Company Profile

Leopards Courier Services was inaugurated in 1983 with five destinations,and delivery restricted
to these five destinations.

As industry developed in Pakistan, and more raw materials and other products were to be
dispatched nationwide, the need for a courier service grew, and Leopards found itself fulfilling a
bigger need-helping local industry grow. As a result of this business growth, Leopards has now
expanded to over 1036 destinations for general clients (express centers). At each of these express
centers, Leopards employees have been trained and placed to help clients find services that best
fulfill their needs. Currently, company has over 3000 couriers employees and 1000 express
center employees.

These destinations are fed and controlled by 164 Major Hubs located throughout Pakistan, where
courier is sorted and dispatched for nationwide destinations. As a result, we have the largest
nationwide network in terms of destinations, reaching Pakistani remote areas that no other
courier service reaches, through both ground and air transport.

The distribution network is designed in such a way so that mail from all over Pakistan is
distributed the very next day except for few areas/stations mentioned in our Station List, where
local underdevelopment of resources has not made this possible, and where many courier
services do not offer delivery. However, our dream is to connect all Pakistanis together, whether
they live in underdeveloped villages or large metropolitan cities, and we deliver everywhere.

Overtime, Leopards has added various products and services as a mode of convenience for
clients, including overland trucking for cheaper delivery of non-urgent products, Leopards flyer
for documents and other official documents that are delivered sealed, Yellow-box services,
international delivery services, the Economy service offering cheaper rates for a slightly delayed
delivery, and the Leopards Giftwifts gift service.

The Leopards Team is always when it comes to solving logistic and courier issues with new
products, and continue to come up with new and innovative products, which help our company
and employees grow.
 Organizational Structure:

Chief Executive
Officer

Executive Director

Sales Director Zonal Manager General HR Customer

Manager Relationship
Manager
ManagMa

Sales Team Courier Rider Assistant

Leader Manager (HR)

Internee (HR)
Performance Management Process:

Prerequisites

Performance
Planning

Performance
Execution

Performance
Assessment

Performance
Review

Performance
Renewal &
Recontracting
Step1.

Prerequisites
There are two important prerequisites that must be implemented before a performance
management system is implemented.

1. Knowledge of the organization’s mission and Strategic goals.

2. Knowledge of the job in question .

1. Knowledge of the organization’s mission and Strategic goals.

 Corporate Mission.
 Corporate vision.
 Strategic Goals

Leopard’s Mission
Serving our customers among all dimensions of Courier and logistic needs through a perfected
sense of timely and responsible delivery.

Leopard’s Vision
To achieve excellence by serving our customers in all dimensions of logistic and courier needs
through a perfected sense of time-sensitive delivery, following a model of continuous growth and
dynamism to profit all corporate partners-employees, customers, management, and society.

Strategic Goals
 Connecting people, improving their lives. This is done through bringing people together
and making life simpler – for our customers, our employees, our investors, and our
society
 Grow in new market segments, by expanding our business activities in different markets
and segments, especially in emerging markets.
 Focus on what has made us successful.
 Meet customer expectations through.
 Quality
 Delivery
 Cycle time.
 2.Knowledge of the job in question:

Job Analysis

Chief Executive Officer

Tasks KSAOs
Specific tasks Task Importance Nature
1.Making strategy; of the leopard dimensions (% time
courier and implement the strategic Strategic spent)
goals and objectives of the planning
organization.
40%

2.Decision making; formulates .1. Experience or ability of

policies and planning Decision 25% making decisions in all
recommendations to the board making situations.
3.Decides and guides courses of 2. Understanding Of wider
actions in operations. objectives.
4.Board developer; select and 3. Ability to work
evaluate the board members Selection positively.
5.Makes recommendations also 20% 4. Strong leadership and
supports the board during management skills.
orientation and self evaluation. 5. Innovative ideas.
6.monitoring performance of the
board of directors and employees. Monitoring 10%
7.Appointing other managers as
well. Hiring 5%
 Director

Tasks KSAOs
Specific tasks Task Importance Nature
dimensions (% time
spent)

. .1. Experience or ability

1. The director is a leader of the Leadership of handling and decision
organization. 30% making in All situations.
The directors of leopard courier 2. Information about
leads there managers and wider objectives.
employees. 3.leadership skills
. 4. Communication skills.
.2. Development of the 5. Innovative ideas.
managers and employee’s People 20% 6. Management skills.
KSAOs. Development 7. Ability to work
.3. Monitoring the performances Monitoring positively.
of the managers and employees. 15% 8. Ability to work in
.4. Fulfill there governance Functions team.
functions.
20%
.5. Decision making and Planning
planning.
15%`
 Manager

Tasks KSAOs

Specific tasks Task Importance Nature

dimensions (% time
spent)

1. Project Management; to deliver Implement 1. Ability to develop plans.

and produce couriers safely .To plans 2. Ability to develop
manage all courier activities. 35% schedules.
2. Loading and carrying the couriers Reports to 3. Time management skills.
by the courier riders under seniors 4. Ability to work with
manager’s supervision. diverse people.
5. Ability to deligate.
3. Provides customer service Track team 6. Negotiation skills.
efficiently and on time by managing members
the schedules of all courier riders. 35%
4. Leadership Activities. Acquire the
resources 15%

5. personal appearance and Research

checking of couriers and listing 15%
down the records of day to day
activities.
 Assistant Manager

Tasks KSAOs

Specific tasks Task Importance Nature

dimensions (% time
spent)

1. Knowledge of the office

1.Assign office tasks to office operations.
assistants Supervion 30% 2. Communication skills.
3. Ability to decide the
2. Ensure coordination of activities. priorities of tasks.
10% 4. Knowledge of graphics
display software.
3. Type letters memos and reports. 5. Skill to use work perfect.
20%
4. Produce graphs and visuals.
Word
processing 20%
5. correction of spellings,
punctuations and errors.
20%
 Courier Rider

Tasks KSAOs

Specific tasks Task Importance Nature

dimensions (% time
spent)

1. Personal appearance in delivering .1.job knowledge.

the couriers. To have a strong 2. Experience of courier
relationship with the customers. Responsiveness 30% management.
2. Safe delivery of the couriers. 3. Ability to work
interactively in the range of
3. Complies with instructions and customer circle.
performs under usual circumstances Following 30% 4. Strong communication
attendance and punctuality. instructions skills.
4. Completing job tasks in the timely 5. Innovative time
manners. On time work 20% management ideas
5. Adapting the necessary changes
from old methods. Generating Improvements
improvements. 20%
Step 2.

Performance planning:

After pre requisites the second step is performance planning in which

employees should have complete understanding of the performance management
system (PMS). There are three important approaches that are used for this purpose.

1. Results
2. Behavior
3. Development plan.

Different approaches are used for different jobs .

 Result approach

Chief Executive Officer:

 Key accountabilities

The broad areas for which the CEO is responsible are

1. Board Administration and Support

Supports operations and administration of Board by advising and informing Board members,
interfacing between Board and staff, and supporting Board's evaluation of chief executive

2. Program, Product and Service Delivery

Oversees design, marketing, promotion, delivery and quality of programs, products and services

3. Financial, Tax, Risk and Facilities Management

Recommends yearly budget for Board approval and prudently manages organization's resources
within those budget guidelines according to current laws and regulations

4. Human Resource Management

Effectively manages the human resources of the organization according to authorized personnel
policies and procedures that fully conform to current laws and regulations

5. Community and Public Relations

Assures the organization and its mission, programs, products and services are consistently
presented in strong, positive image to relevant stakeholders

6. Fundraising (nonprofit-specific)

Oversees fundraising planning and implementation, including identifying resource requirements,

researching funding sources, establishing strategies to approach funders, submitting proposals
and administrating fundraising records and documentation.

 Objectives
1. Commitment to the organization’s mission and sensitivity to the communities it serves;
2. Responsible performance of fundamental organizational and administrative tasks;
3. Thorough and timely communication with the Board on financial and administrative
matters;
4. Effective representation of the organization in the community and commitment to
enhancing its public image; and
5. Prompt and thoughtful response to Board member’s requests for information.

 Performance standards
It is not possible to objectively measure CEO performance until a framework against which
to evaluate performance has been agreed – what we term ‘CEO expectations’. For boards that
have never conducted a CEO evaluation previously, this may involve obtaining the views of
interested parties apart from the board and CEO (e.g. management and key stakeholders), by
means of interviews and/or surveys to establish current and future expectations for the CEO’s
performance.

There are a number of ways in which CEO performance can be measured. A key question for
the board is the weighting between organizational and individual objectives (commonly
50/50). In considering the objectives to be evaluated, both outcome measures (result-based)
and strategic measures (behaviour-focused) need to be considered.

Director:
 Key accountabilities
 Aligning the strategic direction set by the board with the CEO’s capabilities;
 Promoting better board and CEO relations to ensure an appropriate and productive
collaboration;
 Allowing boards to have greater objectivity about CEO remuneration;
 Encouraging the CEO’s personal development;
 Providing an early warning system for possible problems.
  Objectives

Manager:

 Key Accountabilities:
The broad areas of job for the manager are:
 Communication:
Increase management’s effectiveness through active listening with
both superiors and subordinates as well as strong written
communication skills

 Delegation:
Identify the best person for a particular task and act as a facilitator to
motivate and direct the work.
 Decision-making:
Weighs the costs and benefits of various options to determine the best
course of action to achieve company goals

 Negotiation:
Find opportunities to resolve conflicts efficiently arising among the
employees.

Objectives:

Objectives for the manager of leopard are as follows:

 Optimum utilisation of resources:

The manager should ensure the optimum use of various resources of
the enterprise in a most economic way.The proper use of human resources, materials,
machines, and money will help a business to earn sufficient profits.

 Employee Relations

Manager must demonstrate effective management of grievances and disputes

between staff members.he should provide objective, factual feedback and constructive criticism
and then document the issues appropriately.

 Policy and procedures:

 Manager should lead be adhering to company policy and procedure. He
should consistently enforce the policies. Appropriate objectives for managers include remaining
knowledgeable on their legal responsibilities related to sexual harassment, discrimination, wage
and hour laws and retaliation.

 Monitoring:

Manager implements a range of monitoring methods which enable him to

measure actual performance against the agreed objectives or standards. He encourages
the staff members to self monitor their own performance and provide support with this as
necessary.

Performance Standards:

Performance standards for the post of manager are:

 Leadership:
Fosters an environment that encourages learning and growth in others. Provides an
atmosphere of motivation for employees towards goal achievement
 Flexibility:

Effectively adjusts behaviors and modifies strategies when confronted with uncertain
situation .

 Customer Service:

Projects a customer orientation and makes effective decisions,balancing organizational

needs and customer needs.

 Creativity:

Seeks unique and different perspectives to opportunities and supports risk

taking and encourages innovation in others.

 Developmental Plan:

Developmental plan include identifying areas that need improvement

and setting goals to be achieved in those areas .For such purpose several developmental
activities are underītaken at leopard which are:

 On the job training:

 Each employee is paired with supervisor who designs a formal on-
the-job training course for teaching the skills and knowledge that are needed for
employees to perform a specific job within the workplace.Employees learn in an
environment in which they will need to practice the knowledge and skills taught in the
on-the-job training.

 Courses:

Employees are encouraged to take up different courses from different

universities that will help them to perform their jobs effectively. Employees are also
reimbursed once they complete their courses.

 Mentoring:

Mentoring is one of the key developmental activities for the employees which
is a one-on-one relationship between a senior (mentor) and junior employee.The
organization may assign a mentor to the junior employee or the junior employee may be
given discretion to choose mentor for himself

 Special Assignments.

A Special Assignment is a learning strategy in which the employee

performs temporary duties on a full or part-time basis. These duties may be performed
within or outside the current organization.

 Attending a Conference:

Another way to help employees in acquiring new skills and

knowledge is to sponsor an employee’s attendance at a conference. Such employee is
then required to provide a written report upon returning from the conference.

 Job rotation:

A job rotation program moves employees through a variety of positions within

or among departments, enabling them to gain exposure to different parts of the
organization while growing and expanding their skill sets.

 Self-Directed Learning Projects.

An employee is assigned or voluntarily undertakes a

specific project that promotes the expansion of skills and knowledge through self-
 directed learning or research and produces a final product that contributes to
organizational objectives.

Step 3:
Performance execution:

 Communication Plan:
Leopard design a communication plan to ensure the information regarding the performance
management system that is then widely disseminated in the organization .

A Good communication often answer the following questions:

1.What is Performance Management System (PMS):

PMS is a continuous process of identifying, measuring , and
developing the performance of individuals and teams and aligning the performance with the
strategic goals of the organization….PMS is actually a tool that leopard use to translate business
strategy into business results. Specifically PMS systems influence “financial performance,
productivity, product or service quality , customer satisfaction, and employee job satisfaction.
The general goal of the PMS is to make the performance measurement of the organization more
valid , reliable and fair.

2.How does performance management fit into our strategy:

Leopard has designed such a performance Management system
that will be helful in accomplishment of strategic goals. It has designed the system in such a way
that serves the customers in all dimensions, follows the model of continuous growth, focusing on
what has made them successful, meeting customer expectations and dynamism to profit all
corporate partners-employees, customers, management, and society.

3.What’s in it for all those involved:

Good communication plan of leopard describes the benefits of implementing an

effective PMS to organization, employees and customers.

Benefits to organization

 Improves financial performance

 Enhances the goodwill
 Builds customer relationship
Benefits to employees

 Facilitates employee development

 Job satisfaction
 Job related knowledge increases

Benefits to customers

 Leopard a reliable source

 Safety of products
 Time sensitive delivery

4.How does it works

At leopard, meeting will be conducted to communicate the approaches being used to
measure employee performance which are Result approach and behavior approach depending
upon the specific responsibilities of each job. It will be held time to time, as well as regular
interval of 2 months, for continuous employee performance improvement, discussing
performance standards and to overcome sudden employee problems.

5.What are responsibilities of employees:

The communication plan outlines the responsibilities of employees
as well as their rating official or the person incharge of rating their performance. The plan
emphasizes that leaders must create a culture performing at a high level by continually
communicating expectations and rewarding high-achieving performers.

6. How is performance management related to other initiatives:

The communication plan will inform the employees

about the relationship between performance management and other initiatives
which are training ,promotion and succession planning,by conveying how
performance management will be used as a base for training, promoting and
transferring employees to upper level jobs.

 Appeal process:
After the implementation of communication plan the next process is appeal process that helps
gain system acceptance. An appeal process allows employees to understand that if there is a
disagreement regarding performance ratings or any resulting decisions such disagreements can
be resolved then.
When an appeal process is in place, employees can question on two types of issues.

1. Judgmental issues

2. Administrative issues

Judgmental issues
Leopard employees can speak on the issues when they found that

 Managers performance rating don’t reflect his actual performance

 When the explanatory remarks are included in the evaluation
 When the overall evaluation received as part of the annual review

Administrative issues
When administrative issues occur employees can speak. Like

 The leopard employee can argue that his supervisor didn’t meet him as he meet with
other employees frequently or on regular basis
 When the employee found that his evaluation is not according to the set procedures and
policies
 When the feedback is not thorough as received by other co worker
 When the employee didn’t receive the bonus when he is eligible for

When an appeal is filled properly there are two types of levels through which the appeal may be
resolved

 Level 1:

It’s the level when the HR department first serves as a mediator between the employees
and the supervisor. The HR department after looking on the whole scenario either suggest to take
corrective actions to the supervisor or informs the employee that the decisions are procedures are
correct.

 Level 2:

When the appeal isn’t resolved in the level 1 , then an outside and an unbiased arbitrator
makes a final and binding resolution in the level 2.this arbitrator consists of panel of peers or
managers. The panel then reviews the case, asks questions, interviews witnesses and reviews the
policy.the outside arbitrator simply take a vote to take the decision.in some cases the vote
represents the final decision. And in other cases the vote is forwarded to a higher level manger
who takes the panels vote into consideration in making the final decision.

 Rator error training:

Performance planning systems are plagued with rater errors. The goal of the rater error training
(RET) is to make raters aware of what rating errors they are likely to make and to help them to
develop strategies to minimize those errors. the different kinds of errors that may occur in this
are

 Similar to me error:

This type of error occurs when supervisors give higher ratings to employees who are
similar to them in personality, interests, or other non-job-related issues. Of course, the
opposite can also be true where supervisors give lower ratings to those employees who are
not like them.

 Contrast error:

Takes place when the appraiser rates one employee based on the work of other
employees, rather than based on the performance standards for a particular position. One
employee may be a “shining star,” which would make all other employees seem average in
comparison, or an employee could be a constant performance problem, which then makes all
of the other employees seem like superior performers in comparison.

 Leniency error:

Leniency error is when a raters’ tendency is to rate all employees at the positive end
of the scale (positive leniency) or at the low end of the scale (negative leniency).

 Halo effect:

. This error occurs when an employee is seen by the supervisor as highly competent
in one or more areas and, as a result, is rated highly in other areas. For example, if an
employee is a good record keeper but is occasionally late, the supervisor might overlook the
tardiness because the positive work habit overshadows the problem behavior.

 Recency Error:

This error occurs when a supervisor considers only the most recent performance
rather than the performance over a year (or the length of time the appraisal covers). This can
 be a serious issue if the employee has performed well all year, only to have a performance
problem right before the evaluation takes place.

 Central Tendency Error:

Central tendency error is the raters’ tendency to avoid making “extreme” judgments
of employee performance resulting in rating all employees in the middle part of a scale. This can
happen either when a manager is not comfortable with conflict and avoids low marks to avoid
dealing with behavioral issues or when a manager intentionally forces all employees to the
middle of the scale.

 Severity error:
Severity error is the opposite of leniency error. In severity error, a supervisor tends to
rate an employee lower than what her performance warrants. A potential cause of the error could
be the use of unrealistic standards of comparison, such as the supervisor rating a new employee
against himself. In this scenario, the supervisor forgets that it took time to reach the level of
performance he operates at, and a new employee would not have had enough time to develop to
that level.

 Stereotyping

Stereotyping is the tendency to apply the same generalizations to all members of

specific social groups. One of the more common types of stereotyping that occur in the
workplace is gender stereotyping. Research suggests that women are often evaluated more
negatively than men, even when both are trained to do a job the same way.
 Attribution error

This error takes place when a supervisor attributes poor performance to an

employee’s dispositional tendencies e.g. personality, abilities instead of the features of the
situation e.g malfunctioning equipment.

 First Impression Error

First impression error is the rater’s tendency to let their first impression of an
employee’s performance carries too much weight in evaluation of performance over an entire
rating period.

 Pilot Testing:

At Leopard, before the performance management system is implemented

formally to the whole organization, pilot testing is conducted to check the accuracy of the
system and to make timely adjustments and revisions to remove the potential flaws in the
system. The system is applied to some posts which are Executive director, sales director ,
zonal manager ,general manager and courier rider. Such pilot test provide insights about
the system’s users regarding how well the system works, unforeseen obstacles and to
collect suggestions on how to improve all the aspects of the system. It is also a way of
gaining early acceptance of the system from the selected sample of employees who will
perceive they are provided opportunity to have a say in the designing of the system.

Step 6:

Renewal and Recontracting:

The final component in the performance management

process is renewal and recontracting .This component uses the insights and information
gained from the other phases to make adjustments as needed. Based on the insights and
information, some new key accountabilities and competencies may be included.
Conversely, some goals may have to be adjusted either upward or downward, depending
whether they were set too high or too low.