Hi,
I am working in a stockbroking firm. I want to implement competency mapping for the sales force. I have read about the subject, but the problem is I have never done it practically. What I want to know is how to do a job analysis for a sales executive according to the nature of business in stockbroking? What points should be covered? How to assess his competency level for all dimensions (Knowledge/Skills/Ability/Behavior)? What will be the next action to improve these skills?
In short, I want to know everything. I will be very thankful for professional help.
Thanks,
Vikas
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I am working in a stockbroking firm. I want to implement competency mapping for the sales force. I have read about the subject, but the problem is I have never done it practically. What I want to know is how to do a job analysis for a sales executive according to the nature of business in stockbroking? What points should be covered? How to assess his competency level for all dimensions (Knowledge/Skills/Ability/Behavior)? What will be the next action to improve these skills?
In short, I want to know everything. I will be very thankful for professional help.
Thanks,
Vikas
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Dear Vikas,
Competency Mapping (CM) is a serious activity. Recently, I had given a comprehensive reply to a similar post. You may click the following link to refer to it: https://www.citehr.com/529587-compet...ml#post2235775.
Why would you like to restrict CM only to the sales personnel? What about other departments?
Thanks,
Dinesh Divekar
From India, Bangalore
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8034Competency Mapping (CM) is a serious activity. Recently, I had given a comprehensive reply to a similar post. You may click the following link to refer to it: https://www.citehr.com/529587-compet...ml#post2235775.
Why would you like to restrict CM only to the sales personnel? What about other departments?
Thanks,
Dinesh Divekar
From India, Bangalore
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I want to start with sales since it is the most critical department for us. Further, upon successful implementation in sales, I will implement CM in other departments as well.
Also, the link provided by you does not contain a reply. Please help me.
Regards,
Vikas
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Also, the link provided by you does not contain a reply. Please help me.
Regards,
Vikas
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Dear Vikas,
If Sales is that critical department for your company, then I recommend you go along with the salespersons and attend the sales calls. Find out what they do and do not do. How many salespersons do you have? Accompany at least 10 salespersons to attend the sales calls. The information gathered based on field observations will be 100% authentic.
Secondly, when you make field visits, observe whether the salespersons handle the sales calls in the same fashion or if there is dissimilarity. To bring uniformity in the handling of the sales calls, you need to implement a customized sales process. Companies often fail to improve their sales because they allow salespersons to adopt an individualistic approach. This is where the issue lies as what if the salesperson possesses the necessary competencies but does not follow the approved sales process?
Designing a customized sales process requires extensive field research. Competencies are integrated into the sales process. To execute the sales process effectively, one must demonstrate the required competencies without the need for separate focus on them.
Sales is a complex subject. I have accompanied the salespersons to monitor the sales calls. When you visit the field, you will notice a significant disconnect between the competencies or the sales training that was provided. Bridging this gap is our leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
If Sales is that critical department for your company, then I recommend you go along with the salespersons and attend the sales calls. Find out what they do and do not do. How many salespersons do you have? Accompany at least 10 salespersons to attend the sales calls. The information gathered based on field observations will be 100% authentic.
Secondly, when you make field visits, observe whether the salespersons handle the sales calls in the same fashion or if there is dissimilarity. To bring uniformity in the handling of the sales calls, you need to implement a customized sales process. Companies often fail to improve their sales because they allow salespersons to adopt an individualistic approach. This is where the issue lies as what if the salesperson possesses the necessary competencies but does not follow the approved sales process?
Designing a customized sales process requires extensive field research. Competencies are integrated into the sales process. To execute the sales process effectively, one must demonstrate the required competencies without the need for separate focus on them.
Sales is a complex subject. I have accompanied the salespersons to monitor the sales calls. When you visit the field, you will notice a significant disconnect between the competencies or the sales training that was provided. Bridging this gap is our leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
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Competency mapping.ppt
ART AND SCIENCE OF COMPETENCY MAPPING.doc