Hi Everybody, I am a management student and I am doing a project on training.
I am interested in knowing the conceptual matter about "Skill identification" and "Need assessment" with regard to training.
Also, I want to know the difference between the two.
From India, Mumbai
I am interested in knowing the conceptual matter about "Skill identification" and "Need assessment" with regard to training.
Also, I want to know the difference between the two.
From India, Mumbai
heey...
skill identification is to indentify the core area or rather what the person expertises in... where as need assessment is what we popoulary call the TNI or TNA - training need indentification/analysis is - thru assessments or one to one interaction we find out in what area is training required... what is lacking... is team synergy lacking or team integration?.. is team bonding lacking or is team work lacking...?
skill identification can be done through assessments as well as one on one inteactions... the skill identified may be that individuals USP .. but thats not the case always...
i hope u understood...
any more clarification u can mail me at
shraddha :D
From India, Bangalore
1skill identification is to indentify the core area or rather what the person expertises in... where as need assessment is what we popoulary call the TNI or TNA - training need indentification/analysis is - thru assessments or one to one interaction we find out in what area is training required... what is lacking... is team synergy lacking or team integration?.. is team bonding lacking or is team work lacking...?
skill identification can be done through assessments as well as one on one inteactions... the skill identified may be that individuals USP .. but thats not the case always...
i hope u understood...
any more clarification u can mail me at
shraddha :D
From India, Bangalore
HERE IS SOME USEFUL MATERIALS.
SKILLS INDENTIFICATION
Skills are the performance specifications of AN INDIVIDUAL
The average person has between 500 and 800 skills! You need to identify those skills that are the most attractive to potential POSITION / employers. Many people have a hard time identifying their skills, because we often define skills too narrowly. Do not think of a skill as something that requires years of formal education and experience to develop. A skill is anything you can do right now!
------------------------------------------------------------------------------------------------------------------------------------------
Skills are the foundation of an effective job search. Employers don't just want to know where you've been and what job titles you've had. They want to know what you can do. If you purchase a product that would cost thousands of dollars annually, you'd want to know what it could do.
The average person has between 500 and 800 skills! You need to identify at least five to 10 skills that are the most attractive to potential POSITION / employers. Many people have a hard time identifying their skills. Don't think of a skill as something that requires years of formal education and experience to develop. A skill is anything you can do right now!
Skills are things you can do that are related to employment or that you do in the course of your daily life. Skills that a person uses for a specific job such as sewing, record keeping, cooking, cleaning, computer programming and welding are called job-specific skills. Skills also include things you can do that aren't tied to a specific job or occupation, such as being on time, dependable, independent, flexible and ambitious. We call these self-management skills.
A combination of skills are used to accomplish a task. We accomplish many tasks each day. Tasks are part of our recreation, hobbies and volunteer work. Some tasks are related to employment. An administrative assistant who writes a letter uses the following skills-- typing, writing, editing and the ability to meet deadlines. A computer programmer who troubleshoots a network failure uses proofreading skills to find errors in computer codes. A cook uses slicing and cleaning skills to prepare vegetables. We also use skills to complete tasks in the course of our daily lives. Balancing a checking account, shopping, driving and mowing the lawn are all examples of tasks that require skills.
A combination of tasks make up an activity. Think of an activity as a major area of responsibility that requires a set of tasks. Many times skills and tasks seem interchangeable. That's because both are elements of an activity. It's up to you to apply these principles to your own job search.
Writing THE Skills
Identifying, listing and describing THE skills is not an easy task. However, it is critical to job POSITIONING success and you should plan to invest the time needed. Listed below is an outline for skill identification that has been successfully used by many .
1. List by title any jobs .
2. Write a detailed description of four to five major duties.
3. Think of all the skills needed to accomplish each duty you have listed. Write those skills down on a piece of paper. Remember to look for both job content and self-management skills. Be sure to include tools used, machines operated, knowledge applied, etc.
4. Repeat the above steps for each activity you anticipate describing to THE POSITION . Use this same process for other work-related activities including hobbies, volunteer work, and community experience.
5. Once you have completed this process, you should have a long list of skills . Go through the list and select those skills that match the job goal(s). These are the skills, you have identified for the job position.
EXAMPLE
CLERICAL SKILLS
_____ Examining
_____ Evaluating
_____ Filing
_____ Developing
_____ Improving
_____ Recording
_____ Collating
_____ Computing
_____ Recommending
_____ Following
_____ Bookkeeping
_____ Keyboarding
_____ Transcribing
_____ Indexing
_____ Arranging
_____ Tabulating
_____ Collaborating
_____Sorting
_____ Retrieving
_____ Organizing
_____ Purchasing
_____ Problem Solving
================================================== =
SELLING SKILLS
_____ Contacting
_____ Persuading
_____ Reviewing
_____ Inspecting
_____ Informing
_____ Promoting
_____ Convincing
_____ Influencing
_____ Comparing
_____ Representing
_____ Asking
_____ Closing
_____ Negotiating
_____ Communicating
_____ Calculating
_____ Advising
_____ Contracting
_____ Recommending
_____ Problem Solving
==============================================
================================================== =
NEEDS ASSESSMENT
A Needs Assessment is a systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.
WHY design and conduct a Needs Assessment? We need to consider the benefits of any Human Resource Development (HRD) intervention before we just go and do it:
What learning will be accomplished?
What changes in behavior and performance are expected?
Will we get them?
What are the expected economic costs and benefits of any projected solutions?
We are often in too much of a hurry. We implement a solution, sometimes but not always the correct intervention. But we plan, very carefully and cautiously, before making most other investments in process changes and in capital and operating expenditures. We need to do the same for Human Resource Development.
The largest expense for HRD programs, by far, is attributable to the time spent by the participants in training programs, career development, and/or organization development activities. In training, costs due to lost production and travel time can be as much as 90-95% of the total program costs. Direct and indirect costs for the delivery of training are about 6% of the total cost, and design and development count for only about 1-2% of the total (2). Realistically, it makes sense to invest in an assessment of needs to make sure we are making wise investments in training and other possible interventions.
FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:
Step 1. PERFORM A "GAP" ANALYSIS.
The first step is to check the actual performance of our organizations and our people against existing standards, or to set new standards. There are two parts to this:
Current situation: We must determine the current state of skills, knowledge, and abilities of our current and/or future employees. This analysis also should examine our organizational goals, climate, and internal and external constraints.
Desired or necessary situation: We must identify the desired or necessary conditions for organizational and personal success. This analysis focuses on the necessary job tasks/standards, as well as the skills, knowledge, and abilities needed to accomplish these successfully. It is important that we identify the critical tasks necessary, and not just observe our current practices. We also must distinguish our actual needs from our perceived needs, our wants.
The difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives.
What are we looking for? Here are some questions to ask, to determine where HRD may be useful in providing solutions:
Problems or deficits. Are there problems in the organization which might be solved by training or other HRD activities?
Impending change. Are there problems which do not currently exist but are foreseen due to changes, such as new processes and equipment, outside competition, and/or changes in staffing?
Opportunities. Could we gain a competitive edge by taking advantage of new technologies, training programs, consultants or suppliers?
Strengths. How can we take advantage of our organizational strengths, as opposed to reacting to our weaknesses? Are there opportunities to apply HRD to these areas?
New directions. Could we take a proactive approach, applying HRD to move our organizations to new levels of performance? For example, could team building and related activities help improve our productivity?
Mandated training. Are there internal or external forces dictating that training and/or organization development will take place? Are there policies or management decisions which might dictate the implementation of some program? Are there governmental mandates to which we must comply?
Step 2. IDENTIFY PRIORITIES AND IMPORTANCE.
The first step should have produced a large list of needs for training and development, career development, organization development, and/or other interventions. Now we must examine these in view of their importance to our organizational goals, realities, and constraints. We must determine if the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of our organizational needs and requirements . For example :
Cost-effectiveness: How does the cost of the problem compare to the cost of implementing a solution? In other words, we perform a cost-benefit analysis.
Legal mandates: Are there laws requiring a solution? (For example, safety or regulatory compliance.)
Executive pressure: Does top management expect a solution?
Population: Are many people or key people involved?
Customers: What influence is generated by customer specifications and expectations?
If some of our needs are of relatively low importance, we would do better to devote our energies to addressing other human performance problems with greater impact and greater value.
Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES.
Now that we have prioritized and focused on critical organizational and personal needs, we will next identify specific problem areas and opportunities in our organization. We must know what our performance requirements are, if appropriate solutions are to be applied. We should ask two questions for every identified need:
Are our people doing their jobs effectively?
Do they know how to do their jobs?
This will require detailed investigation and analysis of our people, their jobs, and our organizations -- both for the current situation and in preparation for the future.
Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES.
If people are doing their jobs effectively, perhaps we should leave well enough alone. However, some training and/or other interventions might be called for if sufficient importance is attached to moving our people and their performance into new directions.
But if our people ARE NOT doing their jobs effectively:
Training may be the solution, IF there is a knowledge problem.
Organization development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building.
TECHNIQUES FOR INVESTIGATING ORGANIZATIONAL AND PERSONAL NEEDS:
Use multiple methods of Needs Assessment. To get a true picture, don't rely on one method. It is important to get a complete picture from many sources and viewpoints. Don't take some manager's word for what is needed.
There are several basic Needs Assessment techniques. Use a combination of some of these, as appropriate:
direct observation
questionnaires
consultation with persons in key positions, and/or with specific knowledge
review of relevant literature
interviews
focus groups
tests
records & report studies
work samples
Remember that actual needs are not always the same as perceived needs, or "wants". Look for what the organization and people really need they may not know what they need, but may have strong opinions about what they want.
Use your collected data in proposing HRD solutions:
Use your data to make your points. This avoids confronting management since your conclusions will follow from your Needs Assessment activities.
Everybody should share the data collected. It is important to provide feedback to everyone who was solicited for information. This is necessary if everyone is to "buy into" any proposed training or organization development plan.
Having identified the problems and performance deficiencies, we must lay out the difference between the cost of any proposed solutions against the cost of not implementing the solution. Here's an economic "gap analysis":
What are the costs if no solution is applied?
What are the costs of conducting programs to change the situation?
The difference determines if intervention activities will be cost-effective, and therefore if it makes sense to design, develop, and implement the proposed HRD solutions.
REGARDS
LEO LINGHAM
From India, Mumbai
SKILLS INDENTIFICATION
Skills are the performance specifications of AN INDIVIDUAL
The average person has between 500 and 800 skills! You need to identify those skills that are the most attractive to potential POSITION / employers. Many people have a hard time identifying their skills, because we often define skills too narrowly. Do not think of a skill as something that requires years of formal education and experience to develop. A skill is anything you can do right now!
------------------------------------------------------------------------------------------------------------------------------------------
Skills are the foundation of an effective job search. Employers don't just want to know where you've been and what job titles you've had. They want to know what you can do. If you purchase a product that would cost thousands of dollars annually, you'd want to know what it could do.
The average person has between 500 and 800 skills! You need to identify at least five to 10 skills that are the most attractive to potential POSITION / employers. Many people have a hard time identifying their skills. Don't think of a skill as something that requires years of formal education and experience to develop. A skill is anything you can do right now!
Skills are things you can do that are related to employment or that you do in the course of your daily life. Skills that a person uses for a specific job such as sewing, record keeping, cooking, cleaning, computer programming and welding are called job-specific skills. Skills also include things you can do that aren't tied to a specific job or occupation, such as being on time, dependable, independent, flexible and ambitious. We call these self-management skills.
A combination of skills are used to accomplish a task. We accomplish many tasks each day. Tasks are part of our recreation, hobbies and volunteer work. Some tasks are related to employment. An administrative assistant who writes a letter uses the following skills-- typing, writing, editing and the ability to meet deadlines. A computer programmer who troubleshoots a network failure uses proofreading skills to find errors in computer codes. A cook uses slicing and cleaning skills to prepare vegetables. We also use skills to complete tasks in the course of our daily lives. Balancing a checking account, shopping, driving and mowing the lawn are all examples of tasks that require skills.
A combination of tasks make up an activity. Think of an activity as a major area of responsibility that requires a set of tasks. Many times skills and tasks seem interchangeable. That's because both are elements of an activity. It's up to you to apply these principles to your own job search.
Writing THE Skills
Identifying, listing and describing THE skills is not an easy task. However, it is critical to job POSITIONING success and you should plan to invest the time needed. Listed below is an outline for skill identification that has been successfully used by many .
1. List by title any jobs .
2. Write a detailed description of four to five major duties.
3. Think of all the skills needed to accomplish each duty you have listed. Write those skills down on a piece of paper. Remember to look for both job content and self-management skills. Be sure to include tools used, machines operated, knowledge applied, etc.
4. Repeat the above steps for each activity you anticipate describing to THE POSITION . Use this same process for other work-related activities including hobbies, volunteer work, and community experience.
5. Once you have completed this process, you should have a long list of skills . Go through the list and select those skills that match the job goal(s). These are the skills, you have identified for the job position.
EXAMPLE
CLERICAL SKILLS
_____ Examining
_____ Evaluating
_____ Filing
_____ Developing
_____ Improving
_____ Recording
_____ Collating
_____ Computing
_____ Recommending
_____ Following
_____ Bookkeeping
_____ Keyboarding
_____ Transcribing
_____ Indexing
_____ Arranging
_____ Tabulating
_____ Collaborating
_____Sorting
_____ Retrieving
_____ Organizing
_____ Purchasing
_____ Problem Solving
================================================== =
SELLING SKILLS
_____ Contacting
_____ Persuading
_____ Reviewing
_____ Inspecting
_____ Informing
_____ Promoting
_____ Convincing
_____ Influencing
_____ Comparing
_____ Representing
_____ Asking
_____ Closing
_____ Negotiating
_____ Communicating
_____ Calculating
_____ Advising
_____ Contracting
_____ Recommending
_____ Problem Solving
==============================================
================================================== =
NEEDS ASSESSMENT
A Needs Assessment is a systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.
WHY design and conduct a Needs Assessment? We need to consider the benefits of any Human Resource Development (HRD) intervention before we just go and do it:
What learning will be accomplished?
What changes in behavior and performance are expected?
Will we get them?
What are the expected economic costs and benefits of any projected solutions?
We are often in too much of a hurry. We implement a solution, sometimes but not always the correct intervention. But we plan, very carefully and cautiously, before making most other investments in process changes and in capital and operating expenditures. We need to do the same for Human Resource Development.
The largest expense for HRD programs, by far, is attributable to the time spent by the participants in training programs, career development, and/or organization development activities. In training, costs due to lost production and travel time can be as much as 90-95% of the total program costs. Direct and indirect costs for the delivery of training are about 6% of the total cost, and design and development count for only about 1-2% of the total (2). Realistically, it makes sense to invest in an assessment of needs to make sure we are making wise investments in training and other possible interventions.
FOUR STEPS TO CONDUCTING A NEEDS ASSESSMENT:
Step 1. PERFORM A "GAP" ANALYSIS.
The first step is to check the actual performance of our organizations and our people against existing standards, or to set new standards. There are two parts to this:
Current situation: We must determine the current state of skills, knowledge, and abilities of our current and/or future employees. This analysis also should examine our organizational goals, climate, and internal and external constraints.
Desired or necessary situation: We must identify the desired or necessary conditions for organizational and personal success. This analysis focuses on the necessary job tasks/standards, as well as the skills, knowledge, and abilities needed to accomplish these successfully. It is important that we identify the critical tasks necessary, and not just observe our current practices. We also must distinguish our actual needs from our perceived needs, our wants.
The difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives.
What are we looking for? Here are some questions to ask, to determine where HRD may be useful in providing solutions:
Problems or deficits. Are there problems in the organization which might be solved by training or other HRD activities?
Impending change. Are there problems which do not currently exist but are foreseen due to changes, such as new processes and equipment, outside competition, and/or changes in staffing?
Opportunities. Could we gain a competitive edge by taking advantage of new technologies, training programs, consultants or suppliers?
Strengths. How can we take advantage of our organizational strengths, as opposed to reacting to our weaknesses? Are there opportunities to apply HRD to these areas?
New directions. Could we take a proactive approach, applying HRD to move our organizations to new levels of performance? For example, could team building and related activities help improve our productivity?
Mandated training. Are there internal or external forces dictating that training and/or organization development will take place? Are there policies or management decisions which might dictate the implementation of some program? Are there governmental mandates to which we must comply?
Step 2. IDENTIFY PRIORITIES AND IMPORTANCE.
The first step should have produced a large list of needs for training and development, career development, organization development, and/or other interventions. Now we must examine these in view of their importance to our organizational goals, realities, and constraints. We must determine if the identified needs are real, if they are worth addressing, and specify their importance and urgency in view of our organizational needs and requirements . For example :
Cost-effectiveness: How does the cost of the problem compare to the cost of implementing a solution? In other words, we perform a cost-benefit analysis.
Legal mandates: Are there laws requiring a solution? (For example, safety or regulatory compliance.)
Executive pressure: Does top management expect a solution?
Population: Are many people or key people involved?
Customers: What influence is generated by customer specifications and expectations?
If some of our needs are of relatively low importance, we would do better to devote our energies to addressing other human performance problems with greater impact and greater value.
Step 3. IDENTIFY CAUSES OF PERFORMANCE PROBLEMS AND/OR OPPORTUNITIES.
Now that we have prioritized and focused on critical organizational and personal needs, we will next identify specific problem areas and opportunities in our organization. We must know what our performance requirements are, if appropriate solutions are to be applied. We should ask two questions for every identified need:
Are our people doing their jobs effectively?
Do they know how to do their jobs?
This will require detailed investigation and analysis of our people, their jobs, and our organizations -- both for the current situation and in preparation for the future.
Step 4. IDENTIFY POSSIBLE SOLUTIONS AND GROWTH OPPORTUNITIES.
If people are doing their jobs effectively, perhaps we should leave well enough alone. However, some training and/or other interventions might be called for if sufficient importance is attached to moving our people and their performance into new directions.
But if our people ARE NOT doing their jobs effectively:
Training may be the solution, IF there is a knowledge problem.
Organization development activities may provide solutions when the problem is not based on a lack of knowledge and is primarily associated with systematic change. These interventions might include strategic planning, organization restructuring, performance management and/or effective team building.
TECHNIQUES FOR INVESTIGATING ORGANIZATIONAL AND PERSONAL NEEDS:
Use multiple methods of Needs Assessment. To get a true picture, don't rely on one method. It is important to get a complete picture from many sources and viewpoints. Don't take some manager's word for what is needed.
There are several basic Needs Assessment techniques. Use a combination of some of these, as appropriate:
direct observation
questionnaires
consultation with persons in key positions, and/or with specific knowledge
review of relevant literature
interviews
focus groups
tests
records & report studies
work samples
Remember that actual needs are not always the same as perceived needs, or "wants". Look for what the organization and people really need they may not know what they need, but may have strong opinions about what they want.
Use your collected data in proposing HRD solutions:
Use your data to make your points. This avoids confronting management since your conclusions will follow from your Needs Assessment activities.
Everybody should share the data collected. It is important to provide feedback to everyone who was solicited for information. This is necessary if everyone is to "buy into" any proposed training or organization development plan.
Having identified the problems and performance deficiencies, we must lay out the difference between the cost of any proposed solutions against the cost of not implementing the solution. Here's an economic "gap analysis":
What are the costs if no solution is applied?
What are the costs of conducting programs to change the situation?
The difference determines if intervention activities will be cost-effective, and therefore if it makes sense to design, develop, and implement the proposed HRD solutions.
REGARDS
LEO LINGHAM
From India, Mumbai
Leo Lingham has given a comprehensive and an engrossing answer.
Specially that statement "A skill is something that you can do now". It has got nothing to do with formal qualifications and experience. How true. It reminds me of what the great Industrialist Henri ford said "I hire a man, not his history". I remember reading in Gita Priamal's "Business Maharajas" ,"Dhirubhai never looked at paper qualifications but looked at individual initiative and whoever exhibited got the job". This is in the context of management jobs. In Technical jobs, they always got the best people.
I particularly must refer to the example of cook given by leo. I remember reading in Morgan and Banks "Achieving a dream Career" how even a sim simple housewife or homemaker could be employed well if one looked at her housekeeping skill instead of her knowledge credentials. If only such an attitude prevailed, career transition would be a lot easier because people who have latent talent and passion for any job can be easily trained to do that without bothering too much about their past- http://mypyp.wordpress.com/
Here, I am not talking of highly technical jobs.
From India, New Delhi
Specially that statement "A skill is something that you can do now". It has got nothing to do with formal qualifications and experience. How true. It reminds me of what the great Industrialist Henri ford said "I hire a man, not his history". I remember reading in Gita Priamal's "Business Maharajas" ,"Dhirubhai never looked at paper qualifications but looked at individual initiative and whoever exhibited got the job". This is in the context of management jobs. In Technical jobs, they always got the best people.
I particularly must refer to the example of cook given by leo. I remember reading in Morgan and Banks "Achieving a dream Career" how even a sim simple housewife or homemaker could be employed well if one looked at her housekeeping skill instead of her knowledge credentials. If only such an attitude prevailed, career transition would be a lot easier because people who have latent talent and passion for any job can be easily trained to do that without bothering too much about their past- http://mypyp.wordpress.com/
Here, I am not talking of highly technical jobs.
From India, New Delhi
Hello, First of all thank you for your response. I would like to know more about training in technical field. Please help me regarding that. Thanks n Regards Arpita
From India, Mumbai
From India, Mumbai
Nad
HERE IS A SIMPLE APPROACH TO SKILL IDENTIFICATION.
IT IS A SIMPLE APPROACH AND SIMPLE TO APPLY.
BUT HR MANAGERS WHO LACK
-KNOWLEDGE OF BUSINESS PROCESS
-FUNCTIONAL PROCESS
-JOB ANALYSIS IN DEPTH
MAY FIND IT TOUGH / TEDIOUS.
==============================
Skills Inventory
is the stock of requisite skills to perform ACTIVITIES
in a job position.
THIS SKILLS INVENTORY WILL VARY AMONG COMPANIES,
INDUSTRIES,AS PER BUSINESS SITUATIONS, ETC.
Skills Identification
Skills identification is essential to a successful job position.
Employers want to know what it is you can do for them— not just what
you’ve done for someone else. A knowledge of your unique skills is needed to
successfully complete an application, write a resume or answer interview questions.
Skills identification is the first step toward employment.
A skill can be defined as “a great ability or proficiency,
expertness that comes from training, practice, etc.” A simple definition is that a skill
is anything you can do right now.
Everyone has skills, hundreds of skills, many of which employers are looking for in
an employee. Yet most people can only identify a few skills and are generally unable to describe them .
==========================================
Skills Categoriese
Job Skills
Job skills are those skills specific to a job or occupation.
An administrative assistant is skilled in
-typing,
-word processing,
-answering telephones,
-company correspondence
- filing etc.
Job skills are important to employers for obvious reasons. These are the
specific skills they look for in a candidate to accomplish the duties of the job. Job
skills do not always come from employment. Along with the skills you
used in previous jobs, you may have developed job skills through education,
hobbies, community activities and life experiences. Common activities such as
shopping, managing finances, balancing a bank account, hosting a party and
teaching a child all contain potential job skills.
Self-Management Skills
Sometimes called “personality traits,” these self-management skills are the
skills you use day-to-day to get along with others and to survive. They’re the
skills that make you unique.
-reliability,
-tactfulness,
- flexibility,
-timeliness
etc are examples of self-management skills.
Employers look for these skills in candidates as evidence
of how they will fit into the organization.
How a person will fit in is an important
consideration to employers.
=================================================
Duties
Duties are the basic functions of an activity.
Skills are tools to accomplish those
functions.
Duties or functions are a part of any organized activity, whether it’s
employment, volunteer work or hobbies.
A complete list of skills would be very long.
Writing out the duties or functions of an activity first can be a useful way to begin
identifying skills.
When developing the skills , it’s best to tie them to specific activities in which they were
used. It’s not enough to tell the employer your skills; you need to be
prepared to tell where, when and how you used those skills.
=====================================
A SIMPLE PROCESS OF DEVELOPING SKILLS
Listed below is an outline for skills
identification that has been successfully
used by managers.
1.List by title of the job.
2.Develop a job analysis in detail.
3.Write a detailed description of all major duties.
FOR EACH DUTY
4.Think of the skills needed to accomplish each duty you’ve listed.
5.Write those skills down on a piece of paper.
6.Remember to look for both job skills and self-management skills.
7.Be sure to include tools used, machines operated,
knowledge applied, etc.
8. Repeat the above steps for each activity in your job description.
9.Once you’ve completed this process, you should have a long list of skills.
10.Go through the list and select those skills that match your job position.
================================================== ==
HERE IS A SIMPLE EXAMPLE OF HOW ONE CAN IDENTIFY
THE SKILLS FROM JOB POSITION-JOB ANALYSIS-JOB DISCRIPTION.
DUE TO LACK OF SPACE/TIME, I DID NOT DO THE JOB ANALYSIS
BUT I HAVE COVERED THE REST IN THIS EXERCISE USING
'' SALES REPRESENTATIVE'' AS A TEST CASE.
job Position
What a person does at work to satisfy an employer's needs and expectations in exchange for pay. A job consists of responsibilities, duties, and tasks that are defined and can be accomplished, measured, and rated. It is used as an employment tool for classifying work and for selecting employees.
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
HERE YOU RECORD ALL THE SKILLS.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
HERE YOU RECORD THE MAJOR ACTIVITIES.
FOR EACH MAJOR ACTIVITY, LIST THE SKILLS INVOLVED.
================================================== =====
SAMPLE = JOB DESCRIPTION OF A GENERAL SALES REPRESENTATIVE
POSITION : SALES REPRESENTATIVE
Primary objective
Manage an assigned territory or group of customers to achieve a designated sales target level and to develop profitable business with new and existing customers.
Specific accountabilities
Submit short and long range sales plans, and prepare sales strategies utilising available marketing programmes to reach nominated targets.
Provide information to management regarding industry or sector group status and recommend plans to maximise future business.
Service current accounts and develop new accounts to meet sales targets through effective sales presentations and utilisation of support services.
Maintain close contact with customers and potential customers to ensure that the company's products continue to meet customer
requirements and to gather information regarding future plans. Develop and implement account strategies based on current and anticipated customer requirements.
Co‑ordinate client presentations with service and support groups, highlighting company product and service capabilities in a planned
strategy to develop profitable business.
Monitor developments in the assigned industry category or territory to forecast the opportunities for company products.
Develop new business opportunities with existing and potential clients.
Could assist in the determination of the overall sales budget and strategy.
Monitor market trends through personal contact with clients and suppliers and attendance at industry association meetings and
seminars.
Maintain close relationships with key accounts, and ensure their requirements are being met by the company's products where possible.
Appraise current and planned customer needs and advise on the application of company products or services to customer requirements.
Assist in the preparation of proposals and detailed costings and prepare contract documents for negotiation with clients.
Ensure complaints are followed up and that satisfactory solutions are obtained for both the customer and the company.
Participate in regular sales meetings to set strategies and determine business plans related to assigned products or customers.
Prepare regular reports as required.
Ensure activities comply with legal and ethical standards.
Maintain contact with customers in person, by telephone and by mail in accordance with a call plan and customer requirements.
Maintain current knowledge on new products, competitive products and other general market information of interest or value to
customers.
Secure and renew orders, determine price within guidelines, arrange delivery dates and other matters to facilitate sales.
Refer complaints to the appropriate company departments and follow up to ensure customer satisfaction.
================================================== ======
SALES SKILLS SUMMARY
This summary is a brief overview of the SKILLS in a SALES PROCESS.
YOU CAN RATE THE INDIVIDUAL SKILLS OUT OF TEN.
---------------------------------------------
PROSPECTING
GREETING
QUALIFYING
DEMONSTRATING
INFLUENCING
CLOSING
----------------------------------------------------
PROSPECTING
This is the first step of any sale. It is the phase of the sale where prospects are identified, detailed background
information is gathered, the physical activity of traditional prospecting is coordinated and an overall strategy for
face-to-face selling is developed.
---------------------------------------------------------------------------------------------
EVALUATING OTHERS: The capacity to objectively assess or
measure the abilities and performance of other people.
-------------------------------------------------------------------
ROLE CONFIDENCE: The capacity of maintaining confidence and
self-reliance for fulfilling various professional and personal roles.
----------------------------------------------------------------
PERSISTENCE: The capacity to steadily pursue any project or goal
that a person is committed to in spite of difficulty, opposition or
discouragement.
--------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
-------------------------------------------------------------------
================================================== ==================
GREETING
The first face-to-face interaction between a prospect and the salesperson, this step is designed to enable the
salesperson to display his/her sincere interest in the prospect...to gain positive acceptance and to develop a sense of mutual respect and rapport. It is the first phase of face-to-face trust building and sets the face-to-face selling process in motion.
------------------------------------------------------------------------------------------------
ATTITUDE TOWARD OTHERS: The general capacity one has for
relating with other people.
--------------------------------------------------------------------
RELATING TO OTHERS: The capacity to understand and relate to
others when communicating with them.
--------------------------------------------------------------
INITIATIVE: The compelling desire to get into the flow of work in order
to accomplish the vision and complete the goal.
----------------------------------------------------------------
SENSITIVITY TO OTHERS: The capacity to understand and appreciate
the value of other people with genuine concern for their needs, desires
and feelings.
-------------------------------------------------------------------
================================================== ===================
QUALIFYING
The detailed needs analysis phase of the face-to-face sale. This step of the sale enables the salesperson to
discover what the prospect will buy, when they will buy and under what conditions they will buy. It is allowing the
prospect to identify and verbalize their level of interest, specific wants and detailed needs in the product or
service the salesperson is offering.
---------------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
-----------------------------------------------------------------
EVALUATING WHAT IS SAID: The capacity to objectively listen,
understand and accurately interpret what someone else is saying.
------------------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
---------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
-------------------------------------------------------------
================================================== ====================
DEMONSTRATING
This step allows the salesperson to present his/ her product knowledge in such a way that it fulfills the stated or
implied wants, needs or intentions of the prospect as identified and verbalized in the qualifying phase of the sale.
-------------------------------------------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
---------------------------------------------------------------
USING COMMON SENSE: The capacity to be resourceful and apply
good, practical, ordinary sense in whatever situations arise.
---------------------------------------------------------
CONCRETE ORGANIZATION: The capacity to understand essential
factors of a situation and bring together all necessary resources.
-----------------------------------------------------------
SENSE OF TIMING: The ability to do the correct thing at the correct
time.
----------------------------------------------------------
================================================== ===========
INFLUENCING
What people believe enough, they act upon. This step is designed to enable the salesperson to build value and
overcome the tendency that many prospects have to place little belief or trust in what is told to them. It is this
phase of the sale that solidifies the prospect's belief in the supplier, product or service and salesperson.
----------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
---------------------------------------------------------------
PERSUADING OTHERS: The capacity to influentially present one’s
positions, opinions, feelings or views to others in such a way that they
will listen and adopt the same view.
----------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
------------------------------------------------------------
UNDERSTANDING MOTIVATIONAL NEEDS: The ability to understand
and inspire others in such a way that gets them to act.
-----------------------------------------------------------
================================================== =============
CLOSING
The final phase is closing. This phase of the sale is asking the prospect to buy, dealing with objections, handling
any necessary negotiation and completing the transaction to mutual satisfaction.
--------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
------------------------------------------------------------
PERSONAL ACCOUNTABILITY: The capacity to take responsibility for
one’s own actions, conduct, obligations and decisions without excuses.
--------------------------------------------------
EMOTIONAL CONTROL: The ability to appear to be rational and
in-control when facing problems or crises.
----------------------------------------------
ATTENTION TO DETAIL: The ability to pay attention to the specific
elements, facets or parts of a situation or work assignment.
------------------------------------------------------------------------------------------------
================================================== =====
In addition to the above skills, there are other personality/ job oriented/
transferable skills , which form part of SALES REPRESENTATIVE
JOB POSITION SKILLS.
HERE IS A SUMMARY OF THE TOTAL.
SELLING SKILLS
_____ Contacting
_____ Persuading
_____ Reviewing
_____ Inspecting
_____ Informing
_____ Promoting
_____ Convincing
_____ Influencing
_____ Comparing
_____ Representing
_____ Asking
_____ Closing
_____ Negotiating
_____ Communicating
_____ Calculating
_____ Advising
_____ Contracting
_____ Recommending
_____ Problem Solving
OTHERS
---------Planning
_____ Organizing
_____ Scheduling
_____ Administering
_____ Conducting
_____ Controlling
_____Coordinating
_____ Initiating
_____ Formulating
_____ Supporting
_____ Negotiating
_____ Decision Making
_____ Conceptualizing
_____ Problem Solving
COMMUNICATION
SKILLS
_____ Reasoning
_____ Defining
_____ Writing
_____ Listening
_____ Explaining
_____ Interpreting
_____ Reading
_____ Speaking
_____ Instructing
_____ Interviewing
_____ Collaborating
_____ Presenting
_____ Formulating
_____ Proposing
=============================================
THIS IS ANOTHER EXAMPLE OF SKILL IDENTIFICATION.
SAMPLE
POSITION : Marketing Manager
Primary objective
Develop, direct and control the orgardsation's marketing business strategies and activities to achieve revenue, sales and profit targets.
Specific accountabilities
Direct all marketing activities for the achievement of short and long term business objectives, increased profit, and market control.
Establish and co‑ordinate the marketing objectives, policies and programmes within the context of the overall corporate plan and, where appropriate, recommend standards and set targets and quotas.
Liaise with the sales group in the preparation of the reports, budgets, and forecasts and ensure they are compatible with support sales plans.
Appraise the activities of the staff according to overall marketing strategies. Monitor and evaluate the performance, and the efficiency of staff and procedures.
Co‑ordinate subordinate staff to optimise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.
Direct marketing activities by setting product mix.
Control and monitor marketing methods, key customer strategies and other arrangements.
Direct and control marketing by planning or co‑ordinating advertising campaigns and promotional activities, product management, market analysis and research and other consulting work.
Direct the development of initiatives such as new products, new marketing techniques, new advertising campaigns, incentive bonus schemes and the dropping of unprofitable products.
Maintain necessary contact with major suppliers, customers, industry associations and government representatives to achieve the objectives of marketing.
May direct merchandising methods and distribution policy.
Select, or approve the selection and training of senior staff. Establish lines of control and delegate responsibilities to staff.
Ensure all the activities of the sales and marketing group comply with relevant Acts, legal demands and ethical standards.
================================================== ================================================
SKILLS
Analysis
Securing relevant information and identifying key issues and relationships; relating and comparing data from different sources; identifying cause/effect relationships.
--------------------------------------------------------------------------------------------------------------
Judgement
Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take resources, constraints and organisational values into consideration.
----------------------------------------------------------------------------------------------------------------
Decisiveness
Making timely decisions judgements; taking actions when appropriate; committing to position
----------------------------------------------------------------------------------------------------------------.
Technical/Professional Knowledge
Having achieved a satisfactory level of technical and professional skills/knowledge in job‑related areas; keeping abreast of current developments and trends in areas of expertise.
--------------------------------------------------------------------------------------------------------------
Planning and Organising
Establishing a course of action *or sequence of activities to accomplish a specific goal; planning proper assignments of people and allocating resources; communicating expectations about tasks and deadlines; developing contingency plans focusing energy and time on priority goals, requirements and problem areas.
------------------------------------------------------------------------------------------------------------
Individual Leadership
Using appropriate interpersonal styles and methods to inspire and guide individuals towards goal achievement; modifying behaviour to accommodate tasks situations and individuals involved.
---------------------------------------------------------------------------------------------------------------------
Teamwork/Collaboration
Active participation in, and facilitation of, team effectiveness; taking actions that demonstrate consideration of the feelings and needs of others; being aware of the effect of one's behaviour on others.
-----------------------------------------------------------------------------------------------------------------
Sensitivity
Taking action that indicates a consideration for the feelings and needs of others; being aware of the impact of one's behaviour on others.
-------------------------------------------------------------------------------------------------------------
Meeting Leadership (Facilitation)
Using appropriate interpersonal styles and methods to motivate and guide a meeting toward its objectives; modifying behaviour according to tasks and individual present.
----------------------------------------------------------------------------------------------------------
Developing Organisational Talent
Developing a subordinate's skills and competencies by planning effective development activities related to current and future jobs. Considering the individual's motivation, interests, current work situation, and personal circumstances.
Sales Ability/Persuasiveness
Gaining agreement or acceptance of an idea, plan, activity, product or service by using appropriate interpersonal styles, approaches and forms of communication.
----------------------------------------------------------------------------------------------------------------
Motivation Fit
The extent to which job activities and responsibilities, the organisation's mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree which the work itself is personally satisfying.
---------------------------------------------------------------------------------------------------------------
Work Standards
Setting high goals or standards of performance for self, subordinates, others, and the organisation; being dissatisfied with average performance; self imposing standards of excellence rather than having standards imposed by others.
---------------------------------------------------------------------------------------------------------
Customer Service Orientation
Making efforts to listen and understand customers (both internal and external); anticipating customer needs; giving high priority to customer satisfaction.
---------------------------------------------------------------------------------------------------
Initiative
Active attempts to influence events to achieve goals; self‑starting rather than passive acceptance. Taking action to achieve goals beyond what is necessarily called for; originating action.
-------------------------------------------------------------------------------------------------
Negotiation
Effectively exploring alternatives and positions to reach outcomes that gain all parties'support and acceptance; compromising when appropriate.
-------------------------------------------------------------------------------------------------
Maximising Performance
Establishing performance goals, coaching performance, providing training, and evaluation performance.
--------------------------------------------------------------------------------------------
Control
Establishing procedures to monitor the results of delegations, assignments or projects taking into consideration the skills, knowledge and experience of the assigned individual and the characteristics of the assignment.
--------------------------------------------------------------------------------Delegation
Allocating decision‑making authority and task responsibilities to appropriate subordinates; utilising subordinates' time, skills and potential effectively.
Rapport Building
Creating continuing compatibility; getting along well; pro‑actively developing relationships.
Tolerance for Stress
Maintaining stable performance under pressure and/or opposition (eg time pressure, job ambiguity); relieving stress in a way that is acceptable to the person, others and organisation.
----------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------
Innovation
Generating and/or recognising imaginative, creative solutions in work related situations.
Adaptability
Maintain effectiveness in varying environments and with different tasks, responsibilities and people.
Oral Presentation
Effective expression when presenting ideas or concepts to an individual or to group, when given time for preparation (includes gestures and non‑verbal communication).
------------------------------------------------------------------------------------------------------------
Resilience/Tenacity
Handling disappointment and/or rejection while maintaining effectiveness.
Impact
Creating a good impression, commanding attention and respect, showing an air of confidence.
Energy
Maintaining a high activity level and effective performance for an extended period of time.
================================================== ====================
Integrity
Maintaining social, ethical, and organisational norms in conducting internal and external business activities.
------------------------------------------------------------------------------------------------------------------------
Oral Communications
Expressing ideas effectively in individual and group situations (includes non
verbal communication); adjusting language or terminology to characteristics or
needs of the audience.
---------------------------------------------------------------------------------------------- I
Written Communication
Expressing ideas clearly in memoranda, reports, letters or other documents with appropriate organisation and structure, correct grammar and language or terminology that is adjusted to the characteristics or needs of the audience.
PRESENTATION
================================================== ===============================================
Personality Skills
These are skills or character traits that further define your abilities to potential employers. Personality skills are what make you a unique individual.
Adaptable
Ambitious
Analytical
Assertive
Businesslike
Careful
Cautious
Cheerful
Competent
Competitive
Confident
Conscientious
Conservative
Consistent
Cooperative
Creative
Curious
Decisive
Diplomatic
Discreet
Easy-going
Efficient
Energetic
Enthusiastic
Friendly
Helpful
Honest
Humourous
Independent
Intelligent
Inventive
Logical
Loyal
Mature
Methodical
Meticulous
Modest
Motivated
Open-minded
Optimistic
Organized
Patient
Persevering
Persuasive
Practical
Punctual
Realistic
Reliable
Resourceful
Responsible
Risk Taking
SelfControlled
Sensible
Sensitive
Sincere
Sociable
Supportive
Tactful
Teachable
Thorough
Trustworthy
Understanding
Versatile
================================================== ====================
MARKETING FUNCTIONS/ ACTIVITIES
THE MARKETING ACTIVITIES COULD INCLUDE
* strategic marketing activity
* marketing research activity
*market forecasting activity
*consumer behavior identification activity
*organizational buyer behavior indentification activity
*New Product Development activity
*new product commercialization activity
*test marketing activity
*product planning activity
*Product Pricing activity
*Marketing Strategy development activity
*Market Development activity
*marketing environments analysis actiivty
* marketing planning activity
*market segmentation activity
*market targeting activity
*market positioning activity
*product marketing activity
*Channel marketing activity
*Marketing Logistics development activity
*physical distribution planning activity
*Marketing Mix planning activity
*promotions plannings activity
*sales planning activity
*publicity programming activity
*TRADE MARKETING activity
*online marketing activity
*direct marketing activity
*marketing communication activity
*branding activity
*advertising activity
*telemarketing activity
*sales development activity
*sales organization development activity
*merchandising activity
*retail marketing activity
*customer servicing activity
====================================
NOW YOU CAN TAKE EACH ACTIVITY
AND WORK OUT THE SKILLS REQUIRED.
THESE ARE SOME EXAMPLES
* strategic marketing activity
-analysing skills
-judging skills
-decision making skills
-technical knowledge /professional skills
-sensitivity
-innovation skills
-leadership skills
-communication skills
-initiative skills
--------------------------------------------
* marketing research activity
-analysing skills
-judging skills
-decision making skills
-persuasion skills
-communications skills
-presentation skills
----------------------------------------------------
*consumer behavior identification activity
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-persuasion skills
-communications skills
-presentation skills
----------------------------------------------------
*New Product Development activity
-technical knowledge / professional skills
-innovative skills
-adaptability skills
-sensivity skills
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-teamwork skills
-------------------------------------------------------
*test marketing activity
-technical knowledge / professional skills
-innovative skills
-adaptability skills
-sensivity skills
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-sales skills
-persuasion skills
-intiative skills
-teamwork skills
------------------------------------------------------
*product planning activity
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-persuasion skills
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-------------------------------------------------------------
*Product Pricing activity
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-planning skills
-organizing skills
-leadership skills
-communication skills
-persuasion skills
----------------------------------------------------------------
*Market Development activity
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-planning skills
-organizing skills
-leadership skills
-communication skills
-sales skills
-presentation skills
-innovation skills
-negotiation skills
-------------------------------------------------------
* marketing planning activity
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-persuasion skills
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-sales skills
-presentation skills
-adaptability skills
-innovation skills
-negotiation skills
================================
REGARDS
LEO LINGHAM
From India, Mumbai
HERE IS A SIMPLE APPROACH TO SKILL IDENTIFICATION.
IT IS A SIMPLE APPROACH AND SIMPLE TO APPLY.
BUT HR MANAGERS WHO LACK
-KNOWLEDGE OF BUSINESS PROCESS
-FUNCTIONAL PROCESS
-JOB ANALYSIS IN DEPTH
MAY FIND IT TOUGH / TEDIOUS.
==============================
Skills Inventory
is the stock of requisite skills to perform ACTIVITIES
in a job position.
THIS SKILLS INVENTORY WILL VARY AMONG COMPANIES,
INDUSTRIES,AS PER BUSINESS SITUATIONS, ETC.
Skills Identification
Skills identification is essential to a successful job position.
Employers want to know what it is you can do for them— not just what
you’ve done for someone else. A knowledge of your unique skills is needed to
successfully complete an application, write a resume or answer interview questions.
Skills identification is the first step toward employment.
A skill can be defined as “a great ability or proficiency,
expertness that comes from training, practice, etc.” A simple definition is that a skill
is anything you can do right now.
Everyone has skills, hundreds of skills, many of which employers are looking for in
an employee. Yet most people can only identify a few skills and are generally unable to describe them .
==========================================
Skills Categoriese
Job Skills
Job skills are those skills specific to a job or occupation.
An administrative assistant is skilled in
-typing,
-word processing,
-answering telephones,
-company correspondence
- filing etc.
Job skills are important to employers for obvious reasons. These are the
specific skills they look for in a candidate to accomplish the duties of the job. Job
skills do not always come from employment. Along with the skills you
used in previous jobs, you may have developed job skills through education,
hobbies, community activities and life experiences. Common activities such as
shopping, managing finances, balancing a bank account, hosting a party and
teaching a child all contain potential job skills.
Self-Management Skills
Sometimes called “personality traits,” these self-management skills are the
skills you use day-to-day to get along with others and to survive. They’re the
skills that make you unique.
-reliability,
-tactfulness,
- flexibility,
-timeliness
etc are examples of self-management skills.
Employers look for these skills in candidates as evidence
of how they will fit into the organization.
How a person will fit in is an important
consideration to employers.
=================================================
Duties
Duties are the basic functions of an activity.
Skills are tools to accomplish those
functions.
Duties or functions are a part of any organized activity, whether it’s
employment, volunteer work or hobbies.
A complete list of skills would be very long.
Writing out the duties or functions of an activity first can be a useful way to begin
identifying skills.
When developing the skills , it’s best to tie them to specific activities in which they were
used. It’s not enough to tell the employer your skills; you need to be
prepared to tell where, when and how you used those skills.
=====================================
A SIMPLE PROCESS OF DEVELOPING SKILLS
Listed below is an outline for skills
identification that has been successfully
used by managers.
1.List by title of the job.
2.Develop a job analysis in detail.
3.Write a detailed description of all major duties.
FOR EACH DUTY
4.Think of the skills needed to accomplish each duty you’ve listed.
5.Write those skills down on a piece of paper.
6.Remember to look for both job skills and self-management skills.
7.Be sure to include tools used, machines operated,
knowledge applied, etc.
8. Repeat the above steps for each activity in your job description.
9.Once you’ve completed this process, you should have a long list of skills.
10.Go through the list and select those skills that match your job position.
================================================== ==
HERE IS A SIMPLE EXAMPLE OF HOW ONE CAN IDENTIFY
THE SKILLS FROM JOB POSITION-JOB ANALYSIS-JOB DISCRIPTION.
DUE TO LACK OF SPACE/TIME, I DID NOT DO THE JOB ANALYSIS
BUT I HAVE COVERED THE REST IN THIS EXERCISE USING
'' SALES REPRESENTATIVE'' AS A TEST CASE.
job Position
What a person does at work to satisfy an employer's needs and expectations in exchange for pay. A job consists of responsibilities, duties, and tasks that are defined and can be accomplished, measured, and rated. It is used as an employment tool for classifying work and for selecting employees.
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
HERE YOU RECORD ALL THE SKILLS.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
HERE YOU RECORD THE MAJOR ACTIVITIES.
FOR EACH MAJOR ACTIVITY, LIST THE SKILLS INVOLVED.
================================================== =====
SAMPLE = JOB DESCRIPTION OF A GENERAL SALES REPRESENTATIVE
POSITION : SALES REPRESENTATIVE
Primary objective
Manage an assigned territory or group of customers to achieve a designated sales target level and to develop profitable business with new and existing customers.
Specific accountabilities
Submit short and long range sales plans, and prepare sales strategies utilising available marketing programmes to reach nominated targets.
Provide information to management regarding industry or sector group status and recommend plans to maximise future business.
Service current accounts and develop new accounts to meet sales targets through effective sales presentations and utilisation of support services.
Maintain close contact with customers and potential customers to ensure that the company's products continue to meet customer
requirements and to gather information regarding future plans. Develop and implement account strategies based on current and anticipated customer requirements.
Co‑ordinate client presentations with service and support groups, highlighting company product and service capabilities in a planned
strategy to develop profitable business.
Monitor developments in the assigned industry category or territory to forecast the opportunities for company products.
Develop new business opportunities with existing and potential clients.
Could assist in the determination of the overall sales budget and strategy.
Monitor market trends through personal contact with clients and suppliers and attendance at industry association meetings and
seminars.
Maintain close relationships with key accounts, and ensure their requirements are being met by the company's products where possible.
Appraise current and planned customer needs and advise on the application of company products or services to customer requirements.
Assist in the preparation of proposals and detailed costings and prepare contract documents for negotiation with clients.
Ensure complaints are followed up and that satisfactory solutions are obtained for both the customer and the company.
Participate in regular sales meetings to set strategies and determine business plans related to assigned products or customers.
Prepare regular reports as required.
Ensure activities comply with legal and ethical standards.
Maintain contact with customers in person, by telephone and by mail in accordance with a call plan and customer requirements.
Maintain current knowledge on new products, competitive products and other general market information of interest or value to
customers.
Secure and renew orders, determine price within guidelines, arrange delivery dates and other matters to facilitate sales.
Refer complaints to the appropriate company departments and follow up to ensure customer satisfaction.
================================================== ======
SALES SKILLS SUMMARY
This summary is a brief overview of the SKILLS in a SALES PROCESS.
YOU CAN RATE THE INDIVIDUAL SKILLS OUT OF TEN.
---------------------------------------------
PROSPECTING
GREETING
QUALIFYING
DEMONSTRATING
INFLUENCING
CLOSING
----------------------------------------------------
PROSPECTING
This is the first step of any sale. It is the phase of the sale where prospects are identified, detailed background
information is gathered, the physical activity of traditional prospecting is coordinated and an overall strategy for
face-to-face selling is developed.
---------------------------------------------------------------------------------------------
EVALUATING OTHERS: The capacity to objectively assess or
measure the abilities and performance of other people.
-------------------------------------------------------------------
ROLE CONFIDENCE: The capacity of maintaining confidence and
self-reliance for fulfilling various professional and personal roles.
----------------------------------------------------------------
PERSISTENCE: The capacity to steadily pursue any project or goal
that a person is committed to in spite of difficulty, opposition or
discouragement.
--------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
-------------------------------------------------------------------
================================================== ==================
GREETING
The first face-to-face interaction between a prospect and the salesperson, this step is designed to enable the
salesperson to display his/her sincere interest in the prospect...to gain positive acceptance and to develop a sense of mutual respect and rapport. It is the first phase of face-to-face trust building and sets the face-to-face selling process in motion.
------------------------------------------------------------------------------------------------
ATTITUDE TOWARD OTHERS: The general capacity one has for
relating with other people.
--------------------------------------------------------------------
RELATING TO OTHERS: The capacity to understand and relate to
others when communicating with them.
--------------------------------------------------------------
INITIATIVE: The compelling desire to get into the flow of work in order
to accomplish the vision and complete the goal.
----------------------------------------------------------------
SENSITIVITY TO OTHERS: The capacity to understand and appreciate
the value of other people with genuine concern for their needs, desires
and feelings.
-------------------------------------------------------------------
================================================== ===================
QUALIFYING
The detailed needs analysis phase of the face-to-face sale. This step of the sale enables the salesperson to
discover what the prospect will buy, when they will buy and under what conditions they will buy. It is allowing the
prospect to identify and verbalize their level of interest, specific wants and detailed needs in the product or
service the salesperson is offering.
---------------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
-----------------------------------------------------------------
EVALUATING WHAT IS SAID: The capacity to objectively listen,
understand and accurately interpret what someone else is saying.
------------------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
---------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
-------------------------------------------------------------
================================================== ====================
DEMONSTRATING
This step allows the salesperson to present his/ her product knowledge in such a way that it fulfills the stated or
implied wants, needs or intentions of the prospect as identified and verbalized in the qualifying phase of the sale.
-------------------------------------------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
---------------------------------------------------------------
USING COMMON SENSE: The capacity to be resourceful and apply
good, practical, ordinary sense in whatever situations arise.
---------------------------------------------------------
CONCRETE ORGANIZATION: The capacity to understand essential
factors of a situation and bring together all necessary resources.
-----------------------------------------------------------
SENSE OF TIMING: The ability to do the correct thing at the correct
time.
----------------------------------------------------------
================================================== ===========
INFLUENCING
What people believe enough, they act upon. This step is designed to enable the salesperson to build value and
overcome the tendency that many prospects have to place little belief or trust in what is told to them. It is this
phase of the sale that solidifies the prospect's belief in the supplier, product or service and salesperson.
----------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
---------------------------------------------------------------
PERSUADING OTHERS: The capacity to influentially present one’s
positions, opinions, feelings or views to others in such a way that they
will listen and adopt the same view.
----------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
------------------------------------------------------------
UNDERSTANDING MOTIVATIONAL NEEDS: The ability to understand
and inspire others in such a way that gets them to act.
-----------------------------------------------------------
================================================== =============
CLOSING
The final phase is closing. This phase of the sale is asking the prospect to buy, dealing with objections, handling
any necessary negotiation and completing the transaction to mutual satisfaction.
--------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
------------------------------------------------------------
PERSONAL ACCOUNTABILITY: The capacity to take responsibility for
one’s own actions, conduct, obligations and decisions without excuses.
--------------------------------------------------
EMOTIONAL CONTROL: The ability to appear to be rational and
in-control when facing problems or crises.
----------------------------------------------
ATTENTION TO DETAIL: The ability to pay attention to the specific
elements, facets or parts of a situation or work assignment.
------------------------------------------------------------------------------------------------
================================================== =====
In addition to the above skills, there are other personality/ job oriented/
transferable skills , which form part of SALES REPRESENTATIVE
JOB POSITION SKILLS.
HERE IS A SUMMARY OF THE TOTAL.
SELLING SKILLS
_____ Contacting
_____ Persuading
_____ Reviewing
_____ Inspecting
_____ Informing
_____ Promoting
_____ Convincing
_____ Influencing
_____ Comparing
_____ Representing
_____ Asking
_____ Closing
_____ Negotiating
_____ Communicating
_____ Calculating
_____ Advising
_____ Contracting
_____ Recommending
_____ Problem Solving
OTHERS
---------Planning
_____ Organizing
_____ Scheduling
_____ Administering
_____ Conducting
_____ Controlling
_____Coordinating
_____ Initiating
_____ Formulating
_____ Supporting
_____ Negotiating
_____ Decision Making
_____ Conceptualizing
_____ Problem Solving
COMMUNICATION
SKILLS
_____ Reasoning
_____ Defining
_____ Writing
_____ Listening
_____ Explaining
_____ Interpreting
_____ Reading
_____ Speaking
_____ Instructing
_____ Interviewing
_____ Collaborating
_____ Presenting
_____ Formulating
_____ Proposing
=============================================
THIS IS ANOTHER EXAMPLE OF SKILL IDENTIFICATION.
SAMPLE
POSITION : Marketing Manager
Primary objective
Develop, direct and control the orgardsation's marketing business strategies and activities to achieve revenue, sales and profit targets.
Specific accountabilities
Direct all marketing activities for the achievement of short and long term business objectives, increased profit, and market control.
Establish and co‑ordinate the marketing objectives, policies and programmes within the context of the overall corporate plan and, where appropriate, recommend standards and set targets and quotas.
Liaise with the sales group in the preparation of the reports, budgets, and forecasts and ensure they are compatible with support sales plans.
Appraise the activities of the staff according to overall marketing strategies. Monitor and evaluate the performance, and the efficiency of staff and procedures.
Co‑ordinate subordinate staff to optimise the use of human and material resources to achieve goals. Consult with subordinate staff and review recommendations and reports.
Direct marketing activities by setting product mix.
Control and monitor marketing methods, key customer strategies and other arrangements.
Direct and control marketing by planning or co‑ordinating advertising campaigns and promotional activities, product management, market analysis and research and other consulting work.
Direct the development of initiatives such as new products, new marketing techniques, new advertising campaigns, incentive bonus schemes and the dropping of unprofitable products.
Maintain necessary contact with major suppliers, customers, industry associations and government representatives to achieve the objectives of marketing.
May direct merchandising methods and distribution policy.
Select, or approve the selection and training of senior staff. Establish lines of control and delegate responsibilities to staff.
Ensure all the activities of the sales and marketing group comply with relevant Acts, legal demands and ethical standards.
================================================== ================================================
SKILLS
Analysis
Securing relevant information and identifying key issues and relationships; relating and comparing data from different sources; identifying cause/effect relationships.
--------------------------------------------------------------------------------------------------------------
Judgement
Committing to an action after developing alternative courses of action that are based on logical assumptions and factual information and that take resources, constraints and organisational values into consideration.
----------------------------------------------------------------------------------------------------------------
Decisiveness
Making timely decisions judgements; taking actions when appropriate; committing to position
----------------------------------------------------------------------------------------------------------------.
Technical/Professional Knowledge
Having achieved a satisfactory level of technical and professional skills/knowledge in job‑related areas; keeping abreast of current developments and trends in areas of expertise.
--------------------------------------------------------------------------------------------------------------
Planning and Organising
Establishing a course of action *or sequence of activities to accomplish a specific goal; planning proper assignments of people and allocating resources; communicating expectations about tasks and deadlines; developing contingency plans focusing energy and time on priority goals, requirements and problem areas.
------------------------------------------------------------------------------------------------------------
Individual Leadership
Using appropriate interpersonal styles and methods to inspire and guide individuals towards goal achievement; modifying behaviour to accommodate tasks situations and individuals involved.
---------------------------------------------------------------------------------------------------------------------
Teamwork/Collaboration
Active participation in, and facilitation of, team effectiveness; taking actions that demonstrate consideration of the feelings and needs of others; being aware of the effect of one's behaviour on others.
-----------------------------------------------------------------------------------------------------------------
Sensitivity
Taking action that indicates a consideration for the feelings and needs of others; being aware of the impact of one's behaviour on others.
-------------------------------------------------------------------------------------------------------------
Meeting Leadership (Facilitation)
Using appropriate interpersonal styles and methods to motivate and guide a meeting toward its objectives; modifying behaviour according to tasks and individual present.
----------------------------------------------------------------------------------------------------------
Developing Organisational Talent
Developing a subordinate's skills and competencies by planning effective development activities related to current and future jobs. Considering the individual's motivation, interests, current work situation, and personal circumstances.
Sales Ability/Persuasiveness
Gaining agreement or acceptance of an idea, plan, activity, product or service by using appropriate interpersonal styles, approaches and forms of communication.
----------------------------------------------------------------------------------------------------------------
Motivation Fit
The extent to which job activities and responsibilities, the organisation's mode of operation and values, and the community in which the individual will live and work are consistent with the type of environment that provides personal satisfaction; the degree which the work itself is personally satisfying.
---------------------------------------------------------------------------------------------------------------
Work Standards
Setting high goals or standards of performance for self, subordinates, others, and the organisation; being dissatisfied with average performance; self imposing standards of excellence rather than having standards imposed by others.
---------------------------------------------------------------------------------------------------------
Customer Service Orientation
Making efforts to listen and understand customers (both internal and external); anticipating customer needs; giving high priority to customer satisfaction.
---------------------------------------------------------------------------------------------------
Initiative
Active attempts to influence events to achieve goals; self‑starting rather than passive acceptance. Taking action to achieve goals beyond what is necessarily called for; originating action.
-------------------------------------------------------------------------------------------------
Negotiation
Effectively exploring alternatives and positions to reach outcomes that gain all parties'support and acceptance; compromising when appropriate.
-------------------------------------------------------------------------------------------------
Maximising Performance
Establishing performance goals, coaching performance, providing training, and evaluation performance.
--------------------------------------------------------------------------------------------
Control
Establishing procedures to monitor the results of delegations, assignments or projects taking into consideration the skills, knowledge and experience of the assigned individual and the characteristics of the assignment.
--------------------------------------------------------------------------------Delegation
Allocating decision‑making authority and task responsibilities to appropriate subordinates; utilising subordinates' time, skills and potential effectively.
Rapport Building
Creating continuing compatibility; getting along well; pro‑actively developing relationships.
Tolerance for Stress
Maintaining stable performance under pressure and/or opposition (eg time pressure, job ambiguity); relieving stress in a way that is acceptable to the person, others and organisation.
----------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------------------------------
Innovation
Generating and/or recognising imaginative, creative solutions in work related situations.
Adaptability
Maintain effectiveness in varying environments and with different tasks, responsibilities and people.
Oral Presentation
Effective expression when presenting ideas or concepts to an individual or to group, when given time for preparation (includes gestures and non‑verbal communication).
------------------------------------------------------------------------------------------------------------
Resilience/Tenacity
Handling disappointment and/or rejection while maintaining effectiveness.
Impact
Creating a good impression, commanding attention and respect, showing an air of confidence.
Energy
Maintaining a high activity level and effective performance for an extended period of time.
================================================== ====================
Integrity
Maintaining social, ethical, and organisational norms in conducting internal and external business activities.
------------------------------------------------------------------------------------------------------------------------
Oral Communications
Expressing ideas effectively in individual and group situations (includes non
verbal communication); adjusting language or terminology to characteristics or
needs of the audience.
---------------------------------------------------------------------------------------------- I
Written Communication
Expressing ideas clearly in memoranda, reports, letters or other documents with appropriate organisation and structure, correct grammar and language or terminology that is adjusted to the characteristics or needs of the audience.
PRESENTATION
================================================== ===============================================
Personality Skills
These are skills or character traits that further define your abilities to potential employers. Personality skills are what make you a unique individual.
Adaptable
Ambitious
Analytical
Assertive
Businesslike
Careful
Cautious
Cheerful
Competent
Competitive
Confident
Conscientious
Conservative
Consistent
Cooperative
Creative
Curious
Decisive
Diplomatic
Discreet
Easy-going
Efficient
Energetic
Enthusiastic
Friendly
Helpful
Honest
Humourous
Independent
Intelligent
Inventive
Logical
Loyal
Mature
Methodical
Meticulous
Modest
Motivated
Open-minded
Optimistic
Organized
Patient
Persevering
Persuasive
Practical
Punctual
Realistic
Reliable
Resourceful
Responsible
Risk Taking
SelfControlled
Sensible
Sensitive
Sincere
Sociable
Supportive
Tactful
Teachable
Thorough
Trustworthy
Understanding
Versatile
================================================== ====================
MARKETING FUNCTIONS/ ACTIVITIES
THE MARKETING ACTIVITIES COULD INCLUDE
* strategic marketing activity
* marketing research activity
*market forecasting activity
*consumer behavior identification activity
*organizational buyer behavior indentification activity
*New Product Development activity
*new product commercialization activity
*test marketing activity
*product planning activity
*Product Pricing activity
*Marketing Strategy development activity
*Market Development activity
*marketing environments analysis actiivty
* marketing planning activity
*market segmentation activity
*market targeting activity
*market positioning activity
*product marketing activity
*Channel marketing activity
*Marketing Logistics development activity
*physical distribution planning activity
*Marketing Mix planning activity
*promotions plannings activity
*sales planning activity
*publicity programming activity
*TRADE MARKETING activity
*online marketing activity
*direct marketing activity
*marketing communication activity
*branding activity
*advertising activity
*telemarketing activity
*sales development activity
*sales organization development activity
*merchandising activity
*retail marketing activity
*customer servicing activity
====================================
NOW YOU CAN TAKE EACH ACTIVITY
AND WORK OUT THE SKILLS REQUIRED.
THESE ARE SOME EXAMPLES
* strategic marketing activity
-analysing skills
-judging skills
-decision making skills
-technical knowledge /professional skills
-sensitivity
-innovation skills
-leadership skills
-communication skills
-initiative skills
--------------------------------------------
* marketing research activity
-analysing skills
-judging skills
-decision making skills
-persuasion skills
-communications skills
-presentation skills
----------------------------------------------------
*consumer behavior identification activity
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-persuasion skills
-communications skills
-presentation skills
----------------------------------------------------
*New Product Development activity
-technical knowledge / professional skills
-innovative skills
-adaptability skills
-sensivity skills
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-teamwork skills
-------------------------------------------------------
*test marketing activity
-technical knowledge / professional skills
-innovative skills
-adaptability skills
-sensivity skills
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-sales skills
-persuasion skills
-intiative skills
-teamwork skills
------------------------------------------------------
*product planning activity
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-persuasion skills
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-------------------------------------------------------------
*Product Pricing activity
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-planning skills
-organizing skills
-leadership skills
-communication skills
-persuasion skills
----------------------------------------------------------------
*Market Development activity
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-planning skills
-organizing skills
-leadership skills
-communication skills
-sales skills
-presentation skills
-innovation skills
-negotiation skills
-------------------------------------------------------
* marketing planning activity
-planning skills
-organizing skills
-leadership skills
-meeting leadership [ facilitation ] skills
-communication skills
-persuasion skills
-intiative skills
-analysing skills
-judging skills
-decision making skills
-technical knowledge/ professional skills
-sales skills
-presentation skills
-adaptability skills
-innovation skills
-negotiation skills
================================
REGARDS
LEO LINGHAM
From India, Mumbai
Hi Sir,
Your information about skills identification has really helped me a lot. I was looking for this kind of detailed explaination since a month. Infact i had posted also my query regarding the same.
By any chance, Sir do you have Skills Inventory format (in excel) for technical people. (IT Industry)
It would be a great help.
Thanks in advance.
Sapana :)
From India, Pune
Your information about skills identification has really helped me a lot. I was looking for this kind of detailed explaination since a month. Infact i had posted also my query regarding the same.
By any chance, Sir do you have Skills Inventory format (in excel) for technical people. (IT Industry)
It would be a great help.
Thanks in advance.
Sapana :)
From India, Pune
Arpita
HERE IS A SIMPLE APPROACH TO SKILL IDENTIFICATION.
IT IS A SIMPLE APPROACH AND SIMPLE TO APPLY.
BUT HR MANAGERS WHO LACK
-KNOWLEDGE OF BUSINESS PROCESS
-FUNCTIONAL PROCESS
-JOB ANALYSIS IN DEPTH
MAY FIND IT TOUGH / TEDIOUS.
==============================
Skills Inventory
is the stock of requisite skills to perform ACTIVITIES
in a job position.
THIS SKILLS INVENTORY WILL VARY AMONG COMPANIES,
INDUSTRIES,AS PER BUSINESS SITUATIONS, ETC.
Skills Identification
Skills identification is essential to a successful job position.
Employers want to know what it is you can do for them— not just what
you’ve done for someone else. A knowledge of your unique skills is needed to
successfully complete an application, write a resume or answer interview questions.
Skills identification is the first step toward employment.
A skill can be defined as “a great ability or proficiency,
expertness that comes from training, practice, etc.” A simple definition is that a skill
is anything you can do right now.
Everyone has skills, hundreds of skills, many of which employers are looking for in
an employee. Yet most people can only identify a few skills and are generally unable to describe them .
==========================================
Skills Categoriese
Job Skills
Job skills are those skills specific to a job or occupation.
An administrative assistant is skilled in
-typing,
-word processing,
-answering telephones,
-company correspondence
- filing etc.
Job skills are important to employers for obvious reasons. These are the
specific skills they look for in a candidate to accomplish the duties of the job. Job
skills do not always come from employment. Along with the skills you
used in previous jobs, you may have developed job skills through education,
hobbies, community activities and life experiences. Common activities such as
shopping, managing finances, balancing a bank account, hosting a party and
teaching a child all contain potential job skills.
Self-Management Skills
Sometimes called “personality traits,” these self-management skills are the
skills you use day-to-day to get along with others and to survive. They’re the
skills that make you unique.
-reliability,
-tactfulness,
- flexibility,
-timeliness
etc are examples of self-management skills.
Employers look for these skills in candidates as evidence
of how they will fit into the organization.
How a person will fit in is an important
consideration to employers.
=================================================
Duties
Duties are the basic functions of an activity.
Skills are tools to accomplish those
functions.
Duties or functions are a part of any organized activity, whether it’s
employment, volunteer work or hobbies.
A complete list of skills would be very long.
Writing out the duties or functions of an activity first can be a useful way to begin
identifying skills.
When developing the skills , it’s best to tie them to specific activities in which they were
used. It’s not enough to tell the employer your skills; you need to be
prepared to tell where, when and how you used those skills.
=====================================
A SIMPLE PROCESS OF DEVELOPING SKILLS
Listed below is an outline for skills
identification that has been successfully
used by managers.
1.List by title of the job.
2.Develop a job analysis in detail.
3.Write a detailed description of all major duties.
FOR EACH DUTY
4.Think of the skills needed to accomplish each duty you’ve listed.
5.Write those skills down on a piece of paper.
6.Remember to look for both job skills and self-management skills.
7.Be sure to include tools used, machines operated,
knowledge applied, etc.
8. Repeat the above steps for each activity in your job description.
9.Once you’ve completed this process, you should have a long list of skills.
10.Go through the list and select those skills that match your job position.
================================================== ==
I HAVE SHOWN THE EXAMPLE OF A NON-TECHNICAL SALES JOB
AS WELL AS A TECHNICAL JOB.
THE TECHNICAL JOB COVERS BOTH
-THE TECHNICAL SKILLS
-THE SOFT SKILLS.
IN TECHNICAL JOBS, YOU SHOULD COVER BOTH THE SKILLS.
THE APPROACH IS THE SAME FOR ALL POSITIONS.
================================================== ==
HERE IS A SIMPLE EXAMPLE OF HOW ONE CAN IDENTIFY
THE SKILLS FROM JOB POSITION-JOB ANALYSIS-JOB DISCRIPTION.
DUE TO LACK OF SPACE/TIME, I DID NOT DO THE JOB ANALYSIS
BUT I HAVE COVERED THE REST IN THIS EXERCISE USING
'' SALES REPRESENTATIVE'' AS A TEST CASE.
job Position
What a person does at work to satisfy an employer's needs and expectations in exchange for pay. A job consists of responsibilities, duties, and tasks that are defined and can be accomplished, measured, and rated. It is used as an employment tool for classifying work and for selecting employees.
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
HERE YOU RECORD ALL THE SKILLS.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
HERE YOU RECORD THE MAJOR ACTIVITIES.
FOR EACH MAJOR ACTIVITY, LIST THE SKILLS INVOLVED.
================================================== =====
SAMPLE = JOB DESCRIPTION OF A GENERAL SALES REPRESENTATIVE
POSITION : SALES REPRESENTATIVE
Primary objective
Manage an assigned territory or group of customers to achieve a designated sales target level and to develop profitable business with new and existing customers.
Specific accountabilities
Submit short and long range sales plans, and prepare sales strategies utilising available marketing programmes to reach nominated targets.
Provide information to management regarding industry or sector group status and recommend plans to maximise future business.
Service current accounts and develop new accounts to meet sales targets through effective sales presentations and utilisation of support services.
Maintain close contact with customers and potential customers to ensure that the company's products continue to meet customer
requirements and to gather information regarding future plans. Develop and implement account strategies based on current and anticipated customer requirements.
Co‑ordinate client presentations with service and support groups, highlighting company product and service capabilities in a planned
strategy to develop profitable business.
Monitor developments in the assigned industry category or territory to forecast the opportunities for company products.
Develop new business opportunities with existing and potential clients.
Could assist in the determination of the overall sales budget and strategy.
Monitor market trends through personal contact with clients and suppliers and attendance at industry association meetings and
seminars.
Maintain close relationships with key accounts, and ensure their requirements are being met by the company's products where possible.
Appraise current and planned customer needs and advise on the application of company products or services to customer requirements.
Assist in the preparation of proposals and detailed costings and prepare contract documents for negotiation with clients.
Ensure complaints are followed up and that satisfactory solutions are obtained for both the customer and the company.
Participate in regular sales meetings to set strategies and determine business plans related to assigned products or customers.
Prepare regular reports as required.
Ensure activities comply with legal and ethical standards.
Maintain contact with customers in person, by telephone and by mail in accordance with a call plan and customer requirements.
Maintain current knowledge on new products, competitive products and other general market information of interest or value to
customers.
Secure and renew orders, determine price within guidelines, arrange delivery dates and other matters to facilitate sales.
Refer complaints to the appropriate company departments and follow up to ensure customer satisfaction.
================================================== ======
SALES SKILLS SUMMARY
This summary is a brief overview of the SKILLS in a SALES PROCESS.
YOU CAN RATE THE INDIVIDUAL SKILLS OUT OF TEN.
---------------------------------------------
PROSPECTING
GREETING
QUALIFYING
DEMONSTRATING
INFLUENCING
CLOSING
----------------------------------------------------
PROSPECTING
This is the first step of any sale. It is the phase of the sale where prospects are identified, detailed background
information is gathered, the physical activity of traditional prospecting is coordinated and an overall strategy for
face-to-face selling is developed.
---------------------------------------------------------------------------------------------
EVALUATING OTHERS: The capacity to objectively assess or
measure the abilities and performance of other people.
-------------------------------------------------------------------
ROLE CONFIDENCE: The capacity of maintaining confidence and
self-reliance for fulfilling various professional and personal roles.
----------------------------------------------------------------
PERSISTENCE: The capacity to steadily pursue any project or goal
that a person is committed to in spite of difficulty, opposition or
discouragement.
--------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
-------------------------------------------------------------------
================================================== ==================
GREETING
The first face-to-face interaction between a prospect and the salesperson, this step is designed to enable the
salesperson to display his/her sincere interest in the prospect...to gain positive acceptance and to develop a sense of mutual respect and rapport. It is the first phase of face-to-face trust building and sets the face-to-face selling process in motion.
------------------------------------------------------------------------------------------------
ATTITUDE TOWARD OTHERS: The general capacity one has for
relating with other people.
--------------------------------------------------------------------
RELATING TO OTHERS: The capacity to understand and relate to
others when communicating with them.
--------------------------------------------------------------
INITIATIVE: The compelling desire to get into the flow of work in order
to accomplish the vision and complete the goal.
----------------------------------------------------------------
SENSITIVITY TO OTHERS: The capacity to understand and appreciate
the value of other people with genuine concern for their needs, desires
and feelings.
-------------------------------------------------------------------
================================================== ===================
QUALIFYING
The detailed needs analysis phase of the face-to-face sale. This step of the sale enables the salesperson to
discover what the prospect will buy, when they will buy and under what conditions they will buy. It is allowing the
prospect to identify and verbalize their level of interest, specific wants and detailed needs in the product or
service the salesperson is offering.
---------------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
-----------------------------------------------------------------
EVALUATING WHAT IS SAID: The capacity to objectively listen,
understand and accurately interpret what someone else is saying.
------------------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
---------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
-------------------------------------------------------------
================================================== ====================
DEMONSTRATING
This step allows the salesperson to present his/ her product knowledge in such a way that it fulfills the stated or
implied wants, needs or intentions of the prospect as identified and verbalized in the qualifying phase of the sale.
-------------------------------------------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
---------------------------------------------------------------
USING COMMON SENSE: The capacity to be resourceful and apply
good, practical, ordinary sense in whatever situations arise.
---------------------------------------------------------
CONCRETE ORGANIZATION: The capacity to understand essential
factors of a situation and bring together all necessary resources.
-----------------------------------------------------------
SENSE OF TIMING: The ability to do the correct thing at the correct
time.
----------------------------------------------------------
================================================== ===========
INFLUENCING
What people believe enough, they act upon. This step is designed to enable the salesperson to build value and
overcome the tendency that many prospects have to place little belief or trust in what is told to them. It is this
phase of the sale that solidifies the prospect's belief in the supplier, product or service and salesperson.
----------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
---------------------------------------------------------------
PERSUADING OTHERS: The capacity to influentially present one’s
positions, opinions, feelings or views to others in such a way that they
will listen and adopt the same view.
----------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
------------------------------------------------------------
UNDERSTANDING MOTIVATIONAL NEEDS: The ability to understand
and inspire others in such a way that gets them to act.
-----------------------------------------------------------
================================================== =============
CLOSING
The final phase is closing. This phase of the sale is asking the prospect to buy, dealing with objections, handling
any necessary negotiation and completing the transaction to mutual satisfaction.
--------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
------------------------------------------------------------
PERSONAL ACCOUNTABILITY: The capacity to take responsibility for
one’s own actions, conduct, obligations and decisions without excuses.
--------------------------------------------------
EMOTIONAL CONTROL: The ability to appear to be rational and
in-control when facing problems or crises.
----------------------------------------------
ATTENTION TO DETAIL: The ability to pay attention to the specific
elements, facets or parts of a situation or work assignment.
------------------------------------------------------------------------------------------------
================================================== =====
In addition to the above skills, there are other personality/ job oriented/
transferable skills , which form part of SALES REPRESENTATIVE
JOB POSITION SKILLS.
HERE IS A SUMMARY OF THE TOTAL.
SELLING SKILLS
_____ Contacting
_____ Persuading
_____ Reviewing
_____ Inspecting
_____ Informing
_____ Promoting
_____ Convincing
_____ Influencing
_____ Comparing
_____ Representing
_____ Asking
_____ Closing
_____ Negotiating
_____ Communicating
_____ Calculating
_____ Advising
_____ Contracting
_____ Recommending
_____ Problem Solving
OTHERS
---------Planning
_____ Organizing
_____ Scheduling
_____ Administering
_____ Conducting
_____ Controlling
_____Coordinating
_____ Initiating
_____ Formulating
_____ Supporting
_____ Negotiating
_____ Decision Making
_____ Conceptualizing
_____ Problem Solving
COMMUNICATION
SKILLS
_____ Reasoning
_____ Defining
_____ Writing
_____ Listening
_____ Explaining
_____ Interpreting
_____ Reading
_____ Speaking
_____ Instructing
_____ Interviewing
_____ Collaborating
_____ Presenting
_____ Formulating
_____ Proposing
=============================================
AS MENTIONED EARLIER, THIS IS THE TECHNICAL JOB.
• Sr. WEB Developer/Consultant
TECHNICAL SKILLS
Analyze Web presence requirements
Ability to assess user needs
Ability to design and conduct user surveys
Ability to develop cost/benefit analysis for in-house versus third-party hosting
Ability to develop cost/benefit analysis for server platform
Knowledge of web server platforms
Understanding of existing network infrastructure and services
Understanding of web server function and capability
Develop dynamic Web content
Ability to add graphics and hyperlinks to a web page
Ability to control web navigation through Hyperlinks
Ability to create sound, animation and video for web pages
Ability to create web graphics images
Ability to create web input forms
Ability to create web page tables and frames
Ability to design web content layout
Ability to send and receive e-mail via handheld devices
Ability to use web publishing tools
Ability to write client-side scripting code
Ability to write database query code
Ability to write Hypertext Markup Language (HTML) code
Ability to write server-side scripting code
Ability to write XML code
Knowledge of Web site management strategies
Understanding of client-side scripting languages (e.g. - JavaScript, VBScript)
Understanding of Hypertext Markup Language (HTML)
Understanding of server-side scripting languages (e.g. - ASP, PHP, JSP)
Understanding of web server/database integration
Understanding of XML
Develop static Web content
Ability to control web navigation through Hyperlinks
Ability to create sound, animation and video for web pages
Ability to create web graphics images
Ability to create web page tables and frames
Ability to design web content layout
Ability to send and receive e-mail via handheld devices
Ability to use web publishing tools
Ability to write Hypertext Markup Language (HTML) code
Knowledge of Web site management strategies
Understanding of Hypertext Markup Language (HTML)
Maintain Web presence
Ability to assess security risks
Ability to configure web server home pages and directories
Ability to configure web server security
Ability to configure web server services
Ability to install service packs and hot fixes
Knowledge of Internet protocols
Knowledge of local policies and procedures
Understanding of best security practices
Understanding of client/server communications
Understanding of TCP/IP ports
Soft Skills Required:
• verbal communication skills.
* written communication skills.
• problem solving skills
*analytical skills.
• training skills.
• Project management skills.
• Sales skills.
• Professional consulting skills
* presentation skills .
• troubleshooting skills and recommending a solution.
================================================== ======================
IN TRAINING, YOU DETERMINE THE SKILL GAPS
THRU TRAINING NEEDS ANALYSIS.
THIS SHOULD COVER
-KNOWLEDGE
-TECHNICAL SKILLS
-SOFT SKILLS.
THEN DEVISE ANY REQUIRED TRAINING PROGRAMMES.
REGARDS
LEO LINGHAM
From India, Mumbai
HERE IS A SIMPLE APPROACH TO SKILL IDENTIFICATION.
IT IS A SIMPLE APPROACH AND SIMPLE TO APPLY.
BUT HR MANAGERS WHO LACK
-KNOWLEDGE OF BUSINESS PROCESS
-FUNCTIONAL PROCESS
-JOB ANALYSIS IN DEPTH
MAY FIND IT TOUGH / TEDIOUS.
==============================
Skills Inventory
is the stock of requisite skills to perform ACTIVITIES
in a job position.
THIS SKILLS INVENTORY WILL VARY AMONG COMPANIES,
INDUSTRIES,AS PER BUSINESS SITUATIONS, ETC.
Skills Identification
Skills identification is essential to a successful job position.
Employers want to know what it is you can do for them— not just what
you’ve done for someone else. A knowledge of your unique skills is needed to
successfully complete an application, write a resume or answer interview questions.
Skills identification is the first step toward employment.
A skill can be defined as “a great ability or proficiency,
expertness that comes from training, practice, etc.” A simple definition is that a skill
is anything you can do right now.
Everyone has skills, hundreds of skills, many of which employers are looking for in
an employee. Yet most people can only identify a few skills and are generally unable to describe them .
==========================================
Skills Categoriese
Job Skills
Job skills are those skills specific to a job or occupation.
An administrative assistant is skilled in
-typing,
-word processing,
-answering telephones,
-company correspondence
- filing etc.
Job skills are important to employers for obvious reasons. These are the
specific skills they look for in a candidate to accomplish the duties of the job. Job
skills do not always come from employment. Along with the skills you
used in previous jobs, you may have developed job skills through education,
hobbies, community activities and life experiences. Common activities such as
shopping, managing finances, balancing a bank account, hosting a party and
teaching a child all contain potential job skills.
Self-Management Skills
Sometimes called “personality traits,” these self-management skills are the
skills you use day-to-day to get along with others and to survive. They’re the
skills that make you unique.
-reliability,
-tactfulness,
- flexibility,
-timeliness
etc are examples of self-management skills.
Employers look for these skills in candidates as evidence
of how they will fit into the organization.
How a person will fit in is an important
consideration to employers.
=================================================
Duties
Duties are the basic functions of an activity.
Skills are tools to accomplish those
functions.
Duties or functions are a part of any organized activity, whether it’s
employment, volunteer work or hobbies.
A complete list of skills would be very long.
Writing out the duties or functions of an activity first can be a useful way to begin
identifying skills.
When developing the skills , it’s best to tie them to specific activities in which they were
used. It’s not enough to tell the employer your skills; you need to be
prepared to tell where, when and how you used those skills.
=====================================
A SIMPLE PROCESS OF DEVELOPING SKILLS
Listed below is an outline for skills
identification that has been successfully
used by managers.
1.List by title of the job.
2.Develop a job analysis in detail.
3.Write a detailed description of all major duties.
FOR EACH DUTY
4.Think of the skills needed to accomplish each duty you’ve listed.
5.Write those skills down on a piece of paper.
6.Remember to look for both job skills and self-management skills.
7.Be sure to include tools used, machines operated,
knowledge applied, etc.
8. Repeat the above steps for each activity in your job description.
9.Once you’ve completed this process, you should have a long list of skills.
10.Go through the list and select those skills that match your job position.
================================================== ==
I HAVE SHOWN THE EXAMPLE OF A NON-TECHNICAL SALES JOB
AS WELL AS A TECHNICAL JOB.
THE TECHNICAL JOB COVERS BOTH
-THE TECHNICAL SKILLS
-THE SOFT SKILLS.
IN TECHNICAL JOBS, YOU SHOULD COVER BOTH THE SKILLS.
THE APPROACH IS THE SAME FOR ALL POSITIONS.
================================================== ==
HERE IS A SIMPLE EXAMPLE OF HOW ONE CAN IDENTIFY
THE SKILLS FROM JOB POSITION-JOB ANALYSIS-JOB DISCRIPTION.
DUE TO LACK OF SPACE/TIME, I DID NOT DO THE JOB ANALYSIS
BUT I HAVE COVERED THE REST IN THIS EXERCISE USING
'' SALES REPRESENTATIVE'' AS A TEST CASE.
job Position
What a person does at work to satisfy an employer's needs and expectations in exchange for pay. A job consists of responsibilities, duties, and tasks that are defined and can be accomplished, measured, and rated. It is used as an employment tool for classifying work and for selecting employees.
job analysis
Breaking down the complexity of a person's job into logical parts such as duties and tasks. It identifies and organizes the knowledge, skills, and attitudes required to perform the job correctly. This is accomplished by gathering task activities and requirements by observation, interviews, or other recording systems.
HERE YOU RECORD ALL THE SKILLS.
job description
A formal statement of duties, qualifications, and responsibilities associated with a job.
HERE YOU RECORD THE MAJOR ACTIVITIES.
FOR EACH MAJOR ACTIVITY, LIST THE SKILLS INVOLVED.
================================================== =====
SAMPLE = JOB DESCRIPTION OF A GENERAL SALES REPRESENTATIVE
POSITION : SALES REPRESENTATIVE
Primary objective
Manage an assigned territory or group of customers to achieve a designated sales target level and to develop profitable business with new and existing customers.
Specific accountabilities
Submit short and long range sales plans, and prepare sales strategies utilising available marketing programmes to reach nominated targets.
Provide information to management regarding industry or sector group status and recommend plans to maximise future business.
Service current accounts and develop new accounts to meet sales targets through effective sales presentations and utilisation of support services.
Maintain close contact with customers and potential customers to ensure that the company's products continue to meet customer
requirements and to gather information regarding future plans. Develop and implement account strategies based on current and anticipated customer requirements.
Co‑ordinate client presentations with service and support groups, highlighting company product and service capabilities in a planned
strategy to develop profitable business.
Monitor developments in the assigned industry category or territory to forecast the opportunities for company products.
Develop new business opportunities with existing and potential clients.
Could assist in the determination of the overall sales budget and strategy.
Monitor market trends through personal contact with clients and suppliers and attendance at industry association meetings and
seminars.
Maintain close relationships with key accounts, and ensure their requirements are being met by the company's products where possible.
Appraise current and planned customer needs and advise on the application of company products or services to customer requirements.
Assist in the preparation of proposals and detailed costings and prepare contract documents for negotiation with clients.
Ensure complaints are followed up and that satisfactory solutions are obtained for both the customer and the company.
Participate in regular sales meetings to set strategies and determine business plans related to assigned products or customers.
Prepare regular reports as required.
Ensure activities comply with legal and ethical standards.
Maintain contact with customers in person, by telephone and by mail in accordance with a call plan and customer requirements.
Maintain current knowledge on new products, competitive products and other general market information of interest or value to
customers.
Secure and renew orders, determine price within guidelines, arrange delivery dates and other matters to facilitate sales.
Refer complaints to the appropriate company departments and follow up to ensure customer satisfaction.
================================================== ======
SALES SKILLS SUMMARY
This summary is a brief overview of the SKILLS in a SALES PROCESS.
YOU CAN RATE THE INDIVIDUAL SKILLS OUT OF TEN.
---------------------------------------------
PROSPECTING
GREETING
QUALIFYING
DEMONSTRATING
INFLUENCING
CLOSING
----------------------------------------------------
PROSPECTING
This is the first step of any sale. It is the phase of the sale where prospects are identified, detailed background
information is gathered, the physical activity of traditional prospecting is coordinated and an overall strategy for
face-to-face selling is developed.
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EVALUATING OTHERS: The capacity to objectively assess or
measure the abilities and performance of other people.
-------------------------------------------------------------------
ROLE CONFIDENCE: The capacity of maintaining confidence and
self-reliance for fulfilling various professional and personal roles.
----------------------------------------------------------------
PERSISTENCE: The capacity to steadily pursue any project or goal
that a person is committed to in spite of difficulty, opposition or
discouragement.
--------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
-------------------------------------------------------------------
================================================== ==================
GREETING
The first face-to-face interaction between a prospect and the salesperson, this step is designed to enable the
salesperson to display his/her sincere interest in the prospect...to gain positive acceptance and to develop a sense of mutual respect and rapport. It is the first phase of face-to-face trust building and sets the face-to-face selling process in motion.
------------------------------------------------------------------------------------------------
ATTITUDE TOWARD OTHERS: The general capacity one has for
relating with other people.
--------------------------------------------------------------------
RELATING TO OTHERS: The capacity to understand and relate to
others when communicating with them.
--------------------------------------------------------------
INITIATIVE: The compelling desire to get into the flow of work in order
to accomplish the vision and complete the goal.
----------------------------------------------------------------
SENSITIVITY TO OTHERS: The capacity to understand and appreciate
the value of other people with genuine concern for their needs, desires
and feelings.
-------------------------------------------------------------------
================================================== ===================
QUALIFYING
The detailed needs analysis phase of the face-to-face sale. This step of the sale enables the salesperson to
discover what the prospect will buy, when they will buy and under what conditions they will buy. It is allowing the
prospect to identify and verbalize their level of interest, specific wants and detailed needs in the product or
service the salesperson is offering.
---------------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
-----------------------------------------------------------------
EVALUATING WHAT IS SAID: The capacity to objectively listen,
understand and accurately interpret what someone else is saying.
------------------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
---------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
-------------------------------------------------------------
================================================== ====================
DEMONSTRATING
This step allows the salesperson to present his/ her product knowledge in such a way that it fulfills the stated or
implied wants, needs or intentions of the prospect as identified and verbalized in the qualifying phase of the sale.
-------------------------------------------------------------------------------------------------
PROBLEM SOLVING: The ability to identify key components of the
problem, possible solutions and the action plan to obtain the desired
result.
---------------------------------------------------------------
USING COMMON SENSE: The capacity to be resourceful and apply
good, practical, ordinary sense in whatever situations arise.
---------------------------------------------------------
CONCRETE ORGANIZATION: The capacity to understand essential
factors of a situation and bring together all necessary resources.
-----------------------------------------------------------
SENSE OF TIMING: The ability to do the correct thing at the correct
time.
----------------------------------------------------------
================================================== ===========
INFLUENCING
What people believe enough, they act upon. This step is designed to enable the salesperson to build value and
overcome the tendency that many prospects have to place little belief or trust in what is told to them. It is this
phase of the sale that solidifies the prospect's belief in the supplier, product or service and salesperson.
----------------------------------------------------------------------------------------------------
INTUITIVE DECISION MAKING: The capacity to make decisions by
looking at the most essential elements and without all the facts or data.
---------------------------------------------------------------
PERSUADING OTHERS: The capacity to influentially present one’s
positions, opinions, feelings or views to others in such a way that they
will listen and adopt the same view.
----------------------------------------------------------
EMPATHETIC OUTLOOK: The capacity to perceive and understand
the individuality in others.
------------------------------------------------------------
UNDERSTANDING MOTIVATIONAL NEEDS: The ability to understand
and inspire others in such a way that gets them to act.
-----------------------------------------------------------
================================================== =============
CLOSING
The final phase is closing. This phase of the sale is asking the prospect to buy, dealing with objections, handling
any necessary negotiation and completing the transaction to mutual satisfaction.
--------------------------------------------------------------------------------------------
SELF CONFIDENCE: A measure of a person’s assured self-reliance in
his or her abilities.
------------------------------------------------------------
PERSONAL ACCOUNTABILITY: The capacity to take responsibility for
one’s own actions, conduct, obligations and decisions without excuses.
--------------------------------------------------
EMOTIONAL CONTROL: The ability to appear to be rational and
in-control when facing problems or crises.
----------------------------------------------
ATTENTION TO DETAIL: The ability to pay attention to the specific
elements, facets or parts of a situation or work assignment.
------------------------------------------------------------------------------------------------
================================================== =====
In addition to the above skills, there are other personality/ job oriented/
transferable skills , which form part of SALES REPRESENTATIVE
JOB POSITION SKILLS.
HERE IS A SUMMARY OF THE TOTAL.
SELLING SKILLS
_____ Contacting
_____ Persuading
_____ Reviewing
_____ Inspecting
_____ Informing
_____ Promoting
_____ Convincing
_____ Influencing
_____ Comparing
_____ Representing
_____ Asking
_____ Closing
_____ Negotiating
_____ Communicating
_____ Calculating
_____ Advising
_____ Contracting
_____ Recommending
_____ Problem Solving
OTHERS
---------Planning
_____ Organizing
_____ Scheduling
_____ Administering
_____ Conducting
_____ Controlling
_____Coordinating
_____ Initiating
_____ Formulating
_____ Supporting
_____ Negotiating
_____ Decision Making
_____ Conceptualizing
_____ Problem Solving
COMMUNICATION
SKILLS
_____ Reasoning
_____ Defining
_____ Writing
_____ Listening
_____ Explaining
_____ Interpreting
_____ Reading
_____ Speaking
_____ Instructing
_____ Interviewing
_____ Collaborating
_____ Presenting
_____ Formulating
_____ Proposing
=============================================
AS MENTIONED EARLIER, THIS IS THE TECHNICAL JOB.
• Sr. WEB Developer/Consultant
TECHNICAL SKILLS
Analyze Web presence requirements
Ability to assess user needs
Ability to design and conduct user surveys
Ability to develop cost/benefit analysis for in-house versus third-party hosting
Ability to develop cost/benefit analysis for server platform
Knowledge of web server platforms
Understanding of existing network infrastructure and services
Understanding of web server function and capability
Develop dynamic Web content
Ability to add graphics and hyperlinks to a web page
Ability to control web navigation through Hyperlinks
Ability to create sound, animation and video for web pages
Ability to create web graphics images
Ability to create web input forms
Ability to create web page tables and frames
Ability to design web content layout
Ability to send and receive e-mail via handheld devices
Ability to use web publishing tools
Ability to write client-side scripting code
Ability to write database query code
Ability to write Hypertext Markup Language (HTML) code
Ability to write server-side scripting code
Ability to write XML code
Knowledge of Web site management strategies
Understanding of client-side scripting languages (e.g. - JavaScript, VBScript)
Understanding of Hypertext Markup Language (HTML)
Understanding of server-side scripting languages (e.g. - ASP, PHP, JSP)
Understanding of web server/database integration
Understanding of XML
Develop static Web content
Ability to control web navigation through Hyperlinks
Ability to create sound, animation and video for web pages
Ability to create web graphics images
Ability to create web page tables and frames
Ability to design web content layout
Ability to send and receive e-mail via handheld devices
Ability to use web publishing tools
Ability to write Hypertext Markup Language (HTML) code
Knowledge of Web site management strategies
Understanding of Hypertext Markup Language (HTML)
Maintain Web presence
Ability to assess security risks
Ability to configure web server home pages and directories
Ability to configure web server security
Ability to configure web server services
Ability to install service packs and hot fixes
Knowledge of Internet protocols
Knowledge of local policies and procedures
Understanding of best security practices
Understanding of client/server communications
Understanding of TCP/IP ports
Soft Skills Required:
• verbal communication skills.
* written communication skills.
• problem solving skills
*analytical skills.
• training skills.
• Project management skills.
• Sales skills.
• Professional consulting skills
* presentation skills .
• troubleshooting skills and recommending a solution.
================================================== ======================
IN TRAINING, YOU DETERMINE THE SKILL GAPS
THRU TRAINING NEEDS ANALYSIS.
THIS SHOULD COVER
-KNOWLEDGE
-TECHNICAL SKILLS
-SOFT SKILLS.
THEN DEVISE ANY REQUIRED TRAINING PROGRAMMES.
REGARDS
LEO LINGHAM
From India, Mumbai
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