JOB ANALYSIS: KEY TO DETERMINING THE HIRING AND DEVELOPMENT CRITERIA FOR TOP SALES PERFORMANCE

Transcription

1 JOB ANALYSIS: KEY TO DETERMINING THE HIRING AND DEVELOPMENT CRITERIA FOR TOP SALES PERFORMANCE

2 Explaining Top Performing RV Sales 1. What does it take to be a top performing salesperson in the RV industry? 2. How does the dealership/work environment impact this? 3. What is/will be going on in the industry over the next 3-5 years that will impact how performance in this role should be approached? 3

3 Agenda for this Morning Definition & function of traditional job analysis Critical Trends in the world of work Competencies as a common language for managing sales performance Job analysis/focus group exercise Competency-Based Selection & Professional Development Models for Sales 4

4 Traditional Definition of Job Analysis Process of studying jobs to gather, analyze, synthesize and report information about job responsibilities and requirements and the conditions under which work is performed. 5

5 Evolution in Our Understanding of Jobs Industrial Revolution & US Civil Service Reform ( ) Industrial Engineering/Time & motion studies ( ) Scientific Management (1911) Army Alpha & Army Beta ( ) Hawthorne Studies ( ) U.S. Employment Services (1934) Dictionary of Occupational Titles (DOT) Common taxonomy of occupations 45 worker characteristics E.g., Work rapidly for long periods, eye-hand coordination, adaptability, ability to make decisions, oral expression O*Net (today) 6

6 Traditional Methods of Job Analysis Review job classification systems Incumbent & supervisor interviews Expert panels Structured questionnaires, task inventories, check lists Open-ended questionnaires Direct observation Incumbent work logs 7

7 RV Sales Basic Job Duties Promote high quality customer experience selling new and used RVs Conduct effective demonstration rides and walk through presentations Close sales effectively by working closely with F&I team Follow up and commit to a no-pressure, high integrity approach with each customer Generate ideas to exceed sales goals and demonstrate best revenue-generating practices to the team and organization Serve as a liaison between customers and all departments including retail, service and finance Stay on top of market trends, the RV industry and current dealership inventory Be enthusiastic and have strong communication with customers, co-workers and management 8

8 Important Trends in Understanding Sales & the World of Work Need to adapt to an rapidly changing business environment Consumer behavior dramatically different Alignment of human capital & strategy Work has meaning & context matters Function over form Proliferation of business analytics 9

9 Competency-Based Job Analysis 10

10 Competency Framework 11

11 Competency Bundle of personal attributes that come together with the work environment to give rise to performance in critical outcome areas Competency Model -Organizing framework to align human capital with company goals Behavior The observable actions by which an individual adjusts to his/her environment Traits Individual s unique constellation of consistent behavioral patterns 12

12 Building Blocks of Jobs Job Function Function Function Competency Competency Competency Competency 13

13 Building Blocks of Competencies Competency Behavior Behavior Behavior Trait Trait Trait Trait 14

14 How Does the Big Picture Impact Performance? Who & What is the competition? What are the dealerships greatest advantages against competition? What are the greatest opportunities & threats currently in the market? What trends in the business environment will impact sales performance? What value does the dealership provide for customers? In what areas of the customer experience does the dealership excel? In what areas of the customer experience does the dealership need to improve most? 15

15 Describe the context within which Sales Performance Occurs Can you describe the culture of the dealership? What core values are emphasized? What are some of the greatest challenges in performing at high levels as a sales associate at the dealership? How would you characterize the management style (e.g., authoritative, affiliative, democratic, pacesetting, coaching) of your immediate sales manager? How is this different from the style used to manage other parts of the dealership? How are most important decision made at the dealership? From your perspective, do new employees receive adequate training, orientation, and support to perform at high levels? If yes, what is it that is working most effectively? If no, what needs to be improved? Describe an aspect of the work environment that helpssales associates most in performing at a high level in your role. Describe an aspect of the work environment that impedessales associates most in performing at a high level in your role. 16

16 What Does the Role of Sales Look Like Today? How many sales functions are required for the dealership? Lead generation? Relationship building? Educating? Customer retention? What advantages (disadvantages) does a sales associate have in selling in competitive situations? How does a high-performing sales associates ensure that customers understand the value that the dealership can provide? Who (e.g., finance, insurance, service personnel) does a sales associate need to work with to accomplish sales and service goals? What are some of the behaviors or skills currently being used by high performing sales associates that seem critical for success? Why are these important? How are performance expectations communicated? 17

17 What Does the Role of Sales Look Like Today? How is performance measured? Do these measures relate to company goals? What is the most rewarding aspect of the sales role? What are the negative aspects of the role? What meaning can sales associates derive from the work? 18

18 Critical Incident Technique 1. Describe in detail an example when you exhibited (or witnessed) exemplary performance in the sales role: 2. Describe in detail an example when you exhibited (or witnessed) Sub-Optimal performance in the sales role: What led up to the situation. Who was involved in the situation (and in what manner)? Exactly what did the person do or not do that was especially effective or ineffective? What was the outcome or result of this action? Why was this action effective (or ineffective) and/or what more effective action might have been expected? 19

19 Other Critical Incidences Describe one of the more frustrating problems or situations you have encountered. What happened? How did you resolve it? Provide an example of something you have done or witnessed that exemplifies a positive contribution in the role. From your perspective, why do some people fail in this role? 20

20 New Business Development These salespeople focus on developing new business as opposed to nurturing existing accounts. They create opportunities by initiating contact with prospects, often through cold-calling, in order to generate interest in products or services. New Business Developers persuasively present their value proposition, find ways to get past initial resistance from prospects, and negotiate effectively in order to close sales. Account Development These salespeople focus on expanding business within existing accounts. To do so, they strengthen relationships with their customers and work to develop new relationships through introductions or referrals. Salespeople in Account Development work to uncover client needs, match those needs to available products or services, and generate sales. Account Service Specialist Account Service Specialists provide a good customer experience while also engaging in sales behaviors such as cross- or up-selling. They build rapport with clients in order to identify their needs, offer tailored advice about products or services, develop deeper relationships, and create opportunities to generate business by coming through for their customers. Their interactions can be with current customers or prospective buyers who already have interest in the products or services being offered. 21

21 Technical Sales Technical Sales professionals generate sales opportunities by using their technical expertise and product- or industry specific knowledge. An individual in this type of role may be the primary salesperson in a technical or scientific sale or act as a subject-matter expert working in conjunction with another sales professional. Technical Sales professionals leverage their expertise to build credibility and gather important information or specifications, allowing them to propose targeted solutions and close sales. Consultative Selling Salespeople who engage in Consultative Selling win business by consulting with customers in order to understand their true needs and provide solutions that effectively address those needs. In order to do so, they establish and then strengthen working relationships based on mutual trust and shared accountability, which allows them to question their clients and uncover root causes of stated issues. Through this process, Consultative Sellers provide compelling proposals, allowing them to close sales that turn into repeat business. Strategic Selling Salespeople who engage in Strategic Selling establish themselves as experts and business partners. They leverage knowledge of the client s business, industry, product, or marketplace to bring new insight, challenge assumptions, or ask difficult questions the customer may not have thought about. The Strategic Seller must establish the credibility to position her or himself as a confident, strategic partner. Through this sales process, they are challenging their clients to find a deeper understanding of their business, the issues they face, and their path moving forward, which ultimately results in closed sales. 22

22 SALES: Characteristics New Business Development Account Development Account Service Specialist Technical Sales Consultative Selling Strategic Selling Create opportunities by initiating contact Turn initially uninterested prospects into paying customers Deal with turndowns and blow-offs Form long-term relationships Grow sales based on these relationships Use relationships and account knowledge to make customized proposals Work directly with customer contacts to ensure needs are met Use customer service requests to create cross- or upselling opportunity Reliably deliver on commitments, thereby retaining business and building future interest Represent technical products or services and/or sell to a technical/ scientific audience Use technical expertise during sales process Act as SME by asking and answering technical questions Work closely to probe into underlying need Establish trustand accountabilitybased relationships Produce targeted, well researched proposals based on extensive needs analysis Leverage personal knowledge of external business environment to establish credibility Generate interest by challenging assumptions and asking difficult questions Produce sales by facilitating a process wherein customers gain deeper insight into their own business 23

23 SALES: Competencies New Business Development Account Development Account Service Specialist Technical Sales Consultative Selling Strategic Selling Influence and Persuasion Achievement Motivations and Perseverance Composure and Resiliency Negotiating Relationship Building Initiating Action Information Seeking Time Management Relationship Building Active Listening Information Seeking Influence and Persuasion Negotiating Composure and Resiliency Organizational Savvy Time Management Service Focus Influence and Persuasion Relationship Building Professionalism Active Listening Time Management Analytical Thinking Influence and Persuasion Information Seeking Relationship Building Negotiating Business Acumen Learning Agility Planning and Priority Setting Active Listening Relationship Building Influence and Persuasion Interpersonal Sensitivity Accountability Information Seeking Service Focus Composure and Resiliency Negotiating Influence and Persuasion Strategic Thinking Learning Agility Active Listening Business Acumen Organizational Savvy Relationship Building Planning and Priority Setting Composure and Resiliency 24

24 General Sales This is a general-purpose model for roles in a Sales context. It could be used to assess roles where the incumbent needs to convince customers or prospects to buy into proposals, build meaningful give-and-take relationships, and understand the customers needs and how they fit with the products and services they are selling. Competencies Influence and Persuasion Composure & Resilience Relationship Building Active Listening Information Seeking Time Management Characteristics Persuades others Copes well with rejection Reflects back what is said to check understanding Gathers information needed to make informed recommendations 25

25 Questions and Answers 26

26 Thank You! Thomas Schoenfelder, Ph.D. Senior Vice President, Research & Development