SlideShare ist ein Scribd-Unternehmen logo
1 von 16
Downloaden Sie, um offline zu lesen
Sales Transformation Roadmap
With Chally’s World Class Sales and
Talent Audit Methodology
The GoAl oF SAleS TAlenT MAnAGeMenT


The GoAl oF SAleS TAlenT MAnAGeMenT For Any orGAnizATion
iS To idenTiFy The riGhT TAlenT eArly, SCreen ouT The
MiSMATCheS beFore They Are hired, reTAin The hiGh poTenTiAl
TAlenT you WAnT To keep, And idenTiFy And develop TAlenT
For FuTure opporTuniTieS WiThin The orGAnizATion. An
AudiT oF A SAleS TAlenT pool provideS orGAnizATionS WiTh
eASily ACCeSSible deCiSion MAkinG ToolS ThAT enAble TheM To
SeleCT, AliGn, enGAGe, develop And reTAin The SAleS TAlenT
neCeSSAry To drive STrATeGiC objeCTiveS.




    FACTS:                                                    SAleS TAlenT AudiTS CAn help you:
                                                              •	 identify trends, gaps, and needs at the organizational, team,
                                                                 and individual levels
    65%      of salespeople who fail could be successful in
             other roles in the organization
                                                              •	 Compare individuals to multiple sales roles to identify best
                                                                 fit roles and talent optimization

    15%      Fewer than 15% of “Superstar” salespeople
             succeed in management                            •	 Strategically make decisions on sales promotions and
                                                                 succession planning

    70% of strong inside salespeople are good atwhen
        maintaining client relationships, yet fail
                                                              •	 identify strengths and weaknesses of the sales organization
                                                                 down to the competency level
             asked to drive new business development
             with outside accounts                            •	 Target specific sales training and development needs across
                                                                multiple levels of the organization



This document outlines what it takes to make a World Class sales force by understanding the types of
salespeople and how to measure their specific sales “dnA” to optimize performance.



2
WhAT MAkeS A GreAT SAleS ForCe ?


Chally routinely presents the World Class       WhAT CuSToMerS WAnT                           CriTiCAl SAleSperSon
Sales benchmarking study. This study            FroM SellerS                                  SkillS
consists of businesses across a broad           our initial tri-annual interviews with over   having conducted extensive
industry spectrum to identify the criti-        1,000 corporate customers established         research into customer purchasing
cal sales practices of exceptional sales        three major needs customers expected          behavior, we are able to enumer-
forces as measured by the customers             vendors and sellers to address, even          ate these new buying needs. This
they serve. For the 2006 benchmarking           though customers were not confident           list of expectations essentially
research, each salesperson was rated on         they could get them.                          defines the role of the new sales
15 critical evaluation points. in addition,                                                   professional of the 21st century.
three consecutive years of purchase             •	 Customers want to narrow their own
volume for each rated salesperson was              focus to the few things they do best,      in The CuSToMerS’
statistically correlated to identify the fac-      and outsource the rest without the         oWn WordS:
tors that drive buying decisions. These            added overhead costs of supervising
                                                   their suppliers;                           •	 be personally accountable for
studies have been sponsored by major
                                                                                                 our desired results
customers including: ACdelco, johnson
                                                •	 Customers want sellers to know             •	 understand our business
& johnson, The Mead Corporation, pepsi
                                                   their business well enough to create
Cola, reynolds & reynolds, Steelcase,                                                         •	 be on our side
                                                   products and services they wouldn’t
upS, ibM, Marriott, GM Fleet and Com-
                                                   have been able to design or create         •	 design the right applications
mercial, ohio university and Advantage
                                                   themselves;                                •	 be easily accessible
performance Group.
The results of this research are organized      •	 Customers want proof — hard                •	 Solve our problems
into a comprehensive manual, the World             evidence — that their suppliers have       •	 be creative in responding to our
Class Sales excellence report.                     added value in excess of price.               needs
The following are key findings of the                                                         Customers believe sales forces that
World Class Sales studies.                                                                    excel at these seven factors will best
                                                                                              fill their three basic business needs.

                                                                                              by benchmarking the top 10 of
                                                                                              these sales forces, we identified the
                                                                                              critical success factors for “World
                                                                                              Class” sales, and the standards of
                                                                                              sales excellence. benchmarking
                                                                                              pinpoints how world class sales
                                                                                              forces manage customer satisfac-
                                                                                              tion, understand their customers’
                                                                                              businesses and deliver the other
                                                                                              benefits their customers want.


                                                                                                                                       3
neW requireMenTS, neW CulTure

To be the “outsource of choice” forces a    not only of the product but also in doing     marking others, through partnerships,
seller to refocus the corporate culture.    business with the seller. The outsource       or coincidentally by just attacking their
Creative engineers or other technical       of choice will take responsibility for man-   own needs. Through a “total quality”
experts who invent new products are         aging the relationship or, as sometimes       styled approach, they are investigating
not enough to sustain a competitive         defined, the “partnership” between            and analyzing their customers’ needs
advantage. Too many new products do         seller and customer. This will require        and problems. They are reorganizing
not match customers’ priorities or are      the role of the salesperson and, conse-       their processes, developing new skills,
too difficult to understand or use; some-   quently, the role of the sales managers       creating new measures and new stan-
times they are simply not needed.           who train and develop the salespeople,        dards and, most of all, committing to the
                                            to change.                                    need for continuous improvement.
The focus must change from product
to benefit or business result. Grandi-      Top sellers are changing from peddlers        The most basic tenets of total quality
ose products and services with more         to relationship managers, from order-         management require the biggest invest-
capacity, features, or options are often    takers to consultants. in some cases,         ments to be in people and measure-
just seen as overpriced. Additionally,      order taking, service, technical support,     ment. in fact, the hallmark of how the
products and services must be simple        and product expertise are not even            world class selling companies can be
to use and manage, either in their own      directly provided by the salesperson.         recognized is in their approach to their
right or because the seller manages the                                                   people and their approach to informa-
                                            While the requirements are changing
complexity as part of the sale.                                                           tion and its management.
                                            and many of the solutions are new, the
The focus must also change from price       approach top sellers use is remarkably
and delivery to utility and ease of use,    consistent, either intentionally by bench


    The bASiCS oF World ClASS SAleS


    SiMply STATed, The                       The basic priority, therefore, is to add     CorporATe expreSS starts
    overridinG philoSophy oF                 value to the customer’s business. For        with the customer. “our value
    TheSe beST SAleS ForCeS iS:              example, here are a few methods              proposition involves really
    “be The ouTSourCe oF                     implemented by current World Class           surrounding our customers with
    preFerenCe.”                             Sales winners:                               valued-added contacts.”

                                             Applied induSTriAl                           GlobAl iMAGinG teaches its
                                             TeChnoloGieS maintains a                     salespeople how its customers buy
                                             Customer Advisory Council that meets         its products and services. in doing
                                             annually to allow existing customers         so, the salespeople are again put
                                             to discuss Applied’s areas of strength       into the shoes of the customer and
                                             and opportunities for improvement.           see from the customer’s perspective
                                             These sessions are conducted by a            how their own selling behaviors are
                                             third-party facilitator                      perceived.

                                                                                          inSiGhT’S enterprise Sales Force has
                                                                                          several selling roles with differing
                                                                                          responsibilities at various steps in
                                                                                          the sales cycle.


4
AddinG vAlue requireS AT leAST Three CriTiCAl eleMenTS:


                                              Changes at all the world class sales           seven. The process areas they have
  1     MeASure
        (identify the business needs of       forces are still in process and will con-      not focused on were either less critical,
        customers);                           tinue to be. Customers did not credit          due to the nature of their product or
                                              these top sales forces with perfec-            service, or, more likely, because they
                                              tion, just being closer to it than their       had first focused on the most critical
  2     develop
        the added services to wrap
                                              competitors. but the spirit of kaizen          processes, and they just haven’t gotten
                                              (continuous process improvement) is            to the others … yet!
        around your products, which           well-respected in world class sales force
        will guarantee customers’                                                            More importantly, because of the diver-
                                              management. in essence, no matter
        business improvement;                                                                sity of products, channels of distribu-
                                              how good they get, they recognize
                                                                                             tion, and needs of customers across
                                              they can always be better.
                                                                                             the best-in-class sales companies, an
        MeASure AGAin
  3     for both continuous improve-
                                              While, in summary, people and infor-
                                              mation are the major focus, we found
                                                                                             organized review of why and how they
                                                                                             approached each area establishes a
        ment refinements as well as           seven distinct process areas that could        valuable decision analysis guideline
        proof for customers that their        be described as critical benchmarks.           beyond the solutions established by
        business was improved.                All of the top-ranked sales companies          any one sales force.
                                              have rigorously addressed most of the



The Seven SAleS benChMArk proCeSS AreAS Are

 1. CuSToMer-driven CulTure                 More importantly, and a greater source           comprehensive set of criteria that es-
 2. reCruiTinG And SeleCTion                of error in sales management, is the             sentially documents the “technology” of
 3. TrAininG And developMenT                choice of options to approach the need.          market segmentation and sales force spe-
 4. MArkeT SeGMenTATion                     For example, a seller who identifies a           cialization. The same is true for each of
                                            need to segment markets still must               the other seven benchmark areas. now,
 5. SAleS proCeSSeS
                                            decide how to segment: by customer in-           rather than intuit or deduce a solution
 6. inForMATion TeChnoloGy
                                            dustry, by customer size, by geography,          based on previous and perhaps inap-
 7. orGAnizATionAl inTeGrATion              or perhaps by product or service offered.        propriate experience, informed sales and
                                            The difficult challenges include: Can we         corporate executives can apply estab-
 The priority and type of solution for
                                            afford more than one salesperson in the          lished guidelines that help analyze and
 each of these seven process areas
                                            same geographic territory? Will custom-          prioritize the options evaluated. The best
 varies according to the specifics of the
                                            ers accept multiple contact from the same        sales practice companies in aggregate
 product and market. For example,
                                            vendor, each representing a different            provide a manual of best practice options
 sales force segmentation or special-
                                            product or service? Can a salesperson af-        and appropriate application criteria.
 ization is a priority when different
                                            ford to specialize and still cover all the ac-
 customers or customer groups require                                                        For additional details go to:
                                            counts assigned? in how many different
 specialized added values that are                                                           www.chally.com/research/white-papers.html
                                            areas can a salesperson become expert?
 not appropriate for other customer                                                          to download “how To Select A Sales Force That
 groups. The more dramatically added        by analyzing the very different options          Sells” White paper for more details.
 value needs vary, the more critical        that the best sales companies selected,
 sales force specialization becomes.        and the rationale and effectiveness of
                                            the solution, we can establish a more




                                                                                                                                         5
hoW To MATCh The riGhT Type oF
SAleSperSon To your CuSToMerS*

The most successful sales managers recognize that all good salespeople must have certain vital skills and motivations. The
degree and type required, however, will vary according to what customers

Market and customer analysis by Chally has identified four distinctly different types of customers. They, in turn, respond most
positively to four different types of salespeople.

underSTAndinG MArkeT (purChASer) TypeS                                  underSTAndinG The bASiCS
                                                                        oF CuSToMer needS
Truly new products are typically purchased either by technical
experts (who must buy new technology to remain expert) or               Customer need is largely driven by two factors:
(more frequently) by visionary “gateswingers” who have never            •	 Complexity of using a product/service
used that product–for example, the state-of-the-art dermatolo-          •	 experience or expertise in its use or application
gist who buys a new style laser for removing skin blemishes
                                                                        in Chally research, we have found that intuitive gateswingers
but hires an expert to operate the equipment. even so, most
                                                                        need an emotional appeal stimulated by “closing” salespeople
brand-new products must seem exciting yet be simple enough
                                                                        in order to buy.
to understand the benefit. The gateswinger, then, doesn’t
want 20 different features from which to choose.                        inexperienced but real users have both substantial technical
                                                                        and application support needs and purchase and delivery
The new “system” buyer is an inexperienced but real user. This          needs that must be met by a “consultative” sales approach in
could include a financial services buyer who must select asset          order to use their system.
managers. it could also be a computer system user. once this
                                                                        experienced and demanding users no longer have high techni-
person becomes knowledgeable on usage, he or she becomes an
                                                                        cal and application support needs. however, they continue
experienced and more controlling user of the established system.
                                                                        to have pressing purchase and delivery needs that include a
Commodities buyers have become so totally experienced with a            major personal component with a “relationship” salesperson to
product or service that the purchase and usage are completely           help in the ordering process. Typically, only two needs predict
standardized and often delegated as a routine function ... when was     commodity buying behavior from “display” salespeople: price
the last time you asked how to use an electric pencil sharpener?        and convenience.

                                                                                                       CUSTOMER NEEDS
            MARKET PURCHASER TYPES                                                     CUSTOMER COMPLEXITY IN USING (BUYING) YOUR PRODUCT OR SERVICE
                                                                          HI
                                                                      TOUCH         NEED TECHNICAL &
    NEW SYSTEM BUYERS                 ESTABLISHED                                                                             NEED PURCHASE
                                                                        SALE         APPLICATION AND
                                     SYSTEM BUYERS                                      PURCHASE &                          & DELIVERY SUPPORT
    INEXPERIENCED AND
         REAL USERS                 EXPERIENCED AND                               DELIVERY SUPPORT FROM                    FROM A RELATIONSHIP
     (IN SELECT USAGE)                  REAL USERS                                    A CONSULTATIVE                          SALES APPROACH
                                    (IN BROAD USAGE)               CUSTOMER          SALES APPROACH
                                                               COMPLEXITY IN
                                                               USING (BUYING)
                                                               YOUR PRODUCT
                                       COMMODITY                   OR SERVICE
      NEW PRODUCT                        BUYERS                                                                        NEED PRICE & CONVENIENCE
        BUYERS                                                                  NEED AN EMOTIONAL APPEAL                    FROM A DISPLAY
                                   EXPERIENCED USERS                              FROM A CLOSING SALES                    (COMMODITY) SALES
    EXPERTS OR INTUITIVE           WITH STANDARDIZED                      LO            APPROACH                              APPROACH
      “GATESWINGERS”                PRODUCT/SERVICE                   TOUCH
                                                                        SALE
                                                                                HI                                                                       LO
            The Product Market Lifecycle                                        TECH         CUSTOMER EXPERTISE & EXPERIENCE WITH                      TECH
                                                                                SALE              YOUR PRODUCT OR SERVICE                              SALE

* based on book by: howard p. Stevens and jeff Cox,
The quadrant Solution, American Management Association, 1991

6
deTerMininG CuSToMer needS

Actually identifying and analyzing customer needs, those that influence buying behavior and those that predict buying behavior,
is an emerging research science being pioneered by Chally.
it is a sophisticated process involving scoreable executive interviews that lead to quantifying qualitative, open-ended data. how-
ever, we have established key questions that can assist you in determining your customers’ basic needs.




                                                                              CONSULTATIVE                 RELATIONSHIP
                                                                                 SALES                        SALES
             MATChinG The riGhT SAleSperSon
          Matching the right salesperson to customer needs, re-
       quires an understanding of the four types of salespeople:
                                                                                  CLOSING                     DISPLAY
                                                                                   SALES                       SALES




  queSTionS indiCATinG TeChniCAl And                                 queSTionS indiCATinG purChASe And
  AppliCATionS needS:                                                delivery needS:

   1. Customers are biased toward buying from a prestigious           1.   your customers see less (or little) technical or
      name partly because they lack the internal expertise to              qualitative difference between your product/service
      evaluate or critique our product or service                          and competitors, and therefore select on “service”
                                                                           price?
   2. Customers recognize that the quality of technical
      assistance and follow-up is more important than price?          2.   your customers are more bothered by late delivery
                                                                           or poor follow-up than engineering” issues or new
   3. your product or service is not so built into your
                                                                           product development?
      customers’ way of doing business that it is essential to
      them?                                                           3.   your customers expect regular contact, not just
                                                                           when you want to take their order?
   4. you are perceived as one of only one or two sources
      where customers could obtain product/service?                   4.   your products/services would be difficult to buy
                                                                           from a catalog without someone to talk to?
   5. your product or service must be custom ordered?
                                                                      5.   Customers tend to stay loyal to vendors they know
   6. reliability and credibility (often an image) are more
                                                                           and trust?
      important than price?
                                                                      6.   Customers often develop personal relationships with
   7. Follow-up orders will also require technical help to plan
                                                                           salespeople (possibly even following them if they
      or design the order?
                                                                           switch to work with another vendor)?
   8. price is not a major issue as long as the “benefit” seems
                                                                      7.   it takes customers a fairly long time to really trust
      worthwhile?
                                                                           and depend on a new vendor?
   if you answered “yes” to five or more questions,                   8.   usually your customers will not just call in an order
   your typical customer is in one of the two left                         without at least occasional face-to-face contact?
   quadrants. if four or less, your typical customer
   is in one of the two right quadrants.                              if you answered “yes” to five or more questions,
                                                                      your typical customer is in one of the top two
                                                                      quadrants. if four or less, your typical customer
                                                                      is in one of the two bottom quadrants.

                                                                                                                                     7
hoW To SpeCiAlize your SAleS ForCe To MeeT CoMpAny objeCTiveS

     Companies emphasizing growth and specific business initiatives often find it appropriate to segment sales activities beyond recog-
     nizing the four broad segments of customers. extensive Chally research of more specialized sales forces has identified 14 specific
     sets of sales and service skills that are required to succeed in specialized sales roles. The sales specialist “map” below demonstrates a
SALES SPECIALTY MAP a sales executive to identify the one unique profile best suited to accomplish a specialized sales initiative. A
     decision tree that allows                                                                                    Hunter     Farmer   Other

     series of no more than five questions will lead to the best match.



                                     Outside: Field Sales                                                                                   Inside: Telesales/Mktg.
                                                                                                                                               Customer Service
                    Indirect Sales                          Direct Sales




                                          Full Line                                                             Full Specialized Products/Services


                  Sales to Resellers or
                                                               Major Account                  Territory
                 through Distributors



                                          Strategic
                                                                                                              System         Product/        Product/
                                          Account
                                                                                                             Specialist       Service      Transactional
                                                                                                                             Specialist      Specialist
                                                      New Business         Major Account
                                                      Development          Management
                                                        (Hunter)             (Farmer)



                                                                                          Consultive        Relationship
                                                                                        (more Hunter)      (more Farmer)
                                                                                       Product/System     Product/System
                                                                                                                             Outbound          Inbound        Customer
                                                                                                                                                               Service




             queSTionS

             Q         is this position field (outside) sales or inside (tele) sales?

             Q         is the position proactive (outbound tele or direct sales contact) or reactive (inbound tele or indirect field sales
                       through a distributor) or primarily customer service?

             Q         is the position primarily responsible for a full line or a specialized product or service?

             Q         is the sales effort account based (strategic or major accounts) or geographically based (territory sales)?


             Q         is the salesperson’s responsibility primarily to acquire new accounts (hunter) or maintain and grow existing ac-
                       counts (farmer)?


         8
roleS And requireMenTS oF
SpeCiAlized SAleS poSiTionS



    indireCT SAleS                                            TerriTory relATionShip
    (viA diSTribuTorS or reSellerS)                           produCT SAleS
    Acquires skills at training customers (on sales and       Calls for a disciplined and systematic approach
    programs), making joint sales calls, sales motivation-    to goal achievement and a focused response to
    al and presentation techniques, product knowledge,        customer needs in a service capacity, as well as
    and the ability to maintain repeat sales                  effective communication skills and the ability
                                                              to work a sales plan in account penetration;
                                                              removes objections and gives permission to buy
    STrATeGiC ACCounT MAnAGer
    Strategic relationships are built with major custom-
    ers through initiative, a willingness to work long        TerriTory ConSulTATive
    hours, proactive assistance and support, a willing-       SySTeM SAleS
    ness to further develop technical competence, and         demands the skill to develop business through
    an emphasis on sharing information that is perti-         effective lead generation, qualification of
    nent and will have lasting educational impact             profitable prospects, and tailored presentations;
                                                              willing to work long hours to meet objectives,
                                                              sets ambitious goals and achieves them through
    neW buSineSS                                              effective selling, and understands sales strate-
    developMenT (hunTer)                                      gies and tactics
    demands individuals who can develop leads, find
    opportunities, penetrate prospects and customers,
    and be willing to put in long hours as well as prob-      TerriTory relATionShip
    lem solve and close                                       SySTeM SAleS
                                                              Adapts image to accommodate customers, gives
                                                              personal attention, and takes hands-on respon-
    ACCounT MAnAGeMenT (FArMer)                               sibility for assuring continued customer satis-
    requires excellent customer relations skills focused
                                                              faction; knowledgeable of sales strategies and
    on working internal systems on the customer’s be-
                                                              pushes to set personal records in sales; comfort-
    half, and effectiveness at explaining and clarifying
                                                              able with the recognition of a high-profile role
    issues to the customer; this is driven by the desire to
    increase business and the ability to work long hours
    when necessary to accomplish that                         SySTeM SpeCiAliST
                                                              Focuses on assuming the leadership to learn cus-
                                                              tomer needs and goals, stays continuously aware
    TerriTory ConSulTATive                                    of the market and spends the long hours it takes
    produCT SAleS                                             to influence and train others
     Focuses on establishing a credible image, develop-
    ing new business through effective qualifying and
    presentation skills driven by the motivation to be an
    effective consultant
                                                                                         See additional on next page




                                                                                                                       9
produCT / ServiCe SpeCiAliST                               inbound TeleSAleS
         Customers look for individuals who provide                 requires an image conscious vocal demeanor
         reliable information, learn their business, know           in a service oriented individual who is inter-
         the market, and communicate effectively while              ested in learning the customer’s needs, solving
         remaining dedicated to their own sales results             problems, and making the appropriate (and
                                                                    profitable) recommendations

         produCT / TrAnSACTionAl SpeCiAliST
         demands initiative and perseverance to develop             CuSToMer ServiCe repreSenTATive
         leads, qualify, and close on an ongoing basis              Calls for a focused commitment to take per-
                                                                    sonal responsibility for satisfying all customers,
                                                                    regardless of their attitude or style; solutions
         ouTbound TeleSAleS                                         must be intelligently thought out, often quickly,
         Takes the initiative to present benefits and answer        and presented with a positive attitude
         objections in order to grow the business; willing to
         learn the products and services; can persevere for
         as long as necessary to succeed




                                HOW SPECIALIZED SALES POSITIONS FIT THE FOUR MARKETS

                                CLOSING                CONSULTATIVE                RELATIONSHIP                  DISPLAY

       Pro/Re active         Telesales                                                   Telemktg. (Customer Service)
                                                            Direct Sales
                                                                                      Indirect Sales
     Product O ering        Concept Sales              System Sales             Product & Service             Product Only
      Customer Size                                         Strategic Accts. & Major Accts.
                                                                                  Territory Accts.

       Growth Rate                        New Business Dev. (Hunter)                Acct. Management (Farmer)




10
A STrATeGiC MeThod For More ACCurATe
SAleS TAlenT MAnAGeMenT deCiSionS

reSeArCh-bASed ASSeSSMenT                       Chally’s single online assessment is           The Talent Audit is very different from
To pinpoinT SpeCiFiC                            unique. it captures 866 data points that       “old school” employee assessments
STrenGThS And WeAkneSSeS                        each represent a potential marker associ-      because it is:
Most organizations have identified Sales        ated with habits, traits, competencies,
                                                skills, aptitudes, and attitudes that influ-   •	 designed to reveal predictive
Talent Management as a strategic prior-
                                                ence an individual’s success on the job.          results used for effective decision
ity. however, the methods they use to
                                                The assessment can evaluate an indi-              making—rather than to create merely
evaluate employees are typically flawed.
                                                vidual on 156 unique work performance             comprehensive or descriptive data
Making effective decisions about Sales          skills that have been validated in more           (which often have limited value)
Talent Management is nearly impos-              than 200 studies of actual on-the-job          •	 Standardized, with the same exact
sible when relying on methods that are          performance. All of Chally’s capabilities         measures across all positions—rather
subjective, inconsistent, not tailored to       have been researched on a database of             than using different measures for
specific job skills, or because the results     over 250,000 salespeople, professionals,          some jobs, which create skewed
are not meaningful enough to support            and managers.                                     results
objective and accurate decision making.
                                                AGGreGATed vieW oF SkillS                      •	 Completely objective—rather than
however, an assessment that cre-                To deTerMine job AliGnMenT                        colored by personal or political
ates truly predictive data is a priceless       And TrAininG needS                                agenda
decision-making tool. That difference           just as dnA is specific to a given indi-
is exactly what makes Chally’s assess-          vidual, a Talent Audit can pinpoint the        •	 Flexible, enabling key data to be
ment and Talent Audit a key differentia-        “job skill dnA” of a given employee. it           compared and cross-referenced in
tor for every organization. This unique,        provides access to skill comparisons and          endless varieties—rather than limiting
web-based assessment system for talent          overall success potentials with a predic-         access to a single individual, job
selection, alignment, and development           tive accuracy similar to the way a dnA            function, or group at a time
is truly the “next generation” of applying      strand identifies genetic makeup of each
total quality management (TqM) to tal-                                                         •	 easy to interpret—free of complex
                                                individual.
ent management.                                                                                   mechanisms that waste valuable time
                                                in this manner, organizations are able            without adding clarity or analytical
Assessment results are used for employ-         to inventory a complete list of strengths         value
ee skill gap identification, team building,     and weaknesses for all key employees
career development, succession plan-                                                           even implementation aspects are very
                                                across every important position, with
ning, talent deployment, training priori-                                                      different from typical employee assess-
                                                every team, or across the whole organi-
ties, and many other critical applications                                                     ments. The online Talent Audit assess-
                                                zation.
that can have a direct and immediate                                                           ment is easy to administer, requiring
impact on improving employee, team,             it is instructive to differentiate between     about an hour of an employee’s time.
and organizational effectiveness.               this approach and the typical employee         it is also currently available in over 20
                                                assessment that may generate impres-           languages to meet the needs of global
Chally’s ability to create predictive, rather   sive numbers but not meaningful data.          organizations.
than simply descriptive, results has been
honed for more than thirty years.


                                                                                                                                           11
The TAlenT AudiT

WiTh The TAlenT AudiT,                      AverAGe                                    vAlidATed proFileS
ClienTS CAn:                                The average score for the group per        Across the top of the table in vari-
                                            a given position.                          ous colors you see the titles of the 4
•	 identify trends, gaps and needs                                                     custom validated profiles.
   at the organizational, team, and
   individual levels                        CounT
•	 Compare individuals to multiple          displays the total number of partici-      CoMpeTenCieS
   roles to identify best fit roles and     pants.                                     by simply clicking on the position
   talent optimization                                                                 column, dbl Click to open, the
•	 Strategically make decisions                                                        file expands to display the group
                                            STrenGTh / CAuTion /                       of competencies for that specific
   on promotions and succession
   planning
                                            WeAkneSS                                   position. The view on this page is
                                            The number of individuals who
•	 identify strengths and weaknesses                                                   expanded to show competencies for
                                            represent possible matches per
   of the organization down to the                                                     the business unit Manager role.
                                            each position are indicated in the
   competency level
                                            Strength and Caution rows. Those
•	 Target specific training and             who are mismatches are indicated in        ColorS
   development needs across multiple        the Weakness row.                          A different color code, lighter shades
   levels of the organization                                                          of green, yellow, and red, is used to
                                            it is important to note this is just one   reflect the scores for the individual
overvieW                                    data point to be used when planning        competencies. The darker shades re-
The Talent Audit displays the scores of     career development. Although an            flect the overall score per individual.
all participants across the positions by    individual may score high, the scores
Client xyz. Scores are color-coded to       measure the potential for success in       There are many other fields that can
provide a visual depiction of an indi-      a given position. Training, coaching,      be used to segment the Talent Audit.
vidual’s potential success in a position.   or mentoring would be beneficial to        These views include position, busi-
                                            increase the probability of success.       ness unit, Manager, or Country.
Green indicates strong potential for
success.
                                            SCorinG
Yellow indicates a good potential.          individuals are scored against Spe-
                                            cific roles, as well as competencies,
Red indicates a probable mismatch
                                            for any given role.
with the position requirements.




12
The Talent Audit is an excellent instrument to see, at a glance, potential candidates for role alignment. A critical component when
making decisions to align individuals from one role to another is the information collected on the Talent Audit. however, this is
only one source. performance in current role, evidence of the ability to perform in different or positions with higher-level respon-
sibilities, and minimum organization requirements should all factor in the decision making.



                                                                                                      CoMpAriSon by CoMpeTenCy                                                                                                                                         CoMpAriSon by proFile / role
   TAlenT AudiT exAMple
                                                                                  Talent Audit                                                                            dbl Click To Close                                                                           dbl Click                     dbl Click                   dbl Click




                                                                                                                                                                                                                                      proMoTeS CuSToMer relATionS by
                                                                                                                                        driven To produCe by inCreASinG
                                                                                                      MAxiMizeS reSulTS by pArTnerinG




                                                                                                                                                                                                                                                                                                                                 TerriTory ConSulTATive SySTeM
                                                                                                                                                                                                          eduCATeS CuSToMer ThrouGh




                                                                                                                                                                                                                                                                                                                                  overAll SuCCeSS probAbiliTy
                                                                                                                                          SAleS To exiSTinG CuSToMerS




                                                                                                                                                                                                                                                                                                                                  SAleS “ConSulTATive hunTer”
                           Copy visible rows to new    Copy visible rows to new




                                                                                                                                                                                                                                                                                                                                                                 overAll SuCCeSS probAbiliTy
                                                                                                                                                                                                                                                                          ACCounT MAnAGer “FArMer”



                                                                                                                                                                                                                                                                                                      neW buSineSS developMenT
                                                                                                                                                                               WorkS The SySTeM For The
                                                                                                         AS A CuSToMer AdvoCATe




                                                                                                                                                                                                                                                                                                                                                                  reGionAl SAleS direCTor
                                  Workbook                    Workbook




                                                                                                                                                                                                             STruCTured TrAininG




                                                                                                                                                                                                                                           SoliCiTinG FeedbACk




                                                                                                                                                                                                                                                                                                                                                                                               vAlidiTyC63
                                                                                                                                                                                      CuSToMer




                                                                                                                                                                                                                                                                                                              “hunTer”
                         Your Company Name
             last name             First name                   Title                       Manager

     blACk                 jerry                      Sales representative         breaux                     57                                49                                   66                         37                           71                           56                                51                            65                            63                     49
     peTerS                liSA                       Sales representative         breaux                     57                                84                                   84                         62                           39                           65                                49                            53                            78                     49
     bACon                 rebeCCA                    Sales representative         Marlow-hensel              84                                81                                   84                         82                           39                           74                                41                            51                            52                     86
     klinGer               kenny                      Sales representative         Marlow-hensel              42                                36                                   66                         74                           79                           59                                59                            54                            59                       4
     lAWSon                john                       Sales representative         breaux                     66                                81                                   84                         87                           47                           73                                55                            51                            67                     49
     dAviS                 SCoTT                      Sales representative         breaux                     64                                10                                   96                         46                           13                           46                                67                            40                            34                     30
     diCkerSon             STeve                      Sales representative         hall                       57                                84                                   66                         82                           57                           69                                61                            61                            51                     49
     GoMez                 jill                       Sales representative         hall                       84                                38                                   48                         70                           30                           54                                53                            59                            62                     49
     kenT                  ClArk                      Sales representative         hall                       57                                49                                   84                         70                           47                           61                                58                            60                            57                     49
     Miller                lindA                      Sales representative         hall                       53                                70                                   84                         54                           64                           65                                52                            68                            75                     14
     kennedy               dAve                       Sales representative         Marlow-hensel              18                                49                                   84                         62                           39                           50                                63                            36                            49                     86
     MArTin                lynne                      Sales representative         hall                       66                                38                                   66                         30                           30                           46                                58                            44                            46                     96
     puCkeTT               bill                       Sales representative         Marlow-hensel              46                                43                                   84                         28                           27                           46                                68                            41                            47                     30
     burnS                 bill                       Sales representative         breaux                     57                                   8                                 84                         62                           98                           62                                69                            50                            32                     96
     AGneW                 FrAnk                      Sales representative         breaux                     27                                78                                   66                         59                           75                           61                                51                            47                            77                     30
     roberTS               MArk                       Sales representative         breaux                     82                                75                                   84                         21                           16                           56                                57                            38                            43                     30
     elliS                 ToM                        Sales representative         hall                       72                                86                                   26                         86                           75                           69                                53                            86                            76                     30
     SMiTh                 jACqueline                 Sales representative         hall                       48                                81                                   96                         70                           23                           64                                57                            47                            46                     86
     Monroe                Fred                       Sales representative         breaux                     82                                43                                   96                         73                           61                           71                                47                            72                            71                     30
     pArker                ArThur                     Sales representative         hall                       57                                49                                   66                            5                         47                           45                                64                            27                            35                     96
     TAylor                liSA                       Sales representative         Marlow-hensel              66                                38                                   84                         42                           76                           61                                69                            56                            54                     70
     rolAnd                jerry                      Sales representative         Marlow-hensel              70                                38                                   99                         56                           64                           65                                46                            41                            38                     14

                                                                                     Average                  60                                55                                   77                         57                           51                           60                                57                            52                            55                     51
                                                                                     Count                    22                                22                                   22                         22                           22                           22                                22                            22                            22                     22
                                                                                     Strength                                                                                                                                                                             12                                   8                            6                              7

                                                                                     Caution                                                                                                                                                                                   6                            10                              7                              6

                                                                                     Weakness                                                                                                                                                                                  4                               4                            9                              9




                                                                                                                                                                                                                                                                                                                                                                                                             13
TAlenT AliGnMenT And developMenT AppliCATionS

SAleS leAder deCiSion MAkinG                  While the Talent Audit is frequently used       penetrating new markets, increasing
•	 identify incumbent salespeople most        in management development and suc-              productivity, launching new products,
   adept at developing new business           cession planning, it is especially suited       reorganizations, and mergers
   (“hunters”) versus those best suited       for sales organizations, because the abil-
                                              ity to predict - and therefore apply and      •	 Strategically align human capital
   to managing existing customer
                                              augment salesperson job performance              strengths to achieve organizational
   relationships (“farmers”) or handling
                                              is essential to improving sales force ef-        needs and objectives
   Strategic Accounts, or developing into
   a sales subject matter expert or any       fectiveness.                                  •	 increase the ability to make more
   of 10 other key sales roles that World                                                      objective decisions, with the
                                              The underlying empirical database
   Class Sales benchmarking research                                                           confidence of knowing those
                                              derives from Chally’s World Class Sales
   has identified                                                                              decisions are based on predictive
                                              excellence research which includes best
                                              practices of the sales forces identified as      criteria
•	 determine which salespeople have the
   predictive skill strengths required to     being world class. The research is based
                                              on ratings from 70,000 customer inter-
                                                                                            An onGoinG
   succeed in a sales management role
                                              views, rating 210,000 salespeople across
                                                                                            deCiSion-MAkinG Tool
•	 identify salesperson skill gaps that can                                                 The Talent Audit assessment system and
                                              7,300 sales organizations.
   be remedied with training, coaching,                                                     tools are most effective for strategic de-
   or other strategies                                                                      cision making when used on a continu-
                                              huMAn reSourCe deCiSion
                                                                                            ing basis. because data is predictive, its
•	 discover which salespeople have
                                              MAkinG
                                                                                            value for both employee development
                                              •	 Access and evaluate all incumbents
   the skills to transition to new roles                                                    and career selection is unparalleled.
                                                 in any group, to understand what
   (solutions sales versus transaction
                                                 areas are most appropriate for training    After completing a Talent Audit, each
   sales)
                                                 across the entire group or the entire      organization has on-demand access to
•	 identify where sales talent might most        organization                               its own employee assessment database.
   effectively be deployed to support key                                                   once the database contents—the “job
                                              •	 Create a corporate-wide profile of
   account goals                                                                            skill dnA”—is on file for all individuals,
                                                 strengths and weaknesses to prioritize
                                                 effective development initiatives,         no further assessments of employees or
•	 determine which salespeople can play
                                                                                            candidates are necessary. From a single
   a new role to meet the demands of an          succession planning, and high-
                                                                                            assessment, a career’s worth of informa-
   evolving customer                             potential identification
                                                                                            tion! And by continuing to assess new
•	 Ascertain the most critical training                                                     employees, the database remains current
   and development needs by employee,         exeCuTive deCiSion MAkinG                     and can be regularly updated by Chally.
   team, and position                         •	 Apply accurate, predictive, “job skill
                                                 dnA” insights to the consideration
                                                 of strategic initiatives that have
                                                 top- and bottom-line impact,
                                                 such as increasing market share,

14
no oTher MeASure
prediCTS AS Well AS ChAlly

Statistical analysis of the Chally assessment confirms that it provides predictive results invaluable for effective decision making.
Chally’s predictive accuracy has been supported by comparison with the most comprehensive reports by independent research-
ers. A leading university confirmed that the Chally tools were substantially more effective and less discriminatory than all other
selection techniques.

Chally measures exceed the correlations for all of the other commonly used tests. Chally’s eeoC compliant predictive assessment
methods improve selection accuracy by 25% to 30% over conventional methods.

The Chally Assessment is so stable over time that a study of 1,000 individuals who retook the Chally up to five years later resulted
in scores that changed by only plus or minus 3 points on average. This shows why the assessment needs to be taken only once.

no measure predicts as well, has less adverse impact, or is as practical as the Chally Assessment.

More than 2,500 organizations, from small to large to global, have made the Chally assessment system a part of the way they
make strategic talent management decisions to achieve up to 30% improvements in employee productivity and up to 40% reduc-
tion in undesirable turnover of productive employees.


Results so stable that up to 5 years later, scores only changed +/- 3 points on average

The TAlenT AudiT …
A proven SoluTion

“We performed the Talent Audit because        “What i learned by using the Chally          “When i found out about the Talent
we had a team who was new to the re-          Talent Audit was that we could see the       Audit, i realized that this solution was
gion and we had no idea what their skill      strength of the workforce (in a color-       unequalled in the industry. i like all the
sets were. There are a lot of assessment      coded way) that enabled us to review         features of the Talent Audit, especially
companies out there but all of them           the alignment of business strategy with      being able to view the group all together
failed to provide an aggregate report like    selection and with development. it is the    and the ease of sorting the data any way
Chally does. Chally’s individual reports      first time i have been able to accomplish    you want - individual groups, locations,
were also amazing. We appreciated the         this with the use of just one tool.”         positions.”
coaching tips which allowed the super-
visors to work with the individuals on
                                              elizAbeTh M. SMiTh, oWner                    MArCiA venuS, ph.d., oWner
specific development opportunities.”          And MAnAGinG direCTor                        Venus leadeRsHip
                                              HeRon Consulting gRoup, llC
jeFF pATTon, Group MAnAGer
SAleS perForMAnCe And
leAderShip developMenT
VeRizon



Cso insights research confirmed that companies using Chally’s assessment solutions can achieve over 10%
higher win rate over other pre-employment selection testing methods.



                                                                                                                                   15
AbouT ChAlly
Chally Group Worldwide was founded in 1973 through a grant from the u.S. justice department
to develop a selection assessment to measure the skills and motivation of law enforcement
candidates and predict who would be most successful. our measurements had to be accurate,
statistically valid predictors, and legally defensible.
Chally’s success led us to our next goal (also in 1973) to adapt our assessment process to the study
of salespeople, managers, and other positions in business. Since that time, we have evaluated
over 250,000 individuals. our current performance database also includes over 400 sales force
validation studies and over 70,000 extensive interviews of our corporate clients’ customers. Today,
Chally is an internationally-recognized technology leader in assessing and predicting future
performance for sales, service, and management positions, evaluating developmental needs,
sales force benchmarking, and customer and market audits.




                                                        WOR L DW I D E




                            © Copyright Chally Group Worldwide 2011

                                    Chally Group Worldwide
                                       3123 research blvd
                                       dayton, oh 45420

                        937.259.1200     800.254.5995          www.chally.com




                                                                                                       please recycle
                                                                                                               112811

Weitere ähnliche Inhalte

Was ist angesagt?

Commercial Effectiveness in Pharma 2012
Commercial Effectiveness in Pharma 2012Commercial Effectiveness in Pharma 2012
Commercial Effectiveness in Pharma 2012Digital MedCom
 
Pivotal crm for medical device manufacturers
Pivotal crm for medical device manufacturersPivotal crm for medical device manufacturers
Pivotal crm for medical device manufacturersPivotal CRM
 
Sales leader point of view
Sales leader point of viewSales leader point of view
Sales leader point of viewPivotal CRM
 
Sales Best Practice Study 2009
Sales Best Practice Study 2009Sales Best Practice Study 2009
Sales Best Practice Study 2009heinohovingh
 
Peex Consulting Services
Peex Consulting ServicesPeex Consulting Services
Peex Consulting ServicesMohammad Hijazi
 
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...DocuSign, Inc.
 

Was ist angesagt? (10)

Commercial Effectiveness in Pharma 2012
Commercial Effectiveness in Pharma 2012Commercial Effectiveness in Pharma 2012
Commercial Effectiveness in Pharma 2012
 
Pivotal crm for medical device manufacturers
Pivotal crm for medical device manufacturersPivotal crm for medical device manufacturers
Pivotal crm for medical device manufacturers
 
Sales leader point of view
Sales leader point of viewSales leader point of view
Sales leader point of view
 
7.2 7ps
7.2 7ps7.2 7ps
7.2 7ps
 
Chally Presentation
Chally PresentationChally Presentation
Chally Presentation
 
CRM
CRMCRM
CRM
 
Chapter15
Chapter15Chapter15
Chapter15
 
Sales Best Practice Study 2009
Sales Best Practice Study 2009Sales Best Practice Study 2009
Sales Best Practice Study 2009
 
Peex Consulting Services
Peex Consulting ServicesPeex Consulting Services
Peex Consulting Services
 
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...
Lead-to-Win 2012: Managing People, Process and Technology to Optimize the Las...
 

Andere mochten auch

Town hall meeting webinar 2.24.12
Town hall meeting webinar   2.24.12Town hall meeting webinar   2.24.12
Town hall meeting webinar 2.24.12progroup
 
Waterproofing contractor in spartanburg
Waterproofing contractor in spartanburgWaterproofing contractor in spartanburg
Waterproofing contractor in spartanburgDyna Smith
 
2016 February Announcements
2016 February Announcements2016 February Announcements
2016 February AnnouncementsWayne Irwin
 
Eval abecedarian, 2007
Eval abecedarian, 2007Eval abecedarian, 2007
Eval abecedarian, 2007auroreape
 
Wvid2013 huongdan webinar
Wvid2013 huongdan webinarWvid2013 huongdan webinar
Wvid2013 huongdan webinarBân Pro
 
Environmental problems and reitaku university
Environmental problems and reitaku universityEnvironmental problems and reitaku university
Environmental problems and reitaku universityReitaku Univ. Deutsch
 
Life Goes on After Shad
Life Goes on After ShadLife Goes on After Shad
Life Goes on After ShadSusie Pan
 
IWAR Briefing Maltz
IWAR Briefing MaltzIWAR Briefing Maltz
IWAR Briefing Maltzrichardmaltz
 
Radiant Beautiful Healthy Skin
Radiant Beautiful Healthy Skin Radiant Beautiful Healthy Skin
Radiant Beautiful Healthy Skin Cindy McAsey
 
Social media & marketing
Social media & marketingSocial media & marketing
Social media & marketingjuliet71
 
Teaching mannuel
Teaching mannuelTeaching mannuel
Teaching mannuelSano Anil
 
Mamaevazlata
MamaevazlataMamaevazlata
Mamaevazlataklepa.ru
 
Haiti great progress achieved, huge challenges ahead
Haiti great progress achieved, huge challenges aheadHaiti great progress achieved, huge challenges ahead
Haiti great progress achieved, huge challenges aheadlaurentlamothe
 
Ahciet final
Ahciet finalAhciet final
Ahciet finalnotsag13
 
Seven Steps to Success
Seven Steps to SuccessSeven Steps to Success
Seven Steps to SuccessSarwan Singh
 
Lesson template of roshna karim
Lesson template of roshna karimLesson template of roshna karim
Lesson template of roshna karimSano Anil
 

Andere mochten auch (20)

Victus dosya 3
Victus dosya 3Victus dosya 3
Victus dosya 3
 
Town hall meeting webinar 2.24.12
Town hall meeting webinar   2.24.12Town hall meeting webinar   2.24.12
Town hall meeting webinar 2.24.12
 
Waterproofing contractor in spartanburg
Waterproofing contractor in spartanburgWaterproofing contractor in spartanburg
Waterproofing contractor in spartanburg
 
2016 February Announcements
2016 February Announcements2016 February Announcements
2016 February Announcements
 
LandReformsekta
LandReformsektaLandReformsekta
LandReformsekta
 
Eval abecedarian, 2007
Eval abecedarian, 2007Eval abecedarian, 2007
Eval abecedarian, 2007
 
Wvid2013 huongdan webinar
Wvid2013 huongdan webinarWvid2013 huongdan webinar
Wvid2013 huongdan webinar
 
Environmental problems and reitaku university
Environmental problems and reitaku universityEnvironmental problems and reitaku university
Environmental problems and reitaku university
 
Life Goes on After Shad
Life Goes on After ShadLife Goes on After Shad
Life Goes on After Shad
 
IWAR Briefing Maltz
IWAR Briefing MaltzIWAR Briefing Maltz
IWAR Briefing Maltz
 
Radiant Beautiful Healthy Skin
Radiant Beautiful Healthy Skin Radiant Beautiful Healthy Skin
Radiant Beautiful Healthy Skin
 
Social media & marketing
Social media & marketingSocial media & marketing
Social media & marketing
 
Teaching mannuel
Teaching mannuelTeaching mannuel
Teaching mannuel
 
Mamaevazlata
MamaevazlataMamaevazlata
Mamaevazlata
 
Haiti great progress achieved, huge challenges ahead
Haiti great progress achieved, huge challenges aheadHaiti great progress achieved, huge challenges ahead
Haiti great progress achieved, huge challenges ahead
 
Ahciet final
Ahciet finalAhciet final
Ahciet final
 
Seven Steps to Success
Seven Steps to SuccessSeven Steps to Success
Seven Steps to Success
 
Lesson template of roshna karim
Lesson template of roshna karimLesson template of roshna karim
Lesson template of roshna karim
 
PNG Stevan Sremac
PNG Stevan SremacPNG Stevan Sremac
PNG Stevan Sremac
 
People aggregator
People aggregatorPeople aggregator
People aggregator
 

Ähnlich wie Sales Transformation Roadmap

Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation RoadmapHoward_Stevens
 
Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation RoadmapChris_Harper
 
Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation RoadmapScott_Runkle
 
Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation RoadmapChris_Harper
 
Sales transformation roadmap
Sales transformation roadmapSales transformation roadmap
Sales transformation roadmapMod Piyanush
 
Heed Presentation
Heed PresentationHeed Presentation
Heed PresentationMazen Farah
 
Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...CRM in Action
 
Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...CRMreviews
 
R Li40 Mktg 2011concept
R Li40 Mktg 2011conceptR Li40 Mktg 2011concept
R Li40 Mktg 2011conceptpfandrews
 
R Li40 Mktg 2011concept
R Li40 Mktg 2011conceptR Li40 Mktg 2011concept
R Li40 Mktg 2011conceptDJ_Macleod
 
Branding Marketing Sales Solution Using 1 K E Y
Branding  Marketing  Sales  Solution  Using 1 K E YBranding  Marketing  Sales  Solution  Using 1 K E Y
Branding Marketing Sales Solution Using 1 K E YSanjay Mehta
 
Sales Growth Engine
Sales Growth EngineSales Growth Engine
Sales Growth EngineAlbertlloyd
 
Evolution of strategic sales organisation
Evolution of strategic sales organisationEvolution of strategic sales organisation
Evolution of strategic sales organisationNisheeth Gupta
 
Achieving Results Through Customer Experience Management
Achieving Results Through Customer Experience ManagementAchieving Results Through Customer Experience Management
Achieving Results Through Customer Experience ManagementAchieveGlobal
 
Sales and Marketing Alignment: Enterprise B2B Case Study
Sales and Marketing Alignment: Enterprise B2B Case StudySales and Marketing Alignment: Enterprise B2B Case Study
Sales and Marketing Alignment: Enterprise B2B Case StudyAlex Shevelenko
 
Decoding The Chief Customer Officer: How forward thinking retailers are evolving
Decoding The Chief Customer Officer: How forward thinking retailers are evolvingDecoding The Chief Customer Officer: How forward thinking retailers are evolving
Decoding The Chief Customer Officer: How forward thinking retailers are evolvingFran Sykes
 
Unica wp customer-centric marketing
Unica wp customer-centric marketingUnica wp customer-centric marketing
Unica wp customer-centric marketingSunny Fei
 
Vivaldi UK Capabilities | Retail
Vivaldi UK Capabilities | RetailVivaldi UK Capabilities | Retail
Vivaldi UK Capabilities | RetailRichard Rolka
 
Surviving Product Management
Surviving Product Management Surviving Product Management
Surviving Product Management Louis Columbus
 
Seven Sales Force Development Trends
Seven Sales Force Development TrendsSeven Sales Force Development Trends
Seven Sales Force Development TrendsForum Corporation
 

Ähnlich wie Sales Transformation Roadmap (20)

Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation Roadmap
 
Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation Roadmap
 
Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation Roadmap
 
Sales Transformation Roadmap
Sales Transformation RoadmapSales Transformation Roadmap
Sales Transformation Roadmap
 
Sales transformation roadmap
Sales transformation roadmapSales transformation roadmap
Sales transformation roadmap
 
Heed Presentation
Heed PresentationHeed Presentation
Heed Presentation
 
Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-sell and Cross-Sell Po...
 
Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...
Leveraging the 360 Degree Customer View to Maximize Up-Sell and Cross-Sell Po...
 
R Li40 Mktg 2011concept
R Li40 Mktg 2011conceptR Li40 Mktg 2011concept
R Li40 Mktg 2011concept
 
R Li40 Mktg 2011concept
R Li40 Mktg 2011conceptR Li40 Mktg 2011concept
R Li40 Mktg 2011concept
 
Branding Marketing Sales Solution Using 1 K E Y
Branding  Marketing  Sales  Solution  Using 1 K E YBranding  Marketing  Sales  Solution  Using 1 K E Y
Branding Marketing Sales Solution Using 1 K E Y
 
Sales Growth Engine
Sales Growth EngineSales Growth Engine
Sales Growth Engine
 
Evolution of strategic sales organisation
Evolution of strategic sales organisationEvolution of strategic sales organisation
Evolution of strategic sales organisation
 
Achieving Results Through Customer Experience Management
Achieving Results Through Customer Experience ManagementAchieving Results Through Customer Experience Management
Achieving Results Through Customer Experience Management
 
Sales and Marketing Alignment: Enterprise B2B Case Study
Sales and Marketing Alignment: Enterprise B2B Case StudySales and Marketing Alignment: Enterprise B2B Case Study
Sales and Marketing Alignment: Enterprise B2B Case Study
 
Decoding The Chief Customer Officer: How forward thinking retailers are evolving
Decoding The Chief Customer Officer: How forward thinking retailers are evolvingDecoding The Chief Customer Officer: How forward thinking retailers are evolving
Decoding The Chief Customer Officer: How forward thinking retailers are evolving
 
Unica wp customer-centric marketing
Unica wp customer-centric marketingUnica wp customer-centric marketing
Unica wp customer-centric marketing
 
Vivaldi UK Capabilities | Retail
Vivaldi UK Capabilities | RetailVivaldi UK Capabilities | Retail
Vivaldi UK Capabilities | Retail
 
Surviving Product Management
Surviving Product Management Surviving Product Management
Surviving Product Management
 
Seven Sales Force Development Trends
Seven Sales Force Development TrendsSeven Sales Force Development Trends
Seven Sales Force Development Trends
 

Sales Transformation Roadmap

  • 1. Sales Transformation Roadmap With Chally’s World Class Sales and Talent Audit Methodology
  • 2. The GoAl oF SAleS TAlenT MAnAGeMenT The GoAl oF SAleS TAlenT MAnAGeMenT For Any orGAnizATion iS To idenTiFy The riGhT TAlenT eArly, SCreen ouT The MiSMATCheS beFore They Are hired, reTAin The hiGh poTenTiAl TAlenT you WAnT To keep, And idenTiFy And develop TAlenT For FuTure opporTuniTieS WiThin The orGAnizATion. An AudiT oF A SAleS TAlenT pool provideS orGAnizATionS WiTh eASily ACCeSSible deCiSion MAkinG ToolS ThAT enAble TheM To SeleCT, AliGn, enGAGe, develop And reTAin The SAleS TAlenT neCeSSAry To drive STrATeGiC objeCTiveS. FACTS: SAleS TAlenT AudiTS CAn help you: • identify trends, gaps, and needs at the organizational, team, and individual levels 65% of salespeople who fail could be successful in other roles in the organization • Compare individuals to multiple sales roles to identify best fit roles and talent optimization 15% Fewer than 15% of “Superstar” salespeople succeed in management • Strategically make decisions on sales promotions and succession planning 70% of strong inside salespeople are good atwhen maintaining client relationships, yet fail • identify strengths and weaknesses of the sales organization down to the competency level asked to drive new business development with outside accounts • Target specific sales training and development needs across multiple levels of the organization This document outlines what it takes to make a World Class sales force by understanding the types of salespeople and how to measure their specific sales “dnA” to optimize performance. 2
  • 3. WhAT MAkeS A GreAT SAleS ForCe ? Chally routinely presents the World Class WhAT CuSToMerS WAnT CriTiCAl SAleSperSon Sales benchmarking study. This study FroM SellerS SkillS consists of businesses across a broad our initial tri-annual interviews with over having conducted extensive industry spectrum to identify the criti- 1,000 corporate customers established research into customer purchasing cal sales practices of exceptional sales three major needs customers expected behavior, we are able to enumer- forces as measured by the customers vendors and sellers to address, even ate these new buying needs. This they serve. For the 2006 benchmarking though customers were not confident list of expectations essentially research, each salesperson was rated on they could get them. defines the role of the new sales 15 critical evaluation points. in addition, professional of the 21st century. three consecutive years of purchase • Customers want to narrow their own volume for each rated salesperson was focus to the few things they do best, in The CuSToMerS’ statistically correlated to identify the fac- and outsource the rest without the oWn WordS: tors that drive buying decisions. These added overhead costs of supervising their suppliers; • be personally accountable for studies have been sponsored by major our desired results customers including: ACdelco, johnson • Customers want sellers to know • understand our business & johnson, The Mead Corporation, pepsi their business well enough to create Cola, reynolds & reynolds, Steelcase, • be on our side products and services they wouldn’t upS, ibM, Marriott, GM Fleet and Com- have been able to design or create • design the right applications mercial, ohio university and Advantage themselves; • be easily accessible performance Group. The results of this research are organized • Customers want proof — hard • Solve our problems into a comprehensive manual, the World evidence — that their suppliers have • be creative in responding to our Class Sales excellence report. added value in excess of price. needs The following are key findings of the Customers believe sales forces that World Class Sales studies. excel at these seven factors will best fill their three basic business needs. by benchmarking the top 10 of these sales forces, we identified the critical success factors for “World Class” sales, and the standards of sales excellence. benchmarking pinpoints how world class sales forces manage customer satisfac- tion, understand their customers’ businesses and deliver the other benefits their customers want. 3
  • 4. neW requireMenTS, neW CulTure To be the “outsource of choice” forces a not only of the product but also in doing marking others, through partnerships, seller to refocus the corporate culture. business with the seller. The outsource or coincidentally by just attacking their Creative engineers or other technical of choice will take responsibility for man- own needs. Through a “total quality” experts who invent new products are aging the relationship or, as sometimes styled approach, they are investigating not enough to sustain a competitive defined, the “partnership” between and analyzing their customers’ needs advantage. Too many new products do seller and customer. This will require and problems. They are reorganizing not match customers’ priorities or are the role of the salesperson and, conse- their processes, developing new skills, too difficult to understand or use; some- quently, the role of the sales managers creating new measures and new stan- times they are simply not needed. who train and develop the salespeople, dards and, most of all, committing to the to change. need for continuous improvement. The focus must change from product to benefit or business result. Grandi- Top sellers are changing from peddlers The most basic tenets of total quality ose products and services with more to relationship managers, from order- management require the biggest invest- capacity, features, or options are often takers to consultants. in some cases, ments to be in people and measure- just seen as overpriced. Additionally, order taking, service, technical support, ment. in fact, the hallmark of how the products and services must be simple and product expertise are not even world class selling companies can be to use and manage, either in their own directly provided by the salesperson. recognized is in their approach to their right or because the seller manages the people and their approach to informa- While the requirements are changing complexity as part of the sale. tion and its management. and many of the solutions are new, the The focus must also change from price approach top sellers use is remarkably and delivery to utility and ease of use, consistent, either intentionally by bench The bASiCS oF World ClASS SAleS SiMply STATed, The The basic priority, therefore, is to add CorporATe expreSS starts overridinG philoSophy oF value to the customer’s business. For with the customer. “our value TheSe beST SAleS ForCeS iS: example, here are a few methods proposition involves really “be The ouTSourCe oF implemented by current World Class surrounding our customers with preFerenCe.” Sales winners: valued-added contacts.” Applied induSTriAl GlobAl iMAGinG teaches its TeChnoloGieS maintains a salespeople how its customers buy Customer Advisory Council that meets its products and services. in doing annually to allow existing customers so, the salespeople are again put to discuss Applied’s areas of strength into the shoes of the customer and and opportunities for improvement. see from the customer’s perspective These sessions are conducted by a how their own selling behaviors are third-party facilitator perceived. inSiGhT’S enterprise Sales Force has several selling roles with differing responsibilities at various steps in the sales cycle. 4
  • 5. AddinG vAlue requireS AT leAST Three CriTiCAl eleMenTS: Changes at all the world class sales seven. The process areas they have 1 MeASure (identify the business needs of forces are still in process and will con- not focused on were either less critical, customers); tinue to be. Customers did not credit due to the nature of their product or these top sales forces with perfec- service, or, more likely, because they tion, just being closer to it than their had first focused on the most critical 2 develop the added services to wrap competitors. but the spirit of kaizen processes, and they just haven’t gotten (continuous process improvement) is to the others … yet! around your products, which well-respected in world class sales force will guarantee customers’ More importantly, because of the diver- management. in essence, no matter business improvement; sity of products, channels of distribu- how good they get, they recognize tion, and needs of customers across they can always be better. the best-in-class sales companies, an MeASure AGAin 3 for both continuous improve- While, in summary, people and infor- mation are the major focus, we found organized review of why and how they approached each area establishes a ment refinements as well as seven distinct process areas that could valuable decision analysis guideline proof for customers that their be described as critical benchmarks. beyond the solutions established by business was improved. All of the top-ranked sales companies any one sales force. have rigorously addressed most of the The Seven SAleS benChMArk proCeSS AreAS Are 1. CuSToMer-driven CulTure More importantly, and a greater source comprehensive set of criteria that es- 2. reCruiTinG And SeleCTion of error in sales management, is the sentially documents the “technology” of 3. TrAininG And developMenT choice of options to approach the need. market segmentation and sales force spe- 4. MArkeT SeGMenTATion For example, a seller who identifies a cialization. The same is true for each of need to segment markets still must the other seven benchmark areas. now, 5. SAleS proCeSSeS decide how to segment: by customer in- rather than intuit or deduce a solution 6. inForMATion TeChnoloGy dustry, by customer size, by geography, based on previous and perhaps inap- 7. orGAnizATionAl inTeGrATion or perhaps by product or service offered. propriate experience, informed sales and The difficult challenges include: Can we corporate executives can apply estab- The priority and type of solution for afford more than one salesperson in the lished guidelines that help analyze and each of these seven process areas same geographic territory? Will custom- prioritize the options evaluated. The best varies according to the specifics of the ers accept multiple contact from the same sales practice companies in aggregate product and market. For example, vendor, each representing a different provide a manual of best practice options sales force segmentation or special- product or service? Can a salesperson af- and appropriate application criteria. ization is a priority when different ford to specialize and still cover all the ac- customers or customer groups require For additional details go to: counts assigned? in how many different specialized added values that are www.chally.com/research/white-papers.html areas can a salesperson become expert? not appropriate for other customer to download “how To Select A Sales Force That groups. The more dramatically added by analyzing the very different options Sells” White paper for more details. value needs vary, the more critical that the best sales companies selected, sales force specialization becomes. and the rationale and effectiveness of the solution, we can establish a more 5
  • 6. hoW To MATCh The riGhT Type oF SAleSperSon To your CuSToMerS* The most successful sales managers recognize that all good salespeople must have certain vital skills and motivations. The degree and type required, however, will vary according to what customers Market and customer analysis by Chally has identified four distinctly different types of customers. They, in turn, respond most positively to four different types of salespeople. underSTAndinG MArkeT (purChASer) TypeS underSTAndinG The bASiCS oF CuSToMer needS Truly new products are typically purchased either by technical experts (who must buy new technology to remain expert) or Customer need is largely driven by two factors: (more frequently) by visionary “gateswingers” who have never • Complexity of using a product/service used that product–for example, the state-of-the-art dermatolo- • experience or expertise in its use or application gist who buys a new style laser for removing skin blemishes in Chally research, we have found that intuitive gateswingers but hires an expert to operate the equipment. even so, most need an emotional appeal stimulated by “closing” salespeople brand-new products must seem exciting yet be simple enough in order to buy. to understand the benefit. The gateswinger, then, doesn’t want 20 different features from which to choose. inexperienced but real users have both substantial technical and application support needs and purchase and delivery The new “system” buyer is an inexperienced but real user. This needs that must be met by a “consultative” sales approach in could include a financial services buyer who must select asset order to use their system. managers. it could also be a computer system user. once this experienced and demanding users no longer have high techni- person becomes knowledgeable on usage, he or she becomes an cal and application support needs. however, they continue experienced and more controlling user of the established system. to have pressing purchase and delivery needs that include a Commodities buyers have become so totally experienced with a major personal component with a “relationship” salesperson to product or service that the purchase and usage are completely help in the ordering process. Typically, only two needs predict standardized and often delegated as a routine function ... when was commodity buying behavior from “display” salespeople: price the last time you asked how to use an electric pencil sharpener? and convenience. CUSTOMER NEEDS MARKET PURCHASER TYPES CUSTOMER COMPLEXITY IN USING (BUYING) YOUR PRODUCT OR SERVICE HI TOUCH NEED TECHNICAL & NEW SYSTEM BUYERS ESTABLISHED NEED PURCHASE SALE APPLICATION AND SYSTEM BUYERS PURCHASE & & DELIVERY SUPPORT INEXPERIENCED AND REAL USERS EXPERIENCED AND DELIVERY SUPPORT FROM FROM A RELATIONSHIP (IN SELECT USAGE) REAL USERS A CONSULTATIVE SALES APPROACH (IN BROAD USAGE) CUSTOMER SALES APPROACH COMPLEXITY IN USING (BUYING) YOUR PRODUCT COMMODITY OR SERVICE NEW PRODUCT BUYERS NEED PRICE & CONVENIENCE BUYERS NEED AN EMOTIONAL APPEAL FROM A DISPLAY EXPERIENCED USERS FROM A CLOSING SALES (COMMODITY) SALES EXPERTS OR INTUITIVE WITH STANDARDIZED LO APPROACH APPROACH “GATESWINGERS” PRODUCT/SERVICE TOUCH SALE HI LO The Product Market Lifecycle TECH CUSTOMER EXPERTISE & EXPERIENCE WITH TECH SALE YOUR PRODUCT OR SERVICE SALE * based on book by: howard p. Stevens and jeff Cox, The quadrant Solution, American Management Association, 1991 6
  • 7. deTerMininG CuSToMer needS Actually identifying and analyzing customer needs, those that influence buying behavior and those that predict buying behavior, is an emerging research science being pioneered by Chally. it is a sophisticated process involving scoreable executive interviews that lead to quantifying qualitative, open-ended data. how- ever, we have established key questions that can assist you in determining your customers’ basic needs. CONSULTATIVE RELATIONSHIP SALES SALES MATChinG The riGhT SAleSperSon Matching the right salesperson to customer needs, re- quires an understanding of the four types of salespeople: CLOSING DISPLAY SALES SALES queSTionS indiCATinG TeChniCAl And queSTionS indiCATinG purChASe And AppliCATionS needS: delivery needS: 1. Customers are biased toward buying from a prestigious 1. your customers see less (or little) technical or name partly because they lack the internal expertise to qualitative difference between your product/service evaluate or critique our product or service and competitors, and therefore select on “service” price? 2. Customers recognize that the quality of technical assistance and follow-up is more important than price? 2. your customers are more bothered by late delivery or poor follow-up than engineering” issues or new 3. your product or service is not so built into your product development? customers’ way of doing business that it is essential to them? 3. your customers expect regular contact, not just when you want to take their order? 4. you are perceived as one of only one or two sources where customers could obtain product/service? 4. your products/services would be difficult to buy from a catalog without someone to talk to? 5. your product or service must be custom ordered? 5. Customers tend to stay loyal to vendors they know 6. reliability and credibility (often an image) are more and trust? important than price? 6. Customers often develop personal relationships with 7. Follow-up orders will also require technical help to plan salespeople (possibly even following them if they or design the order? switch to work with another vendor)? 8. price is not a major issue as long as the “benefit” seems 7. it takes customers a fairly long time to really trust worthwhile? and depend on a new vendor? if you answered “yes” to five or more questions, 8. usually your customers will not just call in an order your typical customer is in one of the two left without at least occasional face-to-face contact? quadrants. if four or less, your typical customer is in one of the two right quadrants. if you answered “yes” to five or more questions, your typical customer is in one of the top two quadrants. if four or less, your typical customer is in one of the two bottom quadrants. 7
  • 8. hoW To SpeCiAlize your SAleS ForCe To MeeT CoMpAny objeCTiveS Companies emphasizing growth and specific business initiatives often find it appropriate to segment sales activities beyond recog- nizing the four broad segments of customers. extensive Chally research of more specialized sales forces has identified 14 specific sets of sales and service skills that are required to succeed in specialized sales roles. The sales specialist “map” below demonstrates a SALES SPECIALTY MAP a sales executive to identify the one unique profile best suited to accomplish a specialized sales initiative. A decision tree that allows Hunter Farmer Other series of no more than five questions will lead to the best match. Outside: Field Sales Inside: Telesales/Mktg. Customer Service Indirect Sales Direct Sales Full Line Full Specialized Products/Services Sales to Resellers or Major Account Territory through Distributors Strategic System Product/ Product/ Account Specialist Service Transactional Specialist Specialist New Business Major Account Development Management (Hunter) (Farmer) Consultive Relationship (more Hunter) (more Farmer) Product/System Product/System Outbound Inbound Customer Service queSTionS Q is this position field (outside) sales or inside (tele) sales? Q is the position proactive (outbound tele or direct sales contact) or reactive (inbound tele or indirect field sales through a distributor) or primarily customer service? Q is the position primarily responsible for a full line or a specialized product or service? Q is the sales effort account based (strategic or major accounts) or geographically based (territory sales)? Q is the salesperson’s responsibility primarily to acquire new accounts (hunter) or maintain and grow existing ac- counts (farmer)? 8
  • 9. roleS And requireMenTS oF SpeCiAlized SAleS poSiTionS indireCT SAleS TerriTory relATionShip (viA diSTribuTorS or reSellerS) produCT SAleS Acquires skills at training customers (on sales and Calls for a disciplined and systematic approach programs), making joint sales calls, sales motivation- to goal achievement and a focused response to al and presentation techniques, product knowledge, customer needs in a service capacity, as well as and the ability to maintain repeat sales effective communication skills and the ability to work a sales plan in account penetration; removes objections and gives permission to buy STrATeGiC ACCounT MAnAGer Strategic relationships are built with major custom- ers through initiative, a willingness to work long TerriTory ConSulTATive hours, proactive assistance and support, a willing- SySTeM SAleS ness to further develop technical competence, and demands the skill to develop business through an emphasis on sharing information that is perti- effective lead generation, qualification of nent and will have lasting educational impact profitable prospects, and tailored presentations; willing to work long hours to meet objectives, sets ambitious goals and achieves them through neW buSineSS effective selling, and understands sales strate- developMenT (hunTer) gies and tactics demands individuals who can develop leads, find opportunities, penetrate prospects and customers, and be willing to put in long hours as well as prob- TerriTory relATionShip lem solve and close SySTeM SAleS Adapts image to accommodate customers, gives personal attention, and takes hands-on respon- ACCounT MAnAGeMenT (FArMer) sibility for assuring continued customer satis- requires excellent customer relations skills focused faction; knowledgeable of sales strategies and on working internal systems on the customer’s be- pushes to set personal records in sales; comfort- half, and effectiveness at explaining and clarifying able with the recognition of a high-profile role issues to the customer; this is driven by the desire to increase business and the ability to work long hours when necessary to accomplish that SySTeM SpeCiAliST Focuses on assuming the leadership to learn cus- tomer needs and goals, stays continuously aware TerriTory ConSulTATive of the market and spends the long hours it takes produCT SAleS to influence and train others Focuses on establishing a credible image, develop- ing new business through effective qualifying and presentation skills driven by the motivation to be an effective consultant See additional on next page 9
  • 10. produCT / ServiCe SpeCiAliST inbound TeleSAleS Customers look for individuals who provide requires an image conscious vocal demeanor reliable information, learn their business, know in a service oriented individual who is inter- the market, and communicate effectively while ested in learning the customer’s needs, solving remaining dedicated to their own sales results problems, and making the appropriate (and profitable) recommendations produCT / TrAnSACTionAl SpeCiAliST demands initiative and perseverance to develop CuSToMer ServiCe repreSenTATive leads, qualify, and close on an ongoing basis Calls for a focused commitment to take per- sonal responsibility for satisfying all customers, regardless of their attitude or style; solutions ouTbound TeleSAleS must be intelligently thought out, often quickly, Takes the initiative to present benefits and answer and presented with a positive attitude objections in order to grow the business; willing to learn the products and services; can persevere for as long as necessary to succeed HOW SPECIALIZED SALES POSITIONS FIT THE FOUR MARKETS CLOSING CONSULTATIVE RELATIONSHIP DISPLAY Pro/Re active Telesales Telemktg. (Customer Service) Direct Sales Indirect Sales Product O ering Concept Sales System Sales Product & Service Product Only Customer Size Strategic Accts. & Major Accts. Territory Accts. Growth Rate New Business Dev. (Hunter) Acct. Management (Farmer) 10
  • 11. A STrATeGiC MeThod For More ACCurATe SAleS TAlenT MAnAGeMenT deCiSionS reSeArCh-bASed ASSeSSMenT Chally’s single online assessment is The Talent Audit is very different from To pinpoinT SpeCiFiC unique. it captures 866 data points that “old school” employee assessments STrenGThS And WeAkneSSeS each represent a potential marker associ- because it is: Most organizations have identified Sales ated with habits, traits, competencies, skills, aptitudes, and attitudes that influ- • designed to reveal predictive Talent Management as a strategic prior- ence an individual’s success on the job. results used for effective decision ity. however, the methods they use to The assessment can evaluate an indi- making—rather than to create merely evaluate employees are typically flawed. vidual on 156 unique work performance comprehensive or descriptive data Making effective decisions about Sales skills that have been validated in more (which often have limited value) Talent Management is nearly impos- than 200 studies of actual on-the-job • Standardized, with the same exact sible when relying on methods that are performance. All of Chally’s capabilities measures across all positions—rather subjective, inconsistent, not tailored to have been researched on a database of than using different measures for specific job skills, or because the results over 250,000 salespeople, professionals, some jobs, which create skewed are not meaningful enough to support and managers. results objective and accurate decision making. AGGreGATed vieW oF SkillS • Completely objective—rather than however, an assessment that cre- To deTerMine job AliGnMenT colored by personal or political ates truly predictive data is a priceless And TrAininG needS agenda decision-making tool. That difference just as dnA is specific to a given indi- is exactly what makes Chally’s assess- vidual, a Talent Audit can pinpoint the • Flexible, enabling key data to be ment and Talent Audit a key differentia- “job skill dnA” of a given employee. it compared and cross-referenced in tor for every organization. This unique, provides access to skill comparisons and endless varieties—rather than limiting web-based assessment system for talent overall success potentials with a predic- access to a single individual, job selection, alignment, and development tive accuracy similar to the way a dnA function, or group at a time is truly the “next generation” of applying strand identifies genetic makeup of each total quality management (TqM) to tal- • easy to interpret—free of complex individual. ent management. mechanisms that waste valuable time in this manner, organizations are able without adding clarity or analytical Assessment results are used for employ- to inventory a complete list of strengths value ee skill gap identification, team building, and weaknesses for all key employees career development, succession plan- even implementation aspects are very across every important position, with ning, talent deployment, training priori- different from typical employee assess- every team, or across the whole organi- ties, and many other critical applications ments. The online Talent Audit assess- zation. that can have a direct and immediate ment is easy to administer, requiring impact on improving employee, team, it is instructive to differentiate between about an hour of an employee’s time. and organizational effectiveness. this approach and the typical employee it is also currently available in over 20 assessment that may generate impres- languages to meet the needs of global Chally’s ability to create predictive, rather sive numbers but not meaningful data. organizations. than simply descriptive, results has been honed for more than thirty years. 11
  • 12. The TAlenT AudiT WiTh The TAlenT AudiT, AverAGe vAlidATed proFileS ClienTS CAn: The average score for the group per Across the top of the table in vari- a given position. ous colors you see the titles of the 4 • identify trends, gaps and needs custom validated profiles. at the organizational, team, and individual levels CounT • Compare individuals to multiple displays the total number of partici- CoMpeTenCieS roles to identify best fit roles and pants. by simply clicking on the position talent optimization column, dbl Click to open, the • Strategically make decisions file expands to display the group STrenGTh / CAuTion / of competencies for that specific on promotions and succession planning WeAkneSS position. The view on this page is The number of individuals who • identify strengths and weaknesses expanded to show competencies for represent possible matches per of the organization down to the the business unit Manager role. each position are indicated in the competency level Strength and Caution rows. Those • Target specific training and who are mismatches are indicated in ColorS development needs across multiple the Weakness row. A different color code, lighter shades levels of the organization of green, yellow, and red, is used to it is important to note this is just one reflect the scores for the individual overvieW data point to be used when planning competencies. The darker shades re- The Talent Audit displays the scores of career development. Although an flect the overall score per individual. all participants across the positions by individual may score high, the scores Client xyz. Scores are color-coded to measure the potential for success in There are many other fields that can provide a visual depiction of an indi- a given position. Training, coaching, be used to segment the Talent Audit. vidual’s potential success in a position. or mentoring would be beneficial to These views include position, busi- increase the probability of success. ness unit, Manager, or Country. Green indicates strong potential for success. SCorinG Yellow indicates a good potential. individuals are scored against Spe- cific roles, as well as competencies, Red indicates a probable mismatch for any given role. with the position requirements. 12
  • 13. The Talent Audit is an excellent instrument to see, at a glance, potential candidates for role alignment. A critical component when making decisions to align individuals from one role to another is the information collected on the Talent Audit. however, this is only one source. performance in current role, evidence of the ability to perform in different or positions with higher-level respon- sibilities, and minimum organization requirements should all factor in the decision making. CoMpAriSon by CoMpeTenCy CoMpAriSon by proFile / role TAlenT AudiT exAMple Talent Audit dbl Click To Close dbl Click dbl Click dbl Click proMoTeS CuSToMer relATionS by driven To produCe by inCreASinG MAxiMizeS reSulTS by pArTnerinG TerriTory ConSulTATive SySTeM eduCATeS CuSToMer ThrouGh overAll SuCCeSS probAbiliTy SAleS To exiSTinG CuSToMerS SAleS “ConSulTATive hunTer” Copy visible rows to new Copy visible rows to new overAll SuCCeSS probAbiliTy ACCounT MAnAGer “FArMer” neW buSineSS developMenT WorkS The SySTeM For The AS A CuSToMer AdvoCATe reGionAl SAleS direCTor Workbook Workbook STruCTured TrAininG SoliCiTinG FeedbACk vAlidiTyC63 CuSToMer “hunTer” Your Company Name last name First name Title Manager blACk jerry Sales representative breaux 57 49 66 37 71 56 51 65 63 49 peTerS liSA Sales representative breaux 57 84 84 62 39 65 49 53 78 49 bACon rebeCCA Sales representative Marlow-hensel 84 81 84 82 39 74 41 51 52 86 klinGer kenny Sales representative Marlow-hensel 42 36 66 74 79 59 59 54 59 4 lAWSon john Sales representative breaux 66 81 84 87 47 73 55 51 67 49 dAviS SCoTT Sales representative breaux 64 10 96 46 13 46 67 40 34 30 diCkerSon STeve Sales representative hall 57 84 66 82 57 69 61 61 51 49 GoMez jill Sales representative hall 84 38 48 70 30 54 53 59 62 49 kenT ClArk Sales representative hall 57 49 84 70 47 61 58 60 57 49 Miller lindA Sales representative hall 53 70 84 54 64 65 52 68 75 14 kennedy dAve Sales representative Marlow-hensel 18 49 84 62 39 50 63 36 49 86 MArTin lynne Sales representative hall 66 38 66 30 30 46 58 44 46 96 puCkeTT bill Sales representative Marlow-hensel 46 43 84 28 27 46 68 41 47 30 burnS bill Sales representative breaux 57 8 84 62 98 62 69 50 32 96 AGneW FrAnk Sales representative breaux 27 78 66 59 75 61 51 47 77 30 roberTS MArk Sales representative breaux 82 75 84 21 16 56 57 38 43 30 elliS ToM Sales representative hall 72 86 26 86 75 69 53 86 76 30 SMiTh jACqueline Sales representative hall 48 81 96 70 23 64 57 47 46 86 Monroe Fred Sales representative breaux 82 43 96 73 61 71 47 72 71 30 pArker ArThur Sales representative hall 57 49 66 5 47 45 64 27 35 96 TAylor liSA Sales representative Marlow-hensel 66 38 84 42 76 61 69 56 54 70 rolAnd jerry Sales representative Marlow-hensel 70 38 99 56 64 65 46 41 38 14 Average 60 55 77 57 51 60 57 52 55 51 Count 22 22 22 22 22 22 22 22 22 22 Strength 12 8 6 7 Caution 6 10 7 6 Weakness 4 4 9 9 13
  • 14. TAlenT AliGnMenT And developMenT AppliCATionS SAleS leAder deCiSion MAkinG While the Talent Audit is frequently used penetrating new markets, increasing • identify incumbent salespeople most in management development and suc- productivity, launching new products, adept at developing new business cession planning, it is especially suited reorganizations, and mergers (“hunters”) versus those best suited for sales organizations, because the abil- ity to predict - and therefore apply and • Strategically align human capital to managing existing customer augment salesperson job performance strengths to achieve organizational relationships (“farmers”) or handling is essential to improving sales force ef- needs and objectives Strategic Accounts, or developing into a sales subject matter expert or any fectiveness. • increase the ability to make more of 10 other key sales roles that World objective decisions, with the The underlying empirical database Class Sales benchmarking research confidence of knowing those derives from Chally’s World Class Sales has identified decisions are based on predictive excellence research which includes best practices of the sales forces identified as criteria • determine which salespeople have the predictive skill strengths required to being world class. The research is based on ratings from 70,000 customer inter- An onGoinG succeed in a sales management role views, rating 210,000 salespeople across deCiSion-MAkinG Tool • identify salesperson skill gaps that can The Talent Audit assessment system and 7,300 sales organizations. be remedied with training, coaching, tools are most effective for strategic de- or other strategies cision making when used on a continu- huMAn reSourCe deCiSion ing basis. because data is predictive, its • discover which salespeople have MAkinG value for both employee development • Access and evaluate all incumbents the skills to transition to new roles and career selection is unparalleled. in any group, to understand what (solutions sales versus transaction areas are most appropriate for training After completing a Talent Audit, each sales) across the entire group or the entire organization has on-demand access to • identify where sales talent might most organization its own employee assessment database. effectively be deployed to support key once the database contents—the “job • Create a corporate-wide profile of account goals skill dnA”—is on file for all individuals, strengths and weaknesses to prioritize effective development initiatives, no further assessments of employees or • determine which salespeople can play candidates are necessary. From a single a new role to meet the demands of an succession planning, and high- assessment, a career’s worth of informa- evolving customer potential identification tion! And by continuing to assess new • Ascertain the most critical training employees, the database remains current and development needs by employee, exeCuTive deCiSion MAkinG and can be regularly updated by Chally. team, and position • Apply accurate, predictive, “job skill dnA” insights to the consideration of strategic initiatives that have top- and bottom-line impact, such as increasing market share, 14
  • 15. no oTher MeASure prediCTS AS Well AS ChAlly Statistical analysis of the Chally assessment confirms that it provides predictive results invaluable for effective decision making. Chally’s predictive accuracy has been supported by comparison with the most comprehensive reports by independent research- ers. A leading university confirmed that the Chally tools were substantially more effective and less discriminatory than all other selection techniques. Chally measures exceed the correlations for all of the other commonly used tests. Chally’s eeoC compliant predictive assessment methods improve selection accuracy by 25% to 30% over conventional methods. The Chally Assessment is so stable over time that a study of 1,000 individuals who retook the Chally up to five years later resulted in scores that changed by only plus or minus 3 points on average. This shows why the assessment needs to be taken only once. no measure predicts as well, has less adverse impact, or is as practical as the Chally Assessment. More than 2,500 organizations, from small to large to global, have made the Chally assessment system a part of the way they make strategic talent management decisions to achieve up to 30% improvements in employee productivity and up to 40% reduc- tion in undesirable turnover of productive employees. Results so stable that up to 5 years later, scores only changed +/- 3 points on average The TAlenT AudiT … A proven SoluTion “We performed the Talent Audit because “What i learned by using the Chally “When i found out about the Talent we had a team who was new to the re- Talent Audit was that we could see the Audit, i realized that this solution was gion and we had no idea what their skill strength of the workforce (in a color- unequalled in the industry. i like all the sets were. There are a lot of assessment coded way) that enabled us to review features of the Talent Audit, especially companies out there but all of them the alignment of business strategy with being able to view the group all together failed to provide an aggregate report like selection and with development. it is the and the ease of sorting the data any way Chally does. Chally’s individual reports first time i have been able to accomplish you want - individual groups, locations, were also amazing. We appreciated the this with the use of just one tool.” positions.” coaching tips which allowed the super- visors to work with the individuals on elizAbeTh M. SMiTh, oWner MArCiA venuS, ph.d., oWner specific development opportunities.” And MAnAGinG direCTor Venus leadeRsHip HeRon Consulting gRoup, llC jeFF pATTon, Group MAnAGer SAleS perForMAnCe And leAderShip developMenT VeRizon Cso insights research confirmed that companies using Chally’s assessment solutions can achieve over 10% higher win rate over other pre-employment selection testing methods. 15
  • 16. AbouT ChAlly Chally Group Worldwide was founded in 1973 through a grant from the u.S. justice department to develop a selection assessment to measure the skills and motivation of law enforcement candidates and predict who would be most successful. our measurements had to be accurate, statistically valid predictors, and legally defensible. Chally’s success led us to our next goal (also in 1973) to adapt our assessment process to the study of salespeople, managers, and other positions in business. Since that time, we have evaluated over 250,000 individuals. our current performance database also includes over 400 sales force validation studies and over 70,000 extensive interviews of our corporate clients’ customers. Today, Chally is an internationally-recognized technology leader in assessing and predicting future performance for sales, service, and management positions, evaluating developmental needs, sales force benchmarking, and customer and market audits. WOR L DW I D E © Copyright Chally Group Worldwide 2011 Chally Group Worldwide 3123 research blvd dayton, oh 45420 937.259.1200 800.254.5995 www.chally.com please recycle 112811