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When a manager
stumbles, whos at
faultGroup 2 :
Submitted By:
Ankesh Jindal (11PGHR06)
Manish Shukla (11PGHR26)
Megha Jain (11PGHR28)
Nitish Mittal (11PGHR33)
Ritvik Sharma (11PGHR42)
Sivia Goyal(11PGHR50)
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Case Facts :
y Protagonist : Rafferty Goldstone
y Organization : Bulwark Securities
y Case History : Goldstones Profile :
y MBA from Kellogg
y 8 years as a Sales Repy Now testing waters in the filed of management .
y Turning point : Promotion to Manager at
y Pramingham, Massachusetts
yGoldstones dream and belief :
making a move into management at Framingham
Do unto the reps as you would have done unto you
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The actual test begins with ..
A strict requirement ofadherence to 5-pound policy
manual
5-day management orientationprogram
High expectations unleashnew products, implement
better customer service, etc
Lone focus on targets Youhave to hit quota
And then top managementsays Thank you, and all the
best.
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The problems in hand ..
Enhanced pressure to improve sales .
Lack of a proper relationship between management and the salesreps.
Issue in handling workers personal problems
Modest knowledge on how to improve buy-in at the organization
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Further the situation intensifieswith ..
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The probable reasons :
y Absence of proper mentoring and coaching program
y More Focus on Financial targets and sales rather than abalance between both behavioral and Monetary changes
.y Lack of proper training for Leadership and Management
competencies
y Low or no informal social interactive sessions or teambuilding initiatives .
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Recommendations :
Clear and well defined goals in sync with the Organizationsstrategy be made known to the employees .
Comprehensive and well structured mentoring program inplace.
Constant one-on-one coaching and performanceassessment
Proper skills assessment and analysis needs to performed
before considering an employee for promotion .
Not necessary that a good performer will prove to be agood manager too .
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Role DescriptionTasks
y Planning, Staffing, Directing, Performance Evaluation
y Cater to customer complaints
y Meeting of monthly quotas - operational records,profitability
y New product familiarization i.e. Plus Service Account
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Role Description ContinuedKnowledge
y Customer needs assessment
y Efficient utilization of company resources,
y Administration,
y Introducing and promoting different products, sales,
marketing,
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Abilities:
y Coordination, Handling of crunch situations,adaptability, decision making, persuasion, time
management, coaching and mentoring
Attributes/ Competencies:
y Motivating, Keeps his cool, morale booster, easilyapproachable, continuous learner, flexible
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Goalsy Focus on 20% increase in overall profitability and 50% decrease in
customer complaints through a Meticulous and detailed planning.
y Implementation of proper time management
y High interactions among the employees specially working in a team .
y Managing stress for the team and for self
y Well defined target charts and devising path to be adopted
y Product Familiarization: Explain to managers about the benefits ofselling Plus Service account and reaching the desired goals within 3
monthsy Reduced attrition
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KPIs for GoldstoneType Description Weightage Timeline
Learning &Development
30%
Attend Training Modulesto learn PeopleManagement Skills &Time Management
10% By Aug96
Confidence buildingmeetings with Repsabout Bulwarkstransition to Servicesfrom Heavy Products
10% As early aspossible
Meetings to educate
Reps about NewServices
10% Monthly or asrequired
Customer
20%
Set Achieve NILcustomer complaintsKRA for all Reps
Monthly
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KPIs for Goldstone contd.Type Description Weightage Timeline
Financial 40%Set Individual SalesTargetsFor ExperiencedReps to $1mnFor new Reps to$60K by Aug96
20%
By Aug96
Achieve adherenceto Sales targets forall products
20% Every month
Systems &Processes 10%
Compliance totimelines forPerformance
Appraisals and filingexpense, legal&
other admin forms
Monthly
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Thank You