There is only one option - Give him the pink slip. A nonperforming sales manager is a liability to any organization. They can, over a period of time, affect the cash flow of the company and can affect the life of all other employees in the company. Bid good-bye to him immediately. Vivek Hattangadi
From India, Ahmadabad
1From India, Ahmadabad
Dear HR/Admn Professional,
Non-Performance is an outcome by itself, However may I submit the following observationas, although some may be repetative :
1) The fact that he worked for a very good company proves that he is basically a good worker/professional.
2) If the earlier company has retained him for atleast more than one year then he is just fine.
3) You may want to take him into confidence... communication is the key.
4)May be He wants an initiation of this process from the management's side.
5) A compulsion on his part... in fact his team (of subordinates) structure may have to be reviewed. Its like he is given Bangladesh Cricket team and expected to beat a side like Australia.
6) There may be some issues especially with regard to performance, commitment and team spirit.... on part of his subordinates as well.
7) In the earlier organisation that he worked in,the level of commitment and other factors may have relatively better due to overall company's structure,environment, salaries and benefits, as such that they comfortably went about doing their job without minimal supervision. He may be paid a high salary by your standards but what about his current team ??
8) If he has joined you on a promotion,where the scale of operations,size of the team is something that he is finding difficult to handle, you/your senior management team may want to communicate face to face threadbare, thats the only way to go about it....
9) If there are more variables/factors,then you may want to give him/her a timeframe mutually agreed upon.
10) Hopefully this works out well... if not then you have no choice but bid him a good bye.
11) At the end of this exercise you will be wiser...having commuicated very clearly with him. Next time you recruit some one... you are wiser still.... the organisation will continue to pay him until then... but you as person & professional and as a professionally managed company would have cleared issues at your end, although it will cost you.
12) This will go a long way..... in creating a very positive working conditions where empathy is the key.... and at the same time being firm with your HR policy.
From India, Mumbai
Non-Performance is an outcome by itself, However may I submit the following observationas, although some may be repetative :
1) The fact that he worked for a very good company proves that he is basically a good worker/professional.
2) If the earlier company has retained him for atleast more than one year then he is just fine.
3) You may want to take him into confidence... communication is the key.
4)May be He wants an initiation of this process from the management's side.
5) A compulsion on his part... in fact his team (of subordinates) structure may have to be reviewed. Its like he is given Bangladesh Cricket team and expected to beat a side like Australia.
6) There may be some issues especially with regard to performance, commitment and team spirit.... on part of his subordinates as well.
7) In the earlier organisation that he worked in,the level of commitment and other factors may have relatively better due to overall company's structure,environment, salaries and benefits, as such that they comfortably went about doing their job without minimal supervision. He may be paid a high salary by your standards but what about his current team ??
8) If he has joined you on a promotion,where the scale of operations,size of the team is something that he is finding difficult to handle, you/your senior management team may want to communicate face to face threadbare, thats the only way to go about it....
9) If there are more variables/factors,then you may want to give him/her a timeframe mutually agreed upon.
10) Hopefully this works out well... if not then you have no choice but bid him a good bye.
11) At the end of this exercise you will be wiser...having commuicated very clearly with him. Next time you recruit some one... you are wiser still.... the organisation will continue to pay him until then... but you as person & professional and as a professionally managed company would have cleared issues at your end, although it will cost you.
12) This will go a long way..... in creating a very positive working conditions where empathy is the key.... and at the same time being firm with your HR policy.
From India, Mumbai
Lets solve this problem
By simply using Punishment you will not be able to change behvaiour at all. remember your sales manager is under pressure as his salary is retained. Instead lets look on few of the areas you can work with.
1. Have you done a gap analysis, What areas does he need to improve.
2. communicate with him about the areas which needs improvement
3. Get one of your best sellers to accompany him on the field.
4. Put him on Performance improvement program.
5. It normally takes 3 months for a person to show improvement if he is genuinely interested in improving his/her performance.
6. to avoid any labour dispute. do the following things.
From India, Bangalore
By simply using Punishment you will not be able to change behvaiour at all. remember your sales manager is under pressure as his salary is retained. Instead lets look on few of the areas you can work with.
1. Have you done a gap analysis, What areas does he need to improve.
2. communicate with him about the areas which needs improvement
3. Get one of your best sellers to accompany him on the field.
4. Put him on Performance improvement program.
5. It normally takes 3 months for a person to show improvement if he is genuinely interested in improving his/her performance.
6. to avoid any labour dispute. do the following things.
From India, Bangalore
Lets solve this problem
By simply using Punishment you will not be able to change behvaiour at all. remember your sales manager is under pressure as his salary is retained. Instead lets look on few of the areas you can work with.
1. Have you done a gap analysis, What areas does he need to improve.
2. communicate with him about the areas which needs improvement
3. Get one of your best sellers to accompany him on the field.
4. Put him on Performance improvement program.
5. It normally takes 3 months for a person to show improvement if he is genuinely interested in improving his/her performance.
6. to avoid any labour dispute. do the following things.
a) Please give him a memo on his performance and put a final date of improvement expected and make him sign.
b) Get his commitment and also tell him that there would be periodic review may be a month. Let him give an improvement result deadline
c) Incase he still not improving terminate him.
This way you could be able to a improve him or get rid of him as per the rules.
From India, Bangalore
By simply using Punishment you will not be able to change behvaiour at all. remember your sales manager is under pressure as his salary is retained. Instead lets look on few of the areas you can work with.
1. Have you done a gap analysis, What areas does he need to improve.
2. communicate with him about the areas which needs improvement
3. Get one of your best sellers to accompany him on the field.
4. Put him on Performance improvement program.
5. It normally takes 3 months for a person to show improvement if he is genuinely interested in improving his/her performance.
6. to avoid any labour dispute. do the following things.
a) Please give him a memo on his performance and put a final date of improvement expected and make him sign.
b) Get his commitment and also tell him that there would be periodic review may be a month. Let him give an improvement result deadline
c) Incase he still not improving terminate him.
This way you could be able to a improve him or get rid of him as per the rules.
From India, Bangalore
Hi Jyoti
I agree the problem u r facing seems childs play to solve that but actually is not that easy.. Please check out following points:
1) Dont's- you cannot hold the salary of an employee; you cannot take any such action for the reason u told that he is from very gud company with experience.. this means he might b clear with so many legal aspects. Incase u take chance he definitely will not take anytime to waste ur precious time n money to warn u with legal sues or court stays... So better dnt take chance.
2) Do's- a) Performance appraissal- prepare a report and send a copy to management and discuss the exact problems he is facing in his work.
Say if not able to develop good relationships with customers, then training can work n leave no excuse with him, like u cn ask sum good performer of urs to assisst him in field and to introduce him. If persn accompanying him is younger or junior to him, this will arise a need in him to perform better with his own hardwork as this will be challenge for him n question on his performance.
If things work good enough, else he himself will quit without raising any problem for u
For further hirings in future plz check out these points:
1) Dont ever get attracted towards the company person is cuming from rather check out his performance
2) Getting selected in big company is just nt enough for u , but important is how he performed
3) Keep every person, specially marketing and sales force in probation period varying from 4-6months and keep clause that it may exceed to 4 months and authority lies with management incase not satisfied with performance as will increase confidence and trust of employee in company as will simply be not fired bt given chance to prove himself , that u can consider in motivational aspects
4) Keep termination clause in offer letter as being in probation period company enjoys the right to terminate his services with 1 day notice and decision will b final n unquestionable.
For any further query pls mail me at
;dicusshr@rocketmail.com
From India
I agree the problem u r facing seems childs play to solve that but actually is not that easy.. Please check out following points:
1) Dont's- you cannot hold the salary of an employee; you cannot take any such action for the reason u told that he is from very gud company with experience.. this means he might b clear with so many legal aspects. Incase u take chance he definitely will not take anytime to waste ur precious time n money to warn u with legal sues or court stays... So better dnt take chance.
2) Do's- a) Performance appraissal- prepare a report and send a copy to management and discuss the exact problems he is facing in his work.
Say if not able to develop good relationships with customers, then training can work n leave no excuse with him, like u cn ask sum good performer of urs to assisst him in field and to introduce him. If persn accompanying him is younger or junior to him, this will arise a need in him to perform better with his own hardwork as this will be challenge for him n question on his performance.
If things work good enough, else he himself will quit without raising any problem for u
For further hirings in future plz check out these points:
1) Dont ever get attracted towards the company person is cuming from rather check out his performance
2) Getting selected in big company is just nt enough for u , but important is how he performed
3) Keep every person, specially marketing and sales force in probation period varying from 4-6months and keep clause that it may exceed to 4 months and authority lies with management incase not satisfied with performance as will increase confidence and trust of employee in company as will simply be not fired bt given chance to prove himself , that u can consider in motivational aspects
4) Keep termination clause in offer letter as being in probation period company enjoys the right to terminate his services with 1 day notice and decision will b final n unquestionable.
For any further query pls mail me at
From India
Hi!
I am from AP State Govt. Now I am retired. There are two/three options.
1. Record his performance regularly. Keep him informed of his achievements vis-a-vis the targets.This is important for any future course of action.
2. As its indicated, he is coming from a good company ,check up whether he has any problems inthe field/family (a sort of counselling by an expert of our Personnel Deptt.).
3.Without affording any opportunity we cannot stop his salary ( whether partly/fully)
4.After all our efforts to remedy situation, the last step is to show him his place!! This is very easy to my knowledge in a Private/Corporate Company..
R.S. Shastry
From India, Hyderabad
I am from AP State Govt. Now I am retired. There are two/three options.
1. Record his performance regularly. Keep him informed of his achievements vis-a-vis the targets.This is important for any future course of action.
2. As its indicated, he is coming from a good company ,check up whether he has any problems inthe field/family (a sort of counselling by an expert of our Personnel Deptt.).
3.Without affording any opportunity we cannot stop his salary ( whether partly/fully)
4.After all our efforts to remedy situation, the last step is to show him his place!! This is very easy to my knowledge in a Private/Corporate Company..
R.S. Shastry
From India, Hyderabad
Something that always works for me. If this sales person is married, tell him you wish to visit his/her home and have tea with his/her spouse. And that u would discuss with the spouse the kind of performance that's being given. finally ask the sales person what would the spouse think of him - a loser or a winner... how would he/she want the spouse to know him.
7 flat days and the performance will go northwards ... if there is no issue in leadership with his immediate superviser.
hope u find it effective ... do let me know once u get the desired result.
regards, Vikas Rao (aka raoglobal)
From India, Calcutta
7 flat days and the performance will go northwards ... if there is no issue in leadership with his immediate superviser.
hope u find it effective ... do let me know once u get the desired result.
regards, Vikas Rao (aka raoglobal)
From India, Calcutta
Hi friend, I think he lacks motivation. Since u already cut his pay, why not give him more responsibility / handle things independently so that he might be back on track. Thanks-vijaya
From India, Indore
From India, Indore
Hi Neha and Jyoti,
Kindly let me know whether you recruited these poor performing employees from Similar industry or from different industry
If they are not from your similar industries, they may not have sufficient knowledge about your systems, procedures and mainly about your product
===> Give them a special induction
===> If necessary organize for training progaram like - Selling skills, Training on negotiation etc..........
According to my knowledge cutting down the salary will demotivate the employees and will not support for further performance
For further info please contact
BR
Pratheep
9894276231
Kindly let me know whether you recruited these poor performing employees from Similar industry or from different industry
If they are not from your similar industries, they may not have sufficient knowledge about your systems, procedures and mainly about your product
===> Give them a special induction
===> If necessary organize for training progaram like - Selling skills, Training on negotiation etc..........
According to my knowledge cutting down the salary will demotivate the employees and will not support for further performance
For further info please contact
BR
Pratheep
9894276231
You can design a IP (Improvement Plan) for him along with his manager, Design in such a way that where all employee need to improve and what all employee has to do. have a discussion on this. get it signed from the manager and employee. Have some 3 - 5 reviews all three of you
Mention in the template that, "If there is no progression, it will lead to termination"
Surely he will improve
Hope this throws some light.
From India, Bangalore
Mention in the template that, "If there is no progression, it will lead to termination"
Surely he will improve
Hope this throws some light.
From India, Bangalore
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High Performing Mindset.ppt