Skill City launched

Hi everyone

Finally, Skill City is launched. You can visit www.skillcity.pk and download my writings and poweropint presentations.

Wali

WALI/SELF/CLASS APPRAISAL (A REBELLION FOR CHANGE)

An idea that is not dangerous is not worthy of being called an idea at all. — Oscar Wilde

Given our increased focus on PA course and our rejoicing/claim of our newly discovered uniqueness of PA course/class, we need to make sure we don’t forget this. We learnt by drilling in knowledge rather than stimulating imagination about human performance. As student I have always rebelled against rote learning whether presently during SZABIST or before in PAF/NUST, and that attitude helped make me the type of writer I am. Likewise, our success will be determined not just by how well we hold seminar or present nicely our so-called projects, write fake reports professionally and follow the deadlines set by our CR at his convenience but by how well we promote/reward imagination and creativity.

I am slow in learning how to convince the people. That combined with a cheeky rebelliousness toward authority, have always lead my teachers/instructors to grade me low or threaten me with F Grade and some amused me by declaring that I would never amount to much. These traits some time make me the patron saint of distracted person/student everywhere. Nevertheless it always helps me with my expression especially in my writing. My cocky contempt for authority leads me to question received wisdom. And as for my poor convincing style, lead me to think and observe with wonder the everyday phenomena that others takes for granted. I always tried to explain to my course fellows that performance and appraisals thoughts produced and cherished by us in class are not unique and clearly wrong because at the end it is not an iota different from those available in books/net. I always tried to explain that human performance is full of wonders, and we should try to picture the underlying reality of human/employee performance in global culture and environment of the organization. How would such thoughts manifest in real business world? I still wonder, how to show, my business dreams and world imagination, to those, who are fully overwhelmed by West and their culture/civilization’s dazzling charm for whole of their life? A genius is one who shoots at something no one else can see, and hits it. My impudence and lack of deference to authority so far alienated all of my teachers who claimed to unique and some how it also includes our beloved Wali Zahid. As a result, I will be the only one in his PA course who will not PASS. However I always avoid challenging the authority or norms set by teachers (and their CR) who think that their courses are typical and do not proclaim to be unique. But it was really impossible for me in PA Class since we were supposed to cherish and value the uniqueness of the course. But lest you feel sorry for me, this attitude allowed me to do thought-experiments and encouraged me to be skeptical about conventional wisdom, unlike the well-heeled acolytes in our class. Among my thought-experiments, one of the adventure was my Project, in which I was trying to tell about human being and their performance considering organizational culture as global issue not local. It will be a simple insight to events that appears to each one of us, every day. I have rebelliousness, a willingness not to conform and I tried to discard the notions so far about performance, which had been a sacred tenet of all our discussion during our class. “Long live impudence,” Einstein proclaimed as a young man. “It’s my guardian angel in the world.” If we’re going to succeed, we have to be careful to nurture and reward the imagination — even the impudence, violating deadline and rebelliousness against norms — that is the wellspring of any genius and his creativity. Like my all previous teachers, Sir Wali Zahid is really uncomfortable and he feels pity about me however I know at his heart he wants to help me and my projects fellow. However he is helpless due to his grading criterion which he considers highly objective while highly subjective according to some. His ratings/labels have directed attention away from the original work and creativity toward the defense of what is meant ‘good’ or ‘great’ by Wali Zahid. His ratings are the source of negativity in class ( Blog Comments about CR) and will be host of bad memories in future also. In Olympic sports, athletic are judged by a panel of experts. It is an amazing thing that the best judges in the world all look at the same person at the same time and make different rating/grading. Therefore claim of Sir Wali Zahid about his grading criterion as absolute and objective vary, based on who is observing. Our work in class is a human phenomenon and it is not as absolute and quantitative as it may appear to Sir Wali.

What is measured is not always what is rated—Many instruments designed by Sir Wali do not reflect the actual content of the efforts and quality of the individual student. Nothing pains people more than having to think. — Martin Luther King, Jr. Many great ideas have been lost because the people who had them couldn’t handle being laughed at. I alone have dared to discard the notion of his absolute objective criterion, which had been a sacred tenet of our class. Since my efforts and creativity will not help therefore he has promised me a Grade if whole class pleads my case. With these words my case is open for comments for all those who want to help me. Sir Wali has assured that all brave souls that their grades will not affected by their bravery and courage for truth.

Don’t just do something, stand there. — Daniel Berrigan,

Syed Fida Marvat

If I look wired and confused it’s because I think. — Samuel Goldwyn

MODEL FOR OPTIMUM HUMAN PERFORMANCE

MODEL FOR OPTIMUM HUMAN PERFORMANCE(SOURCE: – AL-GHAZALI) 

Preaching the creed and ideas of Islam at a dogmatic level is one thing, but calling others to join together in establishing it as a practical reality is something completely different .  There is a world of difference between these two.  Since Islam is a complete way of life, a point explicitly made in the Qur’an, its very existence is meaningless unless it is established as such and its limits enforced in regulating the collective affairs of the people.  We take great pride in claiming that Islam represents a comprehensive code of conduct.  There is hardly a single Muslim who is not persuaded of the verity of this statement.  It is generally believed that Islam offers guidance in all walks of life.  However, it is intriguing that no practical steps are taken for enforcing  it at the level of the state and civil authority.  We are prone to pay mere lip service to the comprehensive nature of our religion in the form of catch phrases or clich’s meant for publicity or for earning praise.  In a sense, Islam is religion only if its injunctions are enforced and its morality is established in society, otherwise, it represents at best a utopia, having nothing to do with ground realities.

1.  TAUHID                             ONE-NESS OF ALLAH

2.  TAWAKKUL                     TRUST IN ALLAH

3.  TAFAKKHUR                   MEDITATION RECOLLECTION OF DEATH

4.  TAUBA                              REPENTANCE OR FORGIVENESS

5.  IKHLAS                             SINCERITY

6.  SIDQ                                  TRUTHFULNESS

7.  SABR                                 FORTITUDE

8.  SHUKAR                           GRATITUDE

9.  SHAUK                              YEARNING

10. RIDA                                 SATISFACTION

11. RAJA                     HOPE

12. FAQR                                POVERTY

13. KHAUF                             FEAR

14. ZUHD                                SELF/DENIAL

15. MAHABBA                       LOVE

16. UNS                                  INTIMACY

17. NIYA                                            RESOLVE

18. MURAQABA                    SELF EXAMINATION

20. FANA AUR BAQA          THESE BELONGE TO DIMENSIONS BEYOND TIME/SPACE

To Reject, To Take Risks & To Change

Message: We must reject, take risks and accept change. Most of us grow up asking ourselves, “Am I normal? Can I run as fast as the other kindergartners?” In school/college, the question becomes, “Am I normal? Can I get a date?” “Am I normal? Can I make the grades?” In the corporate world, the question becomes, “Am I normal? Can I get the job and do the job?” Well, let me answer all the questions at once: To reject and change is normal. To take risks is not. We’ve heard the old saying that nothing is constant except change. Our interests change…. Our clothes change…. Our cars change…. The face of our workforce changes…. Our politics change…. Our philosophies change…. Even our cultures change. Change and rejection has become the status quo. Think of that. Rejection and Change is the only thing that’s the same. That’s normal. But to take risks… well, that’s… risky. It’s risky to get too enthusiastic about new ideas. Someone has observed: “We have never learned to support the things we support… with the enthusiasm with which we oppose the things we oppose.” We’re vocal about the status quo. It works—at least to some degree. But we’re much more vocal about new ideas that we count risky. After all, risky can mean wrong. You’ve heard it said that two wrongs don’t make a right. Well, that may be true when you’re talking Mathematics. But in matters of performance and humans, two wrongs may very well lead us to right. We need people who are not afraid to be wrong occasionally… in order to increase our chances of being right most of the time—when it counts. I repeat: What’s normal? The normal reaction to a new idea is to think of reasons it won’t work. But we can’t afford that normal reaction. The greatest risk of all is to take no risks. But risks take courage. It takes courage to reject, think creatively about what if…. It takes courage to break through barriers. Pepsi CEO risked changing Coke’s formula to increase market share. Allen Neuharth risked profits and reputation to start USA Today, because he believed there was a market for a new type of newspaper. If you study our My/Wali’s past record, I think you’ll agree that risk-takers have always been around—I myself variety of movers and shakers. Try your hand at this rhyme or brain-teaser from former Citibank Chairman Walter Wriston: “If wages come from work,… rent from real estate,…. and interest from savings,… where do profits come from?… The answer is that profits come from risks.” We agree on risks, rejection and change. And we intend to set a climate for constructive change and risk-taking. We intend to applaud, not undercut, risk-takers. We intend to provide recognition and reward rather than rules and reins. So here are our principles for dealing with rejection, change and taking risks. We want you to see change not as an obstacle but as an opportunity: One, do your homework—collect the available information and analyze it. Notice I said “available information.” No one will ever take a step if we wait for all the information to come in. It never does. Waiting for all the market studies,. waiting for all the reports,… waiting for all the numbers,… is simply delayed decision-making. The risk-taker uses the numbers that are available,… analyzes them,… and then acts. Maintaining the status quo can be a costly mistake. Three, take action. You may find that you can’t get all the sign-offs you need before the opportunity has passed. You may find that the market has moved on before the research has been completed. But if you’ve collected the available information and weighed the risk of the status quo against the change, act. Four, admit mistakes. This is not contradictory to what I just said. Taking risks doesn’t always result in profit. Never mind that. Example Admitting mistakes has to be a way of life as much as rejection and risk-taking. It took Coke about 78 days to bring back its old formula as Coca-Cola Classic. But admit their mistake they did, rather than further anger their loyal customer base and lose more market share. Admitting mistakes and then going to work to reverse them is a natural part of risk-taking. Let me list these steps again: One, do your homework—collect the available information and analyze it. Two, calculate the risk of maintaining the status quo against changing something. Three, take action. Four, admit mistakes. That’s what Wali and My rejection is encouraging you to do. No, more than encouraging. We are expeced to take risks, reject and change. In other words, change the meaning of normal. Normal does not mean “conformity.” Normal will mean “different.” Different like me and Wali. Today’s environment—as fast-changing as it is—requires rejection, change and risk-taking. Companies large and small, new and old—have to risk to grow. Businesses do not win by letting marketing research studies, short-term profit reports, and fearful employees dictate the future. CEO of Phillips Petroleum C.J. Silas has summed it up this way: “We’ve exchanged free enterprise for frightened enterprise. Some people fear being unprofitable. Some fear going to court. Some fear embarrassment. Some fear rejection.” But we don’t. At least here at (Class), our group fear inaction and stagnation more. Yes, it takes courage to change, to risk and to reject. Taking risks means moving forward while others are waiting for better times. Taking risks means moving forward while others are waiting for proven results. Rejection and taking risks means moving forward while others are waiting for applause on their past performance. Yes, it takes courage to reject, to change, and to risk. But then we have never aimed to hire the normal employee. We hire only the abnormal,… the extraordinary,… the excellent.

PA DENIED FACTS

You all will agree that anything bothering us must be brought up for discussion. Bringing up the uncomfortable stuff is the only way to evaluate how well we communicate, negotiate, and work together as group. We should never be afraid to let other know what bothers us. This is also a way for us to test how vulnerable we can be with each other.
Very few in our society dare to speak truth. Fewer dare to listen to the truth. Much fewer who accept truth and much smaller in number who act on truth. We as nation are reactive mob, which lack systematic or analytical approach, because we all are groomed through skewed wisdom/vision during our education spanning over 20 years. We as nation do not hate fire but the ONE who shout FIRE. We are not afraid of failure rather afraid only to accept ourselves as failure even if we are fail. We as a nation are failed in all field. Starting from education, medicine, engineering, banking, politics, science. You name any field and we are total failure. Like fallacies of appraisal there are so called fabricated excuses and fallacies of our total failure. Namely Education, Mullah, Sectarianism, India, Army Rule. etc etc
In last class, with the necessary sensitivity, I was disappointed by the comment that I should have not referred to Quran/Islam. Why? I can refer to any Book but not Quran. I can refer to any Philosophy like socialism, capitalism but not Islam. It’s beyond my comprehension. Islam is not a religion rather a DEEN i.e. A Way of life. I always think why we are so irritated by anyone/thing which is related to Islam. As I said earlier that we do not have any systematic or analytical power, because we all are groomed through skewed wisdom/vision therefore for us Islam/Quran seems irrelevant in all our problems. For past 100 years, we’ve waited for “somebody from our western style Schools/Colleges/Universities, SO-CALLED SEAT OF LEARNING” to do a miracle. But alas it is DISGUSTING TOTAL FAILURE for more than 100 years in all fields and it will be failure for next 1000 years.
Some of my fellows objected to comparing TABLEEGHI JAMAAT as NGO with Southwest Airlines. If I am wrong, please correct me by identifying any NGO in the whole world which every year mobilize more than 3 Million people in different parts of world for its annual gathering and they have presence across the globe in every city. TABLEEGHI JAMAAT (only 30/40 years old) as NGO and Southwest as Airlines are organizations wherein members/employees are productive and efficient. TABLEEGHI JAMAAT and Southwest Airlines both are similar with each other from culture point of view however very different from rest of NGOs and Airlines. Instead of the blue sport coats worn by other airlines, a uniform of short pants and polo shirts is a summer standard for Southwest Airlines employees. The pilots and flight attendants might sing or tell jokes to passengers, but they are serious about customer service and efficient operations. Similarly TABLEEGHI do not use IT, technology, HRM or appraisals but still they are best in networking. So far no western educated Muslim (those including LUMS/IBA/SZABIST graduates) have not given us any such high performance NGO, organization, product or brand. The glory is not serving in Shell, BP, BC, Microsoft, Google, Coke, Unilever but making such giants. The similar working style of Southwest Airlines and TABLEEGHI JAMAAT implies a relaxed environment, their levity indicates a certain degree of openness, and shared responsibilities of the front line and management solidify the importance of—above all—getting the job done. It is no wonder that Southwest Airlines have been the most consistently profitable airline over the past decade. At the same time TABLEEGHI JAMAAT is wonderful growing NGO during past 3 decades. I am not preaching you to join TABLEEGHI JAMAAT or judging them as absolute RIGHT/WRONG but trying to highlight the essence of culture in TABLEEGHI JAMAAT. Just imagine a MNC or business which has similar culture and exponential growth like TABLEEGHI JAMAAT. AT SAME TIME I AM ALSO NOT TRYING UNDERMINING MY SHIITE BROTHER’S FAITH. My Shiite brothers can identify/explain their own version of glories and wonders to us from our own soil. What I am trying to prove that wonders/miracles will be done only with REJECTION (INKAR). The GUTS for rejection will not come from Western Style Schools/Colleges/Universities but will only come through Quran and Islam. Any version of Islam (i.e. Shiaism, Wahabism, and Sunnism etc) may work for this rejection (INKAR).
Another example to which some of my fellows objected was comparing performance of US Marines with Taliban. Dr Lee in his Book “Performance Conversation” has mentioned US Marines Corps as world’s finest military organization. According to Author Dr Lee it has been in battle for well over two centuries and its reputation has become synonymous with success. Marine Corps is unique in both its success, weapons and technology. Despite the fact that US Marines weapons, tactics, and resources are much more/advanced than Taliban, the Corps has a very low performance in Afghanistan if compared with Taliban. Taliban unrelenting pursuit of success is evident in all resistance to US in past six years without any resources. I am not saying that Taliban are absolute RIGHT and US Marine wrong or vice versa. What I want to highlight is uniqueness in the Taliban culture, their morale and commitment to hard work. Culture, morale, commitment and hard work are more critical for performance than appraisal.
I have got serious reservations about Taliban and TABLEEGH overall philosophy but at the same I have to acknowledge following the reason for their success as a Management and HR student.
1. Their leaders have ensured that their culture supports individual performance.
2. Work/Processes have been designed to keep their members engaged.
3. Their superiors are partner with members in a way that allows them to do their best work.
4. Each system within the Taliban and TABLEEGH are aligned and coordinated to achieve optimal performance.
I was also disappointed as I was unable to raise class interest in proposed Model from the teaching of Imam Ghazali for optimum human performance. May be I was unable to explain following premises for this model due to shortage of time:-
1. Performance will be optimum if we have good human beings.
2. For any system/machine its Manufacture Manual has to be consulted. For optimum human performance we have to consult Manual given by its CREATOR.
3. All prevalent Western Performance/Appraisals Models is concerned with employees 10 hours during office/work. Human can’t be divided between ON/OFF work. Because at back of our mind we have our work even when we are in home and vice versa. What is effect on the performance of employee, incase he is at ease in his home or he has discomfort in his home? He spends whole night drinking at bar. Will his performance be the same in case he takes sound sleep with his family? Therefore we need a model which addresses the issue in totality on larger canvas of organization and society not just individual unit as an employee. Kindly refer to the comment of Herb Kelleher CEO Southwest at the end of this email.
4. This model seems to me one of real motive for successful performance of all Muslims as individual/group in past. As I said earlier that I do not consider Taliban/ TABLEEGHI absolute right and they do not follow this Model from top to bottom but nevertheless due to their immaturity and innocence they think that they are following this model.

“It’s not my purpose to shock you – but the simplest way I can summarize is to say that there are in the world, humans that peep, that gossip and that discuss freely even the greatest taboos you could find around. Moreover their ability to do these things has what made them damned in the eyes of many who are acclaimed as chosen ones – the range of issues they can handle is coexistent with the nature of their ability to speak openly without any boundaries, limits or constraints.”
Abu Ja’far Muhammad ibn Musa Al-Khwarizmi

I pray for all of your legitimate dreams to come true. Always think positive and try to spend valuable life not only for you but for others also.

Only Urs
Syed Fida Marvat
Flight Lieutenant
People will forget what you said… People will forget what you did…
But people will never forget how you made them feel…
“I’ve tried to create a culture of caring for people in the totality of their lives, not just at work. There’s no magic formula. It’s like building a giant mosaic–it takes thousands of little pieces….The intangibles are more important than the tangibles. Someone can go out and buy airplanes from Boeing and ticket counters, but they can’t buy our culture, our esprit de corps.”
Herb Kelleher CEO Southwest Wall Street Journal 8/31/99

PA Dirty Dozen (Twelve Reasons Why PA Ratings Don’t Work)

1. Ratings are past oriented—The goals of performance management are to maintain good performance, correct current performance, and improve future performance.

2. What is measured is not always what is rated—Many instruments are designed with seven to ten indices that do not reflect the actual content of the position or the expertise of the individual employee.

3. Describing and measuring what is “good” is often difficult to define within the constraints of an appraisal form. What is considered “good” varies greatly.

4. Supervisors do not always keep accurate records of performance, and therefore generalize good and bad performance. Most appraisals use a sample of performance, highlighting the major events and problem events, but ignoring consistent, positive performance over time.

5. Rater biases are well documented. There are almost a dozen known phenomena that prove supervisors tend to rate employees inaccurately because of subconscious tendencies.

6. Ratings are commonly based upon the supervisor’s assessment alone. Employees have information that the supervisor does not and are present one hundred percent of the time. Therefore, employees need input into the performance management process.

7. Ratings are often inflated conflict avoidance or encouragement for poor performers is among the many reasons why ratings are inflated.

8. Raters may rate some higher or lower than others for the same performance. What is “good” not only varies by who is rating the performance, but also by the employee being rated.

9. Misuse of the idea that nobody is perfect. Managers feel an obligation to rate some employees lower so that it appears that they are properly supervising by identifying areas of improvement, even when it is not warranted.

10. Not all work activities that are important are found on ratings scales.

11. Different jobs often require different rating scales.

12. Rating scales sometimes do not include behavioral factors, which are often as important as performance indices

PA : ACCORDING TO EXPERTS

All performance appraisals systems are flawed, they are manipulative, abusive, autocratic, and counterproductive.
—Noe, Human Resources Management, p. 329

When an impartial observer looks at the way most evaluations are conducted, he or she has to conclude that they are biased and unfair.
—Robinson, How to Conduct Employee Performance Appraisals, p. A-2

Organizations tend to change their forms every three to five years, hoping that a new form will solve their problems. Not unsurprisingly, the form is the answer. Almost every organization attempts to evaluate performance—but few really acknowledge the failure of the process.
—Robinson, How to Conduct Employees Performance Appraisals, p. 4

People do not want another form. They do want challenge, trust, a work climate that balances freedom and support, and genuine appreciation for their unique talents and contributions.
—Coens and Jenkins, Abolishing Performance Appraisals, p. xx

Eliminating quantitative ratings makes an incredible difference in the climate of any discussion about performance. It is the key to constructive discussions about work accomplishments.
—Drake, Performance Appraisals, p. 46

Good Managers Create Good Performers
Any individual’s performance is, to a considerable extent, a function of how he (or she) is managed.
—Kohn, Punished By Rewards, p. 129

Performance review is the worst time to give feedback to an employee. You are nervous and the recipient is taking an acid bath. These conditions are not conducive to a productive conversation about performance.
—Maurer, The Feedback Toolkit, p. 12

The best performance review system in the world easily can be brought to its knees by the way an individual manager delivers a review to an employee.
—Deblieux, Performance Appraisal Source Book, p. 27

Individual Vs. System
It has been said that if we put good performers in bad systems, the systems will win every time.
—Ripley, “Improving Employee Performance,” p. 1

A Happy Place
“Pleasure in the job puts perfection in the work.”
—Aristotle
Employees Hate Appraisals
Almost everyone complains about performance evaluations. Employees dislike them because they feel powerless getting a “report card” that is based on arbitrary, confusing, and biased factors.
—Robinson, How to Conduct Employees Performance Appraisals, p. A-1

Multiple Goals and Multiple Conflicts
PA systems fail largely because they are designed with conflicting goals.
—Drake, Performance Appraisals, p. 11

Meaningful Work Second
Enriched jobs and supportive work environments motivate people to strive for good performance.
—Benham, “Performance Appraisal: A Radical View,” p. 159

Future
Focus on the future. The purpose of most performance appraisals is to improve performance—in the future. Get off past events as quickly as possible, and discuss ways you can work together in the future.

—Maurer, The Feedback Toolkit, p. 55

Join the new millennium and leave the appraisal in the past.
—Coens, Abolishing Performance Appraisals, p. 6
The magic comes when two people communicate, break through their problems and obstacles, celebrate their success, and plan for more.
—K. McKirchy

“The time to correct an employee’s mistake is when it happens. Don’t allow an error to become a habit”
McKirchy, 1994, p. 11).

Our journey… Success OR???

I agree with most of you all that this course helped us think out of the box, it actually taught us how to challenge the obvious and widen our narrow horizons which is the most difficult thing to do in this fast paced life. How many of us have realized that since we were given 2 ears and 1 mouth, it might be for the reason that we are intended to listen twice as much as we speak… Wali tried to make us good listeners as well as good thinkers; be it through presentations, project, movie/book review  or guest lectures which by the way reminds me to thank Wali for putting in extra efforts to invite the best speakers to the class and hence making this journey quite memorable for all of us.

 There is one thing which I would like to share with you all that even though we didn’t come up with an alternative model of PA but it doesn’t mean that we FAILED. We learnt the flaws in the system, we learnt what causes it to fail, we learnt the mistakes on both the management and employees side and most importantly we have learnt to pursue a good alternative without choosing a few bad ones… so guys, we are almost there There is a famous quote: “SUCCESS isn’t the opposite of failure. A runner may come in last, but if he beats his record, he succeeds.” We have definitely taken a step ahead so we are on the path of Success, aren’t we ???

I wish you all the best of luck.

God! grant me the serenity to accept the things I cannot change, the courage to change the things I can and the wisdom to know the difference.

Gulnaz Merchant

EMPLOYEES PARTNERSHIP PLAN (An Alternate to Performance Appraisal)

Final Report

Survey Result 

EMPLOYEES PARTNERSHIP PLAN

(An Alternate to Performance Appraisal)

EXECUTIVE SUMMARY 

 

Performance Appraisal has been a sore point more or less for all the organizations.  It has been criticized all around the world due to its negative and de-motivating effects.  Due to these factors we as a project team have come up with an idea of “Employees Partnership Plan” and have de-bunked performance appraisal.  The concept of partnership in the company would give the employees a sense of belonging in the firm as their performance would lead to the success of the firm and everyone would be beneficiary. Unlike performance appraisal, Employees Partnership Plan will definitely help in boosting the morale of employees.

Employees Partnership Plan evolves around objectives assigned to the employee and his performance in performing those assigned objectives. The objectives assigned are SMART and mutually agreed between manager and subordinate. The employee is automatically evaluated against his performance in performance of his objectives.  The achieved objectives of employees are converted into monetary value at the end of each fiscal year and reserved in a trust under the Board of Directors, having members from all tiers.  This benefit would be credited on leaving the company or retirement of the employees. 

Basic plan is to train, develop and groom the employees so that they can achieve there objectives in an immaculate manner and prepare themselves for more challenging and demanding assignments and tasks.  The Employees would be provided performance feedback through 360 degree feedback so that they can overcome their deficiencies and enhance their capabilities to become even better performers.  The company will not have any place for bad performers, however, they would be provided ample opportunity to improve upon their performance and would be provided all assistance through guidance, counselling and coaching. The company will work with flat and high involvement organization; emphasising on intrinsic rewards, team work and quality of work life which will help in retention of talented, skilled and motivated workforce. 

Group MembersTabassam Nadeem           

Tufail Akhtar Arbab        

Hisham Aurangzeb         

Umer Irfan

Note:  Reports are uploaded in .doc file extension and can be downloaded by anyone who wish to read.

Performance Appraisal For Teams

Performance Appraisal for Teams

Team-Related Measures Matrix
INDIVIDUAL LEVEL: An employee’s contribution to the team. By Considering:

• Behaviors/Process Measures: Whether or how well the employee cooperates with team members, communicates ideas during meetings, participates in the team’s decision-making processes.

• Results Measures: The quality of the written report, the turnaround time for the individual’s product, and the accuracy of the advice supplied to the team, the status of the employee’s case backlog.

TEAM LEVEL: The team’s performance. By Considering:

• Behaviors/Process Measures: Whether or how well the team; runs effective meetings, communicates well as a group; allows all opinions to be heard, comes to consensus on decisions.

• Results Measures: The customer satisfaction rate with the team’s product, the percent decline of the case backlog, the cycle time for the team’s entire work process.