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    Critieria For Sales Manager Assignment Help

    Critieria For Sales Manager Assignment Help

    Answer 1)

     Three measures that can be used as performance criteria for sales manager-
    Activity metrics:
    This measure involves tracing of activities like client meetings, emails send, follow up meetings to know about the total number of reach outs. These activities are not directly performed by the sales manager but this measure helps to know about the team efforts under the leadership of the particular sales manager.
    Pipeline metrics:
    Pipeline metrics draws out a ratio between proposals, opportunities and closed deals.  Following diagram will explain this metrics clearly:
    Accuracy of pipeline plays a vital role in measuring sales manager’s performance as the coach of the sales team. The pipeline shows the sales manager’s ability to distribute the workload within the sales team (Farris, Bendle, Pfeifer, and Reibstein, 2017).
    Sales turnover:
    Sales turnover is the most used measures used as a performance criterion for sales manager. This measure shows how successful a manger is at recruiting, orientations, training and keeping the high performance sales people in the organisation (Davis, 2012).

    If Tim wants to increase to encourage his team performance he should implement 360 degree performance management system. This system involves a survey of taking feedback about employee, from the people who are in direct touch with the employee. It includes colleagues, managers and direct reports.  This feedback system is anonymous and confidential (Armstrong, 2017). This type of performance management system encourages and motivates the team to perform better because of various advantages –
    It facilitates open communication.
    Feedback is collected from various sources therefore chances of a biased view point are reduced.
    It helps employee to identify strengths or weakness. So that employee can work on areas, where he/ she is lagging behind.
    It enhances team communication and accountability within the team.
    Answer 2
    Balance score card:
    Balance score card can be defined as a tool used by organisations for strategic planning . It can be described as a vehicle that helps the business to interpret and apply implement strategy. This method was originally founded by Dr Robert Kaplan and Dr David Norton in the year 1992 and was published in their book in 1996. Balance score card is tool that aligns the business to the organizational vision and strategy and enabling performance measurement against strategic goals (Pramudita, 2016). It helps the business to improve organizational performance. Balance score card views the business from 4 perspectives:
    Financial perspectives-
     How to achieve financial objectives for creating a sustainable economic value in the eyes of share holders?
    Learning and growth-
    To achieve the desired vision, how does our system will change or improve?
    What is the demand of customer and how can we meet that demand? What we appear to our customers?
    Internal business processes-
    What business processes must be adopted to satisfy customers and shareholders?  (Brijs,2016)
     How Balance scorecard can be used for strategic planning and performance management-
    Balance score card can be successfully implemented in business for strategic planning and management by using 4 simple steps
    Clarifying and interpreting the vision and strategy-
    It involves identifying organisational vision and translating business strategy to strategically goals. 
    Communicating and linking-
    This involves communicating the vision and objectives both internally and externally. Setting up of specific goals and linking the performance with rewards.
    Planning and target setting-
    It involves setting up of time bound targets for scorecard measures. After that strategic goals should be aligned to the long term targets. Then identifying the strategic initiatives and allocating the resources. This is a step of establishing the milestones.

    Enhance strategic feedback and learning-
    This can be done by perform routine strategic reviews, obtaining feedback to know about the performance and improving strategy (Kaplan and Nortan, 2015).
    Answer 3
    In simple words benchmarking can be defined s process of setting up best performance standards (Harrington, and Trusko, 2017).
    Importance of benchmarking-
    According to, Tepavicharova (2017) application of benchmarking as a tool in the organization has following importance-
    Brings clarity in the goals and strategy. Goals and strategy becomes measurable tie bound and specific.
    Increases the overall efficiency in the organisation because best practices and performance goals are identified.
    Improvement in the quality of work/ product or service because it is compared with the set standards.
    Better performance is achieved as employees continuously work to improve their performance to reach the set benchmark.
    Help to bring out uniformity in processes products and service 
    It highlights the loopholes and helps in improving and innovating.
    Helps to improve the organisational culture in long run.
    Utilisation of benchmarking in different areas of HR:
    For human resource management benchmarking is an exercise to compare its own HR policies and practices with other organisations in the competition. Application of benchmarking in different areas of HR-
    Recruitment and Selection- 
    In selection process recruitment benchmark should be set like-minimum eligibility for a candidate to be eligible for interviews; standards that define eligibility to be appointed. It helps the managers to be more consistent with their decision making and make a rationale and transparent decision (Nankervis, Baird, Coffey and Shields, 2019).
    Training and development-
    Benchmarking concepts related t evaluation and improvement can be applied in training and development programs.
    Performance appraisal
    Performance should be measured against set benchmarks and then appraisals must be provided.
    Answer 4
    Job analysis can be defined as the process of determining the duties, responsibilities and specifications of a particular job (Jacobs and Ballenger, 2019).
    Difference between job analysis, job description and person specification-
    Job analysis is an umbrella term for job description and person specification. Job analysis involves identification of vacant roles that needs to be filled in the organisation. It gives a detail about the requirements of a particular job i.e., roles and responsibilities of a particular job role are specified (job description. Then it involves specification or skills that a person needs to perform that particular team (person specification). Job description and person specification both are the part of job analysis process. Job description is based on job analysis and person specification is based on job description (Bauer, Erdogan, Caughlin and Truxillo, 2018).
    Methods of job analysis-
    In this method of job analysis hr manager conducts interview with the respective office holders to know about their roles and responsibilities and vacant positions in their department. These interviews can be structured or unstructured (Morgeson, F.P., Brannick, M.T. and Levine, 2019).
    Flexible and adaptable
    Less chances of misunderstandings.
    Employees may omit vital information.
    Employees may exaggerate.
    Questionnaire method-
     It involves filling up of questionnaire by office holders. It is most commonly used method of job analysis.
    Provide useful and reliable data.
    Question misinterpretations.
    High chances of no response.
    This involves observing various roles performed in an organisation. This method involves closely monitoring daily routine of employees.
    Source of first and information.
    All the jobs cannot be observed
    Difficulty in observing.
    Answer 5)
    Combination of recruitment methods forms a recruitment system of an organisation. For the recruitment system to be efficient there are several qualitative standards.
    5 standards which recruitment methods must meet to be effective are listed below-
    Recruitment methods should meet the standard of versatility. To attract divergent talent in the organisations the recruitment team should be versatile in its efforts (Steel, 2018).
    Tech savvy-
    Recruitment methods should be tech savvy. They should make use of digital platforms, software and tools in recruitment methods. Jobs should be displayed online along with job description, specification and compensation. Tech savvy standards are very important to be effective in competitive environment (Kellough, 2018).
    Equal job opportunities-
    Effective recruitment methods should be designed in such a way that they should meet the standards of providing equal job opportunities It means no job applicant will be discriminated on the basis of caste, race, religion, colour, gender etc. Everyone will have equal right on the process of hiring ( Weatherspoon).
    Recruitment methods should be proactive. They should able to attract and employ a competitive task force in the organisation. Recruitment methods should have the efficiency to attract talented employees in the organisation.
    Problem solver-
    Successful implementation of recruitment methods ensures hiring related problem solving in an organisation. Effective recruitment methods function in such a way that they manage the problems like- employee absent on interview date or a position being vacant for longer time.