The objective of this study was to investigate the current performance management Practices of Bharti Airtel Ltd, the largest telecom operator of India and determine which system characteristics or qualities influenced effectiveness and predicted success and to gain an insight into the following main areas;
• Effectiveness of their organization’s performance management system in relation to areas such as improving financial performance, developing organizational talent, and driving the organization’s strategic plan.
Assessment of Potential: As a part of any Performance Management Cycle, the
Supervisor conducts an ongoing evaluation of the employee's potential for development, growth, and/or advancement. It is recommended that the supervisor keep a log of employee accomplishments, recommendations for coaching/training, plans for future advancement, and recommendations for modifications in the employee's work assignment(s). In this way the information, over time, will be available as needed.

Procedures for Carrying out the Performance Review are as follows:
• Supervisor meets with employee to discuss performance progress to date.
• The Performance Development Plan is used as a guide, with ongoing documentation utilized as supporting information.
• Supervisor seeks feedback/input from employee to establish a plan for performance improvement as needed.
Performance Evaluation: It is the final checkpoint in the Performance Management Cycle. It is a careful review of the employee work performance against the elements and standards established in the employee's Performance Development Plan. The evaluation is based on the work performed during the established evaluation period, generally January through December. Tire rating derived from this evaluation serves as the basis for various personnel actions such as granting of pay increases, etc.

Case Study:
Following is a suggested Procedure derived from 360 degree Feedback method, we have presented. This would give an Appraiser answer to all his queries about the process:

Bharti Airtel Ltd.
New Delhi
PART-I
For use of
H.R.Dept.only
CONFIDENTIAL
Name of the employee Employee No.
Department Designation
Grade Date of appointment
Age Total experience
Career History
Period of Assessment
PART-II
Guidelines for
Merit Points
Merit Quality Guideline Score Points /
Scale Out of 10
Superb
(World-class)

Exceptional

Excellent

Satisfactory

Unsatisfactory

Poor Totally updated, Fully charged atmosphere, International Personality, All people seek Advice.

Absolutely independent, Innovative and mature, Above expectations, Contributes to the Performance of the Co. positively

Performs in a range of roles Extends beyond normal work assignments Alert opportunity seeker Adequate expertise to get the job done
On time, within budgets Co-operative

Below expectations needs lot of help Negative attitude

Creates waste, Demotivates others Nuisance value 9, 10

7,8

6

3,4,5

1,2

0

PART-III
FORAPPRAISER
FACTOR ASSESSMENT

Factor Guideline Score/Rating
Technical

Functional

Skills

Work Practices

Dependability

Decision Making

Leadership

Communication

Skills Team Work

Self-Development

Continuous Improvement As an example For others Technical Proficiency

Quick identifications of business problems

Adaptive to client needs Logical conclusions

Following instruction reliably