30-60-90 day HR plan

- Ritabrata Chakraborty
Understanding Sales Talent Landscape – Supply Vs Demand

30 01 02 03
DAY
Step 01 Step 02 Step 03
Sales talent assessment Post-review initial selection Stakeholder mapping and
and creation of preliminary from sales talent pool defining critical
sourcing mix relationships

60
DAY Detailed Plan of Action across the 3 stages

• Evaluating current sales HC data to • Evaluating selection process alignment with • Defining various sales team structures like
forecast talent requirement as per cyclical our designated sales target vs achievement reporting lines, goals/objectives,
demand frameworks ownerships etc

• Reviewing cost/hire and points of • Implementing purpose-driven selection • Detailed laying out of Sales HR policies
savings for both internal as well as tools instead of legacy-driven tools as including diversity, legal, compliance and

90 external leads per sales-structure fitment defining employee relations touchpoints

• Simplification/enhancement of Sales • Periodic meetings with key stakeholders

DAY
• Leveraging talent sourcing tools in social
media and reviewing respective PSL
along with procurement agenda
• CBA for direct vs indirect sourcing for all
sales-focused roles
talent process map reviewing with the like HRBPs, recent recruits, finance team
top management to discuss pain points
• Drawing up of detailed stakeholder maps
• Reviewing overall sales candidate
and defining Sales TA ownerships after
management frameworks signing of with the cofounders
Initializing impact-based changes based on early actionables
30 01
DAY
Step 01
Preferential sourcing based
on the cost-effectiveness
of the overall mix
60
DAY Detailed Plan of Action across the 3 stages
• Further analyzing recruitment
demands and building pipelines for
regular sales roles along with
standardized JDs
• Re-establishing relationships and ROI
90
post discussing the outcome of PSL
reviews with talent suppliers
DAY
• Inclining to more direct sourcing
through utilizing social media QnA,
promoting internal events, tweeting of
various roles
• Introducing internal referral schemes,
Gumtree, PR etc
02
Step 02
Competency based
selections based on our
own playbook
• Devising our very own sales
competency play-book based on sales
talent competencies portrayed in the
1st 30 days
• and objectives
Aligning tools to role/grade/view with
the flexibility of picking and choosing
for different campaigns and projects
• Introducing new process maps with
regards to candidate, recruitment
team, BU ownership / involvements
along with KPIs, SLA, etc
03
Step 03
Implementation of RACI
matrix based stakeholder
relationships
• Drafting RACI and building consulting/
informing touchpoints for all aspects of
sales as well as non-sales recruitment
• Setting up of focused SMART goals
• Working closely with Marketing and
Communications team to make our
EVP even more robust
• Highlighting initial impact against bottom
line and establishing regular touch points
of the recruitment forum with the co-
founders
Building a Talent Management Centre of Excellence

30 01 02 03
DAY
Step 01 Step 02 Step 03
Finalizing with the most Ensuring value addition Buy-ins from all internal
time and cost-effective through best-in-class selection and external stakeholders
sourcing methodologies processes with state-of-art who will be a part of the
and channels tools and techniques TM COE
60
DAY Detailed Plan of Action across the 3 stages
• Delivering on immediate requirements • Launching detailed and focused • Sharing RACI and Team Charter with
and proactive building of sales competency matrix / dictionary by grade wider stakeholders
leadership pipeline to interviews and other selection tools
• Managing standard criteria to • Introduction of online VR/NR tests, • Establishing regular reviews against
gateway for existing and additional personality questionnaires, be-spoke tests performance both internally and

90
talent suppliers to create customized sales persona externally

• Defining and periodic reporting of new
DAY cost / hire metrics through dynamic
dashboards
• Measuring ROI on recruitment
through social media and all other
direct sources
• Defining an overall standardized
selection process, which is robust as
well as flexible
• Introducing feedback requests on
selection process for on-going
reviews
• Launching an all-inclusive EVP, after
a second iteration from previous
understandings
• Annual as well as long-term manpower
planning discussions of the recruitment
forum with co-founders
Budget, timelines and milestones

Phase 3 (Cost -3-5 lakhs)

Phase 2 + 3 weeks

1. Recruitment forum meet-

Phase 2 (Cost -20-30 lakhs) ups
Phase 1 + 4 weeks 2. Workshops for recruiters
3. Professional role-play
1. Per PSL review cost with separate vendors events to demonstrate
Phase 1 (Cost - 8-12% of annual CTC) 2. Tech support for gamification and integration with ideal sales persona
Week 1 to Week 5 HRMS (competency framework) 4. One-on-one mentoring
3. Regular social media engagements (merchandise sessions for the sales
distribution and employer branding) with at least 2 rookies by industry
1. Request for quotation experts
2. Proposal evaluation big online events like roping in a big personality for
3. Finalizing terms and conditions of contract a talk show
4. Vendor empanelment 4. College visits to create buzz around the campus
ambassador program to popularize our unique EVP Major Costs

Major Costs
Major Major Major
Major Costs
Milestone Milestone Milestone

Week 1 5 7 8 9 10 11 12

Talent Single Vendor College campus Recruitment forum meet-

supplier empanelment ambassador programs to up to fine tune RACI matrix
evaluation for sourcing sell our specially curated Final level review of the
for talent management
and selection EVP recruitment forum with the
Evaluating High level PSL Gamification of Major social from the next quarter
cofounders to discuss quarter
selection tools reviews with sales enablement media bottom line vs cost of hires as
and process participating competencies and engagements well as LRP
frameworks stakeholders building and events to
for existing competency increase direct
and new playbooks source leads
suppliers (on-site as well)