Enhancing Employee Performance
& Work Environment
(Subgroup-13)
AP, BH, KL, KT, MH, RJ and UP(W)
24th Sept 2013
1
AGENDA
1) Introduction & Historical Perspective
2) Enhancing Work Environment
3) Motivating and developing loyalty to the Organisation
4) Building Team spirit
5) To inculcate owner ship of the assigned responsibilities
6) Improving Work ethics
7) How to develop and enforce accountability of employees
8) Leveraging PMS Scorecards/Identified KPI
9) Making staff management dialogue more productive and
effective
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VISION

Be the leading Telecom Service Provider in India with Global
presence

Create a customer focused organisation with excellence in
customer care, sales and marketing

Leverage technology to provide affordable and innovative
telecom. Services/Products across customer segments
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MISSION

Be the leading Telecom Service Provider in India with Global
presence

Create a customer focused organisation with excellence in
customer care, sales and marketing

Leverage technology to provide affordable and innovative
Services/Products across customer segments

Providing a conducive work environment with strong focus on
performance

Establishing efficient business processes enabled by IT
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Introduction & Historical Perspective
 Vision & Mission of the Company to be clear to all
 Organisational Objective should be paramount
 Individual and Group Objectives should be subservient to the
organisational objectives
 All employees should work in unison to improve revenue and
market share
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Introduction & Historical Perspective
 We have abundant work force with average age of around 50
 BSNL is taking care of all Physiological & Psychological needs
of its employees
 Most of the employees were originally recruited for Govt. Sector
and are rule-oriented
 They need Training & Mentoring to change the mind set and to
maintain productivity
 Customer Service and Customer bliss is the motto
 Profit orientation is the need of the hour
6
Enhancing Work Environment

Ensuring work atmosphere
infrastructure, hygiene, etc.

Implementation & evaluation of KPIs in HR package

ERP implementation
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like
proper
seating,
office
Motivation and Developing Loyalty to the Organization
 Non-performers should be given an opportunity in different field
to improve themselves
 There should be proper monitory and non-monitory incentive
system for higher performance in each area of activities
 Fast track promotional avenues should be made available for
talented and qualified employees
8
Motivation and Developing Loyalty to the Organization
 Scope for improvement in BSNL performance/prospects with
motivated / loyal employees to be explained to all groups of
Executives/Non-executives
 At present awards are being given at Circle level. This needs to
be done at SSA level also, as it was done earlier.
 Best employee based on KPIs to be declared as “Employee of
the Week (at SSA level) /Month (at Circle level) / Quarter (at
Corporate Office level)” to be displayed prominently on all
Notice Boards, CSCs, Exchanges and Offices
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Motivation and Developing Loyalty to the Organization
 Certificates and appreciation letters for achieving goals
 Monetary rewards to encourage growth and performance
 Celebrate the success and recognition in public
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Motivation and Developing Loyalty to the Organization
 Training, Incentive and awards always helps to recognise
individuals, groups, SSAs and circles to motivate and develop
loyalty to the organisations. The existing BSNL award /
incentive scheme are quite insufficient. SSA and Circle should
be able to recognise performers and give award
 Incentives (Bonus) scheme may be introduced
employees belongs to profit making circles/ SSAs
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to
the
Motivation and Developing Loyalty to the Organization
 Much exposure to employees on “SMART” working
 Profit making circle/SSA should have more relaxed delegated
powers for procurement and spending money on essential
heads. This will enable the Circle / SSA head to perform more
effectively with higher output. They should be allowed more
cash authorisations when compared with loss making circle
 “Employee Incentive Scheme” which is being followed in Kerala
Circle is effective and is bringing good results. Under this
scheme, employees are made into small groups through out the
SSA and quantitative targets are assigned to these groups.
Points are allotted for new connection provision in all Verticals
and the Group which achieves maximum points will be given
incentive
 Encourage creativity and ideas
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Building Team Spirit

Team spirit can develop, when
 The common purpose is clear beyond confusion
 Team players have well defined responsibilities
 Team players are ready to cater to the other member’s
weaknesses on the fly
 Member’s efforts are channelized to the common purpose
as per leader’s directions

Without team spirit
 There is no urge towards the common purpose

The goal and expectation of the team should be well defined
and communicated properly
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Building Team Spirit
 Performance of different responsibility groups to be compared
to make poorly performing teams to improve
 Free flow of information and communication between team
members.
 Communicate the expectation and the purpose of the team.
 Lectures of eminent personalities from academia and industry should
be conducted periodically for imparting virtues of team spirit among all
employees.
 Need to adopt to newer methods of Communication
 SMS
 E-mail
 Social Media Networking
 Conferencing
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Building Team Spirit
 The aspiration and goal of the individual member should be
respected and helped to align towards the organisational goal.
 Practicing simple courtesy for powerful relationship among the
members
 Use powerful and positive language in interaction with others
 Inculcate the feeling that “together we achieve”
 Recognition, praise and credit for the contribution.
 Informal gatherings or platforms like Yahoo-Groups, etc. are to
be exploited to inculcate oneness among the employees.
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To Inculcate Ownership of Assigned Responsibilities

Ownership improves, if assigned responsibilities
 Are clear and commensurate with capability and character
of the person on the job
 Are able to motivate the person on the job
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To Inculcate Ownership of Assigned Responsibilities
 Needs to be clearly and unambiguously defined
 Constant monitoring, supervision and guidance for advice for
improvement will help
 Responsibilities assigned should be clear and should be
quantified
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To Inculcate Ownership of Assigned Responsibilities
 Delegate power of freedom to take decision.
 Appreciate the people who take responsibility.
 Periodic review of works.
 Awareness on their roles and target with respect to the larger
interest of the organization.
 Friendly and considerate attitude to others.
 Suitable reward-and-punishment system should be implemented
for better ownership of responsibilities
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Improving Work Ethics
 Ethics is a personal quality and is more or less related to the
personal integrity of the individual.

Ethics are outcome of
 Sound understanding of company policies
 Knowledge of various processes
 Work Ethics can be improved by adequate
creating a sense of belonging
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training & by
Improving Work Ethics

Punctuality and adherence to the targets to be encouraged

Adhering to the company’s policies & objectives.

Maintaining quality and quantity of work

Respect the contributions of other colleagues

Enhancing work environment:
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To Develop and Enforce Accountability of Employees
 Employees are to be categorized as Outstanding-performers,
Good-Performers and under-performers.
 Good performers and Outstanding performers are to be
identified and awarded.
 In case of underperformers an effort should be made to identify
the areas where they can contribute and move them to those
jobs.
 Time Bound promotions should be given only to performers and
Over-performers should get their time bound promotions earlier.
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To Develop and Enforce Accountability of Employees
 Duties and responsibilities of all staff to be well defined
 Irrelevant cadre to be restructured
 Specialisation is essential
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Leveraging PMS Scorecards / Identified KPI
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Leveraging PMS Scorecards / Identified KPI
 Right skill for Right job
 Availability of resources
 The results of scorecards need to be taken into account while
writing APARs
 Performance to be correlated with the system performance
which can be assessed through Software to monitor individual
performance through systems like, CDR, NoC, PG Monitoring,
BSNL Care portal, Leased Circuit Monitoring, Revenue, Fault,
Provisioning, etc.
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Leveraging PMS Scorecards / Identified KPI
 Various reports such as no. of activities performed at counters,
payments received , login/logout timings of the counters etc.
can be generated at the circle level for better and effective
monitoring
 PMS to focus on only a few critical parameters keeping revenue
as focus
 IPMS shall be the basis of consideration of an employee request
 Quarterly review of employee performance
 The key parameters shall be quantifiable and measurable
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Leveraging PMS Scorecards / Identified KPI
 Each and every staff should have individual scorecard/fully
quantify all the work they do without missing any item and
weight-age assigned to each of the jobs they do
 The IPMS (Individual Performance Monitoring System- for
administrative/office staff and officers)) & FPMS (Field
Performance Monitoring System – for field staff/officers) to be
made compulsory and made more effective for all staff up to
Gr.D. This should be reviewed by controlling officers on a
Quarterly basis.
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Making Staff-Management Dialogue
More Productive & effective
 Organizational focus to precede individual staff issues
 The policy for electing a single majority association of
executives has to be implemented at the earliest
 Transfer/Postings to be based on performance and tenure
 All personal policies to be dovetailed to Organizational
performance / prospects instead of being open ended looking to
only individual requirements
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Making Staff-Management Dialogue
More Productive & effective
 Senior Officers to devote one day in a week to settle staff
problems
 Works committee need to be introduced at the field level
 Procedure need to be made for work committee for proper
implementation and monitoring should be done
 The work committee suggestions need to be seriously
considered by the higher management and to be implemented
which will motivate the members of the work committee
 There should be frequent and fair interaction with all section of
the employee with the head of the unit
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Making Staff-Management Dialogue
More Productive & effective
 Innovative and creative idea should be invited from the
employees on a regular basis and the best idea which results in
operational efficiency improvement should be suitably
rewarded
 Effective sharing of information with respective objectives and
goals of the organization to the lowest level.
Suggestions/feedback of the employees may be collected
 Provide channel for upward communication and listen to the
employees opinion
 Solicit feedback and listen to the problems before it becomes
difficult and costly to manage
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Recommendations
1. VRS may be implemented to increase the productivity per
employee
2. Promotion policy :
following lines:
EPP and NEPP requires review on the
 Minimum benchmark may be “Very Good” for up gradation of
pay/promotion
 For SSA Cadre: Any second promotion shall be with station
change
 For Circle Cadre: Any second promotion shall be with station
change and third promotion shall be with change in SSA
 For All India Cadre: Any second promotion shall be with SSA
change and third promotion will be with Circle change
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Recommendations
3. Transfer Policy:
 Retention in the same discipline on transfer to gain
expertise up to the level of DE
 For JAG & above, posting should be in different fields
4. Target Setting:
 CO should set targets in consultation with the CGM.
 Similarly, CGMs should fix targets to the units under him
through mutual consultation.
5.
Job description:
 Job description to be clear and unambiguous
 It should be both qualitative & quantitative across all units
and employees
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6. Exposure to employees on “SMART” working: This involves
 Categorisation:
 Customers, Pillars, Exchanges, BTS, etc.
 Differentiation:
 Fault rectification, Promotional Offers, Special discounts,
Resource allocation, etc.
 Optimisation:
 Resources, Network and Support
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Recommendations
7. Performance Management & Appraisal:
 Benchmarking of each post is to done and employees to be
categorised into Outstanding Performer, Good Performer
and Non-performer.
 The IPMS (Individual Performance Monitoring System- for
administrative/office staff and officers)) & FPMS (Field
Performance Monitoring System – for field staff/officers) to
be made compulsory and made more effective for all staff
up to Gr.D for writing APAR.
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8. Incentives:
 A small % of net profit may be given as an incentive for the high
performers.
 Profit making circle/SSA should have more relaxed delegated powers
for procurement and spending money on essential heads.
 “Employee Incentive Scheme” which is being followed in Kerala Circle
is effective and is bringing good results. Under this scheme, employees
are made into small groups through out the SSA and quantitative
targets are assigned to these groups. Points are allotted for new
connection provision in all Verticals and the Group which achieves
maximum points will be given incentive
 Best employee based on KPIs to be declared as “Employee of the Week
(at SSA level) /Month (at Circle level) / Quarter (at Corporate Office
level)” to be displayed prominently on all Notice Boards, CSCs,
Exchanges and Offices
34
9. Works committee need to be introduced at the field level:
 Procedure need to be made for work committee for proper
implementation and monitoring should be done
 The work committee suggestions need to be seriously
considered by the higher management and to be implemented
which will motivate the members of the work committee
35
Recommendations
10. Punctuality vs. Productivity ?
Focus should be more on productivity than on punctuality in a
competitive environment
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Thank You
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SIMPLE APPROACH
 Set expectation: Freely discuss with employees about the shortterm & long-term goal and Vision & Mission of BSNL. Also clearly
tell them what are expected from them and how each & every
employee is important in this process. Get their suggestions
regarding how much and in what way we can contribute in this
exercise. Refine their ideas and freeze the blue print in each & every
employee-wise/ Subdivision-wise / Division-wise & SSA wise. Don’t
direct but facilitate. Let there be no hand-holding or baby-sitting
 Invite Commitment: Discuss and make them understand how the
goals for BSNL (short-term & long-term) will be beneficial to them first
and then to the Company and to the country as a whole. Each &
every employee should realize that since BSNL being Government
Company, whatever they do is an opportunity given to them to show
gratitude not only to the Company but to the Country as a whole.
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SIMPLE APPROACH
 Measure progress: Performance with respect to the set goals is to
be measured and it should be made clear how they contributed well.
In the case of gaps, how it is affected the overall performance of the
Sub Division/Division/SSA should also be made clear to all. It should
be periodically viz. in Sub Divisional level – once in a month at least
and once in a fortnight preferably
 Providing Feedback: Manager/Executive should send sincere feed
back to support the employee to bring up their performance and for
bringing them into main stream. The feed back should be not to
appease them or to fix them and it should not be out of fear or favour.
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SIMPLE APPROACH
 Link to consequences: Good work may be encouraged by
congratulatory Email or open appreciation and shortcomings may
also be clearly spelt in person and suitable measures may be taken
so that they feel to pay for their shortcomings rather than punished.
 Evaluate effectiveness: At the end of the term (may be quarterly)
Executives should measure the effectiveness of their approach in
terms of:
•
•
•
•
Whether it improved contributions and commitment in employees
Whether it contributed to overall goal
Whether it improved the efficiency and team working in
employees.
If not, he has to do necessary correction and re-introduce.
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