Presentation Transcript

1. SCHINDLERSales Force Training Needs Assessment and Development Project

   Michael YurchukSales Training Manager, Schindler Elevator Richard DapraPh.D., Managing Director, Assessment, BTS
2. Schindler Introduction We move one billion people every day.
3. Impetus for the Project Need to strengthen our competitive differentiation based on the professional capabilities of our sales force Need to implement a Schindler-specific needs assessment that was perceived as relevant, comprehensive, accurate and quantifiable Need to identify both the development needs of individual sales reps and the pervasive needs of the sales force as a whole Need to “move the mean” of effectiveness of our sales force Need to strengthen our ability to attract and retain the best talent in the industry by demonstrating our willingness to invest in the development of our sales force
4. Objectives Provide an in-depth perspective of the assessment methodology and resultant organizational analysis of the Schindler New Installations and Modernization Sales Forces. Describe the process delivering and leveraging the results of the needs analysis at sales management and sales representative levels. Discuss the organization-wide training initiatives resulting from the needs assessment results. Explore the implications and impact of this initiative on other HR process such as selection and performance management.
5. Agenda Success Profile and Methodology Organizational Results and Key Findings Delivering Individual Results to Sales Management and Reps Filling Organization-wide Development Needs Implications for a More Integrated Talent Management Process
6. Assessment Criteria and Methodology
7. Success Profile Review Foundational Performance Factors Market Savvy Business & Financial Acumen Product Knowledge Fact-finding and Analysis Balanced Judgment Critical Role Capabilities Customer/Influencer Identification and Building Partnerships Sales Call Planning Sales Call and Closing Effectiveness Proposal Preparation
8. Differentiation of Success Profile and Competency Model Competencies are often criticized for not being a practical approach to selecting, coaching, developing and managing performance. Hard to use for line managers Too general and lengthy Use scientific and HR lingo, and psychological constructs Not connected to role objectives Do not define high impact behaviors BTS clients point out the following benefits of Success Profiles: Better handle on performance-critical behaviors in a role Better focus for design of organization wide training Strong basis for actionable, role relevant individual development Consistent, easy to understand language for all talent management activities A practical approach that their line managers understand, value and use
9. Training Needs Analysis – Coverage Matrix
10. On-line Scenario Simulation
11. Scenario Simulation Assessment
12. Assessment Development Process
13. Simulation Flow Steps 1 2 3 4 5 6 7 8
14. Desktop in the Simulation
15. Introduction with District Manager
16. Example Multiple Choice Question
17. Live In-field Assessment Components
18. Case Study Overview
19. Role Play Overview
20. Behavioral Interview
21. Regional Sales Manager (RSM) Assessment RSM REP
22. District Manager (DM) Assessment Purpose: quantify and evaluate sales rep performance Conducted online by DM
23. Training Needs Analysis – Coverage Matrix
24. Organizational Aggregate Results
25. Customer/Influencer Identification and Building Partnerships
26. Sales Call & Closing Effectiveness
27. Fact-finding and Analysis
28. Key Findings
29. Distribution of All Success Factors (Moving the mean)
30. Biggest developmental opportunities… Business & Financial Acumen Fact-finding & Analysis Customer Identification & Building Partnerships
31. Sales Performance vs. Assessment Results – New Installations Sales Performance
32. Delivering Individual Results and Actionable Development Planning
33. Delivering Results Review Success Profile and Methodology Organizational Results Key Findings Summary Informal BTS Observations Next Steps
34. Score Card Example
35. Development Action Plan (DAP)
36. Addressing Organization-wide Training Needs
37. Building Business Partnerships Teams manage a fictitious account that mirrors Schindler’s sales environment Teams identify customer needs, create solutions, and win business with constrained time, capital, and resources Teams call on various buyers and influencers – no two teams have the same result Teams discover who has budget, influence, power, needs, and decision-making
38. Program Flow Simulation Round Program Introduction Role Play 1 Pre-work Application Session Team Presentations 3 rounds Feedback Teach Session
39. On-Boarding Guides/Post On-Boarding Assessment
40. On-Boarding Guides/Post On-Boarding
41. Implications & Next Steps
42. The End