SALES MANAGEMENT SKILLS

1. SALES MANAGEMENT SKILLS Behavioral Interviewing Performance Based Management Career Development

2. Research has shown a very low correlation between standard interview judgments and performance ratings. Also relatively low agreement among interviewers.

3. EFFECTIVENESS OF INTERVIEWS Behavioral interviews have been determined to be much more effective than traditional interviews in predicting future performance of candidates

4. UNDERLYING PRINCIPLE OF BEHAVIORAL DESCRIPTION INTERVIEW Behavioral consistency “Past behavior is the best predictor of future behavior”

5. STEPS FOR DEVELOPING A BEHAVIORAL DESCRIPTION INTERVIEW Develop job description Determine competencies Develop 2-3 questions for each competency Conduct interviews Rate candidates on competencies Make selection decision

6. PREPARING A JOB DESCRIPTION • Have sales personnel list main duties and responsibilities of job • Have sales managers list job duties (Exhibit 1) • Input from customers on what they think job duties should be • Tabulate results • Prepare list of job duties and responsibilities • Classify into major functional groups; sales, service, territory management • Determine competencies needed • Submit to salespeople for input • Periodically revise

7. JOB DESCRIPTION HELPS IN • Hiring • Setting Objectives • Termination • Developing Compensation Plans • Training

8. COMPETENCY Job-related knowledge, skills and abilities a person must have to perform a particular job.

9. COMPETENCY • Maturity • Describe an occasion in which you had to deal with a stressful situation? • Interpersonal Skills • Describe a situation in which you had to get people to do something they did not want to do?

10. BEHAVIORAL QUESTIONS • Often begin with “Tell me about a specific situation in which you…….” or • “What did you do when……?”

11. INTERVIEW QUESTIONS • All questions are job related • Related to job description • Related to competencies • No biases, i.e. gender, age, ethnic (Exhibit 2)

12. USE S-A-R MODEL • SAR model helps develop behavioral interview questions • Situation – situation faced • Action – what action did you take • Results – what was the result of the action taken • Exhibit 3

13. ASK LESS DIRECT QUESTIONS ABOUT COMPETENCIES • If competency was “empathy” for a sales job • Don’t ask • “Can you think of a situation where you had to show empathy?” • Rather ask • In your last job I’m sure you had to deal with upset customers. Can you think of a particularly difficult situation?

14. TAKING NOTES • Only on behavior description • Situation faced: • Action: • Results: • Use only key words or phrases

15. BEHAVIORAL DESCRIPTION INTERVIEWS • Interview questions based on a thorough job analysis • Job candidates are asked very similar questions • Candidates answers are rated systematically (Exhibit 4)

16. Exhibit 4 Form for Integrating Interviewers’ Ratings Position ______________________ Candidate __________________

17. COMPETENCY RATINGS • Far below minimum requirements • Marginally below minimum requirements • Just meets minimum requirements • Marginally above minimum requirements • Far above minimum requirements

18. INTEGRATING BDI WITH OTHER TOOLS INITIAL INTERVIEW APPLICATION FORM INTENSIVE INTERVIEW(S) REFERENCE CHECK TESTING DECISION

19. COMMON CONCERNS • BDI’s usually take longer to prepare than unstructured interviews • BDI’s favor people with experience • BDI’s can be prepared for

20. PERFORMANCE BASED MANAGEMENT

21. THREE PROBLEMSOF SALES MANAGERS • Long Distance Direction • Long Distance Motivation • Situation-Specific Evaluation

22. NEW PLANS DEVELOP ACTION PLANS EVALUATE PERFORMANCE NEW OBJECTIVES PERFORMANCE BASED MANAGEMENT SET OBJECTIVES

23. FOCUSES OF PERFORMANCE BASED MANAGEMENT • Results • Participative Management?

24. CRITERIA OF OBJECTIVES • Congruent • Compatible • Specific • Measurable • Time Frame • Written

25. HIERARCHY OF OBJECTIVES TERRITORY ACCOUNT CALL PERSONAL

26. TWO KINDS OF OBJECTIVES • Activity Objectives • Performance Objectives

27. USES OF OBJECTIVES • Evaluation • Motivation • Compensation

28. TWO TYPES OF ACTION PLANNING STATEMENTS • Do Statements • If Statements

29. EXAMPLE OF FORMAT FOR ACTION PLAN • Objective • Action Plan • Actions/Steps Required Timeframe/ • to Achieve the Objective Completion Date

30. GUIDELINES FOR EFFECTIVE PERFORMANCE EVALUATION INTERVIEWS • Purpose to improve, not discipline • Mutual problem solving • Make comments specific • Focus on performance, not personality

31. GUIDELINES FOR EFFECTIVE PERFORMANCE EVALUATION INTERVIEWS (continued) • Emphasize your willingness to help • Reward insight and self-criticism • Listen actively • Use reflective summaries: “You feel that time management skills are good?”

32. GUIDELINES FOR EFFECTIVE PERFORMANCE EVALUATION INTERVIEWS (continued) • Use probing questions: “What can you do about that?” • Minimize criticism, use sandwich technique • Allow catharsis, if frustration is present • Close with a summary and a plan

33. ADVANTAGES OF PERFORMANCE BASED MANAGEMENT • Directs Activities towards Broader Goals • Provides Better Appraisal Criteria • Increases Motivation • Forces Planning

34. INTEGRATING PERFORMANCE BASED MANAGEMENT WITH OTHER POLICIES • Compensation • Budgeting • Training

35. CAREER DEVELOPMENT PROGRAMS

36. Career Development is a planned process for linking employees to their organization’s employment needs.

37. COMPONENTS OF CAREER DEVELOPMENT • Identify strengths and weaknesses • Self assessment

38. SELF-ASSESSMENT QUESTIONNAIRE • What are your strengths? • What are your weaknesses? • What goals have you established for yourself for the next year? GOALS: A. _______________________________ B. _______________________________ C. _______________________________ 4. What is your plan to implement the goals?

39. SELF-ASSESSMENT QUESTIONNAIRE • What professional conferences and programs have you attended this past year? With what results? Number of programs: _____ Results: _______________ • What books have you read in your professional field during the past year? 1. ________ 2. ________ 3. ________ 4. ________ • When did you last sit down and actually EVALUATE YOURSELF? Date: _________ • What have you done to improve areas in which you are weak? _________________________________________

40. IDENTIFY STRENGTHS AND WEAKNESSES • Self Assessment • Organizational Assessment • Performance appraisals

41. CHART THE APPROPRIATE COURSE Socialization – process by which salesperson acquires social knowledge and skills necessary to assume selling role. Formal Methods • Written checklist • Formal mentoring • Rotating experience • Training • Apprenticeship • Socialize before hiring • Realistic job preview Informal Methods • Grapevine

42. CHART THE APPROPRIATE COURSE • Socialization • Individual career counseling • Career information services

43. CAREER INFORMATION SERVICES • Job posting • Skills inventories • Career paths

44. EXAMPLE OF CAREER PATH

45. TAKE ACTION • Coaching

46. Coaching is an interactive process through which managers solve performance problems and develop employee capabilities.

47. STEPS OF COACHING TECHNIQUE Observe Get his or her agreement that a problem or opportunity exists Mutually discuss alternative solutions. Mutually agree on action to be taken to solve problem or capitalize on opportunity. Follow-up to measure results. Recognize any achievement when it occurs.

48. Performance appraisal is often the best instrument for identifying important coaching opportunities.

49. BENEFITS OF COACHING • Overcome performance problems • Develop employee skills • Increase productivity • Improve retention • Foster positive culture

50. TAKE ACTION • Coaching • Mentoring