BSNL Group Performance Management System Quiz

BSNL's Competitive Business Environment

• BSNL faces a tough competitive business environment, requiring a significant mindset change from top executives to employees.
• The company needs to undergo a massive transformational change to improve its performance level.

Introduction of GPMS

• Introduction of a Performance Management System (PMS) can help BSNL move towards a performance-oriented work culture.
• However, considering the large employee base, BSNL's top management has decided to introduce a Group Performance Management System (GPMS).

GPMS Concept

• GPMS is an initiative under Project SHIKHAR, aiming to have an objective and transparent system for assessing performance.
• It involves identifying Key Performance Indicators (KPIs) for individuals and functional groups within the organization.
• The system assigns objective KPIs to distinct groups aligned with organizational objectives.
• It assesses KPIs against targets in an objective and transparent manner.

Foundation of GPMS

• GPMS is a new performance measurement system with an implementation approach similar to the Balanced Business Scorecard (BBSC).
• BSNL adopted the BBSC concept in 2006 and introduced an improved performance management version in 2009.

GPMS Scorecards

• GPMS scorecards for all group types consist of KPIs to measure performance on financial, customer/market, and operational parameters.
• The scorecards include a parameter to measure customer satisfaction, which is assessed through a customer survey administered by an external third-party agency.
• Customer satisfaction is based on parameters such as brand and advertising, product innovation, customer responsiveness, and quality of service.

Individual Performance Management System (IPMS)

• IPMS is introduced to develop an objective and transparent system for assessing performance at the individual level.
• IPMS is aligned with GPMS and initially covers DGM and above rank officers.

Creating a GPMS Scorecard

• The correct approach to creating a GPMS scorecard involves a sequence that flows from the top.
• The scorecards of the company and parent units are created by the restructuring cell of the Corporate Office in close coordination with GPMS nodal designates.
• Territorial Circle Office nodal designates design GPMS cards for SSAs in their circle.

Key Considerations for GPMS Scorecards

• Performance parameters should be linked with strategic objectives and vision of the organization.
• They should be measurable, actionable, result-oriented, and controllable.
• The number of KPIs should be kept at a minimum.
• The achievement level of excellent, good, and fair will result in a score of 100, 80, and 60 respectively.
• Achievement below 100 will be based on the performance level, with a score calculated using linear scaling.

Power of PMS

• A PMS introduced with an intention of imposing performance-oriented culture with emphasis on new behaviors and core competencies, customer focus, and personal accountability is powerful to bring change in the organization.

Changing Targets

• Targets can be changed after the quarterly review, but this should be more of an exception than a practice.

Test your knowledge on how BSNL can undergo a transformational change by introducing a Group Performance Management System. Learn about the benefits of a performance-oriented work culture and the challenges faced by BSNL in implementing this system.