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(C) 2004 Century Management 1/26
Mark McCarthySales DirectorMark McCarthySales Director
SALES INSTITUTE OF SALES INSTITUTE OF IRELAND IRELAND
AND AND CENTURY MANAGEMENT CENTURY MANAGEMENT
(C) 2004 Century Management 2/26
OVERVIEW: OVERVIEW: COMPETENCY COMPETENCY BENCHMARKINGBENCHMARKING
RESEARCH FINDINGSRESEARCH FINDINGS
• 147 RESPONDENTS
• THREE POSITIONS― Sales Professional― Sales Manager― Sales Director
• LOGISTICS― Validation across 400 jobs― Timescale:Feb to Sept 2004― All Ireland Sales Institute Members
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DEVELOPINGMEASURING
PERSONAL/PROFESSIONAL
COMPETENCIES
& IMPLEMENTING
SOLUTIONS
DEFINING
THE THREE JOBS
COMPETENCY FRAMEWORK
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• Job Experts
• The Bias Problem
• Calibration: Relative Importance
• “Let the Job Speak”
BENCHMARKING THE JOB
DEFINING
Sales and Management positions require 80% people management competencies for superior performance.
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COMPETENCY BASED COMPETENCY BASED POSITION ANALYSISPOSITION ANALYSIS
““If the JOB could speak, If the JOB could speak, what would it say are the what would it say are the competencies necessarycompetencies necessaryto achieve superior to achieve superior performance?”performance?”
DEFINING
This was Step One
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MEASURING MEASURING
Invite members of the Sales Institute of Ireland to score their own performance levels, independent of the Job Benchmark
MEASURING
Step Two
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THE MISMATCH THE MISMATCH The mismatch of job/person competencies leads to 75% of all on-the-job performance problems
Objective: Identifying the gaps between personal/professional competencies and the requirements of the job
MEASURINGDEFINING
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THE COMPETENCY THE COMPETENCY FACTORS FACTORS
Thirty seven (37) factors required for
superior performance have been ranked
in terms of their importance to the position of:
1. Sales Professional
2. Sales Manager
3. Sales Director
These 37 factors represent 80% or more
of all sales and management competencies
• Focus on the top 12
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TOP 12 COMPETENCIES
Attributes
1. Self Management
2. Results Orientation
3. Customer Focus
4. Goal Achievement
5. Flexibility
6. Interpersonal Skills
7. Planning and Organisation
Behaviours
1. Frequent Interaction with Others
2. Versatility
3. Frequent Change
Rewards
1. Utilitarian/Economic
2. Theoretical
SALES PROFESSIONAL
Attributes
1. Customer Focus
2. Results Orientation
3. Self Management
4. Personal Accountability
5. Leading Others
6. Interpersonal Skills
7. Goal Achievement
Behaviours
1. Urgency
2. Frequent Interaction with Others
3. Frequent Change
Rewards
1. Utilitarian/Economic
2. Individualistic/Political
SALES DIRECTOR
Attributes
1. Interpersonal Skills
2. Self Management
3. Results Orientation
4. Customer Focus
5. Personal Accountability
6. Influencing Others
7. Flexibility
Behaviours
1. Frequent Interaction with Others
2. Versatility
3. Frequent Change
Rewards
1. Utilitarian/Economic
2. Individualistic/Political
SALES MANAGER
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SALES PROFESSIONAL
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HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Professional
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SALES PROFESSIONAL JOB BENCHMARK AND COMPARISON MEASUREMENT
0.0
2.0
4.0
6.0
8.0
10.0
12.0Se
lf M
anag
emen
t
Res
ults
Orie
ntat
ion
Cus
tom
er F
ocus
Goa
l Ach
ieve
men
t
Flex
ibili
ty
Inte
rper
sona
l Ski
lls
Plan
ning
and
Org
anis
atio
n
Res
ilien
cy
Dip
lom
acy
and
Tact
Pers
onal
Acc
ount
abili
ty
Influ
enci
ng O
ther
s
Con
tinuo
us L
earn
ing
Self
Star
ting
Team
wor
k
Obj
ectiv
e Li
sten
ing
Prob
lem
Sol
ving
Lead
ing
Oth
ers
Dec
isio
n M
akin
g
Con
flict
Man
agem
ent
Empa
thet
ic O
utlo
ok
Con
cept
ual T
hink
ing
Dev
elop
ing
Oth
ers
Acc
ount
abili
ty fo
r Oth
ers
Freq
uent
Inte
ract
ion
with
oth
ers
Vers
atili
ty
Freq
uent
Cha
nge
Urg
ency
Cus
tom
er O
rient
ed
Com
petit
iven
ess
Ana
lysi
s of
Dat
a
Org
anis
ed W
orkp
lace
Util
itaria
n/Ec
onom
ic
Theo
retic
al
Indi
vidu
alis
tic/P
oliti
cal
Aes
thet
ic
Trad
ition
al/R
egul
ator
y
Soci
al
ATTRIBUTES BEHAVIOURS REWARDSCULTURE
Job Benchmark Average SII Score
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THREE EXAMPLES OF COMPETENCY MEASUREMENT
SALES PROFESSIONAL
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SALES MANAGER
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HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Manager
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SALES MANAGER JOB BENCHMARKSALES DIRECTOR JOB BENCHMARK
0.0
2.0
4.0
6.0
8.0
10.0
12.0In
terp
erso
nal S
kills
Self
Man
agem
ent
Res
ults
Orie
ntat
ion
Cus
tom
er F
ocus
Pers
onal
Acc
ount
abili
ty
Influ
enci
ng O
ther
s
Flex
ibili
ty
Res
ilien
cy
Dip
lom
acy
and
Tact
Lead
ing
Oth
ers
Team
wor
k
Con
tinuo
us L
earn
ing
Goa
l Ach
ieve
men
t
Prob
lem
Sol
ving
Self
Star
ting
Plan
ning
and
Org
anis
atio
n
Dec
isio
n M
akin
g
Dev
elop
ing
Oth
ers
Obj
ectiv
e Li
sten
ing
Con
flict
Man
agem
ent
Acc
ount
abili
ty fo
r Oth
ers
Empa
thet
ic O
utlo
ok
Con
cept
ual T
hink
ing
Freq
uent
Inte
ract
ion
with
oth
ers
Vers
atili
ty
Freq
uent
Cha
nge
Urg
ency
Cus
tom
er O
rient
ed
Com
petit
iven
ess
Ana
lysi
s of
Dat
a
Org
anis
ed W
orkp
lace
Util
itaria
n/Ec
onom
ic
Indi
vidu
alis
tic/P
oliti
cal
Theo
retic
al
Trad
ition
al/R
egul
ator
y
Aes
thet
ic
Soci
al
ATTRIBUTES BEHAVIOURS
SALES MANAGER JOB BENCHAMRK AND COMPARISON MEASUREMENT
ATTRIBUTES
Job BenchmarkREWARDSCULTURE
Average SII Score
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THREE EXAMPLES OF COMPETENCY MEASUREMENT
SALES MANAGER
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SALES DIRECTOR
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HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Director
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SALES MANAGER JOB BENCHAMRK AND MEASUREMENT SALES DIRECTOR JOB BENCHAMRK AND COMPARISON MEASUREMENT
0.0
2.0
4.0
6.0
8.0
10.0
12.0In
terp
erso
nal C
usto
mer
Foc
us
Res
ults
Orie
ntat
ion
Self
Man
agem
ent
Pers
onal
Acc
ount
abili
ty
Lead
ing
Oth
ers
Inte
rper
sona
l Ski
lls
Goa
l Ach
ieve
men
t
Team
wor
k
Self
Star
ting
Dec
isio
n M
akin
g
Acc
ount
abili
ty fo
r Oth
ers
Dip
lom
acy
and
Tact
Influ
enci
ng O
ther
s
Flex
ibili
ty
Prob
lem
Sol
ving
Dev
elop
ing
Oth
ers
Obj
ectiv
e Li
sten
ing
Res
ilien
cy
Plan
ning
and
Org
anis
atio
n
Con
cept
ual T
hink
ing
Con
flict
Man
agem
ent
Empa
thet
ic O
utlo
ok
Con
tinuo
us L
earn
ing
Urg
ency
Freq
uent
Inte
ract
ion
with
oth
ers
Freq
uent
Cha
nge
Vers
atili
ty
Com
petit
iven
ess
Cus
tom
er O
rient
ed
Ana
lysi
s of
Dat
a
Org
anis
ed W
orkp
lace
Util
itaria
n/Ec
onom
ic
Indi
vidu
alis
tic/P
oliti
cal
Theo
retic
al
Trad
ition
al/R
egul
ator
y
Aes
thet
ic
Soci
al
ATTRIBUTES BEHAVIOURSREWARDSCULTURE
Job Benchmark Average SII Score
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FOUR EXAMPLES OF COMPETENCY MEASUREMENT
SALES DIRECTOR
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EMERGING INSIGHTS/LESSONS 1. JOB MATCHING: On average, the Sales Professionals and
Sales Managers scored about 25% below the key attributes and the rewards culture (motivators) benchmarked for their job.
LESSON: Matching the key demands of the job is critical for superior performance in that job.
2. WRONG TALENT: lronically, Sales Professionals score higher on the attributes least required by the job.
LESSON: Having a strong attribute that is not a priority for that job can be detrimental to that job. [In fact, many sales professionals may fit the job of sales manager better]
• GENERALIST vs SPECIALIST: The Sales Directors’ 23 attribute scores are more evenly spread but still measure 10-15% lower than the KEY job requirements.
LESSON: Having solid generalist management talents is excellent but may cause ‘pain’ relative to more specialist needs of the sales director role.
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EMERGING LESSONS/INSIGHTS 4. BEHAVIOUR FITS: All three comparisons scored well on
observable behaviour (i.e. temperament: How they approach the job).
LESSON: ‘Looking the part’ does not mean the job gets done in an excellent fashion. There is more to the job than temperament style.
5. PERSONAL MASTERY: Personal competencies [e.g. managing yourself] is emerging as vital for superior performance, even for management jobs.
LESSON: Self management is proving to be the big gap for all three positions.
6. MIRROR IMAGE: Sales Managers/Directors appear to hire sales professionals who display talents like themselves.
LESSON: Hire based on competency requirements for THE JOB, not on personal likeability.
(C) 2004 Century Management 24/26
1st
THE WINNING EDGETHE WINNING EDGE
€€25K25K €€50K50K
(C) 2004 Century Management 25/26
THIS PRESENTATION THIS PRESENTATION IS AVAILABLE FROM: IS AVAILABLE FROM:
www.centurymanagement.iewww.centurymanagement.ie
Mark McCarthy, Sales DirectorMark McCarthy, Sales DirectorCentury ManagementCentury Management
01-459595001-4595950
THANK YOUTHANK YOU