Professional Documents
Culture Documents
MANAGEMENT
REPORT
SUBMITTED TO:
SIR JAMEEL RAO
SUBMITTED BY:
MOAZZAM MALIK MBH-12-34
MEHREEN AFZAL MBH -12-02
SHIREEN ASLAM MBH 12-20
ACKNOWLEDGEMENT
Its been an honor for us that Mr. Jameel Afsar Rao our Performance
Management course Instructor has assigned us the task to analyze the
Performance Management System of ZONG. It was really a remarkable and a
knowledge full project for us to go to the ZONG Head Office and it is also an
important perspective of HRM because now days PMS is like just a backbone for
any organization and many organizations are working on it in order to improve the
performance of their employees because they believe that in order to achieve a
good performance from the company we need to focus on the performance of our
human resource. .
We give special Thanks to Mr. Wasi-Ud-Din Regional Manager HR for guiding
us and give us their precious time to complete our Performance Management
project.
CONTENTS OF REPORT
Sr.N
o
TOPICS
Page
No
1. Executive Summary
2. Introduction of ZONG
10
12
7.
16
16
Executive Summary
Telecom sector have undergone a radical change in the recent years. Once
operating in a non-competitive environment similar to utilities, it is now facing
true competition not only from domestic but also from international competitors.
In order to keep themselves up-to-date, telecom sector members have improved
and strengthened their internal as well as external policies. As a result, they are
spending more on advertising and branding concepts and at the same time
continuously improving their workforce. A very important factor of skilled
workforce in an organization is that it reduces the cost and also helps to maintain
an unbreakable and long lasting relationship with the various facets of consumer
behavior. Now the companies have realized that by concentrating more on their
workforce, they can achieve better efficiency and higher profits. Although HR
department has been ignored in Pakistan for many decades, but now it has been
proved from the experience of other companies that without applying HR policies,
no organization can achieve efficiency and perfect labor force .
Aim of Study
OBJECTIVE
The objective of this research is to analyze Performance Management
System in Zong. The research project is a requirement for the award
of
degree
MBA in Human Resource Management by AIBF BZU.
METHODOLOGY
Interaction with
employees.
concerned
HR
personnel
of
Zong,
and
other
E-mails.
Consulting HR Text Books.
Zong Website/Internet.
SCOPE
Scope of this research is limited to Zongs HR Department to check
how they conduct performance management process.
ZONG INTRODUCTION
In January 2007 Millicom sold Paktel for $284 million to China Mobile
(CMPak).
So far CMPak has invested more than US$ 2500 million in telecom sector in
Pakistan.
CMPaks edge comes from the experience and expertise of running the
worlds largest telecom service.
In 2007 China Mobile Company introduced its new brand in Pakistan called
ZONG formally Paktel with introductory slogan Say everything or Sub
Kah Do.
VISION
MISSION
To lead the future innovatively through:
- Customer Centricity
- Boundary less Team
- Organizational Agility
CORE VALUES
ZONG Pakistan
A first international step for China Mobile, Zong aims at touching the lives of all
Pakistanis!
We serve to inspire and empower the people of Pakistan with innovative
technology that keeps pace with today's fast evolving culture. Expanding our
wings of coverage to all corners, making no distinctions along the way and most
of all, maintaining excellence in connectivity everywhere we go. Affordability &
Innovation are what define us, aided with a diverse set of entertaining and
informative Value Added Services. With a state of the art system, along with other
services Zong allows and enables its users to avail the best possible Mobile
Internet bundles that are not offered anywhere else in the country making the
experience, truly a unique one!
The basic idea is to allow people to communicate at their free will! Making it a
stress free environment where you are not worried about Tariffs, Capacity Issues
or Congestion, be it Network Coverage or Quality, it is all sorted!
HIERARCHY
President
Karachi
Marketing
Financ
e
Islamabad
HR
IT
Lahore
Sales
Engineerin
g
Director HRM
Senior HR Manager
HR
Regional HR Manager
ZONG
Assistant HR Manager
Team Leader
Team
STRUCTURE OF
DEPARTMENT AT
HR Department Objectives
PERFORMANCE MANAGEMENT
Performance Management is the process of defining clear objectives and targets
for individuals and teams, and the regular review of actual achievement and
eventual rewarding for target achievement.
The process should ensure that individual and team effort support the
organisational objectives and that key stakeholder expectations are realised by
focusing on key value drivers. Thus:
Planning is crucial
These factors are often not addressed in organizations and as a result the process
is often destructive and draws a tremendous amount of energy from the
organization leading to a situation where value-add and benefits are minimal.
Performance Management should be a process that incorporates the following.
Reviewing
and
not
contribute
to
long-term
strategy
achievement
and
stakeholder
Planning typically should include the identifying Key Value Drivers of stakeholders
(stakeholders typically are the shareholders, customers and employees of the
organisation).
Once the key value drivers are identified (value drivers are the key aspects that
create economic wealth for the key stakeholders, and can include profitability,
quality service, training, etc), the following is required.
erformance Management will be effective when a cascading model is followed.
Flowing from the strategy and key value drivers, the following can be defined:
Defining Objectives
Defining Targets
The Link:
Desired performance
Measurement
Actual performance
Development
Vision
Mission
Strategy
Value Drivers
Both the training and development strategy and the performance management process should be
closely aligned with the overall Retention strategy of the organisation. Research (Teke, M, 2002)
suggests that relevant training/development interventions and regular performance feedback are
important factors in skills retention. High flyers start to look elsewhere for opportunities if these are not
present in their working environment.
Focus groups (focus groups use a representative sample of employees to determine and
discuss perceptions, attitudes, etc).
Document reviews (a formal review of all related documents, i.e. policies, forms, procedure
manuals and training material)
Once an performance review has been done, it is important to communicate the results to employees.
This will contribute towards the credibility and transparency of the system.
performers the decision related to their dismissal or giving them a chance will be
taken.
Recommendations
Effective management of individual and team performance is a crucial and central requirement to
ensure stakeholder requirements, organizational strategy and business goals are attained. This
requires accurate data regarding performance levels of business units, teams and individuals, and
therefore the need for a standardized and formal performance management system.
Despite the importance of performance management, most organizations find it difficult to implement,
manage and sustain performance management systems and processes effectively. It is therefore
crucial to ensure adequate planning, evaluation and training is done that will support a sustainable
process.
We recommend that the process of T & D should be considered after the interim and annual reviews of
employees performance.
Performance management will remain on the agenda in many corporate meetings, and will be a key
concern for ZONG HR practitioners and managers for many years to come.