HUMAN RESOURCE MANAGEMENT
NIKHIL SHENDE MMS-B Roll No. 121
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Question 4 (10 Marks)
Jim is manager of sales personnel at a car dealership. Mary, also a salesperson and the
female salesperson, comes to her office regularly one day she was happy with tom and
complaint about something she says really bothers her. Specifically, she says she has never
seen Tom, one of the most experienced and best salespeople, at any of a series of off-site
training seminars which attendance is supposedly required. These seminars are designed to
help sales staff learn detailed technical information about the mechanical advantages of the
cars they sell. Jim grapevine impression is that most salespeople think the training seminars
are a joke and rumour has it that a lot of salespeople regularly skip them although many
salespeople can be heard saying things like , I am out of here I’m going to today seminar.
Jim boss, however, regularly sends him memos that stress the importance of the training.
Upper management spends a lot of money on the training seminars, because they feel that
such training will give the dealership a competitive edge. Mary is so new that she does not
yet have an established sales record. Also, Jim has heard through the grapevine that a lot of
the salesmen are uncomfortable with Mary and wonder if a female can learn to sell cars. She
seems eager, however, and obviously wants to follow the rules. She concludes by telling Jim
that she’ll check back with him tomorrow to see how he’s handling the issue of the absent
salesman.
Here should be handful of questions which Jim should asked regularly by sales leaders.
Some examples are Who should we be coaching our low, middle, or high performers? How
do we make our sales training more sustainable? How do we drive better adoption of our
CRM customer relationship management system? Of course one might have opinions and
supporting data on how to respond to each, but there are complexities and circumstances that
determine the right answer for each unique sales person differ. However, there should
recurring question that can answer confidently, Should we promote our best salespeople to
become sales managers.
On the surface, this sounds tricky. As you no doubt already know, the strategy of promoting
the best salespeople into a management role is one that has failed again and again. Selling
and managing are two profoundly different tasks, and success at one is no guarantee of
success at the other. In fact, a recent Vantage Point study showed that 75% of B2B sales
managers see less than half of their sellers reach quota. We call that failure. Regardless, we
can all agree that many great salespeople have been promoted, only to become bad
managers.
Training and development programmes are designed according to the requirements of the
organisation, the type and skills of employees being trained, the end goals of the training and
the job profile of the employees. These programmes are generally classified into two types:
(i) on the job programmes, and (ii)off the job programmes.
Different training is given to employees at different levels. The following training methods
are used For the training of skilled workers and operators- Specific job training
programmes, Technical training at a training with live demos, Internship training, Training
via the process of rotation of job.
Training given to people in a supervisory or managerial capacity is – Lectures, Group
Discussions, Case studies, Role-playing, Conferences etc.
People in managerial programmes are given this type of training- Management Games to
develop decision making, Programmes to identify potential executives, Sensitivity training to
understand and influence employee behaviour, Simulation and role-playing, Programmes for
improving communication, human relations and managerial skills.
Other Training Programmes
Technical Training – Technical training is that type of training that is aimed at teaching
employees how a particular technology or a machine.
Quality Training – Quality training is usually performed in companies who physically
produce a product. Quality training teaches employees to identify faulty products and only
allow perfect products to go out to the markets.
Skills Training – Skills training refers to training given to employees so as to perform their
particular jobs. For e.g. A receptionist would be specifically taught to answer calls and
handle the answering machine.
Soft Skills – Soft skills training includes personality development, being welcoming and
friendly to clients, building rapport, training on sexual harassment etc.
Professional Training – Professional Training is done for jobs that have constantly
changing and evolving work like the field of medicine and research. People working in these
sectors have to be regularly updated on matters of the industry.
Team Training – Team training establishes a level of trust and synchronicity between team
members for increased efficiency.
Benefits of Training
1. Training improves the quantity and quality of the workforce. It increases the skills and
knowledge base of the employees.
2. It improves upon the time and money required to reach the company’s goals. For e.g.
Trained salesmen achieve and exceed their targets faster than inexperienced and
untrained salesmen.
3. Training helps to identify the highly skilled and talented employees and the company
can give them jobs of higher responsibilities.
4. Trained employees are highly efficient in comparison to untrained ones.
5. Reduces the need to constantly supervise and overlook the employees.
6. Improves job satisfaction and thus boosts morale.
Benefits of Development
1. Exposes executives to the latest techniques and trends in their professional fields.
2. Ensures that the company has an adequate number of managers with knowledge and
skill at any given point.
3. Helps in the long-term growth and survival of the company.
4. Creates an effective team of managers who can handle the company issues without
fail.
5. Ensures that the employees utilise their managerial and leadership skills in particular
to the fullest.
