Performance Measurement System Of Telekom Malaysia

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Telekom Malaysia

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Performance Measurement System Of Telekom Malaysia

  1. 1. Presented by: Ibrahim Rasheed Husen Amr
  2. 2. <ul><li>Incorporated in 1946 </li></ul><ul><li>Public offering in 1987 </li></ul><ul><li>One of the leading telecommunication company in Asia </li></ul><ul><li>Has a staff Strength of 23,000 </li></ul><ul><li>Divided into two entities: </li></ul><ul><ul><ul><li>Fixed Co- domestic, fixed line, broad band etc </li></ul></ul></ul><ul><ul><ul><li>Region Co-international- international operations </li></ul></ul></ul>
  3. 3. <ul><li>Vision </li></ul><ul><li>To be the Communications Company of choice - focused on delivering Exceptional Value to our customers and other stakeholders </li></ul><ul><li>Mission </li></ul><ul><li>Be the recognized leader in all markets </li></ul><ul><li>Be a customer-focused organization that provides one-stop total solution. </li></ul><ul><li>Build enduring relationships based on trust with our customers and partners. </li></ul><ul><li>Generate shareholder value by seizing opportunities in Asia Pacific and other selected regional markets. </li></ul><ul><li>Be the employer of choice that inspires performance excellence. </li></ul>
  4. 4. <ul><li>General Managers and above 180 </li></ul><ul><li>Managers up to assistant managers 1500 </li></ul><ul><li>Fresh executives to assistant managers 3320 </li></ul><ul><li>The rest are non executive employees about 18,000 </li></ul>
  5. 5. <ul><li>Staff - supposed to take responsibility to do their level best to achieve the objectives </li></ul><ul><li>Reporting Manager – set the targets ,clarify, coaching, feedback, staff development and improvement </li></ul><ul><li>Reviewing Manager- Validate, approve the targets, review the KPI targets and competencies </li></ul>
  6. 10. <ul><li>MAPS2 </li></ul><ul><li>360 Degree Review </li></ul><ul><li>Moderation Exercise </li></ul>
  7. 11. MAPS SYSTEM
  8. 13. COMPLETE YOUR PERSONAL INFORMATION
  9. 14. DIV/OPCOS STRATEGY MAPS IS FOR VIEWING ONLY
  10. 15. SELECT STRATEGIC OBJECTIVE FROM DIV/OPCOS SCORECARD SAVE CHANGES
  11. 16. CREATE PERSONAL SCORECARD
  12. 17. INPUT TARGET, SELECT WEIGHT AND TABLE RATING
  13. 18. REVISED KPI AND TARGET
  14. 20. <ul><li>The element of behavioral competencies is also taken into account in determining overall performance of the employee </li></ul><ul><ul><li>Get feedback from subordinates </li></ul></ul><ul><ul><li>Feedback from supervisors </li></ul></ul><ul><ul><li>Feedback from customer </li></ul></ul>
  15. 22. <ul><li>Moderation committee approved by BOD </li></ul><ul><li>Does not need to justify the distribution </li></ul><ul><li>Moderated ratings submitted to HR Department are considered final and no appeals for changes are entertained </li></ul>
  16. 23. <ul><li>Best Employee of the year- an over seas trip and RM 1000 is given to the best employee of the year. </li></ul><ul><li>Scholarships are given funding to go for further studies. Even their children’s are granted scholarships. </li></ul><ul><li>CEO merit award- the employee who gives special contribution to the company is given special awards. Once selected the employee will get two months bonus. </li></ul><ul><li>Share options is given to executives thereby shares are sold to the executives below the market price. </li></ul>
  17. 24. <ul><li>The corporate balance score card is cascaded down to all the levels of Telecom Malaysia. </li></ul><ul><li>The feed back given to the staff from the superior will help the staff to take the corrective action before it is too late to achieve the targets </li></ul><ul><li>All the objectives and goals in the divisional and individual balance scorecard seem to be well linked and attainable </li></ul><ul><li>Moderation process is carried out by a committee appointed by the board of directors </li></ul>
  18. 25. <ul><li>Rewards are not very attractive </li></ul><ul><li>The way in which moderation exercise is carried out might de motivate the employees. </li></ul><ul><li>Non Executive employees do not gain any rewards which are given to executive employees </li></ul>
  19. 26. <ul><li>Should give reward and recognition for non- executives </li></ul><ul><li>Employees should have rights to appeal on the final decision taken by </li></ul><ul><li>the moderation committee </li></ul><ul><li>They need to give long term incentives and rewards </li></ul><ul><li>Team based merit rewards should be given </li></ul>
  20. 27. <ul><li>Overall the performance measurement system seems to be well developed </li></ul><ul><li>But needs to cover the entire staff in their reward system </li></ul>

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