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Sales Force Effectiveness Analysis

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A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It …

A Sales Force Effectiveness Analysis is used to support the decision making process by providing a detailed overview of the variety of forces that may be acting on an organisational change issue. It allows the user to assess the source and strength of these forces and is particularly useful in the planning and implementation stages of change management.

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  • 1. F Sales Force Effectiveness Analysis Vassilis Engonopoulos February 2014 Partner of Imparta Limited UK & TLC http://www.hrcapital.gr
  • 2. Objectives • T develop a robust and sustainable field force effectiveness analysis, o so as to enable the organization to effectively pursue and achieve its business objectives • T identify the strengths and weaknesses of key employees and to o identify their development needs so as to plan and implement focused developmental initiatives • T identify high potential employees/star performers in order to o groom them for management positions in the future • T o incorporate an assessment process which is scientific, standardized and fair so as to demonstrate credibility of the process and gain confidence of all related stakeholders
  • 3. Why Competency Compass? Sales Rep Teamwork Customer Comm. with. Orientation Impact Leading People Develop. People Strategic Results Orientation. Orientation. Change & Innovation 1 2 3 • The best way to understand performance is to observe what sales reps actually do vs. the existing competency model. • Objective point of view rather than relying on assumptions. • They should be linked to meaningful behavior/outcomes that describe how sales reps should perform in the business environment. • The best way to measure and predict performance is to assess whether sales reps have key competencies. • They should be made visible/accessible. • Competencies can be learnt and developed.
  • 4. COMPETENCY ICEBERG MODEL Behavioral competencies are below the waterline - they are more difficult to assess, and often harder to develop. Behavioral competencies can be understood as manifestations of how a person views him or herself (self-image), how he or she typically behaves (traits), or motives him or her (motives). Skill: - A person's ability to do something well. For example, is great at using Microsoft Word. Knowledge: - Information that a person uses in a particular area. For example, this might differentiate the outstanding waiter or waitress who speaks many languages from his or her average counterpart in a restaurant with an international clientele. Self-image: - A person's view of him or herself identity personality , , and values. For example, seeing oneself as a leader or as a developer , of people. Trait: - A typical aspect of a person's behavior For example, being a . good listener . Motive: - What drives someone's behavior in a particular area (an underlying need for achievement, affiliation or power).
  • 5. The Process Competency Compass Competence gap analysis determines how skilled or proficient individual sales rep are on these components, how much individuals differ from desired performance and whether or not they need development. The required performance minus the present performance equals the competence gap. Sales Rep 1 2 3 Teamwork Customer Comm. with. Orientation Impact Leading People Develop. People Strategic Results Orientation. Orientation. Change & Innovation
  • 6. Sales Force Effectiveness Analysis Stage 1 Identify the dimensions and levels of competences & Customize the Material Communication plan Stage 2 Determine the current Situation Stage 3 Assess the Gap and producing reports • The first stage is to identify the dimensions and levels of competences. Translate each competency in measurement behavior (attributes, traits, skills and knowledge) in responding to competitive and challenging pharma environment . Also prepare & customize all the appropriate material(role play, exercises and games etc.) according to the measurement behavior and the conclusions from the field visit and discussion with management . Communicate the purpose and objectives of project to reps. • The second stage is to determine the current state of sales reps competences using assessment centers approach. This involves identifying the knowledge, skills, and behavior dimensions and levels of which sales people already possess. • The third stage assess the gap between required sales reps competences and the competences already acquired by the sales force during AC process.
  • 7. Competency GAP Analysis Stage 1. Identifying the dimensions and levels of competences Customized Material Activities • Clarify the meaning of competencies in the Company environment • Behaviors displayed by sales reps will be linked to meaningful and relevant behavior (such as attributes, traits, skills and knowledge ) how the sales reps should perform in doctors environment • Organize field visits to understand company sales approach • Prepare and customize the material to be used in assessment center 2. Determining the • Assessment Center - These include a number of observations, assessment techniques for gathering adequate current state of sales evidence for the presence of particular competence reps competences 3. Assessing the gap • Detail Reports will be produced for each participant in order to use in the discussion of integration of scores • The pooling of information will be done through statistical techniques • Discussion Feedback per participant
  • 8. ASSESSMENT CENTRES (AC) Assessment Centers are described as the variety of testing techniques that allow the sales reps to demonstrate, under standardized conditions, the skills and abilities most essential for success in a given model.
  • 9. ASSESSMENT CENTRES (AC) Allows candidate to demonstrate behavior /skills /knowledge Designed to measure dimensions/competencies required to deliver effective performance in a given job Series of exercises (situational & job simulations ) Specially developed assessment simulations of future job situation ASSESSMENT CENTRE Pooling of judgment through a statistical integration process Designed to measure dimensions/competencies required to deliver effective performance in a given job It is a standardized procedure of evaluation Used for a variety of HR decisions
  • 10. Stages in a typical AC ACs normally involves the following stages. The list of critical responsibilities, at each stage in highlighted in the below given table. During AC Pre AC • • • • • • • • • • • Defining the objective of AC . Conduct job analysis. Define the competencies required for the target position. Identify the observers. Train the observers. Design the AC exercises. Decide the rating methodology. Make infrastructural arrangements. Schedule the AC. Inform the sales reps of the schedule. • • • • • • Explain participants the purpose of the AC, the procedure it would follow and its outcome. Give instructions to the participants, before every exercise. Conduct a discussion of all observers on every participant’s ratings, at the end of the session. Make a report of the strengths and improvement areas of every participant. Give feedback to participants. Get feedback from participants and observers about the conduction of AC. Post AC • • • Compile reports of all participants . Make improvements in the design according to the recommendations. Evaluate the validity of results after a definite period..
  • 11. Tools used in Assessment Centers • Psychometric Tests • Interviews • Games/Simulation Exercises • Role Plays / Observation • Presentations
  • 12. AC’s tools per Competence TOOLS Role Plays / Observation Games/ Simulation Exercises Interviews Presentation Psychometric Tests Teamwork Customer Orientation Comm. with Impact Strategic Orientation Results Change & Orientation Innovation
  • 13. Exercises in Assessment Centers T ool Competency-based interview Group exercise - Games Presentation Psychometric/Personality / Aptitude T ests Role-play exercise Explanation Includes personal history questions and customers tasks and scenarios Includes problem solving within a or team Involves a 10 to 15 minute presentation on a pre-determined topic. Includes a personality questionnaire and/or numerical, verbal, and diagrammatic job match reports Involves acting-out a business-related situation Videotaping the role play Competency Analytical skills, business acumen, communication, interpersonal skills, personal attributes Personal assertiveness, teamwork, Interpersonal effectiveness, drive for result Strategic orientation, presentation delivery and communication, working under pressure, business acumen Personal assertiveness, behavioral interaction, extroversion /introversion, teamwork, change , innovation, productivity problem , solving Approach to business situations
  • 14. The advantages of Assessment Centers (AC) • Exercises are designed to bring out the specific competencies that are required in the target position. • Since the exercises are standardized, the observers evaluate the candidates under relatively constant conditions and are therefore able to make valid comparative judgments. • The observers usually do not know the candidates personally and so the personal biases are kept out of place. • The observers are trained to observe and evaluate the specified competencies. The observer become more accurate in their observations about people and they and people around them have increased confidence in their judgment of people-related issues.
  • 15. The advantages of Assessment Centers (AC) • The assessment focuses on only the key identified competencies and therefore makes the task easier for assessors. • A combination of internal and external observer pair helps gain an objective view of the person’s potential. • The fairness, equality and transparency that the process offers, appeals to most participant’s logic. • The candidate gets a clear picture of the job responsibilities and challenges in the target position and therefore can make a much well informed decision of whether he would like to take it up. • Since multiple observers accurately record the behavior of candidates in an AC, there is concrete evidence for the results of an AC. These recordings can be later produced in case of any arguments.