Professional Documents
Culture Documents
Management &
Motivation
Project Proposal
Submitted To
Mam Maria Awais
PTCL vs MULTINET
PREPARED BY: The Readers
Jamal Mustafa
L1F15MBAM0031
Tayyab Javed
L1F15MBAM0030
Abeera Butt
L1F15MBAM0293
Ahmad Shahzad
1 | Page
L1F15MBAM0014
Rana Mohsin Raza
L1F15MBAM0150
Ali Ahmed
L1F15MBAM0035
Contents
Introduction of the company............................................................................................... 5
Vision........................................................................................................................... 6
Mission......................................................................................................................... 6
Organizational objectives................................................................................................... 7
Performance management process........................................................................................ 8
How organization defines performance............................................................................... 8
Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected)...............................................................9
Manager Customer Relations........................................................................................ 9
Key Account Manager.............................................................................................. 10
Manager Business Operations..................................................................................... 11
Sales Coordinator.................................................................................................... 12
Regional Manager Central......................................................................................... 13
KPIs /competency indicators for the positions....................................................................15
KEY PERFORMANCE INDICATORS............................................................................15
Manager Customer Relations...................................................................................... 15
Key Account Manager.............................................................................................. 16
Manager Customer Operations.................................................................................... 17
Sales Coordinator.................................................................................................... 17
Regional Manager Central......................................................................................... 18
COMPETENCIES...................................................................................................... 19
CUSTOMER RELATIONSHIP MANAGER:.................................................................19
OPERATIONS MANAGEMENT:............................................................................... 19
SALES COORDINATOR:......................................................................................... 19
KEY ACCOUNT MANAGER:................................................................................... 20
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REGIONAL MANAGER.......................................................................................... 20
1.
OPERATIONS MANAGEMENT:............................................................................... 38
SALES COORDINATOR:......................................................................................... 39
KEY ACCOUNT MANAGER:................................................................................... 39
REGIONAL MANAGER.......................................................................................... 39
Informal review process............................................................................................... 40
Feedback.................................................................................................................. 41
Coaching and training for underperformers........................................................................41
Appraisal process, role of appraisals in rewards..................................................................43
The Performance Appraisal Process:............................................................................. 43
Critique on the companys performance management system..................................................44
Recommendations for any gaps identified.........................................................................45
Comparison of both companies.......................................................................................... 47
How organization defines performance............................................................................. 47
PTCL................................................................................................................... 47
Multinet................................................................................................................ 47
Different Designations and Job Descriptions......................................................................47
PTCL................................................................................................................... 47
Multinet................................................................................................................ 47
Key Performance Indicators.......................................................................................... 47
Feedback.................................................................................................................. 48
PTCL................................................................................................................... 48
Multinet................................................................................................................ 48
Coaching and training for underperformers........................................................................48
PTCL................................................................................................................... 48
Multinet................................................................................................................ 48
Appraisal process....................................................................................................... 49
PTCL................................................................................................................... 49
Multinet................................................................................................................ 49
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PTCL
Introduction of the company
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. This was
established to undertake the telecommunication business formally carried out by PTC. 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. It was also to
undertake development program in telecom field. All properties, assets, obligations and liabilities
of PTC were accordingly transferred to the PTCL on the 1st January, 1996.
Pakistan Telecommunication Company Limited (PTCL) is the primary provider of
Telecommunication services in Pakistan. The range of services include basic telephony,
telegraph, fax, telex, Public data, Internet, E-mail, ISDN (Integrated Services Digital Network),
Universal Access Numbers
(UAN), and
other value
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Vision
To be the leading Information and Communication Technology Service Provider in the region
by achieving customer satisfaction and maximizing shareholders' value'.
The future is unfolding around us. In times to come, we will be the link that allows global
communication. We are striving towards mobilizing the world for the future. By becoming
partners in innovation, we are ready to shape a future that offers telecom services that bring us
closer.
Mission
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Organizational objectives
The primary objective of Pakistan Telecommunication Company Limited is 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, the company is determined to meet the challenge of expanding needs of telephone and
data communication such as public data network, integrated services digital network and Internet
services.
The major focus of attention is to improve and expand the services, minimize the faults and
provide communication facilities to rural areas. It is also one of the major objectives of
management that the company should not improve its performance but also encourage the
private sector to enter the Tele business. The company has entered the domain of free market
economy, which necessitates the liberal management policies and private sector.
Convert its cash basis single entry accounting system to accrual basis double entry
system meeting the commercial international accounting standards
To introduce computerized directory assistance and complaint services reform billing and
a revenue collection system
Strengthen relation with foreign international administration, entities, services providers,
international and regional telecom organizations for better international communication
and technical cooperation in telecommunication business
Expand customer awareness for all value-added services of PTCL
To improve the efficiency of Customer Service Centers by deputing qualified persons
who are well aware of public relation techniques
To introduce new services of audio Tex and video conferencing for the business
community
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Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected)
Manager Customer Relations
Responsibilities:
Ensure the pursuance of Sales objectives in line with sales strategy for achievement of
sales targets.
Provide assistance to existing franchise and highlight new franchise potential for market
development.
Analyze market intelligence data and provide feedback to management to improvise sales
plans.
Facilitate One Stop Shops & Customer Service Centers in the concerned area
Establish Consumer Sales Service Center by liaising with vendors and HQ for resources
such as staff, fixtures etc.
Handle Retail management hiring of Sub dealers, and strategize for market availability &
retail audit.
Management of repair and maintenance of FWT at Authorized labs.
Ensure compliance with budgets, targets, and deadlines through the implementation of
cost efficient controls
Ensure compliance with legal and ethical standards
Reconciliation of stocks and delivery of Stocks to Franchises
Manage the targets and work distribution amongst the team to deliver on the targets
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The responsibilities of Manager Customer Relations match with the missions part of PTCL
Services that are based on the most optimum technology. Sustained growth in earnings and
profitability. This part of the mission can be achieved if the Manager Customer Relations
performs his responsibilities of provide assistance to existing franchise and highlight new
franchise potential, facilitate one stop shops and customer service in concerned area, hiring sub
dealers and retail audit, compliance with legal and ethical standards and ensure budget targets
and deadlines through the implementation of cost efficient controls.
Key Account Manager
Responsibilities:
Acquire the targeted no. of corporate customers in the target period
Work to increase ARPU and profitability by developing the business relation with the
Corporate Customers.
Coaches and develops team through formal training and informal methods such as OJT
(On Job Training) workshops, discussions and presentations to enhance their performance
to the level of professional world standards.
Establishes effective cross-functional networking relationship with the Project Manager
and
Business
Development
Teams
to
ensure
action/feedback
on
customer
applications/request and complaints is taken and prompt service provision for the
Corporate Customers in done.
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Ensures that the service level of the customer is correctly identified and arranges to
provide service accordingly.
Takes ownership of the Corporate Customers in the assigned segment and lead the KAE
to secure and serve them with highest quality of service.
Achieve the sales revenue target allocated for the defined period
Arrange visits to Corporate Customers to maintain the business relation in order to ensure
that maximum knowledge is collected on the corporate customers.
Identify their unique requirements are addressed and their satisfaction levels are met in
order to improve revenue and profits contributed from key segment industries.
Forms joint teams with Corporate Customers to develop products and services
customized to their needs and identifies potential sales opportunities.
http://careers-pakistan.blogspot.com/2010/01/key-account-manager-ptcl.html
Alligning Jod Description of Key Account Manager with Mission of PTCL
The job description of Key Account Manager meets the mission part of PTCL Sustained
growth in earnings and profitabilityas it is clearly mentioned in his responsibilities that
acquire the targeted no. of corporate customers in the target period, achieve the service level of
customers, achieve the sales revenue target, takes ownership of corporate customers and arrange
visits to corporate customers to maintain the business relation, All these tasks are very important
for sustained and growth in earnings and profitability.
Manager Business Operations
Responsibilities:
Execute an inclusive maintenance strategy for the conservation of PTCL edifices and
residential colonies with appropriate scheduling of personnel, materials and equipments
to obtain optimum employee satisfaction.
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Anticipate future maintenance needs and plan to meet them with enhanced efficiency and
effective cost controls
Practice the operational guidelines for allocation of resources, carrying out extensive
maintenance plans and meeting targets in accordance with an overall vision and strategy
of the company.
Making effective PC-I for every allocated project and ensuring that timelines are met as
per the project management cycle
Assess and evaluate potential opportunities for outsourcing administrative services e.g.
janitorial services, etc
Define and implement guidelines for facility management along with taking measures to
arrange office space, furnishings and other administrative facilities for swift official
business operations.
Prepare plan and monitor the maintenance budget for the next financial year.
Practice globally accredited fleet management operations for optimum utilization
inclusive maintenance, and substantial reduction in fuel consumption.
Initiation of policy for conversion of vehicles on green fuel as a cost rationalization
measure.
Execute a fair and transparent process for the allocation of official residence as per
defined policies and procedures.
Ensure compliance with budgets, targets, and deadlines through the implementation of
cost-efficient controls.
Ensure compliance with legal and ethical standards.
In time monitoring and evaluation of all reporting employees.
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http://careers.ptcl.com.pk/ptcl/jobs/18793/PTCL/Senior-Manager-Civil-EngineeringIslamabad/
.
Alligning Jod Description of Manager Business Operations with Mission of
PTCL
The job description of Manager Business operations matches with the missions part of
PTCL Services that are based on the most optimum technology."Quality" and "Time"
conscious customer service. As it is clearly mentioned in the responsibilities as execute
an inclusive maintenance strategy, anticipate future maintenance needs and plan to meet
them with enhanced efficiency and cost control, assess and evaluate potential
opportunities, prepare plan and monitor the maintenance budget and initiation of
conversion of vehicles on green fuel as cost reduction measure. All these tasks are
necessary to meet the missions part Services that are based on the most optimum
technology."Quality" and "Time" conscious customer service.
Sales Coordinator
Responsibilities:
Frequently visit Corporate Customers to maintain close business relationship in order to
ensure that maximum knowledge is collected on the corporate customers.
Forms joint teams with Corporate Customers to develop new products and services
customized to their needs and identifies potential sales opportunities
Ensure Customer satisfaction
Ensures that the service level of the customer is correctly identified and make necessary
arrangements to provide services accordingly to increase ARPU and Profitability
Work to increase loyalty and reduce churn among the segment
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Identification and addressing the unique requirements of the key segment industries to
ensure that their satisfaction levels are met in order to increase revenue and profits.
Ensure Standard Service Quality
Takes regularly follow ups with Engineering and
Business units where the Corporate Customer is located, to ensure that quality service is
promptly provided.
Maintaining Customer data:
Ensures that all customer data is entered correctly and audited on frequent basis. Review
customers profitability data to see the true value of customers.
http://rightjobs.pk/vacancies/ptcltelecommunicatio-key-account-manager-30000--253
Alligning Sales Coordinator Job Description with Mission of PTCL
The job description of Sales Coordinator meets with the missions part of PTCL
Oversee operations of both In-Direct sales channel (Retail, distributors, franchisees) and
direct sales channel (OSS, EIS, FSA) of respective regions.
Responsible for managing the regional franchises and OSS.
http://rightjobs.pk/vacancies/ptcltelecommunicatio-regional-sales-manager-central-80000-630
The job description of Regional Manager Central meets the missions part of PTCL Sustained
growth in earnings and profitabilityas its responsibilities are responsible for the profitable
achievement of sales objectives associated with the assign regions, assigned sales teams sales
productivity and directs their efforts in order to have the greatest overall impact on company
results, oversee operations of both In-Direct sales channel and Direct sales channel and
responsible for managing the regional franchises. All these responsibilities lead towards the
Sustained growth in earnings and profitability
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When you're maintaining contact with a potential customer, do you know how often they
respond? Once you start measuring how often your customers respond to your outreach, patterns
in their behavior will start to emerge.
Relationship Freshness
Are you current with all of your customers? Have they been contacted in a provable way (i.e.,
with a resulting action) in the past month or week?
Customer Lifetime Value (CLV)
Minimizing cost isnt the only (or the best) way to optimize your customer acquisition. CLV
helps you look at the value your organization is getting from a long-term customer relationship
Key Account Manager
Day Sales Outstanding (DSO)
Take your accounts receivable and divide them by the number of total credit sales. Take that
number and multiply it by the number of days in the timeframe you are examining.
Cost of Goods Sold
By tallying all production costs for the product your company is selling, you can get a better idea
of both what your product markup should look like and what your actual profit margin is. This is
key in determining how to outsell your competition.
Account payable
How much payment is required to pay to vendors and return to customers?
Account receivable
How many recoveries need to be covered by the department and how much time is required to
recover?
Reporting time
How long its being required to report in a format to the manager.
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Sales by Region
Through analyzing which regions are meeting sales objectives, you can provide better feedback
for regions that are underperforming.
Manager Customer Operations
Delivery in full on time:
This is a metric for meeting customer expectations. Providing them with the right product or
service in the time frame we promised seems straightforward, but it is one of the most powerful
metrics for operational excellence.
Labor utilization:
Managing the percentage of available hours for work billable to product or service delivery
compared to the actual hours spent on that work is key to the efficiency and ultimately financial
viability of your business.
Complaints:
Measuring complaints is critical to ensuring that what we define as quality matches our
customers expectations and requirements. Are our efficiency and effectiveness measures
reducing the focus on customer satisfaction?
Percentage of Product Defects
Take the number of defective units and divide it by the total number of units produced in the time
frame youre examining
Sales Coordinator
Lead Response Time
When it comes to lead response, speed is essential to increasing sales reps odds of success. The
data seems to confirm what our instincts tell us -- that prospects equate a responsive company
with a good company.
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Rate of Contact
Every good sales manager wants to make sure that outbound call volume is high.
Rate of Follow up Contact
After sales the follow-ups are necessary are if the follow-ups are high the customer will again
purchase the service and how many follow-ups defines the performance.
Sales Volume per Location
How many sales have been made in the specific boundaries being defined by the
department?
Regional Manager Central
Market Growth Rate
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the required growth is being achieved or not
Market Share
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the market share is enough to retain its position in the market or not?
Number of Qualified Opportunities Created
Measure the total number of new, qualified opportunities created in the month as well as the
intrinsic value of each one.
Employee Satisfaction
Happy employees are going to work harderits as simple as that. Measuring your employee
satisfaction through surveys and other metrics is vital to your departmental and organizational
health.
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COMPETENCIES
CUSTOMER RELATIONSHIP MANAGER:
1. Aspiration-Setting: Sets bold aspirationsa clear visionfor the development of the
relationship.
2. 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.
3. Team Leadership: Creates, manages, and leads the team, providing appropriate coaching
and mentoring along the way.
4. Client Leadership: Is perceived as a thought leader by senior client executives. Facilitates
the development of a vision for the overall success of the company, business area, or
function
5. Ambassadorship and entrepreneurship: Identifies, mobilizes, and delivers into the
relationship the right people, solutions, resources, and ideas from across the firm.
6. Commercial Management and quality control: Successfully undertakes contract
negotiations, ensures financial success, and monitors quality.
OPERATIONS MANAGEMENT:
1.
2.
3.
4.
5.
6.
SALES COORDINATOR:
1.
2.
3.
4.
5.
6.
7.
levels.
8. Team player Collaborates with internal and external resources to achieve
goals.
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REGIONAL MANAGER
1. Recruit and build a cohesive sales team.
2.
3.
4.
5.
found by experts, who focus on the content of the document. The experts that are needed for a
technical review are, for example, architects, chief designers and key users. No management
participation required in technical review. Informal review are commonly used and followed on
regular basis in PTCL.
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
PTCL use three types of feedback as following:
Positive - applies to situations where a person did a good job; may consist of a simple praise, but
even more powerfully reinforcing if you specifically highlight why or how that person did a
good job. PTCL applies this feedback type in their organization.
Constructive - highlights how a person could do better next time; needs to be delivered
sensitively. PTCL uses the Action-Impact-Desired Outcome (AID) model; focus on observable
facts, not assumed traits.
Coaching and training for underperformers
Talk to the underperformer - In PTCL, the manager usually use to talk with the employee
directly. Explain exactly what youre observing, how the teams work is affected, and make clear
that you want to help. The conversation go something like this: Im seeing issues with your
performance. I believe that you can do better and I know that I may be contributing to the
problem. So how do we get out of this? How do we improve? Its important to engage the
person in brainstorming solutions. Ask them to come up with ideas. Dont expect an
immediate response though. The person may need time to digest your feedback and come back
later with some proposals.
Regularly monitor their progress - It may seem obvious, but unfortunately, many managers fail
to follow up but PTCL focuses on monitoring on regular basis. Ask the person to check in with
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you regularly, or set up a time and date in the future to check progress. It may be helpful to ask
the employee if he has someone that hed like you to enlist in the effort. Manager use to ask: Is
there anyone you trust who can provide me with feedback about how well youre doing in
making these changes? Doing this sends a positive message: It says I want this to work and I
want you to feel comfortable; Im not going to sneak around your back.
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
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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.
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There are very few programs for career development of the employees. People working
in one section or department from years are still with the same knowledge and style of
doing job but only few of them are getting training in PTCL. There should be proper
career planning of employee that not only sharpens the skills of the employee & improve
its efficiency but also results in better and improved output for the organization.
All the tool of enforcement of strict financial discipline may be under taken in order to
monitor the whole 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 non-professional; I suggest that the competent authority
of PTCL should be appointing professionals.
There should be effective human resource department in order to get right people on the
right job. Which means the recruitment system and staff should be more qualified.
Over staffing and unbalanced distribution of employees in departments. Like all the
government and semi government institutions PTCL has also excessive staff than
required. In order to increase the efficiency of worker job is assigned to its caliber for
development of his interest in work that increase the out put and decrease the overall cost
of organization.
25 | P a g e
Key Performance Indicators are not strong enough to measure the exact or approximate
performance of the employees. They need to introduce new matrices and other possible
MULTINET
26 | P a g e
Vision
To be Pakistans Business Communication Company of choice focused on delivering leading
connectivity solutions as measured by our exceptional service quality, reliability, global reach,
innovation, and value for our customer and stakeholders.
Mission
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
Objectives of Multinet
The MULTINET goal consists in the development and validation on test-beds in France, Italy
and Spain, of an evolved MULTINET communication platform. The MULTINET platform will
implement advanced multi homing solutions in order to increase reliability, facilitate user-driven
network assisted quality of service and higher aggregated bandwidths. Thus, the MULTINET
user will benefit from advanced network functionality in the context of wireless networks (IPbased networks), without modifying, neither the existing network nor the user applications, and
in a seamless and transparent way. The priority and focus will be on multi-homing intelligent
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user PC terminals, providing intelligent network selection and dynamic bearer modifications
between WLANWLAN initially and progressing to WLAN-WiMAX technology at a later stage.
To achieve this objective, a harmonized technological RTD approach is implemented by
providing.
Tools and protocol for seamless broadband multimedia session delivery across
heterogeneous networks.
Middleware techniques for application layer service to adapt to underlying bearer
characteristics.
Mechanism for bearer services to adapt to the changing nature of multimedia
applications.
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Individual goals (at least 4-5 positions must be evaluated. moreover to see if the process is well
adhered more than one department can be selected)
Manager Customer Relations
Providing help and advice to customers using organizations products or services.
Investigating and solving customers' problems, which may be complex or long-standing
problems that have been passed on by customer service assistants.
Handling customer complaints or any major incidents, such as a security issue or a
customer being taken ill.
Analyzing statistics or other data to determine the level of customer service your
organization is providing.
Writing reports analyzing the customer service that the organization provides.
Developing feedback or complaints procedures for customers to use.
Developing customer service procedures, policies and standards for your organization or
department.
Meeting with other managers to discuss possible improvements to customer service.
Training staff to deliver a high standard of customer service.
Learning about your organizations products or services and keeping up to date with
changes.
Aligning Job Description of Manager Customer Relations with Mission of Multinet
The responsibilities of Manager Customer Relationship matches with the missions part
of Multinet Be a customer-focused organization that provides one-stop total
connectivity solutions. This part of mission can be accomplished only if Manager
Customer Relationship performs his responsibilities of providing help and advice to
customer regarding products and service, investigating and solving problems, analyzing
statistics to determine the level of customer service, developing feedback for customers,
meeting with others stakeholders to improvements of customer service and provide
security to customer regarding goods and services. With these activities Multinet cannot
meets its mission part of be a customer-focused organization that provides one-stop total
connectivity solutions
Key Account Manager
30 | P a g e
Where directed, identify sales opportunities, networking and fact-finding and calling on
and closing new accounts.
Manage and penetrate customers at all levels and develop relationships with commercial
and non-commercial accounts that enable achievement of plans and objectives.
Prepare and deliver effective selling presentations that implement approved Customer
Business Plans and employ effective game theory and negotiating strategies.
Communicate approved retail activities, promotional plans, merchandising and new item
authorizations with the Retail Team to ensure relentless retail execution.
Leverage management tools to analyze data on a variety of critical business drivers
ranging from coverage productivity and time allocation to retail conditions and program
compliance.
Develop timely and accurate forecasts (volume and spend) for assigned accounts and
revise throughout the year
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
Aligning Key Account Manager with Mission of Multinet
The responsibilities of Key Account Manager of Multinet relate with its missions part as
mentioned Be the recognized leader in all communication market segments and markets
we serve this part of mission can only be achieved if Key Account Manager performs its
responsibilities of identify sales opportunities and manage and penetrate customers at all level
through promotional plans and implement customer approved business plans. All these activities
are very important for the reorganization, sustain and building Multinet as market leader in
communication market segments.
31 | P a g e
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Managing the inventory ins and outs for a sales team for helping them in documentation
Coordination with the existing clients on behalf of the sales team for assisting them in
their emerging requirements.
Maintaining reports showing the current target achieved situation for each sales executive
to ensure correct delivery reward.
Keeping a track on each Service Level Agreement with existing clients to ensure they are
renewed before their expiry.
Assisting sales team in coordination with other department
Keeping track of documents and warehousing of information and data
33 | P a g e
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Conversion Rate
How often do customers respond to your efforts with a purchase or action? You have to track
how often your outreach efforts result in a measureable action to know if they're effective.
Tasks
35 | P a g e
Attained
In Progress
Not Attained
Customer Satisfaction
Service Quality offered to
customer
Labor utilization:
Managing the percentage of available hours for work billable to product or service delivery
compared to the actual hours spent on that work is key to the efficiency and ultimately financial
viability of your business.
Percentage of Product Defects
Take the number of defective units and divide it by the total number of units produced in the time
frame youre examining.
Sales Coordinator
Lead Response Time
When it comes to lead response, speed is essential to increasing sales reps odds of success. The
data seems to confirm what our instincts tell us -- that prospects equate a responsive company
with a good company.
Rate of Contact
Every good sales manager wants to make sure that outbound call volume is high.
Rate of Follow up Contact
After sales the follow-ups are necessary are if the follow-ups are high the customer will again
purchase the service and how many follow-ups defines the performance.
Sales Volume per Location
How many sales have been made in the specific boundaries being defined by the
department?
Regional Manager Central
Market Growth Rate
37 | P a g e
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the required growth is being achieved or not
Market Share
How much market growth being gained by the specific defined boundaries as compared to
competitors and is the market share is enough to retain its position in the market or not?
Number of Qualified Opportunities Created
Measure the total number of new, qualified opportunities created in the month as well as the
intrinsic value of each one.
Employee Satisfaction
Happy employees are going to work harderits as simple as that. Measuring your employee
satisfaction through surveys and other metrics is vital to your departmental and organizational
health.
Area Covered
Does the company have covered the area required or not? If the defined area is not being covered
by the employees, company cant maintain its position.
COMPETENCIES
The behavior of an employee which helps him to complete his work in an efficient and effective
way, this will help the organization to understand that how an employee can achieve his targets.
CUSTOMER RELATIONSHIP MANAGER:
1. Aspiration-Setting: Sets bold aspirationsa clear visionfor the development of the
relationship.
38 | P a g e
2. 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.
3. Team Leadership: Creates, manages, and leads the team, providing appropriate coaching
and mentoring along the way.
4. Client Leadership: Is perceived as a thought leader by senior client executives.
Facilitates the development of a vision for the overall success of the company, business
area, or function
OPERATIONS MANAGEMENT:
1.
2.
3.
4.
5.
6.
7.
8.
SALES COORDINATOR:
1. Computer Skills: Multinet employees are capable to perform the computer
2.
3.
4.
5.
6.
7.
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.
Ability to work independently as well as with managers and employees at
all levels.
8. Team player Collaborates with internal and external resources to achieve
goals.
39 | P a g e
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
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Feedback
Multinet is using formal performance feedback but ongoing, regular and informal feedback is
also carried out there. It is timely, specific and may help the individual receiving feedback
related to:
Multi-net manager said "Feedback is the information we all need to be truly effective in the
workplace. In fact the most effective leaders actively seek feedback to enhance their
performance. These leaders intuitively recognize the power of feedback."
Coaching and training for underperformers
Here are three things which Multi-net does with an under performer:
Converse - Before address the issue of underperformance, manager finds out whats going on in
the employees life. Personal problems such as a sick child, a pending divorce or an ailing parent
will distract an employee from devoting full attention to work. If there is such a problem, and the
employee has a history of good performance, find a way to work around the issue. Those
employees are worth saving. Multinets is always taking care of such issues and consider
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manager.
The compensation system should be equivalent to the other multinational and
international organizations working in Pakistan in the same field and industry.
In some ways staffing is not following Merit and Fair rather it is on Personnel
links and unfair means.
Along with the domestic Trainers, Multinet has not hire External Trainers from
France, Germany, China, and Switzerland so their employees are not trained on
International standards and with modern Education and Technology.
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Along with the domestic Trainers, Multinet will have to hire External Trainers from
France, Germany, China, and Switzerland so that they will able to train their employees
the matrices.
We have identified gap in the Job Description of Regional Manager. We have found that
the job description does not match to the mission statement, as it is mentioned in the
mission statement that the markets should be served. But the job description is not having
elements of enhancing the market as this factor comes under the duty of regional
manager.
One of the Operational management competencies are not according to the designation,
which includes Maximizes staff utilization. This competency is not devices properly as it
requires more description because the staff utilization is the difficult task.
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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
Employers also should take steps to increase their employees involvement and expertise
in planning and developing their own careers. One option here is to organize periodic
career planning workshops. A career planning workshop has been defined as a planned
learning event in which participants are expected to be actively involved, completing
career planning exercises and inventories and participating in career skills practice
sessions. It discusses what are career planning, self assessments, environmental
assessments, goal setting for self, and developing career action planning.
A career planning workbook may be distributed to employees either as part of a
workshop or as an independent career planning aid. This career planning workbook is a
printed guide that directs its users through a series of assessment exercises, models,
career directions, discussions, guidelines, auctioning planning and other information to
support career planning. It is usually self paced, so that the employees can complete the
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Multinet
PTCL is doing this fact better as this is old operational organization in Pakistan. They have faced
lot of challenges in their business and learned much by their experience that how to measure
performance.
Different Designations and Job Descriptions
PTCL
All the designations which we have selected are aligning to the mission statement of the
PTCL.
Multinet
One of the selected designations job descriptions is not aligning to the mission statement
of Multinet.
This shows that Multiunits Job descriptions are not such strongly build as the PTCLs are
described. PTCL is better in generating their designations job description according to the
mission statement of the organization in comparison to the Multinet.
Key Performance Indicators
Key performance indicators are approximately same in both the companies but Multinet is doing
good as they are using different matrices for measuring the performance of their employees. As
per the Key Performance Indicators the Multinet is new in the market as compared to PTCL but
they are doing better than PTCL.
Feedback
PTCL
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. PTCL
also take feedback of their employees performance by calling their customers, by this way
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PTCL can cross check the feedback of employees performance which is a very good approach
and reduces the chances of error.
Multinet
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. Feedback is taken on the
regular bases and formal feedback is also taken on the end of each year.
PTCL is doing much better in the segment of feedback as they are using well defined and mix
approaches for taking feedback of the employees and also cross checking the feedback of
employees by getting in contact to the customers. By our analysis the PTCL is having nice
approaches to the feedback in comparison to the Multinet.
Coaching and training for underperformers
PTCL
In PTCL different approaches are used for the coaching and training of the employees, which
includes (Talk to the underperformers). In this method the one who is not performing well is
being considered by the senior manager and his problem is discussed. Other method is (Regular
Monitoring) of the employees which increases the performance of employees if not going
accordingly.
Multinet
Multinet also uses different techniques which may include (Converse, Coach and Can). In these
approaches employees are being encouraged and their motivation level is enhanced that they can
do better if they are not going accordingly.
Both companies are doing well in this segment because coaching techniques of PTCL and
Multinet are strong. But PTCL as being the large company or working on the vast level is
carrying out good. Reason is that it is difficult to maintain the level of motivation of employees
at such level. This is why in our analysis PTCL is better than Multinet in coaching.
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Appraisal process
PTCL
Rating Scale is used in PTCL for the evaluation of the employees. Characteristics of employees
are being measured by using a bipolar scale that usually has several points ranging from "poor"
to "excellent". Managers in PTCL judge employees by rating them.
Multinet
In Multinet employees are being assessed on the bases of provided questionnaire to them, this
method is known as 180-degree appraisal method. Employees are checked whether they have
achieved their targets or not. Appraisal is given twice a year once in June and other is in
December.
Multinet appraisal system is better than the system used in the PTCL, reason is that the PTCL is
using rating system and managers rate them personally so there are chances that the biasness
may involve. On the other side the Multinbet is using method in which opinion of employees and
other managers are involved. By this way the appraisal system is good at Multinet.
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