DESIGNING

PERFORMANCE
MANAGEMENT
SYSTEM

Anubhav Srivastava
Abhishek Kumar
Kshitij Srivastava
Mahak Kapoor
Shilpika Shukla
INTRODUCTION

THIS STUDY IS ABOUT PMS SYSTEM TYPICALLY PMS SYSTEM HELPS TO AVOID CONFLICT IT PROVIDES POSITIVE
PERFORMANCE INCLUDES PERFORMANCE EMPLOYEES TO DEVELOP MANAGERS AVOID GIVING OUTCOMES FOR
MANAGEMENT SYSTEM OF APPRAISAL AND EMPLOYEE AND IMPROVE THEIR SKILLS. NEGATIVE FEEDBACK. EMPLOYEES, MANAGERS,
A TELECOM FIRM I.E. AIRTEL. DEVELOPMENT. AND ORGANIZATIONS.
 REWARD FOR FOCUS ON LEADERSHIP ENABLE PRODUCTIVE
PERFORMANCE AND BEHAVIOURS. FEEDBACK.
DRIVE BUSINESS RESULTS.
OBJECTIVE OF
PMS

ACCESS TRAINING AND DECIDE PROMOTIONS MANAGING UNDER

DEVELOPMENT OF BASED ON COMPETENCE PERFORMANCE.
EMPLOYEES. AND PERFORMANCE.
TELECOM INDUSTRY ANALYSIS

01 02 03 04 05
Threat of new Bargaining Bargaining Availability of Competition/
entrants power of power of substitutes Rivalry
Low suppliers customers Low High
Low High
 Organizational strategy for Airtel is Differentiation

 Integrating customers across different products.

 Customized plans for customers using multiple products.
 Customer service.
 Quick response to technological changes.
ORGANIZATION
AL STRATEGY OF
AIRTEL
 Objective of PMS of Airtel is to link both
Organization strategy and HR strategy

HR STRATEGY  Promoting innovation

OF AIRTEL  Career development

 Leadership development
 Rewarding performance and business result drivers
 Developmental feedback
 Focus more on developmental aspect of employees

RECOMMENDATION
FOR PMS OF AIRTEL Link between effort and performance

Differentiates Line vs Staff– Airtel currently has

employee base of 15000 employees (core– 13500
and Support staff– 1500)
 Functional skills to be measured via
Management of Objectives

PERFORMANCE
Behavioural skills to be measured
MANAGEMENT via mapping their proficiency levels
TOOLS against Airtel’s core values

Rating scale – 9 grid rating system

FUNCTIONAL SKILLS ASSESSMENT

Management by objectives

 Collectively set tangible, measurable and verifiable goals

 Define KPIs and expected results
 Fix authority and accountability
 Quarterly Progress Review
 Define multiplier based on work context and work condition
BEHAVIORAL
SKILL Core Values Sometimes Frequently Always

ASSESSMENT Alive
Alive to the needs of our customers
Innovates
Driven by entrepreneurial spirit
Proficiency level is divided into
three scales – Sometimes, Inclusive
frequently & Always Respects Diversity
Open minded
Embraces change
Respectful
Respectful towards customers
Humble
Honest
Aims at achieving mutual respect.
 Always Doing always; Being Sometimes Doing Always; Being Frequently Doing Always; Being Always

Frequently Doing Frequently; Being Sometimes Doing Frequently; Being Frequently Doing Frequently; Being Always
Doing

Sometimes Doing Sometimes; Being Sometimes Doing Sometimes; Being Frequently Doing Sometimes; Being Always

Sometimes Frequently Always

Being

INTRODUCING 9-  Highlighted in Green are Hi-performers

GRID RATING  Highlighted in Yellow are Average performers

SYSTEM  Highlighted in Blue are below-satisfactory level performers
PERFORMANCE APPRAISAL DISCUSSION STEPS

1 2 3 4 5 6

KRAS AND TARGETS FORMAL REVIEW INFORMAL REVIEW APPEALS AVAILABLE

WOULD BE FORMALL INFORMAL REVIEW O WITH EMPLOYEE OF PERFORMANCE FORMAL REVIEW WIT AT STEP 3 AND 5
Y DISCUSSED AND F PERFORMANCE AT WITH A RATING AT END OF QUARTER H OVERALL ANNUAL WITH SKIP
LOGGED END OF QUARTER 1 GIVEN AND KRAS 3 RATING LEVEL MANAGER
REVISED IF AND HR PARTNER
NECESSARY
THANK YOU