PERFORMNANCE MANAGEMENT

AND MOTIVATION
MULTINET vs PTCL
PRESENTED TO:
PRESENTED BY:
Jamal Mustafa
Abeera Butt
Ahmad Shahzad
Mohsin Raza
Tayyab Javaid
Ali Ahmed

Madam Maria Awais

INTRODUCTION 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 PTCL
were accordingly transferred to the PTCL on the 1 st
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
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.
Effective PM will help out the
organization
to
raise
individual
performance, foster ongoing employee.

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
MANAGER CUSTOMER RELATIONS

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
KEY ACCOUNT MANAGER

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
MANAGER BUSINESS OPERATIONS

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
SALES COORDINATOR

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
REGIONAL MANAGER CENTRAL

KEY PERFORMANCE INDICATORS

MANAGER CUSTOMER RELATIONS
Percentage of Customer Retention
Number of Customers handled
Number of Customers Contacted
after sale
Quality Standards achievements
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 teams 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, 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
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 FORM

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 COMPANYS

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 nonprofessional; 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 fibreoptic 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

(KRAS)
MANAGER CUSTOMER RELATIONSHIP

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
KEY ACCOUNT MANAGER

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
MANAGER BUINESS OPERATIONS

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
SALES CO-ORDINATOR

DESIGNATIONS & JOB DESCRIPTION

(KRAS)
REAGIONAL MANAGER CENTRAL

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 for
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 COMPANYS

PERFORMANCE MANAGEMENT SYSTEM
They are using not the best latest techniques to
get feedback from the employees.
Feedback is taken 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 Maximizing staff
utilization. This competency is not devised properly as it
required 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 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.

COMPARISON
PTCL APPRAISAL

MULTINET 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.

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

MULTINET

1-How organization defines

performance

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

Multinets employees are

working in same direction to
achieve better performance
but individuals are some
times neglected.
Represents different
measures by which
performance is measured

COMPARISON
PTCL

MULTINET

2-Different Designations and

Job Descriptions

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 KPIs.

One of the selected

designations 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

MULTINET

4-Feedback

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.

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
(Talk to the underperformers
Regular Monitoring)

5. Coaching and training for

underperformers
Multinet also uses different
techniques which may
include (Converse, Coach and
Can).


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