SCHINDLER
Sales Force Training Needs Assessment
and Development Project
Michael Yurchuk
Sales Training Manager, Schindler Elevator
Richard Dapra
Ph.D., Managing Director, Assessment, BTS
Schindler Introduction
We move one billion people every day.
2
Impetus for the Project
• Need to strengthen our competitive differentiation based on
the professional capabilities of our sales force
• Need to implement a Schindler-specific needs assessment
that was perceived as relevant, comprehensive, accurate and
quantifiable
• Need to identify both the development needs of individual
sales reps and the pervasive needs of the sales force as a
whole
• Need to “move the mean” of effectiveness of our sales force
• Need to strengthen our ability to attract and retain the best
talent in the industry by demonstrating our willingness to
invest in the development of our sales force
3
Objectives
• Provide an in-depth perspective of the assessment
methodology and resultant organizational analysis of the
Schindler New Installations and Modernization Sales Forces.
• Describe the process delivering and leveraging the results of
the needs analysis at sales management and sales
representative levels.
• Discuss the organization-wide training initiatives resulting
from the needs assessment results.
• Explore the implications and impact of this initiative on other
HR process such as selection and performance management.
4
Agenda
•
•
•
•
•
Success Profile and Methodology
Organizational Results and Key Findings
Delivering Individual Results to Sales Management and Reps
Filling Organization-wide Development Needs
Implications for a More Integrated Talent Management
Process
5
Assessment Criteria and
Methodology
Success Profile Review
Critical Role Capabilities
1. Customer/Influencer Identification
and Building Partnerships
2. Sales Call Planning
3. Sales Call and Closing Effectiveness
4. Proposal Preparation
Foundational Performance Factors
1. Market Savvy
2. Business & Financial Acumen
3. Product Knowledge
4. Fact-finding and Analysis
5. Balanced Judgment
Differentiation of Success Profile and Competency Model
Competencies are often criticized for not being a practical approach to selecting, coaching,
developing and managing performance.
• Hard to use for line managers
• Too general and lengthy
• Use scientific and HR lingo, and psychological constructs
• Not connected to role objectives
• Do not define high impact behaviors
BTS clients point out the following benefits of Success Profiles:
 Better handle on performance-critical behaviors in a role
 Better focus for design of organization wide training
 Strong basis for actionable, role relevant individual development
 Consistent, easy to understand language for all talent management activities
 A practical approach that their line managers understand, value and use
8
Training Needs Analysis – Coverage Matrix
Live Assessment
NI Sales Force Success Profile
Online Scenario
Simulation
ASM /AMM
Survey
Behavioral
Interview
Case Study
Presentation
Role
Play
Customer/Influencer Identification and
Building Partnerships
X
X
X
Sales Call Planning
X
X
X
Sales Call & Closing Effectiveness
X
X
X
DM
Performance
Assessment
Critical Role Capabilities
Proposal Preparation
X
X
X
X
X
X
X
Business/Financial Acumen
X
X
X
Product knowledge
X
X
Foundational Performance Factors
Market Savvy
X
Fact-finding & Analysis
X
X
Balanced Judgment
X
X
9
X
X
X
X
X
On-line Scenario Simulation
Scenario Simulation Assessment
What is it?
• An online assessment tool built around realistic, job-related scenarios using multiplechoice questions to measure the application effectiveness of targeted skills/knowledge
acquired through training
Why is it important?
• Assessments represent evaluations that are:
• Accurate – Yield a valid measurement of participants applying learned skills or
knowledge from training content
• Objective – Provide a standardized instrument for assessing the application of
skills or knowledge
• Job-related – Present realistic work scenarios that allow participants to
demonstrate the application of targeted skills or knowledge
• Useable – Contribute to identification of strengths and development needs; and
• Efficient – Administered, scored, reported, and interpreted in a quick yet reliable
and comprehensive manner
11
Assessment Development Process
Identify
Develop
Build
Leverage
• Analyze and pinpoint the
Critical skills around
which to build the
assessment.
• Create scenarios that
elicit opportunities to
measure the targeted
Critical skills
• Develop multiple-choice
questions for each
scenario that assess the
application of the
identified Critical skills.
• Utilize client subject
matter experts to review
the scenarios and
questions to ensure
their job-relatedness
and accuracy.
12
Simulation Flow
Steps
1
2
3
4
5
6
7
8
Program
Introduction
DM & RSM
Mtgs.
Prioritizing
CAP 5
RSM Debrief
Closing the
Sale
Losing the
Sale
Partnership
Planning
1,2,3
4
Sales Call
Planning &
Execution
11, 12
13
14, 15
9, 10
5, 6, 7, 8
13
Desktop in the Simulation
14
Introduction with District Manager
15
Example Multiple Choice Question
16
Live In-field Assessment
Components
Case Study Overview
18
Role Play Overview
19
Behavioral Interview
20
Regional Sales Manager (RSM) Assessment
RSM
REP
21
District Manager (DM) Assessment
• Purpose: quantify and evaluate sales rep performance
• Conducted online by DM
22
Training Needs Analysis – Coverage Matrix
Live Assessment
NI Sales Force Success Profile
Online Scenario
Simulation
ASM /AMM
Survey
Behavioral
Interview
Case Study
Presentation
Role
Play
Customer/Influencer Identification and
Building Partnerships
X
X
X
Sales Call Planning
X
X
X
Sales Call & Closing Effectiveness
X
X
X
DM
Performance
Assessment
Critical Role Capabilities
Proposal Preparation
X
X
X
X
X
X
X
Business/Financial Acumen
X
X
X
Product knowledge
X
X
Foundational Performance Factors
Market Savvy
X
Fact-finding & Analysis
X
X
Balanced Judgment
X
X
23
X
X
X
X
X
Organizational Aggregate
Results
Customer/Influencer Identification and Building Partnerships
25
Sales Call & Closing Effectiveness
26
Fact-finding and Analysis
27
Key Findings
Distribution of All Success Factors (Moving the mean)
Sales Call & Proposal
Closing
Preparation
Market
Savvy
Business &
Product
Fact finding
Financial
Knowledge & Analysis
Acumen
Partnership
Sales Call
Planning
Balanced
Judgment
79-70
37%
20%
24%
14%
21%
25%
14%
38%
28%
69-60
10%
15%
13%
13%
14%
25%
9%
13%
7%
47%
35%
37%
27%
35%
50%
23%
51%
35%
100-90
89-80
59-50
29
Biggest developmental opportunities…
1. Business & Financial Acumen
2. Fact-finding & Analysis
3. Customer Identification &
Building Partnerships
Sales Performance vs. Assessment Results – New Installations
95
90
Sales Performance
High Performance
Solid Performance
85
Inconsistent Performance
80
75
70
65
Cust/Inf ID &
Bldg P'ships
Sales Call
Planning
Sales Call & Proposal Market Savvy
Closing
preparation
Effectiveness
Business
Acumen
31
Product Fact-finding Balanced
Knowledge and Analysis Judgment
Delivering Individual Results and
Actionable Development
Planning
Delivering Results
• Review Success Profile and
Methodology
• Organizational Results
• Key Findings
• Summary
• Informal BTS Observations
• Next Steps
33
Score Card Example
34
Development Action Plan (DAP)
35
Addressing Organization-wide
Training Needs
Building Business Partnerships
Teams manage a fictitious account that
mirrors Schindler’s sales environment
Teams identify customer needs, create
solutions, and win business with constrained
time, capital, and resources
Teams call on various buyers and influencers
– no two teams have the same result
Teams discover who has budget, influence,
power, needs, and decision-making
37
Program Flow
Simulation
Round
Pre-work
Role Play 1
3 rounds
Program
Introduction
Team
Presentations
Feedback
Teach Session
38
Application
Session
On-Boarding Guides/Post OnBoarding Assessment
On-Boarding Guides/Post On-Boarding
40
Implications & Next Steps
The End