Challenges of running a Field Ops / FOS team

If you want your FOS to run around - put on your running shoes to go right behind them (assuming you can even find them).

In the previous 2 posts - we have been diving into the world of running a Field Ops / FOS team. If you surveyed 100 companies running FOS teams - the #1 problem would be ATTRITION - “How DARE he run away after taking his salary?”

My own experience - 15% of our FOS team churns each salary cycle (industry standards are about 15% to 25%). Yes, these are MONTHLY numbers - which means your workforce turnover is massive…

There is a core structural issue: low margins for the employer & a large labor pool means the labor market clears at low salary - meagre savings means FOS Reps will move for as low as ₹750 extra per month.

In this post, I will focus on the challenges of running a salaried FOS team versus a team of freelancers (i.e. variable pay only) since the challenges are vastly different.

While I won’t pontificate on macro economics - there is ONE other problem - certain employers treat their FOS like “a robot army”. IMHO, you get what you put in - so if you treat them like robots - no surprises. If you treat your FOS well - pay on time, interact with them weekly, make them feel part of something bigger - you will see a HUGE difference.

As usual - I’ve got a mental map for the top 4 challenges - you can click on it to expand or download for use later

While running an FOS team - your “Growth Equation” would look like:

Sales = # of FOS x % of active FOS x {Rep_Wise_Tenure} x {Tenure_based_Sales}

1. Activation - what % of FOS have done >= 1 Sale in this month

   1. Usually, activation is a challenge for ALL types of FOS (fixed & variable) because they do have a tendency of juggling jobs

2. Tenure - how long has your FOS been with your Org (usually - longer tenure corresponds to better performance)

3. Tenure_based_Sales - a function which explains the Sales productivity per FOS Rep using their tenure in the company as the input

The 3 Problems

1. How do I control attrition?

2. How do I increase productivity?

3. How do I reduce my supervisory cost?

4. How do I tackle fidelity risks?

Now, I tried to do some mix-n-match but it turns out that each lever can be used to attack each of the 4 problems - so I’m forced to split the problems with the framework this time around.

The Framework

At a high level, for any FOS related challenge, you have 3 + 1 levers:

1. Sales lever

   1. Use incentives, limited time contests & {non}-financial rewards

      1. Usually incentives are paid on a {Salary Day} +15 day cycle (both to control attrition and to reduce fake Sales / poor quality Sales)

         

         Actual photo of me in June ‘22 giving the incentive cheque & handwritten note to Faizan Shaikh (Trainer / previous Quality Analyst)

   2. Brute force mid management intervention - daily audit, weekly meet-up and PIP (Performance Improvement Plan)

      1. In your weekly meet-up, don’t forget to serve tea biscuits etc (small things matter a LOT)

   3. Coaching / handholding new FOS (first 15 days is critical)

2. Tech lever

   1. Automate workflows (follow-ups, beat planning etc) to free up mid management

   2. Automate Sales analytics for your FOS team - refer to the IQOO framework

3. Marketing lever

   1. Change / update the current Sales collateral (case studies, testimonials etc)

      1. Localize all of your Sales collateral

      2. Engage your FOS via special incentives IF their sourced customer agrees to give a testimonial

   2. Help drive FOS Sales via lead sharing (content marketing / SEO / paid ads)

   3. Promote offline events (one time or recurring) in customer hotspots

      1. Usually, this input on where & when to host an event comes from your FOS

But, let’s be honest for a second - this is table stakes - you’re an entrepreneur - just good enough is NOT good enough (for you). Now, the MOST important level - the CEO / Culture lever

4. CEO / Culture lever

   1. Treat your FOS like humans

      1. Get out into the field once or twice per week. Meet your FOS - take photos & share these photos on the FOS WhatsApp groups. This is a HUGE morale booster - they feel valued.

      2. Record feedback given by FOS. Ideally, each week, you’d want to be able to the FOS whose feedback drove a recent change. This creates a sense of empowerment.

      3. You can’t remember all names - remember some. You can’t be at all locations - go to a few. But make sure your interactions are explicitly communicated to everyone else.

      

      Taken on Diwali day - surprise visit to Support (you can see Sai Prasad in the background trying to resolve a customer query)

   2. Convey the big picture

      1. You can use the incentive distribution get-together (once per month) to remind FOS about upcoming promotion opportunities (as the company scales)

      2. Don’t hesitate to remind them about the company mission & share some details about your product roadmap.

   3. Build the frontline management <> FOS rapport & team rapport

      1. Most FOS will stay at whichever Org their friends & their immediate manager (who often becomes their mentor) are at

      2. The key here is for YOU to hold the frontline management to keep your FOS teams intact. How? Say hi, look at their WhatsApp story for recent life events, engage on WhatsApp groups when they share success stories.

Fidelity Risk (the elephant in the room)

If you’ve built a company previously in India - you’ve heard of the “pahchan (पहचान)” and “database” scam.

1. Do you often pause to wonder how you can purchase calling lists for ₹999?

2. Or, have you ever wondered how every new Sales Rep manages to bag 1-2 quick sales in their first few days? (Hint: its not their relative - its a customer from their previous employer)

Fidelity risk has 2 parts - data theft & IP theft - data theft is inevitable in India in Field Ops - use any CRM or countermeasures - your customer is going to take your FOS’ personal WhatsApp number & ask questions there.

I would personally be more worried about IP Theft (e.g. sensitive process knowledge, L&D material) - there are 3 simple solutions:

• ONLY use cloud software tools for handling field Ops - NO Excel, YES Sheets

  • By forcing your Field Ops team to use cloud tools - you have complete control over view / write access

• All your L&D material be available to the FOS Reps as “View Only” via their Gmail IDs

  • Btw, I can count 100s of companies that try to save ₹120 per FOS by giving them a shared Gmail ID - recipe for disaster when this gets leaked to a competitor

• Tight HR <> Sales control

  • e.g. the moment a Team Leader reports a particular FOS as “absconding” i.e. has skipped 2-3 consecutive days of work - the Gmail IDs are disabled.

Handling fidelity risk is a cybersecurity like job - never done, underappreciated & underinvested into. No quick wins - just continuous monitoring (like Sales!)

FAQs section

{This is a placeholder which I will update based on questions}

Closing thoughts

For most Indian founders, FOS is considered to be a “secondary concern” - which is concerning because a company’s Sales (and thereby valuation) is closely linked to Sales (i.e. FOS) performance.

Not point building “world class” product if you’re a third class person running a terrible Sales motion. Start by treating your FOS as humans & adults (which they are) - and watch how they will reward your humility with back breaking hardwork.

Use each lever (Sales, Marketing, Tech & Culture) to attack the 3 problems - attrition, activation and performance.

As always, I look forward to your thoughts, comments & feedback. Please do share this on Social Media if you found it useful.