Performance Management in High-Tech Telecom Firms: Are Traditional Appraisals Obsolete?
Introduction
Performance management has been a
key part of Human Resource Management (HRM) for a long time. It gives HRM a way
to rate and improve employee performance. In high-tech fields like
telecommunications, though, people are starting to doubt standard yearly appraisal
processes more and more. Companies in Sri Lanka, like Dialog Axiata and
Mobitel, are looking into new ways to manage performance that are more suited
to a fast-paced and innovative environment.
Annual reviews, uniform evaluation standards,
and input from the top down are all common parts of traditional performance
appraisals. These systems offer structure and responsibility, but they might
not work well in businesses where roles and goals change quickly. Goal-Setting
Theory, which says that specific, timely, and demanding goals are important for
performance (Locke and Latham, 2022), can help us understand this restriction.
Annual reviews might not give you the feedback you need to keep getting better
on time.
Many telecom companies are now
using Continuous Performance Management (CPM) systems as a result. These tools
let employees swiftly adapt to shifting priorities by giving them real-time
feedback, regular check-ins, and the ability to define new goals. This method
fits with the ideas behind Agile HRM, which stress being flexible, working
together, and being quick to respond.
The move to CPM also shows how important it is to keep employees engaged.
Studies show that employees who get feedback on a regular basis are more likely
to be motivated and dedicated to their work. This is especially true for Sri
Lanka's telecom industry, where new ideas and good customer service are key to
success.
But moving to continuous
performance management isn't easy. One big problem is that supervisors could
have to do more work because they have to give feedback and help all the time.
There may also be pushback from workers who are used to traditional performance
reviews.
The Performance Management Theory says that individual performance and the
goals of the organization need to be in sync. For telecom companies, this means
connecting performance management systems to bigger strategic goals, like
digital transformation and making customers happy. So, HR experts need to make
systems that are both adaptable and in line with the goals of the company.
Companies like Google and Adobe
have successfully replaced traditional performance reviews with technologies
that control performance all the time. These examples show how adopting more
flexible ways to manage performance could be helpful.
Conclusion
Because the telecom sector is
always changing, established ways of managing performance need to be rethought.
Annual assessments help keep things organised, but they might not be enough in
a fast-paced, tech-driven world. Continuous performance management is a more
adaptable and responsive option that helps companies boost employee engagement
and performance. Sri Lankan telecom companies face the problem of making these
systems work well while also making sure they fit with the company's goals and
culture.
Source: https://www.youtube.com/watch?v=R94OwBfqIpM
References
Locke, E.A. and Latham, G.P. (2022) ‘Building a practically useful theory of goal setting and task motivation’, American Psychologist, 57(9), pp. 705–717.
Boxall, P. and Purcell, J. (2016) Strategy and Human Resource Management.
London: Palgrave.
https://www.youtube.com/watch?v=R94OwBfqIpM (Accessed:16 April 2026)
Your post rightly highlights how rigid annual appraisals struggle to keep pace with the dynamic telecom sector. Continuous Performance Management, with its emphasis on real-time feedback and agility, seems far better aligned with the innovation-driven culture of firms like Dialog and Mobitel. The challenge, of course, lies in balancing flexibility with consistency, ensuring that CPM not only motivates employees but also ties directly to strategic goals such as digital transformation and customer satisfaction. A thoughtful reminder that performance management must evolve alongside industry realities.
ReplyDeleteThis post makes me think of performance management evolving from a “once a year report card” into a real time coaching process. While continuous feedback clearly suits dynamic sectors like telecom, the challenge is whether organizations are culturally ready for such a shift. For companies like Dialog Axiata and SLT Mobitel, could the success of these systems depend more on leadership mindset than the tools themselves?
ReplyDeleteThat’s a great point. I agree that while continuous performance systems fit fast-paced telecom environments, their success in companies like Dialog Axiata and SLT-Mobitel depends more on leadership mindset than the tools. Without a culture that supports open feedback and coaching, even the best systems won’t be effective.
DeleteThis is an interesting discussion about the shift from traditional appraisals to continuous performance management. Regular feedback can improve engagement and performance, but it may also increase the workload of managers. How can telecom companies balance continuous feedback with managers’ daily operational responsibilities?
ReplyDeleteThat’s a very practical concern. Telecom companies can balance this by integrating feedback into everyday work rather than treating it as an extra task. For example, short check-ins, quick digital feedback tools, and team-based reviews can reduce the burden on managers. In companies like Dialog Axiata and SLT-Mobitel, using simple, structured processes and shared responsibility for feedback can help maintain continuous performance management without overwhelming managers.
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ReplyDeleteDinusha you talk about an interesting topic on modern telecommunications. By grounding CPM in Goal-Setting Theory and Agile HRM, you provide a sophisticated roadmap for Sri Lankan firms navigating digital transformation.
ReplyDeleteI like to know how do you propose mid-level managers in firms like Dialog or Mobitel balance the increased administrative burden of continuous feedback without compromising their core technical responsibilities?
Mid-level managers in firms like Dialog or Mobitel can balance continuous feedback with their technical work by keeping the process simple and structured. Instead of long administrative reporting, they can use short, scheduled check-ins and digital tools to quickly share feedback. They can also delegate some monitoring tasks and rely on team-based or peer feedback to reduce workload. This allows managers to stay focused on their core technical responsibilities while still supporting continuous performance management effectively.
DeleteReally interesting read—especially how you question whether traditional annual appraisals still fit in today’s fast-moving telecom industry. The point about continuous feedback and Agile HRM makes a lot of sense, since performance today is more dynamic and needs constant alignment rather than once-a-year reviews. I also liked how you connected it with real examples like Google and Adobe, which makes the argument feel very practical and relatable.
ReplyDeleteVery interested blog post . The discussion on the weaknesses of conventional appraisals in technology-driven settings offered here is relevant and concise. The connection between CPM and agility is especially interesting. The consideration of issues such as manager overload will help create a more balanced picture. The inclusion of practical cases of CPM implementation by Sri Lankan companies would increase its significance.
ReplyDeleteThis is a very insightful and relevant blog! I really like how you question the effectiveness of traditional appraisals and clearly explain the shift toward continuous performance management. The connection to the fast-paced telecom industry and the Sri Lankan context makes your discussion practical and meaningful. Overall, it’s a well-balanced and forward-thinking analysis—great work!
ReplyDeleteThe discussion effectively presents its main point by explaining how traditional appraisals fail to work in modern high-tech telecom environments. The argument would benefit from a short example about Sri Lankan telecom which would demonstrate how theoretical concepts operate in real-world situations.
ReplyDelete