Group Human Resources:
Employee Relations
Head Office
Telkom SA LTD
Private Bag X780
Pretoria, 0001
South Africa
Tel: 012 311-2869
Fax: 012 311-3418
MEETING:
DATE:
TIME:
VENUE:
Telecon
15th August 2012
08:00 - 10h00
N/A
Colleagues a brief summary of the issues and decisions that were discussed on the Telecon/meeting regarding the NFS EPDMS PROCESS.
No.
1
Subject
One on one never took place up until this
day.
2
Members have not seen the contract with
targets and weights.
3
The late contracting on the PDMS contract
is of great concern.
Action / Decision
One on one session must take place before the performer can exercise their option to
agree/disagree. The one on one will also assist the performer/s to understand their contribution to
the business plan
The one-on-one sessions have been delayed for purposes of first sharing the PDM with organised
labour
Promoter to provide the performer a hard copy of the contract at the one on one session.
The contracts and measure guides have been made available to organised labour also
Performers will only be assessed on the revised targets from the first of September. The assessment
will accordingly be pro-rata on the old and new contracts. The measures are monthly hence the
necessity to commence at the beginning of a new month. For ease of measurement it has been
decided to affect the contract from Q3. Half year assessments will accordingly be based on the old
contract
1
4
PDMS contract should be available to
workers prior to contracting for perusal.
Hard copy to be made available at the one on one session and promoters can provide a copy of the
contract when scheduling the meeting with the performer.
5
Barriers
6
ADVANTEX as a majoring tool is not
applicable in all environments e.g urban and
rural (DAS & CABLES).
7
BCRIM created some discrepancies in DAS
yet the job description is the same.
8
9
Re-dispatches do not count.
Testing portal is not accurate and no formal
training on the interpretation of the test
results.
10
Today’s work should not be part of OP1’s
contract as they don’t have control of it.
11
Un-manned exchanges are a challenge when
chasing production.
If barriers exist it must be discussed at the planning session and inserted in the plan. Promoters must
address barriers to enable the performer to perform optimally. Aspects of natural disasters to be
addressed in terms of the PDMS Policy
ADVANTEX is fully rolled out in DAS (Rural and Urban): Only actions managed off ADVANTEX is (1)
Special Projects (2) Building Cabling and LAN.
Advantex is fully rolled out in the Commodity and Cables Environments. Maintenance request are
also dispatched via Advantex.
Only performers who have BCRIM training will be dispatched on CISCO related faults/functions All
JDs are classified as OP1. Only difference in functions is on job match. The BCRIM techs have a skill
on ADVANTEX as an indicator
The target takes into account Re- dispatches and handovers.
The performer is expected to meet the performance target of 85% and not 100%. In cases where we
have concerns that impact on the performers ability to comply to the NFS Portal testing this needs to
be recorded in the one on one discussion – verbatim documentation to be kept. Should there be a
need to be trained then it must be built into the PDP.
In cases where there is concern with the system this needs to be reported to the M6 in order that he
logs a report with IT – record should be kept of this information
DAS do not use the “Test Portal” for ADSL installs. All our faults and orders have “Approval to clear”
and only the various test centres can test and close a DAS faults after the tech request a test and
customer feedback.
Today’s work Today is based on the same concept as the previous year’s measure with the
underlying principle of good jobs in 5(day) or 8(hours)
Refer to the measurement in the PDM 2012/13 guideline document which was shared with
Organised labour.
Employees have worked in unmanned exchanges last year and before that. The calculation of
production has not been changed from last year to this year.
12
Lack of product knowledge is created by CFL
for not giving an intensified training.
The product knowledge measure will be based on product briefing penetration and subsequent
knowledge reviews. There will be one product briefing per quarter. This is a team measure as
employees are encouraged to help each other. The objective is for employees to have better
2
13
Training
14
On DCC 29, FDC11/A work done by a
technician should be recognised e.g. after
the cable jointer has fixed the cable and the
line is testing fine task/s must be given to a
technician that handed the fault to cables. It
is part of the technician duties that before
the fault is handed over all other points are
thoroughly tested.
knowledge of Telkom products to assist customers. Current MI customer feedback is that our techs
lack product knowledge. Employees will have more than one attempt at the knowledge reviews.
The performer and the promoter will discuss the training needs at the one on one session. The
development plan is an integral part of PDM. Priority will be given to training provided for in NFS’
training plan i.e. ADSL and fundamentals of electricity. The development of PS techs are also included
in the training plan as well as the cross training in the DAS environment
What is important to note is that training will only be relevant to job performance.
The production target takes into account re-dispatches / hand-overs.
This has not been changed from last year to this year.
DCC29P and 09P are new. Staff has been briefed. Full credit is awarded for POTS pre-fitting.
15
The testing software is problematic as in
most instances it does not function and it is
also inconsistent from one exchange to the
other before any commitment by the
workers on this contract, this should be first
sorted out.
Refer paragraph 9 above
16
Task should be allocated as per the
complexity of the technology a technician is
working on e.g. task on the ADSL fault
should not be equal to a single line fault
There should be a Fitting Office average and
a Faults Office average this would be more
reasonable.
Productivity target as an example if it was
4.8 with an 5% increase to 5.04 per day will
not be achievable
Productivity calculation has not been amended from last year to this year. Last year’s status quo
remains.
17
18
If a tech is tasked with either exclusively, the targets of 3 and 5 apply. This has always been the case.
The DAS production is calculated on a sliding scale; The tech on the higher performance base line will
have a lower % improvement than the tech with lower base line. This sliding scale is designed to
enable DAS national to achieve the 5% improvement. The idea is to manage the underperformers
3
19
20
21
22
If Quality is a strong driver (and we do
support this as members) more time is
needed to do the work so fewer orders
would be done.
Dispatch from Home was canned and
Technicians spend less time on orders and at
Clients.
Due to the Packages VSP’s VERP’s
Technicians works in a bigger area more
travelling.
Advantex is problematic in assigning correct
times and tasks on orders, especially in DAS
and is currently discussed in Stakeholder
Forum meetings in DAS.
and keep the high performing tech’s motivated
In CS productivity target of 5.3 equals 100% to target performance. Therefore if you apply the range
of 95% - 106% then the technician needs to achieve a range of 5 – 5.6 to get a Met on this output.
All outputs carry equal weighting and the national policy HR 0022.2 point 6 – Assessment scale will
apply.
This situation cannot be used to justify the non performance of performers targets are set factoring
all of the variables into consideration.
DFH was motivated by the principle that even higher productivity should be achieved.
Targets are set for an ops manager and his team based on the availability of techs and not on the
workload.
The DAS production is not linked to the ADVANTEX order. All DAS weight is linked to the ”Job Code”
23
Suggestion that 3.5 to 4 orders per day
would be reasonable
DAS Terminology differentiate on “Weighted” production and not on “orders” due to the type of (
some can take 1 to 5 days or longer)
24
Team Index which makes out 33% of the
contract and 80% of the weighting is
measured against the whole team; we
understand this is to set focus on the KPI
measurement.
25
Members feel strongly that we do not want
to be measured against other Technicians
and the way they work, this is against PDMS
understanding of a Personal contract this
The objective of the contract is to achieve improved customer service delivery and to set a
framework to instil CHART values in what we do. The team measures aim to facilitate team synergy
and facilitate better management by the operations manager and the manager through joint
accountability. The ability of the team is such that excellent customer service can be provided. This
will only be possible if each team member contributes to his/her full potential. Top performers need
to share their knowledge and management needs to address under performance. Only through joint
accountability team members will hold each other accountable for their contribution.
We need to strike a balance between quality and productivity.
Even though the contract is between the performer and his/her promoter the targets set there in are
in support of the business plan and the values of the Company
Also refer par 24 above.
Team measures are in accordance with the PDM policy.
4
should also be Personal.
26
27
28
29
We cannot be held responsible for one
another in closing Refs at Divert Control
Difference on sliding scales between Urban
and rural are so small it does not make
sense?
In the past the gap was larger between
urban and rural, thus being more
achievable for each area.
Difference now is 0.09, last year it was 0.50.
One job at a time will cause missed
appointments, especially with MW BVS
orders. As the early or late start will not be
met!
Last year targets were, 3.47 for urban and
3.92 for urban/rural.
Some managed to get to between 4.00 and
4.40. Now more is expected from them.
M6 - Vehicle Management 90%
30
M6 Project Management 25% how does this
affect the 25%
31
Sliding scales not brought into all
measurements of M6 contract
These must be in place for each output and
explained on how measurements for each
In cases where the technician’s ability to deliver is as a result of external barriers then he simply
needs to record this during his One on one session and this needs to be understood ito impact to
deliver.
Dynamic dispatching has been introduced by the FAMC last year already. This year’s PDM contract
does not change anything in this regard. In principle the intervention is motivated by the fact that
technical officers do not comply with Advantex process (en route, on site) to enable accurate
progress tracking and time allocation. Refer par. 22 above
Targets must be stretched (improvement on baseline) but realistic and attainable
At present and as measure over a 6 month period it has been proven that we have between 10%20% of vehicles standing “un used” on a national level. This ratio needs to be managed in conjunction
with SALT.
The whole vehicle ratio issue is based on the SALT FACTOR – Therefore proper leave management
needs to be driven and in place which is the responsibility of the promoter
The outputs on the DAS contract will only be applicable to the ops managers who will be assigned
specific project(s). The project requirements and outputs is detailed in the “M6 PEP Guideline
Document” in the event that the ops manager has not been assigned a specific project the weight
will revert back to 0%
The PDM policy is strictly applied
5
output will be weighted for scores ranging
from 1, 2, 3, 4 and 5.
32
No more intervention with Dispatching of
jobs, as tech should only see one job at a
time.
Refer par 27 above
33
Ops managers are expected to constantly
contact dispatch centre to assign work to
techs.
Production being moved from 4.5 to 5.3
Being measured on the team overall, if Ops
Managers don't do their work the others
that do work will be affected negatively
This is a management issue and not related to this year’s PDM contract only. The same challenges
were faced last year
The terms etc. in the Briefing document for
network field services is not easily
understandable and the Ops Man. cannot
explain the meanings fully as they also aren't
informed properly.
The briefing document lists the task team members for the various service organisations who may be
contacted for further clarity.
Every promoter is also a performer and should accordingly ensure that s/he first understands his/her
worn own contract, roles & responsibilities. Since most of the measures roll up to management level
understanding should be top down
34
35
36
Refer to par 18 and 23 above
Refer par 24 above
Performers should raise the concern with the responsible manager and if nothing is done follow due
process as provided for in the collective agreement
6