MANVITH.

A
MBA,2ND SEMESTER
7/31/2021 20MBAR0541
(CMS BUSINESS SCHOOL, JAIN
UNIVERSITY)
SUMMER INTERNSHIP HUMAN
RESOURCES TASK SUBMISSION,
HR INTERN (OUTLOOK GROUP OF INDIA
LTD)
 TASK 1
APPRAISAL STRATEGY

APPRAISAL STRATEGY
It is a regular review of an employee's job performance and overall contribution to a
company. Also known as an annual review, performance review or evaluation, or employee
appraisal, a performance appraisal evaluates an employee’s skills, achievements, and
growth--or lack thereof.
Companies use performance appraisals to give employees big-picture feedback on their work
and to justify pay increases and bonuses, as well as termination decisions. They can be
conducted at any given time but tend to be annual, semi-annual, or quarterly.
Company which uses appraisal strategy ex:
 TCS
Companies which are not using appraisal strategy. These companies are following a new
redefined strategy:
 Adobe
 Accenture
 Deloitte
IMPORTANCE OF APPRAISAL DECISION IN A COMPANY:
It helps in improving employee productivity to developing the employees themselves.
It helps in finding the True Potential of The Employee:
Performance appraisal helps the HR department and the company learn about the strengths
and weaknesses of an employee. This process can, therefore, be used to truly learn about the
employee’s interests and potentials. This analysis also helps the HR department to choose the
right employees for a job. The HR department can even suggest the employee switch to a
department that fits them better.
  Acts as a Motivator
Employees crave feedback. When they receive that it can act as a motivator for them.
Knowing their weaknesses can help employees give their best and improve upon the areas
they’ve missed out on. After all this can work as a boost to the entire office or team.
 Focused Employee Training & Development
Planning and development programs are important for any organization. The performance
appraisal can show exactly where a majority of the employee’s lack in terms of training as
well as in development. The HR department can then create programs according to those
gaps. This will be more beneficial for the employees
Feedback to employees: Performance appraisals provide feedback to employees about
quantity and quality of job performance. It assesses the performance of employees of how
well they are doing their jobs and how they might improve their work.
Cons of appraisal strategy:
 Prone To Biasness.
Some raters may rate one depending on the general impression one gives. For instance, one
might be rated high on all criteria even though he/she just performed well in a single area.
The rater’s biases and prejudices also affect the process.
Horn & Halo Effect:
The horn and halo effect is a human tendency to see only the good or the bad in a person. For
example, an employer might just see that the employee is never on time and will rate the
employee low on all the brackets because of that. However, he might not notice that the
employee works for long hours every day and completes the work on time. This can affect an
employee’s overall ratings.
  Spill over Effect:
This refers to human behaviour. It means that while judging the employee for performance
appraisal it is possible that the manager simply marks an employee high because of their past
performances instead of their current ones. They rank the employee by taking into account
the overall overview that they have of the employee.
Consuming Process:
performance appraisal is a time-consuming process. It requires resources, time and costs the
company money. It requires the HR department to create the forms, ask everyone to fill them
as well as analyse the results for specific feedback while going through the correct procedures
The organisation which doesn’t use appraisal system actually benefit in these ways:
many companies don’t use traditional strategies but they came up with a new redefined
strategies and many companies like Accenture, deloitte, Microsoft has removed ratings of
employees and annual meetings for performance appraisals are not held.
 As appraisal strategy is a time consuming. The companies approached real time
feedback survey
 The companies introduced check-ins. These are formal, structured conversations
between managers and direct reports, in which they discuss goal progress, skill
development, and more – so that employees know if they’re moving in the right
direction while they still have time to adjust.
 The employee’s hate to compare their performance with others and these real time
feed back survey helps in setting their goals and achieving their goals
 These check ins and frequent feedbacks helps the companies to get desired results. 6%
percent of fortune 500 companies changed their appraisal strategies with a improvised
version. They realised that performance appraisal methods are not affective in their
perspective.
 The employees are trained effectively and the employees who are capable of
promoting to the next level are seamlessly promoted with out any halo and spill
effect.
In detail appraisal strategy for outlook group which can benefit employees:
Organizations should have the right performance management in place can align their
employees, resources, and systems to meet strategic objectives. It helps in improving
employee engagement and fosters a culture or organizational excellence. New performance
management tools in the market can help employees connect with an organization’s overall
objectives, provide data for workforce analytics, and improve operational excellence.
Performance management solutions are used to manage employee progress, performance, and
development in relation to organizational goals. These platforms give managers the tools they
need to successfully monitor employees’ goals, accomplishments, challenges in a single
database. Outlook should approach these solution providers for seamless appraisal strategy.
The solution providers like i-solved, Glint, Pay bridge etc,
Strategies and methods:

The 360-Degree Appraisal

This method involves giving out a questionnaire with questions regarding  a colleague’s
performance they need to fill it up. The manager can consider this feedback by evaluating the
performance at the end of the quarter/year.

General Performance Appraisal

This method involves continuous interaction between the employee and his manager,
continuous setting of goals and achieving them. Whether the employee has been able to do
justice the entire process or not is evaluated at the end of the year.

Technological/Administrative Performance Appraisal

This appraisal technique concentrates on technical more than any other aspect of performance
on the job as the employees involved have specialized skills. They’re judged on the skills
they possess and the activity they complete.
These methods helps in performing a accurate appraisal strategy and helps employees in
achieving their goals.
Manager Performance Appraisal
A manager’s performance should also be appraised, and this includes not just his/her
performance on the job but also relationship management with clients at his/her disposal.
Generally, anonymous feedback forms are received, which are then considered for appraisal.
5. Employee Self-Assessment
This method is very unpopular among employees as nobody can deal with rating himself or
herself. The self-assessment sheet is compared with the one filled up by the manager and the
differences are discussed.
6. Project Evaluation Review
This method involves performance appraisal of the team members involved at the end of
every project and not at the end of every year. This helps the team and its members develop
with each passing project.
7. Sales Performance Appraisal
A salesperson is evaluated on the basis of his/her sales skills and accomplishment of financial
goals set previously. Goals set in case of sales should be realistic and ways of achieving them
should be decided by the employee and the manager concerned.
Performance Appraisal Techniques
Below are the different techniques of Performance Appraisal:
Graphic Rating Scale
 A graphic rating scale rates employees on a fixed scale as per the qualities they are
required to possess. The final score obtained classifies employees into various tiers
and helps in their performance evaluation at the end of the year. It is understandable
and easily usable. Behaviors can be quantified, and appraisal can be simplified using
this method.
 There are demerits to this method too. Temperament varies from person to person. A
few evaluators can be very strict, and a few can be very lenient based on their fixed
 agenda. Though it helps to identify the best and the worst performing individuals, it
does not separate average individuals.
Essay Performance Appraisal Method
 It is also called the “Free Form method.” It includes a fact-based performance
description of employees with instances to support it, and based on this
 It is a qualitative technique and not a quantitative technique. So, evaluation using this
method is difficult. Moreover, one needs to have detailed knowledge regarding the job
and the firm in order to use this method.
Checklist Scale
 A checklist is prepared on the basis of Yes or No with regard to the traits of an
employee. If an employee has a particular trait, then it is marked as yes or else no.
The evaluation of the rater and the actual HR evaluation are two separate things
altogether, and it is not a detailed evaluation.
Critical Incidents
 The manager has to prepare a list of important incidents highlighting the behaviour of
an employee. These incidents help decide the best or the poorest behaviour of an
employee, and s/he is evaluated. The only disadvantage of this method is it can be
very biased.
Work Standards Approach
 The management of a firm establishes fixed standards and the final deliverable
prepared by the team involved has to be as per those points, and then, each member is
evaluated. So, the employee knows his/her job and its terms clearly. It just does not
help in making individualistic appraisals.
Ranking Appraisal
 A manager is required to rank employees put into the same job and then evaluate
them. The employees are ranked chronologically in either increasing or decreasing
order. The problem is it cannot be used on a very large team and its members.
MBO
 MBO (management by objectives) involves setting objectives for the employees on
the job, which they have to accomplish and are further appraised on that
basis. SMART Goals i.e. Goals that are Specific, Measurable, Actionable, Relevant,
and Time-bound are set so that biased can be prevented.
In these appraisal methods company should wisely take a decision to adopt a method which
plays an important role in decision making.
 TASK 2
KEY COMPONENTS OF STAFFING THAT A
PRINT MEDIA CAN IMPLEMENT
  Key components of staffing that a print media can
implement
 Staffing is the process of hiring eligible candidates in the organization or company for
specific positions. In management, the meaning of staffing is an operation of
recruiting the employees by evaluating their skills, knowledge and then offering them
specific job roles accordingly.
 human resource is one of the greatest for every organization because in any
organization all other resources like- money, material, machine etc. can be utilized
effectively and efficiently by the positive efforts of human resource. Therefore, it is
very important that each and every person should get right position in the organization
so as to get the right job, according to their ability, talent, aptitude, and specializations
so that it will help the organization to achieve the pre-set goals in the proper way by
the 100% contribution of manpower. Thus, it can be said that it is staffing is an
essential function of every business organization
 Staffing function is to be performed continuously which is equally important for a
new and well-established organization. Since in a newly established organization,
there has to be recruitment, selection, and training of personnel. As we compare that,
the organization which is already a running organization, then at that place every
manager is engaged in various staffing activities. Therefore, he is responsible for
managing all the workers in order to get work done for the accomplishment of the
overall objectives of an organization.

staffing is the process of recruiting employees who are eligible for certain positions in a
company. Steps involved in the staffing process are:
1. Manpower Planning, 2. Recruitment, 3. Selection, 4. Placement, 5. Training, 6.
Development, 7. Promotion, 8. Transfer, 9. Appraisal, 10. Determination of
Remuneration
1. Manpower Planning
Manpower planning can be regarded as the quantitative and qualitative measurement of
labour force required in an enterprise. Therefore, in an overall sense, the planning process
involves the synergy in creating and evaluating the manpower inventory and as well as in
developing the required talents among the employees selected for promotion advancement

2. Recruitment
Recruitment is a process of searching for prospective employees and stimulating them to
apply for jobs in the organization. It stands for finding the source from where potential
employees will be selected.

3. Selection
Selection is a process of eliminating those who appear unpromising. The purpose of this
selection process is to determine whether a candidate is suitable for employment in the
organization or not. Therefore, the main aim of the process of selection is selecting the right
candidates to fill various positions in the organization. A well-planned selection procedure is
of utmost importance.

4. Placement
Placement means putting the person on the job for which he is selected. It includes
introducing the employee to his job.

5. Training
After selection of an employee, the important part of the programmed is to provide training to
the new employee. With the various technological changes, the need for training employees
is being increased to keep the employees in touch with the various new developments.
6. Development
A sound staffing policy provides for the introduction of a system of planned promotion in
every organization. If employees are not at all having suitable opportunities for their
development and promotion, they get frustrated which affect their work.

7. Promotions
The process of promotion implies the up-gradation of an employee to a higher post involving
increasing rank, prestige and responsibilities. Generally, the promotion is linked to increment
in wages and incentives but it is not essential that it always relates to that part of an
organization.

8. Transfer
Transfer means the movement of an employee from one job to another without increment in
pay, status or responsibilities. Therefore, this process of staffing needs to evaluated on a
timely basis.

9. Appraisal
Appraisal of employees as to how efficiently the subordinate is performing a job and also to
know his aptitudes and other qualities necessary for performing the job assigned to him.

10. Determination of Remuneration

This is the last process which is very crucial as it involves in determining remuneration which
is one of the most difficult functions of the personnel department because there are no
definite or exact means to determine correct wages

 Importance of Staffing
 Efficient Performance of Other Functions
For the efficient performance of other functions of management, staffing is its key. Since, if
an organization does not have the competent personnel, then it cannot perform the functions
of management like planning, organizing and control functions properly.

 Effective Use of Technology and Other Resources

Staffing and technology are Well connected it is the human factor that is instrumental in the
effective utilization of the latest technology, capital, material, etc. the management can ensure
the right kinds of personnel by performing the staffing function.
  Optimum Utilization of Human Resources
The wage bill of big concerns is quite high. Also, a huge amount is spent on recruitment,
selection, training, and development of employees. To get the optimum output, the staffing
function should be performed in an efficient manner.

 Development of Human Capital

Another function of staffing is concerned with human capital requirements. Since the
management is required to determine in advance the manpower requirements. Therefore, it
has also to train and develop the existing personnel for career advancement. This will meet
the requirements of the company in the future.

 The Motivation of Human Resources

In an organization, the behaviour of individuals is influenced by various factors which are
involved such as education level, needs, socio-cultural factors, etc. Therefore, the human
aspects of the organization have become very important and so that the workers can also be
motivated by financial and non-financial incentives in order to perform their functions
properly in achieving the objectives.

 Building Higher Morale

The right type of climate should be created for the workers to contribute to the achievement
of the organizational objectives. Therefore, by performing the staffing function effectively
and efficiently, the management is able to describe the significance and importance which it
attaches to the personnel working in the enterprise.

 Reviewing the company’s annual business plan to make sure outlook have ample staff
to cover all projects.

 Work force planning process for outlook India

Workforce planning is the process an organization uses to analyze its workforce and
determine the steps it must take to prepare for future staffing needs. ... These factors may
determine whether future skill needs will be met by recruiting, by training or by outsourcing
the work.
Importance:
Workforce planning helps you find and keep enough staff who have the right values, skills
and experience to provide high-quality, person-centred care now, and in the future
  Forecasting future conditions and environments in the company based on repeating
trends.
 Identifying issues with repeated understaffing in specific departments.
 Exploring current staffing competencies to compare them with future competency
needs.
 Finding and introducing gap reduction strategies to ensure consistent coverage.
 Examining the current use of outlook workforce.
 Finding new ways to structure the organization to best deploy your workforce in the
future
 Overcoming internal and external obstructions to accomplish strategic workplace
goals
 Setting Strategic direction:
Understand key mission goals and future objectives set by organization leadership and how
the workforce needs to be aligned to achieve them.
 Analysing the work force
Understand the current workforce and how it is projected to change over time, due to attrition
and other trends; ex:
 Developing the action plan
Understand the organization's current and future workforce requirements.
Analysing the gaps and implement the action plan:
Understand the gaps between workforce demand and supply and to define top priority gaps
with the greatest impact on organizational performance

Monitor,evaluate and revise:

Monitor the performance of solutions and their impact on the gaps they were designed to
address, and to continuously improve the solutions to maximize their effectiveness
  Recruitment model for outlook groups

Recruitment is the process of actively seeking out, finding and hiring candidates for a specific
position or job. The recruitment definition includes the entire hiring process, from inception
to the individual recruit's integration into the company
Maximize Automation
Use an applicant tracking system (ATS) to maximize your automation needs. You’ll be able
to automate where you’re posting job listings, track the number of applicants, and filter
resumes to find the most qualified applicants. With all the time saved, you’ll be able to spend
more time nurturing relationships with potential hires.
Make Data-Driven Decisions
Invest in a comprehensive data analytics system to see how many people applied for a job,
how many people were interviewed, where the best candidates came from, etc. Reflecting on
the process with each hire will help improve the recruitment process over time.

Identifying the company needs:

Create a list of needs before creating a job posting. It may seem easy to identify the hiring
need when you’re replacing an employee who just left, but the task gets more difficult if
you’re creating a new position or changing the responsibilities of a role.
Prepare the Job Description
Creating a good job description is a vital piece in crafting an effective recruitment strategy.
Once you understand your business and department’s needs, you should determine the duties
and responsibilities of the role and write them out.Job descriptions help communicate the
organization’s needs and expectations to a potential candidate. It’s essential to be as specific
as possible in the job description to attract and meet candidates who can sufficiently meet the
demands of the role.
Create a Recruitment Plan
Save time and energy by creating a recruitment plan. Strategize the best ways to get the word
out about the job. Determine who will be reviewing resumes, scheduling interviews, and
deciding on the right candidate.
. Start Searching
Use keyword recruitment tools to cut down on your search time during the recruitment
process. This can be the most time-consuming part of recruiting, and keyword tools can weed
out unqualified applicants.
Recruit Top-Tier Candidates
Recruit toptier candidates for the best performance.

Interview in Person
Interviews should be conducted soon after a phone screening—ideally within a week. The
process shouldn’t stretch on too long, or candidates may lose interest. Communicate with the
interviewee about where you are in the process and how long it will take to get back to them
with your decision. And then be sure to follow up, even if you decide they’re not a good fit.
Be sure to allot enough time so you can focus and give candidates your undivided attention.

Offering the Job

offering an employee, a job doesn’t mean they’re going to accept. Take great care in this step
of the process to present a desirable offer the candidate won’t want to pass up. Over 90
percent of people report being contacted by a manager can make them accept a job offer
faster, so don’t be afraid to reach out. But expect the process to take time, and be ready to
negotiate salary and benefits.

Onboarding a New Employee

the real work begins. Implement a new hire onboarding process so the candidate has a
positive experience and can easily dive into the job you’ve hired them for.The onboarding
process shouldn’t simply focus on new hire paperwork—it should focus on processes and
resources that will help new hires transition successfully into the company. For example,
assigning a mentor or a buddy and setting up one-on-one time with managers can help
expedite new hire proficiency.
 o INSIGHTS:
 The first and foremost function of staffing is to obtain qualified
personnel for different jobs position in the organization.
 In staffing, the right person is recruited for the right jobs, therefore it
leads to maximum productivity and higher performance.
 It helps in promoting the optimum utilization of human resource
through various aspects.
 Job satisfaction and morale of the workers increases through the
recruitment of the right person.
 Staffing helps to ensure better utilization of human resources.
 It ensures the continuity and growth of the organization, through
development managers.
 Staffing can broadly view as people-centered function and therefore it
is relevant for all types of organization. It is concerned with categories
of personnel from top to bottom of the organization.

 
 TASK- 3
COMPREHENSIVE STUDY ON EMPLOYEE
WORK LIFE BALANCE
comprehensive study on employees work life balance in these sectors:
 FMCG
 FMCD
 BFSI
 Media
 IT
Among these sectors FMCD, FMCG, BFSI, IT, Media. most of the employees quoted
FMCG(fast moving consumer goods) sector has best work life balance. It scored on top of all
other sectors in all other factors like work life balance, work life culture, career growth and
salary bench marks and the overall best work life score among these sectors are
FMCG>=FMCD>BFSI>IT>MEDIA
Research methodology:
This study seeks to compare and contrast the organizational perspectives on work-life balance
initiatives of companies from industrial sectors, namely FMCG, FMCD, BFSI, IT, Media.
The data for this study was collected from primary sources that are the employees of the
respective organizations. The sample size is 50 and the questionnaire is used as a tool to
extract the information
Analysis on BFSI companies:
A) Gender of participants: female-27, male-23
B) Age of participants: 25 to 30- 20
<25 -16
30-35 -9
35-45 -4
>45 -1
C)Marital status of participates:
Un married: 19
Married: 18
Married with children: 13
Divorced:0
D)Normal Working hour per day:
Most of the respondents (80%) answered they work 8-10 hours daily and some 10% of the
respondents work 8 hrs per day.5% answered they work 6-8 hrs daily.
E) Position of employees:

Client management executive (23), customer relationship (13), Technical support (12), sr.
executive (1), manager (1)

F) Working as:

Full time (50), part time (0)

G) Level of balance in their work life:

28 employees feel that their work life is very well balanced, 10 employees feel that their
work life is balanced, 12 employees feel that work life is balanced, very out of balance (0)

H) Level of stress:

Very stressful (2), stressful (8), slightly stressful (24), not stressful (16)

I)How frequently do employees overstay to finish the work?

Most of the time (15), somewhat often (10), never (12), always (13)

J)Flexible schedule:

Yes (30), No (20)

K) Rewards of the company

Good (37), satisfactory (12), not satisfactory (1)

L)Level of training:
Very good (28), good (10), satisfactory (10), not satisfactory (3)

M)Efficiency affecting employees by long working hours

40 respondents says that long working hours affect their efficiency, 6 respondents says that
they are somewhat affected by long working hours, 4 respondents says that they are not
affected by long working hours.

N) Do health is suffering because of their work

Yes (20), no (20) partially agree (10)
O) Does company supports in overall aspects like career growth, training, higher pay ,
benefits, social life , health etc.
Career growth -yes (38), No (12)
Training -yes (36), No (14)
Higher pay - yes (32), No (18)
Benefits -8yes (37), no (13)
Social life -yes (33), no (17)
Health -yes (33), no (17s)

Analysis on IT companies:
Gender of participants: female-23, male-27
Age of participants: 25 to 30- 25
<25 -12
30-35 -9
35-45 -3
>45 -1
Marital status of participates:
Un married: 17
Married: 20
Married with children: 13
Divorced:0
 Normal Working hour per day:
Most of the respondents (92%) answered they work 10-12 hours daily and some 10% of the
respondents work 8 to 10 hrs per day.5% answered they work 8 hrs daily.
 Position of employees:

developer (5), system analysts(5), software tester(4),network engineer(3),user experience

designer(3),Technical support (12), product manager (1), management trainee (3), web
developer(3), data entry operator(6),support specialist(5)

 Working as:

Full time (50), part time (0)

 Level of balance in their work life:

25 employees feel that their work life is very well balanced, 10 employees feel that their
work life is somewhat balanced, 12 employees feel that work life is balanced, very out of
balance (3)

 Level of stress:

Very stressful (8), stressful (8), slightly stressful (24), not stressful (10)

 How frequently do employees overstay to finish the work?

Most of the time (20), somewhat often (10), never (12), always (8)

 Flexible schedule:

Yes (25), No (25)

  Rewards of the company
Good (40), satisfactory (8), not satisfactory (2)

 Level of training:

Very good (30), good (10), satisfactory (7), not satisfactory (3)

 Efficiency affecting employees by long working hours

40 respondents says that long working hours affect their efficiency, 6 respondents says that
they are somewhat affected by long working hours, 4 respondents says that they are not
affected by long working hours.

 Do health is suffering because of their work

Yes (40), no (10) partially agree (10)
 Does company supports in overall aspects like career growth, training, higher pay ,
benefits, social life , health etc.
Career growth -yes (36), No (14)
Training -yes (32), No (18)
Higher pay - yes (34), No (16)
Benefits -yes (37), no (13)
Social life -yes (34), no (16)
Health -yes (20), no (30)

Analysis on Media companies:

Gender of participants: female-25, male-26
Age of participants: 25 to 30- 20
<25 -20
30-35 -8
35-45 -1
 >45 -1
Marital status of participates:
Un married: 19
Married: 18
Married with children: 11
Divorced:2
 Normal Working hour per day:
Most of the respondents (90) answered they work 8-10 hours daily and some 10% of the
respondents work 8 hrs per day.5% answered they work 7-8 hrs daily.
 Position of employees:

Production assistant(2),camera operator(7), public relation specialist (10), Technical support

(12), journalist(7), manager (1), sound engineer(2),Art director(1), social media
specialist(3),content strategist(5)

 Working as:

Full time (48), part time (2)

 Level of balance in their work life:

23 employees feel that their work life is very well balanced, 12 employees feel that their
work life is somewhat balanced, 11 employees feel that work life is balanced, very out of
balance (4)

 Level of stress:

Very stressful (5), stressful (10), slightly stressful (21), not stressful (14)

 How frequently do employees overstay to finish the work?

Most of the time (20), somewhat often (10), never (10), always (10)
  Flexible schedule:

Yes (20), No (30)

 Rewards of the company

Good (27), satisfactory (13), not satisfactory (10)

 Level of training:

Very good (18), good (20), satisfactory (10), not satisfactory (2)

 Efficiency affecting employees by long working hours

43 respondents says that long working hours affect their efficiency, 4 respondents says that
they are somewhat affected by long working hours, 3 respondents says that they are not
affected by long working hours.

 Do health is suffering because of their work

Yes (20), no (10) partially agree (20)

 Does company supports in overall aspects like career growth, training, higher pay ,
benefits, social life , health etc.
Career growth -yes (28), No (18)
Training -yes (36), No (14)
Higher pay - yes (25), No (25)
Benefits -yes (27), no (23)
Social life -yes (30), no (20)
Health -yes (23), no (27s)
Analysis on FMCG companies:
Gender of participants: female-20, male-30
Age of participants: 25 to 30- 17
<25 -18
30-35 -9
35-45 -6
>45 -0
Marital status of participates:
Un married: 18
Married: 21
Married with children: 10
Divorced:1
 Normal Working hour per day:
Most of the respondents (92%) answered they work 8 hours daily and some 8% of the
respondents work 6-7 hrs per day.
 Position of employees:

Executives (35), customer support (13), sr. executive (1), management trainee (1)

 Working as:

Full time (50), part time (0)

 Level of balance in their work life:

30 employees feel that their work life is very well balanced, 12 employees feel that their
work life is balanced, 8 employees feel that work life is somewhat balanced, very out of
balance (0)

 Level of stress:
Very stressful (0), stressful (11), slightly stressful (20), not stressful (9)

 How frequently do employees overstay to finish the work?

Most of the time (10), somewhat often (18), never (13), always (9)

 Flexible schedule:

Yes (27), No (23)

 Rewards of the company

Good (35), satisfactory (12), not satisfactory (3)

 Level of training:

Very good (25), good (10), satisfactory (10), not satisfactory (5)

 Efficiency affecting employees by long working hours

35 respondents says that long working hours affect their efficiency, 12 respondents says that
they are some what affected by long working hours, 3 respondents says that they are not
affected by long working hours.

 Do health is suffering because of their work

Yes (17), no (15) partially agree (18)s
 Does company supports in overall aspects like career growth, training, higher pay ,
benefits, social life , health etc.
Career growth -yes (40), No (10)
Training -yes (45), No (5)
Higher pay - yes (30), No (20)
Benefits -yes (45), no (5)
Social life -yes (35), no (15) Health -yes (33), no (18)

Analysis on FMCD companies:

Gender of participants: female-15, male-35
Age of participants: 25 to 30- 18
<25 -17
30-35 -6
35-45 -9
>45 -0
Marital status of participates:
Un married: 21
Married: 18
Married with children: 11
Divorced:0

 Normal Working hour per day:

Most of the respondents (90%) answered they work 8 hours daily and some 10% of the
respondents work 6-7 hrs per day.
 Position of employees:

Executives (23), customer support (13), Technical support (12), sr. executive (1),
management trainee (1)

 Working as:

Full time (48), part time (2)

 Level of balance in their work life:

30 employees feel that their work life is very well balanced, 12 employees feel that their
work life is somewhat balanced, 8 employees feel that work life is balanced, very out of
balance (0)

 Level of stress:

Very stressful (0), stressful (10), slightly stressful (24), not stressful (16)

 How frequently do employees overstay to finish the work?

Most of the time (12), somewhat often (14), never (12), always (12)

 Flexible schedule:

Yes (28), No (22)

 Rewards of the company

Good (34), satisfactory (11), not satisfactory (1)

 Level of training:

Very good (27), good (11), satisfactory (10), not satisfactory (2)

 Efficiency affecting employees by long working hours

35 respondents says that long working hours affect their efficiency, 10 respondents says that
they are somewhat affected by long working hours, 5 respondents says that they are not
affected by long working hours.

 Do health is suffering because of their work

Yes (20), no (15) partially agree (15)

 Does company supports in overall aspects like career growth, training, higher pay ,
benefits, social life , health benefits etc.
Career growth -yes (38), No (12)
Training -yes (44), No (6)
Higher pay - yes (33), No (17)
Benefits -yes (47), no (3)
Social life -yes (33), no (17)
Health -yes (32), no (18s)
 TASK 4
FORMULATING AN EFFECTIVE STRATEGY IN
ALL LEVEL OF HIERARCHIES
Formulating an effective strategy in all level of hierarchies:
Mental health in sales is as important as physical health concerns. They are, in fact, physical
issues that need the attention of health professionals. For a business to thrive, it must take
care of mental health of its employees so that they can reach their maximum potential. As
with any health concerns, problems with mental health in sales prevent people from doing the
best they could. If left unaddressed, these issues can cost your organization serious money.
Creating a healthy workplace not just for a healthier sales team, but also for organization’s
financial health. Anxiety and depression are common in the sales industry due to the high
demand and cut-throat environment. The chronic feeling of ineptness and the constant battle
with the insecurity of not being able to deliver triggers fatigue, stress, and burnout. So as to
overcome these problems some effective strategies are:
 Employing a sales-friendly CRM system
A good CRM system can help sales force stay organized and focused it helps in contacting
the leads and helps in converting them in to leads amount of attempts made, total sales and
idle time."
 Qualify leads:
"Define the target audience and recognize that people outside of that definition are more
likely to be wasting your time than resulting in sales, the demographics should be considered
always
 Arm sales force with the mobile communication and collaboration tools:
"Salespeople can spend the better part of their days in the field, so the
organisation has to provide them with easy, remote access to timely and
critical customer and sales. “This allows them to always work with real-time
data and to update a prospect's information immediately, rather than wait until
they're back in the office, enabling managers to effectively track data through
the sales funnel.
 Minimize time spent on administrative tasks;
Almost all sales roles have non-selling administrative or customer service aspects, But too
often, those activities take up more time than the selling activities. Organizations that
understand how to minimize the amount of time salespeople spend doing administrative
tasks, such as data entry, win by helping them be more productive
  Employ gamification strategies: Gamification taps into the natural competitive
streak in reps and delivers positive results as reps strive to climb to the top of
the leader board.
 Communication should be effective:
communicate with the team members is more than just assigning tasks. Poor communication
between co-workers may lead to strained teamwork, unsatisfactory performance, and
eventually low trust among themselves. Using the right platforms to converse with the
teammates, depending on the situation. All communication should also serve to improve
productivity in the workplace, which requires managers to strive to be magnanimous and
approachable.

 employees of all hierarchy should include in decision making:

When managers monopolize decision-making, the team members might lose their sense of
agency in their work. Having a work set up where they just obey orders like slaves will make
them feel helpless and voiceless. Providing a platform for all employees to share their
thoughts and collaborate. Their opinions matter a lot to improve the business practices.
 Supporting the employees in form of effective training:
Due to ineffective training employees cannot perform their job at desired level and the
employees should be provided with training sessions to achieve their goals at desired level.
 Providing the resources and sales enablement support:
The resources may come in the form of sales enablement tools, more team members, or
additional sales training. Conducting interviews with the team to determine where they could
use a little more help. A better CRM program and help them with the prospecting tools.
 Invest in contact data.
Investing in contact data helps in increasing the sales. A contact information tool can also cut
down prospecting time, help get more decision makers on the phone, and even help reps
prepare for important calls
 Making the employees to understand the pipeline:
understanding the concept of sales pipeline is very important. The one who has the strongest
sales pipeline is the one who will achieve his targets regularly. As a result, employees focus
completely on adding more prospects in sales pipeline. Ex: divide the sales target into weeks
or even days.
 Managing the customer perception:
manage the customers perception and try to reach the customer at the best time possible.

 Providing incentives and bonus to the employees:

Providing incentives and bonus to employees plays a vital role in an organisation it provides
a sense of satisfaction to the employees. Apart from the fixed pay if the employee reaches the
goal the company should provide incentives or bonus or rewards this makes the employees to
motivate to reach the higher goals.

 Creating a culture of recognition:

sales reps should be rewarded. But a commission alone is not enough. Commissions are
expected but Recognition should be required in front his peers it motivates the employee and
acts a push for the employee. If the employee doesn’t perform well .one should not
demotivate or yell Infront their peers it leads to demotivation. the manager should discuss
with the employee where he is lacking.
 Tracking the performance of employee and identifying areas for
improvement:
Figuring out how well the employees are actually performing now and then make a plan to do
better, tracking sales performance throughout the sales cycle, so it helps in analyse and
measure how each member of the sales team is doing and then determine where he or she
needs help.