ismm innovation roadshow
DESCRIPTION
ISMM Innovation Roadshow. London - 20 th March Cardiff - 21 st March Manchester - 27 th March Birmingham - 28 th March. Sales Talent Pool Management. Hugh Stafford-Smith. If we were going to hire ....... What sort of sales role would it be ?. Instant Buddy/ Relational Guru - PowerPoint PPT PresentationTRANSCRIPT
ISMM Innovation Roadshow
London - 20th MarchCardiff - 21st MarchManchester - 27th MarchBirmingham - 28th March
Sales Talent Pool Management
Hugh Stafford-Smith
If we were going to hire .......
What sort of sales role would it be ?
Instant Buddy/ RelationalGuru
TelesalesNetworker
Hard Seller/CloserLone Wolf
ConsultantOrder Taker
Sales Talent Management
A Snapshot of Sales in 2013
Today we have a surplus of ‘similar’ companies, employing ‘similar’ people, with ‘similar’ backgrounds, coming up with ‘similar’ ideas, producing ‘similar’ things, with ‘similar’ quality and ‘similar’ pricing! Funky Business, Kjell Nordström and Jonas Ridderstråhle.
What the Buyers say:
67% of Buyers said salespeople are only poor to fair in establishing their needs.
64% of Buyers said salespeople are only poor to fair at matching solutions to their real needs.
Tack 2012
“I hate the current trend of people pretending they know me (when they don’t); claiming to have spoken to me before (when they haven’t) being all friendly and familiar (how are you today?) and talking to me as though I am stupid (which I’m not).”
What the Board says
CSO Insights 2013
2012
2013
What Sales Organisations say
They need to improve...
• Farming additional revenue from existing clients – 47.2 %
• Ability to sell value – 42.6 %
• Cross Selling and up Selling – 47.9 %
• Consistently hiring successful sales people – 43 %
CSO Insights 2013
The Reality ?
60% of revenue is generated by 20% of the team
80% of the team generate just 40% of the revenue
Three Pillars for Growth
Growth
StructureProcess
Talent
GROWTH
The Case for Assessments
Who here : finds sales talent management exciting?
Who here : has used psychometric profiling? : HiringDevelopment
Who here : finds them useful?finds them invaluable?refers back to the assessments? – Regularly
OccasionallyNever
Hiring Manager need Improvement.
No Assessment Tool
Hiring Manager exceeds expectation.
No Assessment Tool
Rep Turnover 27 % 10%% Reps fully productive <6months 35% 43%
% Reps fully productive in 7-9months
29% 11%
Hiring Manager need Improvement.
Assessment Tool used
Rep Turnover 30 %
% Reps fully productive <6months 36%
% Reps fully productive in 7-9months
28%
The Case for Assessments
Dow Jones CSO 2013
When you put an assessment tool in the hands of a manager whoexceeds expectations in hiring successful reps and compare with Those who need improvement the differences are profound
CSO looked at the hiring of successful sales people
Two groups of sales managers: Those who need to improve Those who exceeded expectations
Hiring Manager need Improvement.
No Assessment Tool
27 %Rep Turnover
% Reps fully productive <6months 35%
% Reps fully productive in 7-9months
29%
Hiring Manager needs improvement
Assessment Tool used
Hiring Manager exceeds expectation
Assessment Tool used
Rep Turnover 30 % 10%
% Reps fully productive <6months 36% 46%
% Reps fully productive in 7-9months
28% 42%
5 Key Ingredients
Role Based Assessment
Role Based
What is a High-Performer?
Benchmarked
The Performance Difference
Benchmarked
Role Based
Solution Selling• Behaviour (Comfort)Sales ConfidenceSales DriveListeningMaking ContactBuilding DesireCreating OptionsPresentingClosing the Sale• Critical Reasoning (Ability)Numerical Critical ReasoningVerbal Critical Reasoning
• Skills (Capability)Communicating & Working with PeopleDelivering & InnovatingUnderstanding & Managing in BusinessProposition DevelopmentRelationship ManagementCustomer EngagementBenefit RealizationWork Mode
Competencies Measured Sales Manager• Behaviour (Comfort)LeadershipPlanning & OrganizingPersuasiveProblem Solving & AnalysisOral CommunicationsCommercial AwarenessAction OrientationInterpersonal SensitivityResilience• Critical Reasoning (Ability)Numerical Critical ReasoningVerbal Critical Reasoning
• Skills (Capability)Communicating & Working with PeopleDelivering & InnovatingUnderstanding & Managing in BusinessBenefit RealizationOrganization & People ChangeBusiness Planning & StrategyManaging the Customer Engagement Process
Account Manager• Behaviour (Comfort)Sales ConfidenceAdaptabilityListeningDeveloping a Game PlanMaking ContactBuilding DesireCreating OptionsSatisfying the customerManaging and Growing
• Critical Reasoning (Ability)Numerical Critical ReasoningVerbal Critical Reasoning• Skills (Capability)Core Business skillsEngaging the customerDetermining customer needsDeveloping the PropositionEvidencing the BenefitsNegotiating and Closing
Sales Performance Insight Suite
Sales Performance Insight
Not Comfortable
Key Skill out of Range
Sales Performance Dashboard
Sales Performance Dashboard
The Skills Report
The Motivation Report
Feedback Training / Candidate Feedback
Review Findings & Conclusions
Consolidate & Create Management Info
Deploy Invites and Complete Assessments
Scope / Role Mapping / Comm. Strategy
Deployment – 5 Step Process
Feedback from Candidates & Managers
“This has made us all look in the mirror.”
“A very worthwhile exercise.” “Your consultants were excellent change agents for facilitation.”
“You couldn’t scam the system.”
“We should incorporate thisInto our appraisal process.”
“It is important what we do next.”
“Even the sceptics turned around.”
“The consultants allowed dedicated time that wasn’t cancelled, for frankand open discussion.”
“I may not have supported thisat the start, however I am fullybehind it now.”
Innovative?
On-line Tool: Sales Specific - Role Based – Benchmarked by role
One tool for a key element of Talent Management:
Hiring – Development in current role- Succession Planning
Changes the balance of relationships - Manager to Sales Person through Feedback
Cuts the time to delivery of data when compared to traditional process by 80 % +
Brings forward time to action……brings effective customer engagement forward
ROI: Development - Cash Neutral 2% of candidates select resignation
Development - saves significant cost as plans are focused on need not “sheep dip”
Hiring – cost of induction + ramp up (cut by average of 3 months) reduced
Questions & Answers
Sales Talent Pool Management
Hugh Stafford-Smith +44 (0) 207 078 [email protected]