1. Human Capital Competency
Score Card
For the Year 2015
Knowledgeisland Infotech (P) Limited,
India I Africa 1
FMCG: Sales Team
Competency Assessment
And Development
“In Sales, Hire for Personality, then
Train for Skill.”
HBR Aug 2012
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1. Issues & Expectations
2. Challenges
3. Competency Assessment
4. Deliverables
5. Project Team Structure
6. Out Come / Learning
7. Why We?/ Our Credentials
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► Lack of robust PMS to drive the business
process and strategic initiatives of the
organization
►Some misalignment between “expectation &
delivery” in job roles (across functions)
►Significant manual intervention to extract,
compute and consolidate KPIs for each job role
►Integration challenges across key functions
and relevant operational MIS
►High Attrition (vol & in-voluntary both)
►Inability of the current solution to meet
performance linked appraisal
Issues Prevailed Expectations
►Understand each Sales guy is align with
company’s business requirements
►Independent assessment of each job role to
create JD, JS, KRA & KPI
►Align each job roles with sales functional
objective on a more robust technology platform
►Identify area of improvement in all assigned
job role that can impacting organizational
productivity
►A robust KPI monitoring system which will be
integrating with PMS system which is fully
aligned with business operations
Issues And Expectations
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Just like a normal FMCG company, our client was keen to acquire the following;
1. Increase in RMS
2. Increase in CMS
3. More Wider & lateral geography reach
4. High TOMA
5. High C-Sat Score
6. Healthy EBITDA
7. Great Brand (both products & as an employer)
Management Expectations:
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The Sales Performance Challenges
1. The top 20% are bringing in 62% of the revenue
2. 80% of the sales force only brings in 38% of the revenue
3. 51% of sales people failed to meet their quotas
4. Sales force turnover is too high, with nearly one in four sales people having left
their employers last year either voluntarily or involuntarily
5. Cost of turnover averages between three and four times the fully loaded
headcount cost, so the cost of turnover for a rep making $250,000 per year is
$750,000-$1,000,000.
The following challenges being faced by CSO across all businesses & geographies:
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The Sales Performance Challenges…Contd
6. It takes 8 months for a new Sales guy to contribute effectively
7. Significant gaps exist between sales team target and their actual achievements to
date.
8. Research shows that the proportion of variable pay has virtually no effect on the
achievement of sales quotas.
9. Reducing annual involuntary attrition by 30% (from 10% to 7%), resulting in an
annual savings of $80 million by year five if the sales revenue of the company is
$500mn.
10. Salespeople find the training they receive either ineffective or less than useful
11. Disengaged Sales guy creates more damage in the market
Source: Accenture
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0
1. Identify 2.Diagnose 3.Design
Phase #1 : 2 Weeks Phase #2 : 2 Weeks Phase #3 : 3 -5 Weeks
Scoping & requirements
gathering
• Project initiation
• Current state review
• Need of the Job Profile
• Decision Flow model
agreement
• Reporting relationship
Understanding Functions ,
Job Roles & its business
impact
• MIS & KPIs relationship
• Existing Data linkage with
each Job Role
• KRA & its KPIs for each
Job Role
• Agreement on captured
data/info
Designing Job Roles & its
business impact
• Function & Job role
• JD & its JS
• KRA & its KPIs for each
Job Role
• Integrate with Monthly
Business Analytics (MIS)
4.Implement 5.Sustain
A total of 8-10 weeks is estimated upto design phase, from Identify to final submission of report will
be provided to management. Sustain phase had been
Phase #4: 2-4 Weeks Phase #5
Process We Followed
Online Competency
Test
• BU/Category wise
• Job Roles wise
• Report/Analysis
• Actionplan
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1
Demography
• Covered pan India
• Sales team consists of
a. NSH : 1
b. RSM, : 6
c. ASM, : 22
d. AM, : 34
e. SR : 49 (Not Covered)
f. FOS : 128 (Not Covered)
• Categories : 3 Categories were taken with 84 SKUs
• Regional Offices : 4 nos
• MCQs Made: 580 nos
• Sales Team Age Group Range: 22 yrs to 42 yrs
• Average Age with Company: 2 years
• Sales team Attrition rate was 16%
• Sales Productivity was Rs0.34 cr per sales guy
• Distributors (including Mini) : 58 nos
• Retailers pan India: 32000 nos
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The following deliverables were;
1. Measure Sales Team Overall Competencies
2. Identify Competency Gap BU/Location/Job Role wise
3. “Gap” in Competency. Training Need Identification
4. Functional Development Plan
5. Individual Development Plan
6. Identification of High Potential Employees
Key Deliverables
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Steering Committee
1. Business Head- Chairman
2. Head- HR
3. National Sales Head
4. Head -IT
5. MCB Representative
Core Engagement Team
1. National Sales Head
2. Head- HR
3. Head-IT
4. MCB Representative
Responsibilities
Responsibilities
Steering Committee:
1. Set strategic direction on the project
2. Provide support, visible commitment and
leadership
3. Agree key milestones/next steps
Core Engagement Team:
1. Execute Work Plan
2. Gather data & information
3. Day-to-day Delivery of the project
MCB SME Team:
1. Provide leading practice insights and
subject matter expertise on project
approach
2. Perform in-depth analysis & insights
3. Deliver project objectives/KPIs
MCB SME Team
SME at different locations
Project Organization
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1. Defined key performance in specific terms for each job profiled is critical to
developing an effective Managerial & technical competencies
2. Sales leadership guided us to insure that performance is quantifiable and
objectively determined, focusing on outcomes, rather than activities or expected
behavior.
3. Each job profile was evaluated thoroughly on our online system under proctoring
Generic
Competencies
Performance
Technical
Competencies
Behavior Traits & Competencies
Measurement Metrics
We have identified Technical & Generic
Competencies which enables superior
Performance.
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S.No Competency
RSM ASM AM
Description
AGM
Sr.
Manager Manager
Deputy
Manager
Assistant
Manager
TechnicalCompetencies
1 Team handling
Understand the team's capabilities, harness their strength,
continuously minimises their weakness by adhering their
developing plan, understand their issues & resolve them
proactively.
2 Product Knowledge
Thoroughly understands products, its application, usage,
quality aspects, value, range, etc
3 Distributors Handling
Build excellent relations with Distributors, they can rely
upon him & trust for resolving their business related issues
4 Competition Awareness
Always updated about the competition & their offerings,
new product launch, dealings, their plan & their sales
strategy
5 Market Knowledge
Knows the geography, market demand/supply, customers
expectations & rule of the game . Knows Distributors, KRO,
URO, etc
6 Customer Orientation
Listens to customers, builds customer confidence, ensures
commitments are met, set appropriate customer
expectations & respond to customer needs.
7 Customers Handling
Always updated with customer expectations & proactively
sort out their issues, they can be proud with associating
with our brand
Technical Score %
Technical Sales Competencies
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S.No Competency
RSM ASM AM
Description
AGM
Sr.
Manage
r
Manage
r
Deputy
Manager
Assistant
Manager
GenericSalesCompetencies
1 Problem Solver
Actively participate in identifying & solving problems in
market pertaining to team, channel partner or customers.
2 Articulation
Able to craft strategy by understanding the market,
geography, competition & capabilities of the team
3 Reporting
Timely reports to his seniors & without fail pass on the data,
report, etc to all concerned without any reminders
4 Analysis
Has high analytical ability to scan the environment &
convert it into important data. Converting raw data into
meaningful info
5 Planning
Conceptually strong in charting out plan for action & eye for
details. Understand the market influences.
6 Interpersonal Skill
Effectively & productively engages with others & establishes
trust, credibility & confidence with them.
7 Action Orientation
Targets & achieve results, overcomes obstacles, accepts
responsibility, establishes standards, creates result oriented
team.
8
Creativity/Innovati
on
Generates novel ideas & develops or improves existing &
new systems that challenge the status quo, takes risks &
encourages innovation.
9 Leadership
Motivates, empowers, inspires, colloborates & encourages
others to succeed. Develop positive team spirit, accurately
translates mission into action.
10 Timely Execution
Has strong execution skill in implementing action plan by
demonstrating timely execution of plan despite of hurdles
11
Drive P&L
Drive topline, maintain healthy bottomline, optimize cost,
enhance profitability
Managerial Score
(%)
Generic Sales Competencies
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Competencies : Score Card
S.No Competency RSM ASM AM
1 Team handling 52% 45%
2 Product Knowledge 56% 38% 52%
3 Distributors Handling 48% 45% 48%
4 Competition Awareness 49%
5 Market Knowledge 58% 50%
6 Customer Orientation 53% 49% 51%
7 Customers Handling 52% 38% 50%
Technical Sales Competencies
Generic Sales Competencies
Below Expectation Meet Expectation
1. Just 2 Competencies where RSM “meets the
Expectations” out of 7.
2. None of the Areas where ASM & AM scored “Meets
Expectations”
3. Av Score of RSM is 53%, ASM is 44% & AM is 50%
4. All “Red” areas are for training
1. Just 6 Competencies where RSM “meets the
Expectation” out of 11
2. Four Areas where ASM & AM scored “Meets
Expectations” out of 7 & 5 respectively.
3. Av Score of RSM is 48%, ASM is 55% & AM is 62%
4. All “Red” areas are for training
SN Area RSM ASM AM
1 Problem Solver 62% 57% 51%
2 Articulation 61%
3 Reporting 55% 65% 72%
4 Analysis 51% 44%
5 Planning 49%
6 Interpersonal Skill 47% 52% 61%
7 Action Orientation 56% 55% 58%
8 Creativity/Innovation 51% 48%
9 Leadership 42%
10 Timely Execution 56% 63% 67%
11 Drive P&L 55%
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Key Outcome : 12 Key Points
1. The overall Sales team’s Competencies Score is 52% which is below expectations.
2. The score variation in RSM is of 24% between the highest & the lowest
3. The score variation between highest & lowest in case of ASM & AM are 21% & 14% respectively.
4. The South Region scored the highest score where as Northern Region got the lowest scores viz., 61 % & 44%
5. The overall Competencies score is below expectation & lower then 55%
6. Distributor Handling needs an urgent focus from the management as the FMCG sales drivers are these
people only. Delay in this area will cause more damage into the market.
7. Customer orientation & handling to all the three categories of employees are needed. A training plan for each
of the three categories needs to be executed.
8. Team handling is another big ticket item which organization must take it immediately .
9. For RSMs, NSH starts regular Coaching session with Head-HR as this will improves their performance in both
technical & generic areas.
10. Need for making the KPIs & rigorous monitoring is needed on regular basis
11. Individual Development Plan made for each team members which helps them to narrow down the gap
12. Those who score less then 45% needs Management attention.
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6
Right Talent Acquisition through scientific mechanism at the time
of hiring. Technical as well as generic competencies are important
while assessing the talent
Continuously (once in six months or yearly) Assess the
Competencies to ensure the right fit & aligned with job role.
Helps in identifying the “gap” & rectifying it timely.
Competencies must be aligned towards Performance
Management System so that it can be aligned with career
progression
Key Three Learning
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Can we run a business without KRA’s and KPI’s?
The simple answer is yes, but the business and therefore the employees within the business will not
be as focused and productive as they could be, in short your business will not be as successful as it
could be.
Our Client mitigated these risk by designing, deploying & sustaining a Competency
(focus on present & future) based Performance Management system imbibed in
organizational system.
Various research reveals that Organization where employees have clearly defined KRA & KPI are;
► 46% more productive ► Reduce Absenteeism by 29%
► 52% actively engaged ► Attrition is reduced by 15%
► 36% more GPM then competition ► Quality of output is more by 18%
► Customer Satisfaction increased by 41%
Importance of JD/JS/KRA/KPIs
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Financial Gains:
1. Sales (RMS) increased by 18%
2. Sales productivity improved by 23%
3. Dealers/Distributors penetration improved by 14%
4. Secondary sales improved by 21%
5. Retailers increased by 18%
Non Financial:
1. Attrition of High Potential reduced to 4% from 18%
2. Higher E-Sat score by 67%
3. Higher Dealer/Distributors Sat score to 72%
Gains : Post Competency Mapping & Action Taken
31. Our Competencies
31
Industry/Subject Matter
Knowledge and Team
Our in-depth of experience provides strong subject matter
resources and insights
• Our team integrates across lines to deliver the full range of
solutions to address your needs
Methodical Execution
and Delivery
• We harness leading edge Six Sigma management
techniques supported by advance methodology
• Our integrated solution provides individual project and
ending with financial statement impact
Rapid and Efficient
Approach
• We are able to deploy rapid system in place , review and
realization phases of the transformation .
• We work closely with you to deliver values from day one
Drive Sustainability
• We understand Competencies & its long term benefits
• Sustainability is the key focus from the outset
Clear action plan
Measurable benefits
Fast and efficient
implementation
Proven approach
Industry knowledge
Sustainable execution
Delivering values
with Objectivity
www.myCompetencyBuilder.com
32. We are a team of experienced researchers, psychologists & senior HR
professionals with global experience, have teamed up to serve corporate
sectors with highly innovative services in the area of Competency Assessment
& its systematic Development by harnessing latest digital technologies with
zero error.
Assess & build Competencies through Technologies
We have imbedded technology in assessing competencies which ensures high
accuracy, bare minimum time & at lowest possible cost gives you cutting edge
advantages! Also, our team of HR industry captains from manufacturing,
service & IT sectors are keen to serve you.
In short, we are obsessed with innovation, superior quality with unmatched
services !
About Us
32www.myCompetencyBuilder.com
33. Our Credentials
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A Finest & Well Known
Ice Cream Company
•
• Sales Team wasn’t performing . Duplicity of job roles existed
• Confusion & chaos in field sales force
• Designed , Developed & Assessed all India Sales Team’s Competencies
• Clarity, high performance with consistency achieved
A Century old Global
Engineering Company
• Management decided to radically improve the organizational performance
• Diagnosed, designed, developed & measured competencies for few thousands employees
• Identified “Gap” between existing & desirable performance
• Crafted & implemented competencies based Strategy resulted into focused growth
A Rapidly Grown FMCG
Company
• A lack of systematic & scientific Performance Management System resulted into high
attrition of “star” performers & inconsistency in individual & team performance
• Diagnosed & developed competencies for critical job roles
• A competency frame work for critical functions & job roles were designed, assessed,
implemented & attrition rate was controlled drastically
A Start up Global IT
Company
• Due to high demand the growth of business were compelling to hire the right talent in
huge number but the work force mix must be from across the country
• In short span of one tenth turn around time we had hired these work force from across
the country
• High strike rate within 1/8th Talent Acquisition budget these employees were sourced
A City Policy Force
• Police department of Metro city were at the cross road in defining the competencies of
senior officers both IPS or promotees
• We have diagnosed, designed & assessed the competencies needed for these officers
• A scientific system had been placed which is self sustained & is highly effective
