F A D A Journal - July 2019

President’s Message

fada.in | July 2019 F A D A Journal 5

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fadaindia.org fadaindia FADA New Delhi FADA_India www.fada.in FADA India

















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Industry Example Recruitment ini a ve by an OEM

A leading OEM was in a process launching a new product in the mass segment and had projected a healthy demand from
the market. Ahead of the product launch, dealers were required to increase the strength of their sales team to support
the projected increase in demand.
Issues: Brand percep on being a concern and given the challenges associated with selling the new product, dealers
were finding it difficult to recruit the right talent. Moreover, owing to an already weak bo om line, dealers were averse
to inves ng higher than the average salaries to recruit experienced sales execu ves, as the demand from the product
launch was highly unpredictable.
Interven on: In order to safeguard the volumes of the new product, the OEM offered to hire recruitment agencies and
get ac vely involved in hand-picking sales execu ves in key markets. They also supported the dealers in paying the
salaries of the newly recruited team through the program for 3–4 months, a er which, on the basis their performance,
dealers could on-board the manpower on their payroll.
Results: This ini a ve of recrui ng and training sales execu ves and paying their salaries on behalf of the dealers
became an expensive affair for the OEM. Further, the OEM lacked exper se of the dealerships’ local markets which led
to the hiring of sales staff which did not fit the bill. As a result, only a handful of the sales execu ves were taken on-board
by the dealers once the OEM support expired.

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Industry Example Employee Sa sfac on Ini a ve

An ini a ve was taken at a leading OEM to increase employee sa sfac on based on the premise that if the manpower is
happy, they will make the customer happy.

Gap assessment: Process gaps were iden fied that highlighted issues in team coordina on between func ons.
Moreover, it was found that the incen ve structure was not aligned to mo vate the team and drive them towards
targeted performance, and that employees were not engaged and connected with the management.

Transforma on: Rewards and recogni on programs like employee of the month, weekly contest for best customer
experience, and flat team-based incen ves for target achievement were rolled out to align teams towards mee ng
monthly objec ves. External agencies were hired to conduct team-building sessions and ac vi es to increase synergies
amongst cross-func onal teams. Business seminars and informal off-sites were conducted with the management to
create a be er connect across all levels. Inter-team process gaps were highlighted, and the teams were made to resolve
the same through their inputs, which helped remove all the bo lenecks.

Results: With this ini a ve, employees were aligned towards organiza onal goals and were driven to achieve them. SSI,
the retail base and overall produc vity increased at these dealerships. Complaints reduced dras cally as the teams were
working together in synergy. With increasing ease of work and performance-based rewards, employees rated higher on
mo va on and felt a long-term associa on with the organiza on.

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MEMBERS

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