PERFORMANCE MANAGEMENT 

REPORT

SUBMITTED TO: Sir Jameel Rao

PRESENTED BY: Shireen Aslam - 20 Moazzam Malik - 34 Mehreen Afzal - 02

Contents

Introduction of ZongHR Department of ZongPerformance Management System of ZongAssessment Ratings TechniquesRecommendations

INTRODUCTION

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 “Making Communication Exciting”

Become an indispensable digital life partner

MISSION To lead the future innovatively through: - Customer Centricity- Boundary less Team- Organizational AgilityCORE VALUES Integrity & AccountabilityOpennessPerseverancePassionEfficient Execution

Hierarchy of ZONG

STRUCTURE OF HR DEPARTMENT AT ZONG

Chief HRM OfficerDirector HRMSenior HR ManagerRegional HR ManagerAssistant HR ManagerTeam LeaderTeam

HR Department at ZONG in Multan

Process of Performance Management at ZONG

Planning Performance: setting Key Result Area’s (KRA’s), objectives and standards that are linked to corporate strategy, development plans.

 Maintaining Performance: monitoring, feedback,

coaching and mentoring and regular interactions regarding goal achievement

 Reviewing Performance: formal feedback, 360

degree feedback and ratings – evaluating performance

Rewarding of Performance: increases, bonuses, incentives, etc

Assessment Ratings Techniques

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 employee’s 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