Appendix B

Competency-Based Assessment and Planning Tools

We hope that the preceding pages have given you a better understanding of the competencies for sales professionals and their applications. To help you apply this new knowledge to your own circumstances, we have developed several illustrative tools:

• Worksheet B1. Self-Assessment Inventory
• Worksheet B2. Peer and Leader Assessment Inventory
• Worksheet B3. Summary of Results
• Worksheet B4. Development Planning Tool
• Worksheet B5. Learning Contract
• Worksheet B6. Sales Team Analysis Tool
• Worksheet B7. Sales Training Diagnostic.

You can use worksheets B1, B2, and B3 to create a 180- or 360-degree assessment of your strengths and development needs for use within the sales profession. They also help you understand which competencies are important to develop for your current work responsibilities and which competencies will become increasingly important in the future. Once you have that information, worksheet B4, the development planning tool, will help you brainstorm ways of filling any knowledge gaps, and worksheet B5, the learning contract, will help you formalize your development objectives with your manager. Worksheet B6, the sales team analysis tool, is designed to help identify, prioritize, and implement sales training solutions. Worksheet B7, the sales training diagnostic, outlines a seven-step process that follows the chronological steps that occur as a seller interacts with a buyer and is purposely focused on the selling side of that interaction. The diagnostic tool can serve as the foundation for your training program strategy. By following the directions at the top of each worksheet, you can complete this process in a few hours.

Worksheet B1. Self-Assessment Inventory

Step 1: Know Your Purpose

Which of the following best describes your reasons for completing a review of your professional selling competencies?

Answering this question is important because your reason(s) will affect what you need from the competency assessment process and how you should interpret the results. Place a check in all of the appropriate boxes below. You may want to rank your answers, starting with “1” as your primary reason, “2” as your secondary reason, and so on.

Q. I am reviewing my professional selling competencies

• to benchmark myself against the competencies described in this book
• to move into a new sales role that involves responsibility for leveraging new competencies, selecting individuals with specific competencies, or managing others within the selling function
• to document my current competency level
• to determine how the sales profession will evolve in the foreseeable future
• to benchmark my current skills against other sales professionals
• to use as a supplement to my performance review
• Other: ________________________________

Step 2: Identify Reviewers

Given your reason(s) for entering this review process, consider which people would be best at assessing your current competency level objectively. You may wish to select people who are not within your organization, but are familiar with your work. It is important that you select several (two or three) of your peers and, if you manage people, several of your direct reports. If you do not have any direct reports, consider people in other departments with whom you interact frequently. Also, to gain a well-rounded perspective, involve your direct supervisor (leader) in this process. Please list all of your potential candidates in the spaces provided on the following pages.

Peers:

1. Name: ______________________________________________________________

Job Title and Work Function: _______________________________________________

Why will this person provide helpful information? _________________________________

2. Name: _______________________________________________________________

Job Title and Work Function: ________________________________________________

Why will this person provide helpful information? _________________________________

3. Name: _______________________________________________________________

Job Title and Work Function: ________________________________________________

Why will this person provide helpful information? __________________________________

Direct Reports:

1. Name: ________________________________________________________________

Job Title and Work Function: _________________________________________________

Why will this person provide helpful information? __________________________________

2. Name: ________________________________________________________________

Job Title and Work Function: _________________________________________________

Why will this person provide helpful information? ___________________________________

3. Name: _________________________________________________________________

Job Title and Work Function: __________________________________________________

Why will this person provide helpful information? ____________________________________

Leaders:

1. Name: __________________________________________________________________

Job Title and Work Function: ___________________________________________________

Why will this person provide helpful information? ____________________________________

2. Name: __________________________________________________________________

Job Title and Work Function: ___________________________________________________

Why will this person provide helpful information? _____________________________________

3. Name: ___________________________________________________________________

Job Title and Work Function: ____________________________________________________

Why will this person provide helpful information? ______________________________________

Step 3: Rate Yourself

In tables B1-1 through B1-14, rate your expertise in each competency area by circling the appropriate number under “Current Level of Proficiency” (expanded descriptions of each competency area are available in Appendix A). Use the following definitions to help you identify your level of proficiency:

• None (0): I have no knowledge of, or experience in, applying this competency.
• Very little proficiency (1): I possess general understanding of key principles, and I am capable of discussing this competency with others.
• Limited proficiency (2): I possess a solid understanding of key principles, and I am able to perform this competency with help (from reference materials or other people) as required.
• Consistent proficiency (3): I possess a comprehensive understanding of key principles, and I am capable of working without assistance regarding the application of this competency.
• Advanced proficiency (4): I possess substantial knowledge and expertise and can both troubleshoot complex situations and teach others the application of this competency.
• Exceptional proficiency (5): I possess extraordinary knowledge and expertise and can both troubleshoot at a national or regional level and devise innovative applications of this competency.

Use the higher number in the range if you feel strongly that you have reached this level of proficiency. Use the lower number if you are less confident that you have reached this level.

Next, cover up your “Current Level of Proficiency” answers. Go to the last column on the right and rate, on a scale from 1 to 3, how important you think each competency is for your future success in the field of professional selling. This assessment should be completely independent of which competencies you think you already have or don’t have.

Use this rating scale when assessing how important each competency will be in the future:

• Mildly important to future success (1)
• Important to future success (2)
• Critically important to future success (3).

Figure B1-1 illustrates a partial example of a completed worksheet.

 

Table B1-1. Foundational Competencies

Foundational Competencies	Current Level of Proficiency						Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Advances collaboration and positive relationships across organizational boundaries	0	1	2	3	4	5	1	2	3
Recognizes and addresses gaps among personal, team, or organizational responsibilities	0	1	2	3	4	5	1	2	3
Demonstrates active listening	0	1	2	3	4	5	1	2	3
Achieves communication objectives	0	1	2	3	4	5	1	2	3
Ensures responsive communication	0	1	2	3	4	5	1	2	3
Attains persuasive communication	0	1	2	3	4	5	1	2	3
Contributes to customer satisfaction	0	1	2	3	4	5	1	2	3
Advocates for the customer	0	1	2	3	4	5	1	2	3
Communicates expectations to all stakeholders	0	1	2	3	4	5	1	2	3
Ensures clear understanding of responsibilities	0	1	2	3	4	5	1	2	3
Understands and addresses potential obstacles to proposed solutions	0	1	2	3	4	5	1	2	3
Determines optimum negotiation positions	0	1	2	3	4	5	1	2	3
Addresses objections accordingly	0	1	2	3	4	5	1	2	3
Builds consensus and commitment	0	1	2	3	4	5	1	2	3
Actively nurtures positive relationships	0	1	2	3	4	5	1	2	3
Protects and develops relationships to higher levels of trust and confidence	0	1	2	3	4	5	1	2	3
Assesses resources accurately	0	1	2	3	4	5	1	2	3
Balances risk with goal achievement when determining next steps	0	1	2	3	4	5	1	2	3
Situates work meaningfully in terms of its relationship to other functions	0	1	2	3	4	5	1	2	3
Contributes to the organization’s success	0	1	2	3	4	5	1	2	3
Develops and implements robust evaluations of solutions	0	1	2	3	4	5	1	2	3
Communicates performance in terms of the organization’s key performance drivers	0	1	2	3	4	5	1	2	3
Determines the range, type, and scope of information needed	0	1	2	3	4	5	1	2	3
Applies the most appropriate tools and strategies to gather needed information	0	1	2	3	4	5	1	2	3
Develops sources of ongoing information	0	1	2	3	4	5	1	2	3
Thoroughly diagnoses needs to identify their true nature	0	1	2	3	4	5	1	2	3
Prioritizes the most critical causes as a basis for proceeding	0	1	2	3	4	5	1	2	3
Explores the scope of possible solutions	0	1	2	3	4	5	1	2	3
Approaches option assessment creatively	0	1	2	3	4	5	1	2	3
Surveys the impact of all alternatives for selecting and prioritizing the best option	0	1	2	3	4	5	1	2	3
Commits to action	0	1	2	3	4	5	1	2	3
Identifies critical business metrics	0	1	2	3	4	5	1	2	3
Builds the value justifications required to commit resources	0	1	2	3	4	5	1	2	3
Clearly identifies the business or financial benefits to be realized by investments	0	1	2	3	4	5	1	2	3
Advocates change and its benefits	0	1	2	3	4	5	1	2	3
Manages change effectively	0	1	2	3	4	5	1	2	3
Approaches work with a proactive attitude	0	1	2	3	4	5	1	2	3
Secures appropriate commitment	0	1	2	3	4	5	1	2	3
Appropriately communicates agreements	0	1	2	3	4	5	1	2	3
Documents agreements	0	1	2	3	4	5	1	2	3
Actively monitors situations for potential problems	0	1	2	3	4	5	1	2	3
Monitors implementation or deployment to ensure success	0	1	2	3	4	5	1	2	3
Acts as a focal point of escalation to expedite problem resolution	0	1	2	3	4	5	1	2	3
Organizes and manages work systematically	0	1	2	3	4	5	1	2	3
Organizes and manages resources effectively	0	1	2	3	4	5	1	2	3
Adaptively applies methods as needed to achieve goals	0	1	2	3	4	5	1	2	3
Leverages success through active promotion	0	1	2	3	4	5	1	2	3
Documents and communicates best practices	0	1	2	3	4	5	1	2	3
Ensures that criteria for decision making are shared and addressed	0	1	2	3	4	5	1	2	3
Adapts and tailors messages as required	0	1	2	3	4	5	1	2	3
Confirms validity of the proposed solution	0	1	2	3	4	5	1	2	3
Incorporates business and industry acumen into work	0	1	2	3	4	5	1	2	3
Exhibits business-oriented perspective in assessing needs	0	1	2	3	4	5	1	2	3
Incorporates legal and contractual requirements into work	0	1	2	3	4	5	1	2	3
Incorporates financial understanding into work	0	1	2	3	4	5	1	2	3
Approaches challenges creatively	0	1	2	3	4	5	1	2	3
Crosses disciplines to frame or address challenges	0	1	2	3	4	5	1	2	3
Demonstrates respect for others	0	1	2	3	4	5	1	2	3
Acclimates to diverse work settings	0	1	2	3	4	5	1	2	3
Harnesses diversity to create workplace synergies	0	1	2	3	4	5	1	2	3
Demonstrates personal integrity	0	1	2	3	4	5	1	2	3
Incorporates quality considerations into decision making	0	1	2	3	4	5	1	2	3
Provides proactive knowledge transfer	0	1	2	3	4	5	1	2	3
Ensures that communication tools and processes advance information storage and transfer	0	1	2	3	4	5	1	2	3
Maintains understanding of technical innovations	0	1	2	3	4	5	1	2	3
Uses information technology to align and expedite work	0	1	2	3	4	5	1	2	3
Improves personal productivity technology	0	1	2	3	4	5	1	2	3
Takes personal responsibility for development	0	1	2	3	4	5	1	2	3
Demonstrates agility in addressing development needs	0	1	2	3	4	5	1	2	3
Leverages information to change behavior	0	1	2	3	4	5	1	2	3
Develops plans that clearly actualize strategy	0	1	2	3	4	5	1	2	3
Builds commitment to plan	0	1	2	3	4	5	1	2	3
Executes to plan, yet adapts to emergent circumstances	0	1	2	3	4	5	1	2	3
Delivers to plan	0	1	2	3	4	5	1	2	3
Incorporates a strategic perspective in activity planning	0	1	2	3	4	5	1	2	3
Practices time management	0	1	2	3	4	5	1	2	3
Aligns and relates work to sales success	0	1	2	3	4	5	1	2	3
Incorporates selling sensibilities into work execution	0	1	2	3	4	5	1	2	3
Demonstrates a systemic understanding of sales	0	1	2	3	4	5	1	2	3
Ensures that work helps to advance sales	0	1	2	3	4	5	1	2	3

 

Table B1-2. Area of Expertise: Creating and Closing Opportunities

Creating and Closing Opportunities		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Researches and targets prospects	0	1	2	3	4	5	1	2	3
Conducts interest-building calls (cold calls) when applicable	0	1	2	3	4	5	1	2	3
Identifies, follows up on, and manages sales leads	0	1	2	3	4	5	1	2	3
Gains interest	0	1	2	3	4	5	1	2	3
Qualifies opportunities	0	1	2	3	4	5	1	2	3
Develops winning proposals	0	1	2	3	4	5	1	2	3
Builds business justification cases	0	1	2	3	4	5	1	2	3
Orchestrates support for negotiations	0	1	2	3	4	5	1	2	3
Maintains opportunity momentum to expand sales	0	1	2	3	4	5	1	2	3

 

Table B1-3. Area of Expertise: Protecting Accounts

Protecting Accounts		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Gathers and monitors account intelligence	0	1	2	3	4	5	1	2	3
Documents account plans and sales forecasts	0	1	2	3	4	5	1	2	3
Builds client executive business relationships	0	1	2	3	4	5	1	2	3
Cultivates and develops trusted advisor status	0	1	2	3	4	5	1	2	3
Protects and expands accounts	0	1	2	3	4	5	1	2	3
Develops winning proposals	0	1	2	3	4	5	1	2	3
Manages deployment readiness and resource alignment	0	1	2	3	4	5	1	2	3

 

Table B1-4. Area of Expertise: Defining and Positioning Solutions

Defining and Positioning Solutions		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Performs technical qualifications	0	1	2	3	4	5	1	2	3
Designs solutions	0	1	2	3	4	5	1	2	3
Customizes standard products or services	0	1	2	3	4	5	1	2	3
Conducts technical demonstrations and benchmarks	0	1	2	3	4	5	1	2	3
Contributes to solution sizing and modification	0	1	2	3	4	5	1	2	3
Articulates solution designs	0	1	2	3	4	5	1	2	3

 

Table B1-5. Area of Expertise: Supporting Indirect Selling

Supporting Indirect Selling		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Assesses and helps develop partner’s sales force	0	1	2	3	4	5	1	2	3
Drives partner sales planning or forecasting	0	1	2	3	4	5	1	2	3
Motivates and educates partners	0	1	2	3	4	5	1	2	3
Cultivates partner business relationships	0	1	2	3	4	5	1	2	3
Facilitates inventory balancing or clearance	0	1	2	3	4	5	1	2	3
Tracks investments in partner selling to determine business impact	0	1	2	3	4	5	1	2	3
Facilitates partner transformation	0	1	2	3	4	5	1	2	3
Monitors and manages contract fulfillment	0	1	2	3	4	5	1	2	3
Troubleshoots partner sales crediting	0	1	2	3	4	5	1	2	3
Collaborates on team selling and positioning	0	1	2	3	4	5	1	2	3

 

Table B1-6. Area of Expertise: Setting Sales Strategy

Setting Sales Strategy		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Identifies and articulates innovative sales practices	0	1	2	3	4	5	1	2	3
Creates strategic plans that guide organizational, technical, process, or practice planning and implementation	0	1	2	3	4	5	1	2	3
Builds business and partner alliances to increase sales	0	1	2	3	4	5	1	2	3
Provides leadership to accelerate strategy diffusion	0	1	2	3	4	5	1	2	3
Contributes to solution sizing and modification	0	1	2	3	4	5	1	2	3
Configures and aligns sales territories for maximum effectiveness	0	1	2	3	4	5	1	2	3

 

Table B1-7. Area of Expertise: Managing within the Sales Ecosystem

Managing within the Sales Ecosystem		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Aligns tactical activities to support strategic sales plans	0	1	2	3	4	5	1	2	3
Establishes, monitors, and controls costs that affect sales margins	0	1	2	3	4	5	1	2	3
Aligns resources with opportunities	0	1	2	3	4	5	1	2	3
Screens administrative demands and troubleshoots back-office operations to minimize sales disruptions	0	1	2	3	4	5	1	2	3
Ensures accurate forecasting while monitoring performance to metrics	0	1	2	3	4	5	1	2	3
Hires, promotes, and terminates to improve sales performance and address capability gaps	0	1	2	3	4	5	1	2	3
Aligns reward and recognition strategies to performance goals	0	1	2	3	4	5	1	2	3

 

Table B1-8. Area of Expertise: Developing Sales Force Capability

Developing Sales Force Capability		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Determines competencies required to achieve sales strategy	0	1	2	3	4	5	1	2	3
Conducts sales-related needs assessments	0	1	2	3	4	5	1	2	3
Designs and develops sales development programs, curricula, or learning solutions	0	1	2	3	4	5	1	2	3
Uses learning management systems	0	1	2	3	4	5	1	2	3
Ties learning strategy to organizational capacity	0	1	2	3	4	5	1	2	3
Evaluates learning program or solution effectiveness	0	1	2	3	4	5	1	2	3
Reports results to organizational stakeholders	0	1	2	3	4	5	1	2	3

 

Table B1-9. Area of Expertise: Delivering Sales Training

Delivering Sales Training		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Reviews and supplements learning	0	1	2	3	4	5	1	2	3
Motivates participants	0	1	2	3	4	5	1	2	3
Manages instructional delivery	0	1	2	3	4	5	1	2	3
Administers tests	0	1	2	3	4	5	1	2	3

 

Table B1-10. Area of Expertise: Coaching for Sales Results

Coaching for Sales Results		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Observes sales person behavior to identify strengths, weaknesses, and opportunities for improvement	0	1	2	3	4	5	1	2	3
Balances corrective with positive feedback to ensure optimum guidance and performance improvement	0	1	2	3	4	5	1	2	3
Leverages motivation as a key enabler of sales performance	0	1	2	3	4	5	1	2	3
Links expected behaviors to strategic outcomes	0	1	2	3	4	5	1	2	3
Demonstrates and mentors expected sales behaviors	0	1	2	3	4	5	1	2	3
Establishes support programs to expand and enrich new learning

 

Table B1-11. Area of Expertise: Building Sales Infrastructure

Building Sales Infrastructure		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Monitors current business processes and sales productivity tools for adequacy	0	1	2	3	4	5	1	2	3
Develops and drives strategic infrastructure planning	0	1	2	3	4	5	1	2	3
Manages infrastructure upkeep or revision	0	1	2	3	4	5	1	2	3
Drives or supports infrastructure change and alignment	0	1	2	3	4	5	1	2	3
Pilots and evaluates infrastructure programs	0	1	2	3	4	5	1	2	3

 

Table B1-12. Area of Expertise: Designing Compensation

Designing Compensation		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Assesses current compensation against best practices and innovative sales compensation options	0	1	2	3	4	5	1	2	3
Aligns compensation with business requirements and appropriate sales behaviors and metrics	0	1	2	3	4	5	1	2	3
Develops and enlists support for sales compensation models and plans	0	1	2	3	4	5	1	2	3
Drives sales compensation acceptance	0	1	2	3	4	5	1	2	3

 

Table B1-13. Area of Expertise: Maintaining Accounts

Maintaining Accounts		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Prepares standard and ad hoc reports on account status	0	1	2	3	4	5	1	2	3
Provides agile task substitution assistance to facilitate sales	0	1	2	3	4	5	1	2	3
Crafts contracts and statements of work	0	1	2	3	4	5	1	2	3
Troubleshoots customer operational issues	0	1	2	3	4	5	1	2	3
Tracks and administers contracts	0	1	2	3	4	5	1	2	3

 

Table B1-14. Area of Expertise: Recruiting Sales Talent

Maintaining Accounts		Current Level of Proficiency					Future Importance
	None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Aligns and modifies sales job profiles	0	1	2	3	4	5	1	2	3
Ensures valid compensation package	0	1	2	3	4	5	1	2	3
Monitors and maintains sales candidate pipeline	0	1	2	3	4	5	1	2	3
Sources sales candidates	0	1	2	3	4	5	1	2	3
Solicits, screens, and profiles candidates and determines person-job fit	0	1	2	3	4	5	1	2	3
Facilitates sales peer team interviews and candidate testing	0	1	2	3	4	5	1	2	3
Generates offers and conducts negotiations with sales stakeholders to closure	0	1	2	3	4	5	1	2	3
Supports on-boarding	0	1	2	3	4	5	1	2	3

 

Worksheet B2. Peer and Leader Assessment Inventory

On the following pages, you will find the assessment inventory that your peers, direct reports, and leaders will use (tables B2-1 to B2-14). At the top of the worksheet, respondents are given an opportunity to identify themselves and to state their relationship to you. Although this information is helpful, the respondents should be allowed to complete the inventory anonymously. Only your supervisor must reveal his or her identity. We have also supplied you with a cover sheet that you can use when distributing the inventory.

Here are some steps and important guidelines to remember:

Guidelines:

• Ask people if they are interested in participating in this activity before you send them the inventory.
• Tell them clearly what this inventory is being used for, how long it will take, and when it is due.
• Advise respondents, other than your supervisor, that they may complete the inventory anonymously if they prefer.
• Tell respondents that you want candid, future-focused feedback, but not a personality or performance appraisal. Make them comfortable with the idea of providing honest answers. Tell them that after you’ve reviewed the completed assessment, you may come back to clarify, but not to challenge, their responses (if they choose to put their name on the inventory).

Steps:

1. Make photocopies of the assessment inventory. You will need one copy for each respondent.
2. Make photocopies of the cover sheet, which is on the next four pages. Be sure to address a copy to each respondent, fill out the necessary information, and staple it to the front of the assessment inventory.
3. Distribute the assessment inventory to the respondents. Note: You may wish to distribute copies of the World-Class Selling: New Sales Competencies book instead.
4. Send out a reminder notice a few days before the inventory is due.
5. Collect the inventories on the due date and complete the summary of results in worksheet B3.

Note: For additional copies of World-Class Selling: New Sales Competencies, contact ASTD at 703.683.8100 or visit www.astd.org.

Cover Sheet: Peer and Leader Assessment Inventory

From: __________________________________

To: ____________________________________

Date: __________________________________

Thank you for agreeing to participate in this competency assessment activity. I am trying to determine which competencies are strengths for me and which competencies I need to develop.

Please give me candid, future-focused, and honest feedback of my competencies. Below is a full set of instructions. If you need further clarification, feel free to call me at [_____________].

The competencies that you are assessing derive from the ASTD World-Class Sales Competency Model, which describes the major competencies necessary for success within the sales profession. Thank you for participating in this activity.

The due date is: ____________________

Directions:

Please think about the person who asked you to complete this assessment. You can help him or her by providing feedback based on your personal observations of his or her work. Although this questionnaire is not a performance appraisal, answering the following questions will provide helpful guidance for the requester to develop into expanded roles within the organization. Please follow these easy steps:

1. In tables B2-1 through B2-14, indicate in the first column if you have observed the requester demonstrating the competency described. If you have not observed the person demonstrating this competency, skip to the next competency. If you have observed the person demonstrating this competency, go to step 2.
2. On a scale from 0 to 5, indicate the requester’s level of proficiency in this competency. Use the following definitions to help you identify the level of expertise:
   • None (0): The person has no knowledge of, or experience in, applying this competency.
   • Very little proficiency (1): The person possesses general understanding of key principles, and he or she is capable of discussing this competency with others.
   • Limited proficiency (2): The person possesses a solid understanding of key principles, and he or she is able to perform this competency with help (from reference materials or other people) as required.
   • Consistent proficiency (3): The person possesses a comprehensive understanding of key principles, and he or she is capable of working without assistance regarding the application of this competency.
   • Advanced proficiency (4): The person possesses substantial knowledge and expertise and can both troubleshoot complex situations and teach others the application of this competency.
   • Exceptional Proficiency (5): The person possesses extraordinary knowledge and expertise and can both troubleshoot at a national or regional level and devise innovative applications of this competency.
3. Use the higher number if you feel strongly that the person has reached this level of expertise. Use the lower number if you are less confident that he or she has reached this level.

Competencies are grouped into four categories: partnering, insight, solution, and effectiveness. You will need the following definitions to help you with this assessment:

Partnering. Everyone who works in the sales profession works interdependently with others, relying on these competencies to facilitate interactions:

• spanning boundaries
• communicating effectively
• aligning to customers
• setting expectations
• negotiating positions
• building relationships.

Insight. Everyone in the sales profession must develop robust information analysis and synthesis skills to use information effectively on the job. These competencies demonstrate insight:

• analyzing organizational capacity
• understanding the business context
• evaluating customer experiences
• gathering intelligence
• prioritizing stakeholder needs
• identifying options
• building a business case.

Solution. Sales professionals must develop strategies for generating support for the solutions they define, as well as strategies for implementation. This involves

• facilitating change
• formalizing agreements
• resolving issues
• managing projects
• leveraging success
• articulating value.

Effectiveness. Personal effectiveness and responsibility are key to a sales professional’s ability to navigate processes and cultivate relationships. These competencies demonstrate effectiveness:

• building business skills
• solving problems
• embracing diversity
• making ethical decisions
• managing knowledge
• using technology
• accelerating learning
• executing plans
• maximizing personal time
• aligning to the sales process.

4. Finally, cover up the “Current Level of Proficiency” answers. Go to the last column on the right and rate, on a scale from 1 to 3, how important you think this competency is for the requester’s future success in the sales profession—not how competent the requester already is. Use this rating scale:

• Mildly important to future success (1)
• Important to future success (2)
• Critically important to future success (3).

See figure B2-1 for an example of a completed worksheet.

 

Table B2-1. Competency Assessment Inventory

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Foundational Competencies	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Advances collaboration and positive relationships across organizational boundaries—Sets expectations governing collaboration to minimize conflict and ensure a common focus among all internal and external stakeholders affected by the initiative.		0	1	2	3	4	5	1	2	3
Recognizes and addresses gaps among personal, team, or organizational responsibilities— Identifies gaps among individual responsibilities and what needs to be accomplished to achieve success and takes personal accountability for positive impacts within these areas.		0	1	2	3	4	5	1	2	3
Demonstrates active listening— Pays close attention to what is being said and uses questioning techniques effectively to probe and clarify in pursuit of accurate understanding.		0	1	2	3	4	5	1	2	3
Achieves communication objectives—Ensures that verbal and written communications and group presentations are well prepared, clear, concise, accurate, and persuasive.		0	1	2	3	4	5	1	2	3
Ensures responsive communication—Makes sure that inquiries are addressed and expedited to facilitate the needs of others.		0	1	2	3	4	5	1	2	3
Attains persuasive communication—Successfully influences perceptions to achieve desired outcomes.		0	1	2	3	4	5	1	2	3
Contributes to customer satisfaction—Understands how trust and responsiveness to customer needs builds enduring business relationships.		0	1	2	3	4	5	1	2	3
Advocates for the customer—Represents the interests of the customer and ensures that a customer-oriented perspective is the touchstone for decision making.		0	1	2	3	4	5	1	2	3
Communicates expectations to all stakeholders—Exercises personal initiative to ensure that all stakeholders understand what is required for successful implementation of a solution.		0	1	2	3	4	5	1	2	3
Ensures clear understanding of responsibilities—Communicates roles and responsibilities in a way that clearly identifies who is accountable for what,when, and to what standard.		0	1	2	3	4	5	1	2	3
Understands and addresses potential obstacles to proposed solutions—Identifies potential threats to a solution to avoid or manage problems in advance of their occurrence.		0	1	2	3	4	5	1	2	3
Determines optimum negotiation positions—Identifies optimum and fall-back positions prior to actual negotiations and incorporates these as strategies.		0	1	2	3	4	5	1	2	3
Addresses objections accordingly—Ensures understanding of a solution and its benefits or involves the appropriate experts to help address stakeholder questions and communicates information that addresses those needs persuasively if necessary.		0	1	2	3	4	5	1	2	3
Builds consensus and commitment—Leverages points of agreement and addresses points of conflict in a way that develops buy-in and commitment for moving forward.		0	1	2	3	4	5	1	2	3
Actively nurtures positive relationships—Develops and maintains positive professional relationships among stakeholders at all levels based on personal integrity and trust.		0	1	2	3	4	5	1	2	3
Protects and develops relationships to higher levels of trust and confidence—Leverages professional relationships to protect partnerships and advance collaboration.		0	1	2	3	4	5	1	2	3
Assesses resources accurately—Ensures accurate understanding of the type, quality, and quantity of resources required to achieve desired results.		0	1	2	3	4	5	1	2	3
Balances risk with goal achievement when determining next steps—Weighs desired outcome against potential risk to prioritize options and identify an optimum path forward while protecting the interests of the company.		0	1	2	3	4	5	1	2	3
Situates work meaningfully in terms of its relationship to other functions—Understands an organization’s divisions and the upstream, downstream, and cross-stream collaboration in which one’s work is situated. Understands how the work one is engaged in contributes to the larger enterprise.		0	1	2	3	4	5	1	2	3
Contributes to the organization’s success—Understands the organization’s products, services, and solutions at a level appropriate to position and sells them.		0	1	2	3	4	5	1	2	3
Develops and implements robust evaluations of solutions—Uses sound methodologies to demonstrate the effectiveness of a solution at key milestones or to identify critical obstacles affecting success.		0	1	2	3	4	5	1	2	3
Communicates performance in terms of the organization’s key performance drivers—Identifies and uses key business or operational metrics that clearly express beneficial results that are understood and valued by solution stakeholders (for example, net promoter scores, total cost of ownership, return-on-investment, time to competence, and productivity ratios).		0	1	2	3	4	5	1	2	3
Determines the range, type, and scope of information needed— Systematically assesses problems, challenges, and opportunities to ensure the right sources are utilized and critical information is collected.		0	1	2	3	4	5	1	2	3
Applies the most appropriate tools and strategies to gather needed information—Understands which tools and strategies are best suited for fulfilling information requirements and uses these efficiently and effectively.		0	1	2	3	4	5	1	2	3
Develops sources of ongoing information—Understands how information requirements or the quality of sources can change and creates multiple sources for collecting data and confirming its quality.		0	1	2	3	4	5	1	2	3
Thoroughly diagnoses needs to identify their true nature— Explores and identifies the root causes of needs to ensure an accurate understanding of their scope.		0	1	2	3	4	5	1	2	3
Prioritizes the most critical causes as a basis for proceeding— Determines the most appropriate plan of action based on needs analysis and prioritizes actions, resources, and time accordingly.		0	1	2	3	4	5	1	2	3
Explores the scope of possible solutions—Assesses all feasible options that align to solving the challenge or need.		0	1	2	3	4	5	1	2	3
Approaches option assessment creatively—Keeps options open ended to capture innovations perhaps not considered in conventional thinking.		0	1	2	3	4	5	1	2	3
Surveys the impact of all alternatives for selecting and prioritizing the best option—Solicits and incorporates the input of all stakeholder experts and benefactors to ensure the best option is chosen.		0	1	2	3	4	5	1	2	3
Commits to action—Weighs the needs, requirements, and opportunities involved before committing to the best possible option or course of action.		0	1	2	3	4	5	1	2	3
Identifies critical business metrics—Ensures valid measurements by collaborating with stakeholders to determine the most relevant business, financial, or operational metrics on which to focus.		0	1	2	3	4	5	1	2	3
Builds the value justifications required to commit resources— Frames the input of experts in a way that ensures well-informed decision making.		0	1	2	3	4	5	1	2	3
Clearly identifies the business or financial benefits to be realized by investments—Identifies the business and financial benefits of a solution in a way that clearly speaks to business impact.		0	1	2	3	4	5	1	2	3
Advocates change and its benefits—Encourages others to embrace change as an opportunity rather than an obstacle to personal, operational, or business success.		0	1	2	3	4	5	1	2	3
Manages change effectively— Ensures that work aligns with changing requirements to more accurately advance the desired change.		0	1	2	3	4	5	1	2	3
Approaches work with a proactive attitude—Helps organizations and individuals actively engage in improving practices and attitudes by championing change, demonstrating the positive consequences of change, and exercising personal influence to encourage acceptance.		0	1	2	3	4	5	1	2	3
Secures appropriate commitment— Fulfills requirements through all phases of solution design and development to build commitment and support.		0	1	2		4	5	1	2	3
Appropriately communicates agreements—Ensures that verbal or written agreements are communicated in a timely fashion to stakeholders.		0	1	2	3	4	5	1	2	3
Documents agreements— Documents and amends written agreements to accurately reflect the arrivedupon decisions in negotiation.		0	1	2	3	4	5	1	2	3
Actively monitors situations for potential problems—Analyzes situations for potential challenges and develops associated contingency plans.		0	1	2	3	4	5	1	2	3
Monitors implementation or deployment to ensure success— Takes an active interest in the success of a solution and monitors the milestones in the plan.		0	1	2	3	4	5	1	2	3
Acts as a focal point of escalation to expedite problem resolution— Resolves problems directly where possible and acts as an escalation point where warranted to ensure problem resolution.		0	1	2	3	4	5	1	2	3
Organizes and manages work systematically— Uses project management techniques to control scope, track and manage costs and time, determine requirements, set standards, establish communication processes, and so on.		0	1	2	3	4	5	1	2	3
Organizes and manages resources effectively—Identifies and monitors people, funding, timing, and resources to ensure cost-effective and timely project or program results.		0	1	2	3	4	5	1	2	3
Adaptively applies methods as needed to achieve goals— Modifies project components in the face of change or emerging requirements to better manage tasks, allocate resources, and cope with shifting work environments.		0	1	2	3	4	5	1	2	3
Leverages success through active promotion—Ensures that stakeholders appreciate both the value of the solution to the achievement of their goals and the underlying relationships as a basis for expanding a mutually beneficial collaboration.		0	1	2	3	4	5	1	2	3
Documents and communicates best practices—Ensures that lessons learned are not lost, but instead captured and leveraged to realize additional opportunities.		0	1	2	3	4	5	1	2	3
Ensures that criteria for decision making are shared and addressed— Frames the benefits of a solution in a way that accurately addresses the key points and priorities of stakeholders.		0	1	2	3	4	5	1	2	3
Adapts and tailors messages as required—Ensures that value propositions clearly speak to the needs and perspectives of all stakeholder types and levels.		0	1	2	3	4	5	1	2	3
Confirms validity of the proposed solution—Gains stakeholder consensus on the value of the proposed solution and its efficacy in meeting the needs identified.		0	1	2	3	4	5	1	2	3
Incorporates business and industry acumen into work— Understands business terminology and key processes and incorporates these accurately in conceptualizing what must be done when communicating effectively with stakeholders.		0	1	2	3	4	5	1	2	3
Exhibits business-oriented perspective in assessing needs— Understands how businesses work to achieve profitability; uses business insight to better assess the value and priorities of work-related contributions.		0	1	2	3	4	5	1	2	3
Incorporates legal and contractual requirements into work— Understands the purpose of standard contracts and statements of work and their role in articulating requirements and setting expectations.		0	1	2	3	4	5	1	2	3
Incorporates financial understanding into work—Understands the role that costs and financial returns play in determining business value and incorporates this perspective into the way resources are used and solutions positioned.		0	1	2	3	4	5	1	2	3
Approaches challenges creatively—Approaches problems from a fresh perspective.		0	1	2	3	4	5	1	2	3
Crosses disciplines to frame or address challenges—Draws from multiple disciplines or models to synthesize new approaches to problem solving.		0	1	2	3	4	5	1	2	3
Demonstrates respect for others—Respects the innate human dignity of every individual.		0	1	2	3	4	5	1	2	3
Acclimates to diverse work settings—Demonstrates an appreciation of diverse perspectives and approaches to work and actively seeks to listen, learn, and integrate different ways of accomplishing tasks.		0	1	2	3	4	5	1	2	3
Harnesses diversity to create workplace synergies—Leverages the experiences and worldviews of others to drive innovations and stimulate creativity.		0	1	2	3	4	5	1	2	3
Demonstrates personal integrity—Takes personal responsibility for ensuring that actions and decisions protect the integrity of the company; understands and demonstrates the values most important to the work environment.		0	1	2	3	4	5	1	2	3
Incorporates quality considerations into decision making— Determines the best course of action in compliance with established quality processes, business rules, or optimum workplace practices.		0	1	2	3	4	5	1	2	3
Provides proactive knowledge transfer—Understands the value of information to stakeholders and circulates it openly to improve overall performance and productivity.		0	1	2	3	4	5	1	2	3
Ensures that communication tools and processes advance information storage and transfer— Recognizes and acts on obstacles to the effective storage, retrieval, or communication of information.		0	1	2	3	4	5	1	2	3
Maintains understanding of technical innovations—Incorporates an up-to-date understanding of technical innovations and trends as well as their implications.		0	1	2	3	4	5	1	2	3
Uses information technology to align and expedite work—Uses tools and systems appropriately to ensure that communications and work are delivered in a timely way and are usable by customers, colleagues, and managers.		0	1	2	3	4	5	1	2	3
Improves personal productivity technology—Takes the initiative to learn new technology and incorporate its benefits into the workplace (for example, customer relationship management [CRM] systems, virtual classroom, and mobile communication devices).		0	1	2	3	4	5	1	2	3
Takes personal responsibility for development—Monitors and addresses skill and knowledge gaps by actively soliciting performance feedback and developmental planning assistance and selects appropriate development options.		0	1	2	3	4	5	1	2	3
Demonstrates agility in addressing development needs—Leverages a range of learning options and delivery media to maximize time in the acquisition of critical skills, knowledge, or values.		0	1	2	3	4	5	1	2	3
Leverages information to change behavior—Accesses and incorporates essential information for the ongoing development of personal effectiveness.		0	1	2	3	4	5	1	2	3
Develops plans that clearly actualize strategy—Articulates strategies in a way that aligns activities, deliverables, and milestones.		0	1	2	3	4	5	1	2	3
Builds commitment to plan—Exercises influence to ensure enthusiastic commitment and buy-in to a plan’s strategy and implementation requirements.		0	1	2	3	4	5	1	2	3
Executes to plan, yet adapts to emergent circumstances—Uses plans to guide activities, demonstrates responsiveness to change, and adapts plans to emerging requirements.		0	1	2	3	4	5	1	2	3
Delivers to plan—Attains the goals sufficient to generate interest in continuing or expanding the organizational or business relationship into new areas of collaboration.		0	1	2	3	4	5	1	2	3
Incorporates a strategic perspective in activity planning—Distinguishes the tactical from the strategic and the urgent from the critical as a guide to prioritizing activities.		0	1	2	3	4	5	1	2	3
Practices time management— Applies appropriate time management techniques to focus, prioritize, and track tasks.		0	1	2	3	4	5	1	2	3
Aligns and relates work to sales success—Understands how work products contribute to effective selling and ensures their solid contribution to sales success.		0	1	2	3	4	5	1	2	3
Incorporates selling sensibilities into work execution—Appreciates how the term “customer” establishes an important dynamic in both internal and external business relationships, calling for consultative partnering based on mutual benefits.		0	1	2	3	4	5	1	2	3
Demonstrates a systemic understanding of sales—Understands buying-selling relationships and uses this understanding to focus work in a flexible, adaptive manner that contributes to the larger network of sales relationships and facilitates the personalization and customization of sales solutions.		0	1	2	3	4	5	1	2	3
Ensures that work helps to advance sales—Acts as a facilitator to sales, sales processing, or sales readiness when performing work.		0	1	2	3	4	5	1	2	3

 

Table B2-2. Area of Expertise: Creating and Closing Opportunities

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Creating and Closing Opportunities	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Researches and targets prospects—Actively researches available sources to identify likely prospects based on alignment to product or service market, known business needs, typical customer profiles, business activities, competitive market position, customer challenges, product or service spend, and competitive presence in account; reviews prospects and determines where or how to allocate effort and resources; and develops approach strategy tailored to the most appropriate individuals who have decision-making authority.		0	1	2	3	4	5	1	2	3
Conducts interest-building calls (cold calls) when applicable— Appropriately manages customer prospecting to connect directly with future customers while not alienating them; generates immediate, compelling customer interest in the selling organization, ensuring its product or service offers sufficient value to generate a willingness to continue the sales dialogue; and initiates exploratory discussions to schedule solid and specific follow-up sales calls in an effort to continue facilitating buying processes.		0	1	2	3	4	5	1	2	3
Identifies, follows up on, and manages sales leads—Builds reciprocal lead-sharing networks to build the sales funnel with prospective clients and acts on any new lead in a timely manner to capitalize on interest and compelling needs.		0	1	2	3	4	5	1	2	3
Gains interest—Leverages marketing materials to stimulate client interest; explores client curiosity from various perspectives—business, financial, and market—to capture key variables and contingencies to nurture opportunities; generates customer interest through discussion of potential benefits; and actively shapes components of each opportunity to reflect client priorities and adequately address client needs.		0	1	2	3	4	5	1	2	3
Qualifies opportunities—Assesses client operations and business position for potential partnering opportunities, assesses client balance sheet and business health to determine feasibility of partnering, identifies and aligns required resources for pursuit and future solution deployment, determines scope and nature of risk as a necessary input to developing appropriate pricing and risk management strategies, and determines or orchestrates identification of opportunities and assesses requirements for third party involvement.		0	1	2	3	4	5	1	2	3
Develops winning proposals— Develops compelling value propositions aligned with customer needs, business priorities, and/or technical and operational requirements; orchestrates and aligns the technical or functional contributions of functional and technical experts; communicates key competitive advantages; works with others to ensure appropriate pricing; and manages the milestones essential for timely proposal delivery.		0	1	2	3	4	5	1	2	3
Builds business justification cases—Collaborates with financial, legal, and technical experts to develop a business justification for each specific opportunity to ensure internal buy-in; enlists champions within both buyer and seller organizations; works with internal stakeholders to customize the opportunity to internal requirements while avoiding compromises that might threaten client acceptance or solution integrity; and identifies and communicates all risks associated with the opportunity and addresses these challenges with solution contingencies or fall-back positions.		0	1	2	3	4	5	1	2	3
Orchestrates support for negotiations—Where warranted, coordinates the input of legal, technical, and financial experts seamlessly into the development of a negotiation strategy; ensures that stakeholders understand their role in negotiation; focuses efforts of others on achieving the business outcome; continuously checks with experts to ensure commitments are valid and can be delivered; and drives to close and asks for the business at appropriate time.		0	1	2	3	4	5	1	2	3
Maintains opportunity momentum to expand sales—Capitalizes on early wins and customer satisfaction to expand business wider and deeper into the account.		0	1	2	3	4	5	1	2	3

 

Table B2-3. Area of Expertise: Protecting Accounts

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Creating and Closing Opportunities	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Gathers and monitors account intelligence—Maintains account business direction in a manner consistent with client needs, establishes networks in customer business to stay abreast of current or emerging requirements, and scans relevant external publications or websites for account-related business information.		0	1	2	3	4	5	1	2	3
Documents account plans and sales forecasts—Develops strategies and plans for managing account pursuit activities; assesses activities to plan; prioritizes and coordinates opportunity pursuit across multiple accounts to maintain a healthy sales funnel; and develops, communicates, and monitors sales forecasts to ensure accuracy.		0	1	2	3	4	5	1	2	3
Builds client executive business relationships—Widens the breadth and depth of account penetration to achieve exposure to business planning, uses professional presence to frame selling messages in terms of client’s business (rather than operational or technical) benefits, incorporates key business and financial metrics into sales positioning messages, demonstrates comfort at various business levels and possesses the social skills necessary for interacting effectively with senior level executives, and positions the company represented and the benefits of partnering as the essential components of the business relationship desired as opposed to focusing on a more purely transactional relationship.		0	1	2	3	4	5	1	2	3
Cultivates and develops trusted advisor status—Ensures that product or service value propositions align and resonate with customer needs, provides on-demand consultative advice, checks the accuracy and utility of recommendations prior to their communication and avoids making inaccurate claims, conducts self professionally in all customer communications and interactions with discreteness and confidentiality when required, and credits competitive claims where warranted to maintain credibility and trust.		0	1	2	3	4	5	1	2	3
Protects and expands accounts—Ensures that all contractual deployment or fulfillment obligations are met and customer satisfaction is achieved, monitors account activity to minimize rogue selling and disruptive marketing, generally maintains overall account focal point leadership, and monitors competitive activities in accounts and appropriately counters competitive messages while blocking future competitor inroads.		0	1	2	3	4	5	1	2	3
Manages deployment readiness and resource alignment—Ensures accurate understanding of requirements derived from closed opportunities (for example, terms and conditions and service level agreements) and ensures knowledge is dispersed among personnel engaged in post-sale activity (for example, fulfillment and delivery); where warranted, acts as the focal point for deal education and preparation within individual geographies; and, where required, facilitates the resource troubleshooting essential for successfully launching complex initiatives.		0	1	2	3	4	5	1	2	3

 

Table B2-4. Area of Expertise: Defining and Positioning Solutions

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Defining and Positioning Solutions	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Performs technical qualifications— Gathers the information required for technical solution creation based on customer’s specific needs, builds technical credibility with clients to counter competitive arguments and advance the sale with the technical decision maker(s), and reviews opportunities based on technical feasibility or competitive presence within the client relationship for each individual opportunity.		0	1	2	3	4	5	1	2	3
Designs solutions—Creates the technical design necessary to clearly identify solution components, their interrelationships with each other, and how they work together to solve the customer’s business challenges; identifies solution components appropriate for solving a customer’s unique business challenges; and validates solution ideas with customers, peers, and account teams to ensure solution integrity and feasibility.		0	1	2	3	4	5	1	2	3
Customizes standard products or services—Designs solutions that are necessary to truly accommodate a customer’s business needs; enlists in-house support or appropriate subject matter expertise necessary to create tailored solutions; and ensures all stakeholders (for example, sales negotiators, contract experts, and deployment or delivery personnel) understand unique solution components and/or their requirements).		0	1	2	3	4	5	1	2	3
Conducts technical demonstrations and benchmarks—Demonstrates the features, benefits, value, and competitive advantage of a solution by addressing customer needs within the context of the customer’s business setting; generates proof-of-concept data to create a compelling business case for selecting a specific solution; leverages benchmark data as required to technically position the beneficial results of the solution advocated; and presents performance output in a way that resonates with customers and addresses their concerns.		0	1	2	3	4	5	1	2	3
Contributes to solution sizing and modification—Collaborates with functional experts (for example, colleagues in pricing, deployment, legal, and so forth) to accurately size a proposed solution and works with account teams to adapt solutions in response to new customer requirements, funding restrictions, the desire for a phased approach, and other important factors.		0	1	2	3	4	5	1	2	3
Articulates solution designs— Facilitates solution positioning in a manner that effectively demonstrates understanding of the communications and positions the strategy to both technical and business stakeholders; reviews all communications and proposals for accurate solution definition and identification of benefits; and where warranted, conducts technical presentations to ensure understanding or enlist the support of technical stakeholders within the customer’s environment.		0	1	2	3	4	5	1	2	3

 

Table B2-5. Area of Expertise: Supporting Indirect Selling

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Supporting Indirect Selling	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Assesses and helps develop partner’s sales force—When appropriate, assesses the talent of the partner’s sales force to leverage strengths, identify weaknesses, and address gaps.		0	1	2	3	4	5	1	2	3
Drives partner sales planning or forecasting—Identifies likely sales prospects as well as market clusters where opportunity may exist; assesses inventory push strategies for adequacy and determines use of market-promotion funding; articulates sales goals, aligns sales metrics, and sets joint expectations with partners; tailors planning to local market requirements and conditions; gains partner commitment and establishes a strategy for monitoring the partner’s selling progress; monitors partner activities for compliance with plan; and where warranted, suggests mid-course corrections to plan.		0	1	2	3	4	5	1	2	3
Motivates and educates partners— Leverages marketing promotions and discounts to advance partner selling, elevates partner preference for products or services over the competition, ensures partners are adequately prepared for accurately discussing or positioning products or services, and clearly communicates certification requirements if any exist and facilitates partner enrollment in appropriate training and testing.		0	1	2	3	4	5	1	2	3
Cultivates partner business relationships—Builds understanding of partner’s short- and long-term commitments; develops mutual understanding about what each stakeholder seeks to achieve in the partnership; extends partner planning and alliance-building activities to the highest levels of the partner’s organization; clearly articulates the business advantages of partnering to extend the range of selling; and where warranted, helps shift partner focus from transactional to consultative selling.		0	1	2	3	4	5	1	2	3
Facilitates inventory balancing or clearance—Monitors distributor warehouse fiow-through for optimum efficiency, collaborates with distributors in developing strategies and making the marketing investments needed to advance or accelerate end-point selling, and troubleshoots product supply or logistics issues affecting distributor performance.		0	1	2	3	4	5	1	2	3
Tracks investments in partner selling to determine business impact— Implements event-driven or quarterly tracking methods to monitor partner selling improvements; uses partner self-reports or independent data to assess return-on-investment for funds expended; and collaborates with other stakeholders to revise sales strategies or marketing events to ensure optimum yield or achievement of investment objectives (for example, sales, leads, interest generation, and market penetration).		0	1	2	3	4	5	1	2	3
Facilitates partner transformation— Introduces effective selling strategies to partner organization to increase its market penetration, identifies new or expanded market opportunities, and encourages close business collaboration in business planning and investments to ensure that partners maintain their presence in the face of market trends.		0	1	2	3	4	5	1	2	3
Monitors and manages contract fulfillment— Ensures that contracts serve as a frame of reference for setting expectations and guiding partner activities and ensures that contractual requirements are fulfilled.		0	1	2	3	4	5	1	2	3
Troubleshoots partner sales crediting— Actively works with operations team members to correct inaccuracies and to ensure timely crediting of partner sales, collaborates with operations and other stakeholders to build or maintain optimum partner-associated processes, and helps expedite sale or order fulfillment processes.		0	1	2	3	4	5	1	2	3
Collaborates on team selling and positioning— Assists partner at critical sales cycle junctions (for example, positioning, closing, and negotiation) where required; works internally to acquire optimum pricing or exemptions when appropriate; and minimizes discord with partner and presents a unified team approach to the customer.		0	1	2	3	4	5	1	2	3

 

Table B2-6. Area of Expertise: Setting Sales Strategy

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Setting Sales Strategy	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Identifies and articulates innovative sales practices—Works internally to synthesize the overall business plan with market trends and data; identifies both key themes of and obstacles to sales effectiveness; solicits and validates insights from the field; develops scalable sales structure and process models that optimize current sales activities and goto- market realities; introduces new sales practices that help deliver value; and collaborates with business management and company functions as well as sales team members to assess feasibility, costs, and benefits associated with innovative strategies.		0	1	2	3	4	5	1	2	3
Creates strategic plans that guide organizational, technical, process, or practice planning and implementation— Creates development plans to set the direction and agenda for tactical sales planning, collaborates with appropriate sales management colleagues to ensure alignment to plans, works with technical personnel or vendors to provide customer-based inputs into the tools and systems support envisioned, and monitors implementation to assess success and adjusts strategy as needed.		0	1	2	3	4	5	1	2	3
Builds business and partner alliances to increase sales— Forges business alliances with those who possess a shared vision of desired future state (for example, business development, product or service development, supply chain, marketing, and sales management) and enlists third party alliances where warranted to close gaps or advance implementation toward the vision.		0	1	2	3	4	5	1	2	3
Provides leadership to accelerate strategy diffusion— Develops communication and readiness strategies to generate enthusiasm for strategy and motivate the effort needed for success and leverages technology and uses events to personally champion strategy.		0	1	2	3	4	5	1	2	3
Configures and aligns sales territories for maximum effectiveness— Develops or reconfigures territories to maximize sales effectiveness or technical and functional resource allocation and collaborates with regional, territory, and local sales team members to delineate responsibilities and manage territories.		0	1	2	3	4	5	1	2	3

 

Table B2-7. Area of Expertise: Managing within the Sales Ecosystem

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Managing within the Sales Ecosystem	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Aligns tactical activities to support strategic sales plans— Provides input to organizational planning while assessing goals in light of unique requirements and opportunities; aligns planning with organizational goals—sets priorities and expectations and identifies and addresses opportunity or resource gaps; adjust plans to local requirements to ensure progress to established plan; and ensures alignment of all activities with upper management strategies, corporate direction, and goals.		0	1	2	3	4	5	1	2	3
Establishes, monitors, and controls costs that affect sales margins—Identifies spend parameters and establishes operating budgets; tracks spending and complies with associated reporting requirements (for example, reimbursement for customer meetings and travel expenses); manages sales-related allowances and discounts to ensure appropriate margin; reallocates funding to address cost overruns; prepares and communicates quarterly and annual sales reports; manages associated sales expenditures; and drives cost-control and operational efficiencies to ensure optimum targeting of resources on most appropriate opportunities.		0	1	2	3	4	5	1	2	3
Aligns resources with opportunities— Collaborates with colleagues to ensure optimum opportunity coverage using available technology and expert sales resources; balances key factors determining resource allocation to establish pursuit priorities in area of control (for example, account importance, win probability, opportunity size, and alignment to strategy); and, where necessary, troubleshoots with colleagues to ensure timely access to needed resources.		0	1	2	3	4	5	1	2	3
Screens administrative demands and troubleshoots back-office operations to minimize sales disruptions— Acts as the escalation point to screen sales personnel from administrative disruptions that might otherwise dilute their focus on selling activities; screens and prioritizes incoming organizational communications for key announcements; troubleshoots operational issues around order fulfillment to ensure delivery or deployment; troubleshoots operational challenges that affect sales credit or payout to maintain positive sales morale; and collaborates with operations management to improve processes, systems, or tools for ease of use.		0	1	2	3	4	5	1	2	3
Ensures accurate forecasting while monitoring performance to metrics— Ensures contributor use of planning and reporting tools or systems to establish consistency, promote accuracy, and advance real-time management assessment; conducts regularly scheduled check-ins and meetings to assess and/or troubleshoot progress to pre-determined plans; tracks account contributor performance against established metrics (for example, funnel movement, account plans, program goals, established performance objectives, and customer satisfaction); and develops and rolls up aggregate forecast as required.		0	1	2	3	4	5	1	2	3
Hires, promotes, and terminates to improve sales performance and address capability gaps— Leverages management experience and knowledge of capability gaps to build well-targeted hiring criteria or conduct appropriate terminations, reviews candidate’s qualification for linkage to defined competencies, supports candidate selection processes, facilitates on-boarding, clearly sets expectations for new hire performance, acts as performance resource during trial employment period, situates performance in the wider context of business goals, clearly communicates criteria for promotion and exercises this responsibility objectively, counsels contributors to address and remediate performance concerns or to resolve issues, and creates required documentation to terminate employees in a manner that minimizes challenges to this decision while protecting company assets.		0	1	2	3	4	5	1	2	3
Aligns reward and recognition strategies to performance goals— Leverages company or establishes local rewards or recognition programs to advance overall sales performance, continuously assesses rewards for their motivational power and revises where necessary, administers recognition and reward selection criteria fairly to maintain morale, ensures communication of recognition or awards to leverage impact on group performance, and balances acknowledgement of individuals with the need for group solidarity to create a climate of continuous performance improvement that facilitates peer-to-peer best practices sharing.		0	1	2	3	4	5	1	2	3

 

Table B2-8. Area of Expertise: Developing Sales Force Capability

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Developing Sales Force Capability	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Determines competencies required to achieve sales strategy— Understands how to align the strategic customer’s needs to increased capability through the improvement of individual competencies (knowledge, skills, and attitudes); ties organization’s sales strategies and business functions to competencies needed now and in the future; assesses current competencies of the team (from entry-level workers to senior executives) in relation to the requirements of the future state; and determines the priority of competencies needed.		0	1	2	3	4	5	1	2	3
Conducts sales-related needs assessments—Identifies sales skill and environmental challenges, identifi es required resources, analyzes and incorporates findings in a set of training solutions or support recommendations, and articulates information necessary for implementing future learning solutions while supporting organization’s goals.		0	1	2	3	4	5	1	2	3
Designs and develops sales development programs, curricula, or learning solutions— Partners with subject matter experts to quickly and adequately develop content; analyzes, synthesizes, and organizes content modules; develops and validates learning outcomes and/or curricula progress path; collaborates with stakeholders in determining appropriate delivery strategy and media; generates the design specifications necessary for development; implements and monitors development to plan; leverages projectbased approach to learning roll-outs and solutions; selects appropriate delivery modes for learning opportunities— instructor-led classroom, online instruction, guided on-the-job experience, informal learning, or a combination of methods; proposes opportunities to drive self-directed learning (for example, job rotation, tuition reimbursement, personal development reimbursement, and professional association memberships); creates development maps for every sales team member (leaders, catalysts, developers, and enablers); and ensures development maps are meaningful to sales team leaders by tying competencies to job function within the sales team, area of expertise, or job role.		0	1	2	3	4	5	1	2	3
Uses learning management systems— Provides or updates information in learning management systems to ensure accurate and timely communication of events offered; tracks participants through learning programs and, where warranted, satisfactory completion of requirements (for example, certification course and testing completion); builds usable report templates based on stakeholder needs and generates reports as needed to profile target audience progress or requirements completion; enforces data access and confidentiality norms while ensuring that participants and their management have appropriate exposure to information based on access privileges; uses data to identify program challenges as these relate to attendance or completion requirements; and uses data to inform development planning and data integration involving interfacing with other systems.		0	1	2	3	4	5	1	2	3
Ties learning strategy to organizational capacity—Creates a sales-wide learning plan to address competency gaps, manage resource deployment, and measure outcomes for sales catalysts, developers, and enablers; helps the organization decide between hiring for an already developed competency, developing the competency internally, managing the skill gaps through outsourcing, or blending approaches to achieve organizational capacity; sets baseline measures by documenting every member’s current competencies via assessment; identifies targets for closing the gap between current competency sets and those needed to support the future goals of the team as well as the overall organization; sets goals for internal communication and change management plans that will accompany the comprehensive action plan to address the team’s skills gap; develops a separate communication and change management strategy for sales managers; and includes sales managers in the strategy.		0	1	2	3	4	5	1	2	3
Evaluates learning program or solution effectiveness— Designs evaluation strategy that ties training solutions to business impact; conducts formative evaluation to ensure the integrity of learning collateral and events; ensures contribution of learning solutions to the achievement of learning objectives; aligns evaluation with appropriate indicators and measurements strategies; develops evaluation instruments; implements summative evaluation to assess learner receptivity, skill and knowledge acquisition, learning transfer to work, and business impact; mines results for lessons learned and continuous improvement of sales learning; and measures progress before and after learning takes place, including the impact on leading inputs (for example, the length of the sales cycle and closing rate), lagging outputs (for example, sales results by channel, product, and team), behavior change (for example, observable increases or decreases in targeted areas), knowledge transfer (for example, measured retention of knowledge pre-, post-, and 90 days later), and customer satisfaction.		0	1	2	3	4	5	1	2	3
Reports results to organizational stakeholders—Communicates the results of learning program measurements to demonstrate accountability, ensure quality, justify investments, ensure the business impact of programs, and identify program retirement criteria; identifies implementation challenges or emerging requirements that suggest revisions; and engages in continuous improvement to ensure program effectiveness.		0	1	2	3	4	5	1	2	3

 

Table B2-9. Area of Expertise: Delivering Sales Training

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Delivering Sales Training	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Reviews and supplements learning—Reviews and prepares for sales learning events, ensures relevance of activities and discussion to the style and interests of the target audience, supplements learning material with personal anecdotes and experiences that will bring the concepts and processes to life, links conceptual content to activities, explores varying ways that content can be applied to increase sales effectiveness, and drives toward actionable learning plans that can be implemented by participants on the job.		0	1	2	3	4	5	1	2	3
Motivates participants—Generates compelling interest in course and its objectives; where relevant, bridges current with prior learning to establish continuity; relates the benefits of learning outcomes to participant interests and agendas; varies stimuli (for example, modulates voice, diversifies media, and incorporates questioning strategies) and monitors participant attention to ensure active processing of information; and ensures the relevance of activities and discussion to the style and interests of participants.		0	1	2	3	4	5	1	2	3
Manages instructional delivery— Clearly explains the organization of the learning event and desired learning outcomes, organizes the facility and agenda to allow customer issues to be addressed without sacrificing the learning environment, creates a collaborative learning atmosphere through introductions or exercises, uses questioning techniques appropriately to probe and ensure understanding and broaden the utility of skills or concepts, uses set ups and summaries to maintain coherent delivery and underscore key ideas, creates interactive experiences to maximize both tacit and explicit learning, uses learning technologies effectively to support instruction and advance the achievement of objectives, and facilitates small group discussions.		0	1	2	3	4	5	1	2	3
Administers tests—Reviews tests to gain familiarity with administration protocols and test construction conventions; explains and clarifies test directions; administers tests and maintains a conducive testing environment; answers participant questions appropriately, using suggested guidelines; monitors time and conducts time-checks to ensure efficient use of participant time; collects testing instruments and ensures their appropriate communication or archiving; and, where required, grades tests and reports individual and aggregate scores.		0	1	2	3	4	5	1	2	3

 

Table B2-10. Area of Expertise: Coaching for Sales Results

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Coaching for Sales Results	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Observes sales person behavior to identify strengths, weaknesses, and opportunities for improvement—Utilizes joint selling experiences to observe and evaluate; looks for trends in performance, internal relationships, and customer interactions; identifies root causes of behavior; seeks corroborating evidence of both historical and predictive performance; tests ideas through repeated experiences to avoid focusing on anomalies; schedules noncritical experiences that allow for possible failure without jeopardizing significant sales effectiveness; and documents observations and conclusions.		0	1	2	3	4	5	1	2	3
Balances corrective with positive feedback to ensure optimum guidance and performance improvement—Identifies teaching moments to ensure individual receptiveness to feedback, provides feedback in a way that protects the dignity of recipients while identifying key components to improve and ensuring clear understanding, clearly articulates what was done correctly and where there are challenges to ensure that recipients target their improvement activities appropriately, provides salient examples to guide recipient performance, and personally supports individuals through work-related challenges.		0	1	2	3	4	5	1	2	3
Leverages motivation as a key enabler of sales performance— Seeks to identify the motivations of both individuals and teams; engages in dialogue to uncover and reinforce effective motivational keys; analyzes the alignment of personal motivations with organizational goals; delivers motivational communication; consistently recognizes and rewards improvements in sales behavior and selling skills; identifies and, whenever possible, removes obstacles to motivation; and matches internal and external motivational factors to create an optimum performance environment.		0	1	2	3	4	5	1	2	3
Links expected behaviors to strategic outcomes— Ensures that individuals understand how their performance aligns to larger organizational or business goals, establishes consequences to show how tactical mistakes can derail strategic goals, and disabuses individuals of the idea that good performance is merely an empty ritual and shows its utility in achieving desired results in a way that can be readily understood.		0	1	2	3	4	5	1	2	3
Demonstrates and mentors expected sales behaviors— Leverages sales experience to concretely demonstrate advocated sales tactics or methods; uses on-the-job opportunities or job shadowing to demonstrate best practices (for example, sales “ride-alongs,” listening in on remote sales calls, and tool or system demonstrations); and personally and continuously models the positive values, attitude, and perspective expected of sales professionals.		0	1	2	3	4	5	1	2	3
Establishes support programs to expand and enrich new learning— Collaborates with experienced practitioners to establish peer coaching, mentoring, or job sharing; identifies supplementary training or other resources (publications and professional associations) of potential use in performance improvement; and monitors and communicates performance innovations or new techniques that will expand or enhance performance.		0	1	2	3	4	5	1	2	3

 

Table B2-11. Area of Expertise: Building Sales Infrastructure

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Building Sales Infrastructure	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Monitors current business processes and sales productivity tools for adequacy— Assesses current processes, systems, and tools for obstacles to productivity or agile access to sales intelligence (interface issues, usability issues, system or tool responsiveness, and data validity, reliability, and utility); identifies gaps in information flow and understands how improvements to the infrastructure can help; monitors marketplace and vendor offerings for infrastructure innovations and appropriateness to company needs; and determines ROI or break-even points to trigger investment discussions or decision making.		0	1	2	3	4	5	1	2	3
Develops and drives strategic infrastructure planning— Collaborates with business planners, functions, and sales management to identify goals, challenges, and opportunities for improving infrastructure support; harnesses the technical resources essential for determining accurate technical and functional tool or system requirements; creates plans to guide infrastructure design and investment decisions; circulates plans among stakeholders to ensure buy-in and alignment with business, operations, and sales productivity objectives; and ensures that impact assessment has been completed and results understood by all stakeholders.		0	1	2	3	4	5	1	2	3
Manages infrastructure upkeep or revision— Manages pilot testing and/or revisions of infrastructure solutions prior to roll-out, implements roll-out in accordance with plan and adapts those plans as necessary meet quarterly or regional performance measures, and ensures that hardware improvements and software patches or revisions are monitored and incorporated in a way that minimizes impact on the sales function.		0	1	2	3	4	5	1	2	3
Drives or supports infrastructure change and alignment— Collaborates with sales and operational management to develop change management strategies and programs; develops and coordinates change programs, communications, and training essential for program readiness and roll-out; and personally champions and advocates adoption of new systems.		0	1	2	3	4	5	1	2	3
Pilots and evaluates infrastructure programs— Uses sound strategies and methods to evaluate the impact of new programs or program improvements and pilots innovations and ensures optimum usability to end users.		0	1	2	3	4	5	1	2	3

 

Table B2-12. Area of Expertise: Designing Compensation

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Designing Compensation	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Assesses current compensation against best practices and innovative sales compensation options— Identifies compensation challenges unique to sales that could be contributing to the challenges the company currently faces (for example, poor performance, misaligned or unintended reinforcement of nonpreferred sales behaviors, and loss of sales personnel); orchestrates or researches industry compensation packages; identifies trends or innovations and assesses them for applicability; and makes sound business recommendations.		0	1	2	3	4	5	1	2	3
Aligns compensation with business requirements and appropriate sales behaviors and metrics— Ensures that proposed compensation models balance the business strategies with business realities and are achievable by sales team members; ensures that compensation aligns with human resource policies, regulatory requirements, and any contractual obligations; ensures that compensation promotes and reinforces productive, high-yield sales behaviors; and identifies and addresses negative or unintended consequences of current compensation strategies.		0	1	2	3	4	5	1	2	3
Develops and enlists support for sales compensation models and plans— Develops sales compensation models that optimize the overall salary, commission, and bonus structure to create a well-motivated sales force and enlists the review of compensation strategies by business and sales executives and accommodates segment or regional differences where warranted.		0	1	2	3	4	5	1	2	3
Drives sales compensation acceptance— Collaborates with sales and operational management team members in developing change management strategies and programs; develops and coordinates programs, communications, and awareness training essential for compensation strategy acceptance and roll-out; and champions and advocates adoption of new compensation strategies.		0	1	2	3	4	5	1	2	3

 

Table B2-13. Area of Expertise: Maintaining Accounts

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Maintaining Accounts	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Prepares standard and ad hoc reports on account status— Analyzes account performance and contractual status data; researches customer or account business health, credit worthiness, and other qualification variables that quantify risk; and generates reports profiling account or customer current state as scheduled or on demand.		0	1	2	3	4	5	1	2	3
Provides agile task substitution assistance to facilitate sales— Accesses pricing information required for solution costing, including special or discount options; identifies part or component numbers required for costing solutions or providing replacements; acts in parallel with customer-facing sales in executing any back-office or operational tasks involved with aggregating data that will advance or formalize new deals; and enters order data using appropriate systems and order entry processes and tracks processing to completion.		0	1	2	3	4	5	1	2	3
Crafts contracts and statements of work— Assembles standard contracts for use by others as boilerplates for noncomplex opportunities, works with legal experts to modify terms and conditions that reflect decisions reached during negotiation, communicates contracts or statements of work to stakeholders to ensure understanding of the opportunity and attendant responsibilities in execution, and ensures that contracts and statements of work move through sanctioned approval process and are archived appropriately upon signing.		0	1	2	3	4	5	1	2	3
Troubleshoots customer operational issues— Acts as an important interface for resolving customer issues around order or service fulfillment; works with back-office, partner, or supply chain stakeholders to eliminate bottlenecks; revises inaccurate data entry, solicits and gains required approval, expedites customer involvement, or identifies supply chain issues for escalation; and ensures that issues are resolved to the customer’s satisfaction.		0	1	2	3	4	5	1	2	3
Tracks and administers contracts— Uses systems and tools to monitor contract expiration or service plan milestones, alerts sales to pending events requiring customer contact and renewal negotiations, prepares the necessary documentation required for renewal, and acts on behalf of the company when interacting with difficult customers to ensure they fulfill payment or other contractual obligations.		0	1	2	3	4	5	1	2	3

 

Table B2-14. Area of Expertise: Recruiting Sales Talent

Name of person being assessed: _____________________ Date: __________________________

Assessor’s name (optional): ___________________________________________

Relationship to the person being assessed:     Direct Report     Peer     Supervisor

Recruiting Sales Talent	Has requester demonstrated this competency?		Current Level of Proficiency					Future Importance
		None	Very Little	Limited	Consistent	Advanced	Exceptional	How important is this competency for future success?
Aligns and modifies sales job profiles— Collaborates with end-point sales management and appropriate team members to enhance standard sales position descriptions with better business needs and performance expectations; highlights key performance indicators (KPIs) and their supporting skills, knowledge, and experience; identifies unique or specific company practices or norms that may affect candidate success; and revises job profiles, validates with end-point management, and sets overall expectations based on clear recruitment objectives and parameters.		0	1	2	3	4	5	1	2	3
Ensures valid compensation package— Assesses compensation package offered for the sales position and job level against industry practices and metrics, negotiates with end-point management to bring packages into alignment with market value, and finalizes compensation range as a basis for later candidate negotiations.		0	1	2	3	4	5	1	2	3
Monitors and maintains sales candidate pipeline— Establishes and monitors industry-specific conferences and professional associations where prospects congregate, develops reciprocal network of contacts with colleagues to share prospect leads and references, builds candidate lists categorized by descriptors such as industry verticals or market segments, continuously updates pipeline as a basis for sale candidate prospecting, and scans industry segments for volatility.		0	1	2	3	4	5	1	2	3
Sources sales candidates— Engages all available strategies (personal networking and peer recruiter information sharing), technology (job boards, social networks, and web mining), and resources (industry and professional associations) to conduct candidate searches; identifies prospects’ contact information and incorporates these into solicitation strategy; and uses exploratory interviews with potential candidates to expand candidate pool with additional references.		0	1	2	3	4	5	1	2	3
Solicits, screens, and profiles candidates and determines person-job fit— Conducts iterative interviews with potential candidates (for example, dialogues around key performance indicators [KPIs]), gauges interest, and assesses skill set and level of experience; evaluates prospect’s information with job profile requirements to determine active candidacy; develops profile of candidate to ensure consistency of information and identify issues requiring further investigation; and narrows candidates and communicates final list to end-point management.		0	1	2	3	4	5	1	2	3
Facilitates sales peer team interviews and candidate testing— Prepares candidates for end-point management and sales team interviews; facilitates behavioral or sales simulation interview scenarios that emulate real-world requirements; co-interviews candidates to ensure all critical position requirements are addressed (for example, compensation package, base and commission payout formulas, and relocation expenses); where warranted, facilitates in candidate testing; debriefs candidates and end-point sales interviewees to assess match, determine fit, and make recommendations; and advises interviewers on human resources, legal, and compliance requirements.		0	1	2	3	4	5	1	2	3
Generates offers and conducts negotiations with sales stakeholders to closure— Develops and communicates offer letters to candidates; conducts negotiations with candidates and end-point management to close outstanding gaps (for example, raise benefi ts and modify requirements); identifies area of mutual hiring acceptance and brokers key compromises; monitors candidates’ bargaining behavior and claims to ensure veracity, integrity and overall fit; and resolves outstanding issues.		0	1	2	3	4	5	1	2	3
Supports on-boarding— Develops appropriate on-boarding plan; briefs new hire on next steps and works with human resources to implement seamless hand-off to orientation; maintains contact with new hire to troubleshoot problems and ensure on-boarding success; and, where warranted by new hires that do not assimilate successfully, works with end-point management to refill position.		0	1	2	3	4	5	1	2	3

 

Worksheet B3. Summary of Results

Section A: Obtaining Average Scores

Use tables B3-1 through B3-14 to summarize and analyze the results of your data collection.

Simply follow these easy steps:

1. Each competency in tables B3-1 through B3-14 has two rows for entering data. In the top row, enter the assessment scores that you received for your current level of proficiency (0-5). In the bottom row, enter the assessment scores for the future importance of the competency (1-3).
2. For each current level row, write in all of the scores that you received from your direct reports in the cell provided. Do the same for your self-assessment scores, your peers’ scores, and your supervisor’s scores.
3. Add all the scores together and write the total in the appropriate cell.
4. Divide the total by the number of responses that you received to calculate the average. Write the average in the appropriate cell.
5. Repeat steps 1–4 for the future importance scores for each competency.

Figure B3-1 shows an example of a completed data analysis table.

 

Table B3-1. Summary of Results, Foundational Competencies

Foundational Competencies		Direct Reports	Self	Peers	Supervisor	Totals	Average
Advances collaboration and positive relationships across organizational boundaries	Current
	Future
Recognizes and addresses gaps among personal, team, or organizational responsibilities	Current
	Future
Demonstrates active listening	Current
	Future
Achieves communication objectives	Current
	Future
Ensures responsive communication	Current
	Future
Attains persuasive communication	Current
	Future
Contributes to customer satisfaction	Current
	Future
Advocates for the customer	Current
	Future
Communicates expectations to all stakeholders	Current
	Future
Ensures clear understanding of responsibilities	Current
	Future
Understands and addresses potential obstacles to proposed solutions	Current
	Future
Determines optimum negotiation positions	Current
	Future
Addresses objections accordingly	Current
	Future
Builds consensus and commitment	Current
	Future
Actively nurtures positive relationships	Current
	Future
Protects and develops relationships to higher levels of trust and confidence	Current
	Future
Assesses resources accurately	Current
	Future
Balances risk with goal achievement when determining next steps	Current
	Future
Situates work meaningfully in terms of its relationship to other functions	Current
	Future
Contributes to the organization’s success	Current
	Future
Develops and implements robust evaluations of solutions	Current
	Future
Communicates performance in terms of the organization’s key performance drivers	Current
	Future
Determines the range, type, and scope of information needed	Current
	Future
Applies the most appropriate tools and strategies to gather needed information	Current
	Future
Develops sources of ongoing information	Current
	Future
Thoroughly diagnoses needs to identify their true nature	Current
	Future
Prioritizes the most critical causes as a basis for proceeding	Current
	Future
Explores the scope of possible solutions	Current
	Future
Approaches option assessment creatively	Current
	Future
Surveys the impact of all alternatives for selecting and prioritizing the best option	Current
	Future
Commits to action	Current
	Future
Identifies critical business metrics	Current
	Future
Builds the value justifications required to commit resources	Current
	Future
Clearly identifies the business or financial benefits to be realized by investments	Current
	Future
Advocates change and its benefits	Current
	Future
Manages change effectively	Current
	Future
Approaches work with a proactive attitude	Current
	Future
Secures appropriate commitment	Current
	Future
Appropriately communicates agreements	Current
	Future
Documents agreements	Current
	Future
Actively monitors situations for potential problems	Current
	Future
Monitors implementation or deployment to ensure success	Current
	Future
Acts as a focal point of escalation to expedite problem resolution	Current
	Future
Organizes and manages work systematically	Current
	Future
Organizes and manages resources effectively	Current
	Future
Adaptively applies methods as needed to achieve goals	Current
	Future
Leverages success through active promotion	Current
	Future
Documents and communicates best practices	Current
	Future
Ensures that criteria for decision making are shared and addressed	Current
	Future
Adapts and tailors messages as required	Current
	Future
Confirms validity of the proposed solution	Current
	Future
Incorporates business and industry acumen into work	Current
	Future
Exhibits business-oriented perspective in assessing needs	Current
	Future
Incorporates legal and contractual requirements into work	Current
	Future
Incorporates financial understanding into work	Current
	Future
Approaches challenges creatively	Current
	Future
Crosses disciplines to frame or address challenges	Current
	Future
Demonstrates respect for others	Current
	Future
Acclimates to diverse work settings	Current
	Future
Harnesses diversity to create workplace synergies	Current
	Future
Demonstrates personal integrity	Current
	Future
Incorporates quality considerations into decision making	Current
	Future
Provides proactive knowledge transfer	Current
	Future
Ensures that communication tools and processes advance information storage and transfer	Current
	Future
Maintains understanding of technical innovations	Current
	Future
Uses information technology to align and expedite work	Current
	Future
Improves personal productivity technology	Current
	Future
Takes personal responsibility for development	Current
	Future
Demonstrates agility in addressing development need	Current
	Future
Leverages information to change behavior	Current
	Future
Develops plans that clearly actualize strategy	Current
	Future
Builds commitment to plan	Current
	Future
Executes to plan, yet adapts to emergent circumstances	Current
	Future
Delivers to plan	Current
	Future
Incorporates a strategic perspective in activity planning	Current
	Future
Practices time management	Current
	Future
Aligns and relates work to sales success	Current
	Future
Incorporates selling sensibilities into work execution	Current
	Future
Demonstrates a systemic understanding of sales	Current
	Future
Ensures that work helps to advance sales	Current
	Future

 

Table B3-2. Summary of Results, Area of Expertise: Creating and Closing Opportunities

Creating and Closing Opportunities		Direct Reports	Self	Peers	Supervisor	Totals	Average
Researches and targets prospects	Current
	Future
Conducts interest building calls (cold calls) when applicable	Current
	Future
Identifies, follows up on, and manages sales leads	Current
	Future
Gains interest	Current
	Future
Qualifies opportunities	Current
	Future
Develops winning proposals	Current
	Future
Builds business justification cases	Current
	Future
Orchestrates support for negotiations	Current
	Future
Maintains opportunity momentum to expand sales	Current
	Future

 

Table B3-3. Summary of Results, Area of Expertise: Protecting Accounts

Protecting Accounts		Direct Reports	Self	Peers	Supervisor	Totals	Average
Gathers and monitors account intelligence	Current
	Future
Documents account plans and sales forecasts	Current
	Future
Builds client executive business relationships	Current
	Future
Cultivates and develops trusted advisor status	Current
	Future
Protects and expands accounts	Current
	Future
Manages deployment readiness and resource alignment	Current
	Future

 

Table B3-4. Summary of Results, Area of Expertise: Defining and Positioning Solutions

Defining and Positioning Solutions		Direct Reports	Self	Peers	Supervisor	Totals	Average
Performs technical qualifications	Current
	Future
Designs solutions	Current
	Future
Customizes standard products or services	Current
	Future
Conducts technical demonstrations and benchmarks	Current
	Future
Contributes to solution sizing and modification	Current
	Future
Articulates solution designs	Current
	Future

 

Table B3-5. Summary of Results, Area of Expertise: Supporting Indirect Selling

Supporting Indirect Selling		Direct Reports	Self	Peers	Supervisor	Totals	Average
Assesses and helps develop partner’s sales force	Current
	Future
Drives partner sales planning or forecasting	Current
	Future
Motivates and educates partners	Current
	Future
Cultivates partner business relationships	Current
	Future
Facilitates inventory balancing or clearance	Current
	Future
Tracks investments in partner selling to determine business impact	Current
	Future
Facilitates partner transformation	Current
	Future
Monitors and manages contract fulfillment	Current
	Future
Troubleshoots partner sales crediting	Current
	Future
Collaborates on team selling and positioning	Current
	Future

 

Table B3-6. Summary of Results, Area of Expertise: Setting Sales Strategy

Setting Sales Strategy		Direct Reports	Self	Peers	Supervisor	Totals	Average
Identifies and articulates innovative sales practices	Current
	Future
Creates strategic plans that guide organizational, technical, process, or practice planning and implementation	Current
	Future
Builds business and partner alliances to increase sales	Current
	Future
Provides leadership to accelerate strategy diffusion	Current
	Future
Configures and aligns sales territories for maximum effectiveness	Current
	Future

 

Table B3-7. Summary of Results, Area of Expertise: Managing within the Sales Ecosystem

Managing within the Sales Ecosystem		Direct Reports	Self	Peers	Supervisor	Totals	Average
Aligns tactical activities to support strategic sales plans	Current
	Future
Establishes, monitors, and controls costs that affect sales margins	Current
	Future
Aligns resources with opportunities	Current
	Future
Screens administrative demands and troubleshoots back-office operations to minimize sale disruptions	Current
	Future
Ensures accurate forecasting while monitoring performance to metrics	Current
	Future
Hires, promotes, and terminates to improve sales performance and address capability gaps	Current
	Future
Aligns reward and recognition strategies to performance goals	Current
	Future

 

Table B3-8. Summary of Results, Area of Expertise: Developing Sales Force Capability

Developing Sales Force Capability		Direct Reports	Self	Peers	Supervisor	Totals	Average
Determines competencies required to achieve sales strategy	Current
	Future
Conducts sales-related needs assessments	Current
	Future
Designs and develops sales development programs, curricula, or learning solutions	Current
	Future
Uses learning management systems	Current
	Future
Ties learning strategy to organizational capacity	Current
	Future
Evaluates learning program or solution effectiveness	Current
	Future
Reports results to organizational stakeholders	Current
	Future

 

Table B3-9. Summary of Results, Area of Expertise: Delivering Sales Training

Delivering Sales Training		Direct Reports	Self	Peers	Supervisor	Totals	Average
Reviews and supplements learning	Current
	Future
Motivates participants	Current
	Future
Manages instructional delivery	Current
	Future
Administers tests	Current
	Future

 

Table B3-10. Summary of Results, Area of Expertise: Coaching for Sales Results

Coaching for Sales Results		Direct Reports	Self	Peers	Supervisor	Totals	Average
Observes salesperson behavior to identify strengths, weaknesses, and opportunities for improvement	Current
	Future
Balances corrective with positive feedback to ensure optimum guidance and performance improvement	Current
	Future
Leverages motivation as a key enabler of sales performance	Current
	Future
Links expected behaviors to strategic outcomes	Current
	Future
Demonstrates and mentors expected sales behaviors	Current
	Future
Establishes support programs to expand and enrich new learning	Current
	Future

 

Table B3-11. Summary of Results, Area of Expertise: Building Sales Infrastructure

Building Sales Infrastructure		Direct Reports	Self	Peers	Supervisor	Totals	Average
Monitors current business processes and sales productivity tools for adequacy	Current
	Future
Develops and drives strategic infrastructure planning	Current
	Future
Manages infrastructure upkeep or revision	Current
	Future
Drives or supports infrastructure change and alignment	Current
	Future
Pilots and evaluates infrastructure programs	Current
	Future

 

Table B3-12. Summary of Results, Area of Expertise: Designing Compensation

Designing Compensation		Direct Reports	Self	Peers	Supervisor	Totals	Average
Assesses current compensation against best practices and innovative sales compensation options	Current
	Future
Aligns compensation with business requirements and appropriate sales behavior and metrics	Current
	Future
Develops and enlists support for sales compensation models and plans	Current
	Future
Drives sales compensation acceptance	Current
	Future

 

Table B3-13. Summary of Results, Area of Expertise: Maintaining Accounts

Maintaining Accounts		Direct Reports	Self	Peers	Supervisor	Totals	Average
Prepares standard and ad hoc reports on account status	Current
	Future
Provides agile task substitution assistance to facilitate sales	Current
	Future
Crafts contracts and statements of work	Current
	Future
Troubleshoots customer operational issues	Current
	Future
Tracks and administers contracts	Current
	Future

 

Table B3-14. Summary of Results, Area of Expertise: Recruiting Sales Talent

Recruiting Sales Talent		Direct Reports	Self	Peers	Supervisor	Totals	Average
Aligns and modifies sales job profiles	Current
	Future
Ensures valid compensation package	Current
	Future
Monitors and maintains sales candidate pipeline	Current
	Future
Sources sales candidates	Current
	Future
Solicits, screens, and profiles candidates and determines person-job fit	Current
	Future
Facilitates sales peer team interviews and candidate testing	Current
	Future
Generates offers and conducts negotiations with sales stakeholders to closure	Current
	Future
Supports on-boarding	Current
	Future