Sales Executive HR Portfolio - Phyzer

Introduction 

The study aims at establishing the most crucial steps that human resource departments must follow to ensure a successful completion of the hiring process. The hiring process starts with conducting a thorough job analysis, which aims at establishing the critical tools needed and the specific requirements for a given position or role. The step, therefore, helps in establishing the role’s specification and job description. Job analysis is followed by the advertisement for the position, which may be done externally or externally. The recruitment campaign then follows and it focuses on attracting the best candidate pool to fill the position. The recruitment campaign is followed by the selection process, where the HR personnel are expected to apply due diligence in ensuring that the candidate that presents the greatest potential is selected from the pool. The selection process is a multi-level process, comprising of the development of the selection criteria, determining the types of interviews to utilize, and the establishment of the assessment centers. Training is included for the successful candidate to ensure that the candidate’s skills match the organizational objectives. Finally, the HR personnel evaluates the tools utilized in the recruitment process to establish their efficiency. 

The purpose of the study is to establish the most effective structural and organizational procedures that the HR department should take in ensuring an effective hiring process. The procedures resonate with the predetermined outcomes and they should be cost effective. For purposes of this study, the position of a sales executive in a pharmaceutical company, Phyzer, is examined. The position was selected because it is one of the most significant positions in the company, given that it is responsible for driving the company’s sales and ensuring the growth of the company. Further, the position involves cooperation with other several departments in the organization to facilitate the profitability of the entire company. 

Job Analysis 

Job analysis provides a description of the recommended procedures and steps for companies to follow in identifying the requirements and daily activities for a particular position. Job analysis comprises of the information gathered pertaining to a specific position and it focuses on the investigation of the tasks, responsibilities, and duties required for the position ( Torrington, Hall &Taylor, 2017). In most cases, an employee of the HR department is responsible for conducting job analysis; however, the employee may work together with experienced personnel, consultants, and supervisors. The areas that are utilized in collecting data for data analysis include the job identification data, which comprises of the name of the company, division, department, and the job title and location; the overall purpose of the position, key duties and tasks for the position, the working environment and conditions, relationship with other members of the organization, and the human requirements, which may comprise of physical and psychological factors ( Torrington, Hall &Taylor, 2017). 

Some of the methods that can be employed for collecting data for purposes of job analysis include the observation of the work environment, conducting interviews and questionnaires presented to various departments to determine their needs regarding employee roles, and examining work diaries, where employees record their daily activities regarding the nature of their position for a given period. The diaries provide the team conducting the job analysis a quick reference for establishing the job description of a particular position ( Torrington, Hall &Taylor, 2017). After collecting the relevant information, the job description and the person specifications are established. A job description comprises of a list of responsibilities, duties, and requirements that a successful candidate is expected to fulfil in a given position. A job description comprises of the main duties and responsibilities of the position, the job title, working conditions, location of the job, and other elements pertaining to the job. On the other hand, person specifications comprise of such elements as aptitudes, qualifications, characteristics, and the attributes of the ideal candidate ( Torrington, Hall &Taylor, 2017). 

Job Description- Sales Executive 

The role of the sales executive includes promoting the sale of the company’s products, which include medical equipment and pharmaceutical drugs, by maintaining sufficient interactions with healthcare organizations and professionals, including nurses, general practitioners, pharmacists, and doctors. Further, a sales executive is responsible for increasing product awareness and the use of the company's products, answering customer queries, introducing new products to the customers, and providing customers with advice about the products. Sales executives also ensure that they the company’s sales targets and act as links between the health care professionals and the company. The main duties of a sales executive include; 

Evaluating the needs of clients and issuing appropriate promoted products. 

Liaising with target doctors and convincing them to prescribe the company’s products by applying suitable sales techniques, while conducting cost-benefit analysis 

Providing customers with crucial product information and issuing them with the product samples. 

Servicing existing accounts, establishing new accounts, and obtaining orders through effective planning and organization of the daily work schedules, which includes contacting the potential or existing sales outlets among other trade factors. 

Focusing sales efforts on studying the potential and existing volume of dealers. 

Submitting orders by referring to product literature and price lists. 

Ensuring that the management is informed about the sales and customer demands among other aspects through submitting results and activity reports, which include weekly work plans, daily call reports, and annual territory analysis. 

Monitoring competition by collecting information on the prevailing market conditions as well as such elements as new products, pricing, merchandising techniques, and delivery schedules among others. 

Making change recommendations on the company’s policies, services, and products through analyzing results and competitive changes. 

Resolving customer complaints through problem investigations, solution development, report preparation, and presenting suitable recommendations to the management. 

Maintaining technical and professional knowledge by conducting professional publications reviews, attending educational workshops, and through participation in professional societies, which are also essential in ensuring that one is up-to-date with latest medical data. 

Providing the company with historical sales records through the maintenance of records about area and customer sales. 

Identifying and creating new business as well as contract negotiations. 

Conducting sales performance reviews 

Management of sales budgets 

Contributing to the effort of the team by accomplishing the set sales targets 

Monitoring and analyzing market conditions and information to identify the competitive advantages available for the company 

Attending sales meetings, training sessions, conference calls, and symposium circuits 

Working with the sales team in the development of sales strategies and the implementation of the brand strategies, which focus on achieving consistency in the marketing message. 

Person Specification 

Phyzer prefers university graduates with a bachelor’s degree in life sciences in such areas as nursing, medicine, dentistry, or pharmacy. Further, the company prefers applicants who demonstrate a background in sales as well as the ability to gain knowledge regarding the medical and scientific details. The company also requires applicants to possess a valid driving license since the sales executive is primarily engaged in supplying customer orders. Other education and experience requirements include; 

Sufficient comprehension of health sciences, including pharmacology, biotechnology, and epidemiology. 

Excellent knowledge of the medical equipment as well as pharmaceutical drugs 

Understanding of statistics, databases, latest medical issues, and product lines in the pharmaceutical industry. 

Excellent understanding of MS Office. 

Confirmed experience in promoting and selling products and services in the pharmaceutical industry. 

A background in healthcare, such as in nursing is acceptable as proof of experience in the pharmaceutical field. 

Completion of the 6-month on-the-job training program offered at the company 

A postgraduate qualification, such as a master’s degree in a relevant field is preferred for sales executives engaged in technical areas, although it is not necessary. 

The major skills and competencies required for the sales executives include; 

The ability to thrive in the fast-paced pharmaceutical business environment. 

Efficient time and organizational management skills. 

Excellent negotiation, communication, and sales skills. 

Excellent negotiation skills. 

Excellent knowledge of the company’s products. 

Outstanding customer service. 

The ability to efficiently meet sales targets 

The ability to effectively establish and maintain customer relationships. 

Outstanding communication and interpersonal skills 

Persuasive ability 

Excellent problem solving and problem analysis skills 

Effective decision-making and judgment skills. 

Effective presentation skills 

Integrity, adaptability, resilience, confidence, and maturity. 

Recruitment (CVs) 

The sales executive position utilizes a documented recruitment plan, which is approved by the head of the human resources department at Phyzer. The role of the recruitment plan is to map out the most effective strategy for attracting and hiring the most qualified candidate, as well as ensuring that the applicant pool is diverse by regarding gender, ethnicity, and people living with disabilities. The recruitment plan is prepared by the departmental human resources coordinator and the hiring manager. The recruitment plan for the position of a sales executive will comprise of five essential elements, including the posting period, placement goals, additional advertising resources, diversity agencies, and resume banks. 

The Posting Period 

The minimum posting requirements are; 

Entry level sales executives- 10 business days calculated from the second business day after the actual posting date 

Senior sales executives- 15 business days derived from the second business day after the actual posting date 

The recommended option for both the entry level and senior sales executives is ‘Open until filled,' and it allows the posting to stay viewable and open on the organization's career site until the position is filled. 

The ‘Continuous Recruitment’ is to be utilized for the ongoing recruitment of sales executives. 

Placement Goals 

Torrington, Hall, and Taylor (2017) postulate that t he placement in the recruitment process seeks to ensure that proper faith effort is applied throughout the process to facilitate the achievement of equal employment opportunities for all applicants. The goals, therefore, ensure gender balance, ethnic balance, and the inclusion of individuals living with disabilities, as well preventing instances of discrimination and extending preferences to particular individuals. The placement goals in the recruitment of the sales executives include; 

To ensure the selection of the most qualified candidate as determined by the academic qualifications, work experience, and other characteristics such as excellent communication and interpersonal skills, sales skills, and outstanding organizational skills among others. 

To attract and hire candidates who demonstrate the highest potential in producing and implementing innovations to maximize the company's sales. 

To attract and select individuals who demonstrate low voluntary turnover rates to boos cost efficiency in the recruitment process 

To attract and select diverse individuals regarding gender, ethnicity, culture, and disabilities among other elements to enhance the company's ability to understand better and efficiently serve the diverse customer base. 

Additional Advertising Resources 

Several recruiting resources, including internal and external resources, are employed in attracting the candidates that reflect the diversity values in Phazer’s workforce. Before filling the sales executives position, the position is widely advertised using the selected internal and external resources ( Mensah, 2010) . All the advertisement messages for the position must include the statement, ‘Phyzer embraces Affirmative Action, and it is an Equal Opportunity Employer who demonstrates commitment towards achieving diversity and excellence among the staff and faculties.' The main resources that will be used in advertising for the position include; 

Print advertisement- Including national publications, local print media, as well as other paper advertisements 

Social Media- The position will be advertised on several social media platforms, including Facebook, Twitter, and LinkedIn, which are effective alternative recruitment resources 

Job Fairs- The human resource manager will organize an event with fresh graduates to promote the company’s brand and image, while seeking to identify potential applicants for the position 

Professional Conference and Campus Recruiting- The approach is an ideal way to market the company as well as an excellent opportunity for networking with the potentially qualified individuals for both the future and current openings. The campus career centers also offer excellent opportunities for interviewing facilities and job posting services 

Diversity Agencies 

The recruitment process for the sales executives will ensure diversity by; 

contacting such diversity agencies as agencies that help underrepresented groups and women, which are essential sources of talent 

Establishing relationships with the agencies that help potential candidates to understand Phazer’s values, mission, and staffing needs. 

Resume Banks 

Resume banks are an ideal resource for selecting qualified individuals since job seekers send their resume to the banks and allow potential employers to examine the resumes and contact them for employment ( Mensah, 2010) . The best CVs are chosen from the Resume Bank as well as those posted through the job portal. Applicants who are underqualified are eliminated through a careful screening process, which is based on the internal and external sources. Applicants who come through referrals are given the first preference, while the second preference is granted to the applicants through the job portals. 

Selection of Candidates 

The Search Committee 

The first step in the selection of candidates involves selecting a search committee, which is essential in ensuring that potential candidates are examined by several individuals to reduce the risk of personal bias. The hiring manager identifies the individuals who have indirect and indirect interactions with the candidates. One of the committee members is selected as the Compliance and Affirmative Action Liaison to monitor the affirmative elements of the committee ( Mensah, 2010) . The committee ensures that the underrepresented groups such as women, people with disabilities, and ethnic minorities are granted equal opportunity to contribute to the search committees as well as encouraging the groups for their participation. In case the sales department lacks the required diversity, staff from other departments are appointed to broaden the committee’s perspectives. The search committee must comprise of a specialist in sales, an individual who acts as a major customer, and an individual who demonstrates an excellent understanding of the role as well as its contribution to the department. The members of the search committee are expected to; 

Ensuring that conflicts of interest between the applicants and members of the organization or the committee do not arise; the committee members should not possess any interest in the position 

Demonstrate competence in the recruitment process to enhance compliance and fairness 

Demonstrate sufficient understanding of the recruitment and selection process as well as the laws that relate to Equal Employment Opportunity and Affirmative Action. The members may attend training workshops to boost their understanding of the processes. 

Establish the applicant evaluation criteria and communicate the same to the hiring manager 

Demonstrate a thorough understanding of the sales executive job description 

Reviewing Applicants and Shortlisting 

Only the applicants who apply within the provided posting period are considered for review. All applicants are required to submit their application through the company’s careers portals, by attaching their cover letters, resume, and completing the provided electronic application form. Potential candidates are categorized into applicants, referring to individuals who submit their application within the timeline, and expressions of interest, referring to those individuals that apply after the deadline; expressions of interest are not considered for review by the committee ( Mensah, 2010) . All committee members are required to review all the applicants to minimize bias by ensuring that the applicant’s qualifications are examined by more than one person. A phone screen should also be utilized to collect such information as salary requirements, requirements, ascertain minimum requirements, and individual position requirements among other information that is essential in enabling the search committee to effectively complete the search process and shortlist the most appropriate candidates. 

Once the committee completes the search process, the chair of the board examines the comments presented by the members and develops a short list, which is further presented to the hiring manager for approval ( Mensah, 2010) . If the hiring manager considers the short list satisfactory, the short list is approved and the shortlisted candidates contacted for interviews. In cases where the short list lacks diversity, the chair of the search committee is contacted to review the applicant pool to achieve a diverse team. The chair may consider evaluating the existing pool to establish whether there are candidates that may be included before reviewing the expressions of interests. If the chair finds reviewing the expressions of interest, the chair moves the expressions of interests into the applicants’ pool and allows the committee members to evaluate them for shortlisting. 

The Interview Process 

The interview process is the most vital step in the selection of sales executives, since it involves an interaction between the potential candidates and the employees, and provides an opportunity to authenticate the information provided by both parties ( Mattiske, 2012) . The interview process commences after the shortlisting of the applicants, and it focuses on the evaluation of the competencies and skills of the candidates as well as validating the information provided by the applicants in the resume and the application forms. The process requires the interviewing panel to prepare by selecting at least one or two questions from the minimally required competencies and skills for the development of the interview questions. The panel also reviews the applicants’ resumes or application forms and select the issues that need follow-up. The chair of the selection committee is responsible for; 

Determining order of the interview questions and the interview format 

The questions that are to be addressed to the applicants as well as their weights 

The persons to ask the questions 

The best start date for the given position 

Determining whether submission of a work sample is necessary 

Stating the roles that were not mentioned in the job description 

Panel interviews. The questions to ask the applicants should be determined before the panel interview. The interview process should start with the introduction of the chair or the interview committee as well as the members of the panel. The introduction also comprises of the names and the roles or job titles of each member. A typical pane interview format for a sales executive at Phyzer comprises of; 

Introduction of all the members of the interviewing panel, including their names and roles 

A short description of the sales executive role 

A description of the manner in which the interview panel seeks to execute the interview 

The candidate presents a brief overview of his or her experience 

Each interview panel member presents their questions to the candidate towards the end of the interview 

The interviewee is then granted an opportunity to ask questions 

The final step involves notifying the interviewee of the following step, such as contacting the interviewee to inform him or her of the outcome, and thanking the candidate for participating in the interview. 

Virtual interviews. Phyzer employs virtual interviews as alternatives to in-person interviews for out of area applicants, to minimize the costs and time involved in interviewing such applicants. Such applicants are granted an opportunity to interview in the same way as the local applicants in all the interview stages to promote equity and fairness in the selection process. 

Requirements for the interview questions. The questions addressed to the candidates in both the panel and virtual interviews must be relevant to the sales executive position, and they should aim at obtaining specific information about the abilities and skills required to execute the tasks described in the position ( Mattiske, 2012) . The company’s human resource department also encourages the utilization of competency and behavioral based interview questions since they enable the interview to access more useful information to examine the candidate’s ability to execute the responsibilities and duties of a sales executive, as well as the applicant’s capability to observe Phazer’s core competencies. 

On the completion of the interviews, the interviewing committee members complete the suitable evaluation tool, where the evaluation tools may include the Skills and Competency Interview Rating Sheet, the Interview Evaluation Notes Weighing Sheet, or the weighted Skills and Competency Interview Rating Sheet. 

Other selection methods and testing. The additional tools that are often utilized in the other selection methods and testing include samples of previous sales records and presentations on the subject ( Mattiske, 2012) . The tests may involve skills demonstrations, which may require applicants to demonstrate the approaches of executing a particular task, such as showing a negotiation process. The essential requirements for administering tests in the hiring procedure for sales executive include; 

Ensuring consistent administration of tests and presentation of samples across all the candidates irrespective of age, color, race, sex, national origin, religion, or disability, and the tests must be approved by the Human Resources Department before that can be utilized. 

Tests, presentations, and work samples are only required from the shortlisted candidates 

All the shortlisted candidates should be informed of presentations, work samples, or test requirements 

The alternative to testing candidates involves carefully crafted interview questions that are ideal for gathering information on the applicants on their ability to perform particular tasks and experience in the field without necessarily subjecting applicants to tests. 

In cases where the selection procedure blocks a protected group, the interviewing committee establishes an alternative procedure that demonstrates minimal impact on the interview outcomes. 

Welcoming the interviewee. The interview process is often stressful for interviewees; therefore, the human resources department at Phyzer seeks to ensure that the interviewees are relaxed so that the panelists can identify their actual attributes. Some of the critical factors to consider when interviewing sales executive include; 

The interview panel breaks the ice to ease tension for the interviewee since the interview environment is often intimidating 

Ensuring that there is a person to guide interviewees around the interview venue 

Interviewees should be allowed enough time so that they do not feel rushed. The interviewees should also be allowed to do most of the talking, 80%, to ensure that the panel gathers sufficient data for decision making on the applicant that provides the best fit for the organization’s needs. 

Reviewing the resume of the interviewee in advance to examine the candidate’s background and skills, as well as to take notes and request for clarifications from the interviewee where needed. 

Avoidance of illegal questions during the interview 

Providing relevant information about the organization to the interviewee at the end of the interview 

Selecting the Best Candidate for Hire 

The interview committee discusses to evaluate the interviewees once the interviews are completed. The members of the committee engage in the assessment of the extent to which each interviewee met the established selection criteria ( Mattiske, 2012) . The step mainly involves ensuring that an ideal candidate for the sales executive position is selected on the grounds of qualifications and the potential to execute Phazer’s mission. 

Reference Checks 

Reference checks aim at acquiring information about the candidate's work performance and behavior from the previous employers, which could be essential in making the final decision about a candidate, irrespective of their abilities, knowledge, and skills ( Mattiske, 2012) . The past performance of an employee acts as the best predictor of future performance and success; hence, in hiring sales executives at Phyzer, it is highly recommended that the hiring team obtains references from both the previous and present supervisors, who are ideal for speaking about the candidate’s previous performance at the workplace. Checking references are essential to the company since they may present legal consequences, mainly if an employee indulged in criminal behavior in the past and banned from employment, the employer may be charged with negligent hiring. 

Reference checks must be conducted on the finalists before making the offer. Candidates are informed that the offer depends on a reference from a current supervisor; although one cannot be disqualified for having only one reference. Preferably, all the aspects of the candidacy are evaluated, including the academic qualifications and the interview process before selecting the ideal candidate. The information gathered via the reference check process is considered a crucial part of the overall decision to hire specific individuals, and it carries substantial weight. Acquiring past performance records of the candidates, which are duly signed is also recommended in hiring the sales executive. There are two main reference options, including the phone reference checking and the online applicant reference checking. 

Online applicant reference checking. The option utilizes an online tool where once a candidate enters their references, the references are sent an email notification requesting them to provide feedback on the applicant anonymously. This approach is recommended since the references’ identity remains anonymous, which encourages a high response rate as well as providing the correct feedback ( Mattiske, 2012) . In cases where more information is required, such as instances where a candidate receives low ratings on specific behaviors and skills, the hiring team may contact additional references through the online tool or the phone reference approach. 

Phone reference checks. Conducting phone checks requires the hiring team first to obtain consent from the candidate. Further, the team should ensure the following; 

Careful preparation before contacting the references. The preparation process may include familiarizing with the information provided by the applicant, including the work sample, resume, interview responses, and the application letter. Further, the preparation may entail setting up telephone appointments with the provided references, as well as identifying the key areas that require verification or elaboration. 

Creating a friendly environment to encourage the references towards responding honestly, willingly, and cooperatively. 

Providing the reference with the description of the position in question, including the working environment, duties, and responsibilities, and enquire from the reference if, from his or her assessment, the candidate qualifies for the position. 

The questions addressed to the references must be job-related, and they should not pertain to such aspects as age, national origin sex, disabilities, medical conditions, marital status, race, religion, or color among other factors considered illegal in the interview process. 

The questions addressed to the references must be the same for all applicants, and the information should be weighed in the same manner 

The hiring team is not allowed to utilize such social media platforms as Twitter, Facebook, or LinkedIn to carry out background checks or references 

Finalizing the Recruitment Process 

The recruitment process ends with the selection of the best candidate ( Torrington, Hall & Taylor, 2017). However, before initiating the offer, it is crucial to complete the final selection process check as stated below; 

Conduct a review of the responsibilities and duties of the position, ensuring that they were precisely reflected and described in the interview process as well as the job description 

Conducting a review of the selection applied to confirm that they were founded on the listed qualifications for the position 

The confirmation of the interview questions to determine if they accurately match the selection criteria 

Conduct an evidence of whether the candidates were all treated uniformly through the recruitment, applicant screening, the interviewing process, and the final selection. 

Initiation of the Offer. On completing the final selection process check and the determination of the suitable applicant, the selection committee chairs notify the departmental Human Resource Coordinator of the name of the successful candidate, the start date, as well as the salary ( Torrington, Hall & Taylor, 2017). The coordinator then ensures that all the applicants are assigned a decision code, and forwards the information to the chief human resource coordinator for approval and review. Upon authorization, the departmental human resource coordinator informs the chair of the selection committee of the offer approval, and the chair then makes the offer to the successful candidate. A verbal employment offer and a verbal acceptance by the favorable candidate amount to a contractual relationship; hence, it is crucial to ensure that the chief human resources coordinator has accepted the offer before offering the position verbally to the successful candidate. 

Offer negotiation. The key factors to consider when negotiating the ideal offer include; 

Making the best offer the first time to demonstrate internal equity, proper market practices, and good faith to the applicants 

Discussing with the successful candidate about the total compensation package, which includes salary and such benefits as retirement benefits and paid time off 

Discussing with the successful candidate about the available development and learning opportunities, which may be crucial in helping them to achieve their set professional goals. 

Countering the offer. In some instances, the applicant may decline the offer despite giving the applicant the best offer. The hiring team should examine the factors that influenced the applicant declined the offer, since an offer may be declined for various reasons. In case the applicant declines the offer because the salary offered is too low, the hiring department can make a counteroffer as long as the new offer falls within the acceptable guidelines for the department as well as the role ( Torrington, Hall & Taylor, 2017) . However, before finalizing the counteroffer, the chief HR coordinator must review and approve the offer. 

Finalizing the offer. The step involves the proper closing of the recruitment process, which includes storage of the documents related to the recruitment process in the organization’s storage system and the notification of the applicants not selected despite being interviewed. The closure process further includes; 

Notifying the departmental human resources coordinator of the offer acceptance and requesting sending the offer letter 

Sending the offer letter to the successful candidate by the departmental human resources coordinator 

Notifying the applicants that were not selected but participated in the interview process either by letter or phone 

The departmental human resources coordinator all the documents about the recruitment process in the organization's data storage system 

Once notified of the closure of the recruitment and selection process, the departmental human resources coordinator closes the hiring process by closing the acceptance of application forms on the company’s portal. 

Training Induction 

The training induction program at Phyzer Pharmaceuticals refers to the process of welcoming new employees into the company as well as preparing them for the new roles by giving them a brief introduction of the company background, culture, and the organizational operations among other factors. Training induction is crucial for the sales executive since it helps in integrating them into the pharmaceutical company. The induction and training process begins once the successful applicants receive their letters of offer, and the process focuses on familiarizing the new sales executive with the environment that the organization operates in and the roles that they are expected to play in meeting the organizational objectives. Several methods are employed in the training and induction of the new sales executives, including mentoring, on-the-job coaching, presentation assignments, attending presentations and briefings on the sales executive roles, assigning the new employees individual responsibilities to enable them gain further exposure, knowledge, or skills, attachment to the existing teams, shadowing other employees to learn how they are expected to perform their roles, and engaging in supplier and customer visits. The primary elements that must be included in the induction training for the new sales executive include; 

General training regarding the company, including the company structure, history, philosophy, and values among other general features 

Mandatory training in the areas of safety and health when handling the company's products as well as legal aspects relating to the role of sales executive 

Job training regarding the role that the new sales executive is expected to perform 

Training and evaluation to establish the extent to which the new employee have understood the company’s features and the roles that they are expected to play, including feedback from the new employees on the response and quality of the training program. 

The induction process at Phyzer Pharmaceuticals for the sales executives focuses explicitly on familiarizing the new employees with the company's services, products, customers, as well as employees. Some of the critical areas that the induction process covers include; 

Phyzer Pharmaceuticals' industry- the employees are provided with the basic knowledge about the company's business sector, competitors, as well as the company's position in the market 

Products- the new employees are informed about the company’s products and services and the way they differ from those of the competitors. 

Customers- the new employees are provided with databases and lists of the company’s existing customers so that they can become familiar with the organizations and individuals that they are expected to serve 

Business objectives- this involves explaining to the new employees the company’s vision and goals, including the company’s target markets and the strategies for achieving the organizational goals and vision. 

The initial induction training occurs in the first three days of work, where the new sales executives are familiarized with the company’s industry, goals, products, objectives, and customers through presentations and lectures. After the initial induction, the new employees are put through a six-month on-the-job training program to enable them to understand their roles adequately, through such approaches as shadowing, attachment with the existing sales teams, and the assignment of responsibilities that grant the new employees new knowledge, exposure, or skills. 

Performance Appraisal 

Performance planning at Phyzer Pharmaceuticals includes a performance appraisal system for the different employees, including sales executives. In the sales department, the system focuses on providing sales executives with feedback on their performance levels, as well as a recommendation of the strategies that they can employ to boost their performance ( Mensah, 2010) . Additionally, the company utilizes a human resources software product that facilitates the analysis of the team and individual performance levels to enhance job specifications, objectives and goals, and job responsibilities. Phazer’s corporate objectives are further connected to the performance management standards, practices, and measures via sales performance. Phyzer is majorly concerned about the sales revenue maximization goal; the human resources management department ensures maximum support to ensure high productivity of the sales personnel. Some of the measures applied at Phyzer to measures the productivity of the sales executives include performance interviews, which are conducted at least two times a year to ensure efficient and regular monitoring of the employees, while gaining feedback from the employees on the areas that require improvement to enhance the company’s sales. 

Performance appraisal of the sales executives is based in such aspects as the productivity of the sales executives, the quality of customer service, the effectiveness and efficiency of the sales processes, and the timeliness of the supply chain activities. Other critical elements examined in the sales executives' appraisal process include; 

The quantity of sales, which is measured regarding the personal sales output, the ability to meet deadlines, the sales volume versus the sales targets, individual initiative, the capacity to handle difficult sales tasks, the ability to identify and efficiently solve problems relating to the sales processes ( Ingram, Avila, LaForge, Schwepker & Williams, 2015) . 

The quality of sales, which is evaluated on the basis of the margin of sales and the average price, the adherence of the sales executive groups to the expense budgets, personal adherence to the expense budgets, the team and personal handling of paperwork, the resolution and number of customer complaints, sales plan versus the sales mix and the sales executive’s response to the output reality changes. 

Interpersonal relations, which are evaluated by examining such factors as the sales executives’ ability to build effective teams, the ability to cooperate with others, the sales executives’ relationship with peers, subordinates, superiors, and customers 

Market knowledge and innovation, which is measured in terms of the sales executives’ personal knowledge of markets, the quality, number, and the cost effectiveness of the individual’s ideas, individual knowledge of the company’s competition, as well as an analysis of the overall sales operations and the suggested programs and proposals for improving sales 

Managerial and leadership skills, which are evaluated by considering the sales executives’ ability to motivate others, excellent goal setting, time management, negotiation, and personal communication skills, the capacity to efficiently analyze and respond to market trends, and the capacity to analyze and respond to the emerging sales trends effectively ( Ingram, Avila, LaForge, Schwepker & Williams, 2015) . 

Some of the main problems that may hinder the expected performance of the sales executives include tardiness and low morale. To overcome the challenges, Phyzer embraces such strategies as flexibility and job rotation as well as granting recognition and incentives to the sales executives that demonstrate high performance. The company has also implemented policies that impose a maximum percentage of the tardy days per the total number of workdays to overcome the problem of slowness. 

Training and Development (Performance) 

The performance appraisal process plays an essential role in informing the training and development programs for the sales executives. Brown (2011) postulates that the p erformance appraisal establishes the areas where sales executives demonstrate weaknesses, which is further transformed to a needs analysis to establish whether the needs of the workers are met. The needs analysis also seeks to establish whether the sales executives satisfy the requirements and needs of the organization. The level of the sales executives' performance is used in determining the most appropriate training programs for the team. Other elements that inform the training programs include the feedback from the supervisors and the customer feedback. For instance, if customers issue complaints about poor customer service, the organization invests in training programs that seek to empower the sales executives so that they can deliver high-quality customer service. The training programs are further evaluated using sales performance as the key criterion in measuring the effectiveness of the training programs. 

The training programs are essential for employee development since they focus on enhancing the employees’ skills and equipping them with new knowledge and experience ( Mattiske, 2012) . Phazer’s human resource department utilizes training programs that match the company’s needs to increase the abilities, skills, and knowledge of the sales executives to ensure that the output of the executives matches the company’s sales maximization goal. Johnston and Marshall (2016) maintain that t raining is crucial for the sales executives since it enables them to enhance their skills in specific areas of the retail business. In addition to the training programs, Phyzer provides the sales executives with the necessary support to enable them to attend seminars in the field as well as other programs in other organizations and settings. Phyzer ensures that the needs of the individuals within the organization match those of the organization by conducting a person-organization fit analysis. The analysis seeks to ensure that the employees are aligned with the expectations, demands, and needs of the organization as well as ensuring that the organization is satisfactory to the employees. Thus, although Phyzer seeks to ensure that the sales executive team is competent in ensuring the achievement of the sales maximization goal, the employee training, and development programs also seek to lower the company's expenditure on recruitment, training of workers, employee selection and ensuring a lower employee turnover ( Mattiske, 2012) . The career development initiatives at Phyzer are implemented through the sales executives’ supervisors and the human resources managers, and they focus towards making adjustments to ensure that the employees match the unique conditions of the organization. Phyzer also ensures employee development through preparing employees for leadership positions, where the potential for such employees is assessed through the results obtained from personal interviews, appraisals that are matched with the company’s standards, the employees’ productivity base on the performance record, and feedback from colleagues, supervisors, and managers. 

Conclusion 

The role of a sales executive is one of the most crucial roles in Phyzer since it is directly linked to the company's primary goal of sales maximization. The sales executives are responsible for linking the company with the market and maximizing the growth of the company's sales. Thus the recruitment process of the sales executives entails careful planning and implementation to ensure the selection of the best candidates from the applicants' pool. The successful candidates are then taken through an induction training programs to ensure that they are familiar with their roles and the nature of the organization. To ensure that the company maintains competent sales executives, it performs regular employee performance appraisals to establish the needs of the employees and devises training and workshop programs to ensure that the team matches the needs of the organization. Further, the company ensures employee retention through continuous employee development and employee motivation strategies that seek to encourage higher productivity among the employees, particularly the sales executives. 

References 

Brown, J. (2011).  The complete guide to recruitment : a step-by-step approach to selecting, assessing and hiring the right people . Philadelphia, PA: Kogan Page. 

Ingram, T., Avila, R., LaForge, R., Schwepker, C. & Williams, M. (2015).  Sales management : analysis and decision making . London: Taylor and Francis Ltd. 

Johnston, M. & Marshall, G. (2016).  Sales force management : leadership, innovation, technology . New York: Routledge. 

Mattiske, C. (2012).  Recruiting for results: secrets of selecting the right person for the job . United States: Made For Success Publishing Made available through hoopla. 

Mensah, F. (2010).  Sales management . Place of publication not identified: Trafford Pub. 

Smith, J. (2012).  Planning the Recruitment Process - What You Need to Know : Definitions, Best Practices, Benefits and Practical Solutions . Dayboro: Emereo Publishing. 

Torrington, D., Hall, L. & Taylor, S. (2017).  Human resource management . Harlow New York: Pearson.