海红市场销售人员人力资源管理

1、海红市场销售人员人力资源管理MAIN PROBLEMS IN SALESMAN HR MANAGEMENTProblem one: All HR managing responsibilities are burdened by sales managers. Without the position of HR manager, many functions of HR management can not be realized. Problem two: Because of the absence of HR plan, HR supply and demand is decided

2、by feelings of sales managers. The recruitment is arbitrarily implemented.Problem three: Hemple-hai hong has no complete training system. Without the demand analysis, summarizing after training and proper implementation, the training programs can not meet salesmans requirement or give them right gui

3、dance.Problem four: Without salesman career development design, the goals of salesman can not conform to those of hempel-hai hongs. Problem five: Low evaluation result increases salesmans comfort and passiveness, leading to low efficiency of salesman. Problem six: The motivating system has not been

4、related to salesmans performance evaluation, which can not stimulate salsmans enthusiasm.Problem seven: The compensation system is unreasonable, which quenches salesmans motivation.CONCENTSrecruitmentTraining and developmentPerformance management and motivationCompensation and benefit suggestionsove

5、rviewbachgroundHR planrecuitmenttrainingCompetence developmentCareer developmentevaluationstructureproblemsdrawbacksprinciplesHR suggestionsmotivationMAIN PROBLEMS IN SALESMAN HR MANAGEMENT资料来源：新华信访谈和分析P1：Absence of HR system.P2：Absence of HR plan and recruitment plan.P3：Uncomplete training system.P

6、4：Absence of salesman career development plan.P5：Uncomplete evaluation system for salesmanP6：Uncomplete motivating system for salesmanP7：Unreasonable compensation structure for salesmanPQM MODEL SHOWS THAT HEMPLE-HAI HONGS MOST ERGENT PROBLEMS ARE TO SET UP HUMAN RESOURECE SYSTEM, ESTABLISH PERFORMA

7、NCE MANAGEMENT AND REASONABLE COMPENSATION STRUCTURE54321EDCBABestWorstMost unimporantMost importantP1P3，P4，P2P7P5P6PRINCIPLES OF ESTABLISHING HR SYSTEM: PEOPLE FOCUS, STRENGTHENING IMPLEMENTATIONPrinciple one: to maintain hemple-hai hongs tradition, take people focus and establish active and harmon

8、ious environment .Principle two: to complete every step of HR management, and transmit from management without rules and regulations to management by rules and regulations.Principle three: to complete the HR system from job analysis and focus on the cost controlHR MANAGEMENT FRAME SHOULD BE ESTABLIS

9、HED IN SALES DEPARTMENTSResponsibilities of HR managers are burdened on the sales managers. HR management are relied on the individaul knowledge and competencies.FormerAccording to HR management characteristics and hemple-hai hongs current situation, working flow and process should be regularized .

10、Individuals should be assigned to concrete works and given professional guidance. FutureTHE PERFORMANCE MANAGEMENT AND COMPENSATION STRUCTURE SHOULD ACCORD TO BUS CHARACTERISTICS strategyMarket position and development stageCompensation strategyCompensation mixDevelop by investment(protective paint)

11、Merge or rapidly developAdequate motivationHigh level pay and above medium performance awards, medium benefitMaintain profit and protect market (marine paint and decorative paint)Mature stage by normal developmentAwarding skilled managementAverage pay and medium performance awards, standard benefit

12、Harvest profit and change invest direction (container paint)No development, recessioncost control focusCompensation below average, awards according to cost control, standard benefitPERFORMANCE MANAGEMENT AND MOTIVATING SYSTEM SHOULD FOCUS ON THE GUIDING ON SALESMAN, ADJUSTING THE NEEDS OF HEMPLE HAI

13、-HONG AND INDIVIDUAL DEVELOPMENTIndividual development planCompany development that salesman sensesBBBBAAAACCCCSalesmans three moodsPerformance management and Guide for performance development should give salesman definite direction, leading them to develop their competencies according to the GUIDEP

14、ERFORMANCE MANAGEMENT SHOULD BE SET UP, EVALUATING SALESMANS COMPETENCIES, OBJECTIVES AND RESULTS, KEY RESPONSIBILITIESC competenciesA objectives and resultsInterpersonal skillsinfluencingpeople development*communicationjudgement and decision makingplanning and executionattitudecustomer serviceSales

15、 volumewithdrawlspricesales costB key responsibilitiessafetyqualityleadership*performance management*profitabilityteamworktraining and development*implementationbusiness developmentidentifying and meeting customer requirementsprocess-project managementtechnical skills*: only for sales managerEVALUAT

16、ION SHOULD CONFORM TO BUS CHARACTERISTICSmarinecontainerprotectivedecorativecharacteristicsFixed account and big account, having support of hemple global netFixed account and big account, having support of hemple global netMany but scattered projects, periodic accounts and shared informationMain acc

17、ounts are projects, and periodic accountsMain concerns of evaluationFocus on attitudeFocus on cost controlFocus on effortsFocus on efforts and cost controlPERFORMANCE MANAGEMENT FOR MARINE PAINT: FOCUS ON KEY RESPONSIBILITIES, WITHDRAWALS AND SALES COSTC competenciesA objectives and resultsInterpers

18、onal skillsinfluencingpeople development*communicationjudgement and decision makingplanning and executionattitudecustomer serviceSales volumewithdrawlspricesales costB key responsibilitiessafetyqualityleadership*performance management*profitabilityteamworktraining and development*implementationbusin

19、ess developmentidentifying and meeting customer requirementsprocess-project managementtechnical skills*: only for sales managerPERFORMANCE MANAGEMENT FOR CONTAINER PAINT: FOCUS ON KEY RESPONSIBILITIES, WITHDRAWALS AND SALES COSTC competenciesA objectives and resultsInterpersonal skillsinfluencingpeo

20、ple development*communicationjudgement and decision makingplanning and executionattitudecustomer serviceSales volumewithdrawlspricesales costB key responsibilitiessafetyqualityleadership*performance management*profitabilityteamworktraining and development*implementationbusiness developmentidentifyin

21、g and meeting customer requirementsprocess-project managementtechnical skills*: only for sales managerPERFORMANCE MANAGEMENT FOR PROTECTIVE PAINT: FOCUS ON SALES VOLUME AND WITHDRAWALSC competenciesA objectives and resultsInterpersonal skillsinfluencingpeople development*communicationjudgement and d

22、ecision makingplanning and executionattitudecustomer serviceSales volumewithdrawlspricesales costB key responsibilitiessafetyqualityleadership*performance management*profitabilityteamworktraining and development*implementationbusiness developmentidentifying and meeting customer requirementsprocess-p

23、roject managementtechnical skills*: only for sales managerPERFORMANCE MANAGEMENT FOR DECORATIVE AND ROAD PAINT DEPARTMENT: FOCUS ON SALES VOLUME, WITHDRAWALS AND SALES COSTC competenciesA performanceInterpersonal skillsinfluencingpeople development*communicationjudgement and decision makingplanning

24、and executionattitudecustomer serviceSales volumewithdrawlspricesales costB key responsibilitiessafetyqualityleadership*performance management*profitabilityteamworktraining and development*implementationbusiness developmentidentifying and meeting customer requirementsprocess-project managementtechni

25、cal skills*: only for sales managerSELF-APPRAISAL MONTHLY AND EVALUATION ANNUALLYEvaluation indexEvaluation meansmonthlyB key responsibilitiesC competenciesself appraisal of salesman monthlyevaluation by boss per season and feedbackannuallyA objectives and resultsB key responsibilitiesC competencies

26、First, self-evaluation by salemansecond, evaluation by boss and feedbackthird, making development plan for next yearobjectiveleading salesman to develop according to performance management standardSummatizing one years performanceHEMPLE-HAI HONG SHOULD ADOPT KINDS OF MOTIVATING STYLES TO PROMOTE SAL

27、ESMANS ENTHUSIASMcompetenciesperformancekey responsibilitiespromotionbonussalaryawardsBoss courage and praiseTo make salesman feel responsibility and fullfillment, satisfying their needs of self developmentDirect way to confirm the performanceTo confirm salsmans performance and competenciesTo courag

28、e some special talents and competencs of salesmanSimple way to let salesman feel respected and concernedOVERVIEW TO THE STRUCTURAL SYSTEM OF CEMPENSATION AND BENEFITRestructuring the current system of compensation and benefit The new compensation system named “Structural System” includes pay and bon

29、us based on the district differentiation called the district coefficient. Consider the three dimensions, the performance of the company, business unit, individual to assign the year bonus to motivate the sales effectively.Set up CEO Award to award the outstanding performance. Obey the lab law and th

30、e social security policies to reduce the conflict between the employer and employees.Standardize the benefit. Establish the rules of Housing Loan with the reimbursement planning, otherwise, announce housing Loan unavailable.ADJUST THE CURRENT SYSTEM OF COMPENSATION AND BENEFITCurrent compensation an

31、d benefit systemcompensationbenefitpaybonusallowanceBasic payFloating pay13th month payBonus annuallyTravelling allowanceBenefit internalHouse loanlunch feefruit fee.Social securityMedicaredoleannuityAdd CEO awardSimplifyStandardizeSegmentRenamed Bonus monthlyMaintainStandardizeSet up a series of in

32、dicatorsPRINCIPLE, GOAL AND PERSPECTIVE OF THE ESTABLISHMENT OF COMPENSATION AND BENEFIT SYSTEMPrinciples: equitable, reasonable and consistent with hemple-hai hongs development strategygoals: 1, to resolve the unfair differentiation among four BU 2, to resolve the unfair differentiation among each

33、office 3, to resolve the disconnection of performance and bonus 4, to establish reasonable compensation system, establishing proper expectationperspectives：1, to arrange proper structural system, adjust current differentiation by establishing reasonable position and level 2, establishing coefficient

34、 to adjust district differentiation 3, relate performance management to bonusRESTRUCTURE COMPENSATION AND BENEFIT SYSTEMCompensation and benefit systemBasic pay13th month payLevelpayseniority payMonthly bonusCEO awardBonus annuallycompensationbenefitpaybonusBenefit internalSocial securityPosition pa

35、ySUGGESTION ON BASIC PAY AND MONTHLY BONUSrestructure current pay, dividing it into basic pay and monthly bonusthe future structural pay will be as following:standard pay=basic pay+monthly bonus =basic pay(1+) is the coefficient of monthly bonus or floating, 0 1basic pay=(position pay +level pay+sen

36、iority pay)district coefficientposition: sale representative, regional manager, manager, general managerlevel: junior, senior, advanced,and in each level can divide to 1,2,3 sublevelssalesmans basic pay comprises of level pay, position pay and seniority pay. With the increasing of any of the three,

37、the monthly bonus increases, which is proper as different position pay or level pay means different responsibilities. Monthly bonus has the same ratio to the basic pay but different value. Monthly bonus is decided by general manager . We suggest that in condition of not contravening the regulation,

38、the monthly bonus should not be discounted.IMPLEMENTATION OF BASIC PAY AND MONTHLY BONUSFirst, to analyze the current paysecond, to decide on the quantity of seniority pay, level pay and position pay. Establish transitional pay structure: compare thecurrent pay with the future one, the odds is reser

39、ved pay. So the current pay structure changes into:pay=standard pay+reserved pay=(basic pay+monthly bonus)+reserved payreserved pay can be controlled in a certain scope, which can be adjusted by the demarcating of position and level. Third, the transitional pay structure will change to standard stru

40、cture and the reserved pay should be abolished gradually.ALLOCATION OF THE ANNUL BONUS SHOULD CONSIDER FOUR MAIN FACTORSDecide on corporate bonus事业部奖金总额 decide the annual bonus of each BUEach BUs completion of objectivesCorporate performance as a wholeSalesmans performance evaluation annually事业部奖金总额

41、事业部奖金总额bonus of each BUIndividual bonusIndividual bonusIndividual bonusDecide individual bonusMacro-economy each BU facingBUs objectives：the BUs evaluation indicators should be decided according to the development strategy of hemple-hai hong, industrial situation of each BU.1234Individual bonusIndiv

42、idual bonusIndividual bonusIndividual bonusIndividual bonusIndividual bonusSUGGESTIONS ON THE ALLOCATION OF BU ANNUAL BONUSThe annual bonus is taken out from corporate annual profit according to the corporate performance. At the beginning of the year, objectivs and evaluation indicators of each BU a

43、re decided according to the corporate strategy and insutrial situation. So we can get evaluation index Im, Ic, In, Id at the end of the year.Considering the possible uncertain factors, we set a special coefficient, S, to adjust and balance the bonus allocation of each BU.With the number of people of

44、 each BU and the allocating factor calculated, we can get the sum of BU annual bonus.Formula: Bm Bc Bp Bd gSmImNm gScIcNc gSpIpNpgSdIdNdIndividual bonus are allocated according to the salesmans performance evaluation.FORMULA OF BU ANNUAL BONUSEvaluation index I=i1(Fa1/Ff1)+ i2(Fa2/Ff2)+.+ in(Fan/Ffn

45、) (i1 i2 in=1)Allocating factor g = G/(SmImNm+ ScIcNc + SpIpNp + SdIdNd)BU annual bonus Bm= gSmImNm ； Bc= gScIcNc； Bp= gSpIpNp ； Bd= gSdIdNdnotes： m、c、p、dmeans marine paint, container paint, protective paint, decorative paint Fa: means evaluation indicatorsBU ANNUAL BONUS CALCULATIONstep one: to calculate evaluation index （ I ） of each BUI=i1(Fa1/Ff1)+ i2(Fa2/Ff2)+.+ in(Fan/Ffn) i1 i2 in=11.1 To decide on the evaluation indicators, we suggest to adopt two-four financial indicators such as sales volume, profit, withdrawa