term report on performance management.docx

7/21/2019 Term Report on Performance Management.docx

http://slidepdf.com/reader/full/term-report-on-performance-managementdocx 1/28

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Acknowledgement

It was really a wonderful and excited short trip of Head O ce building inKorangi for Emergency Medical Ser ices of !man Healthcare Ser ices with anama"ing experience to meet highly talented and extremely professionalteam# $e really had a great time discussing the o erall procedures%strategies and practices to ha e a competiti e ad antage in this uni&ueIndustry of the icinity#

$e would li'e to extend our gratitude to the self(moti ated team of Emergency Medical Ser ices of !man Healthcare Ser ices#who too' time out

from their busy schedule and made things so easy to understand to a le elwhere we started to feel that we are also part of the system#

)ery special than's to*

• Mr. Abid Naveed, wor'ing there as a Senior Manager EmergencyMedical Ser ices of !man Healthcare Ser ices for his support and 'indcooperation in organi"ing the isit and inter iew form the concernedpersonnel and for the hospitality extended to us during that isit#

• Mr. Shuja Ahmed, functioning there as a Senior Manager Human+esource ,epartment of !man Healthcare Ser ices for his time todetailed us about the history% strategies and challenges faced by !manHealthcare Ser ice in Managing performance for sustainability or e enenhancement in the &uality of ser ices which is actually a life(sa ingser ices# He is really an ama"ing personality with excellent 'nowledgeof his domain and he was ery generous helped us to ma'e tripsuccessful enough not only for our report ma'ing purpose but also for'nowledge de elopment and enhancement#

• Mr. Muhammad Wahid, wor'ing there as a Manager Human+esource ,epartment of !man Healthcare Ser ices for his support and'ind cooperation throughout the isit and during his inter iew

$e en-oyed our stay ery much and appreciated the opportunity to meet theentire team and obser ed and analy"ed the .ore strategy to ha esustainable competiti e ad antage in the changing en ironment andmar'eting and sales perspecti e of the Emergency Medical Ser ices of !manHealthcare Ser ices#

Term Report of erformanceManagement



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$e wish them 0Emergency Medical ser ices of !man Healthcare Ser icesery success in future#




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$e would li'e to than' our course teacher of 4erformance Management Sir,r Saad 5smani who pro ided us a chance to isit and ha e an insight of Emergency Medical Ser ices of !man Healthcare Ser ices and its o6ering indi6erent directions to ser e customers% though it was a &uite short -ourney of

-ust two to three hours but ha e gi en an immense sense of 'nowledge andinformation about inno ation% creati ity and practices of Emergency MedicalSer ices of !man Healthcare Ser ices in terms of leading ser ices in4a'istan#

$e had isited !man 7oundation8s Head O ce 9uilding at Korangi% Karachias per plan and all of us ha e pre prepare &uestionnaire in which sets of &uestions are there from di6erent parts of 4erformance Management and itssubsidiaries# $e had shared the &uestionnaire with them and then accordingto &uestionnaire as'ed the &uestions% obser e the en ironment andwor'force% identify their best practices% erify their e6ecti eness ande ciency% appreciate them on their achie ements% conclude our :ndings%and analy"e and compare our results with theoretical standards# Our&uestionnaire has been designed to meet the re&uirements of Organi"ational,e elopment respecti e# $e reali"ed that they intensely focuses on theirtalented wor'force and 'eep them busy in 4erformance Management with

;raining and ,e elopment to build the .apacity of organi"ation ia humanresource and tried to captured opportunities in a more con:dent and e cient

way by gi ing 'nowledge and self(con:dence in the team leaders% who in(turn pro ide complete 'nowledge in a transparent medium to theirsubordinates with great "eal and enthusiasm# ;hey ha e :rm belief on theircore team and also on their wor' force# ;he higher and senior management'now how to 'eep and maintain hierarchy e en for some instance they alsofollow the di6used model of hierarchy but from top to bottom and ice ersathey are following the same to maintain the respect among the indi idualsand create respect of indi iduals#

Moreo er they are ery religiously following and completing all the set

strategies < targets% by using technology and talented wor'force and also'eep them moti ated by educational and anti(stress recreational acti itiesbut as per the need#

=ours Sincerely%

• !li Kashan Malic'




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• +abeya Khanum

• Mu&addas Israr

• !yesha $asi&




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TA!"# of $%NT#NTS

S.No.

Topic&ageNo.

'( #)ecutive Summar* with +M+ ramework '-

' Aman oundation Tran&forming "ive& '/

'0 %verview of Aman oundation '1

'2 #mergenc* Medical Service& ('

'- SW%T Anal*&i& of #MS ((

'/ %rganogram of #mergenc* Medical Service& (

'3 4ob Anal*&i& and 4ob #valuation (0

'5 %verview of erformance Management (2

'1 "evel& of erformance Management (2

(' erformance Management roce&& (/

(( Rule& for annual erformance Apprai&al (1

( roce&& for online Apprai&al S*&tem '

(0 6rievance $ommittee (

(2 Reward Management (

(- Annual erformance Reward&

(/ Annual Award& (3 Review of erformance Management S*&tem

(5 $onclu&ion 0

Recommendation 2




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#)ecutive Summar*7

!rand 8dentit*7

Emergency Medical Ser ices of !man Healthcare Ser ices brand identity isthe outward expression of what they stand for as an organi"ation# ;his issummari"ed in their ision% mission and is supported by their alues#




A

Tran&forming "ive&7

;he !man ;rust 0!; is a social sector enterprise that aims to champion

dignity and choice for the underser ed throughout the MEB!S! region# It hasbeen in ol ed in philanthropic gi ing for many years 0primarily 4a'istan%India% Cordan% 4alestine% Egypt and the 5!E # !man ;rust has operated largelyoutside the public pur iew due to the pri acy needs of its sponsor trustees0namely !rif Ba& i and his family but% institutional capacity building andexample(setting has dictated that !; is now isible# 7or the 4a'istancomponent of its wor'% !; has seeded the !man 7oundation with 5S, 1DDmillion to help achie e the 7oundation8s mission* ;o champion dignity andchoice for the underser ed in 4a'istan through sustainable% scalable% andsystemic de elopment in areas of health and education# .apacity buildingand promoting female empowerment is a cross(cutting theme across all

!man businesses# ;he word businessF is used deliberately% since !man isrun as a pri ate sector entity with accountability% transparency and clearK4I8s for its operational teams although it is a not(for(pro:t#

;he 7oundation reali"es that 7ood Security and Butrition are fundamental tothe de elopment of any society without which targets in healthcare andeducation cannot be met# +ecogni"ing this% in September /DDA a pro-ect topro ide hygienic and nutritionally balanced meals to 2%DDD children per dayin an economically depri ed peri(urban Karachi community was piloted# Itsprimary purpose was to impro e child healthcare statistics# Howe er%enrolment and attendance were simultaneously enhanced in a measurableway# !M!BGH!+ ser es as a model blue print for other socially responsibleciti"ens and corporations to adopt and replicate# O er 2#> millionnutritionally balanced meals ha e been ser ed till(date#

7orty per cent of death and disease in 4a'istan is pre entable a fact that hasled the 7oundation to underta'e ma-or health initiati es that address this in asystemic manner# !t its core is the creation of the Emergency MedicalSer ices 9AMANAM!:"AN$#; % which in a city of 1A million has rede:nedambulatory care# O6ering a Jeet of AD fully(e&uipped ambulances to all partsof the city% manned by doctors and trained paramedics% the ser ice whichwas launched in March /DD has already conducted almost ?DD%DDDemergency medical inter entions to date and has e ol ed as a ser ice of choice in times of need# Operating as mobile clinics during Jood relief e6ortsof /D1D and /D11% these ehicles pro ided timely outpatient care to anadditional 1DD%DDD displaced persons in the worst a6ected areas of Sindhand 4un-ab# .oordinated through a central control and command center% thisstate(of(the(art emergency ser ice has achie ed an a erage response timeof less than 1D minutes#




;o further build this health ecosystem% !man has set up a ;ele(healthSer ice# AMANT#"#<#A"T< is a call center that pro ides diagnosticser ices and ad ice ia medical ad isers and doctors o er the phone# $ith a

capacity to handle o er half a million calls a year% its design allows for anexpansion to pro ide complete national co erage# ;he program aims tole erage the cell phone re olution to surmount issues of social immobilityand lac' of female access to healthcare facilities particularly for those thatinhabit low income communities# It empowers women to see' timely medicalad ice and counseling% which signi:cantly reduces death and disabilitythrough early stage inter entions# ;o address sustainability challenges of theser ice% the 7oundation is building partnerships with corporations li'e5nile er for communications and awareness% while collaboration withtelecom companies are being explored for re enue sharing# !lreadysuccessful in India and sub(Saharan !frica% this mode% as a sustainable social

sector business% has for the :rst time been launched in 4a'istan# ;his pro-ectwor's in tandem with an e ol ing !man .ommunity Health 4rogram 9A$< ;that is currently operational in a peri(urban Karachi :shing community# ;his4rogram again aims to ta'e healthcare directly to the homes of underser edwomen% who ha e been depri ed of basic healthcare due to social andcultural bounds# Moreo er% a chain of /D(bed Mother and .hild .linics arebeing planned across Karachi to address the gra e mother and childmortality rate in the country# In October% /D1/ !rif Ba& i% .hairman !man7oundation% and 9ill Gates% .o(chair of the 9ill < Melinda Gates 7oundationsigned a : e(year framewor' agreement on family planning and health in4a'istan# 7urther areas for collaboration to ad ance global health and

de elopment will be explored as well#

Education is the second pillar of !man8s strategy in 4a'istan and again asystemic approach is paramount# ;he 7oundation recogni"es the .ountry8sneed for a signi:cant shift towards impro ed and rele ant ocational andtechnical education# AMANT#$< L !man8s ocational training institute Lsee's to align 4a'istan8s labor force with the expectations of the pri atesector both locally and internationally# ;his is a critical success factor thatpro ides the underser ed with access to o erseas mar'ets% and generatesearning streams that lead to the uplift and de elopment of their families andcommunities# In addition it would increase foreign exchange remittances to

the country alongside pro iding an enhanced s'ill set to the domesticeconomy# E&uipped with state(of(the(art wor'shops and a broad base of experienced instructors to achie e success at scale% !man is partnering withspecialist international ocational training organi"ations% such as GI0Germany % .ity < Guilds 05K % and S'ills International 0Sri Nan'a # .urrentlythe Institute has 2DDD students enrolled in 11 trades# Of the :rst batch A@of students cleared the .ity < Guilds examinations% // achie eddistinctions in their respecti e courses# 4lacing the successful graduates into




1D

-obs is part of the underta'ing the 7oundation ta'es upon itself L graduatesto date ha e been placed both locally and abroad#

;each 7or 4a'istan% is ostensibly a teacher training program but in reality it isthe beginning of a nationwide mo ement of graduates and youngprofessionals who commit two years to teach in under(resourced schools#

;hese young people will go on to become lifelong leaders wor'ing fromacross all :elds to expand educational opportunity in 4a'istan# ;he program%which is a partner in the ;each for !ll global networ'% was launched in /D11with ?D fellows teaching across 3D low income schools in Karachi# ;wo(thirdsof the 7ellows% come from foreign uni ersities and prestigious nationalinstitutions such as N5MS and I9!#

AMANS %RTS, which is a part of !man8s multi(pronged education strategy%

belie es in children8s basic right to play and that transformati e learningoccurs through play# ;he program primarily focuses on extensi e grass rootssports access for all school(going children# ;he ision is to create a system of regular organi"ed sporting e ents which become a part of e ery bottom of the pyramid school8s academic ethos# ;hrough this grass roots acti ation%!M!BS4O+;S en isions the creation of a School of Sports L an academy thatwill harness and hone the talent that emerges through the grass(rootsporting e ents# !M!BS4O+;S see's to create a sports mar'eting andbusiness de elopment arm of its operations that will attract the media andcataly"e the sports industry% thereby creating a enues of sustainability# ;hisarm see's to create re enue streams not only from its operations% but also

by strategic alliance formation with corporates and sports federations# +ealMadrid 7oundation signed a letter of intent to partner with !man in footballand bas'etball in 4a'istan# ! Memorandum of 5nderstanding 0Mo5 betweenthe two parties was then signed in Bo ember% /D1/#

;o address the theme of capacity building within the community% !man hasbeen in ol ed in strategic grant gi ing% which in addition to wor'ingsynergistically with its own pro-ects has been designed to promotecollaboration to le erage other people8s good wor'# !n example of this is thecollaborati e community mental health initiati e 0SH!MIN that was launchedin !ugust /D11# It is a -oint enture created through i(.are%Kar an(e(Hayat%

4a'istan !ssociation for Mental Health and H!B,S# ;he program see's toestablish satellite psychiatric clinics% and build capacity by trainingcommunity health wor'ers to conduct mental health assessment% pro idebasic support and guidance# Moreo er% research commissioned by !man isdesigned to pro ide the basis of a strategy for Mental Health in Karachi asnone exists# Such wor' can amplify impact in our priority sectors almostsaying% !man pro ides ris' capital and early stage :nancing in corestrategic philanthropy areas where others do notF#




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Grants worth 5S, /2#> million to date ha e been made to leading initiati esin these sectors% stri'ing partnerships with reputed institutions and

organi"ations such as ;he Institute of 9usiness !dministration% !cumen 7und%Neyton +ehmatullah 9ene olent ;rust% !ga Khan 5ni ersity% ;he .iti"ens7oundation% i(.are% !M!B4!NS% 9ritish !sian ;rust% 9asic Beeds and IBC!4a'istan to name a few#

$hile our wor' impacts thousands of li es each day% -oin us to grow theimpact through your support and contributions% you can help us transformmillions more#

%verview of Aman oundation7

;he !man 7oundation is a local% not(for(pro:t trust% based and operating in4a'istan% born out of the belief that 4a'istanis must ta'e the lead in sol ing4a'istan8s problems# ;he !man 7oundation aims to champion dignity andchoice for the underser ed% focusing on Health% Butrition and Educationthrough direct inter ention aspiring to deri e scalable% sustainable andsystemic change in 4a'istan#

<ealthcare L ,e elopment and implementation of healthcare systemsranging from

• Emergency Medical +esponse• .ommunity Health $or'ers• ;ele(Health initiati es•

Mother(and(.hild Hospitals#

Nutrition L 4ro ision of nutritious and hygienic meals to school children to

• +educe hunger and malnutrition• Enhancing enrolment• Increasing attendance simultaneously#




1/

#ducation and Skill& L ! )ocational ;raining Institute designed to transformunemployed and untrained youth into producti e members of society and

the ;each 7or 4a'istan 4rogram% a nationwide mo ement of graduates andyoung professionals that commit two years to teach in under(resourcedschools#

In addition to its social de elopment initiati es% !man 7oundation engages inenture philanthropy by pro iding strategic grants to high(social(impact

organi"ations that wor' in the 7oundation8s core areas of focus#

#mergenc* Medical Service&7

1D/1 Emergency Medical Ser ices of !man Healthcare Ser ices% Karachi8sery own yellow ambulance% was awarded the !sian Emergency Medical

Ser ices 0EMS !wardF based on inno ation% scalability% national and regionalimpact and community in ol ement# ;he award recogni"es the contributionsof !man Health8s EMS ser ices in deli ery of and promotion of life sa ingser ices to the people of Karachi# 4rofessor Hideharu ;ana'a% .hairman of the !sian EMS .ouncil% called !M!B!M95N!B.E the leading light in the EMSsector across !siaF# 5pon hearing news of the award% Mr# !hsan Camil%.hairman of !man Health% remar'ed $e at !man are humbled by thisprestigious honor that has been bestowed upon us# $e are ery excited torecei e this award within only : e years of establishing !M!B!M95N!B.E#

;his award comes at a ery opportune moment as we are in the process of raising funds to upgrade our aging Jeet#F

;his is the :rst time that a 4a'istani EMS has e er recei ed a pan(!sianaward for emergency lifesa ing ambulance ser ices# ,r# Cunaid +a""a'% .EO%!manHealth recei ed this prestigious award on October 1Ath% in Goa% India#On the occasion ,r# Cunaid said% It is a testament to the hard wor' anddedication of our doctors% trained paramedics and all of Emergency Medical




12

Ser ices of !man Healthcare Ser ices sta68s commitment that we ha erecei ed this singular accolade#F

1D/1 EMS consists of a Jeet of o er eighty state(of(the(art ad ancedlifesa ing ambulances% with doctors and Emergency Medical ;echnicians0EM; on board to pro ide triage and comprehensi e round(the(cloc'co erage to o er /D million people in Karachi% with emergency medicaldispatch protocols based upon Nondon and B= ambulance systems#

;he only ad anced lifesa ing ambulance in 4a'istan% 1D/1 EmergencyMedical Ser ices of !man Healthcare Ser ices has achie ed great success inpro iding emergency inter entions% transforming the pre(hospital care

system across Karachi# !man !mbulances ha e pro ided o er ?DD%DDDinter entions to Karachi8s underser ed citi"ens# ;o maximi"e impact in this:eld% !man has partnered with Edhi 7oundation8s !mbulatory ser ice tostrengthen EMS ser ices and pro ide appropriate high(&uality ambulatorycare across Karachi#

Strength Weakne&&

• 9oard of dedicated professionalsthat represent the organi"ation whohelp to promote and strengthen thesystem

• 7irst < Only EMS life Sa ing!mbulance

•

Natest life(sa ing% life(sa ingmedications• ;rained 4rofessional wor'force• .entrali"ed command < .ontrol• +esponse time• ,e:ned Scope of practice• In(house training < refresher

• Nac' of public awareness• !ging ambulances in Jeet• $ea' research• !ll pro iders are not regulated• 7ewer people see'ing EMS

career• Now home to hospital calls• Nac' of technologies




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facilities

%pportunitie& Threat&

• Integration into centrali"ed healthcare eco system

• Opening in hospital careeropportunities may help wor'forcede elopment

• Expansion• 4artnerships• ;ime attendance system for

attendance monitoring < planning• 4,! de ices with internet facility will

impro e coordination with hospital <integration with di6erentdepartments#

• Nac' of 4ublic education• Socio economic instability• 7re&uent disturb law < order

situations• 5nsatisfactory :nancial <

resource support forsustainability

• 4otential loss of 'ey sta6 due toHighly paid organi"ations

SW%T Anal*&i& of #mergenc* Medical Service&7




Ho, EMS

SeniorManager

EMS

onalManager

EMS

StationSuper isor

Station.oordinator

Station.oordinator

Station.oordinator

StationSuper isor

StationSuper isor

onalManager

EMS

StationSuper isor

StationSuper isor

Station.oordinator

M

Station.oordinator

E

EMO 4M EM; E)O

Station.oordinator

B

StationSuper isor

StatioSuper

1>

%rganogram of #mergenc* Medical Service&7




1?

4ob Anal*&i& and it& fre=uenc*7

Cob analysis in Emergency Medical Ser ices is the process of studying and

collecting information relating to the operations and responsibilities of aspeci:c -ob# ;he process of -ob analysis results in two sets of data*

i# Cob ,escriptionii# Cob Speci:cation

;hese data are recorded separately for references once in a year# InEmergency Medical Ser ices% -ob analysis in ol es the following steps*

• .ollecting and recording -ob information by inter iew• .hec'ing the -ob information for accuracy by engaging line managers• $riting -ob description based on the information• 5sing the information to determine the s'ills% abilities and 'nowledge

that are re&uired on the -ob• 5pdating the information from time to time as per the need

4ob #valuation7 ;ill current there is no Cob E aluation in Emergency Medical Ser ices but nowthey are mo ing for 2 rd party 4rolin'F for e aluation of -ob# 7or this purposethey distribute a ,.P to collect the ,ata all management post till !ssistantManager#




1@

%verview of erformance Management7

4erformance management systems in !man Healthcare Ser ices especially

in Emergency Medical Ser ices% typically include annual performanceappraisal and employee de elopment% are the !chilles8 heelF of humanresources management# ;hough there are many constraints and challengesespecially with employees and managers regularly bemoaning theirine6ecti eness# In Emergency Medical Ser ices of !man Healthcare Ser ices%there is a strong belief to ha e &uality in life sa ing ser ices by 4erformanceManagement and that8s the basic reason why their 4erformanceManagement System is ery extensi e and ery transparent as e eryemployee 'now hisQher performance at the end of the hisQher wor'ing day#!ll the K4Is are ery well dri en from Organi"ational )ision% Mission and )alue7ramewor' which is also 'nown as )M) 7ramewor'#

Moreo er% currently they ha e more emphasis in standardi"ation of culturethroughout in the organi"ation and for this they reinforce the alues of theorgani"ation in all corners of !man 7oundation#

"evel& of erformance Management7

;he 4erformance Management in Emergency Medical Ser ices of !manHealthcare Ser ices has three le els to ha e sustainability and enhancementof performance not only at indi idual le el but also at organi"ational le el#

Strategic level erformance Management7

!t strategic le el% performance management in Emergency Medical Ser icesof !man Healthcare Ser ices deals with the achie ement of the o erallorgani"ational ob-ecti es# In !man 7oundation% it refers as corporate%business% organi"ational or enterprise performance management% this beingthe highest and most complete le el of usage of performance managementprinciples in Emergency Medical Ser ices of !man Healthcare Ser ices#Strategic management is a 'ey dri er of performance management inEmergency Medical Ser ices of !man Healthcare Ser ices% as the 'eyprocesses related to performance management systems are strategyformulation and implementation# ;hey ha e :rm belief on the method whichis called as strategic performance management de elopment cycle% whichconsists of three stagesQcomponents*

• Strategic management model• Strategic reporting model• 4erformance(dri en beha ioral model




1A

%perational level erformance Management7

4erformance management at operational le el in Emergency MedicalSer ices of !man Healthcare Ser ices is lin'ed to operational managementof 7ield Operations% .ommand and .ontrol Operations and 7leet operations%as its focus is on the achie ement of operational ob-ecti es# !lthough alignedwith corporate strategy the focus of these are more functional Q tactical# ;hee olution of operational performance management is lin'ed to the e olutionof accounting and management in history# ;his is due to the fact thatoperational performance is e aluated in terms of e ciency and

e6ecti eness# !nd the easiest way to do this is by using :nancial indicators%pro ided by the accounting function in organi"ations# O er time% as internaland external operating en ironments became more complex% EmergencyMedical Ser ices of !man Healthcare Ser ices started to loo' at non:nancialindicators of performance# ;his made the connection with operationsmanagement and other aspects of the general management discipline but asa not for pro:t organi"ation they ha e di6erent paradigm for monitoring andaccounting the e ciency and e6ecti eness by using their +esearch and,e elopment ,epartment also 'nown as Measurement% Nearning andE aluation ,epartment who gauges their impact of day to day acti ity byanaly"ing reports and of di6erent resources

8ndividual level erformance Management7

;he traditional le el at which performance management is used inEmergency Medical Ser ices of !man Healthcare Ser ices is the indi idualle el% loo'ing at the performance of indi iduals in an organi"ational context#It is perhaps the le el with the longest e olution in history% as it mirrors thele el of organi"ational maturity# !t indi idual le el% performancemanagement is represented by an integrated and planned system forcontinuously impro ing the performance of all employees# It in ol es

• ,e:ning wor' goals and standardsQ !ligning of Key performance

indicators• ,e eloping control o er the K4Is and alues• +e iewing performance against these standards• !cti ely managing all le els of performance




1

• Maximi"ing learning and de elopment

erformance Management roce&& in #MS7

7ollowing is the diagrammatic representation of performance managementprocess in Emergency Medical Ser ices#




/D

erformance lanning7

In Emergency Medical Ser ices at the beginning of the performancemanagement cycle% it is important to re iew with employees theirperformance expectations% including both the beha iors employees areexpected to exhibit and the results they are expected to achie e during the




/1

upcoming rating cycle# 9eha iors are important in Emergency MedicalSer ices because they reJect how an employee goes about getting the -obdoneRhow the indi idual supports the team% communicates% mentors others

and so forth# ;hey are all familiar with employees who may achie eexceptional results but are extremely di cult to wor' with% unhelpful orexhibit maladapti e beha iors at wor'# 9ecause such beha iors can beextremely disrupti e% beha ior is important to consider in most wor'situations# On the other hand% an employee can be extremely helpful%considerate and interpersonally e6ecti e% yet ne er achie e any importantresults#

%ngoing eedback7

,uring the performance planning process% in Emergency Medical Ser ices of

!man Healthcare Ser ices both beha ioral and results expectations ha ebeen set# 4erformance in both of these areas discussed and feedbac'pro ided on an ongoing basis throughout the rating period# In addition topro iding feedbac' whene er exceptional or ine6ecti e performance isobser ed% pro iding periodic feedbac' about day(to(day accomplishmentsand contributions is also ery aluable in EMS as a part of their performancemanagement#

7or the feedbac' process to wor' well% experienced personnel of H+ ha ead ocated that it must be a two(way communication process and a -ointresponsibility of managers and employees% not -ust the managers

#mplo*ee 8nput7

Employee input has been used e6ecti ely in Emergency Medical Ser ices# Itis ta'en place by the form of as'ing employees to pro ide self(ratings onperformance standards% which are then compared with the manager8s ratingsand discussed# ;hey are also ery well aware with the fact that this type of process and discussion can lead to increased defensi eness% disagreementsand bad feelings between employees and managers% if managers ultimatelyrate employees less e6ecti ely than they ha e rated themsel es# So they arewor'ing on an alternati e way of collecting employee input is to as'

employees to prepare statements of their 'ey results or most meritoriousaccomplishments at the end of the rating period#




//

erformance #valuation7

4erformance e aluation in Emergency Medical Ser ices is done at di6erent

le el to boost the performance of life(sa ing ser ices#• ,aily 4erformance E aluation• Monthly 4erformance E aluation• Puarterly 4erformance E aluation• Mid(=ear 4erformance E aluation• !nnual 4erformance E aluation 04erformance !ppraisal

erformance Review7

In Emergency Medical Ser ices of !man Healthcare Ser ices feedbac' hasbeen pro ided on an ongoing basis% the formal performance re iew sessionsimply is a recap of what has occurred throughout the rating period# In otherwords% there are no surprises in the performance re iew# ,uring this meeting%managers discuss with employees their ratings% narrati es and rationale forthe e aluation gi en#

9eside that probationary performance re iews are also there to cater thoseemployees who are newly hired or labeled as ;S;+#




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Rule& for Annual erformance Apprai&al7

;he following performance ran'ing distribution will be followed in !man

Healthcare Ser ices*

;he distribution will be followed for each uni&ue population

Employees who ha e a ailed lea es in excess of 3/ days will not be eligiblefor Excellent or Outstanding# ;his will not apply to eri:able lea es appro edby the Management

!ll Marginal and Outstanding cases will ha e to be bac'ed up with a writeup of e idence supporting the rating which will be re iewed by Human+esources before the rating is :nali"ed

;he employees who ha e -oined on or before 2Dth Cune% this year and ha ebeen con:rmed will be eligible for appraisal

Employees rated marginal will not be gi en any merit increment and will beplaced in a 2 month 4erformance Impro ement 4lan

Salary ad-ustments should be gi en to the critical employees to ensure theirretention and to address gross ine&uity




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roce&& of online erformance Apprai&al S*&tem7




/>

6rievance $ommittee7

.urrently there is no such grie ance committee but they are wor'ing ery

extensi ely and aggressi ely to ha e it in near future# ;ill now the linemanagers% senior manager% Ho, of EMS and Senior Manager H+ isresponsible to hear grie ance and act accordingly as per their policy#

Reward& Management7

;here are number of rewards o6ered in Emergency Medical Ser ices of !manHealthcare Ser ices on the basis of 4erformance# ;he reward management

system is completely transparent and till data wor'ing really ery :ne#,etails of reward management are gi en as under#

• Monthl* Reward7 7or Example 9est Emergency Medical o cer% 4aramedic% EmergencyMedical ;echnician and Emergency )ehicle Operator of the month ateach and e ery station of Emergency Medical Ser ices of !manHealthcare Ser ices on the basis of their monthly performance# ;hereare a total of @ Stations wor'ing for EMS in Karachi

• >uarterl* Reward&7 Same as abo e gi en to those employees who are pro ided their bestser ices in EMS

Mid?@ear Reward&7Monthly ,ata is collected from ,aily ,ata which is generatedaccordingly by Station Management% and this ,ata is then collected for&uarter and then mid(year performance e aluation and rewards#

• %ther Reward&7Other rewards on the basis of Good handling of critical cases are alsogi en on Puarterly 9asis for enhancement of &uality performance andmoti ation




/?

Annual erformance Reward&7 ;here is an increment awarded in terms of rewards of employee annualperformance which is di6erent for Bon(Management and Management Sta6#

or Non? Management Sta 7

or Management Sta 7

Moreo er there was a bonus system inclusion in annual performance rewardsbut after a year deleted due to :nancial instability of the organi"ation#

Annual Award&7 ;here is also an annual award ceremony e ery year to recogni"e anddistribute awards to outstanding performers at Organi"ation le el

Review of performance management S*&tem7

Human +esource ,epartment is playing an important and pi otal role inperformance management system strategically and re iewed the wholeprocess% ran'ings% and increment on annual basis with the alliance of Executi e .ommittee#

.urrently they are re iewing their performance appraisal system and nowconducting online appraisal with inclusion of alues especially for white collar

-obs in the !man 7oundation#




/@

$onclu&ion7

!fter considering all the abo e mentioned iews and points we are atdecision that 4erformance Management in Emergency Medical Ser ices of !man Healthcare Ser ices aims at

Enhancing congruence between organi"ational structure% process%strategy% people and culture

,e eloping new and creati e organi"ational solutions for e6ecti e ande cient performance management

,e eloping the organi"ation8s self(renewal capacity

.urrent framewor' of organi"ational e6ecti eness needs to be e aluatedempirically to examine its e cacy and to impro e it further for 4erformanceManagement of life(sa ing ser ices#

!t this stage Emergency Medical Ser ices of !man Healthcare Ser ices isha ing a tag that it is the mar'et leader of 4a'istan Emergency MedicalSer ices industry so they ha e no chance to follow their challenger% followersand indirect competitors but they ha e an opportunity to create mar'et withhis remar'able audience and change the trend of ambulance ser ice by newtechnology% creati ity and inno ation#

E Emergency Medical Ser ices of !man Healthcare Ser ices focuses on bothExternal as well as Internal .ustomer Satisfaction by continuously monitoringthrough well integrated systems of feedbac'% e aluation and sur eysaccordingly which ultimately help them to enhance their &uality of wor'#




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Recommendation&7

!* Ali Ba&han Malick7

;he online appraisal system has many complexities need to wor' onresol ing the complexities of the online appraisal

!* Rabe*a Bhanum7

• 9eing an Emergency Medical Ser ices should learn about the use of systems thin'ing in designing and leading to cope up withen ironmental dissonance

!* Mu=adda& 8&rar7

• 4erformance Management should gain an understanding for andpractice s'ills to assess the current state of an organi"ation and ma'ethe business case for ;alent retention

!* A*e&ha Wa&i=7

• 9eing an EMS% should de elop competencies to plan and implementperformance management appropriately and ade&uately

term report on performance management.docx

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