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
19From 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 
,
First tell me how many people are working and what kinds of job is done by them. If more than 50 people are working then make a team and there will be a team leader who is responsible for their attendance he will send the daily attendance of each individual(s) to HR Department within one hour of starting work by mail in excel format designed by HR Department and he will also send Weekly Sales Report to HR Department alongwith the project coordinator.
So, all the individual will do work and reach at there working place on time and due to target they don't absent .
With Regards
From India, Ranchi
First tell me how many people are working and what kinds of job is done by them. If more than 50 people are working then make a team and there will be a team leader who is responsible for their attendance he will send the daily attendance of each individual(s) to HR Department within one hour of starting work by mail in excel format designed by HR Department and he will also send Weekly Sales Report to HR Department alongwith the project coordinator.
So, all the individual will do work and reach at there working place on time and due to target they don't absent .
With Regards
From India, Ranchi
thanks for your needful suggestion sir. I am working in a small firm. there are only 15 to 20 employees in marketing. some employees are permanently placed in rudrapur. and they always cheat on their attendance.
now what to do.
From India, New Delhi
now what to do.
From India, New Delhi
Dear ,
Employee (Marketing Executive/Sales Executive) scoring Red (Less than 80%) in Month Score is given 1 warning. Reason for red needs to be identified & corrective action taken.If Month score is still red in 2nd month, he is given 2nd warning. Reason for red needs to be identified & corrective action taken.He has to leave if he gets a 3rd red Monthly Score within next 2 months.
For eg, if an Employee (Marketing Executive/Sales Executive) gets Red Month Score in Jan, he gets 1st warning. If he still gets red Month Score in Feb, he gets 2nd warning. If he gets red Month Score within March or April, he will be asked to leave.
Each Team Leader has to update against Employee (Marketing Executive/Sales Executive) reasons for Non Performances
Red Card process
1st Red card in any month 1st Warning
2nd red card 1 card Card consecutively in 2 months 2nd warning and changed his working location.
3rd red card Consecutively in 3 months ask him to leave.
4 red card in one year Not eligible for promotion
5 red card in one year Employee (Marketing Executive/Sales Executive) has to exit system.
you can evaluate theirs performance monthly basis on target achievement and attendance.
With Regards
From India, Ranchi
Employee (Marketing Executive/Sales Executive) scoring Red (Less than 80%) in Month Score is given 1 warning. Reason for red needs to be identified & corrective action taken.If Month score is still red in 2nd month, he is given 2nd warning. Reason for red needs to be identified & corrective action taken.He has to leave if he gets a 3rd red Monthly Score within next 2 months.
For eg, if an Employee (Marketing Executive/Sales Executive) gets Red Month Score in Jan, he gets 1st warning. If he still gets red Month Score in Feb, he gets 2nd warning. If he gets red Month Score within March or April, he will be asked to leave.
Each Team Leader has to update against Employee (Marketing Executive/Sales Executive) reasons for Non Performances
Red Card process
1st Red card in any month 1st Warning
2nd red card 1 card Card consecutively in 2 months 2nd warning and changed his working location.
3rd red card Consecutively in 3 months ask him to leave.
4 red card in one year Not eligible for promotion
5 red card in one year Employee (Marketing Executive/Sales Executive) has to exit system.
you can evaluate theirs performance monthly basis on target achievement and attendance.
With Regards
From India, Ranchi
I used to work as Head HR of the Marketing division for a large MNC. Marking attendance for Marketing people was something which we found it to be complicated, especially in large cities, since the marketing person would turn around and state that he was on a sales call. So we came out with something different. All marketing people practice something which is known as the PJP. This means Permanent Journey plan. The employee is not allowed to come to office. Instead he works out a route plan in the beginning of every month. He mentions in the journey plan as to which dealer he will be at what time and on which date. We removed their office space. Instead put up lockers and a couple of round tables. The employee would come to office on every Saturday morning and make all his claims and also check his orders etc with logistics department. The orders were obviously placed through Blackberry. Any letters/circulars/mails which came in were put into the lockers of the concerned staff. The lockers were big enough to accommodate most of their personal stuff. The sales officers were linked on BBM to their bosses and commercial team.
We used to visit the market once in a while and reach the store at the specified time on the specified date on surprise visits without intimation to the sales person and invariably we found the concerned employee with the dealer. Similarly, when we travelled from HO to other parts of India, we never informed the concerned sales person that we are visiting their town or city. Instead we directly landed at the store based on their PJP. They are supposed to be there. If the concerned sales officer was not around, then we used to initiate disciplinary proceedings. This was also easy to check whether the person visited the dealer at the time or not.
This system actually resulted in cost saving for us since planned calls were being made to the dealers and more calls were being made and this obviously resulted in more sales happening. And the dealer knew the time and day of the week when the sales person from our company will visit his place. Apart from that the office space utilisation was much less, thus saving on rentals. Apart from that, it also was easy for manpower planning. The number of calls were directly proportionate to the volume of business the dealer gave. If business was more he made two to three calls a week. If the business was low, then he would make a call once a week or fortnight or a month. It depended on the volumes.
We used the GIS software developed by InfoTech Enterprises, Hyderabad for creating the PJP.
This is the most professional way of handling, attendance and manpower planning of a marketing department. Trying to apply HR processes or systems which are being applied in manufacturing or those employees who are regularly stationed in the offices will yield lesser productivity, since they are not relevant to marketing professionals.
From Indonesia, Jakarta
We used to visit the market once in a while and reach the store at the specified time on the specified date on surprise visits without intimation to the sales person and invariably we found the concerned employee with the dealer. Similarly, when we travelled from HO to other parts of India, we never informed the concerned sales person that we are visiting their town or city. Instead we directly landed at the store based on their PJP. They are supposed to be there. If the concerned sales officer was not around, then we used to initiate disciplinary proceedings. This was also easy to check whether the person visited the dealer at the time or not.
This system actually resulted in cost saving for us since planned calls were being made to the dealers and more calls were being made and this obviously resulted in more sales happening. And the dealer knew the time and day of the week when the sales person from our company will visit his place. Apart from that the office space utilisation was much less, thus saving on rentals. Apart from that, it also was easy for manpower planning. The number of calls were directly proportionate to the volume of business the dealer gave. If business was more he made two to three calls a week. If the business was low, then he would make a call once a week or fortnight or a month. It depended on the volumes.
We used the GIS software developed by InfoTech Enterprises, Hyderabad for creating the PJP.
This is the most professional way of handling, attendance and manpower planning of a marketing department. Trying to apply HR processes or systems which are being applied in manufacturing or those employees who are regularly stationed in the offices will yield lesser productivity, since they are not relevant to marketing professionals.
From Indonesia, Jakarta
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 Weekly report from them / their supervisors to check if they are visiting as per plan.
2. For any unspecified dates, mark their absentee and ask for clarification.
3. Make it a strict rule they should intimate you their leaves in any case.
4. If this problem is severe, inform them, any non-information from their side will be liable for without pay (although you may not act on it but initially threaten them)
In my earlier organisation, marketing people used to be in office every Monday for settling their travel claims and discussion with the boss or to check the order status. They also used to discuss with HR for any discrepancy in their attendance.
Being an HR, you assertively tell them it's a matter of discipline and they have to adhere to it.
Hope it helps.
Best regards,
Vaishalee Parkhi
From India, Pune
Further, I would suggest -
1. You may ask for their Weekly plan of visits in advance and also ask for a copy of Weekly report from them / their supervisors to check if they are visiting as per plan.
2. For any unspecified dates, mark their absentee and ask for clarification.
3. Make it a strict rule they should intimate you their leaves in any case.
4. If this problem is severe, inform them, any non-information from their side will be liable for without pay (although you may not act on it but initially threaten them)
In my earlier organisation, marketing people used to be in office every Monday for settling their travel claims and discussion with the boss or to check the order status. They also used to discuss with HR for any discrepancy in their attendance.
Being an HR, you assertively tell them it's a matter of discipline and they have to adhere to it.
Hope it helps.
Best regards,
Vaishalee Parkhi
From India, Pune
Well generally in manual terms it is difficult to track them becuase they can tell that were on the sales call.
Long term solution is use technology i.e. map GPS system with their official mobile number which can be tracked on via internet their position and their out and in time from the residence or office.
From India, Mumbai
Long term solution is use technology i.e. map GPS system with their official mobile number which can be tracked on via internet their position and their out and in time from the residence or office.
From India, Mumbai
Sach, your setup is small and to add to it its a new setup. Its 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 was it for him to know what his Sales/Marketing are doing and emphasized on 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 take a call to what extent you want to put these kind of attendance tracking systems to the sales force, else the focus would shift from giving attendance at work and less on performance.
Therefore recommended that keep it to weekly reviews by the supervisor and create a mechanism of an objective review... directly linked to numbers/sales.
From India, Mumbai
An organization we serviced, we asked the Director how critical was it for him to know what his Sales/Marketing are doing and emphasized on 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 take a call to what extent you want to put these kind of attendance tracking systems to the sales force, else the focus would shift from giving attendance at work and less on performance.
Therefore recommended that keep it to weekly reviews by the supervisor and create a mechanism of an objective review... directly linked to numbers/sales.
From India, Mumbai
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