Scorecard for Measuring the Performance of Telecom Operators Madhu Arora GM Corporate Restructuring 0 Performance Management

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Scorecard for Measuring the Performance of Telecom Operators Madhu Arora GM Corporate Restructuring 0 Performance Management Powered By Docstoc
					       Madhu Arora,
GM (Corporate Restructuring)




                               0
Performance Management System




         A robust and effective performance
         management system is an important
         HR tool to measure and incentivize
         desired behavior




                                              1
Performance Management System in BSNL




   Given BSNL's size and
   complexity, a step-wise approach
   adopted to introduce PMS in
   BSNL
                                                      Field level PMS            Individual PMS
                          Comprehensive group      (FPMS) to cover field
                            based approach to                                  (IPMS) for officers
        PMS               cover all employees in
                           Group PMS (GPMS)
                                                   staff involved in sales,
                                                    CSCs, exchanges
                                                                              (DGM level & above)
                                                                                 to be gradually
                                                   and mobile operations           introduced




                                                                                                     2
Group Performance Management System (GPMS)

  Covers all BSNL employees in 19 group types

 Each Territorial Circle, non-Territorial Circle, SSA is a
 Group

  Key Performance Indicator(KPI) based score cards
 designed for objective and transparent assessment of
 performance

  Group score cards have been finalized with targets
 assigned for all groups for this year

 GPMS is aimed at rewarding everyone in the group based
 on overall Group’s performance

  GPMS score to form the basis of PRP, other financial
 incentives

                                                              3
As part of GPMS design, all BSNL employees have been
structured along 19 groups
                                                               Number of    Number of
  Category of groups                 Group Type               group types    groups

                          1. Consumer Fixed Access                 1            1
                          2. Consumer Mobility                     1            1
                          3. Enterprise                            1            1
                          4. New businesses                        1            1
    Corporate office
                          5. Corporate Affairs                     1            1
                          6. HR (Incl. Legal and Vigilance)        1            1
                          7. Finance                               1            1
                          Sub-total                                7            7
                          Territorial Circle                       1           26
    Territorial circles
                          Sub-total                                1           26
                          1. Project Circle                        1            5
                          2. Maintenance Region                    1            4
                          3. Inspections (earlier T&D)             1            1
                          4. QA                                    1            1
                          5. Telecom Stores                        1            1
     Non Territorial      6. Telecom Factory                       1            3
        Circles
                          7. ITPC                                  1            1
                          8. NCES                                  1            1
                          9. Data N/W                              1            1
                          10. Training Circle                      1            3
                          Sub-total                               10           21
           SSA            SSAs                                     1           330
                          Total                                   19           384
                                                                                        4
                                                                                         Organisation redesign
Metrics for appraisal and scoring are drawn from various
dimensions to give a fair appraisal

          Key performance indicators
1                                                              The appropriate mix of KPIs will
                    Financial                                   depend on the role and on the
What impact can this person have, in terms of                  importance of each perspective
            financial measures?

                                                               Objective     Measure        Target       Weighting
2              Customer / Market
      How can this person maximize customer                        1
                   satisfaction?                                   2

                                                                   3
3           Operations / Processes                 Weighting       4
    What are the operations / processes relevant   and mix
    to this person that most drive performance?                    5

                                                                   6
4                                                                             There should be no more than 5–7
            Employee development
      What can this person do to most actively                              objectives in total; more could result in
       facilitate the development of others?                                 lack of focus, potentially undesirable
                                                                             trade-offs, and reduced performance




                                                                                                                  5
KPIs Design Parameters



 •   Source of Inputs      Criteria for KPIs                 GPMS SCORE
                               definition                       Card
     MOU Between DOT
     and BSNL for year
          2010-11
                                                             Weighting Factors
       JD and KRAs
     defined as part of                                         Definition&
        organization                                             Formulas
          Design.
      Interaction with                                           Source of
                                                    Target
     individual Groups                                          information
                          Strategic    Measurable   Can be
                                                     set
                                                               Target setting
       Previous BBS                                             mechanism
        parameters




                                                                                 6
 SAMPLE GPMS SCORE CARDS


 Score Cards for Corporate Office Units



 Circles



 SSAs




                                           7
                                                                                                                                                Consumer Fixed Access

     Group Performance Management System (GPMS) score-card
     Consumer Fixed Access

                            Key Performance Indicators                                                                        Targets and Scores

                                                                                   Weighting Annual                                             Targets      Marks        Weighted
                      Key Performance Indicators (KPI)                              factor   Target                Performance levels1         achieved     achieved       score
                                                                                                              Good      V.Good     Excellent
Financial
1.    CFA Revenue - Basic (LL, PCO, VAS, etc.) (Rs. Cr.)                               20%         8518    5110.80     6814.40      8518         xxx           xxx            xxx
2.    CFA Revenue - Broadband (including VAS, IPTV) (Rs. Cr.)                          20%         4084    2450.40     3267.20      4084
Customer/Market
3.    Net adds (by number of subscribers) - Basic (in 000's)                            5%        -1500       -2160       -1830    -1500
4.    Net adds (by number of subscribers) - Broadband (in 000's)                      7.5%         3500        2100        2800     3500
5.    Customer satisfaction level (including QoS) (Scale of 1 to 5)                   7.5%             5           3           4        5
Operations
6.    Net adds in Tax capacity (in KC)                                                2.5%         1200         720         960     1200
7.    CDR implementation (No. of SSAs)                                                  5%          305         270         290       305
8.    CCR rate for Landline –local                                                    2.5%        66.10       58.00           63    66.10
9.    CCR rate for Landline – STD                                                     2.5%           51          45           49       51
10. Fault rate (LL)                                                                   2.5%           5.3           7           6      5.3
11. Fault rate (BB)                                                                   2.5%             5           6         5.4        5
12. % of faults cleared by next working day (LL)                                      2.5%           90          85           88       90
13. % of faults cleared by next working day ( Broadband)                              2.5%           90          83           87       90
14. % of new services (LL) provisioned within the norm (7 days)                       2.5%           97          90           94       97
15. % of new services (BB) provisioned within the norm (7
      days)(Subject to technical pheasibility)                                          5%          100          90           96      100
Overall performance
16. Overall performance (on scale of 1 to 5 - to be assessed by CMD)                   10%             5           3           4        5
Total                                                                                  10%
 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and
 Excellent would be linearly scaled
 Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available                                           8
                                                                                                                                                       Consumer Mobility

 Group Performance Management System (GPMS) scorecard
 Consumer Mobility

                           Key Performance Indicators                                                                        Targets and Scores
                                                                                Weighting      Annual                                          Targets       Marks Weighted
                   Key Performance Indicators (KPI)                              factor        Target            Performance levels1          achieved      achieved score

                                                                                                             Good       V.Good    Excellent
Financial
1. Revenue GSM (Rs Cr)                                                 20%                       16964      10178.4 13571.2        16964        xxx            xxx            xxx
2. Revenue GSM (VAS)(Rs Cr)                                            10%                        3200         1920    2560         3200
3. Revenue EVDO (Rs Cr)                                               2.5%                         148          88.8  118.4          148
4. Revenue WLL (Rs Cr)                                                2.5%                        1130          678     904         1130
5. Revenue Wi- Max (Rs Cr)                                              5%                         395        237.6   316.8          395
Customer/Market
6. Net adds (by number of subscribers) (GSM - 2G) (in 000's)            5%                       17000        10200      13600     17000
7. Net adds (by number of subscribers) (GSM - 3G) (in 000's)            3%                        3000         1800        2400     3000
8. Net adds (by number of subscribers) (Data Card-3G) (in 000's)        2%                         200           120        160      200
9. Net adds (by number of subscribers) (CDMA) (in 000's)                2%                        1500           900       1200     1500
10 Net adds (by number of subscribers) (Data Card - EVDO) (in           2%                         157          94.2      125.6      157
    000's)
11. Wi-MAX Net adds (By nimbers ) (in 000’s)                            1%                        1035           621        828      1035
12. Customer satisfaction level (including QoS) (Scale of 1 to 5)       5%                           5             3          4         5
13. % of call centre complaints resolved within 24 hours                5%                          70            63         67        70
Operations
14. Call drop rate (%)                                                  5%                          2%          2.5%   2.2%           2%
15. BTS availability (%)                                                5%                         98%           96%    97%          98%
16. Blocked call rate - TCH congestion (%)                              5%                          2%          2.5%   2.2%           2%
17. Call handover success rate (%)                                      5%                         95%           94% 94.50%          95%
18. Call set-up success rate (%)                                        5%                         96%           94%    95%          96%
Overall performance
19. Overall performance (on scale of 1 to 5 - to be assessed by CMD) 10%                              5             3         4          5
Total                                                                100%
 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and
 Excellent would be linearly scaled
 Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available                                           9
                                                                                                                                                                         Enterprise

 Group Performance Management System (GPMS) scorecard
 Enterprise

                            Key Performance Indicators                                                                             Targets and Scores

                                                                                   Weighting       Annual                                          Targets       Marks Weighted
                    Key Performance Indicators (KPI)                                factor         Target           Performance levels1           achieved      achieved score

                                                                                                                 Good      V.Good Excellent
Financial
1. Revenue from leased circuits and managed services (Rs. Cr.)                           40%2         1950      1463      1716         1950          xxx           xxx            xxx
2. Wholesale revenue from other carriers and service providers, i.e.                        -                      -         -
   bulk deals (e.g. ILD, NLD) (Rs. Cr)
3. Revenue from enterprise customers from all other voice and data                            -                      -         -
   offerings (e.g. PRI, mobile CUG, EPABX, leased internet, bulk
   broadband, data cards) (Rs. Cr.)
Customer/Market
4. Number of new Platinum accounts penetrated (minimum business                            5%            72        56        64          72
   of Rs 40 lakhs per account p.a.)
5. Number of new Gold accounts penetrated (minimum business of                             5%           230      157        187         230
   Rs 10 lakhs per account p.a.)
6. Customer satisfaction level (including QoS) (Scale of 1 to 5)                          10%              5        3          4           5
Operations
7. Average time taken to provision leased circuits (days)                                  5%           30        60      45             30
8. MPLS Network uptime (including edge routers) (%)                                        5%        100%       99%  99.50%           100%
9. Average restoration time for OFC and systems by regions (hours)                         5%            8        12      10              8
10.% ILD bandwidth commissioned vis-à-vis planned                                          5%        100%       60%     80%           100%
11.% OFC route km commissioned vis-à-vis planned                                           5%         95%       70%     80%            95%
12.% OFC system km commissioned vis-à-vis planned                                          5%         98%       75%     85%            98%
Overall performance
13.Overall performance (on scale of 1 to 5 - to be assessed by CMD)                      10%               5        3          4           5
Total                                                                                   100%
 1.Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and
 Excellent would be linearly scaled 2. The performance of Financial KPI no. 2 & 3 cannot be measured at present, hence no targets are being given for them and weightage of KPI 1 has
 been increased to 40%
 Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available
 Note: SLA related metric to be introduced in Operations once SLAs are established and enforced as standard practice, and when SLA violations are tracked in MIS                      10
                                                                                                                                                              New Businesses

  Group Performance Management System (GPMS) scorecard
  New Businesses

                             Key Performance Indicators                                                                         Targets and Scores

                                                                                                    Annual                                          Targets      Marks        Weighted
                                                                                     Weighting
                                                                                                    Target          Performance levels1            achieved     achieved       score
                     Key Performance Indicators (KPI)                                 factor
                                                                                                                  Good     V.Good      Excellent

Infrastructure
1. Infrastructure business revenue and savings (Rs. Cr.)                                 10%          250        150         200         250         xxx           xxx            xxx
2. Number of towers shared with other operators                                          20%        11000       6600        8800       11000
3. Timely commissioning of USO towers (%actual vs. planned)                               5%        100%        60%         80%        100%
International Business
4. Total transaction value (revenue) from international business deals                   10%                         3          4
                                                                                                          5                                 5
     (minimum value of each business deal Rs. 1 Cr.)
5. Number of international business proposals taken to offer or                                                      3          4
                                                                                           5%             5                                 5
     negotiation stage
Civil Electrical Architecture USO
6. Business earned from External Works during the course of year (Rs.                    7.5%                                 480
     Cr.)                                                                                              600        360                     600
                                                                                                        75                     60          75
7. Electricity bill saving during the course of the year (in Rs Cr.)                       5%                      45
8. Effective management of Architectural Services for BSNL-HQ,                                                                  4
     Territorial Circles, Telecom Factories & Training Centres (incl. building             5%             5          3                      5
     design, interior design, design standardization, cost reduction, new
     technologies, energy conservation, etc.) (on scale of 1 to 5 – to be
     assessed by Circle Heads and BU heads)
9. Timely roll-out of USO towers (%actual vs. planned)                                     5%        100%        60%         80%       100%
Telegraph Services
10 Rationalization / closure and modernization (e.g. conversion to CSCs)                                  5                     4           5
     of Telegraph infrastructure and systems (esp. low traffic or loss                     5%                        3
     making units), and redeployment of manpower for gainful utilization
     (on scale of 1 to 5 – to be assessed by BU Heads and Territorial Circle
     Heads)
Telecom Factory (HO)
11. Timely and effective management of Telecom Factory related afGoods                   10%                         3
                                                                                                          5                     4           5
     (allocation of items to circles, planning and coordination of production,
     etc.) (on scale of 1 to 5 – to be assessed by Territorial circle Heads,
     Project circle heads, Maintenance region heads and BU heads)
Overall performance                                                                      10%
12. Overall performance (on scale of 1 to 5 - to be assessed by CMD)                    100%              5          3          4           5
Total
 1.   Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and Excellent
      would be linearly scaled Note: Financial parameters of budget adherence on capex and opex and EBITDA to be added when BU level financial statements are available. Additional revenue
      KPIs to be added when applicable.
 * Figure modified as per 100 days target, (for GPMS)                                                                                                                                11
                                                                                                                                                          Corporate AfGoods

  Group Performance Management System (GPMS) scorecard
  Corporate Affairs

                            Key Performance Indicators                                                                        Targets and Scores
                                                                                    Weighting                                                        Targets    Marks      Weighted
                     Key Performance Indicators (KPI)                                factor         Target         Performance levels1              achieved   achieved     score
                                                                                                                 Good      V.Good       Excellent

Corporate IT
1. % of ERP modules for which blueprint document preparation completed                  15%         100%           60%          80%          100% xxx            xxx           xxx
    (target is to complete for 10 modules by March 31st, 2010)
2. Availability of critical IT systems at the Corporate Office, e.g. LAN, WAN,            5%        100%           80%          90%          100%
    corporate email etc. (%)
Planning & Monitoring
3. % of reports and MIS completed or published in time                                    5%      In time    Delay 2 Wk Delay 1 Wk         In time
4. Number of EoIs floated based on planning for forward looking                           5%            2              1            1            2
    communication technologies (actual vs. planned)
Coordination
5. Timely monitoring or review of performance against business plan and                   5%         90%           80%          85%           90%
    publishing of reports and MIS (actual vs. planned)
6. % of Right to Information requests and Public Grievances cases cleared                 5%         90%           80%          85%           90%
    or answered within the prescribed time frame as per the norms
Materials Management
7. Number of tenders finalized vis-à-vis total number of tenders planned +                5%         90%           50%          70%           90%
    requisitioned (%)
8. % of tenders finalized within the standard time (120 days between                      5%         70%           40%          50%           70%
    requisition from BU and tender finalization for single stage bid and 180
    days for two stage bid)
9. Inspection and followup of Nodes (Exchange Nodes, Broadband Nodes,                   10%         5000           3000        4000          5000
    GSM BTS, WLL BTS)
Regulation
10. Timely and effective monitoring of compliance with TRAI regulations in                5%            5              3            4               5
    all BSNL processes incl. tariff, license fees, spectrum etc. (on scale of 1
    to 5 – to be assessed by Territorial Circle Heads)
11. Timely signing of interconnect agreements with other operators                      10%          50%           30%          40%           50%
    including review and amendment thereof (within 30 days)
Marketing
12. Number of marketing campaigns executed vis-à-vis requisitioned (%)                    5%         80%           60%          70%           80%
13. Quality of marketing initiatives (brand strength, customer awareness of
    BSNL offerings, satisfaction levels etc.) (on scale of 1 to 5)                      10%             5              3            4               5
Overall performance
14. Overall performance (on scale of 1 to 5 - to be assessed by CMD)                    10%             5              3            4               5
Total                                                                                  100%

  1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and
  Excellent would be linearly scaled                                                                                                                                             12
                                                                                                                                                        Human Resources

 Group Performance Management System (GPMS) scorecard
 Human Resources

                           Key Performance Indicators                                                                        Targets and Scores
                                                                                   Weighting                                                        Targets  Marks   Weighted
                    Key Performance Indicators (KPI)                                factor         Target          Performance levels1             achieved achieved  score
                                                                                                                Good        V.Good     Excellent
Manpower planning and Recruitment
1. Effectiveness of manpower planning for executives (incl. equalization                                                                              xxx         xxx         xxx
     or balancing of manpower amongst circles, excluding tenure circles)       5%                       10%          30%        20%           10%
2. Number of executives (DGMs, MTs, JTOs) recruited during the course
                                                                               5%                       80%          60%        70%           80%
     of the year vis-à-vis planned (%) (actual vs. planned)
Promotion
3. Number of personnel promoted during the course of the year vis-à-vis       10%                       80%          60%        70%           80%
     planned (%) (actual vs. planned)
Transfers
4. Timely compliance of transfers and postings orders for executives (%       10%                       90%          70%        80%           90%
     of transfer and posting orders executed within 45 days from date of
     issue)
Timely completion of ACRs
5. % of ACRs for corporate office completed by the required date              10%                      100%          80%        90%           100%
Training
6. Total number of persons trained as a percentage of total number of         15%                       25%          21%        23%           25%
     people in the organization (yearly MoU target)
7. % of courses conducted having quality rating more than 85% by the           5%                       75%          55%        65%           75%
     trainees
GPMS
8. Timely creation of Corporate Office , Circle office and SSA GPMS
                                                                             2.5%                 30-Jun-10     >30 Days >15 days             30-Jun-10
     Scorecard for 2010-11.
9. Timely mid term evaluation of BSNL CO and Circle GPMS Scorecard for 2.5%                       15-Nov-10     >30 Days >15 days             15-Nov-10
     year 2010-11
FPMS
10. Timely finalisation of FPMS Scheme along with all cards                  2.5%                 20-Apr-10     >30 Days >15 days             20-Apr-10
11. Implementation of FPMS scheme in all Circles.                            2.5%                     100%           90%     95%              100%
Staff Relation
12. Quality of Staff relations - % of mandays out of total mandays lost due                              1%           3%         2%           1%
     to union disputes                                                        10%
Establishment
13.. % of Court cases processed                                                5%                      100%          80%        90%           100%
14. % of National Council decisions followed up as per agreed terms            5%                       90%          70%        80%           90%
Overall performance
15. Overall performance (on scale of 1 to 5 - to be assessed by CMD)          10%                           5           3          4          5
Total                                                                       100%
 1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and     13
                                                                                                                                                                         Finance

   Group Performance Management System (GPMS) scorecard
   Finance
                         Key Performance Indicators                                                                         Targets and Scores
                                                                                Weight-
                                                                                  ing                                                                   Targets  Marks Weighted
                   Key Performance Indicators (KPI)                             factor              Target                 Performance levels1         achieved achieved score
                                                                                                                        Good       V.Good Excellent
Budgeting and Financial control
1. Timely monitoring and communication to circles (e.g. quarterly)                 5% 15 days from finalisation of      30 days 21 days         15 days xxx            xxx       xxx
    regarding adherence on capex and opex budget (actual vs. planned)                 Quarterly Accounts
2. Timely creation, communication and review of financial plan and                 5% RE compilation by 15th            15 days     7 days Within time
    budget for BSNL across all circles (actual vs. planned)                           October, BE by 28th Feb
Corporate Accounts
3. Timely closing of annual and quarterly accounts for BSNL and                   10% Adoption of annual accts by       15 days     7 days Within time
    conducting external audit (actual vs. planned)                                    Board by 30th June
    Investments
4. ROI of BSNL's funds management activities (banking, treasury etc)              10% Avg ROI for the year-4.5%              1%        4%         4.50%
Taxation
5. Timely filing of statutory and regulatory returns (% actual vs. planned)       10% Filing IT Ret. by 30thSep         30 days 15 days      within time
6. Effectiveness and efficiency of settlement of tax related legal cases              Submit cases to COD in 45         15 days 7 days       within time
    against BSNL (at COD level) (actual vs. target)                                5% days from rec. from Circles
Revenue Assurance
7. Planning and implementation of Revenue assurance policy, process                                                            3         4             5
    and guidelines (on scale of 1 to 5 – to be assessed by BU Heads)              10% 5
Transfer Pricing
8. Effectiveness of Transfer Pricing policies and guidelines incl cost,                                                        3         4             5
    pricing and taxation issues, based on proposals of transfer pricing           10% 5
    from respective BUs for various services (on scale of 1 to 5 – to be
    assessed by BU Heads)
Procurement Finance
9. Ratio of number of cases in which financial evaluation or financial            10% less than 5 %                         15%       10%             5%
    appraisal / advice not accepted by approving authority to total
    number of cases for which appraisal / evaluation is carried out (%)
Internal Audit
10. % of Circles, SSAs, non-territorial circles and units of Corporate            10% 100%                                  75%       90%          100%
    Office for which internal audit (both proprietary and regulatory)
    conducted (actual vs. planned)
Finance Personnel
11. Effectiveness of managing HR related issues for Finance cadre (incl.
    training, promotions, manpower planning etc.) (on scale of 1 to 5 - to         5% 5                                        3         4             5
    be assessed by Finance Heads at Territorial Circles)
Overall performance
12. Overall performance (on scale of 1 to 5 – to be assessed by CMD)              10% 5                                        3         4             5
Total                                                                            100%
   1. Marks for Good rating = 60, Very good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very good and between Very good and
   Excellent would be linearly scaled                                                                                                                                           14
     Group Performance Management System (GPMS) scorecard
     Territorial Circle
                                                                                                                                                                             Target
           Group level                                                                                                     Weig                                                      Marks Weighte
 Group                 S. No.    Dimension                                        KPI                                            Target       Performance Levels1           Achieve
           weightage                                                                                                       htage                                                    Achieved d Score
                                                                                                                                                                               d

                                                                                                                                             Good    V.Good Excellent
                         1      Financial    CFA Revenue - Basic (LL, PCO, VAS, etc.) (Rs. Cr.)                            20%     692.48     415.49  553.98  692.48
                         2      Financial    CFA Revenue - Broadband (including VAS, IPTV) (Rs. Cr.)                       20%     393.00     235.80  314.40  393.00

                                Customer /   Net adds - (by number of subscribers) Basic (in 000's)                                -118.67   -170.88   -144.78   -118.67
                         3                                                                                                  5%
                                Market
                                Customer /   Net adds - (by number of subscribers) Broadband (in 000's)                               350       210       280        350
                         4                                                                                                 7.5%
                                Market
                                Customer /   Customer satisfaction level (including QoS) (Scale of 1 to 5)                              5         3         4          5
                         5                                                                                                 7.5%
                                Market
                          6     Operations   Net adds in tax capacity(in KC)                                                2.5%      212        127       170        212
Consumer                  7     Operations   CDR Implementation (No. of SSAs)                                               5.0%       21         12        17         21
  Fixed       25%         8     Operations   CCR rate for Landline local                                                    2.5%     69.8       60.0      65.0       69.8
 Access                   9     Operations   CCR rate for Landline STD                                                      2.5%       54         46        51         54
                         10     Operations   Fault rate LL                                                                  2.5%      4.2        7.5       5.5        4.2
                         11     Operations   Fault rate BB                                                                  2.5%      5%         6%      5.4%         5%
                         12     Operations   % of faults cleared by next working day LL                                    2.50%     90%        85%       88%        90%
                         13     Operations   % of faults cleared by next working day BB                                    2.50%    100%        90%       97%       100%
                         14     Operations   % of new services (LL) provisioned within the norm (7 days for LL)            2.50%     99%        90%       95%        99%

                                Operations   % of new services (BB) provisioned within the norm (7 days of BB) [subject             100%        90%       96%       100%
                         15                                                                                                5.00%
                                             to technical feasibility]
                         16     Operations   Overall performance (on scale of 1 to 5 - to be assessed by Director - CFA)   10%          5         3         4          5

                         17     Financial    CM revenue (Rs. Cr.)                                                          40% 1458.83       1312.95   1385.89   1458.83

                                Customer /   CM Net adds - GSM (by number of subscribers) (in 000's)                       13% 2497.00       2247.30   2372.15   2497.00
                         18
                                Market
                                Customer /   CM Net adds - CDMA (by number of subscribers) (in 000's)                       2%         70        63       66.5        70
                         19
                                Market
                                Customer /   CM Net adds - WiMAX (by number of subscribers) (in 000's)                      5%      80.80      48.48     64.64      80.80
Consumer                 20
              30%               Market
Mobility                        Operations   BTS availability (%)                                                          10%       98%        96%       97%        98%
                         21

                         22     Operations   Call drop rate (%)                                                            10%         2%      2.5%      2.2%         2%

                         23     Operations   Blocked call rate - TCH congestion (%)                                        10%         2%      2.5%      2.2%         2%

                         24     Operations   Overall performance (on scale of 1 to 5 - to be assessed by Director - CM)    10%          5         3         4          5
                                                                                                                                                                                           15
      Group Performance Management System (GPMS) scorecard
      Territorial Circle
                            Financial      Enterprise BU revenue (Rs. Cr.)                                                        40%    156.86 117.65 138.04 156.86
                     25
                            Customer /     Number of new Enterprise Gold accounts penetrated                                      20%       20      14     17      20
                     26
                            Market
Enterpri                    Operations     MLLN / MPLS network uptime (%)                                                         15%     98%     96%    97%     98%
           15%       27
   se
                            Operations     Average provisioning time for leased circuits(no. of days)                             15%       30      90     60      30
                     28
                            Operations     Overall performance (on scale of 1 to 5 - to be assessed by Director - Enterprise)     10%         5      3      4       5
                     29
                            Financial      New Businesses revenue (Rs. Cr.)                                                       15%       17     8.5   12.75     17
                     30
                            Financial      Budget adherence on opex (% actual spend vs. budgeted) (on items excluding those       15%    100%     115%   105%    100%
                     31
                                           in schedule P)
                     32     Financial      Operating ratio (%)                                                                    15%     58%     75%    68%     58%

                            Financial      Overall assessment on Finance related issues, including budget adherence, financial    15%         5      3      4       5
                                           planning, accounting, revenue assurance etc. (on scale of 1 to 5 - to be assessed by
 Other     20%       33                    Dir-Finance)

                            Customer /     Customer satisfaction level (including QoS) (Scale of 1 to 5)                          20%         5      3      4       5
                     34     Market

                            Employee    Overall assessment on HR related issues, including training, recruiting, promotion,       20%         5      3      4       5
                     35     development transfers etc. (on scale of 1 to 5 - to be assessed by Dir-HR)


Overall                                    Overall performance (on scale of 1 to 5 - to be assessed by CMD)                       100%        5      3      4       5
                            Overall
perform    10%       36
                            assessment
 ance


1. Marks for Good rating = 60, Very Good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very
Good and between Very Good and Excellent would be linearly scaled
CFA - CO Nodal designate: Mr. Tarun Kumar (GM, BP - CFA)
CM - CO Nodal designate: Mr. B.N. Mishra
 (GM, Product & Pricing)
Enterprise - CO Nodal designate: Mr. S. K. Seth
(GM, Business Planning)
New Businesses - CO Nodal designate: Mr. R. P. Nigam (Sr.GM, TF - NB)
HR - CO Nodal designate: Mr. Neeraj Verma (GM, Training)
Finance - CO Nodal designate: Mr. K. R. Tiwari (GM, Transfer Pricing, Revenue Assurance & Finance Personnel)
Note: i) Assessment by CMD and all directors of the BSNL board will be based on qualitative measures defined for the parameters                                         16
      Group Performance Management System (GPMS) scorecard
      SSA
             Group
                                                                                                                                                                            Target          Weight
              level                                                                                                                     Weighta                                     Marks
 Group              S. No.         Dimension                                              KPI                                                   Target Performance Levels1 Achieve           ed
            weighta                                                                                                                       ge                                       Achieved
                                                                                                                                                                              d             Score
               ge
                                                                                                                                                              Very Excelle
                                                                                                                                                       Good   Good   nt

                      1      Financial           CFA Revenue - Basic (LL, PCO, VAS, etc.) (Rs. Cr.)                                      20%
                      2      Financial           CFA Revenue - Broadband (including VAS, IPTV) (Rs. Cr.)                                 20%
                      3      Customer / Market   Net adds - (by number of subscribers) Basic (in 000's)                                   5%
                      4      Customer / Market   Net adds - (by number of subscribers) Broadband                                         10%
                                                 Productivity of Sales Associates of SSA in number of connections/Active SA per
                      5      Customer / Market                                                                                            5%
                                                 month
                      6      Operations          CCR rate for Landline local                                                             2.5%
Consumer              7      Operations          CCR rate for Landline STD                                                               2.5%
  Fixed      25%
 Access               8      Operations          Fault rate LL                                                                           2.5%
                      9      Operations          Fault rate BB                                                                           2.5%
                      10     Operations          % of faults cleared by next working day LL                                               5%
                      11     Operations          % of faults cleared by next working day BB                                               5%
                      12     Operations          % of new services (LL, BB) provisioned within the norm (7 days for LL, 7days for BB)    10%
                      13     Operations          Timely implementation of CDR project (actual vs. planned)                                5%

                      14     Operations          Overall performance (on scale of 1 to 5 - to be assessed by Circle Head)                 5%

                      15     Financial           CM revenue (Rs. Cr.)                                                                    40%
                      16     Customer / Market   CM Net adds - GSM (by number of subscribers) (in 000's)                                 15%
                      17     Customer / Market   CM Net adds - CDMA (by number of subscribers) (in 000's)                                 5%
                      18     Customer / Market   CM Net adds - Wi-Max (by number of subscribers) (in 000's)                               5%
Consumer                                         % of Non BSNL Retailers converted in to BSNL Retailers vis-à-vis number of
             30%      19     Customer / Market                                                                                            5%
 Mobility                                        retailers serveyed in SSA.
                                                 True reflection of secondary sale of SIMs in sanchar soft ,for SIM selling and
                      20     Customer / Market                                                                                            5%
                                                 recharge selling retailers.
                      21     Operations          BTS availability (%)                                                                    20%
                      22     Operations          Overall performance (on scale of 1 to 5 - to be assessed by Circle Head)                 5%
                                                                                                                                                                                        17
       Group Performance Management System (GPMS) scorecard
       SSA
                        23    Financial          Enterprise BU revenue (Rs. Cr.)                                                           40%
                              Customer /
                        24                       Number of new Enterprise Gold accounts penetrated                                         20%
                              Market
                        25    Operations         MLLN / MPLS network uptime (%)                                                            15%
  Enterprise    15%
                        26    Operations         Average provisioning time (no. of days)                                                   15%

                        27    Operations         Overall performance (on scale of 1 to 5 - to be assessed by Circle Head)                  10%

                        28    Financial          New Businesses revenue (Rs. Cr.)                                                          20%

                                                 Budget adherence on opex (% actual spend vs. budgeted) (on items excluding those in
                        29    Financial                                                                                                    15%
                                                 schedule P)


                                                 Overall assessment on Finance related issues, including budget adherence, financial
                        30    Financial          planning, accounting, revenue assurance etc. (on scale of 1 to 5 - to be assessed by      20%
                                                 Circle Head)
    Other       20%
                              Customer /
                        31                       Customer satisfaction level (including QoS) (Scale of 1 to 5)                             20%
                              Market
                              Performance
                        32                       %Implementation of Field Performance Management system on time                            10%
                              mangement


                              Employee           Overall assessment on HR related issues, including training, recruiting, promotion,
                        33                                                                                                                 15%
                              development        transfers etc. (on scale of 1 to 5 - to be assessed by Circle Head)



   Overall                    Overall
             10%        34                       Overall performance (on scale of 1 to 5 - to be assessed by Circle Head)                  100%
 performance                  assessment



1. Marks for Good rating = 60, Very Good = 80, Excellent = 100. Marks achieved for rating below Good = 0. Achievement between Good and Very Good and between Very Good and Excellent would
be linearly scaled
Note: Targets would be set by nodal designate at circle office under the guidance of respective functional heads and the CGM. The nodal designates at SSAs are required to coordinate with the respective circle
office nodal designates
for any clarifications/further alignment as per the direction of SSA head.
                                                                                                                                                                                                     18
Explanation of target and performance level for a positive
parameter - Revenue

                           Marks achieved for revenue of a group between 0 and 400 Cr.

                                                                                       100 marks        100 marks

                Marks achieved                               80 marks
                100
                                               60 marks
                 80


                 60

                 40
                                 0 marks
                 20


                 0
                      0             50           100            150     200   250         300         350      400

                                                                                                Revenue (Rs. Cr.)
    Illustration of defining performance levels                                Illustration of marks vis-à-vis achievement

       Target                  Performance levels                                   Target Achieved             Marks Achieved

                          60             80            100                                50                              0
                                                                                         100                             60
                                                                                         140                             76
         300              100            150           300
                                                                                         200                           86.7
                                                                                         300                           100
                                                                                         350                           100

                                                                                                                                 19
Explanation of target and performance level for a negative
parameter – Average restoration time
                                    Marks achieved for average restoration time of a group
                                                    between 8 and 16 hrs

                                          100 marks
                Marks achieved                                    80 marks
                100
                                                                                             60 marks
                 80
                          100 marks
                 60

                 40
                                                                                                                   0 marks

                 20

                 0
                      5      6        7     8     9     10   11     12       13   14    15     16        17   18     19      20
                                                                                       Average restoration time (hrs)

    Illustration of defining performance levels                                         Illustration of marks vis-à-vis achievement

       Target                     Performance levels                                      Target Achieved                         Marks Achieved

                             60            80          100                                          20                                     0
                                                                                                    16                                    60
                                                                                                    14                                    70
          8                  16             12          8
                                                                                                    12                                    80
                                                                                                     8                                   100
                                                                                                     6                                   100

                                                                                                                                                   20
                                                                                                                 Organisation redesign
LINKAGES TO PMS


 GPMS is presently proposed to be linked to PRP, PLI
Non – Financial Awards- Trophies, Certificates in FPMS

Important to link PMS to
Transfers
Promotions
Training / Travel opportunities
                              Performance management system can be a key HR tool
                                                             Financial incentives
                                                         • Bonus scheme
                                                         • Variable compensation
                                                         • Other benefits




                                     Career management                                  Non-financial rewards
                                • Promotion policy                                  • Top-performer program
                                • Transfers              Performance Management     • Material rewards / perks
                                                                 System             • Training / travel
                                                                                      opportunities




                                                                 Recognition

                                                         • Feedback
                                                         • Formal recognition in
                                                           company / other forums

                          Source: BCG analysis




                                                                                                                                    21
 Linkage of GPMS to PRP


 DPE Guidelines




 How can PRP be worked out?




                               22
                                                                                                                Organisation redesign


GPMS could potentially be the basis for PRP
Incentive payout pool available will be based on the company's financial performance

                                                  DPE guidelines for PRP (Performance Related Pay)

                                                                      Contributes to
                                                                      60% of payout
                     A                                                    pool

                            Profit before Tax
                                (PBT) for                  X   3%
                              current year
                                                                                          Total payout pool
                                                                                              available
                                                                        +
                                                                                         (cannot exceed 5% of
                     B                                                                     current year PBT)
                            Incremental PBT
                               (Current –                  X 10%
                                Previous)
                                                                        Contributes to
                                                                        40% of payout
                                                                         pool (ceiling
                                                                          2% PBT)




1. Ceiling of 2% of current year PBT
Source: Department of Public Enterprise (DPE) guidelines                                                                           23
                                                                                                                                                                    Organisation redesign



  Individual payout to be based on a combination of factors


                                                                       1                  2                   3                   4                  5                   6
                                                                                       Base                                   Perfor-                                   Pro-
                                                                     PRP               Salary               MoU               mance                Grade               rating               Payout
    PRP calculations                                                 split              (Rs.)              rating1            rating               level               factor                (Rs.)



A PRP from current year profit                                       60%
                                                                                                                                                   PRP                Scaling                 To be
                                                                                                                              Individu          ceiling for            factor              calculated
                                                                                        Base
                                                                                                         Company                 al's              each               based                   from
                                                                                      salary of
                                                                              X          the        X      MoU         X      Perform       X     grade         X        on                  current
                                                                                                          rating                ance             level as            available                 and
                                                                                     individual
                                                                                                                               rating            per DPE              payout                previous
B PRP from incremental profit                                        40%                                                                        guidelines             pool2               year PBT




    Total                                                    Based on                                                       Based on
                                                                                                                              GPMS
                                                                DPE
                                                                                                                            scorecard
                                                             guidelines                                                       rating




  1. PRP eligibility based on MoU rating as per DPE guidelines: Excellent (100%), Very Good (80%), Good (60%), Fair (40%), Poor (0%). 2. Example: if available payout pool is Rs. 30 Cr. and total
  possible payout is Rs. 40 Cr., pro-rating factor is 30/40 = 0.75
  Source: Department of Public Enterprise (DPE) guidelines
                                                                                                                                                                                                     24
                                                                                    Organisation redesign

Groups within a category will have a 'bell-curve' distribution
based on performance

                                                  Distribution of Groups based on performance

                                                                                                Below
                          Total no.   Excellent      V. Good       Good          Fair            Par
Group category            of units     (15%)          (20%)        (25%)        (30%)           (10%)

Corporate Office               7          1              1            2             2             1

Territorial Circles          26           4              5            6             8             3

Non territorial circles      21           3              4            5             7             2

SSA                         330          50             66           82           99             33

Total                       384          58             76           95          116             39


                                                                                                        25
                                                                                                                             Organisation redesign

Performance rating and distribution of employees across
ratings feeds into incentive payout calculations


      % employees falling under different ratings
                                                                                                  PRP eligibility for different ratings
             (bell curve distribution1 )
                                                                                             Rating based on                                    4
                  Rating                            % employees                                                            PRP eligibility
                                                                                          scorecard assessment

        Excellent                                               15%                        Excellent                            100%

        Very Good                                               20%                        Very Good                            75%

        Good                                                    25%                        Good                                 50%

        Fair                                                    30%                        Fair                                 25%

        Below Par                                               10%                        Below Par                             0%



                                                                  Bell curve will be applied at the group
                                                                   level for Corporate Office, Territorial
                                                                    circles, Non-territorial circles, SSAs

1. DPE guidelines recommend following a "Bell curve approach"
Source: Department of Public Enterprise (DPE) guidelines                                                                                        26
                                                         Example - Representative numbers only                           Organisation redesign

Individual payout to be based on a combination of factors
Includes company rating, individual performance rating, grade level and payout pool available



                                      Current year PBT = 2000 cr., Previous year PBT = 1500 cr.


                                                                      1               2        3         4        5         6
                                                                                     Base              Perfor-              Pro-
                                                                    PRP              Salary    MoU     mance     Grade     rating      Payout
  PRP calculations                                                  split             (Rs.)   rating   rating1   level     factor       (Rs.)



  PRP from current year profit                                      60%               5L        Fair    Good       E-5     0.90          27k
                                                                                              (40%)    (50%)     (50%)



  PRP from incremental profit                                       40%               5L        Fair    Good       E-5     0.90          18k
                                                                                              (40%)    (50%)     (50%)


  Total                                                     Based on                                                                     45k
                                                               DPE
                                                            guidelines


1. Individual performance rating to be initially based on Group Performance rating
                                                                                                                                            27
FPMS




 FIELD PERFORMANCE MANAGEMENT SYSTEM




                                        28
B


    Objectives for Field-level Performance Management System

    •    KPI based mechanism for measuring & rewarding performance at the
        field level

    • 5 critical job families to start with
      • Consumer Mobility sales (retailer managers)
      • Consumer Fixed Access sales (sales associate)
      • CSC
      • Exchanges (PSTN & Broadband) – internal & external plant
      • SSA level consumer mobility ops team

    • Additional job families will be added over time
      • FPMS already launched



                                                                            29
B


    Combination of individual and group based approach
                                       Coverage at Group
        Job family / Group             level / Individual level    Organization coverage

    1    Sales – Consumer Mobility
         (Retailer Manager)             Performance to be
                                        recognized at individual            Sales roles
          Sales – Consumer Fixed        level
    2
          Access


    3     Customer Service Centre                                    Customer centric role


    4     Fixed Line & Broadband –     Performance to be
          Exchange                     recognized at Group level
                                                                       Operational roles
          SSA – Consumer Mobility
    5
          Team


                         Key Performance Indicators have been defined for
                         measuring performance of Job families / Groups

                                                                                             30
                    Group based Awards in FPMS


1. For exchanges and CSCs, topper group one each in each category of exchange
   and CSC would be awarded in all SSAs. (Swarna CSC and Swarna Exchange in
   each category)
2. For consumer mobility operations teams, top 3 groups would be awarded in
   every circle.
3. The scheme for exchanges and CSCs would be driven at the SSA level and for
   the consumer mobility operations teams at the Circle level. The final decision
   on awards at SSA level should be made by the SSA Head after taking into
   account the KPI scores of all Exchanges and CSCs in the SSA.
4. The final decision on awards at the Circle level should be made by the PGM/GM
   (Consumer Mobility) after taking into the account the KPI scores of all SSA-
   level Consumer Mobility Operations teams in the Circle.
5. The PMS team at the corporate office would be responsible for the overall
   coordination




                                                                                31
                     Proposed Awards for CSCs




                                                           Award for
Name of              Type of                     Award for
            Level                    Frequency             individuals    Basis for decision
award                Category                    group
                                                           in group

Swarna      Within                   Quarterly   Certificat Certificate   Highest score on
CSC         SSA      Type-I,II,and               e of Merit,              KPIs for CSCs
(One in              III                         with
each                                             Rolling
Category)                                        Trophy




                                                                                               32
   Proposed Awards for Circle-level Consumer Mobility
                   Operations teams




                                                Award for
Name of                        Award for
          Level    Frequency                    individuals in   Basis for decision
award                          group
                                                group
Swarna    Within   Quarterly   Certificate of   Certificate      Highest score on KPIs
padak     Circle               Merit ,with                       for CM teams
                               Rolling Trophy

Rajat     Within   Quarterly   Certificate of   Certificate      2nd Highest score on
padak     Circle               Merit ,with                       KPIs for CM teams
                               Rolling Trophy

Kansya    Within   Quarterly   Certificate of   Certificate      3rd Highest score on
padak     Circle               Merit ,with                       KPIs for CM teams
                               Rolling Trophy




                                                                                         33
Proposed Awards for Exchanges




                                                           Award for
  Name of            Type of                   Award for
            Level                  Frequency               individuals   Basis for decision
  award              Category                  group
                                                           in group

  Swarna    Within                 Quarterly   Certificate Certificate   Highest score on
  exchange( SSA      Cat-A,B,C,D               of Merit,                 KPIs for exchanges
  One in                                       with
  each                                         Rolling
  Category                                     Trophy




                                                                                              34
                                                                                                                                             Customer Service Centres (CSCs)

  Field Performance Management System (FPMS) scorecard
  Customer Service Centres

                              Key Performance Indicators                                                                               Targets and Scores
                                                                              Sub-
                                                                            Weighting Weighting                                                             Targets       Marks          Weighted
              Key Performance Indicators (KPI)                               factor    factor               Target          Performance      levels1       achieved      achieved         score
                                                                                                                           Fair     Good       Excellent

Efficiency of bill collection                                                                  25%
1. Number of bills collected per day / Number of cash counters in                                              302
    the CSC                                                                                                                xxx        xxx       xxx           xxx            xxx            xxx

Sales leads generated per employee3                                                            15%
2. Number of sales leads generated / Number of employees in a                                                  152
    CSC

Waiting time of customers in the queue                                                         20%
3. Waiting time in queue during the pay by due dates (based on                                              < 5 min.
    survey feed back)
Efficiency of Survey                                                                           10%
4. % of survey form collected to total number of bills collected.

Customer feedback on qualitative aspects                              30%
5. Average of rating given on a scale of 1 to 5 by customers.
   Customer survey to include factors including (but not limited to):
   i.   Responsiveness of staff to customer requests – change of                                5%
        address, change of plans, disconnection, etc.
   ii.  Knowledge of the people in the CSC about products and                                   5%
        plans
   iii. Availability of tariff plans and information brochures in the                           5%
        CSC
   iv. Availability of products in the CSC                                                      5%
   v. Behavior and attitude of the staff                                                        5%
   vi. Cleanliness of the centre                                                                5%

Total                                                                                        100%


 1. Marks for Fair rating = 60, Good = 80, Excellent = 100. Marks achieved for rating below Fair = 0. Achievement between Fair and Good and between Good and Excellent would be linearly scaled
 2. Representative numbers only – targets to be fixed
 3. For CSCs where lead generation is not feasible , 25% weightage will be divided as 10 %, 10 % and 5% amongst KPI 1,3 and 4 respectively.                                                     35
   Field Performance Management System (FPMS) scorecard
   ( Exchanges)
                                                                                                 Weighting                                                        Targets Marks Weighted
                            Key Performance Indicators (KPI)                                      factor          Target          Performance       levels1      achieved achieved score
                                                                                                                                 Fair      Good      Excellent
Time to provision new service
1. % of new services (Land Line) provisioned within the norm (7 days for new LL)        5%                                       xxx          xxx         xxx         xxx          xxx         xxx
2. % of new services (LL, BB) provisioned within the norm (7 days for BB where
    LL exists, 15 days for new LL + BB)                                                10%
Fault rate (%)
3 Number of faults per 100 active connections (LL)(in %)                                5%
4 Number of faults per 100 active connections (BB)(in %)                               10%
Repeat fault rate (on same number) within 30 days
5. Number of faults on a number which has been repaired once (in the last 30
    days) per 100 active connections- Land Line                                        10%
6. Number of faults on a number which has been repaired once (in the last 30
    days) per 100 active connections- Broad band                                       10%
Fault clearance turn-around time
7. % of faults cleared within 24 hours(Land Line)                                      10%
8. % of faults cleared within 24 hours (Broad band)                                    10%
Time taken to service/execute requests
9. % requests for local shift of LL executed within 3 days                              2%
10. % requests for local shift of BB executed within 3 days                             3%
11. % requests for inter-exchange shift of LL executed within 5 days                    2%
12. % requests for inter-exchange shift of BB executed within 5 days                    3%
13 % requests for termination of connection executed within 7 days (LL)                 2%
14. % requests for termination of connection executed within 7 days (BB)                3%
Management of co-located BTSs
15. BTS availability (%)                                                               10%
16. Number of faults/interruptions per BTS due to passive infrastructure failures in a 10%
    month (Average fault rate over a quarter/year will be taken)
Total                                                                                 100%


  1. Marks for Fair rating = 60, Good = 80, Excellent = 100. Marks achieved for rating below Fair = 0. Achievement between Fair and Good and between Good and Excellent would be linearly scaled
  Note: The data for the above will be obtained from MIS reports generated in DotSoft, other softwares installed in SSAs;


                                                                                                                                                                                                   36
                                                                                                                                  SSA Consumer Mobility Operations Team

  Field Performance Management System (FPMS) scorecard
  SSA consumer mobility operations team

                              Key Performance Indicators                                                                               Targets and Scores

                                                                                          Weighting                                                        Targets        Marks         Weighted
                       Key Performance Indicators (KPI)                                    factor           Target          Performance levels1           achieved       achieved        score

                                                                                                                           Fair     Good      Excellent
BTS availability
1.    BTS availability (%) - for sites where responsibility is with SSA CM                     35%                         xxx       xxx        xxx           xxx           xxx            xxx
      team
2.    BTS availability (%) - for sites where responsibility is with                            15%
      respective CFA teams at exchanges

Fault rate
3.      Number of faults per BTS due to passive infrastructure failures in                     30%
        a month (Average fault rate over a quarter/year will be taken) – for
        sites where responsibility is with SSA CM team

Fault clearance turn-around time
4.      % of faults cleared in 6 hours – for sites where responsibility is                     10%
        with SSA CM team

BTS upkeep
5.    Subjective assessment given by GM CMTS (O & M) at circle                                 10%
      based on (but not limited to): (1) Earthing at BTS site (2)
      Installation and upkeep of lightning arrestor (3) Proper functioning
      of aviation light (4) Proper working of "tower up" beep (5) RF
      cable safety (6) Cleanliness of site

Total                                                                                        100%



  1. Marks for Fair rating = 60, Good = 80, Excellent = 100. Marks achieved for rating below Fair = 0. Achievement between Fair and Good and between Good and Excellent would be linearly scaled
  Note: The data for the above will be obtained from MIS reports generated in DotSoft, other softwares installed in SSAs
                                                                                                                                                                                              37
2
    Individual based incentives in FPMS-Illustrative Key
    Performance Indicators for sales roles in Consumer Fixed
    Access
    1. Sales achieved for Landline



    2. Sales achieved for Broadband



    3. Number of connections recovered



    4. Sales achieved for EVDO or 3G cards or FWTs




                                                               38
1
    Illustrative Key Performance Indicators for sales roles in
    Consumer Mobility

    1. Sum of SIMs sold by franchisee whose area is being surveyed by the Retailer
       Manager



    2. Sum of recharge value sold by franchisee whose area is being surveyed by the
       Retailer Manager



    3. Number of retailers visited by the retailer manager




                                                                                      39
 Individual PMS (IPMS)


 Being targeted for DGM level officers and above

 Gradually, the system to be expanded to other levels

 Requires complete IT support to handle PMS of this size

 PMS module being planned in ERP system

 Finally, an individual’s performance to be combination of GPMS and
  IPMS




                                                                       40
End of Presentation




                      41

				
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