Sales Organization Plan
For successful performance, Bracrekunmitso Pharmaceuticals needs high qualified staff and doctors and health professionals able to meet the highest standards and service quality requirements. A successful performance of every company depends upon its management team and staff.Recruiting and selection practices will be based on industry requirements and deep knowledge in drugs usage.
Assessment centers will be used as a selective tool, usually reserved for people in very specific situations, such as selection for promotion, or movement into a fast-track grade structure. Experience and medical degree will be a must for all jobseekers. Selection for the indirect, longer-term, development programs will be quite different. Here line managers might play a greater role, although for flagship management development programs it may be of value to make the final choice through attendance at a development or assessment centre.One possible reason for this is to achieve fairness and consistency, in that a manager selected as best for the program by one line manager may not be better than someone not recommended by another manager. Questionnaires and personal interviews will help to select candidates for all departments and assess their skills and knowledge.
The sales force consists of three levels, so transfer of someone to an area of the organization which already has some of the new experience would be on the basis of choosing the most appropriate person. It will help to introduce strict control and ensure that new staff meets organizational requirements. Job-specific competencies will be the core of selection practice. Job-seekers will be evaluated on the basis of situation tasks, actions and results (Pfeffer 1996).In training field, Bracrekunmitso Pharmaceuticals should stress life-long learning and multi-skilling as central to the development of its employees. As the demands in pharmaceutical industry are changing and increasingly requiring more flexible work practices, teamwork and multi-skilling are essential if Bracrekunmitso Pharmaceuticals is to remain competitive.
This means training the workforce in a variety of skills so that they can react quickly to changes in models and service runs. Training development will be based on-the-job-training, through, for example, delegation, project work, coaching and guided self-analysis, trial periods and simulation; and off-the-job-learning. The second important step will include training after sales service employees in order to help them to cope with innovations and new technologies used by Bracrekunmitso Pharmaceuticals. This form of training does not need additional cost, but very effective. A particular and increasingly popular approach to management development courses is through action learning. Typically, this involves a small self-selecting team undertaking a practical, real-life and organizational-based project.
The emphasis is on learning by doing with advice and support from tutors and other course members. Product (WoQuiten) knowledge and high quality are the main demands. For this reason, the company should organize training classes provided by experienced medical staff in a particular field (Mayo 1998).External short courses for new employees are also important. It can be effectively used on all the level of training. But, the motivation for further education should be provided by Human Resource department which helps employees to identify their career opportunities and goals.
This training and learning should be aimed at providing a blend of technical competence, social and human skills, and conceptual ability. This form of training is time and cost consuming (Mayo 1998). Policies and procedures will be based on ethical guidelines and social responsibility issues aimed to provide the staff with fair treatment and compensation. Sound personnel policies will help to foster good employee relations. Broadly defined, employee relations is concerned with the relationships between the policies and practices of the organisation and its staff, and the behaviour of work groups. The traditional view of ‘industrial relations’ has often been associated in particular with the activities of trade unions and their officials.
The main policies will deal with internal communication and duties, obligations and responsibilities of all employees. Good management-staff relationships, however, are not limited to trade unions and employment legislation. For this reason the term ’employee relations’ is now often more favoured.Proper attention to the personnel function of a manager helps to improve the efficiency of the labour force and the level of organisational performance in general. The influence of the manager’s individual differences can be explained by the fact that the manager is an example for his subordinates.
A special attention will be given to medical ethics defined as the rules of moral values that guide decision making by medical staff (Pfeffer 1996). This also gives rise to questions as to how this information should be used, and the necessary background laws and norms that will either be applied or will become more clearly perceived to direct and control, to regulate the use of this information, either by individuals or by societies generally. Also, policies and procedures will stipulate staff development and promotion, job evaluation and benefits, retirement and employees relations problems, privacy, health and safety concerns (Senior, 2001).Management staff also needs additional training focusing on employee’s motivation and work design programs to help worker identify their goal and professional development strategies. Bear in mind the data it is possible to say that employees feel lack of HR support in the process of personal development. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward – one that satisfies their needs.
It is reasonable to believe that strong commitment to work is likely to result in conscientious and self-directed application to do the job, regular attendance, nominal supervision and a high level of effort. Commitment to the organization will certainly be related to the intention to stay – in other words, loyalty to the company. The main motivation techniques will include benefits for high quality employees and promotion. Also, positive corporate culture and leadership will help to create a strong corporate and team spirit (Pfeffer 1996).Bracrekunmitso Pharmaceuticals will introduce flexible compensation system for all employees. Today, a number of pharmaceuticals firms have been abandoning piece-work systems as no longer appropriate to their circumstances and have introduced such systems as measured day work, under which an employee is paid a time rate, plus a bonus, which is conditional on his maintaining a predetermined level of output.
The standard required is high and if the level of performance is not maintained, a lower payment is made or transfer, training, or dismissal ensues. There is also a contractual measured day rate, where the employee is allowed to determine his own rate of working and must maintain it consistently. Such systems have advantages in the control of production as output is predictable, but must be used in appropriate circumstances, i.e. they would not be used if there were much slack time (Senior, 2001).
Also, the company can introduce two types of fringe benefit for sales representatives. Direct benefits may comprise profit sharing, co-partnership, sick pay and pension schemes; payments are generally made in cash. Indirect benefits are aimed at improving morale and increasing the stability of employment. Examples are free luncheon vouchers, sports or welfare amenities, provision of car or a mileage allowance, telephone, purchases at a discount, education for children, canteen and social facilities.ReferencesMayo A.
(1998). Creating a Training and Development Strategy. London: Institute of Personnel and Development.Pfeffer J. (1996). Competitive Advantage Through People: Unleashing the Power of the Work Force.
Harvard Business School Press.Senior, B. (2001). Organisational Change, Capstone Publishing.
