The document discusses several topics related to recruitment, workforce monitoring, salesforce structure, and team performance. It provides details on: 1) The role of job descriptions in setting objectives and how they should be used as a starting point rather than a substitute for annual goals. 2) The differences between direct and indirect sales approaches and their advantages. 3) Key aspects to monitor in a salesforce structure, including costs, territories, workforce skills, and maintaining ethics. 4) Steps to create a high performing team, such as establishing a vision, building trust, allocating work, and developing skills.

1. MDP on Recruitment and
Workforce Monitoring
G.Ojha

2. Ethics :- Setting High Standards
People:- Leading with passion to excel
Innovation:- Pioneering the spirit of
creativity and research.
Environment :- Caring for the
environment and Community
Technology :- Harnessing frontier
technology
Customers :- fostering relationships for a life
time
Indian Oil
The Energy of India
Globally Admired Company
Values
Care. Innovation. Passion. Trust.

3. Role of Job Descriptions in
Objective Setting - I
 Job description gives a detailed account of what the job
demands like data about task, responsibility, job title,
duties, machines, location, tools, equipment, working
conditions, hazards, etc.
 There should be fit between job description and job
specifications. Any mismatch may result in job
dissatisfaction loading to low productivity, absenteeism
and turnover.

4. Role of Job Descriptions in
Objective Setting - II
 Job descriptions are general in nature and not related to
specific results are wants. Also, these are frequently
outdated.
 Even if we have ten people in the same job, each person
may have different skills and abilities and you may want
them doing somewhat different things, even though their
job descriptions are identical.
 Thus, you can use job descriptions (if these are current)
as a starting point for setting goals and objectives. But
you cannot use job descriptions as a substitute to setting
annual goals and objectives.

5. Direct Vs. Indirect Sale -I
Direct Sale
 Going straight to the customer.
 Phone, E-Mail, personally meeting the customer.
 Sale over the counter, sale on a website.
 High level of influence over customers.
 Better communication about his feelings regarding
product/service.

6. Direct Vs. Indirect Sale -II
Indirect Sale
 Sale trough a go-between.
 Like a reseller, a commissioned agency, independent sales
agency, another distributor.
 Indirect sales also known as B2B or business to business,
e.g., all products at a local grocery store.
 Indirect sale is less costly and has a higher geographical
reach.
 But it requires use of politics, not working proper timing to
destabilize the competition and gain an advantage.

7. Important ‘Aspects in Marketing’
Product Pricing Promotions Placement
People Process
Physical
Evidence
 Employer.
 Management.
 Culture.
 Customer Service.

8. Salesforce Monitoring - I
 Salesforce structure is very important.
 It means the different roles that an internal
salesforce and external selling partners should play.
 Good management of salesforce structure may lead
to increased revenues, reduced compensation cost
and enhanced profitability.

9. Salesforce Monitoring - II
 There are various issues in such monitoring like
 Fixed Vs. Variable cost to sales ratio.
 Type of sales territories (Dominant Vs. Marginal)
 Availability of trained and experienced workforce.
 Product characteristics and order size.
 Short term Vs. long term selling approach.
 Stability of relationships.

10. Salesforce Monitoring - III
 The types of workers- permanent or temporary should be
decided with reference to business life cycle.
 Ethics is very important in selection of salesforce. Pharma
Companies almost always use a direct sales force because
of the ethical and accountability issues.
 Good recruitment is not enough. Discipline is another vital
issue in salesforce monitoring. Too loose or too tight control
should be avoided. Norms should be strictly enforced rather
than personal likes or dislikes.

11. Advantages of Good
Teamworking skills - I
Skills like:-
 Support
 Constructive Feedback
 Problem Solving
 Knowledge of Roles
 Working with Diversity
 Conflict Management

12. Advantages of Good
Teamworking skills - II
Advantages :-
 Fosters creating and learning.
 Blends complementary strengths.
 Builds trust.
 Teaches conflict resolution skills.
 Encourages healthy risk-taking.
 Promotes a wider sense of ownership.

13. Steps in Creating a High
Performance Team – I.
 Create a vision
The leader declares a vision and a team is created to
translate the vision into reality.
 Focus on Action
Quick mobilization, faster innovation and flawless
execution as compared to competitors.
 Building & Managing Trust & Relationships
With trust and strong relationships, the team will make risk
taking commitments necessary to accelerate business
performance.

14. Steps in Creating a High
Performance Team – II.
 Review Meetings
For not criticizing each other but to produce collaborative
results.
 Allocating and Prioritizing Work
Distribution of work based on priority, skill set, availability
and interest of the organization.
 Executing the Plan
No politics or personal agenda. Less time on meetings
and more on execution.

15. Steps in Creating a High
Performance Team – III.
 Monitoring People and Resolving Conflicts
 in a high performing team, members are self-motivated
and self-directed. So, different ways of doing things should
be accepted.
 Team members should have the authority to make
decisions if they are taking the responsibility for the
outcome.
 When there is failure, avoid blame. Turn failure into a
learning opportunity.

16. Steps in Creating a High
Performance Team – IV.
 Developing the Team
 Clearly identify skills and assess an individual’s skill gap.
 Give concrete projects and roles designed to help
individuals build missing skills and improve their
capabilities.

17. Thanking You