincts tell us -- that prospects equate a responsive company
with a good company.
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Rate of Contact
Every good sales manager wants to make sure that outbound call volume is high.
Rate of Follow up Contact
After sales the follow-ups are necessary are if the follow-ups are high the customer will again
purchase the service and how many follow-ups defines the performance.
Sales Volume per Location
How many sales have been made in the specific boundaries being defined by the
department?
Regional Manager Central
Market Growth Rate
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the required growth is being achieved or not
Market Share
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the market share is enough to retain its position in the market or not?
Number of Qualified Opportunities Created
Measure the total number of new, qualified opportunities created in the month as well as the
intrinsic value of each one.
Employee Satisfaction
Happy employees are going to work harderits as simple as that. Measuring your employee
satisfaction through surveys and other metrics is vital to your departmental and organizational
health.
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COMPETENCIES
CUSTOMER RELATIONSHIP MANAGER:
1. Aspiration-Setting: Sets bold aspirationsa clear visionfor the development of the
relationship.
2. Relationship Strategy: Sets and executes a client relationship strategy that defines which
issues to focus on, which opportunities to pursue, and which individuals to invest in.
3. Team Leadership: Creates, manages, and leads the team, providing appropriate coaching
and mentoring along the way.
4. Client Leadership: Is perceived as a thought leader by senior client executives. Facilitates
the development of a vision for the overall success of the company, business area, or
function
5. Ambassadorship and entrepreneurship: Identifies, mobilizes, and delivers into the
relationship the right people, solutions, resources, and ideas from across the firm.
6. Commercial Management and quality control: Successfully undertakes contract
negotiations, ensures financial success, and monitors quality.

OPERATIONS MANAGEMENT:
1.
2.
3.
4.
5.
6.

Understands customer needscommunicates effectively.


Understands the organization's financial performance.
Motivates the team.
Tracks and measures staff performance.
Creates positive learning environmentmaximizes staff utilization.
Enforces standards infuses pride in organizational values and mission.

SALES COORDINATOR:
1.
2.
3.
4.
5.
6.
7.

Exceptional administrative skills, including strong computer abilities.


Highly-organized with ability to multi-task.
Strong time management skills.
Excellent verbal and written communication skills.
Proactive problem solver.
Good judgment skills.
Ability to work independently as well as with managers and employees at all

levels.
8. Team player Collaborates with internal and external resources to achieve
goals.
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9. Demonstrates confidence and maturity in client facing situations.


10. Comfortable speaking in small groups.
11. Ability to succeed in a dynamic environment.
12. Ability to take direction from, and support, multiple managers.
13. Committed to standards of the highest professionalism and ethical behavior.
Handles confidential information with discretion.
KEY ACCOUNT MANAGER:
1. Provides account leadership
2. Develops business plan and strategy with support from the team;
3. Owns account performance on financial and nonfinancial indicators such as customer
satisfaction
4. Promotes cross-selling internally
5. Ensures team development

REGIONAL MANAGER
1. Recruit and build a cohesive sales team.
2.
3.
4.
5.

Help your sales people develop as professionals.


Motivate each person individually.
Participate in sales calls, but only when appropriate.
Coach instead of manage. In other words, guide people to discover the answer, rather

than you providing it.


6. Create and communicate the sales teams vision.
7. Develop an approach to the marketplace.
8. Match compensation and incentives to the strategy.
9. Continuously manage and upgrade the sales process, and measure performance.
10. Build bridges between top management, marketing, customer service, and the sales team.
11. Encourage 360-feedback between you and each member of your sales team. Learn from
their input.

Informal review process


A technical review is a discussion meeting that focuses on achieving consensus about the
technical content of a document. This is informal type of review so less process and documents
are needed for this type of review. There is little or no focus on defect identification on the basis
of referenced document, intended leadership and rules. During technical reviews defects are
21 | P a g e

found by experts, who focus on the content of the document. The experts that are needed for a
technical review are, for example, architects, chief designers and key users. No management
participation required in technical review. Informal review are commonly used and followed on
regular basis in PTCL.
For Example

MR. RIAZ AHMED (Operational Manager) at PTCL report to Executive vice president, its
under the hand of Vise president to take a informal meeting and discuss the alternative strategies
to overcome the errors which are faced, focusing on demonstrating how work product meets all
requirements. It depends up on the nature of the task and project assigned to regional manager,
reviews and performance feed backs can be pass out whenever there is a need whether there is
Quarter of the year or for weekly bases.
Feedback
PTCL use three types of feedback as following:
Positive - applies to situations where a person did a good job; may consist of a simple praise, but
even more powerfully reinforcing if you specifically highlight why or how that person did a
good job. PTCL applies this feedback type in their organization.
Constructive - highlights how a person could do better next time; needs to be delivered
sensitively. PTCL uses the Action-Impact-Desired Outcome (AID) model; focus on observable
facts, not assumed traits.
Coaching and training for underperformers
Talk to the underperformer - In PTCL, the manager usually use to talk with the employee
directly. Explain exactly what youre observing, how the teams work is affected, and make clear
that you want to help. The conversation go something like this: Im seeing issues with your
performance. I believe that you can do better and I know that I may be contributing to the
problem. So how do we get out of this? How do we improve? Its important to engage the
person in brainstorming solutions. Ask them to come up with ideas. Dont expect an
immediate response though. The person may need time to digest your feedback and come back
later with some proposals.
Regularly monitor their progress - It may seem obvious, but unfortunately, many managers fail
to follow up but PTCL focuses on monitoring on regular basis. Ask the person to check in with
22 | P a g e

you regularly, or set up a time and date in the future to check progress. It may be helpful to ask
the employee if he has someone that hed like you to enlist in the effort. Manager use to ask: Is
there anyone you trust who can provide me with feedback about how well youre doing in
making these changes? Doing this sends a positive message: It says I want this to work and I
want you to feel comfortable; Im not going to sneak around your back.
For example

Muhammad Tahir Nawaz (Regional Manager) in PTCL attend Weeks Management training
on every quarter of the year and attended a seminar/training session with World Renowned
Speaker like in February 2016 he attended a seminar with Ron Kaufman on Service Uplifting
Culture for running an efficient sales team including selection of distributors, supervising,
coaching sales team, discipline and motivating direct sales force

23 | P a g e

Appraisal process, role of appraisals in rewards


In PTCL appraisal process, to measure the performance there are few methods and standards and
benchmarks, which an organization have to follow, in the case of PTCL too. Their main
objectives are as follows:
Improvement in Performance
Effectiveness, Efficiency, Productivity, Motivation
Pay and Benefit Adjustments
Training & Development Needs
Career Planning & Development with Personal and Employee Development
Staffing (Recruitment & Selection)
Response and Feedback from
Performance Appraisal Methods
There are many performance appraisal methods but in PTCL they use Rating scale for
performance evaluation.
Rating Scale:
The PTCL uses the rating sale for their appraisal process because the rating scale method offers a
high degree of structure for appraisals. Each employee trait or characteristic is rated on a bipolar
scale that usually has several points ranging from "poor" to "excellent" (or some similar
arrangement).
The traits assessed on these scales include employee attributes such as cooperation,
communications ability, initiative, punctuality and technical (work skills) competence. The
nature and scope of the traits selected for inclusion is limited only by the imagination of the
scale's designer, or by the organization's need to know.
Appraisal Reward System

PTCL used Rating Scale for appraisal reward. It is a system in which an employee is rewarded
on the effective and efficient required performance. PTCL has a very organized and effective
compensation system according to the rules and regulations of Government of Pakistan. They are
offering 30% more pay then other Government Organizations. The rewards, benefits, allowances
that are offered by PTCL for its employees and workers as well as officers.

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Critique on the companys performance management system

There are very few programs for career development of the employees. People working
in one section or department from years are still with the same knowledge and style of
doing job but only few of them are getting training in PTCL. There should be proper
career planning of employee that not only sharpens the skills of the employee & improve
its efficiency but also results in better and improved output for the organization.

All the tool of enforcement of strict financial discipline may be under taken in order to
monitor the whole performance management system.

All the records are not still computerized and for this purpose special computer program
should be used.

All employees are not equipped with up to date IT skills and for this purpose refresher &
training courses should be designed.

The officers are not much trained be to adopt company culture soft-spoken, good
relations with customers and target oriented.

Most of the PTCL personnel are non-professional; I suggest that the competent authority
of PTCL should be appointing professionals.

There should be effective human resource department in order to get right people on the
right job. Which means the recruitment system and staff should be more qualified.

Over staffing and unbalanced distribution of employees in departments. Like all the
government and semi government institutions PTCL has also excessive staff than
required. In order to increase the efficiency of worker job is assigned to its caliber for
development of his interest in work that increase the out put and decrease the overall cost
of organization.

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Recommendations for any gaps identified

Key Performance Indicators are not strong enough to measure the exact or approximate
performance of the employees. They need to introduce new matrices and other possible

systems to judge the performance of employees.


PTCL I providing few of the training workshops to employees. Few of many designations
in PTCL are availing the training. PTCL needs to provide training to each employee as

the competition in this market is getting stronger.


Credible measures of performance that employees understand and accept are critical for
achieving high level performance. They are using rating scales which includes biasness

so, there requires new systems.


Feedback should inform, enlighten, and suggest improvements to employees regarding
their performance. Supervisors should describe specific work related behavior or results

they observe as close to the event as possible.


Using their coaching skills, supervisors evaluate and address the developmental needs of
their employees and help them select diverse experiences to gain necessary skills.
Supervisors and employees create development plans that might include training, new

assignment, job enrichment, self study or work details.


Supervisors must understand that valid performance appraisal information is in the long
run more important than protecting the short-term interests of ones immediate
subordinates. Therefore, he says, supervisors need concrete information regarding the
employees potential career path-information, in other words, about the nature of the
future work for which he or she is appraising the subordinate, or which the subordinate
desires.

MULTINET
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Introduction of the company


Multinet Pakistan an operating company of Axiata is an innovative data and voice
communication provider for state of the art managed services solution, through broadband at
superior and scalable speeds up to MPs, to meet the needs of its carrier and enterprise customers.
Multinet excels in providing leading edge connectivity solutions to CC, C2B and B2B
segments on its own multi-layered OFC network, spanning over 170 cities across Pakistan.
Today, Multinet has expanded its long haul DWDM FULLY redundant network, self-healing
architecture network to over 6,000 km and countries to aggressively invest in extending its reach
further within Pakistan and to neighboring countries.

Vision
To be Pakistans Business Communication Company of choice focused on delivering leading
connectivity solutions as measured by our exceptional service quality, reliability, global reach,
innovation, and value for our customer and stakeholders.

Mission
Deliver superior Business Media (Data, voice and Video) connectivity solutions for Pakistan on
our 100% digital fibre-optic network
Be the recognized leader in all communication market segments and markets we serve
Be a customer-focused organization that provides one-stop total connectivity solutions
Build enduring relationship based on trust with our customer and partners

Objectives of Multinet
The MULTINET goal consists in the development and validation on test-beds in France, Italy
and Spain, of an evolved MULTINET communication platform. The MULTINET platform will
implement advanced multi homing solutions in order to increase reliability, facilitate user-driven
network assisted quality of service and higher aggregated bandwidths. Thus, the MULTINET
user will benefit from advanced network functionality in the context of wireless networks (IPbased networks), without modifying, neither the existing network nor the user applications, and
in a seamless and transparent way. The priority and focus will be on multi-homing intelligent
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user PC terminals, providing intelligent network selection and dynamic bearer modifications
between WLANWLAN initially and progressing to WLAN-WiMAX technology at a later stage.
To achieve this objective, a harmonized technological RTD approach is implemented by
providing.
Tools and protocol for seamless broadband multimedia session delivery across
heterogeneous networks.
Middleware techniques for application layer service to adapt to underlying bearer

characteristics.
Mechanism for bearer services to adapt to the changing nature of multimedia
applications.

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Performance management process


How organization defines performance
In multi-net high organizational performance is when all the parts of an organization work
together to achieve great results with results being measured in terms of the value they deliver to
customers. These parts are:
Strategic objectives provide the direction in which everyone within the organization should
head. They provide focus and ensure we are all working towards the same end.
Organizational structure this represents the form in which the organization will deliver its
services. The structure must support the strategy just as the strategy must have regard to the
structure. For instance, an on-line delivery strategy will not be successfully executed unless the
organization has on-line capabilities.
Business performance measures represent the measures by which each area of the
organization will be assessed. There is no single set of measures that may be applied across all
organizations. In order to be relevant and of use to the organization, the measures must be
determined in light of the organization's goals and the strategies put in place to achieve those
goals. It is this measurement process that will direct behavior more than any other system that
may be put in place. Further, the information must be easily obtainable - in a timely manner.

29 | P a g e

Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected)
Manager Customer Relations
Providing help and advice to customers using organizations products or services.
Investigating and solving customers' problems, which may be complex or long-standing
problems that have been passed on by customer service assistants.
Handling customer complaints or any major incidents, such as a security issue or a
customer being taken ill.
Analyzing statistics or other data to determine the level of customer service your
organization is providing.
Writing reports analyzing the customer service that the organization provides.
Developing feedback or complaints procedures for customers to use.
Developing customer service procedures, policies and standards for your organization or
department.
Meeting with other managers to discuss possible improvements to customer service.
Training staff to deliver a high standard of customer service.
Learning about your organizations products or services and keeping up to date with
changes.
Aligning Job Description of Manager Customer Relations with Mission of Multinet
The responsibilities of Manager Customer Relationship matches with the missions part
of Multinet Be a customer-focused organization that provides one-stop total
connectivity solutions. This part of mission can be accomplished only if Manager
Customer Relationship performs his responsibilities of providing help and advice to
customer regarding products and service, investigating and solving problems, analyzing
statistics to determine the level of customer service, developing feedback for customers,
meeting with others stakeholders to improvements of customer service and provide
security to customer regarding goods and services. With these activities Multinet cannot
meets its mission part of be a customer-focused organization that provides one-stop total
connectivity solutions
Key Account Manager

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Where directed, identify sales opportunities, networking and fact-finding and calling on
and closing new accounts.
Manage and penetrate customers at all levels and develop relationships with commercial
and non-commercial accounts that enable achievement of plans and objectives.
Prepare and deliver effective selling presentations that implement approved Customer
Business Plans and employ effective game theory and negotiating strategies.
Communicate approved retail activities, promotional plans, merchandising and new item
authorizations with the Retail Team to ensure relentless retail execution.
Leverage management tools to analyze data on a variety of critical business drivers
ranging from coverage productivity and time allocation to retail conditions and program
compliance.
Develop timely and accurate forecasts (volume and spend) for assigned accounts and
revise throughout the year

Deliver superior Business Media (Data, voice and Video) connectivity solutions for Pakistan on
our 100% digital fibre-optic network
Be the recognized leader in all communication market segments and markets we serve
Be a customer-focused organization that provides one-stop total connectivity solutions
Build enduring relationship based on trust with our customer and partners
Aligning Key Account Manager with Mission of Multinet
The responsibilities of Key Account Manager of Multinet relate with its missions part as
mentioned Be the recognized leader in all communication market segments and markets
we serve this part of mission can only be achieved if Key Account Manager performs its
responsibilities of identify sales opportunities and manage and penetrate customers at all level
through promotional plans and implement customer approved business plans. All these activities
are very important for the reorganization, sustain and building Multinet as market leader in
communication market segments.

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Manager Business Operations


Responsibilities:
Ensuring Reporting by the Sales Operations team on time pertaining to New Orders,
Revenue Input, Terminations etc
Ensuring smooth and efficient order processing and converting orders into booked sales.
Assisting Sales team and resolving their post sales issues and challenges
Making sure that the predefined SOPs are followed and suggesting ways to improve
them.
Proposal Management keeping track of quotations sent and sending reminders to follow
up. Maintain a detailed proposal database to analyze win/loss bids
Establish and maintain sales data base.
Deliver timely, accurate and actionable business information to all management as
required.
Partner with Sales Management on business planning and strategy for their respective
sales areas.
Ensure reporting Sales Team/management to facilitate them in efficiently achieving their
goals.
Stringent follow up with Regional Managers to ensure timely delivery of tasks to the
management.

Aligning Manager Business Operation with Mission of Multinet


The responsibilities of Manager Business Operations matches the Mission part Multinet Be a
customer-focused organization that provides one-stop total connectivity solutions this part
of mission can only be achieved if the Business Operations Manger performs his responsibilities
of ensuring reporting of sales operations, smooth and efficient order processing, and deliver
timely, accurate and actionable business information to all management as it is required for to
deliver as it will ultimately help in producing and delivering best quality products and services to
its customers.
Sales Coordinator
Responsibilities:

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Managing the inventory ins and outs for a sales team for helping them in documentation
Coordination with the existing clients on behalf of the sales team for assisting them in
their emerging requirements.
Maintaining reports showing the current target achieved situation for each sales executive
to ensure correct delivery reward.
Keeping a track on each Service Level Agreement with existing clients to ensure they are
renewed before their expiry.
Assisting sales team in coordination with other department
Keeping track of documents and warehousing of information and data

Aligning Of Sales Coordinator Responsibilities with Mission of Multi Net


The responsibilities of sales coordinator of Multinet matches the part Mission Build
enduring relationship based on trust with our customers as mention in
responsibilities of sales coordinator of coordination with clients, meet their requirements,
maintain reports showing target and assisting sales team in coordination with their
departments. All these tasks are very important for build enduring relationship build on
trust with customers.

Regional Manager Central


Responsibilities:
Achieves regional sales operational objectives by contributing regional sales information
and recommendations to strategic plans and reviews; preparing and completing action
plans; implementing production, productivity, quality, and customer-service standards;

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resolving problems; completing audits; identifying trends; determining regional sales


system improvements; implementing change.
Meets regional sales financial objectives by forecasting requirements; preparing an
annual budget; scheduling expenditures; analyzing variances; initiating corrective
actions.
Establishes sales objectives by creating a sales plan and quota for districts in support of
national objectives.
Maintains and expands customer base by counseling district sales representatives;
building and maintaining rapport with key customers; identifying new customer
opportunities.
Recommends product lines by identifying new product opportunities, and/or product,
packaging, and service changes; surveying consumer needs and trends; tracking
competitors.
Implements trade promotions by publishing, tracking, and evaluating trade spending.
Updates job knowledge by participating in educational opportunities; reading
professional publications; maintaining personal networks.
Accomplishes sales and organization mission by completing related results as needed

Aligning Regional Manager Responsibilities with Mission of Multinet

Didnt match perfectly

KPIs /competency indicators for the positions


KEY PERFORMANCE INDICATORS
Manager Customer Relations
Customer Lifetime Value
How many customers he has handled and for how long the customer is being loyal to the
company.

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Customer Satisfaction & Retention:


How many customers are being satisfied and how many customers are being acquired and
retained by the company.
Number of Customers handled:
How many customers are being handled and problems being sorted by the company.

Contact after sale:


When the sale had been done its on the department and manager contacted to Customers and
how many customers are in contact with the company.
Service Quality offered to customer:
Quality of service that is being offered to customer by selling the product and after selling how
the problem being resolved.

Conversion Rate
How often do customers respond to your efforts with a purchase or action? You have to track
how often your outreach efforts result in a measureable action to know if they're effective.
Tasks

35 | P a g e

Attained

In Progress

Not Attained

Customer Lifetime Value

Customer Satisfaction
Service Quality offered to
customer

Key Account Manager


Account payable
How much payment is required to pay to vendors and return to customers?
Account receivable
How many recoveries need to be covered by the department and how much time is required to
recover?
Reporting time
How long its being required to report in a format to the manager.
Sales by Region
Through analyzing which regions are meeting sales objectives, you can provide better feedback
for regions that are underperforming.

Manager Customer Operations


Delivery in full on time:
This is a metric for meeting customer expectations. Providing them with the right product or
service in the time frame we promised seems straightforward, but it is one of the most powerful
metrics for operational excellence.
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Labor utilization:
Managing the percentage of available hours for work billable to product or service delivery
compared to the actual hours spent on that work is key to the efficiency and ultimately financial
viability of your business.
Percentage of Product Defects
Take the number of defective units and divide it by the total number of units produced in the time
frame youre examining.
Sales Coordinator
Lead Response Time
When it comes to lead response, speed is essential to increasing sales reps odds of success. The
data seems to confirm what our instincts tell us -- that prospects equate a responsive company
with a good company.
Rate of Contact
Every good sales manager wants to make sure that outbound call volume is high.
Rate of Follow up Contact
After sales the follow-ups are necessary are if the follow-ups are high the customer will again
purchase the service and how many follow-ups defines the performance.
Sales Volume per Location
How many sales have been made in the specific boundaries being defined by the
department?
Regional Manager Central
Market Growth Rate
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How much market growth being gained by the specific defined boundaries as compared to
competitors and is the required growth is being achieved or not
Market Share
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the market share is enough to retain its position in the market or not?
Number of Qualified Opportunities Created
Measure the total number of new, qualified opportunities created in the month as well as the
intrinsic value of each one.
Employee Satisfaction
Happy employees are going to work harderits as simple as that. Measuring your employee
satisfaction through surveys and other metrics is vital to your departmental and organizational
health.
Area Covered
Does the company have covered the area required or not? If the defined area is not being covered
by the employees, company cant maintain its position.

COMPETENCIES
The behavior of an employee which helps him to complete his work in an efficient and effective
way, this will help the organization to understand that how an employee can achieve his targets.
CUSTOMER RELATIONSHIP MANAGER:
1. Aspiration-Setting: Sets bold aspirationsa clear visionfor the development of the
relationship.
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2. Relationship Strategy: Sets and executes a client relationship strategy that defines which
issues to focus on, which opportunities to pursue, and which individuals to invest in.
3. Team Leadership: Creates, manages, and leads the team, providing appropriate coaching
and mentoring along the way.
4. Client Leadership: Is perceived as a thought leader by senior client executives.
Facilitates the development of a vision for the overall success of the company, business
area, or function
OPERATIONS MANAGEMENT:
1.
2.
3.
4.
5.
6.
7.
8.

Understands customer needs.


Communicates effectively.
Understands the organization's financial performance.
Motivates the team.
Tracks and measures staff performance.
Creates a positive learning environment.
Maximizes staff utilization.
Enforces standards infuses pride in organizational values and mission.

SALES COORDINATOR:
1. Computer Skills: Multinet employees are capable to perform the computer
2.
3.
4.
5.
6.
7.

tasks.
Multi Tasking: sales coordinators are able to do multi tasks.
Strong time management skills.
Excellent verbal and written communication skills.
Proactive problem solver.
Good judgment skills.
Ability to work independently as well as with managers and employees at

all levels.
8. Team player Collaborates with internal and external resources to achieve
goals.

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KEY ACCOUNT MANAGER:


1. Provides account leadership.
2. Develops business plan and strategy with support from the team.
3. Owns account performance on financial and nonfinancial indicators such as
customer satisfaction
4. Promotes cross-selling internally
5. Ensures team development
REGIONAL MANAGER
1.
2.
3.
4.
5.

Recruit and build a unified sales team.


Help your sales people develop as professionals.
Motivate each person individually.
Participate in sales calls, but only when appropriate.
Coach instead of manage. In other words, guide people to discover the answer, rather

than you providing it.


6. Create and communicate the sales teams vision.
7. Develop an approach to the marketplace.
Informal review process
Walk through:
Method of conducting informal group/individual review is called walk through, in which a
designer or programmer leads members of the development team, testing team and other
interested parties through a software product, and the participants ask questions and make
comments about possible errors, violation of development standards, and other problems or may
suggest improvement on the article, walk through can be pre-planned or can be conducted at
need basis and generally people working on the work product are involved in the walk through
process.
The Purpose of walk through is to:

Find problems
Discuss alternative solutions
Focusing on demonstrating how work product meets all requirements.

Peer Review:
Peer review means that an action of an individual person may be looked at again by someone of
similar competence in that activity -a peer
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More formally it is a process of self-regulation by a profession or a process of evaluation


involving qualified individuals within the relevant fields. Peer review methods are employed to
maintain standards, improve performance and provide credibility.

Feedback
Multinet is using formal performance feedback but ongoing, regular and informal feedback is
also carried out there. It is timely, specific and may help the individual receiving feedback
related to:

Whether or not they are achieving their goals.


What they are supposed to be achieving in their role i.e. why their role exists.
What they are currently doing well and what areas require improvement.
How they are impacting on others in the workplace.

Multi-net manager said "Feedback is the information we all need to be truly effective in the
workplace. In fact the most effective leaders actively seek feedback to enhance their
performance. These leaders intuitively recognize the power of feedback."
Coaching and training for underperformers
Here are three things which Multi-net does with an under performer:
Converse - Before address the issue of underperformance, manager finds out whats going on in
the employees life. Personal problems such as a sick child, a pending divorce or an ailing parent
will distract an employee from devoting full attention to work. If there is such a problem, and the
employee has a history of good performance, find a way to work around the issue. Those
employees are worth saving. Multinets is always taking care of such issues and consider

41 | P a g e

employees problems by doing so the employees consider themselves as a part of company an


eventually coaching helps to improve their motivation and performance.
Coach - Keep in mind that often employees under perform because they lack the necessary tools
and or training. Its the managers job to provide on-the-job coaching. The process is very
straightforward. In Multinet we discuss the issues so that the employee understands where hes
falling short. Ask him to devise solutions for improvement. Talk about those solutions and agree
on a timetable for improvement. And always hold the person accountable by following up.
Can - If theres no improvement (and outside issues are not relevant), then you must come to the
conclusion that the individual is not right for the job. He or she should be encouraged to find
another position for which he or she may be more qualified. In such case terminating an
employee is not a good option but to train such employee in better way is a good option. Trainers
at Multinet follow the same techniques and make the useless employees a useful asset.
For example
You require your employees to perform in a specific way, simply giving directions is the best
method, which saves both your and the employees time and energy. Maybe a chronic
underperformer isnt worth the time at all. However, in Multinet Mr. Zahid (Sales Coordinator)
is having 3 hrs training at the start of each month for the improvement of performance. As said
by one of the manager at Multinet that if you think coaching is actually the best approach, and
the employee is still resisting, the next course of action is to try to understand why.

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Appraisal process, role of appraisals in rewards


The Performance Appraisal Process:
The Performance appraisal system used by Multinet for reviewing the performance status of its
employee starts with identifying specific appraisal goals set by each Group for each cadre. After
this a detail job analysis is done with looking in account the job expectation and then matching
the actual performance with the desired performance. Afterward the performance is appraised
according to the set standards and this appraisal is not done by the supervisor alone, their major
focus is on taking into the account the employees perspective as well. Therefore whenever the
appraisal is done employee is fully participative in the process.

Performance Appraisal Method Use by Multinet


Multinet is using 180-Degree Performance Appraisal Method. Within this method, managers,
peers, customers or colleagues are asked to complete questionnaire on the employee being
assessed. In Multinet performance of an employee is appraises twice a year. Once in June while
other in December.
In the questionnaire there are five sections and in each section there are five questions related to
the performance of employee. There are total 100 points from which an employee gets.

Rewards Related to Performance


There is also a reward related to performance of the employees. For Customer Facilitation
Agents there 50% pay is based on their performance which is assessing every month by their
managers. For other employees like in administration, engineering, finance, marketing, etc their
performance is assessed after every six and they get increased Rs.5000 in their salary as a
reward. In each case employee have to show consistent performance to win reward next time.

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Critique on the companys performance management system

Companys Performance management system is not fully satisfactory.


They are using not the best latest techniques to get feedback from the employees.
Feedback is taken on the regular bases but delays are involved in it.
As being private organization there are sometimes issues of late payments of salaries to

the employees, as mentioned by one of the employees.


Appraisals are done at the end of the year, but sometimes biasness occurs as told by the

manager.
The compensation system should be equivalent to the other multinational and
international organizations working in Pakistan in the same field and industry.

In some ways staffing is not following Merit and Fair rather it is on Personnel
links and unfair means.

The employees at Multinet have lackness in motivation so the organization has to


set challenging tasks and jobs for them to make them active and energetic.

The compensation system is not equivalent to the other multinational and


international organizations working in Pakistan in the same field and industry.

Along with the domestic Trainers, Multinet has not hire External Trainers from
France, Germany, China, and Switzerland so their employees are not trained on
International standards and with modern Education and Technology.

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Recommendations for any gaps identified


Multinet should implement numerous effective plans to improve the performance of its various
departments. Supervisors must manage employee performance well in order for Multinet to
accomplish its mission and achieve its goals. Following are some recommendations for Multinet,
which we personally feel can be useful for the organization, its employees and the customers.
Establishing and maintaining effective communications with each Employee not only requires
good oral and written communications Skills, but it also includes the ability to establish good
working Relationships. To communicate effectively with employees, Supervisors must establish
an environment that promotes an open Door atmosphere, the sharing of ideas, and employee
involvement in decision making processes.
Setting long and short-term goals with employees gives focus to Employee efforts. When goal
setting is done correctly, employees strive to accomplish those goals and feel confident in
achieving them. When goal setting is done poorly, work does not progress as desired. Knowing
how to set goals effectively is an important part of Performance management. To do this well,
supervisors need to be able to clarify expectations and to set realistic standards and targets.

Along with the domestic Trainers, Multinet will have to hire External Trainers from
France, Germany, China, and Switzerland so that they will able to train their employees

in Pakistan on International standards and with modern Education and Technology.


Matrices are not being used in an effective way in the Multinet. Because they are mostly
focusing I description of work and having feedback from the employees without using

the matrices.
We have identified gap in the Job Description of Regional Manager. We have found that
the job description does not match to the mission statement, as it is mentioned in the
mission statement that the markets should be served. But the job description is not having
elements of enhancing the market as this factor comes under the duty of regional

manager.
One of the Operational management competencies are not according to the designation,
which includes Maximizes staff utilization. This competency is not devices properly as it
requires more description because the staff utilization is the difficult task.

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Develop business plan is not a good competency for the key account manager so; this is
irrelevant mentioned competency by the organization for this managers designation. It
should have other competencies because all available job descriptions for key account

manager do not match with this competency.


Develop an approach is mentioned as the competency for the Regional Manager by the
Multinet company but this must have been used as the job description. It should have
been the market surveys as the competency.

Employers also should take steps to increase their employees involvement and expertise
in planning and developing their own careers. One option here is to organize periodic
career planning workshops. A career planning workshop has been defined as a planned
learning event in which participants are expected to be actively involved, completing
career planning exercises and inventories and participating in career skills practice
sessions. It discusses what are career planning, self assessments, environmental
assessments, goal setting for self, and developing career action planning.
A career planning workbook may be distributed to employees either as part of a
workshop or as an independent career planning aid. This career planning workbook is a
printed guide that directs its users through a series of assessment exercises, models,
career directions, discussions, guidelines, auctioning planning and other information to
support career planning. It is usually self paced, so that the employees can complete the

exercise at their own pace.


Promotions in Multinet should be on the basis of achievements, skills, performances,
behavior, attributes, rather than on seniority. As one manager mentioned that this
practiced is usually takes place in an organization.

Comparison of both companies


How organization defines performance
PTCL

Focusing on individual as well as on the teams.


Performance appraisal is done yearly as well on regular bases.
Maximum better tools are used to improve performance of employees.

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Multinet

Multinetsemployees is working in same direction to achieve better performance.


Represents different measures by which performance is measured.

PTCL is doing this fact better as this is old operational organization in Pakistan. They have faced
lot of challenges in their business and learned much by their experience that how to measure
performance.
Different Designations and Job Descriptions
PTCL

All the designations which we have selected are aligning to the mission statement of the
PTCL.

Multinet

One of the selected designations job descriptions is not aligning to the mission statement
of Multinet.

This shows that Multiunits Job descriptions are not such strongly build as the PTCLs are
described. PTCL is better in generating their designations job description according to the
mission statement of the organization in comparison to the Multinet.
Key Performance Indicators
Key performance indicators are approximately same in both the companies but Multinet is doing
good as they are using different matrices for measuring the performance of their employees. As
per the Key Performance Indicators the Multinet is new in the market as compared to PTCL but
they are doing better than PTCL.
Feedback
PTCL
Constructive and Positive feedback types are being used in PTCL for taking feedback from the
employees at different designations and according to them these techniques are useful. PTCL
also take feedback of their employees performance by calling their customers, by this way

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PTCL can cross check the feedback of employees performance which is a very good approach
and reduces the chances of error.
Multinet
Multinet is focusing on the feedback as what is required by the employees in terms of their roles.
Are they achieving their roles or going along the same direction. Feedback is taken on the
regular bases and formal feedback is also taken on the end of each year.
PTCL is doing much better in the segment of feedback as they are using well defined and mix
approaches for taking feedback of the employees and also cross checking the feedback of
employees by getting in contact to the customers. By our analysis the PTCL is having nice
approaches to the feedback in comparison to the Multinet.
Coaching and training for underperformers
PTCL
In PTCL different approaches are used for the coaching and training of the employees, which
includes (Talk to the underperformers). In this method the one who is not performing well is
being considered by the senior manager and his problem is discussed. Other method is (Regular
Monitoring) of the employees which increases the performance of employees if not going
accordingly.

Multinet
Multinet also uses different techniques which may include (Converse, Coach and Can). In these
approaches employees are being encouraged and their motivation level is enhanced that they can
do better if they are not going accordingly.
Both companies are doing well in this segment because coaching techniques of PTCL and
Multinet are strong. But PTCL as being the large company or working on the vast level is
carrying out good. Reason is that it is difficult to maintain the level of motivation of employees
at such level. This is why in our analysis PTCL is better than Multinet in coaching.

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Appraisal process
PTCL
Rating Scale is used in PTCL for the evaluation of the employees. Characteristics of employees
are being measured by using a bipolar scale that usually has several points ranging from "poor"
to "excellent". Managers in PTCL judge employees by rating them.
Multinet
In Multinet employees are being assessed on the bases of provided questionnaire to them, this
method is known as 180-degree appraisal method. Employees are checked whether they have
achieved their targets or not. Appraisal is given twice a year once in June and other is in
December.
Multinet appraisal system is better than the system used in the PTCL, reason is that the PTCL is
using rating system and managers rate them personally so there are chances that the biasness
may involve. On the other side the Multinbet is using method in which opinion of employees and
other managers are involved. By this way the appraisal system is good at Multinet.

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