assessing your sales organization

Assessing Your Sales Organization

Prepared By

Andre’ Harrell(Vice President International Sales & Operations)

2011

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.

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

ASIAN9%

AFRICAN-AMERICAN

18%

CAUCASIAN73%

MALE64%

FEMALE36%

GENDER RACE


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

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”)


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.

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

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

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.



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.



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.


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.


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.


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

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


IndyMac 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



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



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


2 Examples Of Tracking Tools

(9-Box Development Tools/”Culture/Performance Tool)

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

CU

LT

UR

E

PERFORMANCE

KEY CONTRIBUTORSYELLOW LINERS

RED LINERS YELLOW LINERS

Personnel Assessment Based On Competencies

People Development (Training Strategy)

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