hello I need urgent help. Please help me how can I mark attendance of marketing people. how to tackle this this problem whether they are on site or not. Is there any format for there attendance.
From India, New Delhi
From India, New Delhi
ask them to send a daily report either in word format or any format made by the HR.
From India, Kochi
From India, Kochi
thanks for suggestion if you have any format kindly send me. because this is newly establish company. the format they are having people can easily misinterpret it.
From India, New Delhi
From India, New Delhi
Dear Sach_001@Yahoo.Com,
First, tell me how many people are working and what kinds of jobs they are doing. If more than 50 people are working, then form a team with a team leader who is responsible for their attendance. The team leader should send the daily attendance of each individual to the HR Department within one hour of starting work via email in the Excel format provided by the HR Department. Additionally, the team leader should send the Weekly Sales Report to the HR Department along with the project coordinator.
Therefore, all individuals should work diligently, arrive at their workplaces on time, and avoid being absent due to meeting targets.
With Regards,
From India, Ranchi
First, tell me how many people are working and what kinds of jobs they are doing. If more than 50 people are working, then form a team with a team leader who is responsible for their attendance. The team leader should send the daily attendance of each individual to the HR Department within one hour of starting work via email in the Excel format provided by the HR Department. Additionally, the team leader should send the Weekly Sales Report to the HR Department along with the project coordinator.
Therefore, all individuals should work diligently, arrive at their workplaces on time, and avoid being absent due to meeting targets.
With Regards,
From India, Ranchi
Thank you for your helpful suggestion, sir. I am working in a small firm where there are only 15 to 20 employees in the marketing department. Some employees are permanently stationed in Rudrapur, and they consistently engage in attendance fraud.
Now, what steps should be taken to address this issue?
From India, New Delhi
Now, what steps should be taken to address this issue?
From India, New Delhi
Dear Sach_001@Yahoo.Com,
Employees (Marketing Executives/Sales Executives) scoring in the Red category (Less than 80%) for their Monthly Score will receive a first warning. The reasons for being in the red need to be identified, and corrective action must be taken. If the Monthly Score remains in the red for a second consecutive month, the employee will receive a second warning. Again, the reasons for being in the red must be identified, and corrective action taken. If an employee receives a third red Monthly Score within the following two months, they will be required to leave the company.
For example, if an Employee (Marketing Executive/Sales Executive) receives a Red Monthly Score in January, they will receive the first warning. If the Monthly Score is still in the red in February, they will receive the second warning. If the Monthly Score remains in the red in March or April, the employee will be asked to leave.
Each Team Leader is responsible for providing reasons for the underperformance of their Employees (Marketing Executives/Sales Executives).
Red Card Process:
- First Red card in any month: 1st Warning
- Second red card consecutively in 2 months: 2nd warning and a change in working location.
- Third red card consecutively in 3 months: termination.
If an employee receives four red cards in one year, they will not be eligible for promotion. If an employee receives five red cards in one year, they will be exited from the system.
Performance evaluations will be conducted monthly based on target achievement and attendance.
With Regards,
From India, Ranchi
Employees (Marketing Executives/Sales Executives) scoring in the Red category (Less than 80%) for their Monthly Score will receive a first warning. The reasons for being in the red need to be identified, and corrective action must be taken. If the Monthly Score remains in the red for a second consecutive month, the employee will receive a second warning. Again, the reasons for being in the red must be identified, and corrective action taken. If an employee receives a third red Monthly Score within the following two months, they will be required to leave the company.
For example, if an Employee (Marketing Executive/Sales Executive) receives a Red Monthly Score in January, they will receive the first warning. If the Monthly Score is still in the red in February, they will receive the second warning. If the Monthly Score remains in the red in March or April, the employee will be asked to leave.
Each Team Leader is responsible for providing reasons for the underperformance of their Employees (Marketing Executives/Sales Executives).
Red Card Process:
- First Red card in any month: 1st Warning
- Second red card consecutively in 2 months: 2nd warning and a change in working location.
- Third red card consecutively in 3 months: termination.
If an employee receives four red cards in one year, they will not be eligible for promotion. If an employee receives five red cards in one year, they will be exited from the system.
Performance evaluations will be conducted monthly based on target achievement and attendance.
With Regards,
From India, Ranchi
I used to work as the Head of HR in the Marketing division for a large MNC. Marking attendance for Marketing people was something we found to be complicated, especially in large cities, as the marketing person would often claim they were on a sales call. So, we came up with a different approach.
All marketing people followed something known as the PJP, meaning Permanent Journey Plan. Employees were not allowed to come to the office. Instead, they worked out a route plan at the beginning of each month, specifying which dealer they would be visiting at what time and on which date. We eliminated their office space and replaced it with lockers and a couple of round tables.
The employees would come to the office every Saturday morning to make their claims and check their orders with the logistics department. Orders were placed through Blackberry, and any communications received were placed in the lockers assigned to the respective staff. Sales officers were connected via BBM to their bosses and the commercial team.
We conducted surprise visits to the market occasionally, reaching the store at the specified time and date without prior notice to the salesperson, and we often found the employee with the dealer. Similarly, when traveling from the headquarters to other parts of India, we would visit the store directly based on their PJP without informing the salesperson in advance. Failure to be present would lead to disciplinary action.
This system resulted in cost savings as planned calls to dealers increased, leading to more sales. Dealers knew when our sales representatives would visit, optimizing their business interactions. It also reduced office space utilization, saving on rentals, and facilitated manpower planning based on call volumes.
We utilized GIS software developed by InfoTech Enterprises, Hyderabad, to create the PJP. This method proved to be the most effective way to manage attendance and manpower in the marketing department, tailored specifically to the needs of marketing professionals.
Applying HR processes designed for manufacturing or office-based employees to marketing professionals may not yield the same productivity due to the unique nature of their work.
From United+States, San+Francisco
All marketing people followed something known as the PJP, meaning Permanent Journey Plan. Employees were not allowed to come to the office. Instead, they worked out a route plan at the beginning of each month, specifying which dealer they would be visiting at what time and on which date. We eliminated their office space and replaced it with lockers and a couple of round tables.
The employees would come to the office every Saturday morning to make their claims and check their orders with the logistics department. Orders were placed through Blackberry, and any communications received were placed in the lockers assigned to the respective staff. Sales officers were connected via BBM to their bosses and the commercial team.
We conducted surprise visits to the market occasionally, reaching the store at the specified time and date without prior notice to the salesperson, and we often found the employee with the dealer. Similarly, when traveling from the headquarters to other parts of India, we would visit the store directly based on their PJP without informing the salesperson in advance. Failure to be present would lead to disciplinary action.
This system resulted in cost savings as planned calls to dealers increased, leading to more sales. Dealers knew when our sales representatives would visit, optimizing their business interactions. It also reduced office space utilization, saving on rentals, and facilitated manpower planning based on call volumes.
We utilized GIS software developed by InfoTech Enterprises, Hyderabad, to create the PJP. This method proved to be the most effective way to manage attendance and manpower in the marketing department, tailored specifically to the needs of marketing professionals.
Applying HR processes designed for manufacturing or office-based employees to marketing professionals may not yield the same productivity due to the unique nature of their work.
From United+States, San+Francisco
This is a good suggestion. Further, I would suggest:
1. You may ask for their weekly plan of visits in advance and also ask for a copy of the weekly report from them or their supervisors to check if they are visiting as per the plan.
2. For any unspecified dates, mark their absenteeism and ask for clarification.
3. Make it a strict rule that they should inform you of their leaves in any case.
4. If this problem is severe, inform them that any non-information from their side will make them liable for no pay (although you may not act on it, but initially threaten them).
In my earlier organization, marketing people used to be in the office every Monday to settle their travel claims, have discussions with the boss, or check the order status. They also used to discuss with HR for any discrepancies in their attendance.
Being in HR, you should assertively tell them that it's a matter of discipline and they have to adhere to it. Hope this helps.
Best regards,
Vaishalee Parkhi
From India, Pune
1. You may ask for their weekly plan of visits in advance and also ask for a copy of the weekly report from them or their supervisors to check if they are visiting as per the plan.
2. For any unspecified dates, mark their absenteeism and ask for clarification.
3. Make it a strict rule that they should inform you of their leaves in any case.
4. If this problem is severe, inform them that any non-information from their side will make them liable for no pay (although you may not act on it, but initially threaten them).
In my earlier organization, marketing people used to be in the office every Monday to settle their travel claims, have discussions with the boss, or check the order status. They also used to discuss with HR for any discrepancies in their attendance.
Being in HR, you should assertively tell them that it's a matter of discipline and they have to adhere to it. Hope this helps.
Best regards,
Vaishalee Parkhi
From India, Pune
Well, generally, in manual terms, it is difficult to track them because they can tell that we're on the sales call.
The long-term solution is to use technology, i.e., map GPS system with their official mobile number, which can be tracked via the internet. This will allow tracking of their position and their in and out times from their residence or office.
From India, Mumbai
The long-term solution is to use technology, i.e., map GPS system with their official mobile number, which can be tracked via the internet. This will allow tracking of their position and their in and out times from their residence or office.
From India, Mumbai
Sach, your setup is small, and to add to it, it's a new setup. It's critical to have the team bond together with the organization and not get the feeling that they have a video camera behind them.
An organization we serviced, we asked the Director how critical it was for him to know what his Sales/Marketing team is doing and emphasized the fact that the end result in objective terms (revenue) is what matters. The emphasis that was laid here was purely based on sales, inquiries, collections, etc., and never on attendance.
You may have to decide to what extent you want to implement these kinds of attendance tracking systems for the sales force; otherwise, the focus would shift from giving attendance at work to performance.
Therefore, it is recommended to keep it to weekly reviews by the supervisor and create a mechanism for an objective review directly linked to numbers/sales.
From India, Mumbai
An organization we serviced, we asked the Director how critical it was for him to know what his Sales/Marketing team is doing and emphasized the fact that the end result in objective terms (revenue) is what matters. The emphasis that was laid here was purely based on sales, inquiries, collections, etc., and never on attendance.
You may have to decide to what extent you want to implement these kinds of attendance tracking systems for the sales force; otherwise, the focus would shift from giving attendance at work to performance.
Therefore, it is recommended to keep it to weekly reviews by the supervisor and create a mechanism for an objective review directly linked to numbers/sales.
From India, Mumbai
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