How salesforce training productivity can be measured? what`s the best way apart from cost-benefit analysis?
From Finland, Ylöjärvi
From Finland, Ylöjärvi
I presume you mean salesforce training effectiveness. The effectiveness of salesforce training can be measured at multiple levels. I always begin by asking, What is the objective of the training? Once you are clear on the end purpose of the training, you can start to think about how to evaluate the achievement of your objectives in measurable terms.
You can get an idea of how to measure training effectiveness by visiting
http://www.businessperform.com/html/...ffectiven.html
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
6You can get an idea of how to measure training effectiveness by visiting
http://www.businessperform.com/html/...ffectiven.html
Vicki Heath
Human Resources Software and Resources
http://www.businessperform.com
From Australia, Melbourne
Hi,
If as mentioned the question is evaluating the effectiveness of training, there are 4 basic levels of evaluation.
1. Reaction Level Evaluation – The Human Resources Manager or the Head of the Department should inquire about the training program from the trainees. It is vital to get the immediate feedback from the participants. Every aspect of the training should be evaluated. Basic questions that can be posed to the participants for feed back. Questions about the trainer (s)
- The environment that the training was held
- Contents of the Training Program
- Coverage of the contents
- Suggestions to improve the training
- Whether the participants feel a need for further training
- Whether participants recommend this training to their colleagues etc.
Develop a form/ questionnaire Discussions or interviews can be held to evaluate the training – The reaction level of evaluating should be further evaluated. The questions can be posed where the trainees could rate certain aspects of the conducted training.
If the reactions for these questions are positive, if the feedback is positive further evaluation can be preceded. If the response is negative the training has not been successful hence the needs, design or the trainer should be changed accordingly.
2. Learning Level – Training must result in learning. The learning can be measured in practical sessions or conducting tests etc. The same practical sessions or tests can be conducted “before” the training and “after” the training to evaluate the performance. If the “after” sessions indicates a positive development then the training can be rated successful and vise versa. The new skills should be focused upon.
3. Behavioral Level – The learning which was acquired through the training should be converted into practice. The training should result in positive behavioral change. Observations and discussions should be carried out to find out whether trainees are applying what is learnt into the job.
4. Results – The result of the learning should be positive. If the results are not positive the above evaluating is fruitless. The results should be measured by indicators.
- Defects
- Quality
- Output
- Accidents
- Profits
If the defects, accidents are low the training results are positive, vise versa. The quality, outputs are high the training is positive, vise versa. The profit as an indicator could only be taken only if it directly shows the training results.
Since you particularly talk about sales, you can take the number of sales as an indicator to measure the productivity. The effectiveness of training on sales could be simply measured by their individual performance with regard to sales. If the training has been effective the sales or the targets should be achieved to some extend.
Regards,
Ashra
From Sri Lanka
If as mentioned the question is evaluating the effectiveness of training, there are 4 basic levels of evaluation.
1. Reaction Level Evaluation – The Human Resources Manager or the Head of the Department should inquire about the training program from the trainees. It is vital to get the immediate feedback from the participants. Every aspect of the training should be evaluated. Basic questions that can be posed to the participants for feed back. Questions about the trainer (s)
- The environment that the training was held
- Contents of the Training Program
- Coverage of the contents
- Suggestions to improve the training
- Whether the participants feel a need for further training
- Whether participants recommend this training to their colleagues etc.
Develop a form/ questionnaire Discussions or interviews can be held to evaluate the training – The reaction level of evaluating should be further evaluated. The questions can be posed where the trainees could rate certain aspects of the conducted training.
If the reactions for these questions are positive, if the feedback is positive further evaluation can be preceded. If the response is negative the training has not been successful hence the needs, design or the trainer should be changed accordingly.
2. Learning Level – Training must result in learning. The learning can be measured in practical sessions or conducting tests etc. The same practical sessions or tests can be conducted “before” the training and “after” the training to evaluate the performance. If the “after” sessions indicates a positive development then the training can be rated successful and vise versa. The new skills should be focused upon.
3. Behavioral Level – The learning which was acquired through the training should be converted into practice. The training should result in positive behavioral change. Observations and discussions should be carried out to find out whether trainees are applying what is learnt into the job.
4. Results – The result of the learning should be positive. If the results are not positive the above evaluating is fruitless. The results should be measured by indicators.
- Defects
- Quality
- Output
- Accidents
- Profits
If the defects, accidents are low the training results are positive, vise versa. The quality, outputs are high the training is positive, vise versa. The profit as an indicator could only be taken only if it directly shows the training results.
Since you particularly talk about sales, you can take the number of sales as an indicator to measure the productivity. The effectiveness of training on sales could be simply measured by their individual performance with regard to sales. If the training has been effective the sales or the targets should be achieved to some extend.
Regards,
Ashra
From Sri Lanka
AS LISTED IN THE POSTINGS,
The Kirkpatrick Model is a useful tool
for your purpose.
Level 4 - Results
What organizational benefits resulted from the training?
-sales [ actual vs budget/target ] this period in dollars / your currency.
-sales [ actual vs budget/target ] this period in volume /units
-sales [ actual vs budget/target ] by product groups
------------------------------------------------------------------------
-sales [ actual this period vs previous ] dollars / your currency.
-sales [ actual this period vs previous] in volume /units
-sales [ actual this period vs previous ] by product groups
----------------------------------------------------------------------------------------
-gross profit [ actual vs budget/target ] this period in dollars / your currency.
-gross profit [ actual vs budget/target ] this period in volume /units
-gross profit [ actual vs budget/target ] by product groups
-------------------------------------------------------------------
-no. of new prospects contacted as against target set
-% of conversion against target
------------------------------------------------------------------------------
-total number of customer contacts [ customer coverage]
-total number of sales orders raised during the period against target
-average value per order against target
--------------------------------------------------------------------
IN THIS WAY, A NUMBER OF FACTORS CAN BE
REVIEWED FOR THE GAINS IN PRODUCTIVITY
IN SALES PRODUCTIVITY AS WELL AS
SALES TRAINING PRODUCTIVITY.
================================================== ======
Level 3 - Behavior
To what extent did participants change their behavior back in the workplace as a result of the training?
PERFORMANCE COMPETENCE BEFORE/AFTER TRAINING
RATE THEM OUT OF 10.
CAN THE SALESPERSON DO A BETTER JOB:
-analyze the sales situation in the territory
-make judgements of the sales requirements
-negotiate effectively with the customers
-develop sound sales proposals
-make an effective sales presentation
-analyze / present sales performance with the customers
-identify the sales/merchandising opportunities
-take initiative in sales promotion implementation
-can evaluate the impact of promotion impact
-achieve the stock level with customers
-handle customer complaints effectively
-take initiative in training customers
-analyze the territory workload
-provide timely market intelligence report
-effective problem solver
-takes customer service initiatives
etc etc
POSITIVE FEEDBACK MEANS IT IS CONTRIBUTING
TO PRODUCTIVITY.
NEGATIVE FEEDBACK MEANS MORE TRAINING
IS REQUIRED.
=============================================
Level 2 - Learning
To what extent did participants improve knowledge and skills and change attitudes as a result of the training?
Competency Definitions for a Sales Representative
KNOWLEDGE/SKILLS/ATTIUDES BEFORE/AFTER TRAINING
RATE THEM OUT OF 10.
Skills
Communication skills: Ability to be understood and to understand the customer; use questioning and active listening; provide information useful to the customer; ability to make customers feel comfortable by greeting them, making eye contact, and acting in a friendly manner
Basic selling skills: Ability to establish rapport with the customer, listen effectively to identify customer needs, and relate the benefits of product features; handle objections and close the sale
Organizational skills: Ability to keep accurate customer records, conduct periodic follow‑ups with customers before and after the sale) track personal progress toward sales targets and goals, pay attention to details, and manage time effectively
Customer focus: Ability to operate with the customer's best interest in mind, position for repeat business by delighting and surprising the customer, make the customer feel important, and strive for customer satisfaction throughout the entire sales and delivery process
Conflict management: Ability to resolve differences with customers and colleagues and reach agreement by maintaining a problem solving attitude
Knowledge
Product knowledge: Having a basic understanding of products and services, including features, benefits, and relevant performance statistics; keeping up to date with the latest information; preparing to answer questions about products and services
Computer literacy: Having basic computer skills to enhance access to leads and to relevant financial, market, and competitive data; being aware of and understanding the resources available and being able to use them to improve sales
Competition: Having basic knowledge of key competitors and being aware of how the company's products compare with competitors'
Personality
Sociability: Desire to interact with others and to project warmth and relate well to a wide variety of people
Self‑sufficiency/self‑motivation: Ability to work independently for extended periods of time with minimal support and approval, to take initiative, be proactive, and take ownership for personal success
High energy level: Has a strong work ethic; is able to maintain a fast pace while staying focused in stressful situations
Competitiveness: Demonstrates the desire to achieve and surpass goals, work with persistence in the face of obstacles, and thrive in high‑pressure situations
Self‑confidence: Believes in their own abilities; approaches work with the expectation of success and an awareness of what is required for success; accepts criticism constructively and is willing to admit mistakes without blaming others
Reliability/trustworthiness: Behaves consistently and predictably; is dependable in all phases of the sales process; is able to gain the trust of the customer by being honest, working with integrity, and meeting commitments
Ethics: Has high professional and personal standards, treats people fairly and with respect, provides a straightforward discussion of price and payment issues, and is honest in all communications; refrains from being manipulative or obscuring facts
Ability
Mental agility: Flexible enough to deal with multiple issues at the same time, able to maintain a constantly high level of alertness, and possesses a broad learning capacity
Analytical skills: Ability to reason with, analyze, and draw conclusions from facts and data
Empathy: Understands and displays sensitivity to customer needs and concerns and minimizes customer anxiety and frustration
Openness: Is eager to consider new ideas and available to learn new things; is comfortable with change and ambiguity and open to a variety of options to meet the customer's needs
POSITIVE FEEDBACK MEANS IT IS CONTRIBUTING
TO PRODUCTIVITY.
NEGATIVE FEEDBACK MEANS MORE TRAINING
IS REQUIRED
================================================== ==============================
YOU CAN EVALUATE
-thru participants feedback using questionnaire
-personal interview of the participants
-personal interview of the supervisors/managers
-on the job evaluation
-on the job observation by supervisors/managers
hope this is useful to you
regards
LEO LINGHAM
From India, Mumbai
The Kirkpatrick Model is a useful tool
for your purpose.
Level 4 - Results
What organizational benefits resulted from the training?
-sales [ actual vs budget/target ] this period in dollars / your currency.
-sales [ actual vs budget/target ] this period in volume /units
-sales [ actual vs budget/target ] by product groups
------------------------------------------------------------------------
-sales [ actual this period vs previous ] dollars / your currency.
-sales [ actual this period vs previous] in volume /units
-sales [ actual this period vs previous ] by product groups
----------------------------------------------------------------------------------------
-gross profit [ actual vs budget/target ] this period in dollars / your currency.
-gross profit [ actual vs budget/target ] this period in volume /units
-gross profit [ actual vs budget/target ] by product groups
-------------------------------------------------------------------
-no. of new prospects contacted as against target set
-% of conversion against target
------------------------------------------------------------------------------
-total number of customer contacts [ customer coverage]
-total number of sales orders raised during the period against target
-average value per order against target
--------------------------------------------------------------------
IN THIS WAY, A NUMBER OF FACTORS CAN BE
REVIEWED FOR THE GAINS IN PRODUCTIVITY
IN SALES PRODUCTIVITY AS WELL AS
SALES TRAINING PRODUCTIVITY.
================================================== ======
Level 3 - Behavior
To what extent did participants change their behavior back in the workplace as a result of the training?
PERFORMANCE COMPETENCE BEFORE/AFTER TRAINING
RATE THEM OUT OF 10.
CAN THE SALESPERSON DO A BETTER JOB:
-analyze the sales situation in the territory
-make judgements of the sales requirements
-negotiate effectively with the customers
-develop sound sales proposals
-make an effective sales presentation
-analyze / present sales performance with the customers
-identify the sales/merchandising opportunities
-take initiative in sales promotion implementation
-can evaluate the impact of promotion impact
-achieve the stock level with customers
-handle customer complaints effectively
-take initiative in training customers
-analyze the territory workload
-provide timely market intelligence report
-effective problem solver
-takes customer service initiatives
etc etc
POSITIVE FEEDBACK MEANS IT IS CONTRIBUTING
TO PRODUCTIVITY.
NEGATIVE FEEDBACK MEANS MORE TRAINING
IS REQUIRED.
=============================================
Level 2 - Learning
To what extent did participants improve knowledge and skills and change attitudes as a result of the training?
Competency Definitions for a Sales Representative
KNOWLEDGE/SKILLS/ATTIUDES BEFORE/AFTER TRAINING
RATE THEM OUT OF 10.
Skills
Communication skills: Ability to be understood and to understand the customer; use questioning and active listening; provide information useful to the customer; ability to make customers feel comfortable by greeting them, making eye contact, and acting in a friendly manner
Basic selling skills: Ability to establish rapport with the customer, listen effectively to identify customer needs, and relate the benefits of product features; handle objections and close the sale
Organizational skills: Ability to keep accurate customer records, conduct periodic follow‑ups with customers before and after the sale) track personal progress toward sales targets and goals, pay attention to details, and manage time effectively
Customer focus: Ability to operate with the customer's best interest in mind, position for repeat business by delighting and surprising the customer, make the customer feel important, and strive for customer satisfaction throughout the entire sales and delivery process
Conflict management: Ability to resolve differences with customers and colleagues and reach agreement by maintaining a problem solving attitude
Knowledge
Product knowledge: Having a basic understanding of products and services, including features, benefits, and relevant performance statistics; keeping up to date with the latest information; preparing to answer questions about products and services
Computer literacy: Having basic computer skills to enhance access to leads and to relevant financial, market, and competitive data; being aware of and understanding the resources available and being able to use them to improve sales
Competition: Having basic knowledge of key competitors and being aware of how the company's products compare with competitors'
Personality
Sociability: Desire to interact with others and to project warmth and relate well to a wide variety of people
Self‑sufficiency/self‑motivation: Ability to work independently for extended periods of time with minimal support and approval, to take initiative, be proactive, and take ownership for personal success
High energy level: Has a strong work ethic; is able to maintain a fast pace while staying focused in stressful situations
Competitiveness: Demonstrates the desire to achieve and surpass goals, work with persistence in the face of obstacles, and thrive in high‑pressure situations
Self‑confidence: Believes in their own abilities; approaches work with the expectation of success and an awareness of what is required for success; accepts criticism constructively and is willing to admit mistakes without blaming others
Reliability/trustworthiness: Behaves consistently and predictably; is dependable in all phases of the sales process; is able to gain the trust of the customer by being honest, working with integrity, and meeting commitments
Ethics: Has high professional and personal standards, treats people fairly and with respect, provides a straightforward discussion of price and payment issues, and is honest in all communications; refrains from being manipulative or obscuring facts
Ability
Mental agility: Flexible enough to deal with multiple issues at the same time, able to maintain a constantly high level of alertness, and possesses a broad learning capacity
Analytical skills: Ability to reason with, analyze, and draw conclusions from facts and data
Empathy: Understands and displays sensitivity to customer needs and concerns and minimizes customer anxiety and frustration
Openness: Is eager to consider new ideas and available to learn new things; is comfortable with change and ambiguity and open to a variety of options to meet the customer's needs
POSITIVE FEEDBACK MEANS IT IS CONTRIBUTING
TO PRODUCTIVITY.
NEGATIVE FEEDBACK MEANS MORE TRAINING
IS REQUIRED
================================================== ==============================
YOU CAN EVALUATE
-thru participants feedback using questionnaire
-personal interview of the participants
-personal interview of the supervisors/managers
-on the job evaluation
-on the job observation by supervisors/managers
hope this is useful to you
regards
LEO LINGHAM
From India, Mumbai
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