Hi,
I am working in a stock broking firm. I want to implement competency mapping for sales force. I have read about the subject but the problem is, I have never done it practically.
What I want to know is how to do job analysis for a sales executive according to nature of business in stock broking? what points should be covered? How to access his competency level for all dimensions (Knowledge/Skills/Ability/Behavior)? what will be the next action to improve these skills?
In short, I want to know everything. Will be so very thankful for a pro help.
Thanks
Vikas
I am working in a stock broking firm. I want to implement competency mapping for sales force. I have read about the subject but the problem is, I have never done it practically.
What I want to know is how to do job analysis for a sales executive according to nature of business in stock broking? what points should be covered? How to access his competency level for all dimensions (Knowledge/Skills/Ability/Behavior)? what will be the next action to improve these skills?
In short, I want to know everything. Will be so very thankful for a pro help.
Thanks
Vikas
Dear Vikas,
Competency Mapping (CM) is a serious activity. Recently, I had given comprehensive reply to similar post. You may click the following link to refer it:
https://www.citehr.com/529587-compet...ml#post2235775
Why you would like to restrict CM only for the sales personnel? What about other departments?
Thanks,
Dinesh Divekar
From India, Bangalore
7879Competency Mapping (CM) is a serious activity. Recently, I had given comprehensive reply to similar post. You may click the following link to refer it:
https://www.citehr.com/529587-compet...ml#post2235775
Why you would like to restrict CM only for the sales personnel? What about other departments?
Thanks,
Dinesh Divekar
From India, Bangalore
I want to start it from the sales. since it is the most critical department for us. Further on successful implementation on sales, I will implement CM on other departments also.
Also, the link provided by you, does not contain a reply. please help me.
Regards,
Vikas
Also, the link provided by you, does not contain a reply. please help me.
Regards,
Vikas
Dear Vikas,
If Sales is that critical department for your company then I recommend you going along the sales persons and attend the sales calls. Find out what do they do and what they do not do. How many salespersons do you have? Go along with at least 10 salespersons to attend the sales call. CM that is based on field observations will be 100% authentic.
Secondly, when you make field visits, you need to observe whether the salespersons handle the sales call exactly in same fashion or there is dissimilarity. To bring similarity in the handling of the sales call, you need to have customised sales process. Companies fail to improve their sale because they allow salespersons to adopt individualistic approach. This is where CM fails because what if the salesperson has requisite competencies but does not follow approved sales process?
Designing the customised sales process requires lot of field research. Competencies are embedded in the sales process. To implement the sales process, one has to demonstrate the requisite competencies and no separate focus on competencies is required.
Sales is a very deep subject. I have gone along with the salespersons to monitor the sales call. When you will go to field, you will find great disconnect between the competencies or the sales training that was imparted. Bridging this gap is our leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
If Sales is that critical department for your company then I recommend you going along the sales persons and attend the sales calls. Find out what do they do and what they do not do. How many salespersons do you have? Go along with at least 10 salespersons to attend the sales call. CM that is based on field observations will be 100% authentic.
Secondly, when you make field visits, you need to observe whether the salespersons handle the sales call exactly in same fashion or there is dissimilarity. To bring similarity in the handling of the sales call, you need to have customised sales process. Companies fail to improve their sale because they allow salespersons to adopt individualistic approach. This is where CM fails because what if the salesperson has requisite competencies but does not follow approved sales process?
Designing the customised sales process requires lot of field research. Competencies are embedded in the sales process. To implement the sales process, one has to demonstrate the requisite competencies and no separate focus on competencies is required.
Sales is a very deep subject. I have gone along with the salespersons to monitor the sales call. When you will go to field, you will find great disconnect between the competencies or the sales training that was imparted. Bridging this gap is our leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
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Competency mapping.ppt
ART AND SCIENCE OF COMPETENCY MAPPING.doc