SCHINDLER Sales Force Training Needs Assessment and Development Project Michael Yurchuk Sales...
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SCHINDLER Sales Force Training Needs Assessment and Development Project Michael Yurchuk Sales Training Manager, Schindler Elevator Richard Dapra Ph.D.,
SCHINDLER Sales Force Training Needs Assessment and Development
Project Michael Yurchuk Sales Training Manager, Schindler Elevator
Richard Dapra Ph.D., Managing Director, Assessment, BTS
Slide 2
2 Schindler Introduction We move one billion people every
day.
Slide 3
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 3
Impetus for the Project
Slide 4
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. 4 Objectives
Slide 5
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 5 Agenda
Slide 6
Assessment Criteria and Methodology
Slide 7
Critical Role Capabilities 1.Customer/Influencer Identification
and Building Partnerships 2.Sales Call Planning 3.Sales Call and
Closing Effectiveness 4.Proposal Preparation Foundational
Performance Factors 1.Market Savvy 2.Business & Financial
Acumen 3.Product Knowledge 4.Fact-finding and Analysis 5.Balanced
Judgment Success Profile Review
Slide 8
8 Differentiation of Success Profile and Competency Model 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 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 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
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
Slide 9
9 Training Needs Analysis Coverage Matrix
Slide 10
On-line Scenario Simulation
Slide 11
11 Scenario Simulation Assessment Assessments represent
evaluations that are: Accurate Yield a valid measurement of
participants applying learned skills or knowledge from training
content Objective Provide a standardized instrument for assessing
the application of skills or knowledge Job-related Present
realistic work scenarios that allow participants to demonstrate the
application of targeted skills or knowledge Useable Contribute to
identification of strengths and development needs; and Efficient
Administered, scored, reported, and interpreted in a quick yet
reliable and comprehensive manner Why is it important? An online
assessment tool built around realistic, job-related scenarios using
multiple- choice questions to measure the application effectiveness
of targeted skills/knowledge acquired through training What is
it?
Slide 12
12 Assessment Development Process Identify Analyze and pinpoint
the Critical skills around which to build the assessment. Develop
Create scenarios that elicit opportunities to measure the targeted
Critical skills Build Develop multiple-choice questions for each
scenario that assess the application of the identified Critical
skills. Leverage Utilize client subject matter experts to review
the scenarios and questions to ensure their job-relatedness and
accuracy.
Slide 13
13 Simulation Flow Program Introduction DM & RSM Mtgs.
1,2,3 Prioritizing CAP 5 4 Sales Call Planning & Execution 5,
6, 7, 8 RSM Debrief 9, 10 Closing the Sale 11, 12 Losing the Sale
13 Partnership Planning 14, 15 1 2 3 4 5 6 7 8 Steps
Slide 14
14 Desktop in the Simulation
Slide 15
15 Introduction with District Manager
Slide 16
16 Example Multiple Choice Question
Slide 17
Live In-field Assessment Components
Slide 18
18 Case Study Overview
Slide 19
19 Role Play Overview
Slide 20
20 Behavioral Interview
Slide 21
21 Regional Sales Manager (RSM) Assessment RSMREP
Slide 22
22 District Manager (DM) Assessment Purpose: quantify and
evaluate sales rep performance Conducted online by DM
Slide 23
23 Training Needs Analysis Coverage Matrix
Slide 24
Organizational Aggregate Results
Slide 25
25 Customer/Influencer Identification and Building
Partnerships
Slide 26
26 Sales Call & Closing Effectiveness
Slide 27
27 Fact-finding and Analysis
Slide 28
Key Findings
Slide 29
29 Distribution of All Success Factors (Moving the mean)
Partnership Sales Call Planning Sales Call & Closing Proposal
Preparation Market Savvy Business & Financial Acumen Product
Knowledge Fact finding & Analysis Balanced Judgment 100-90
89-80 79-7037%20%24%14%21%25%14%38%28% 69-6010%15%13% 14%25%9%13%7%
59-50 47%35%37%27%35%50%23%51%35%
31 Sales Performance vs. Assessment Results New Installations
Sales Performance
Slide 32
Delivering Individual Results and Actionable Development
Planning
Slide 33
33 Delivering Results Review Success Profile and Methodology
Organizational Results Key Findings Summary Informal BTS
Observations Next Steps
Slide 34
34 Score Card Example
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35 Development Action Plan (DAP)
Slide 36
Addressing Organization-wide Training Needs
Slide 37
37 Building Business Partnerships Teams manage a fictitious
account that mirrors Schindlers 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
Slide 38
38 Program Flow Simulation Round Simulation Round Role Play 1
Team Presentations Feedback Teach Session Program Introduction
Pre-work Application Session 3 rounds
