INTRODUCTION of Performance Management:

Performance management is the process of creating a work environment

or setting in which people are enabled to perform to the best of their
abilities. Performance management is a whole work system that begins
when a job is defined as needed.

It ends when an employee leaves your organization.

Performance management defines your interaction with an employee at

every step of the way in between these major life cycle occurrences.
Performance management makes every interaction opportunity with an
employee into a learning occasion.

Performance management is not an annual appraisal meeting. It is not

preparing for that appraisal meeting nor is it a self-evaluation. It's not a
form nor is it a measuring tool although many organizations may use
tools and forms to track goals and improvements, they are not the
process of performance management.

Components of a Performance Management System

The performance management system may contain all of these

components, but it is the overall system that matters, not the individual
components.

A performance management system includes the following actions.

Develop clear job descriptions using an employee recruitment plan

that identifies the selection team.

Recruit potential employees and select the most qualified to

participate in interviews onsite.
Conduct interviews to narrow down your pool of candidates.
 Hold multiple additional meetings, as needed, to get to know your
candidates' strengths, weaknesses, and abilities to contribute what
you need.
Select appropriate people using a comprehensive employee
selection process to identify the most qualified candidate who has
the best cultural fit and job fit that you need.

Offer your selected candidate the job and negotiate the terms and
conditions of employment including salary, benefits, paid time off,
and other organizational perks.
Welcome the new employee to your organization.
Provide effective new employee orientation, assign a mentor, and
integrate your new employee into the organization and its culture.
Negotiate requirements and accomplishment-based performance
standards, outcomes, and measures between the employee and his
or her new manager.
Provide ongoing education and training as needed.
Provide on-going coaching and feedback.
Conduct quarterly performance development planning discussions.
Design effective compensation and recognition systems that reward
people for their ongoing contributions.
Provide promotional/career development opportunities including
lateral moves, transfers, and job shadowing for staff.
Assist with exit interviews to understand WHY valued employees
leave the organization.
Advantages of Performance Management System

1. Performance Based Conversations

Managers get busy with day-to-day responsibilities and often neglect the
necessary interactions with staff that provide the opportunity to coach
and offer work related feedback.

A performance management process forces managers to discuss

performance issues with employees. It is this consistent coaching that
affects changed behaviors and employee development.

2. Targeted Staff Development

All employees are on a development journey and it is the organizations

responsibility to be preparing them for increased responsibility.

If done well, an effective performance management system can help to

identify employee developmental opportunities and can be an important
part of a succession planning process.

3. Encouragement to Staff

Performance appraisals should be a celebration of all the wonderful things

an employee does over the course of a year and should be an
encouragement to staff. There should be no surprises if issues are
addressed as they arise and not held until the annual review.

The trick to positive appraisals is to focus as much on what the employee

is doing well while gently course correcting undesired behaviors.

4. Rewards Staff for a Job Well Done

When pay increases and/or bonuses are tied to the performance appraisal
process, staff can see a direct correlation between performance and
financial rewards. This motivates and encourages employees to perform
at higher levels.

5. Under-performers Identified and Eliminated

As hard as we try, it is inevitable that some employees just wont cut the
mustard as they say. An effective performance appraisal process can
help identify and document underperformers, allowing for a smooth
transition if the relationship needs to be terminated.

6. Documented History of Employee Performance

It is very important that all organizations keep a performance record on

all employees. This is a document that should be kept in the employees
HR file. The goal is to maintain a historical record of an employees
performance and development journey.

7. Allows for Employee Growth

Motivated employees value structure, development and a plan for

growth. An effective performance management system can help an
employee reach their full potential which can be a positive experience for
both the employee and manager. A good manager takes pride in watching
an employee grow and develop professionally.

Organizations should take a global look at their performance management

system and have very objective goals that are tied to strategic initiatives
and the performance management process. Successful organizations
have learned the secret to this. And while not always perfect, striving to
constantly improve the process can be one of the best ways to help
organizations achieve their Mission.
Disadvantages of Performance Management

1. Time Consuming

It is recommended that a manager spend about an hour per employee

writing performance appraisals and depending on the number of people
being evaluated, it can take hours to write the departments PA but also
hours meeting with staff to review the PA.

2. Discouragement

If the process is not a pleasant experience, it has the potential to

discourage staff.

The process needs to be one of encouragement, positive reinforcement

and a celebration of a years worth of accomplishments.

It is critical that managers document not only issues that need to be

corrected, but also the positive things an employee does throughout the
course of a year, and both should be discussed during a PA.

3. Inconsistent Message

If a manager does not keep notes and accurate records of employee

behavior, they may not be successful in sending a consistent message to
the employee.

We all struggle with memory with as busy as we all are so it is critical to

document issues (both positive and negative) when it is fresh in our
minds so we have it to review with the employee at performance
appraisal time.
4. Biases

It is difficult to keep biases out of the PA process and it takes a very

structured, objective process and a mature manager to remain unbiased
through the process. Performance appraisal rater errors are common for
managers who assess performance so understanding natural biases is an
important aspect to fair evaluations.

Scope of Performance Management System

Performance management is not a sporadic event but a strategic set of

management policies and concrete actions. It is a systematic process
resulting in constantly improving organisational effectiveness. It
contributes to the effective management of individuals and teams in order
to achieve high levels of organisational performance. Performance
management establishes shared understanding about what is to be
achieved and what approach is to be used to integrate and combine
different policies and management systems in the organisation so as to
achieve the strategic goals. The approaches to completing this process
cannot be copied; they are specific and depend on the context of the
internal and external environment in which the company operates.
Performance management is a management practice which includes the
following phases:

1. Planning work (setting goals, expectations and performance standards)

2. Monitoring performance and providing feedback
3. Developing the capacity to perform successfully
4. Rating performance regularly
5. Rewarding and encouraging good performance
Objectives of Performance Management System

The introduction of a competence-based approach ensures that the

individual performance of each and every employee is linked to the
companys strategic and operational goals. Furthermore, it increases the
effectiveness of work performance assessment and personnel attestation
through:

Defining and assessing the relevant competencies and the

corresponding levels that will ensure successful job performance,
establishing performance levels;
Providing an overall work performance evaluation performance
results, competencies demonstrated and selection of performance
assessment tools based on competencies. Overall performance
evaluation implies measuring both the competencies demonstrated
and the results achieved by taking into consideration both individual
and organisational influences
Identifying the needs for performance improvement and
competence development;
Facilitating managers and colleagues in providing constructive
feedback through various methods including 360 degree feedback
resting on observed behaviours.

With regard to the performance management system, the competence

framework provides guidance for determining the levels for performance
evaluation and allows for the development of performance management
goals.
Introduction of Vodafone India Limited

At Vodafone India, their customers are at the heart of everything they do.
Thats why over 200 million Indians have chosen to stay connected with
them.

Their knowledge of global best practices along with their deep exposure to
local markets has made them leaders in the telecommunications industry.
Since commencing operations in 2007, they have consistently been
awarded for their best-in-class network, powerful brand, unique
distribution and unmatched customer service. Whether an individual or
enterprise, customers always receive world-class services that cater to
their needs.

200 million customers, they are proud to be one big happy family &
continue to grow day by day.
Unmatched network coverage One of Indias largest telecom
companies, you can find them anywhere.
Globally loved brand their service has earned them the trust of
customers worldwide.

History

Vodafone India is a 100% subsidiary of Vodafone Group. It commenced

operations in 1994 when its predecessor Hutchison Telecom acquired the
cellular license for Mumbai. Brand Vodafone was launched in India in
September 2007, after Vodafone Plc. acquired a majority stake in
Hutchinson Essar in May 2007. From a single operation base with 31
million customers, the company has expanded its operations across the
country to cover all 22 telecom circles and service 180 million customers.
This journey is a strong testimony of Vodafone's commitment and success
in a highly competitive and price sensitive market.
CEO & Managing Director:

Sunil Sood is the Managing Director and CEO for Vodafone India with
effect from April 1, 2015.
Prior to this new role, Sunil was the Chief Operating Officer (COO) for
Vodafone India. Being part of the senior leadership team at Vodafone
India, Sunil was responsible for the day to day operations and the P&L
management for all circles in the country. He also spearheaded the new
business development initiative of Mobile Commerce for the organization.
Sunil also served as the Director - Business Operations for Vodafone India
before becoming COO. Sunil started his Telecom sojourn in the summer of
2000 as Vice President, Sales & Marketing for Hutch in Delhi. He soon
became a Business head and led the Gujarat, Kolkata and Chennai
operations.

Board of Members:

1. Naveen Chopra Chief Executive Officer

2. Thomas Reisten Chief Financial Officer
3. Nick Gliddon Director
4. Sandeep Kataria Director
5. Vishant V Ora Director

Vodafone Group Vision

Our Vision is to be the communication leader in an increasingly connected

world.

Vodafone India Vision

To be the most loved telecom provider in India

Awards & Achievements

They have an extraordinary team of talented and hard-working

individuals. Their high employee morale has led them being recognized as
a Great Place to Work by industry experts and the media, year on year.

Great Place to Work One of the Best Companies

to Work For in India 2014 Study by The Economic Times.
Brand Leadership Recognised as the Most Trusted
Brand in Telecom Category Brand Trust Report 2014.
Business Services Quest Forum India Quality
Award winner Voice and Data Telecom Leadership Awards, 2013
(March 2014).

Network & Distribution

At Vodafone, they know that every call matters and every message is
high-priority. So whether you are catching up with family and friends or
writing up a business plan, they know it comes first. Vodafone believes in
the importance of communication and helps you along with its far-
reaching network that is made for uninterrupted and clear conversations -
a network that's made for everything.

More is better! A total of 127,000 sites and 30,000 3G sites, across the
country ensure a superb network experience. Highly trained technicians,
engineers and project managers work 365 nights a year to create a
network you can trust every day. Our overall coverage constitutes a total
of 84 percent, while our rural penetration is around 76 percent. The
Vodafone network assures you enjoy great internet speeds and high call
quality wherever you are in the country.

At Vodafone, they ensure voice clarity no matter how noisy the

environment. Our networks make certain that ambient noise does not
interfere with your call experience. Their advanced noise suppression
algorithms and their reliable IP networks work together to deliver the best
voice quality on each and every call. No matter where you are, you never
have to worry. They are present across the country through our 1.8
million recharging outlets, over 9000 exclusive and 34 angel stores.

Services:

Vodafone provides the following services to customers:

Voice
Data
Devices
Fixed and other services

Organizational Structure:

CEO

Managing
Director

Director of Director of Director of Director of

Director of
Human Sales and Supply Chain Training and
Finance
Resource Marketing Management Development
SWOT Analysis:

Following are the SWOT Analysis of Vodafone:

Strength:

The company is very focused on telecom.

It has leadership in fast growing cellular segment.
The only Indian operator, other than VSNL, that has an international
submaraine cable.
Advertisement strategy of the company.

Weakness:

Low penetration rural marketing.

Poor network coverage in the rural areas.

Opportunities:

The fast expanding IPLC market.

Latest Technology and low cost advantage.
Huge market.
Competition from other cellular and mobile operators.

Threats:

Competition from other cellular operators.

TRAI interference and regulation may reduce growth potential.
1. You feel convenient with computerized online performance
management system at Vodafone

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

2. Your job description clearly defines KPAs (Key performing areas) on

which your performance is rated.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

3. The goals (KPAs) set are always mutually agreed upon ie your consent
is taken into consideration while setting KPAs

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

4. The performance goal set by the appraiser for you are in alignment with
your career aspirations .

a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
5. The deadlines set to complete and submit the performance documents
are sufficient.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

6. Your KPA,s are in accordance with the MOU targets of the company and
the targets of the plant.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

7. All the factors facilitating and hindering performance are taken into
consideration while appraising the performance

a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

8. Your seniors assist you at the time of your need.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
9. Your final rating is based not only on your competencies and KPAs but also on
several other factors like your corporate image and interpersonal relation
with the rater.

a) strongly disagree
b) Disagree.
c) Neutral
d) Agree
e) Strongly agree

10. Your doubts/Queries are addressed by the PMS administrator while

operating online PMS.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

11. Performance management system is very useful for career planning.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

12. The process is used mainly for improving the future performance
along with reviewing the present performance.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
13. You feel free to express to your appraiser your disagreement
regarding the appraisal decision.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

14. Your senior manager provides you with continuous feedback to help
you achieve your KPAs.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

15. The recognition given to high performance is appropriate and helps in

motivating the employees.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

16. Appropriate training is given to employees who fail to meet the

expected performance level.

a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
17. The online PMS is dynamic and keeps you aware about your instantaneous
weak or strong area of performance effectively.

a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

18. You are satisfied with the weightages given against each activity that you are
supposed to perform in the specified period.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

19. Your training need should be identified through the mid year review.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

20. Managers and Employees trust the appraisal process.

a) strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree