1. Assignment Assessment Report
Campus: Year/semester
Level: PCL-II Assignment Type B
Module Name: Talent Management- Advanced Assessor’s Name
Student’s Name: Girish Yadav Reqd Submission Date
e-mail id & Mob No Girish.yadav@raymond.in Actual Submission Date
Stream Submitted to :
Certificate by the Student:
Plagiarism is a serious College offence.
I certify that this is my own work. I have referenced all relevant materials.
(Student’s Name/Signatures)
Expected Outcomes Assessment Criteria Grade based on D,M,P,R
system
Feedback
General Parameters
Clarity Clear understanding of the concept
Analytical Thinking Ability to analyze the problem
realistically and take required
actions
Research and innovative
approach
Research carried out to reach the
outcome and innovative methods
used
Formatting &
Presentation-
Concise& clear thinking along
with presentation
Subject Specific Parameters
Analytical
Analyze the Industry Best
Practices for Creating Performance
Measures for the Sales Function
Quality
Quality of Process for Developing
a High Potential Development
Program
Accuracy
Accuracy of:
a) Preparing Career Path for Sales
Personnel
b) Self Appraisal Form for the
Role of Sales Executive(s)
Assignment Grading Summary (To be filled by the Assessor)
OVERALL ASSESSMENT GRADE:
TUTOR’S COMMENTS ON
ASSIGNMENT:
SUGGESTED MAKE UP PLAN
(applicable in case the student is asked
to re-do the assignment)
REVISED ASSESSMENT GRADE
TUTOR’S COMMENT ON REVISED
WORK (IF ANY)
Date: Assessor’s Name / Signatures:
Grades Grade Descriptors Achieved Yes/No (Y / N)
P A Pass grade is achieved by meeting all the requirements defined.
M Identify & apply strategies/techniques to find appropriate solutions
D Demonstrate convergent, lateral and creative thinking.

2. Talent Management- Advanced
PROFESSIONAL CERTIFICATE LEVEL - II
ASSIGNMENT B
Assignment Instructions
CASE STUDY: TALENT MANAGEMENT
The President of a 5 Year Old Organization dealing in a niche product has identified the need to
improve the Organization's ability in Assessing and Developing Talent. The Organization has
been facing increased competition in the Market and through a well developed Talent
Management Policy, wants to ensure Lower Attrition and Higher Performance. The
Organization is majorly expanding its Sales Function so most of the Talent Management efforts
are more concentrated towards the Sales Function. The HR Function has been given the
responsibility to develop a well thought out and well developed Talent Management System for
the Organization
As the Talent Management Specialist of the Organization:
• Create a Specific Performance Measure consisting of Key Results and Corresponding
Critical Behaviors for The Sales Function
• Develop the Process that the Organization will follow to develop a High Potential
Development Program for the Organization
o In particular – Highlight the tools that the Organization will use to Identify and
Measure High Potential Talent
• Create a Career Path to chart out the Growth of Sales Personnel at different levels in
the Organization. Use the following format to create a Career Path
Sales Executive Senior Sales
Executive
Assistant Manager
Sales
Manager

3. Highlight the Training and Development Solutions and The Skills Required At Each Level.
• Design a Self Appraisal Form for the Role of a Sales Executive
o The parameters should be a mix of Result Oriented and Behavior Oriented.
They should also contain Job Related and General Competencies.
The Students are required to work on the following:-
a. Identify and create Specific Performance Measures for the Sales Function
b. Outline the Process in developing a High Potential Development Program
c. Create a Career Path for the Sales Personnel
d. Design a Self Appraisal Form for the Role of a Sales Executive

4. 1. Create a Specific Performance Measure consisting of Key Results and Corresponding Critical
Behaviors for The Sales Function.
Activities
1. Review stakeholder expectations -what do they expect from this organization?
2. Strategic objectives clarification/selection - A few clear statements of what the
Organization aims to achieve addressing those key stakeholders’ requirements.
3. Define the organization’s success map – the cause and effect relationship that
describes how the organization creates value to their stakeholders.
4. Priorities objectives
5. Operationalisation - defining the KPIs to be used to measure each strategic objective.
6. Data collection - defining the data source, who measures and how often.
7. Data analysis - including both forecasting and capability analysis:
8. Set targets - deciding on specific performance targets for the organization’s KPIs.
9. Action plan design - organizations need to spend time deciding on the actions that will
help them achieve their targets.
10. Action plan discussion and agreement - Targets must be communicated together with
the action plan for delivering the targets. The action plan MUST be discussed and agreed
with those accountable for reaching the targets.
KRAs
1. New business acquisition
2. Territory management
3. Customer care
4. Lead generation
5. Lead follow up
6. Customer retention
7. Product knowledge
8. Sales forecasting
MEASURES OF PERFORMANCE
 Meeting performance targets for Sales Plan activities.
 On time performance, work ethic and quality.
 Provides accurate forecasts, updates and formulated reports to Top
Management
 Retention and Acquisition arte of Customers.
 Reduction in customer service complaints

5. Critical Behaviors of Sales Person
1.
Shares the
Vision
Enables the “feet on the street” to march in step by facilitating a common understanding
of
sales objectives and strategies, from global to local, by involving the team in creating
their
own compelling/ inspiring vision of the way forward
2.Concise,
Inspiring
Communicator
Adopts a coaching style of management communication with a focus on growing self-
reliant
individuals who think for themselves (awareness) and own their own actions
(responsibility)
3.Sales
Planner
Singularly focused on Excellence in Availability (Widespread Distribution + Dominant
Display
+ Efficient Execution) when working with the team to create local, territory and customer
objectives, strategies and action plans
4.Organiser
Continuously improves efficiency and effectiveness by deploying the right, skilled people,
in
the right outlets, doing the right things, to achieve the right results
5. Flexible
Sales Person
Able to demonstrate and coach the company sales process

6. 6. Performance
Manager
Sustains focus and clarity by prioritising performance measures, collecting only
information that
will be used, selectively auditing performance and encouraging individuals to self
assess and
take their own initiatives to continuously improve
7. Committed
People
Developer
Believes that “Results through People” requires sales learning to be an intrinsic
part of the sales
culture; encourages and supports learner driven development; prioritises and
sustains an
intensive coaching schedule
8. Motivational
Leader
Sensitive to individual and team motivators/ demotivators; builds self-reliance
(awareness/
responsibility) as the foundation for individual motivation; leads from the front in
demonstrating
what success is; acts as a competent “housekeeper” in minimising/ removing the
distractions
that reduce motivation
9. Team builder
Fosters a cooperative team style; makes teambuilding a team challenge by
focusing on the
qualities and behaviors of a winning team
10. Guardian of the
Culture
Leads by example in all of the above; maintains focus on brand building as the
cornerstone of
our success; demonstrates integrity and trustworthiness, internal and external;
promotes self-
reliance and continuous improvement

7. 2. Develop the Process that the Organization will follow to develop a High Potential
Development Program for the Organization.
1. Define “high-potential” and how it will be measured. There are a lot of
personality assessments and intelligence tests that can be used to help. Look at
track records. The best predictor of future performance is past performance.
Assess leadership skills. Use a 360° leadership assessment to establish a baseline
and record progress over time. Some companies make blanket statements like
“are able to be promoted within two years.”
2. Who has responsibility to develop high-potentials? Have discussions about
whether they are to be moved only vertically or horizontally within a division,
region or the entire company. The best processes I’ve seen consider high-
potential employees as a company asset and see their development as an
organization-wide opportunity and responsibility.
3. Should high-potentials be informed? My experience is that the process works
best when high-potential employees are told their status and are actively engaged
in their development. The company and the employee need to both take
accountability for their development. Keep it a secret and you run the risk of the
employee leaving.
4. Keep the talent pool active. Just like everything else in business, your pool of
high-potential employees should always be fluid. The top executives should not
only be assessing high-potentials constantly, they need to be evaluating the
process also. Is it delivering what it is intended to deliver? Can it be made more
timely and efficient? Career aspirations change and the process needs to reflect
that.
5. Choose developmental assignments wisely. Consider special assignments,
mentoring, coaching, visibility and challenge. Look for assignments that will
enhance big picture, technical andinterpersonal skills. Regardless of the
assignment, on-going feedback and support are essential.
Some common mistakes to avoid:
• Not having a program at all.
• Assuming high-potentials are highly engaged.
• Equating current high performance with future potential.
• Lack of senior management personal involvement and ownership.
• Treating high-potentials like everyone else (e.g. compensation).
• Not linking high-potential developmental experiences to the company’s overall
business strategy.
• Lack of talent-tracking metrics.

8. Once the initial issues are addressed then specific process in place. Some steps to take
that will make the process go smoothly:
1. Develop a form for each high-potential employee to fill out that allows them to
identify career aspirations, strengths and weaknesses.
2. Set up teams at each pay level that has the responsibility of evaluating the pay
level below them.
3. Identify a facilitator for the teams to train them and guide them with the process.
4. Keep individual files for each high-potential employee that includes their
performance evaluations, 360° feedback outcomes, personal data form and any
other relevant information.
5. Initially, ensure that every employee is evaluated and given the opportunity to opt
out. Over time, the work of the teams will be primarily with the true high-
potential employees.
6. Incorporate education on the process in your on-boarding programs.
2.aIn particular – Highlight the tools that the Organization will use to Identify and
Measure High Potential Talent.
1. Nine Box Matrix measures each employee’s performance against his or her
potential to lead in order to assess an employee’s matrix position.
2. Performance criteria can include progress against goals, results delivery,
performance level and direct report development levels.
3. Leadership potential may be comprised of learning agility, potential next
moves (vertically and horizontally within the organization) and willingness/ability
to address weaknesses.
4. Use of a competency-based tool within an assessment center context to
identify high potentials.

9. 3. Create a Career Path to chart out the Growth of Sales Personnel at different levels in
the Organization. Use the following format to create a Career Path.
Levels Expertise required Competencies
Training &
Development
Sales Executive
Sales Orientation and Product
Expertise
Customer Service Teambuilding
Assistant Manager Sales
Product expertise and business
acumen
Team lead Share the vision
Manager Driving sales performance
Leadership &
strategic thinking
Coaching & Mentoring
4. Design a Self Appraisal Form for the Role of a Sales Executive
The parameters should be a mix of Result Oriented and Behavior Oriented. They should also
contain Job Related and General Competencies.

10. Sr.No. KRA Description Target Achieved
Weight
age
%
Achievement
Self
Rating
Appraiser
Rating
Wtd
Score
Business Deliverables
1
Number of
meetings
held
Fix up and
attend 120
meetings with
clients @ 80%
conversion rate
in Q-1
96 90 20% 110% 4 3 0.60
2
Sales
Revenue
Increase sales
revenue from 2
cr. by 10% in Q-
1
2.20
cr.
2.30 cr. 20% 108% 5 5 1.00
3
New clients
acquired
Acquire 30 new
clients in Q-1
30 35 15% 100% 5 5 0.75
4
Client
retention
Increase client
satisfaction
rate from 85 %
to 90 % Q-1
90% 89% 15% 72% 5 4 0.60
2.95
Leadership Archetypes
5 Communication 10% 5 4 0.40
6 Customer Centricity 10% 5 5 0.50
7 Process Orientation 10% 5 3.5 0.35
1.25
Total Score 4.20