To: Sales Supervisory Team and HR Department
From: Kiara Latson Sales Manager
Date: October 4, 2010
Re: Career Development Plan Part I- Job Analysis and Selection
As we all know InterClean Inc. and EnvirTech have now merged. With this new merger some structural changes will occur within the company. The company will not only sell cleaning products but also the company will now offer full service cleaning solutions for various organizations in the industry of health care. As a result of the changes we will need a new team that will be using a specific expansion plan which will also be known as the Career Development Plan. This structured plan will focus on four categorical phases. The initial step that will be reviewed is the initiation of a job analysis, the second stage will be generating a work force planning system in regards to the development of sales, the third step is the selection method and the final step is the collection of the members chosen to represent our sales team.
Considering that our sales team will be restructured, it is essential that a new job analysis will be formulated for all new and existing sales team positions within InterClean Inc. It is imperative that the correct candidates are chosen to complete our team. The different methods will help the hiring team choose the individual who will be the best fit for the position. We conducted a job analysis to evaluate the job, design training, develop a career plan, and to aid in the process of selecting the new sales team.
I have begun with job performance and have also prompted the method of observation and definitely interviews. The observation method would be beneficial because direct exposure to the position will provide a richer, deeper understanding of job requirements than workers??™ descriptions of what they do. I have always felt one should know how to do a job in order to be able to understand the type of individuals best suited for the position. Sound HR management practice dictates that thorough job analysis always are done, for they provide a deeper understanding of the behavioral requirements of jobs. This, in turn, creates a solid basis on which to make job-related employment decisions (Cascio, 2005). Observing a position gives you additional training and a better understanding of what is expected. By using various job analysis such as recruitment, training, development, performance management and succession planning this provides an objective picture of the job, not the person performing the job, and as such, provides fundamental information. By using these various methods I will be able to monitor the existing sales team and various representatives and observe the everyday actions and events. This essentially will give me a better understanding of the positions. An additional method that has been used is a well-organized questionnaire. Cascio (2006) indicated that, ???These questionnaires list tasks, behaviors (e.g., negotiating, coordinating, using both hands), or both. Tasks focus on what gets done. This is a job-oriented approach. Behaviors, on the other hand, focus on how a job is done. This is a worker-oriented, or ability-requirements, approach.??? The disadvantage of some of these selection methods are the trouble in gaining information that is unbiased, honest and sincere in regards to what the candidate believes the employer desires to know. The questionnaire needs to be finished by current sale representatives by EnviroTech and InterClean as well as direct managers. The point of this job analysis will also determine the functions and the skills required for the new available positions. This job analysis will eventually help with the success of our company. Poor job analysis, inadequate personality skill profile, poor interviewing techniques and mediocre questioning can lead to bad recruitment (Ongori & Temtine, 2009).
Employing the material that was composed the resulting information was formed:
Job Title: Sales Representative
Reports to: Sales Manager
Compensation: Base Salary with the potential of eligibility for the Sales Bonus Program
1. Responsible for locating consumers and client lead generation
2. Influence recent leads that InterClean can surpass their existing full cleaning services by offering competent, well-timed, excellent services.
3. Achieve at least a couple of new contracts per representative per year.
4. Contract negotiations
5. Launch and uphold exceptional customer services, which is fundamentally dedicated in sustaining long term relationships with our clients.
Workforce Planning System
Strategies and operational plans and job analysis offers a contribution to the work force planning system. These procedures and business strategies set structural objectives for our company. The assurance and contribution from team members will aid us in perceiving the changes the company needs. Utilizing workforce planning as well as job analysis allows us to find the appropriate employees with the right skills and capabilities. Being a sales manager it is my responsibility to bring on 5-7 employees and add them to our sales team. With the new merger that our company has undergone, our organizational goals have changed therefore new and prospective employees are needed. The workforce system will optimize the sales force. The Human Resources department will be responsible for developing and designing the career tracking for the various positions within InterClean and EnviroTech. With these guidelines of these new positions HR will make certain that the company is within EEOC standards and within compliance.
Selection of Team Members
The new management members selected for this team is:
Tom Gonzalez, Sales Manager
Tom has been with EnviroTech for 5 years. He was recruited by Sally Lindley, CEO of EnviroTech, because of his ability to lead a team and for his expertise in developing solutions-based products for the customer. Tom has been in the industrial cleaning industry for over 25 years. Tom enjoys establishing long-term relationships with customers and being the point person for customers to come to if there are problems.
Susan Burnt, Outside Sales Representative
Susan who was hired by David Spencer, Sr., the founder of InterClean has performed numerous jobs during her 24 years at the company, achieving success in each role. She transferred to sales 6 years ago and has met her sales goals each year. Susan is aggressive in closing the sale, but she understands the importance of providing excellent ???after the sale??? service (from her previous roles in Customer Service, Collections, Purchasing, and Distribution).
Eric Borden, Outside Sales Representative
Eric was hired by Sally Lindley, CEO of EnviroTech. Eric has a solid reputation for servicing the customer and helping the customer get the best products for the best prices. During his 14 years with the company, in addition to performing his duties as a sales rep, Eric has performed the role of team leader on several special projects which contributed to the financial growth of EnviroTech. Eric prides himself on keeping current with the latest industrial cleaning and sanitation industry developments, as well as on the changes to regulations and compliance issues affecting the industry.
Ving Hsu, Outside Sales Representative
Ving was hired 12 years ago by Sally Lindley, CEO of EnviroTech. Ving enjoys working with customers and performs training seminars on a regular basis in order to help train the employees of his customers. Customers know that if there is a problem they cannot handle, they can contact Ving. He knows how to obtain appropriate answers through his personal network of industry professionals.
Terry Garcia, Outside Sales Representative
Terry was hired 6 years ago by Sally Lindley, CEO of EnviroTech. Terry was a former high school teacher who was hired by Sally for her ability to communicate, educate, and her use of critical thinking skills in problem resolution. Terry understands the value in working as a team in order to get the final outcome. She is an educated consumer who is happy with the product and trusts the vendor who sold it.
I believe this new team will provide a diversified outlook on the direction our sales team needs to go. Which will result in the success in our company. These new group of leader will provide learning and leadership opportunities, enhance communication, and facilitate the implementation of organizational sales plan.
Cascio, W. F. (2005). Managing Human Resources (7th ed.). New York, New York: Irwin Professional Pub.
Ongori, H., & Temtime, Z. (2009). . The International Journal of Human Resources Management, 2(12),
Cascio, W. F., & Boudreau, J. W. (2008). Investing In People: Financial Impact of Human Resource Initiatives Upper saddle River, New Jersey: Pearson Education Inc.