One Monthly Pack That Joins People Data to Sales Data
A consumer goods company knows a great deal about its field force, such as sales by territory, productive calls, range presence and beat adherence. It knows much less about who the people are, how long they have been there, who manages them and how likely they are to leave. We help you agree definitions, join the two sets of data and produce a short monthly pack that shows coverage, cost and movement together.
Not sure what you need? Tell us about your business in six short steps and we will come to the first meeting prepared.
Share your requirementsThe starting point
Do Sales and HR Report the Same Field Force in Different Numbers?
HR reports headcount and attrition, sales reports performance by territory, and finance reports cost. The three seldom agree on who is in the field force, and the questions that need all three go unanswered.
We help you agree what each figure means and which few reports are worth a leader's time.
You may be experiencing:
- Different headcount figures quoted by HR, sales and finance for the same month.
- Vacant territories noticed when their sales fall, not when the person leaves.
- Attrition reported without any link to the cost of vacant beats.
- No view of whether territories with newer salespeople perform differently.
- Reports for the field arriving monthly, too late to act on a gap.
- Plant, depot and field reported in separate packs in different formats.
- Distributor-employed staff missing from every report.
What we can help with
Our HR Analytics and Reporting Services for FMCG and Consumer Goods
Definitions for Every Measure
A written definition for headcount, vacancy, attrition, tenure and early exit, used by HR, sales and finance, so that a figure quoted in one meeting matches another.
Coding of Territories, Depots and Plants
Common codes for territories, regions, depots and plants, so that people data and sales data can be matched without manual effort.
Headcount, Cost and Movement Reports
Reports on people by workforce, region and role, the cost of each, and joiners, leavers and transfers in the period.
Vacancy Age by Territory
A report showing which territories are vacant, for how long, and what the coverage looks like in the meantime.
Attrition with Cost and Cause
Attrition by manager, territory, tenure and role, with an estimate of the cost of vacancy and replacement, and the reasons recorded.
Attendance and Absence Reports
Attendance, leave and absence for field, depot and plant, in one format, with patterns by region and shift.
Hiring, Performance and Training Views
Time to fill, source performance, rating distribution and training coverage, linked to the same people and territory codes.
Monthly Pack and Review Cycle
A short pack of a few pages, a calendar for its preparation and a monthly meeting where each figure leads to a decision or an action.
The deliverables
What You Receive
Depending on the agreed scope, the work produces:
- A definitions sheet for the main people measures.
- A territory, depot and plant code list.
- Headcount, cost and movement reports.
- A vacancy-age report by territory.
- An attrition report by manager, tenure and cause, with cost assumptions.
- Attendance and absence views for field, depot and plant.
- A monthly pack of a few pages and a review meeting agenda.
- A data source and ownership note for each measure.
Step by step
How We Work
Ask which decisions the pack must serve
We start with the three or four decisions your leadership makes each month, and work back to the figures needed.
Agree the definitions and codes
We settle what each measure means and give territories, depots and plants common codes, with HR, sales and finance in the room.
Join the sources
We match the people records with the sales and attendance data, noting the gaps and who will fix each.
Build the reports and the pack
We design the reports on the GullyHR platform, your own system or a spreadsheet, and compile the first pack.
Hold the first review
We attend the first monthly review and refine. Before work starts we record where you stand, and we report against it.
The difference
A Short Pack That Gets Read
A joined-up reporting system helps you:
We do not promise outcomes. We record a baseline before work starts, covering how many different headcount figures are in use, the days it takes to notice a vacant territory and the time taken to prepare the monthly report, and report against it, so you can see what changed and what did not.
- Quote one headcount in every meeting.
- See a vacant territory when it opens, not when sales fall.
- Read attrition alongside the cost of a vacant beat.
- Compare regions, managers and territory types on the same basis.
- See plant, depot and field in one pack.
- Show trends as well as levels.
Find your fit
Who This Service Is For
Managing Directors and Owners
Leaders who want a short pack covering people, cost and coverage.
Sales Heads and Sales Operations
Teams that hold field data and want it read with people data.
HR Heads Assembling Reports by Hand
People who spend days each month building reports from several files.
Finance Partners
Teams who need headcount and cost to reconcile with HR.
How it usually shows up in fmcg and consumer goods
FMCG companies know a lot about their field force: sales by territory, productive calls, range distribution, beat adherence, claims. They know little about how it connects to who the people are: tenure, manager, pay and likelihood of leaving. HR reports headcount and attrition, sales reports performance, and the two sets of figures are not combined. Questions that matter, such as whether territories with newer salespeople underperform, which managers lose the most people or what a vacancy costs in sales, require both. Reports on the field are monthly, and a vacant territory is noticed when its sales fall. Distributor staff are mostly absent from the data. Closing that gap is mostly a matter of agreeing common codes and definitions, not of buying new software.
Common challenges
Where it goes wrong in fmcg and consumer goods
People and sales data are apart
Tenure, manager and pay are not joined to performance.
Vacancies are seen late
A territory is noticed to be vacant when its sales drop.
Attrition is not tied to cost
Lost sales from vacancy are not counted.
Distributor staff are missing
They are absent from the figures.
A better process
What a working version looks like
- 01
Join people and sales data
Tenure, manager, territory and pay beside sales and coverage. The HR reporting and analytics work defines the view.
- 02
Report vacancy age by territory
How long each territory has been without a salesperson, with the sales effect. Share the figure with the area manager, so a vacancy is not noticed first by finance.
- 03
Show attrition with its cost
Exits by manager and territory, with the cost of lost sales.
- 04
Add distributor staff
Headcount and turnover for distributor salesmen on the brand.
What to check this week
- Ask whether sales by territory can be compared with the salesperson's tenure.
- List vacant territories and how long each has been vacant.
- Find attrition by area manager and its estimated cost.
- Check whether any report covers distributor salesmen.
- List the three questions the sales head asks most about people.
What this looks like in fmcg and consumer goods
The parts of hr analytics and management reporting that are specific to this sector, rather than general.
FMCG HR Dashboard
The field, the depots and the plant together.
What this coversHide
FMCG HR Dashboard
The field, the depots and the plant together.
What this coversHide- Headcount by function and region
- Territory vacancies and ageing
- Coverage plan adherence
- Field attendance
- Plant and depot manning
- Attrition by region
- Replacement turnaround
- Incentive payout
- Employee cost
- Training completion
Questions on this, in fmcg and consumer goods
Often not. Agreeing definitions and common codes does most of the work. We can build the reports on the GullyHR platform, in your own system or in a spreadsheet, depending on your volumes and preferences.
Where both sets use a common code for territories and people, yes. We help you create those codes and match the data, and we note the gaps that remain. The sales data stays with your sales team.
Few. We start from the decisions leaders make and include only the measures that inform them, usually a page or two on headcount and cost, one on movement, one on coverage and vacancies, and one on exceptions.
We can show patterns, such as tenure and manager, and a list of early warning signs. We do not claim to predict individual resignations, and any list should be used as a prompt for a conversation.
The pack is designed so that personal detail is shown only to those who need it. Who sees what is your decision, and the rules on handling personal data should be confirmed with a qualified professional.
Headcount and tenure by territory, vacancy age and its sales effect, attrition by manager with cost, and distributor staff numbers. They link people to sales.
Because every week a territory is vacant is lost sales. Seeing it daily gets a replacement in faster.
Add the sales lost during vacancy, recruitment and ramp-up. The total is usually far larger than the person's pay.
Weekly for vacancies and coverage, monthly for attrition. A territory vacant for a quarter is a failure of reporting.
Vacant territories by age with the sales effect. It shows at once where people problems are costing money.
Read People and Sales Data Together
Tell us what reports you produce today and what questions go unanswered. We will discuss a short monthly pack built on common definitions.
Prefer to talk first? Call +91 80958 58589 or write to hello@gullyhr.com.
The general method — what hr analytics and management reporting covers, the questions it answers and what an engagement produces — is the same whatever the sector, and is set out on the hr reporting and analytics page. What is above is the part that differs for fmcg and consumer goods.
To run this in a system rather than on paper, see reports, analytics and automation.
Other HR topics for fmcg and consumer goods
Where to start
Most engagements begin with a review of how this runs in your business today, then a written process and the sequence to implement it.
See all HR topics for fmcg and consumer goods, or another industry.