SDM Session 6

8/10/2019 SDM Session 6

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Sales Force Recruitment & Selection:

Eagles dont flock. You have to find them one at a time.

Ross Perot

Assessment Center

An assessment center is a process in which individualsparticipate in a series of exercises, most of which approximatewhat they would be called upon to do in the future job.

Assessors usually selected from higher management levels in thefirm, are trained to observe the participants and evaluate theirperformance as fairly and impartially as possible

An assessment center is a comprehensive standardizedprocedure in which multiple assessment techniques such assituational exercises and job simulation (business games,discussions, reports & presentations) are used to evaluateindividual employee for variety of manpower decisions.


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Assessment center:

It is a

standardized

procedure of

evaluation

Used for a

variety of HR

decisions

Designed to measure

dimensions/competencies

required to deliver effective

performance in a given job Specially developed

assessment simulations

of future job situations

Series of

exercises

(situational & job

simulations )

Evaluation of

candidates

behavior/skill/

knowledge

Pooling of

judgment through

a statistical

integration process

Allows candidate

to demonstrate

behavior/skills/

knowledge

Assessment Centre


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Assessment Center:

Assessment centers consist of many

multiples

Multiple competencies to be evaluated

for in a candidate.

Multiple observers to eliminate the

subjectivity & increase objectivity

involved in the process.

Multiple participants :1821

Multiple exercises :

Exercises like role plays, case

analysis, presentations, group

discussions etc

Multiple simulations: These could be

creative, crisis type simulations.

Multiple observations: Each

observation is observed at least twice.

Assessment procedures that do not requirethe participant to demonstrate overtbehavioral responses are not behavioralsimulations

Panel interviews or a series of sequentialinterviews as the sole technique.

Reliance on a single technique (regardlessof whether it is a simulation) as the sole

basis for evaluation. However, a singlecomprehensive assessment technique thatincludes distinct job-related segments (e.g.,large, complex simulations or virtualassessment centers with several definablecomponents and with multiple opportunitiesfor observations in different situations) canbe called as an assessment center exercise.

Single-assessor evaluation

Using only a test battery composed of anumber of paper-and-pencil measures,regardless of whether the judgments aremade by a statistical or judgmental poolingof scores.

The use of several simulations with morethan one assessor but with no pooling ofdata.


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Essential Elements of an AC Assessment centers must meet the following given criteria:

1. Job AnalysisTo understand job challenges and the competencies required for

successful execution of the job.

2. Predefine competencies - Modeling the competencies, which will be tested during

the process.

3. Behavioral classification - Behaviors displayed by participants must be classified

into meaningful and relevant categories such as dimensions, attributes,characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge.

4. Assessment techniquesThese include a number of exercises to test the

assessees of their potentials. Each competency is tested through at least 2

exercises for gathering adequate evidence for the presence of particular

competence

5. SimulationsThe exercises should simulate the job responsibilities as closely as

possible to eliminate potential errors in selection.

6. ObservationsAccurate and unbiased observation is the most critical aspect of an

AC.


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Essential Elements of an AC

7. ObserversMultiple observers are used to eliminate subjectivity and biases from

the process. They are given thorough training in the process prior to participating in

the AC.

8. Recording BehaviorA systematic procedure of recording must be used by the

assessors for future reference. The recording could be in the form of hand written

note, behavioral checklist, audio-video recording etc.

9. ReportsEach observer must make a detailed report of his observation before

going for the discussion of integration of scores.

10. Data IntegrationThe pooling of information from different assessors is done

through statistical techniques.


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Assessment centers Usage: What for

1. SelectionACs help organizations in getting the right people in.

2. Career developmentThe identification of the competencies possessed by the

individual helps organization decide his career plans.

3. Potential appraisalACs help organizations identify if the person can handle the

challenges offered in the next higher position

4. Identification of high potential managersThis creates a pool of managerial

talents & multifunctional managers that would be available across the business

group etc.

5. Succession planningIdentifying the right individual for critical positions such as

CEO, CFO etc is very important for the success of the organization. ACs reducesthe risk of such wrong identification.


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Assessment centers Usage: What for

6. Allocations of challenging assignmentsACs provide the organization with the

strengths and weaknesses of every participant. This helps the organization in

deciding the candidates who would have the necessary abilities to undertake the

proposed challenging assignments.

7. Management developmentACs provide ample opportunity to its participants to

reflect on ones capabilities and to improve by observing others perform in the AC.

8. Identification of training needsAssessment centers provide candidates and

organization with concrete data on the improvement areas, which can be utilized,

for training.

9. Identification of a global pool of talented managers - Adjusting oneself in the global

scenario is a critical requirement of some positions in the organization. ACs help

organizations to identify such managers.


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Sales Training:

Sales Training

Training is not a panacea, but it can lead to significant

improvements in performance if it is properly designed, implemented

and reinforced.

Training Assessment Program Design Reinforcement Evaluation


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Phases of developing and conducting sales force training

Establish Program Objective

Identify who should be trained Training assessment

Identify training needs and specific goals

How much training is needed Who should do the training

When should the training take place

Where should training be done Program design

Content of Training

Teaching methods used in training programs

Determine how training will be reinforced Reinforcement

What outcomes will be evaluated

What measures will be used Evaluation (Reactions, Learnings,

Behaviour and Results)


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Objectives of Sales Training Programs

Improved self-

management

Improved

customer relations

Improved

communication

Improved morale

Lowered turnover

Increased Salesproductivity

Sales training

program objectives


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Coaching/Counseling Wheel

Coaching comes from interpretation of facts

Managers coach from their experiences or from what they know tobe so based on logic

Counseling comes from the emotional side

Counseling is very personal and emphatic

Powerful tool when looking for understanding and consensus

A tool to use when you want to elicit responses from employee andarrive at a mutual arrangement.


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In a coaching and counseling situation, you need to make use of all

the available communication tools

There are four dimension to coaching and counseling

Positive coaching

Negative coaching

Positive counseling

Negative counseling


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The coaching/counseling wheel helps you to plan beforehand not

only what to say, but how to best deliver the message so the

employee will hear it and understand it.

By using the four quadrants of the wheel, you will be proactive

regarding the content and tone of the message.


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Positive Positive

Counseling Coaching+ +

Negative Negative

Counseling Coaching- -


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Positive CoachingMr. I have confidence in you that you can do this. I have seenyou do this before so go out there, call Mr. Customer, and get that order today.

Negative CoachingMr. You have delayed long enough, If you do not call MrCustomer today, further action have to be taken by me, which may include you losingthis account, Now go make that call.

Positive CounselingMr. I am concerned about your call ratios. You must be aswell. You have always been a top performer. Whats up.

Negative CounselingMr. I am very frustrated. This situation is very bad tounderstand. I do not know if there even is a solution. What is the problem

Further Reading - ProActive sales management: how to lead,motivate, and stay ahead of the game By William Miller

SDM Session 6

Documents

Transcript of SDM Session 6