Zhong Xing Telecommunication Equipment Company Limited Information Technology Essay

Zhong Xing Telecommunication Equipment Company Limited is a multinational organization based in China. It is listed on the Shenzhen Stock Exchange and the main board of the Hong Kong Stock Exchange. ZTE is one of the leading providers of high technology telecommunications equipment in China.

Zhong Xing Telecom Pakistan (Pvt.) Ltd., ZTE’s branch in Pakistan, is situated in the I-8 Sector. The Group is engaged in the design, development, production, distribution and installation of a broad range of advanced telecommunications systems and equipment, including wireless communications systems; wire line switch and access equipment, optical and data communications equipment, handsets and telecommunications software systems and services.

It is one of the major telecommunications equipment suppliers in China’s telecommunications market and has also succeeded in gaining access to the global market. The Group has achieved a leading market position for its products in China and has also established longstanding cooperative relationships with China’s leading telecommunications service providers, including China Telecom, China Netcom, China Mobile and China Unicom. With respect to the global telecommunications market, the Group has sold its products to over 150 customers in more than 60 countries and regions around the world, including telecommunications service providers in India, Indonesia, Pakistan, Thailand, Russia, Romania, Nigeria, Egypt and Hong Kong.

As one of the first Chinese telecoms equipment provider to pursue business in overseas markets, ZTE now has about 50,000 employees and 8,000 of them are working in about 100 representative offices around the world. Through a combination of strategic marketing, product differentiation, cost advantage improvement, human resources optimization and intellectual property management, ZTE has established firm commercial partnerships with over 500 operators around the world.

Product Portfolio:

ZTE has the most complete telecommunications product line in the world, covering every vertical sector of the wire line, wireless and terminal markets. 

With its independent and creative R&D capability and customer-oriented and market-driven strategy, ZTE is capable of developing and producing market-leading, first-class technologies in wireless, switching, access, optical transmission, data, handsets and telecommunications software. ZTE uses this expertise to provide end-to-end solutions tailored to the specific needs of customers around the world. 

Human Resource:

In ZTE Pakistan Human Resource Department works on different HR Practices, works very efficiently, & control the all function relates to HR. Now there are three sub departments in HR Department:

Recruitment & Selection

Training & Development

Compensation & Development

HR department responsible for controlling the satisfaction level, providing the best resources in training & development for their career, provides a best compensation & benefit system. Some employees are not satisfied with there job in ZTE Pakistan, due to some reasons of their salary package, some have low ability to work due to lack of training. Some reasons are cultural barriers like communication problem between Pakistani employee & Chinese employee. HR is committed to resolve the problem.

ZTE Vision & Mission:

ZTE aims to be a global communications leader, which provides the clients worldwide with satisfying and customized products and services.

Employee’s career development and their benefits are highly concerned and guaranteed to be growing along with the company’s development at the same pace.

ZTE strives for the best return on its shareholders’ investments and assumes social responsibilities proactively.

To become a world leader in communications by 2008 and aim to be a world-class enterprise by 2015.

Current Goals of the Company:

In the ensuing year, the Company will seek to reach new benchmarks in the sales of new products in Europe and North America by capturing new market shares among global mainstream carriers and increasing efforts in new product customization.

The Company will seek to sustain rapid business expansion underpinned by growing market shares in the GSM, TD-SCDMA, CDMA and handset sectors, to be achieved on the back of strengthened ties with domestic mainstream carriers like China Mobile, China Telecom, China Unicom and China Netcom for opportunities in the carrier transition process.

In the forthcoming year, the Board of Directors will continue to dedicate its efforts to improving the Company’s corporate governance structure and increasing operational transparency, delivering strong results to reward shareholders and the community on the back of rapid development of the home markets for 3G products, handsets and optical communications systems coupled with continued growth of the international market for communications products.

Objectives for the Year 2008:

In addition to consolidating its presence in emerging markets, the Group will seek to explore developed countries and the market for multinational carriers. The Group will adopt a localization strategy for its human resources, research and development as well as production, and leverage on its increasingly stronger sales and marketing network and brand name.

The domestic market remains the Group’s core market. ZTE will capitalize fully on strategic opportunities presented by 3G to further balance their business development among geographic regions domestically.

The Group will aim to strengthen and expedite research and development in order to deliver products of top international standards. The accumulation of technological expertise and development of a well-trained team over the years has laid a good foundation for developing such products.

As with other successful enterprises, the Group sees the recruitment and training of talents as an underlying driving force for growth. In the year ahead, ZTE will actively solicit high-calibre people on a global basis and develop a pool of management personnel to ensure that human capital is adequate to match its corporate development. Meanwhile, the Group will conduct a thorough review of its experience in relation to building its corporate culture, and seek to enhance solidarity and efficiency within the company by persistent fulfilment of the principles of speed, innovation and learning.

Developmental Strategy of ZTE Pakistan:

Strategic Target:

ZTE has become the world’s first class communication equipment and service provider in the Pakistani Market having strong roots.

Strategic Action:

Localization of talented people

Product Difference

Supreme Service Quality

Cost Leading Strategy

Brand Strategy

Organizational Hierarchy:

PERFORMANCE MANAGEMENT

AT ZTE

Performance Criteria used in the Organization:

At ZTE, both the outcome-based and behavioural-based criteria are used. However, as most organization goes for numbers, ZTE’s evaluation criteria are more focused towards outcome of the employees. Major focus is on the achievement of set targets for sales and acquiring new customers’ etc. while considering the Do’s and Don’ts of behaviours in achieving those targets.

Department Selected at ZTE:

We have selected the Comprehensive Management Department (CMD) for our analysis. This department basically manages all the teams working on different projects, as, at ZTE specific projects are carried out by Cross-functional teams. The different project managers further report to the GM of this department.

The operational strategies for the department are:

Launch new products and services.

Enhance the firm’s overall image.

Generate additional revenue through greater awareness and information for the products and services the organization offers.

Communicating news and information of interest about organizations in the most positive light.

Promoting a better and more attractive understanding of the organization with internal and external communications.

Communicating with key individuals to positively influence legislation and regulation.

Advising decision makers within the organization regarding the public’s perception and advising actions to be taken to change negative opinions

Departmental Hierarchy:

Following are the job description forms for:

Technical Sales & Marketing Manager and

Assistant Project Manager (PM)

ZTE Pakistan (Pvt.) Ltd.

JOB DESCRIPTION FORM

Job Title/Designation: Asst. Project Manager Employment Status:

Department/Project: SCO Permanent: _____*____

Supervisor’s Title/Designation: Project Manger Temporary: __________

Reports to: Project Manger Internee: ____________

PURPOSE OF THE JOB.

(What are the end results or objectives of this position? Why does the job exist?)

Assist the project manager to develop a comprehensive implementation schedule.

The job focuses on the completion of the module/task while meeting the deadlines.

Influence decisions based on technical evaluations and performances of the products.

ESSENTIAL FUNCTIONS AND RESPONSIBILITIES.

(What duties are required for the position to exist? Estimate the percentage of time spent in each.)

Identify current and possible bottlenecks and plan to minimize resulting delays.

Implement the undertaken projects with in time and ensure customer satisfaction.

Assign tasks to engineers and oversee their implementation.

Assist project manager to achieve collection targets.

Oversee all issues pertaining to sub-contracting.

OTHER DUTIES AND RESPONSIBILITIES.

(Responsibilities/important duties performed occasionally or in addition to the essential duties of the position.)

Address extra contractual requests of the clients.

Reviewing design network changes as required by the customer.

Participation in Progress Review Meetings with SCO in transmission and switching solutions.

Outsourcing of Transmission projects.

Undertake often travel to places of installation of products.

Supervise installations to ensure technical accuracy.

SUPERVISORY RESPONSIBILITIES.

(Provide the number and type of employee supervised, level of authority to hire and terminate or to make recommendations.)

Supervisory authority exercised on 5 to 7 subordinates.

Not authorized to hire or fire personnel under his supervision.

Authorized to make recommendations for personnel issues.

WORKPLACE LOCATION.

(The type of location of the job)

Centralized in Islamabad

EDUCATIONAL REQUIREMENTS & EXPERIENCE.

Bachelors in Computer Engineering / BE (Electrical, Telecom).

1-2 years of work experience in related field.

KNOWLEDGE AND SKILLS.

(Indicate which are required, preferred, or desirable.)

Written and spoken English (required)

Good interpersonal skills (required)

Good computer knowledge and skill (required)

Good Decision Making Skills (required)

Analytical skills (desirable)

FISCAL RESPONSIBILITY.

(Budgeting responsibilities, approval privileges on purchase orders and check requests, reporting and auditing functions.)

Responsible for maximum technical accuracy of products, with no remakes and/or amendments in deliverables, ensuring maximum earning.

EXTENT OF PUBLIC CONTACT.

Customers

Product element vendors.

Technical societies, engineering councils for updated market information.

PHYSICAL DEMANDS.

(Walking, lifting, equipment, operation, etc.)

Ability to travel to and work in rough terrains.

WORKING CONDITIONS AND ENVIRONMENT.

(i.e., necessary travels, unusual work hours, unusual environmental conditions, etc.)

Must be able to work under constant pressure.

Will be required to bear complex workload.

Check any of the following factors that are important to successful performance in this position:

Problem Solving Æ’- Analytical Ability Æ’-

Communication Skills Æ’-

Bilingual ±

Interpersonal Skills Æ’-

Dexterity ±

ZTE Pakistan (Pvt.) Ltd.

JOB DESCRIPTION FORM

Job Title/Designation: Technical Sales & Marketing Manager Employment Status:

Department/Project: Sales & Marketing Div. I Permanent: _____*____

Supervisor’s Title/Designation: General Manager Sales & Marketing Temporary: __________

Reports to: GM Sales & Marketing Internee: ____________

PURPOSE OF THE JOB.

(What are the end results or objectives of this position? Why does the job exist?)

General Direction as well as close supervision by Manager Sales & Marketing.

Practice effective decision making in issues related to the department.

To manage and control marketing functions and responsibilities related to customer dealing.

To ensure customer satisfaction through timely delivery of products and services, keeping appropriate track of other related activities.

Maintaining a standard of professionalism and personal sales that sets a leadership example for the sales staff.

ESSENTIAL FUNCTIONS AND RESPONSIBILITIES.

(What duties are required for the position to exist? Estimate the percentage of time spent in each.)

Assist in developing and designing marketing plans.

Following up with immediate and long term sales plans.

Direct customer dealing and negotiations.

Following strategic sales targets set by Manager Sales & Marketing and making appropriate plans for the achievement of these sales targets.

Responding to inquiries regarding the sales representative position and the company.

Conduct surveys from time to time to gather information about competitors’ competency and develop comparative analysis for the same.

Develop cordial relationships with customers to facilitate direct selling.

Plan creative and effective marketing and/or advertising campaigns to promote product sales.

Execute sales contracts and ensure timely service and delivery through delegation of responsibilities.

Assisting in planning and conducting meetings.

OTHER DUTIES AND RESPONSIBILITIES.

(Responsibilities/important duties performed occasionally or in addition to the essential duties of the position.)

Attending countrywide and foreign seminars, workshops, exhibitions and trainings with a view of applying them on the job.

Preparing and delivering advanced training workshops on such topics as personal selling, developing leads, answering objections, closing the sale, communications skills, and time management.

Look over technical aspects of the deals.

Arrange trainings and seminars for customers (product related trainings)

Developing and maintaining public relations.

SUPERVISORY RESPONSIBILITIES.

(Provide the number and type of employee supervised, level of authority to hire and terminate or to make recommendations.)

Supervisory authority exercised on 4 to 5 subordinates.

Authorized to make recommendations for personnel issues.

WORKPLACE LOCATION.

(The type of location of the job)

Centralized in Islamabad

EDUCATIONAL REQUIREMENTS & EXPERIENCE.

Bachelors in Software Engineering/IT.

More than 3 years of experience in related field.

KNOWLEDGE AND SKILLS.

(Indicate which are required, preferred, or desirable.)

Written and spoken English (required)

Good interpersonal skills (required)

Good computer knowledge and skill (required)

Good Decision Making Skills (required)

Good Negotiation Skills (desirable)

Good business writing skills (preferred)

Good management skills (preferred)

Analytical skills (desirable)

FISCAL RESPONSIBILITY.

(Budgeting responsibilities, approval privileges on purchase orders and check requests, reporting and auditing functions.)

Remain within budgeted resources for carrying out functions.

Ensure maximum return to the company by applying effective negotiations.

Practice approval privileges with responsibilities, keeping cost-saving as the primary objective.

EXTENT OF PUBLIC CONTACT.

Customers

Competitors

Company stake holders and internal and external publics

PHYSICAL DEMANDS.

(Walking, lifting, equipment, operation, etc.)

None

WORKING CONDITIONS AND ENVIRONMENT.

(i.e., necessary travels, unusual work hours, unusual environmental conditions, etc.)

Must be able to work under constant pressure.

Will be required to bear complex workload.

Will be required to undertake country-wide and international travel.

Check any of the following factors that are important to successful performance in this position:

Problem Solving Æ’-

Analytical Ability Æ’-

Communication Skills Æ’-

Bilingual ±

Interpersonal Skills Æ’-

Dexterity Æ’-

Detailed Ultimate, Conceptual and Operational Criteria for Technical Sales & Marketing Manager:

Ultimate Criteria:

Establish meaningful, mutually beneficial and long-term customer relationships that results in generating and securing fruitful business opportunities.

Conceptual Criteria:

Execute sales contracts and ensure timely service and delivery

Quality-defect level as sent to customers

Keeping appropriate track of sales related activities

Develop cordial relationships with customers

Operational Criteria:

Execute sales contracts and ensure timely service and delivery

No. of orders received

No. of orders delivered

No. of contracts accomplished in defined time limit

Quality-defect level as sent to customers

No. of questions answered

No. of errors corrected

Keeping appropriate track of sales related activities.

% increase in Sales

% of retained customers

Develop cordial relationships with customers

No. of satisfied customers.

Work Objectives:

DIVISION/DEPT: CMD

Work Objectives for Technical Manager Sales & Marketing

(Jan-Jun 2009)

S. No.

Activities

Completion Date/ Deadlines

Weight

1

Design and implement policies to Increase the amount of revenue from new sources by not less than Rs 50 million

Jun-09

5

2

Return a program net of not less than 12.5% of expenses

Jun-09

5

3(a)

Design, develop, and implement a system for tracking payments (checks and money orders) that are held for more than a single business day.

Feb-09

5

3(b)

For a given payment, the tracking system should indicate its date of receipt, its absolute amount, and its date of deposit frequently

on-going

3

4

Type, format, and send out every memo to the VPs with 0 errors.

on-going

4

5

Reduce the reject rate for products from its present level of six per cent to a maximum of three per cent.

Jun-09

5

6

Analysis of the customer’s problems and the reasons for their quit

on-going

5

7

Identify and implement the steps needed to correct the problem and recommendations for future actions.

on-going

4

8(a)

Identify and map at least four major work processes within XYZ division.

Jan-09

2

8(b)

Identify at least two work process improvements having quantifiable operational or financial benefits

on-going

3

9

Launch two new advertising programs

Apr-09

4

10

Within 24 hours of receipt, has no more than 24-hour turn-around to send invoices for payment.

on-going

5

TOTAL:

50

Work Objectives

(Jul-Dec 2009)

S. No.

ACTIVITIES

COMPLETION DATE/ DEADLINES

WEIGHT

1

Design and implement policies to Increase the amount of revenue from new sources by not less than Rs. 50 million

Dec-09

5

2

Return a program net of not less than 12.5% of expenses

Dec-09

5

3(a)

Design, develop, and implement a system for tracking payments (checks and money orders) that are held for more than a single business day.

Aug-09

5

3(b)

For a given payment, the tracking system should indicate its date of receipt, its absolute amount, and its date of deposit frequently

on-going

3

4

Type, format, and send out every memo to the VPs with 0 errors.

on-going

4

5

Reduce the reject rate for products from its present level of six per cent to a maximum of three per cent.

Dec-09

5

6

Analysis of the customer’s problems and the reasons for their quit

on-going

5

7

Identify and implement the steps needed to correct the problem and recommendations for future actions.

on-going

4

8(a)

Identify and map at least four major work processes within XYZ division.

Jul-09

2

8(b)

Identify at least two work process improvements having quantifiable operational or financial benefits

on-going

3

9

Launch two new advertising programs

Oct-09

4

10

Within 24 hours of receipt, has no more than 24-hour turn-around to send invoices for payment.

on-going

5

 

 TOTAL

50 

Work Observation Criteria:

Criteria

Score

Description

Outstanding

5

all Standards are met to at least a consistently good level, with no significant weaknesses and some areas of outstanding performance

Very Good

4

all Standards are met to a good level with no significant weaknesses

Qualified

3

all Standards are met to at least a satisfactory level, however there may be some inconsistency.

Unsatisfactory

2

Some Standards not met, significant weakness in some areas.

Poor

1

Most Standards not met, cause for concern

Observation Tasks:

Task I:

Arrange frequent meetings to stay on track.

Observation Actions:

To observe the managerial skills of Manager Sales & Marketing following are the actions to be observed:

How well he was prepared for meetings?

Was he reading necessary materials before the meeting?

Did he develop agenda prior to the meeting?

Was he lettering questions or ideas for discussion?

Task II

Present regular and high merit reports on assignment progress

Observation Actions:

For this task following are the actions to be observed:

Is final draft report turned in on time?

Was report free of typographical errors?

Was the report formatted according to the defined procedure?

Task III

Carryout analysis of the customers’ problems

Observation Actions:

For this task following are the actions to be observed:

Did he correctly identify the reasons for the failure?

What are the steps he has taken to correct the problem?

Did he make recommendations for future actions?

Observation Cube:

Tasks

Score

I

2

I

1

III

3

Observation Analysis:

The employee got 2 points in task I which implies that some standards were not met. There are significant weaknesses in some areas. In task II employee got 1 point which shows that most standards were not met and it is a cause for concern. In task III he got 3 points which means that his performance is adequate. All standards are met to at least a satisfactory level; however there may be some inconsistency.

Tight-spot:

The employee isn’t performing up to the expectations and this is likely due to lack in particular skills. It is thus the individual problem of the employee.

Proposed Solution:

Firstly, employee should be clearly communicated to about what he is supposed to do.

Secondly, indicated the lacking areas should be provided necessary training and guidance.

Performance Evaluation at ZTE:

The performance evaluation is based on the following:

Training results: HR Dept will forward the training results of each employee to concerned Dept.

Work Performance and Achievements: The concerned Dept will provide the list of work assignments and work performed by their engineers.

Mastery of ZTE values and policies: Every employee is required by the company law to adopt the ZTE’s corporate values and policies.

Performance Objectives:

The overall Company Objectives regarding performance are the implementation of:

Management by objectives, according to the Company strategy and plan,

Dividing the organization’s objectives to individuals. The objective designing follows the SMART principle.

The Managers get the agreement of the employees with the:

Performance objectives,

Performance index,

Appraisal criterion, by two way communication, after which the employee signs the Agreement of employee’s performance objectives.

In the appraisal cycle, the employee is apprised of the resource, support, and problem for achieving the objectives in time. The performance of employees is then appraised monthly, after which the agreement may be modified if necessary.

Performance Appraisal Types:

The following are the three (5) types of appraisal:

Types

Abbreviation

Percentage of total employees

Outstanding

(S)

Maximum 20%

Very good

(A1)

45%

Qualified

(A2)

25%

Unsatisfactory

(C2)

Minimum 10%

Violator to ZTE Culture

(C1)

3%

Monthly Performance Evaluation Form

Code: __________________________ Name:_____________________________________

Designation:_____________________ Department:________________________________

Month:_________________________ Location:___________________________________

Category

Description

points

Immediate Supervisor

Work Achievements

Objectives fulfilment

30

Complex work Load

10

Work Efficiency

10

Work Quality

10

Sub total

60

Work Essentials

Knowledge of job

8

Work attitude

5

Discipline (behaviour, integrity, punctuality)

8

Team Work

4

Weekly progress report

5

Sub total

30

Work satisfaction

Internal &External customer satisfaction

10

Sub total

10

Monthly Performance Evaluation Form for Managers

Assessment Items

Sub-items

Points

KPI

PAC success rate

10

FAC success rate

10

Signing & Payment of Maintenance contract(Managed service)

20

Evaluation by CSC

10

Sub total

50

KEY EVENT

Submission of Project Information, Weekly Reports, Monthly Reports and Quality of Reporting

10

Collection of Customer Information

10

Employees Resigning/ Leaving rate

5

Employees Attendance, Mission Plan

5

Sub total

30

Comprehensive Evaluation

Evaluation by Both PD

10

Employees Dedicated Survey

10

Sub total

20

Deduction

Engineering Quality Inspection

**

Key Quality Accident in Project

**

Customers Complaint

**

Bi-Annual Performance Appraisal Form

SECTION 1

NAME: ________________________________________________________

JOB TITLE: ________________________________________________________

DATE, TIME AND PLACE OF INTERVIEW: _____________________________

NAME OF APPRAISER: _________________________________________

SECTION 2

1. Summarise briefly how you feel you have contributed to the smooth running of the organisation over the past year.

2. What do you feel have been your main achievements with particular reference to the previous action plan?

3. What do you feel have been your main areas of difficulty?

4. How could these have been overcome?

5. What particular strengths do you feel you have and to what extent are they being used?

6. What weaknesses, if any, do you have in fulfilling the responsibilities of your job?

7. How would you assess your own ability to be organised and get things done?

8. How flexible, adaptable and committed are you?

9. Have you been able to help with any problems your colleagues may have experienced in relation to their job?

10. How would you describe your relationship with all your colleagues?

11. How would you describe your relationship with the customers?

12. What do you like most and least about your job?

13. How challenging does you find your current position?

14. Do you have any capabilities or interests which you feel might be better used than at present?

15. Are you aware of the relevance of any training you have undertaken over the past year in relation to your job? – give an example.

16. In what areas do you think you could improve your performance?

17. What changes do you think could be made to alleviate any difficulties, weaknesses and pressure and enable you to use your strengths to make your job more enjoyable/challenging?

18. Have there been improvements in the way the organisation has developed over the past year?

19. How have you contributed towards these improvements?

20. Do you feel that we provide enough assistance to help you develop?

21. What do you see yourself doing within:

a) The next 2 years?

b) The next 5 years?

22. What do you feel could prevent you from achieving the above?

23. What are your key work targets for the next year?

24. What training is needed to meet these work targets?

25. Are there any additional points in respect to your job which you would like to

discuss?

SECTION 3: ACTION PLAN FOR NEXT YEAR

NAME: __________________________________________________________

JOB TITLE: _______________________________________________________

DATE OF INTERVIEW: _____________________________________________

NAME OF APPRAISER: ______________________________________

____________________________________________________________________

1. KEY ACHIEVEMENTS SINCE LAST REVIEW

____________________________________________________________________

2. KEY WORK TARGETS FOR NEXT PERIOD

____________________________________________________________________

3. NEW RESPONSIBILITIES (if any)

____ ______ _____ _____ _____ _____ ______ _____ _______ ______ _____ _____

4. ADDITIONAL ACTION POINTS (if any)

_____________________________________________________________________

5. TRAINING AND DEVELOPMENT NEEDS

NEEDS OBJECTIVE(S)

___________________________________________________________________

6. ADDITIONAL COMMENTS

REVIEW DATE:______________________________________________________

APPRAISER’S SIGNATURE ………………………………….. DATE ………………

EMPLOYEE’S SIGNATURE …………………………………………… DATE ………………

Appraisal Procedure:

PURPOSE

To carry out an annual appraisal, using the forms, preparing in advance and then carrying out as many reviews as necessary.

SCOPE

All employees at ZTE are appraised using the above format appraisal forms.

PROCEDURE

1. Twice a year, the line managers appraiseeach employee, who reports directly to them.

2. The appraisers arrange a face to face meeting with the employee no less than 7days in advance, and then give them a copy of the appraisal form with Section 1 completed.

3. The appraisers ask the employee to prepare for the meeting by writing down their thoughts under each point in Section 2 on the form.

4. The appraisers also prepares for the meeting by writing down their observation of the employee under each point in Section 2 on the form.

5. The meeting is then carried out. Initially the first such meeting takes up to 2 hours per employee, but is contained within 1 hour after that.

6. Working through each of the points in Section 2, the line manager asks the employee what they think and then responds with additional thoughts of his own.

7. At the end of the meeting a maximum of 15 minutes are provided to appraiser to complete Section 3 of the Action Plan, in conjunction with the employee.

8. Once the action plan is completed with the review date (can take a month, exact date to be confirmed nearer time) both parties write in their comments and sign the form.

Behavioral Aspects Appraised at ZTE:

Planning:

Relates to employee’s ability to effectively plan and assess then assess the planning activity after linking plans to departmental goals and implementing them in time. It also requires involving others.

Poor   =       1

Planning is not in harmony with departmental goals

Does not plan effectively and within time

Does not involve others while planning

 

Average =   2

Involves others when planning

Plans are in harmony with departmental goals

Plans are well thought out and implemented

Good      =   3

Continuous monitoring of planning process

Departmental goals act as guidelines for planning activities

Always involves others whenever appropriate

Excellent  = 4

Planning is done considering a vast area of related information

Planning activities adds value to department’s performance

Accepts responsibility for plans while actively involving others  

 

Decision Making:

 

Relates to the ability of employee to assess situations and develop solutions and alternatives and decide accordingly so as to achieve effective outcomes. It includes implementing solution to problems, prioritizing work and handling confidential information.

Poor   =       1

Negligence of facts

Difficulty in identifying issues

Hasty in taking decisions and does not consult with others

Average =   2

Uses logic and reasoning in problem solving

Sometimes indecisive

 

Good      =   3

Effective analysis of problems

Solutions/decisions are based on established facts

Excellent  = 4

Takes responsibility for decisions

Creative in resolving problems and issues

High degree of decision making  

Quality Service:

Relates to the quality of employee’s customer service behavior and how well he/she responds to customer needs.

 

Poor   =       1

Does not respond well to suggestions for improvement

Lack of service oriented behavior. Unable solve customer issues

 

Average =   2

Displays a good service orientation

Works with others to identify solutions to customer needs

Good      =   3

Effective communication with customers

Effective management of customers feedback

Excellent  = 4

Establishes and promotes highly professional attitude in business dealings

Timely follow-up on customer feedback and resolution of issues

Anticipates future customer needs and suggest ways to improving performance  

Teamwork:

 

Relates to employee’s ability and will to collaborate with coworkers to achieve set goals. It includes inter and intra department collaboration, willingness to share knowledge and adapting to change.

Poor   =       1

Negative behavior with co-workers

Lack of will to share knowledge

Lack of commitment to set goals

Difficulty in adapting to change

 

Average =   2

Open to change

Good understanding of company goals

Exhibits cooperative behavior and sharing of knowledge

Good      =   3

Good working relationship with coworkers

Effective adaptation to change

Always displays cooperative attitude and sharing of knowledge

Excellent  = 4

Mentoring coworkers

Always ready to share knowledge

Effective adaptation to change as well as helps others in adapting to change

Adds value to the team

  

Influencing Others:

 

Relates to employee’s ability to effectively communicate issues and influence others to respond and positively impact the organization.

 

Poor   =       1

Inconsistent behavior

Does not express ideas clearly and concisely

 

Average =   2

Ideas are clear and concise

Able to motivate others to respond

Effective communication

 

Good      =   3

Ideas/issues are properly communicated to others and understood

Encourages communication with others and establishes trust

Excellent  = 4

Works with commitment in motivating others and building morale

Effective communicator and negotiator

 

 

Communication:

Relates to employee’s behavior to facilitate free flow of communication and removing barriers to communication.

Poor   =       1

Ineffective oral communication

Non-cooperative with coworkers

Does not provide alternatives to barriers in communication

 

Average =   2

Lacks ability to influence cooperation among coworkers

Sometimes provides alternatives to barriers in communication

Does not support constructive feedback

 

Good      =   3

Creative formulation of alternatives to barriers in communication

Open to feedback and suggestions

Actively seeks input from coworkers

 

Excellent  = 4

Promotes a cooperative working environment

Actively seeks feedback

works on suggestions to improve performance

 

Analysis:

Performance appraisals are carried out on a monthly basis for staff & workers. Only employees who have completed their probations are eligible to be appraised. Staff & Worker category are treated separately in Monthly and bi-annually appraisals.

There are two types of appraisals; Monthly Appraisal & Bi-Annual appraisal.

Monthly Appraisal: The immediate supervisor evaluates his subordinate and the HOD reviews the appraisal and has the right to change it. This shall be carried out in first week of every month. The monthly performance allowance will be given to employees according to their performance.

Bi-Annual Appraisal: Bi-Annual Appraisal cycle is followed by the Calendar Year i.e. Jan to Jun and Jul to Dec. The bi-annual appraisal is the detailed one filled by both the appraiser and the employee. It not only provides the detailed facts but also is a source for cross checking what employee was supposed to do and what s/he actually performed and whether it is in line with what s/he was told to do.

Proposed Bi-Annual Performance Appraisal Form

Org./Dept:

Name:

Position:

Length of service

Appraisal date & time:

Appraiser:

Part A

Q. 01 State your understanding of your main duties and responsibilities.

Q. 02 Has the past year been good/bad/satisfactory or otherwise for you, and why?

Q. 03 What do you consider to be your most important achievements of the past year?

Q. 04 What do you like and dislike about working for this organisation?

Q. 05 What elements of your job do you find most difficult?

Q. 06 What elements of your job interest you the most, and least?

Q. 07 What do you consider to be your most important aims and tasks in the next year?

Q. 08 What action could be taken to improve your performance in your current position by you, and your boss?

Q. 09 What sort of training/experiences would benefit you in the next year? Not just job-skills – also your natural strengths and personal passions you’d like to develop – you and your work can benefit from these.

Q. 10 What kind of work or job would you like to be doing in one/two/five years time?

Part B

Q. 11 List the objectives you set out to achieve in the past 12 months (or the period covered by this appraisal) with the measures or standards agreed – against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):

Objective measure/standard score comment

Q. 12 In light of your current capabilities, your performance against past objectives, and your future personal growth and/or job aspirations, what activities and tasks would you like to focus on during the next year? Also think of development and experiences outside of job skills – related to personal aims.

Q. 13 Score your own capability or knowledge in the following areas in terms of your current role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring evidence with you to the appraisal to support your assessment. The second section can be used if working towards new role requirements.

product/technical knowledge

time management

planning, budgeting and forecasting

reporting and administration

product/technical knowledge

communication skills

delegation skills

IT/equipment/machinery skills

meeting deadlines/commitments

creativity

problem-solving and decision-making

team-working and developing others

energy, determination and work-rate

steadiness under pressure

leadership and integrity

adaptability, flexibility, and mobility

personal appearance and image

18. Corporate responsibility and ethics

Part C

To be completed during the appraisal by the appraiser:

Q. 14 Describe the purpose of the appraisee’s job. Discuss and compare with self-appraisal entry in Q. No. 1. Clarify job purpose and priorities where necessary.

Q. 15 List the objectives that the appraisee set out to achieve in the past 12 months (or the period covered by this appraisal – typically these objectives will have been carried forward from the previous appraisal record) with the measures or standards agreed – against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the self-appraisal in Q. No. 11.

Objective measure/standard self-score/app’r score comment

Q. 16. Score the appraisee’s capability or knowledge in the following areas in terms of their current (and if applicable, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate provide evidence to support your assessment. The second section can be used for other criteria or if the appraisee is working towards new role requirements. Compare scores with the self-appraisal in Q. 13

product/technical knowledge

time management

planning, budgeting and forecasting

reporting and administration

product/technical knowledge

communication skills

delegation skills

IT/equipment/machinery skills

meeting deadlines/commitments

creativity

problem-solving and decision-making

team-working and developing others

energy, determination and work-rate

steadiness under pressure

leadership and integrity

adaptability, flexibility, and mobility

personal appearance and image

18. Corporate responsibility and ethics

Q. 17 Discuss and agree the appraisee’s career direction options and wishes, and readiness for promotion, and compare with and discuss the self-appraisal entry in Q. No. 12. (Some people do not wish for promotion, but everyone is capable of, and generally benefits from, personal development – development and growth should be available to all, not just people seeking promotion). Note the agreed development aim(s):

Q. 18 Discuss and agree the specific objectives that will enable the appraisee to reach competence and to meet required performance in current job, if appropriate taking account of the coming year’s plans, budgets, targets etc., and that will enable the appraisee to move towards, or achieve readiness for, the next job level/type, or if no particular next role is identified or sought, to achieve the desired personal growth or experience. These objectives must adhere to the SMARTER rules – specific, measurable, agreed, realistic, time-bound, ethical, recorded.

Q. 19 Discuss and agree (as far as is possible, given budgetary, availability and authorisation considerations) the training and development support to be given to help the appraisee meet the agreed objectives above.

Signed and dated by appraisee: and by appraiser: