SLIDE 1
Assessing Your Sales Organization
Prepared By
Andre’ Harrell(Vice President International Sales & Operations)
2011
SLIDE 2
Overview
Having amassed 20+ years in a sales leadership role and having gone through management succession development I have learned effective ways of evaluating sales performance of sales personnel I’ve led.Assessing the performance, competencies, and skill sets of your sales staff can be a daunting task for any VP of Sales or Sales Director. In this presentation I’ll attempt to tackle ways to effectively and FAIRLY evaluate your sales team and ensure “morale”, “development”, and “support” are priorities in the process.
SLIDE 3
Understanding the tenure of your sales personnel should be first observation while seeming to be a “no-brainer” it’s often neglected by sales leadership when evaluating talent.
Below is an example of “Field Experience – Representatives” in a Region
ASSESSING YOUR SALES TEAM
SLIDE 4
ASIAN9%
AFRICAN-AMERICAN
18%
CAUCASIAN73%
MALE64%
FEMALE36%
GENDER RACE
ASSESSING YOUR SALES TEAM
I’ve always felt having a clear understanding of the gender and diversity makeup of your sales organization goes a long way of determining the best way to assess your sales personnel. This will ensure there’s no bias or preferential treatment during the assessment process and that everyone is treated fairly.
Below is an example of “Demographics – Representatives” in the Nation
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Below Are Critical Steps In The Process
•Take “Introduction Inventory” of the current performance of the team, call it “Internal Analysis”
•Develop a schedule where you can have “Face-To-Face” time with your sales team members or sales directors. Whether in “The Field” or office face to face time is critical during the assessment process.
•Develop your “Strategies”/“Business Goals” as it relates to assessing your sales organizations performance. What are you trying to achieve from a business performance perspective?
•Develop incremental resources to help in the assessment process (e.g. HR, Talent Management, Training, FCR’s etc).
•Develop a “Sales Force Effectiveness Study” to help with the assessment process.
•Develop tracking tools (e.g. 9-Box Grid Development Tool or “Culture/Performance Tool”)
ASSESSING YOUR SALES TEAM
SLIDE 6
Internal Analysis-ExampleKey Conditions Implications
• Sales Representatives/District Manager/Directors product knowledge needs improvement.
•With our “Brand” customers we fail to be a reliable credible resource without exceptional product knowledge.
•Account Representatives need further “Business Acumen” skills.
•Giving away resources without expecting or receiving R.O.I will be unacceptable. Our customers are becoming more business savvy if we cannot adjust…we will not succeed.
•Sales Directors becoming to distracted with issues out of their control. •If our focus is on everything but moving share with
Product X we will not reach our company objective with Product X (1.25 Billion).
•Account Representatives becoming more comfortable holding their customers accountable. •Customers are ceasing their “smoke screen”
objections, and are starting to submit to using more Product X.
•Maintaining retention and creating a positive national sales environment.
•Vacancy of our top performers will not help us reach or company forecast goal.
Summary Statement: If our sales directors, sales reps can avoid becoming distracted, and maintain a positive attitude we will reach our company forecast with Product X (1.25 Billion). As a sales organization we can finally reach #1 market share with our leading product.
Strengths: The Nation is fairly tenured and has solid leadership.
Weaknesses: Account Representatives are apprehensive of their future.
SLIDE 7
Tactical Planning Assessment Calendar-ExampleTactics Q1 Q2 Q3 Q4
Account Business Plans 2/11 Revise Revise Revise
Career Development Plans
2/11 5/11 8/11 10/11
Assessment Allocation (Financial)
60% Re-evaluate 30% Re-evaluate
District Promotions 2
Talent Mgmt Interviewing 2/11 5/11 9/11 Winter Break
Competency Review Conference Call
2/11 5/11 8/11 ------
Sales Results Performance Reviews
2/11 Ongoing Ongoing Ongoing
Sales Management Performance Reviews
2/11 4/11 7/11 11/11
Management CRM Review 2/11 6/11 ----- ------
Quicken New Account Rep Progress
2/11 4/11 6/11 -------
Track Personal Development Plan
2/11 4/11 7/11 10/11
Insert Retention Tactics to “A” & “B” players
2/11 4/11 7/11 10/11
SLIDE 8
Strategies, Objectives & Tactics-Example
• Ensure 100% compliance of all Assessment Initiatives.
•Tactic: Increased Sales Dr. involvement with nation objectives. DM/Rep ?
•Tactic: Keep current on all account representative improvement DM/Rep Spreadsheet
•Tactic: Increase competency messages & objectives DM/Rep Sales Dir
• Develop an on-going Recruiting & Selection Process that hires in < 30 days.
•Tactic: Continue developing a pool of representatives for each territory. DM Work-session
•Tactic: Participate with local universities career planning program. DM Marshall/UC
•Tactic: Focus on keeping diversity candidate pool of candidates. DM Recruiting Rot.
• Update Sales Personnel Career Development Plans annually.
•Tactic: Follow up with plans every work-session DM/Rep Debrief.
•Tactic: Keep on track with Career Path participation DM/Rep Weekly Update
•Tactic: Hold sales personnel accountable for own development DM/Rep Work-session.
Personnel Indicators
SLIDE 9
Strategy Tactic Progress / Results Actual
Build an “acumen “ understanding of direct reports
Meet individually with each direct report to discuss their career goals and identify skills they need to achieve goals. “Connection Session”
Keep a running list of what’s important to my folks, update and review every quarter.
Listen thoroughly to your reports interests, opinions, concerns and goals. This is the “blueprint” of your people
Demonstrate consistency in your words and actions as the leader
Be predictable by letting your team know what to expect from you
Lead by example and inspect what you expect from your people.
Treat everyone on your team with RESPECT, and demand it in return.
Be fair but stern Treat everyone with respect and demand excellence of performance
Everyone will be evaluated based on their performance and competency.
Strategies, Objectives & Tactics-Example
SLIDE 10
Strategy Tactic Progress / Results Actual
Ensure that “Development” is a focus on every work-session
Each direct report will have a career development plan to review and update. A development discussion will take place on work-session.
Development plans will be officially review quarterly A tracking system will be put in place to keep up with
employees destined for additional responsibility.
Ensure Development options for “ready now employees”
Stretch assignments will be provided for those who have demonstrated performance and an interest to gain further development.
Team experts will be assigned based on team needs. Track promotion opportunities for each direct
report.
Track and Sustain Progress
Refer to above strategy/tactic.
Strategies, Objectives & Tactics-Example
SLIDE 11
Strategy Tactic Progress / Results Actual
Ensure the team remains focus on executing our sales objectives/goals.
Each team member will be held accountable to execute results in their given responsibility (through status reports, sales results, and development plan).
Each work-session will begin with the review of prior actions plans that were completed to ensure follow through.
Sales Director will take advantage of “coachable” moments” (e.g. times when teammates experience success, disappointment or trying a skill for the first time).
Ensure feedback is consistent and has high impact
Field Conference Reports will always address what was observed the day of the work-session.
Identify opportunities for teammates to apply their developed skills many times, in many places, and in many ways.
Review work-session feedback report with team member to ensure alignment and agreement on how success can be gained moving forward.
Strategies, Objectives & Tactics-Example
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Business Goals-Example
•Develop “Competent”, “Exceptional” sales personnel who achieve sales results ethically and
consistently throughout calendar year.
•Focus on Recruiting & Selection process that will hire quality candidates
and reduce vacancy days (<30 days).
•Prevent retention issues. Be extremely attentive to “A” & “B” players.
•Develop actionable career development plans that will develop, and retain our richest talent
•Successfully grow Product X share and Product A share ahead of national competition.
•Exceed company standard for call plan execution and productivity (95%) CPA.
•Develop local product champions.
•Top Threer or better “Respected” company in the Industry.
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Strategy Tactic Progress / Results Actual
Be a powerful role model for development
Complete quarterly a 360 Feedback review from your team on your performance.
Obtain a career/development coach. Build a competency model for the sales team if there
is not one in place. Ask team members what kind of feedback and
support they would like from you Recognize development efforts, and not just results
only.
Align organizational polices and processes with coaching and development
Stay alert to company updates, and insights for tips that could help teammates through the development process.
Emphasize development in the business planning and performance-management practices.
Identify readings, training programs etc to help supplement the person’s development and ways to help them apply training to current job.
Strategies, Objectives & Tactics-Example
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Incremental Assessment Resources-Example
Resources Needed Rationale Expected Results
•Human Resources Department/Talent Management.
•Management Development programs that provide training on providing effective feedback
Experts in identifying talent/help develop competency structure
Development of leadership staff
Credible Resource
•Sales Training Function (Product Knowledge/Selling Skills Assessment)
•CRM, Oracle, Siebel based programs that can help provide metrics
•Written Feedback Training (Assessing Performance from written dynamic)
•Developing a thorough HR Review process (Develop Stakeholders)
Better prepared reps
Analytical metrics that can take out subjective thought process
Long distance assessment is only effective if it’s written properly
This will ensure fairness and avoid subjectivity
Improved competencies
Clear performance picture
Fair evaluation, Fair Compensation, Competent Sales Force
SLIDE 15
9IndyMac Bank, August 2003
Performance Review Outcomes
Other?
Empowerment, initiative Hands-on supervisionOngoing Supervision
Feeling valued, driven Feeling under-valuedEmployee Motivation
Ownership of results The “blame game”Employee Accountability
Prepared for the future Stagnated skills setsEmployee Development
Written record, evidence Conflict, legal risksPerformance Documentation
Aligned priorities Performance “silos”Organizational Synergy
Open, honest, ongoing Limited, defensiveQuality of Communication
Focused execution Unclear expectationsPerformance
Turnover Retention of the best Risk of resignation
Impact of Well Prepared & Presented Reviews
Impact of Poorly Prepared & Presented Reviews
ASSESSING YOUR SALES TEAM
SLIDE 1613IndyMac Bank, August 2003
Collaborative Performance Management
Manager’s Role Communicate regularly with employees about performance
Maintain specific performance records and data
Write a thorough, fair, honest, performance review
Give specific, positive, and constructive feedback
Consider the employee’s development interests and career goals
Encourage participation in the discussion
Collaborate on meaningful development & performance goals
Validate the review with the next-level manager
Be confident in the rating
Provide needed direction or support
2007
ASSESSING YOUR SALES TEAM
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11IndyMac Bank, August 2003
Collaborative Performance Management
Employee’s Role
Communicate regularly with manager about performance
Maintain specific performance records and data
Write a thorough, fair, honest, self-assessment
Be open to specific, positive, and constructive feedback
Share development interests and career goals
Contribute appropriately in the discussion
Collaborate on meaningful development and performance goals
Be accountable for performance
Communicate challenges; ask for needed direction or support
2007
ASSESSING YOUR SALES TEAM
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14IndyMac Bank, August 2003
Legal Responsibility
Managers Must:
Document all performance discussions
Show an attempt to helpthe employee improve
Document consistent or progressively poor performance
Evaluate employees in a timelymanner
Focus on job related behaviors
Sign and date the review and ensure the employee does too
Set specific goalswith time frames
2007
ASSESSING YOUR SALES TEAM
SLIDE 19
2 Examples Of Tracking Tools
(9-Box Development Tools/”Culture/Performance Tool)
SLIDE 20
9-Box Grid Planning Tool9-Box Grid Planning Tool
Leadership PotentialLeadership Potential
Overa
ll P
erf
orm
an
ce
Overa
ll P
erf
orm
an
ce
New PerformersAlfonzo Jonathan Jay
C3
Poor Performers
Ghana Diane
C1
William
High
Med
Low
Low Medium
B3
Solid Performers
B2
Gregg
Shannon
B1
Performance meets or exceeds job standards; has the potential to move up two or more organizational levels.
A2
Top Performers Highest levels of performance and potential. Exceptional organizational assets. A3
Mark Ryan
Superior ProfessionalsContinuously high performance; significant value to the organization. Has the potential to accept expanded responsibility, but is not interested in upward mobility.
A1
High
20
C2
SLIDE 21
CU
LT
UR
E
PERFORMANCE
KEY CONTRIBUTORSYELLOW LINERS
RED LINERS YELLOW LINERS
Personnel Assessment Based On Competencies
People Development (Training Strategy)
SLIDE 22
Final
Lastly, a skill that is often most ignored during the assessment process is LISTENINGLISTENING..As head of sales “Listening” is a critical skill when assessing sales performance yet it’s an attribute that’s often avoided because subjectivity takes hold. Having all of the metrics, training, and leadership that’s been outlined in this presentation does not take away the importance of listening to your people. When done well listening not only helps you learn more about assessing your sales personnel’s performance but it provides a “Sincere” non-verbal that’s not only accepted by the recipient but rewarded by the recipient’s performance. From Andre’ Harrell