Talent Management: How to Build Effective Scorecards

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www.salesbenchmarkindex.com info@salesbenchmarkindex.com 1-888-556-7338

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Why Do We Use Scorecards?

Scorecard Benefits:• Reduces mis-hires• Accelerates ramp time to productivity• Provides context for coaching• Clearly communicates expectations

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What Does a Scorecard Contain?1. Mission

Brief explanation for why the role exists

2. AccountabilitiesKey tasks a person needs to get done

3. CompetenciesDetermine organizational fit

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Ability and Fit

Has the attributes required for performance and accomplishment

Grade them on the Scorecard Competencies section

Grade them on the Scorecard Accountabilities section

“Can they get the job done?”

Abilities Fitness

Capa

biliti

esCom

petencies

Has qualities (e.g. character, culture, chemistry, goals) that best mesh with the business and into the role

“Are they a good fit?”

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#1 – Define The MissionWhat is the role’s importance to the organization?

What questions does it answer?o What is its necessity to the organization? (Strategic Value)o What does it pay? (OTE)o Why would an external candidate be interested? (Selling points)

Ruleso Use plain English (avoid blurbage and corporate-speak)o Be accurate (number ranges are OK if such variability is normal

for the position)o Avoid adjectives (which are too subjective)

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#2 – Set the AccountabilitiesWhat must this role produce?

What questions does it answer?o How do we hold ‘new hires’ accountable?o How do we hold employees accountable?

Ruleso Define and quantify attainable deliverables/activities o Avoid statements like “Get customers” o Use detailed languageo Do not describe how or why, just what has to be doneo Objective/measurable/observableo Set the bar high – here is where to define ‘A’ performance!

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Pre-Ramp AccountabilitiesJob execution is about doing the right things

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Pre-Ramp AccountabilitiesInclude new hire training best practices

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Post Ramp AccountabilitiesFind the best variables that relate to success

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#3 – Define The CompetenciesWho is the best type of person for this role?

What questions does it answer?o What are the role’s needed intrinsic characteristics and

personality traits?o How do we determine whether a candidate will ‘fit’ within the

corporate culture and the Sales environment?

Ruleso Competencies can be Optional or Mandatoryo Typically consistent across the role irrespective of geography

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How Do We Determine Fit?Select character traits and abilities

Competency Area

Individual Competencies

Each Individual Competency has associated interview questions

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How Many Competencies?Use “A” players as your guide• 55 total possible sales competencies • Multiple Questions per Competencies (117 in

all)• Competencies grouped by six (6) areas:• Selling Skills (14)• Selling Knowledge (7)• Intellectual Competencies (11)• Personal Competencies (9)• Interpersonal Competencies (8)• Motivational Competencies (6)

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“A” Player Discovery ProcessBottoms-up discovery work aids in the process• Sales rep ride-alongs and face-to-face interviews• Obtained multiple views of ‘A’ player competency ratings

o Individual sales repso Sales Leadership teamo SBI

• Compared results to companies of similar size and sales process

• Leads to reliable assessment of a baseline for ‘A’ players

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Quantifying the Competencies

SBI’s rating based on our field observation with your reps

Your rating based on your assessment of what competencies an ‘A’ player rep should possess

Average of the ‘A’ player reps who self-assessed the importance of each competency

Gaps

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Learn More

Contact us to hear the rest of the story...

Email - info@salesbenchmarkindex.com

Phone - 1-888-556-7338

Download our Talent Management Whitepaper: Sales Force Design: Research Findings

Web: http://www.salesbenchmarkindex.com/