Hello everyone.
I think as an HR practitioner, everyone experiences this in their career at least once.
In an exactly similar case with my Company, we not only managed to reduce the salary, but eventually we also asked the manager to leave in a dignified manner. This was possible, because performance parameters were already established prior to his appointment. In case of a Sales manager it is not difficult to at least spell out the top line expected? The decision to hire him at such a high salary was very important to us and myself and our MD had made it very very clear to him that Company had invested in him so much that he could either make or break our Company.
During subsequent appraisals, he first tried to make excuses. But we involved professional consultants for this activity and within the first six months, he knew for sure that he was lagging. He then asked for three month's notice at lesser scale, which we did. We also negotiated with him to complete certain tasks which he did and we parted amicably. This was possible because the whole thing was handled in a sensitive yet fair & open manner.
In general, to continue association further, performance appraisal has to be accepted by both parties. Where stakes are high, performance parameters should be specified. More the salary, more specific the goals.
Also, if performance linked pay cannot be designed, at least a co-relation should be established between the concerned parties, so that you can build on it later.
At least informal performance appraisal and feedback should exist between Management and core top managers.
Hope this helps some of you.
From India, Pune
10I think as an HR practitioner, everyone experiences this in their career at least once.
In an exactly similar case with my Company, we not only managed to reduce the salary, but eventually we also asked the manager to leave in a dignified manner. This was possible, because performance parameters were already established prior to his appointment. In case of a Sales manager it is not difficult to at least spell out the top line expected? The decision to hire him at such a high salary was very important to us and myself and our MD had made it very very clear to him that Company had invested in him so much that he could either make or break our Company.
During subsequent appraisals, he first tried to make excuses. But we involved professional consultants for this activity and within the first six months, he knew for sure that he was lagging. He then asked for three month's notice at lesser scale, which we did. We also negotiated with him to complete certain tasks which he did and we parted amicably. This was possible because the whole thing was handled in a sensitive yet fair & open manner.
In general, to continue association further, performance appraisal has to be accepted by both parties. Where stakes are high, performance parameters should be specified. More the salary, more specific the goals.
Also, if performance linked pay cannot be designed, at least a co-relation should be established between the concerned parties, so that you can build on it later.
At least informal performance appraisal and feedback should exist between Management and core top managers.
Hope this helps some of you.
From India, Pune
Dear Jyoti,
If he was a performer or from a good company, we need to find out the reasons.. why he is unable to create leads.. Yes, a proper counselling may be require.... If he is unable to prove himself of what he had mentioned in his RESUME, you have to be governed by the policies of the company, which you might have issued during his appointment. If not issued and there is no such EXIT policy in your organisation, you can always give him one month notice and show him the DOOR. This is not Retrenchment in his case. This is for not performing upto his TARGET. If you had not set his target or have not mentioned or discussed with him earlier, then it your mistake.. and I don't believe HR people or his immediate superior had make such blunder mistake.
Therefore, the remedial solution is
1. DO counselling..
2. Give training, if require..
3. Give him another month to prove himself.. else remove the extra baggage as soon as possible from your organisation (he is being paid for his work and worth and not for he being from a good comapny).
Regards,
K.B.Singh
From India, New Delhi
If he was a performer or from a good company, we need to find out the reasons.. why he is unable to create leads.. Yes, a proper counselling may be require.... If he is unable to prove himself of what he had mentioned in his RESUME, you have to be governed by the policies of the company, which you might have issued during his appointment. If not issued and there is no such EXIT policy in your organisation, you can always give him one month notice and show him the DOOR. This is not Retrenchment in his case. This is for not performing upto his TARGET. If you had not set his target or have not mentioned or discussed with him earlier, then it your mistake.. and I don't believe HR people or his immediate superior had make such blunder mistake.
Therefore, the remedial solution is
1. DO counselling..
2. Give training, if require..
3. Give him another month to prove himself.. else remove the extra baggage as soon as possible from your organisation (he is being paid for his work and worth and not for he being from a good comapny).
Regards,
K.B.Singh
From India, New Delhi
It is high time to put the person in Performance Salary mode. He has to earn his salary on achieving target only. Made a complete actionable and achievable target for 3 months and see if he improves.
From India, Calcutta
From India, Calcutta
Dear Ms.Jyothi,
Please let me know on what basis you have hired the person to that position? Whether you have just gone with the previous company name or on his performance? If it is only on the previous company, then you have made some mistake? But still time is there for you to take remedial measures.
1. Inform his boss about the same and let him issue written memo about the performance.
2. Have you checked up why he has joined this company, whether it is for stop gap arrangement or for carrier?
2. In any case you don't have any right (as I know) unless instructed by his reporting authority to keep his salary in suspense.
3. After getting the memo sent by his reporting authority, you can send official communication, based on his letter about the performance and the action plan initiated by you.
4. In all these transactions, you should keep all the relevant documents in hand. Even if he goes to any places, you should be able to prove about his worthiness/candidature.
5. You can send the memo asking for the feedback and even you can issue memo, if in this period the performance has not improved, you can look for alternatives quoting the points which are in the appointment letter about the performance and what the company can act.
I believe this if you follow, either the person will come in line with the performance or he may look for changes.
regards,
Prasanna Kumar
+919632719459
From India, Bangalore
Please let me know on what basis you have hired the person to that position? Whether you have just gone with the previous company name or on his performance? If it is only on the previous company, then you have made some mistake? But still time is there for you to take remedial measures.
1. Inform his boss about the same and let him issue written memo about the performance.
2. Have you checked up why he has joined this company, whether it is for stop gap arrangement or for carrier?
2. In any case you don't have any right (as I know) unless instructed by his reporting authority to keep his salary in suspense.
3. After getting the memo sent by his reporting authority, you can send official communication, based on his letter about the performance and the action plan initiated by you.
4. In all these transactions, you should keep all the relevant documents in hand. Even if he goes to any places, you should be able to prove about his worthiness/candidature.
5. You can send the memo asking for the feedback and even you can issue memo, if in this period the performance has not improved, you can look for alternatives quoting the points which are in the appointment letter about the performance and what the company can act.
I believe this if you follow, either the person will come in line with the performance or he may look for changes.
regards,
Prasanna Kumar
+919632719459
From India, Bangalore
Dear Friends,
I Totally agree with Mr.Garg and not because i am from Sales its because of the economy downturn, Sales force is the back bone of the organization and sales people not only bring in business they bring in each and every ones salary and revenues.
In today economy one need to understand how tough is it to sell, HR need to understand the mental and physical pressure on the sales force.
Its a proven fact that sales people are the competitive advantage of any organization to stay ahead of the pack and if a sales person is not performing its not mandatory that its completely his fault. As Mr.Garg also mentioned that he must have successfully passed various round of interviews and assessments which means the guy has caliber, If he is a manager means he has a proven track record of his previous jobs and performances then WHY is he not performing here only?
When sales people dont perform we warn them again and again and create a negative environment around them which further is created in the organization and at the end we blame sales people for that again.
We need to build better people to build better businesses, if he is not performing or he is not even trying to perform one must talk to him and create a positive enviroment for him. A Healthy mind makes Healthy Business.
Its easy to create policies and procedures to hire people, to measure performance of people and to terminate people but its all about people.
Lets Try and make better People.
regards
Rumao James
From India, Delhi
I Totally agree with Mr.Garg and not because i am from Sales its because of the economy downturn, Sales force is the back bone of the organization and sales people not only bring in business they bring in each and every ones salary and revenues.
In today economy one need to understand how tough is it to sell, HR need to understand the mental and physical pressure on the sales force.
Its a proven fact that sales people are the competitive advantage of any organization to stay ahead of the pack and if a sales person is not performing its not mandatory that its completely his fault. As Mr.Garg also mentioned that he must have successfully passed various round of interviews and assessments which means the guy has caliber, If he is a manager means he has a proven track record of his previous jobs and performances then WHY is he not performing here only?
When sales people dont perform we warn them again and again and create a negative environment around them which further is created in the organization and at the end we blame sales people for that again.
We need to build better people to build better businesses, if he is not performing or he is not even trying to perform one must talk to him and create a positive enviroment for him. A Healthy mind makes Healthy Business.
Its easy to create policies and procedures to hire people, to measure performance of people and to terminate people but its all about people.
Lets Try and make better People.
regards
Rumao James
From India, Delhi
Respected Neha,
With all due respect i would like to recommend one thing, as an HR try and make better people, Your organization definitely is paying him but i believe within the organization you all must be a team and all must be team players. When one team player is in problem its our moral authority and responsibility to help him without any nativities againt him as we all are learners some where within ourselves.
Success HAPPENS when preparation and opportunity meet.
Original Quote - Luck is what happens when preparation meets opportunity - by lucius Annaeus Seneca.
Regards
RJ
From India, Delhi
With all due respect i would like to recommend one thing, as an HR try and make better people, Your organization definitely is paying him but i believe within the organization you all must be a team and all must be team players. When one team player is in problem its our moral authority and responsibility to help him without any nativities againt him as we all are learners some where within ourselves.
Success HAPPENS when preparation and opportunity meet.
Original Quote - Luck is what happens when preparation meets opportunity - by lucius Annaeus Seneca.
Regards
RJ
From India, Delhi
It is not the right solution to retain the salary. Definitely the management should have reviewed his caliber before appointing for high salary. He should be given opportunity to improve by providing necessary resources/knowledge.
From United States, Orem
From United States, Orem
i think u shud give him sum time to adjust in d culture may be he has some personal front prblm wich is troubling him in his performance and even though market is still not up and coz of his cos rapport other coz r nt trusting him to giv biz. try getting his complet infor b4 penalyzing him like dis, i knw u not running a charitable trust but once u discover den he m8t be d best performer u ever had else take it in writingif he unable to reach targets wichis realistic one den he will resign ithnk dats d best way of getting dis organized not by retaing his half mnth salaryu.
From India, New Delhi
From India, New Delhi
Dear Jyoti,
First of all, its very sad that the sales manager's performance is bad. But its more sad that the organization has not paid the agreed salary to the sales manager. Its unethical and illegal to retain the salary. Pls. release his all dues (unpaid amount) and discuss with the manager to upgrade the performance within time frame. If the sales manager's performance does not come up to the desired mark within the agreed time frame then the company has the right to terminate his services.
From India, Madras
First of all, its very sad that the sales manager's performance is bad. But its more sad that the organization has not paid the agreed salary to the sales manager. Its unethical and illegal to retain the salary. Pls. release his all dues (unpaid amount) and discuss with the manager to upgrade the performance within time frame. If the sales manager's performance does not come up to the desired mark within the agreed time frame then the company has the right to terminate his services.
From India, Madras
Dear All,
Thanks for you advice.as I told you i sent him a mail about his short term target and asked him to achieve. I guess, he took the things positively and is working hard since last week. It worked-----
1 -- putting the things on mail.
2 -- keeping your trust in employee, and make them perform.
Regards
From India, New Delhi
Thanks for you advice.as I told you i sent him a mail about his short term target and asked him to achieve. I guess, he took the things positively and is working hard since last week. It worked-----
1 -- putting the things on mail.
2 -- keeping your trust in employee, and make them perform.
Regards
From India, New Delhi
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