BISMILLAH

PERFORMNANCE MANAGEMENT
AND MOTIVATION

PRESENTED BY:
Jamal Mustafa
Abeera Butt
Ahmad Shahzad
Mohsin Raza
Tayyab Javaid
Ali Ahmed
 INTODUCTION OF PTCL
• 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.
• 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
• All properties, assets, obligations and liabilities of PTC
were accordingly transferred to the PTCL on the 1st
January, 1996
 MISSION OF PTCL
• 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.
 ORGANIZATIONAL OBJECTIVES
• 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
• To introduce new services of
audio Tex and video conferencing
 PERFORMANCE MANAGEMENT
• It’s 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.
• Effective PM will help out the
organization to raise individual
performance, foster ongoing employee.
 DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
MANAGER CUSTOMER RELATIONS
• The responsibilities of Manager Customer Relations
match with the mission’s 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.
DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
KEY ACCOUNT MANAGER
• The job description of Key Account Manager meets
the mission part of PTCL “Sustained growth in
earnings and profitability”as 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.
 DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
MANAGER BUSINESS OPERATIONS
• The job description of Manager Business operations
matches with the mission’s 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
mission’s part “Services that are based on the most
optimum technology."Quality" and "Time" conscious
customer service.”
DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
SALES COORDINATOR
• The job description of Sales Coordinator meets
with the mission’s 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.
DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
REGIONAL MANAGER CENTRAL
• The job description of Regional Manager Central
meets the mission’s part of PTCL “Sustained
growth in earnings and profitability”as its
responsibilities are responsible for the profitable
achievement of sales objectives associated with the
assign regions, assigned sales team’s 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”
 KEY PERFORMANCE INDICATORS
MANAGER CUSTOMER RELATIONS
• Customer Lifetime Value
• Customer Satisfaction & Retention
• Number of Customers handled
• Number of Customers Contacted
after sale
• Service Quality offered to customer
• Conversion Rate
KEY PERFORMANCE INDICATORS
KEY ACCOUNT MANAGER
• Day Sales Outstanding (DSO)
• Cost of Goods Sold
• Number of Account payable
• Number of Account receivable
• Reporting time
• Number of Sales by Region
 KEY PERFORMANCE INDICATORS
MANAGER CUSTOMER OPERATIONS
• Delivery In Full On Time
• Labor Utilization
• Number of Complaints handled
• Percentage Of Product Defects
 KEY PERFORMANCE INDICATORS
SALES COORDINATOR
• Lead Response Time
• Rate of Contact
• Rate of Follow up Contact
• Sales Volume per Location
REGIONAL MANAGER CENTRAL
• Market Growth Rate
• Market Share
• Number of Qualified Opportunities Created
• Employee Satisfaction
 COMPETENCIES
CUSTOMER RELATIONSHIP MANAGER
• 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.
• Team Leadership: Creates, manages, and
leads the team, providing appropriate coaching
and mentoring along the way.
• Commercial Management and quality
control: Successfully undertakes contract
negotiations, ensures financial success, and
monitors quality.
 COMPETENCIES
OPERATIONS MANAGEMENT
• Identifying customer needs.
• Understands organization's financial
performance.
• Motivates the team.
• Tracks and measures staff performance.
• Creates positive learning environment.
• Enforces standards.
 COMPETENCIES
SALES COORDINATOR:
• Exceptional administrative skills.
• Multi-tasking ability.
• Strong time management skills.
• Excellent verbal and written communication
skills.
• Proactive problem solver.
• Good judgment skills.
 COMPETENCIES
KEY ACCOUNT MANAGER
• Provides account leadership.
• Develops business plan and strategy with
support from the team.
• Owns account performance on financial and
nonfinancial indicators.
• Promotes cross-selling.
• Ensures team development.
 COMPETENCIES
REGIONAL MANAGER
• Recruit and build a cohesive sales team.
• Help your sales people develop as professionals.
• Motivate each person individually.
• Participate in sales calls.
• Coach instead of manage.
• Create and communicate the sales team’s vision.
• Develop an approach to the marketplace.
 INFORMAL REVIEW PROCESS
• A technical review is a discussion meeting that
focuses on achieving consensus about the
technical content of a document.
For Example
MR. RIAZ AHMED (Operational Manager) at
PTCL report to Executive vice president, it’s 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
There are two approaches used by PTCL.
• Positive
• Constructive
 COACHING AND TRAINING FOR
UNDERPERFORMERS
Two types are used:
• Talk to the underperformer
• Regularly monitor their progress
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.
 APPRAISAL PROCESS
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”.
 APPRAISAL REWARD PROCESS
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.
 CRITIQUE ON THE COMPANY’S
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.
 RECOMMENDATIONS FOR ANY GAPS
IDENTIFIED
• PTCL 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.
 INTRODUCTION OF MULTINET
• 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.
 MISSION OF MULTINET
• 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
• 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
 PERFORMANCE MANAGEMENT
• 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
▫ Strategic objectives
▫ Organizational structure
▫ Business performance measures
 DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
MANAGER CUSTOMER RELATIONSHIP
• The responsibilities of Manager Customer Relationship
matches with the mission’s 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
DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
KEY ACCOUNT MANAGER
• The responsibilities of Key Account Manager of
Multinet relate with its mission’s 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.
DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
MANAGER BUINESS OPERATIONS
• 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.
DESIGNATIONS, JOB DESCRIPTION &
ALIGNMENT
SALES CO-ORDINATOR
• 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.
 KEY PERFORMANCE INDICATORS
MANAGER CUSTOMER RELATIONS
• Customer Lifetime Value
• Customer Satisfaction & Retention
• Number of Customers handled
• Number of Customers Contacted after sale
• Service Quality offered to customer
• Conversion Rate
 KEY PERFORMANCE INDICATORS
KEY ACCOUNT MANAGER
• Number of Account Payable
• Number of Account Receivable
• Reporting Time
• Sales By Region

MANAGER CUSTOMER OPERATIONS

• Delivery in full on time
• Labor utilization
• Percentage of Product Defects
 KEY PERFORMANCE INDICATORS
SALES COORDINATOR
• Lead Response Time
• Rate of Contact
• Rate of Follow up Contact
• Sales Volume per Location
REGIONAL MANAGER CENTRAL
• Market Growth Rate
• Market Share
• Number of Qualified Opportunities Created
• Number of Employees Satisfied
• Area Covered
 COMPETENCIES
• CUSTOMER RELATIONSHIP MANAGER
• Aspiration-Setting
• Relationship Strategy
• Team Leadership
• Client Leadership
• OPERATIONS MANAGEMENT
• 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.
 COMPETENCIES
• KEY ACCOUNT MANAGER
• Provides account leadership.
• Develops business plan and strategy with support
from the team.
• Owns account performance on financial and
nonfinancial indicators such as customer
satisfaction
• Promotes cross-selling internally
• REGIONAL MANAGER
• 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
 COMPETENCIES
• SALES COORDINATOR
• Computer Skills: Multinet employees are
capable to perform the computer 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.
 INFORMAL REVIEW PROCESS
WALK THROUGH
• The Purpose of Walk Through:
▫ 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
 FEEDBACK
• Multinet is using formal performance feedback
but ongoing, regular and informal feedback is
also carried out there
 COACHING AND TRAINING FOR
UNDERPERFORMERS
• Here are three things which Multi-net does with an
under performer
• Converse
• Coach
• Can
For Example: 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”.
 APPRAISAL PROCESS
180-DEGREE APPRAISAL
• 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.
 APPRAISAL REWARD PROCESS
APPRAISAL REWARD SYSTEM
• 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.
 CRITIQUE ON THE COMPANY’S
PERFORMANCE MANAGEMENT SYSTEM
• Company’s 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.
 RECOMMENDATIONS FOR ANY GAPS
IDENTIFIED
• 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.
• Develop business plan is not a good competency for the
key account manager so; this is irrelevant mentioned
competency by the organization for this manager’s
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.
 COMPARISON
PTCL APPRAISAL
180-DEGREE APPRAISAL
• 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.
MULTINET APPRAISAL
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”.
 COMPARISON
PTCL
• 1-How organization defines
performance
▫ 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
MULTINET
• 1-How organization defines
performance
▫ Multinet’semployees is
working in same direction to
achieve better performance.
▫ Represents different
measures by which
performance is measured
 COMPARISON
PTCL
• 2-Different Designations and
Job Descriptions
▫ All the designations which we
have selected are aligning to
the mission statement of the
PTCL.
• 3-Key Performance
Indicators
▫ Key performance indicators
are approximately same in
both the companies but PTCL
is using old KPI’s.
MULTINET
• 2-Different Designations and
Job Descriptions
▫ One of the selected
designation’s job descriptions
is not aligning to the mission
statement of Multinet.
3-Key Performance
Indicators
▫ Multinet is doing good as
they are using different
matrices for measuring the
performance of their
employees
 COMPARISON
PTCL
• 4-Feedback
▫ 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.
5. Coaching and training for
underperformers
▫ (Talk to the underperformers
▫ Regular Monitoring)
MULTINET
• 4-Feedback
▫ 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.
5. Coaching and training for
underperformers
▫ Multinet also uses different
techniques which may
include (Converse, Coach and
Can).