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Ammarah kaleem 11397 Salary & Compensation Sec. Z Assignment # 1 Performance Matrix and Performance Metrics at Telenor Pakistan.

14th July, 2103 Submitted To: Asad Hasan

STAGES/LEVEL 1: Policy, Institutional Systems

2: Strategy, Job Systems

A ACCOMPLISHMENT MODELS Organization Models: Culture: Adaptable, Flexible, vertical as well as Horizontal communication, Motivation through rewards and incentives, award functions, challenging and satisfying environment. Major Mission: Telenor is a customer Focused business mobile Service operator /telecommunications company that seeks competitive advantage in quality and valued added service in both prepaid and postpaid categories through state of the art technology. Telenor relies on building trusting relationships with customers, owners, employees and society in general. Units: 23 company-owned sales & service centers, more than 200 franchises, 100,000 retail outlets. Job Models: Mission of Job: There is a clearly defined job purpose. For Instance: Finance Officer Telenor Job Purpose: The Finance Officer is responsible for maintaining financial, accounting, administrative and personnel services in order to meet legislative requirements and support municipal operations. Major Responsibilities: All major duties and responsibilities are clearly defined. For instance,

B MEASURES OF OPPORTUNITY Stakes Analysis: Performance Analysis: At policy stage, goals are set for organization and as well as for each department. Then, annual evaluation for the implementation of defined policies and goals is done. Potential for improving Performance: After performance evaluation, it is defined that whether there is a potential for improving performance at policy level. Critical Roles: Top Management defines policies and the performance management system for the whole organization.

C METHODS OF IMPROVEMENT Programs/Policies: Environmental: Through Incentives and Bonuses. Gratuity for top Management. People Programs: Executive training, Top management selection through succession planning and replacement charts.

Job Assessment: Performance Measures: The following performance measures are used: 1.Quality of Service measures: Unsuccessful call ratios, supply times for initial connection, response times for operator services and bill correctness etc. Cost Measures: Cost to Run Handle Query, Complaint or Request. Time measures: Average speed of answer for agent queue calls in seconds, excluding abandoned calls. Quantity Measures:

Job Strategies: Training Designs: System related training, product related training, technical training, Front end desk training etc. Recruitment Systems: Internal recruitment and external recruitment(through advertising in newspaper and advertising in telenor website) Selection Systems: Candidates are selected on the following criteria: Quality of early schooling Grade obtained Extra Curricular activities Overseas travel and education 2

Finance officer Telenor: 1.Administer and monitor the financial system in order to ensure that the finances are maintained in an accurate and timely manner. 2. Maintain the accounts payable and accounts receivable systems in order to ensure complete and accurate records of all moneys. 3. Administer employee files and records in order to ensure accurate payment of benefits and allowances. Standards: In Telenor, standards are defined for each job category; For instance, For Finance Officer Job: 1.Meets specified deadlines 2.Conclusions and recommendations are justified by the data etc. Tactics, Task, Systems Task Models: Responsibilities of Tasks: Each Department manager is responsible for assigning of tasks. Major Duties: Within each Job, tasks/duties are clearly defined: For instance: Finance Officer Telenor Major tasks/duties: Assist with preparation of the budget, Implement financial policies and procedures, Establish and maintain cash controls, etc Standards: Standards are given for each task completion.

Number of Repeat Service Requests Number of Call Transfers etc. Critical Responsibilities: HR and supervisors are responsible for performance analysis of various jobs at Telenor.

Age Target University Relevant experience

Task Analysis: Performance measures/ Observations: Each task is observed by immediate supervisor. Specific Deficiencies: After monitoring each task, deficiencies of employees are clearly specified. Cost of Program: Total cost to complete each task is calculated and included in the budget.

Tactical Instruments: Coaching For call centers and other official matters. Feedback W orkers at Telenor are Given continuous feedback on their p e r f o r m a n c e t o express their opinion over their own level of performance against each task. Training: Job instruction based training, Morale building, Attitude Building, Executive Training.

PERFORMANCE APPRAISAL SYSTEM AT TELENOR PAKISTAN: In Telenor, computerized performance appraisal method is used. It is conducted on annual basis, on December. The HR Department has developed a performance appraisal sheet and has downloaded on the intranet of the Telenor so that the supervisor performs the evaluation of employees. After evaluation, he will send the sheet to the employee for the affirmation wit the ideas of the supervisor. If the employee does not agree then he will not sign the PA sheet. When the last date of submission is passed, then the HR department asks the supervisor and the employee about the problem and resolves the problem.

RECOMMENDED PERFORMANCE METRICS


For Problem Handling: System Failure points Remotely Resolved Incidents Average call handling time in seconds, including after-call work. Self-service resolution rate for web transactions Customer attrition (or churn) rate.

For Bill Invoice Management: Percentage of total receipts that are processed error free the first time. Average days sales outstanding, etc.

OTHER RECOMMENDATIONS: In Telenor, there is not a defined proper performance management system. Performance management systems can be divided into three stages. In the first stage, managers establish a set of realistic expectations and communicate them to the employees. In the second, they provide ongoing guidance and coaching to help employees improve their job performance. In the third stage, they assess how well employees have achieved the established goals, what improvements could be made and any changes to the job expectations. Managers also use the assessment to determine which employees should receive raises or promotions.

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