Assignment Assessment ReportCampus: Year/semesterLevel: PCL-II Assignment Type BModule Name: Talent Management- Advanced Assessor’s NameStudent’s Name: Girish Yadav Reqd Submission Datee-mail id & Mob No Girish.firstname.lastname@example.org Actual Submission DateStream 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,RsystemFeedbackGeneral ParametersClarity Clear understanding of the conceptAnalytical Thinking Ability to analyze the problemrealistically and take requiredactionsResearch and innovativeapproachResearch carried out to reach theoutcome and innovative methodsusedFormatting &Presentation-Concise& clear thinking alongwith presentationSubject Specific ParametersAnalyticalAnalyze the Industry BestPractices for Creating PerformanceMeasures for the Sales FunctionQualityQuality of Process for Developinga High Potential DevelopmentProgramAccuracyAccuracy of:a) Preparing Career Path for SalesPersonnelb) Self Appraisal Form for theRole of Sales Executive(s)Assignment Grading Summary (To be filled by the Assessor)OVERALL ASSESSMENT GRADE:TUTOR’S COMMENTS ONASSIGNMENT:SUGGESTED MAKE UP PLAN(applicable in case the student is askedto re-do the assignment)REVISED ASSESSMENT GRADETUTOR’S COMMENT ON REVISEDWORK (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 solutionsD Demonstrate convergent, lateral and creative thinking.
Talent Management- AdvancedPROFESSIONAL CERTIFICATE LEVEL - IIASSIGNMENT BAssignment InstructionsCASE STUDY: TALENT MANAGEMENTThe President of a 5 Year Old Organization dealing in a niche product has identified the need toimprove the Organizations ability in Assessing and Developing Talent. The Organization hasbeen facing increased competition in the Market and through a well developed TalentManagement Policy, wants to ensure Lower Attrition and Higher Performance. TheOrganization is majorly expanding its Sales Function so most of the Talent Management effortsare more concentrated towards the Sales Function. The HR Function has been given theresponsibility to develop a well thought out and well developed Talent Management System forthe OrganizationAs the Talent Management Specialist of the Organization:• Create a Specific Performance Measure consisting of Key Results and CorrespondingCritical Behaviors for The Sales Function• Develop the Process that the Organization will follow to develop a High PotentialDevelopment Program for the Organizationo In particular – Highlight the tools that the Organization will use to Identify andMeasure High Potential Talent• Create a Career Path to chart out the Growth of Sales Personnel at different levels inthe Organization. Use the following format to create a Career PathSales Executive Senior SalesExecutiveAssistant ManagerSalesManager
Highlight the Training and Development Solutions and The Skills Required At Each Level.• Design a Self Appraisal Form for the Role of a Sales Executiveo 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 Functionb. Outline the Process in developing a High Potential Development Programc. Create a Career Path for the Sales Personneld. Design a Self Appraisal Form for the Role of a Sales Executive
1. Create a Specific Performance Measure consisting of Key Results and Corresponding CriticalBehaviors for The Sales Function.Activities1. Review stakeholder expectations -what do they expect from this organization?2. Strategic objectives clarification/selection - A few clear statements of what theOrganization aims to achieve addressing those key stakeholders’ requirements.3. Define the organization’s success map – the cause and effect relationship thatdescribes how the organization creates value to their stakeholders.4. Priorities objectives5. 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 willhelp them achieve their targets.10. Action plan discussion and agreement - Targets must be communicated together withthe action plan for delivering the targets. The action plan MUST be discussed and agreedwith those accountable for reaching the targets.KRAs1. New business acquisition2. Territory management3. Customer care4. Lead generation5. Lead follow up6. Customer retention7. Product knowledge8. Sales forecastingMEASURES OF PERFORMANCE Meeting performance targets for Sales Plan activities. On time performance, work ethic and quality. Provides accurate forecasts, updates and formulated reports to TopManagement Retention and Acquisition arte of Customers. Reduction in customer service complaints
Critical Behaviors of Sales Person1.Shares theVisionEnables the “feet on the street” to march in step by facilitating a common understandingofsales objectives and strategies, from global to local, by involving the team in creatingtheirown compelling/ inspiring vision of the way forward2.Concise,InspiringCommunicatorAdopts a coaching style of management communication with a focus on growing self-reliantindividuals who think for themselves (awareness) and own their own actions(responsibility)3.SalesPlannerSingularly focused on Excellence in Availability (Widespread Distribution + DominantDisplay+ Efficient Execution) when working with the team to create local, territory and customerobjectives, strategies and action plans4.OrganiserContinuously improves efficiency and effectiveness by deploying the right, skilled people,inthe right outlets, doing the right things, to achieve the right results5. FlexibleSales PersonAble to demonstrate and coach the company sales process
6. PerformanceManagerSustains focus and clarity by prioritising performance measures, collecting onlyinformation thatwill be used, selectively auditing performance and encouraging individuals to selfassess andtake their own initiatives to continuously improve7. CommittedPeopleDeveloperBelieves that “Results through People” requires sales learning to be an intrinsicpart of the salesculture; encourages and supports learner driven development; prioritises andsustains anintensive coaching schedule8. MotivationalLeaderSensitive to individual and team motivators/ demotivators; builds self-reliance(awareness/responsibility) as the foundation for individual motivation; leads from the front indemonstratingwhat success is; acts as a competent “housekeeper” in minimising/ removing thedistractionsthat reduce motivation9. Team builderFosters a cooperative team style; makes teambuilding a team challenge byfocusing on thequalities and behaviors of a winning team10. Guardian of theCultureLeads by example in all of the above; maintains focus on brand building as thecornerstone ofour success; demonstrates integrity and trustworthiness, internal and external;promotes self-reliance and continuous improvement
2. Develop the Process that the Organization will follow to develop a High PotentialDevelopment Program for the Organization.1. Define “high-potential” and how it will be measured. There are a lot ofpersonality assessments and intelligence tests that can be used to help. Look attrack records. The best predictor of future performance is past performance.Assess leadership skills. Use a 360° leadership assessment to establish a baselineand 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 aboutwhether 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 anorganization-wide opportunity and responsibility.3. Should high-potentials be informed? My experience is that the process worksbest when high-potential employees are told their status and are actively engagedin their development. The company and the employee need to both takeaccountability for their development. Keep it a secret and you run the risk of theemployee leaving.4. Keep the talent pool active. Just like everything else in business, your pool ofhigh-potential employees should always be fluid. The top executives should notonly be assessing high-potentials constantly, they need to be evaluating theprocess also. Is it delivering what it is intended to deliver? Can it be made moretimely and efficient? Career aspirations change and the process needs to reflectthat.5. Choose developmental assignments wisely. Consider special assignments,mentoring, coaching, visibility and challenge. Look for assignments that willenhance big picture, technical andinterpersonal skills. Regardless of theassignment, 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 overallbusiness strategy.• Lack of talent-tracking metrics.
Once the initial issues are addressed then specific process in place. Some steps to takethat will make the process go smoothly:1. Develop a form for each high-potential employee to fill out that allows them toidentify career aspirations, strengths and weaknesses.2. Set up teams at each pay level that has the responsibility of evaluating the paylevel 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 theirperformance evaluations, 360° feedback outcomes, personal data form and anyother relevant information.5. Initially, ensure that every employee is evaluated and given the opportunity to optout. 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 andMeasure High Potential Talent.1. Nine Box Matrix measures each employee’s performance against his or herpotential 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 nextmoves (vertically and horizontally within the organization) and willingness/abilityto address weaknesses.4. Use of a competency-based tool within an assessment center context toidentify high potentials.
3. Create a Career Path to chart out the Growth of Sales Personnel at different levels inthe Organization. Use the following format to create a Career Path.Levels Expertise required CompetenciesTraining &DevelopmentSales ExecutiveSales Orientation and ProductExpertiseCustomer Service TeambuildingAssistant Manager SalesProduct expertise and businessacumenTeam lead Share the visionManager Driving sales performanceLeadership &strategic thinkingCoaching & Mentoring4. Design a Self Appraisal Form for the Role of a Sales ExecutiveThe parameters should be a mix of Result Oriented and Behavior Oriented. They should alsocontain Job Related and General Competencies.
Sr.No. KRA Description Target AchievedWeightage%AchievementSelfRatingAppraiserRatingWtdScoreBusiness Deliverables1Number ofmeetingsheldFix up andattend 120meetings withclients @ 80%conversion ratein Q-196 90 20% 110% 4 3 0.602SalesRevenueIncrease salesrevenue from 2cr. by 10% in Q-12.20cr.2.30 cr. 20% 108% 5 5 1.003New clientsacquiredAcquire 30 newclients in Q-130 35 15% 100% 5 5 0.754ClientretentionIncrease clientsatisfactionrate from 85 %to 90 % Q-190% 89% 15% 72% 5 4 0.602.95Leadership Archetypes5 Communication 10% 5 4 0.406 Customer Centricity 10% 5 5 0.507 Process Orientation 10% 5 3.5 0.351.25Total Score 4.20