1/26 (C) 2004 Century Management Mark McCarthy Sales Director Mark McCarthy Sales Director SALES INSTITUTE OF IRELAND AND CENTURY MANAGEMENT

(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


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


DEVELOPINGMEASURING

PERSONAL/PROFESSIONAL

COMPETENCIES

& IMPLEMENTING

SOLUTIONS

DEFINING

THE THREE JOBS

COMPETENCY FRAMEWORK


• 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.


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


MEASURING MEASURING

Invite members of the Sales Institute of Ireland to score their own performance levels, independent of the Job Benchmark

MEASURING

Step Two


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


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


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


3. Self Management

4. Personal Accountability

5. Leading Others


7. Goal Achievement

Behaviours

1. Urgency


3. Frequent Change

Rewards


2. Individualistic/Political

SALES DIRECTOR

Attributes


2. Self Management


4. Customer Focus

5. Personal Accountability

6. Influencing Others

7. Flexibility

Behaviours


2. Versatility

3. Frequent Change

Rewards


2. Individualistic/Political

SALES MANAGER


SALES PROFESSIONAL


HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Professional


SALES PROFESSIONAL JOB BENCHMARK AND COMPARISON MEASUREMENT

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2.0

4.0

6.0

8.0

10.0

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Plan

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Res

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and

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Pers

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Acc

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earn

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Util

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Trad

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ATTRIBUTES BEHAVIOURS REWARDSCULTURE

Job Benchmark Average SII Score


THREE EXAMPLES OF COMPETENCY MEASUREMENT

SALES PROFESSIONAL


SALES MANAGER


HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Manager


SALES MANAGER JOB BENCHMARKSALES DIRECTOR JOB BENCHMARK

0.0

2.0

4.0

6.0

8.0

10.0

12.0In

terp

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kills

Self

Man

agem

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Res

ults

Orie

ntat

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Cus

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er F

ocus

Pers

onal

Acc

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abili

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Influ

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Flex

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Res

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Dip

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Oth

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Team

wor

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Con

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ATTRIBUTES BEHAVIOURS

SALES MANAGER JOB BENCHAMRK AND COMPARISON MEASUREMENT

ATTRIBUTES

Job BenchmarkREWARDSCULTURE

Average SII Score


THREE EXAMPLES OF COMPETENCY MEASUREMENT

SALES MANAGER


SALES DIRECTOR


HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Director


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

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nal C

usto

mer

Foc

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Res

ults

Orie

ntat

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Self

Man

agem

ent

Pers

onal

Acc

ount

abili

ty

Lead

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Oth

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Inte

rper

sona

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Goa

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men

t

Team

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Self

Star

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Dec

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Acc

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abili

ty fo

r Oth

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Dip

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and

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Influ

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Flex

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Prob

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Dev

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Aes

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Soci

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ATTRIBUTES BEHAVIOURSREWARDSCULTURE

Job Benchmark Average SII Score


FOUR EXAMPLES OF COMPETENCY MEASUREMENT

SALES DIRECTOR


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.


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.


1st

THE WINNING EDGETHE WINNING EDGE

€€25K25K €€50K50K


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

Documents

1/26 (C) 2004 Century Management Mark McCarthy Sales Director Mark McCarthy Sales Director SALES INSTITUTE OF IRELAND AND CENTURY MANAGEMENT