Calling all HP sales reps that actually want to be paid on time…..Nimsoft is hiring

Truly amazing. What do people say about sales reps being coin operated? Personally I don’t subscribe to that view but if it is even in a small part true, HP have got problems.
They appear to have issues actually paying their sales reps on time. There have been plenty of stories about this – we have multiple ex-HP sales execs at Nimsoft already and I was speaking to a non-Nimsoft ex-HP rep the other day, and she was telling me how much commission is owed – even months after she had left.

Oh well…..if you are a HP Software sales superstar that wants to be paid on time and you’re good…and I mean really good – then we currently have multiple vacancies in the US, UK and Germany. But….you’ve got to be the best – their is no place to hide at Nimsoft.

Below is the comment from a WSJ reader and the original WSJ article….

Willy, you are correct except for one thing: Hurd already has a mass exodus on his hands, that being of well qualified salespeople who came from companies he has purchased, such as Mercury Interactive. It will only get worse once the economy recovers. Being a veteran of the software industry prior to joining HP in 2003, I was always used to getting paid on time. The same is true for the Mercury reps, along with those from Peregrine, Opsware, and SPI Dynamics. Once these people see what they have to go through just to get paid, and after having to go through it at least on a quarterly basis, they throw up their hands and head for greener pastures. Many have left HP to go to CA, BMC, Nimsoft, and other competitors where they can get paid on time at the end of every month. And it goes far beyond Omega, as the thought process within sales compensation extends to salespeople routinely not getting paid commissions on time, and having to fight for money that they earned throuigh hard, agressive selling while battling with non-sales types in Sales Compensation. When I first heard of Sales Compensation, my initial reaction was “you have got to be kidding me”. Sales Compensation Committees simply do not exist at HP’s competitiors, but try convincing some legacy HP non-salesperson of that. They think that their ridiculous thought processes are standard across the industry, when nothing could be further from the truth.

Original article

H-P Is on Quest to Fix Software Glitch

By JUSTIN SCHECK
Hewlett-Packard Co. urges customers to replace clunky, older technology with cutting-edge H-P systems that make businesses more efficient. But the technology giant itself still runs outdated software that has frustrated some of its employees.
Problems with an in-house system named Omega have kept about 2,000 of H-P’s more than 23,000 salespeople from getting their proper monthly commissions for much of this year, according to current and former H-P employees and recent company emails reviewed by The Wall Street Journal.
Omega calculates commissions for many salespeople in H-P’s business-technology group, which sells back-office computer equipment. But the system, which H-P inherited in a 2002 acquisition, has struggled to handle H-P’s growing mounds of data.
Omega has repeatedly malfunctioned since November, according to company emails which show that some salespeople have waited as long as seven months to get their correct commissions.
H-P has instead given some salespeople monthly payments equal to 60% or 70% of what they would earn for meeting sales quotas, according to the emails. It is common for a salesperson in the group to make more than $150,000 annually, said former employees and executives.
Omega’s glitches affect just a fraction of H-P’s more than 300,000 workers, and there is no evidence it significantly affects H-P’s business.
“You’d be foolish to think people aren’t frustrated,” said Al Chien, a sales executive who left H-P last year and is now at Dasher Technologies Inc., which resells H-P equipment.
H-P has had problems with Omega, a spokeswoman said, elaborating in a written statement: “We are in the midst of transforming every application in the company to rationalize 6,500 systems down to 1,500, but still have work to do.
“Recently, we experienced a glitch with one of those applications, which resulted in delayed compensation for a small percentage of our global sales team,” the statement continued. “We expect to have this resolved shortly and are committed to ensuring that all of our systems operate flawlessly.”
H-P started using Omega seven years ago when it bought rival Compaq Computer Corp., which itself inherited the technology from its 1998 acquisition of Digital Equipment Corp.
“Over the years, H-P has integrated many sales forces and inherited thousands of complex internal systems,” the spokeswoman’s statement said.

Mark Hurd

Such “legacy” computer systems, which get passed down over the years, are a familiar problem among corporations — including technology companies. Since he took over H-P four years ago, Chief Executive Mark Hurd has made a point of telling customers to update old technology. He highlights H-P’s years-long effort to modernize its own systems at a cost of more than $1 billion.
Omega’s delays result partly from H-P’s success: They have worsened as the tech giant has grown. H-P’s revenue soared from $73 billion in fiscal 2003 to $118 billion in fiscal 2008, when it also bought giant tech-services company Electronic Data Systems Corp. H-P’s product lines and sales channels ballooned, creating more data for Omega to digest.

Executives often discussed how to fix Omega, said Bob Bacon, who worked in H-P’s sales operation until last year. They “went to heroic lengths” to improve it, he said.

At a 2008 sales meeting in Texas, a senior vice president of sales, Randy Runk, took the stage and promised salespeople they would be paid on time, said a person who was in attendance. Mr. Runk and others at H-P involved with Omega weren’t available for comment, an H-P spokeswoman said.

H-P tried improving Omega with new software intended to ease how it processes sales data, according to company emails.

But after H-P’s fiscal year closed in November 2008, certain data in Omega were incorrect and incomplete, according to the emails.

By March, the H-P employees were apologizing to the sales force for delays. In subsequent emails this year, executives repeatedly promised to have Omega fixed soon. “We recognize the frustration this causes,” wrote H-P sales operations employee Bob Slaby in April. But each month the problems persisted.

In a May 25 email, Mr. Runk called the problem his top priority. “I know the financial hardship this places on all of you,” he wrote to the sales force. “I regret these chronic and persistent problems with Omega sales compensation.”

On June 8, Mr. Slaby emailed that Omega was finally on track. But four days later, he wrote to say, “The system encountered a production failure that has delayed our progress.” In the meantime, he added, “We sincerely appreciate your patience.”

Write to Justin Scheck at justin.scheck@wsj.com

Printed in The Wall Street Journal, page B2

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