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Performance Management

Systemic Performance Management


Diversity
People enter the sales field from a variety of sources. Some come straight from college or less, some from the technical field, some from other lines of career development (manufacturing, field service) and some from the field of education. In actuality, they come from everywhere.
Core Competencies
The challenge facing an organization is how to improve those sales competencies that contribute directly to improved sales performance. An assessment tool like STAR identifies core competencies and the degree of proficiency of each that is possessed by the salesperson.

Rapid Changes
Historically, an organization, as well as the staff, could count on long-term careers which allowed time and training. Now global competition, the reduced amount of time spent in one job in one company and the rapidly changing composition of the work force all mitigate against long-term employee training and development efforts. Our research has shown that many people have competencies and do not always use them. Many jobs require competencies that their incumbents do not possess. The challenge facing the training function and sales management is how to close these two gaps.

System Integration
Organizations need to integrate their various human resource and management systems with the development of those abilities deemed essential for sales performance. A plan outlining what each person needs to do to improve in each competency category is the basis for all future growth and development.

Improvement Program
It is far easier to comprehend the technical, capital and physical assets that are required for business success. The people capabilities are not as easy to define. The effort needs to start with a clear definition of each required competency and an awareness of its various levels of proficiency. From this basis a program of improvement can be structured, delivered and monitored by the sales management staff and the training department. The supporting programs, policies, procedures, rewards and motivations need to be put in place. All levels of management need to lend their endorsement to the efforts.

Personal Development Programs
Under this competency-based improvement program, the organization must create their specific training programs and personal development activities of all its salespeople. Sales management must allocate the time and resources required by all those who are improving their sales competencies. Rather than exclusively controlling people costs, the organization needs to evaluate the people-skill return it receives from these expenditures.

Impact Measurement
A competency development system requires that each and every training and improvement activity be able to answer this question: What will be the specific contribution to the improvement of sales performance from each of these activities? The training activities must be based upon a thorough needs analysis, continuous evaluations, constant feedback and measurement of the results.

 

Systemic Performance Consulting


Linking Individual Competencies to the Business Strategy
In times of downsizing, rightsizing and reengineering, companies are searching for development tools and techniques to accomplish their difficult tasks. Competency Modeling Systems are increasingly becoming the system of choice in the process of creating the "boundaryless" corporation.

Performance Improvement
The use of competency-based performance improvement systems is becoming the norm rather than the exception. Competency models provide a powerful framework for linking HR strategies with business strategies. They become a benchmark for recruiting and staffing, training and development, as well as performance management.

Competency Profiles
Developing competency profiles is essential for organizations that want to succeed in a rapidly changing marketplace. Competency models are templates for success including all the critical success factors needed to design a flexible work force.

Organizational Change
Organizational change demands people with the right competencies to master the transition process.

Management guru Peter Drucker:

"Entrepreneurs see change as the norm and as healthy. Usually they do not bring about the change themselves. But – and this defines entrepreneurs and entrepreneurship – the entrepreneur always searches for change, responds to it, and exploits it as opportunity."

Everybody in the future organization has to have entrepreneurial competencies. As in a hologram, where each piece represents the entire original, every member of a "holographic" company should share the same mission, vision and information. A competency model can be a blueprint for building this company of tomorrow. The University works with organizations in consulting relationships to develop competency-based systems to improve organizational performance.

Project Consultants
A project consultant works with the senior managers to identify the organization's needs and establishes clearly measurable goals and indicators for success.

Consulting Process
The consulting process is divided into six phases, each with specific activities and defined results. The project consultant, supported by USOU's expert team, uses a combination of assessment tools, interviews and on-the-job observations to collect all the data necessary. The result of this process is a custom-tailored, competency-based performance improvement system.
 
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