This document discusses the performance appraisal process at Extramarks, an Indian educational technology company. It provides context about the company and outlines the current subjective appraisal system based on revenue, experience, order cancellations, and team handling capability. The document recommends establishing objective revenue slabs, tracking team adaptability through manager feedback, and weighting factors such as revenue, cancellations, and adaptability to introduce more structure and transparency to the appraisal process.
This document discusses the performance appraisal process at Extramarks, an Indian educational technology company. It provides context about the company and outlines the current subjective appraisal system based on revenue, experience, order cancellations, and team handling capability. The document recommends establishing objective revenue slabs, tracking team adaptability through manager feedback, and weighting factors such as revenue, cancellations, and adaptability to introduce more structure and transparency to the appraisal process.
This document discusses the performance appraisal process at Extramarks, an Indian educational technology company. It provides context about the company and outlines the current subjective appraisal system based on revenue, experience, order cancellations, and team handling capability. The document recommends establishing objective revenue slabs, tracking team adaptability through manager feedback, and weighting factors such as revenue, cancellations, and adaptability to introduce more structure and transparency to the appraisal process.
This document discusses the performance appraisal process at Extramarks, an Indian educational technology company. It provides context about the company and outlines the current subjective appraisal system based on revenue, experience, order cancellations, and team handling capability. The document recommends establishing objective revenue slabs, tracking team adaptability through manager feedback, and weighting factors such as revenue, cancellations, and adaptability to introduce more structure and transparency to the appraisal process.
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PERFORMANCE APPRAISAL 1
EXTRAMARKS Mansi Rai PGP18210 Rohan Singh Bhaunt PGP18135 Nidheesh S Kumar PGP18128 | GROUP – 2 | Sirisilla Sai Pramesh PGP18081 Mohib Ahmed PGP18126
M I N TA WWW.POWERPOINTIFY.COM About The Organization 2
• Since centuries, teachers have been using the traditional chalk and board mode of teaching • The teaching world is witnessing a digital revolution and “EXTRAMARKS” is at the forefront • Founded in 2007 by Mr. Atul Kulshreshtha • 3500+ employees in 5 countries: India, Singapore, South Africa, Indonesia, Middle East • Dynamic, Up to date and Result oriented study methods • 6 million+ Learners with average of 97 minutes per day on platform spent
M I N TA WWW.POWERPOINTIFY.COM 3 P r o d u c t s / Se r v i c e s O f f e r e d
• Products range from pre-school, K12
coverage, higher studies and Competitive exams • Extramarks Total Learning is a One-App-one Solution for all – Students, Teachers and Parents, Building an interactive ecosystem • LEARN – PRACTICE – TEST Pedagogy for students • Independent learning with school • Adaptive Learning • AI backed performance analysis • Alex, AI based study bot and guru • Teacher allotted to each student • Based on needs and milestones, • An intelligent personalized path is made M I N TA WWW.POWERPOINTIFY.COM The K-12 Coverage 4
Board Monthly Pack Preparation Rs.5000 Rs.4999
Learning Tablet Learning Stick
Rs.40,000 Rs.27000 M I N TA WWW.POWERPOINTIFY.COM Milestones 5
Founded in 2007 2008 – Entered K-12 digital segment with smart learn and LIVE virtual classes 2009 – Launched www.extramarks.us for American students 2010 – 4000+ clients 2011 – Infotel buys 38.5 stakes in the company 2012 – First TV commercial, started operation in Kuwait, new interactive website, Content for K-12 world education summit 2013 – Entered South Africa 2014 – Extramarks Live, Career counselling programs 2015 – Awarded for Best Use o technology in Teaching and Learning by Assocham 2019 – Global Educators award for best education app
M I N TA WWW.POWERPOINTIFY.COM Job Description 6
• Job profile: Business Development Executive (BDE)
• Sector: education sector mainly focusing on K12 Segments
• Responsible for researching and pursuing new business leads for the growth of the business
• Act as an individual contributor working in a team to introduce and
showcase the unique way in which Extramarks helps students learn better • Responsible for mentoring students and play an important guiding role in their learning journey • Key role is to connect with the students and parents Pan India and explain how the world’s most loved learning app will help the student learn
M I N TA WWW.POWERPOINTIFY.COM Job Description 7
• Role: Direct Sales (B2C)
• Location: East India (West Bengal, Assam & Tripura) • Working days: Fixed off on Mondays • Language: Hindi, English • CTC: Rs. 11 LPA (Monthly Incentive+ Travel Allowances+ Sales Allowances) Fixed: 7 Lakhs, Variable- 5 Lakhs • Monthly Incentives and Travel Allowances are apart from the Fixed CTC, i.e. 7Lakhs • Based on the first 3 months’ performance, salary can be appraised to 12 LPA fixed CTC Required skills: Must possess strong customer service skills Excellent written and verbal communication and interpersonal skills Must have good negotiation skills Ability work under pressure Must be detail oriented and an active listener, and ability to create good presentations M I N TA WWW.POWERPOINTIFY.COM Performance Appraisal Process [Current] 8
Factors of an employee’s performance currently taken into consideration
• Revenue – Have to maintain a constant revenue weekly to be eligible for appraisal.
A slab is not yet decided. It is completely on the discretion of the BDM Hence still a subjective method
• Experience of work – The number of months in Extramarks and overall experience will be considered.
• Cancellation of orders – The number of cancellations after an order is placed is another important factor. Orderhive data is taken into consideration.
• Team handling capability – This is majorly taken into consideration if a promotion or a designation change is also in stake for the employee. An employee can get promoted to a team leader or as a BDM.
M I N TA WWW.POWERPOINTIFY.COM Performance Appraisal Process [Current] 9
Proposal forwarded by the BDM Standard message format from manager
Final decision of appraisal taken by Area Manager for appraisal propopsal: No standard form for appraisal Employee Name : Appraisal detail forwarded either through whatsapp or mail Employee id : Current CTC : External factors that affect the appraisal of an employee Proposed CTC : Proposed designation change (If Company still in growth stage. any,): Market condition of the company and the competitors Major objectives • Employee retention • Avoid employee poaching by competitors (Byjus, Toppr etc.) Appraisal amount decisions • % increase is decided such that an employee would prefer the appraisal over a promotion in a competitor company • Basic calculation in deciding the amount : investment required for recruiting and training a new employee + the time required for a new employee to reach the current employee’s revenue. An amount below this is decided according to the performance of the current employee M I N TA WWW.POWERPOINTIFY.COM Recommendations for Performance Appraisal Revamp 10
Revenue slab Appraisal –
Employees do not have a clear picture on when they would get an appraisal subjective feedback and appraisal by the BDM no fixed slabs in which an employee would be eligible for appraisal.
Add Team Adaptability factor in
Team adaptability will include reporting time and deadline meeting time of an employee A form can be given to the manager every day and the reporting time of a BDE for that day and the deviation time from the original reporting time can be noted. Adding this up for an year, a slab can be made to allot points for different slabs. Same way a deadline tracking can also be done through this form from the manager.
Appraisal factor change,
Out of 100 | Revenue: 40 | Cancellations: 35 | Team Adaptability: 25
Adding team adaptability will increase the ownership feeling of an employee to the organisation and the tasks that he/she is allotted. If this is added, the whole team performance will increase both revenue wise as well as responsibility handling wise. Whoever comes above 85 will get the highest appraisal, 60 – 85 another slab and 50 – 60 the third slab. Below 50 no appraisal. This will bring in more objectivity to the appraisal. M I N TA WWW.POWERPOINTIFY.COM 11
