Sales manager team report

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A complete rapport regarding the sales team and there qualities and improvement needs, a powerful tool for a sales manager.

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Sales manager team report

  1. 1. Sales Manager DashboardBehaviorSkillsCritical ReasoningMotivatorsCultural Fit
  2. 2.  This report summarizes data collected from team members who have completed Sales Talent Assessments for the specified role. Their results are benchmarked against the competency profile of a High-Performer for this role. The report offers an easy-to-read team overview plus easy identification of individual candidates. It presents a detailed view of Behaviors, Skills, Critical Reasoning and Motivators by candidate and by competency. It enables managers to identify competency issues by individual candidate or on a team-wide basis. This format enables precise targeting of development on individual candidates as well as delivering the ability to prioritize team-wide issues. The report identifies High-Performer candidates as well as those who may not be suited to their current role.IntroductionPage 2
  3. 3.  Behavior  SkillsLeadershipPlanning & OrganizingPersuasiveProblem Solving & AnalysisOral CommunicationCommercial AwarenessAction OrientationInterpersonal SensitivityResilienceCommunicating and Working With PeopleDelivering and InnovatingUnderstanding and Managing in BusinessBenefits RealizationOrganization and People ChangeBusiness Planning and StrategyManaging the Customer Engagement Process Critical ReasoningNumerical ReasoningVerbal ReasoningWhats Assessed?Page 3
  4. 4. ResultsPage 4
  5. 5. These graphs show the average score for eachperson, compared to the equivalent averagescores of a group of high performers.SummaryPage 5
  6. 6. Sales ManagerBehavior
  7. 7. LeadershipPage 7
  8. 8. Planning & OrganizingPage 8
  9. 9. PersuasivePage 9
  10. 10. Problem Solving & AnalysisPage 10
  11. 11. Oral CommunicationPage 11
  12. 12. Commercial AwarenessPage 12
  13. 13. Action OrientationPage 13
  14. 14. Interpersonal SensitivityPage 14
  15. 15. ResiliencePage 15
  16. 16. BehaviorLeadership2 3 3 5 3 5 5 3 5 2 3 3Planning & Organizing3 3 2 3 2 5 4 2 2 4 3 4Persuasive2 3 4 4 3 5 3 3 4 3 4 4Problem Solving & Analysis3 3 2 3 4 3 3 2 3 4 3 4Oral Communication3 3 4 4 3 5 3 3 4 3 4 4Commercial Awareness3 4 3 5 3 4 4 3 3 3 5 3Action Orientation2 3 1 4 3 3 3 3 3 3 3 2Interpersonal Sensitivity3 2 3 3 2 3 3 2 3 3 1 3Resilience5 3 2 3 3 5 4 4 5 5 3 3123456789101112CandidatesBehavior Heat MapPage 16
  17. 17. Sales ManagerSkills
  18. 18. Communicating and Working With PeoplePage 18
  19. 19. Delivering and InnovatingPage 19
  20. 20. Understanding and Managing in BusinessPage 20
  21. 21. Benefits RealizationPage 21
  22. 22. Organization and People ChangePage 22
  23. 23. Business Planning and StrategyPage 23
  24. 24. Managing the Customer Engagement ProcessPage 24
  25. 25. Skills Personal Development PlannerCommunicating 1 5 5 6 4 6 5 4 2 5 7 4Networking and liaising 3 3 5 3 7 7 3 5 5 7 7 5Influencing others 3 3 4 3 4 6 2 7 4 3 5 4Leading 4 7 4 4 2 4 6 6 3 4 4 5Understanding informal decision making 5 2 4 6 3 3 3 6 2 3 3 4Openness 4 4 4 5 7 5 5 4 2 6 5 6Organizing 3 7 5 6 6 6 5 2 3 6 5 5Problem solving 4 3 4 6 4 6 5 6 2 3 6 5Exercising judgement and making decisions 4 5 4 6 7 7 6 7 1 5 5 5Learning and dealing with change 3 2 5 2 4 5 2 2 4 2 2 6Resilience and follow-through 3 7 5 6 3 6 4 6 3 3 7 3Using probing questions 1 7 6 5 5 7 4 4 2 4 7 3Achieving goals, objectives and targets 3 5 5 3 1 3 5 1 5 4 3 2Managing risk 2 3 7 7 7 6 5 3 4 6 6 5Working to commercial imperatives 1 5 3 4 3 4 3 1 3 5 4 6Understanding and contributing to purpose and direction 2 4 3 4 2 7 5 4 1 5 5 3Understanding your companys market 1 4 5 6 1 5 4 4 1 4 4 5Interpreting and using commercial information 1 3 6 6 4 4 4 3 4 3 5 6Analyzing and interpreting financial information 4 5 4 7 5 4 4 7 2 4 4 6Building teamwork 2 6 5 4 4 7 4 6 3 2 4 6Working creatively 2 2 6 6 6 3 4 7 4 4 4 5Organizing people resources 3 4 4 6 1 4 5 2 4 5 4 4Creating a vision and getting buy-in from the team 5 3 4 5 4 6 6 4 5 2 3 6Reviewing performance and feeding back 3 7 4 3 6 5 3 5 3 3 5 6Designing organizations and teams 2 2 5 5 1 4 5 2 2 4 5 2Managing cultural change 2 4 6 5 6 4 4 2 5 4 5 6Coaching people 5 6 6 7 5 6 6 6 2 5 5 3Identifying development needs 4 1 4 7 2 6 7 3 3 4 6 6Recruiting 4 2 3 6 4 4 4 6 3 6 6 3Motivation and Retention 2 2 3 3 3 3 4 4 3 2 5 2Developing sales plans 5 4 4 6 1 7 6 5 3 3 6 4Resource planning 2 7 3 7 1 6 7 7 2 2 6 1Budget Management 1 1 4 5 7 5 6 3 2 3 4 6Developing and packaging business cases 3 2 5 4 2 4 2 4 3 1 2 3Developing the commercial deal 1 6 2 6 1 6 4 5 2 2 5 5Evaluating and selecting options 4 6 5 5 5 5 6 7 3 4 5 7Testing and challenging assumptions 1 2 3 6 1 2 7 2 5 2 6 5Forecasting 1 3 4 4 2 7 3 4 5 6 4 4Managing sales processes 3 4 4 6 1 5 5 4 4 3 6 5Customer engagement 5 4 4 4 1 4 5 5 2 5 5 3Understanding the competitive landscape 3 6 4 5 4 7 4 4 4 2 4 4Negotiating 1 2 4 5 7 7 6 7 4 3 7 3Running structured meetings 1 7 5 5 5 2 5 5 3 1 5 5123456789101112Managing theCustomerEngagement ProcessCommunicating andWorking With PeopleDelivering andInnovatingUnderstanding andManaging inBusinessBenefits RealizationOrganization andPeople ChangeBusiness Planningand StrategyPage 25
  26. 26. Sales ManagerCritical Reasoning
  27. 27. Numerical ReasoningPage 27
  28. 28. Verbal ReasoningPage 28
  29. 29. Critical ReasoningNumerical Reasoning2 1 1 2 2 4 3 2 2 3 3 2Verbal Reasoning1 3 2 2 3 3 2 1 3 3 3 1123456789101112CandidatesCritical Reasoning Heat MapPage 29
  30. 30. Sales ManagerMotivators
  31. 31. MotivatorsMoney3 3 2 5 5 4 4 2 3 3 4 3Competition3 3 3 5 5 3 4 3 1 3 3 2Achievement2 2 3 4 3 5 5 1 3 3 4 2Pace3 2 2 4 2 2 1 2 1 3 3 2Social Contact2 1 4 3 3 2 3 2 2 2 1 2Recognition3 3 2 4 4 4 4 2 3 2 4 2Growth2 2 2 5 5 5 4 1 2 3 3 1Autonomy2 1 2 3 3 4 4 1 2 2 2 2Commercial Outlook3 4 2 5 5 5 5 3 3 4 4 2Power2 3 3 5 4 5 5 2 3 3 4 2123456789101112CandidatesMotivator Heat MapPage 31
  32. 32. Sales ManagerCultural Fit
  33. 33. Cultural Fit between an organization and its talent refers to a range of inter-related factors that determine how well an individual is able to match andadapt to the culture and style of an organization and the industries and business sectors in which that organization operates. Such factors include: personalvalues; certain personality traits; age and other social and demographic factors; employment history; education; background; and industry sector-specificknowledge.Why we don’t assess Cultural FitWhile it is indisputably an important factor when making hiring decisions, Cultural Fit is not on its own a significant predictor of performance in a sales andrelated roles*. Nevertheless, it may be an important consideration in terms of the way an individual is able to adapt to the industry and sector-specificexpectations of both customers and their own company.By definition, Cultural Fit as a factor is organization and industry sector-specific, so is unique to each individual organization.As Cultural Fit is, to some extent, based on the ‘personal preference’ of the hiring manager or team, it is best-practice to firstly analyze the key performancefactors assessed by our role-specific Sales Talent Assessments, then select the best-fit individual from those demonstrating good performance potential.This enables selection of High-Performers with the closest cultural fit.It is, of course, possible that a candidate with the optimal Cultural Fit with an organization may well not be the best performer for a given role.Consequently, organizations should give due consideration to trading the comfort of optimal Cultural Fit for higher performance. In such situations, oftenduring periods of change and when performance is the priority, organizational cultural requirements should remain flexible enough to accommodatehigher-performing people.*Smith, M; Calculating the Sterling Value of Assessments; The British Psychological Society Guidance and Assessment Review, Volume 4(1) February 1988.Cultural FitPage 33

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