Professional Documents
Culture Documents
z Skill:
z Ability accomplish
z Talent:
z Inherent ability
z Competency:
z Underline characteristics that give rise to skill accomplishment
z Knowledge, skill and attitude
z Differentiating Competencies:
z Behavioral characteristics that high performers display
z Performance
z Benchmark Performance Measures
z Client Company Requirements against a Key Competitor
z Outcomes : Organizational, Team & Individual Requirements
SBU 1
DM & Above 3
BM 7
AM 3
AE 12
0 2 4 6 8 10 12 14
Change Competencies :Individual
100%
Perception
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Management System Org Structure / Quality Customer Change Communication Accountability
Style Orientation Decision Service
Making
Change Competencies : Company
100%
Perception
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Management System Org Structure / Quality Customer Service Change Communication Accountability
Style Orientation Decision Making
Attitude Profile
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
55
58
61
64
67
Strong Capable Requires training Weak
Attitude Profile: Levels
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
AE AM BM DM & Above SBU Unknowns
950 Traveling
1000 Traveling
1010 Traveling
Reach Sun traders, a dealer one block away. This dealer has a retail counter.
The sales officer does some small talk about the business.
Sales officer looks in the back of the store for the status of stock with the The primary responsibility of the sales officer is Sales promotion and schemes, the sales
1050 dealer. The sales officer gets phone call on mobile from the office. officer is not playing a direct role in pushing volumes, tracking sales targets, and volumes
The dealer is keen to know when he would get his sales promotion articles like The sales officer is involved with only soft sales activities like schemes and promotions
books, caps, etc. The salesman assures him that they are on its way and and not frontline sales activities
explains the sales promotions to the dealer in detail.
The sales officer pushes the dealer to sell more volumes to avail of more sales
promotion benefits and schemes
Siddhi brand has very good visibility in the dealer's shop, there are large paintings
inside and outside the shop.
The dealer also has a paper weight of JK white cement and a Pen stand of
Birla white cement.
1100 Passive Selling
Reached Rashmi trading, the person responsible was not there. The people in
the shop were not sure where he'd gone. The sales officer spent 5 mts chatting
with the sales officer about the potential entry of Sanghi cement and other
small talk about the market in general.
DILO SALESMAN - AHMADABAD
Activity Time Observations Comments
1105 Reached a sub-dealer's shop nearby, the sub dealer was not used to the sales
officer visiting his shop and seemed a bit uncomfortable at first, he started
getting less edgy later.
Sub-dealer says that its very difficult to sell Hathi, people ask for GAC and
siddhi cement by name.
1110 Sales officer started chatting with someone else in the sub dealer's shop about
the business, the other person was working in some other shop and was now
looking for doing some business of his own.
1120 Traveling
1240 The site engineer still shows no interest in the proposal. He talks about the The sales officer bases his entire sales pitch around rates. He starts the conversation by
rates of Binani Cement. The sales officer admits that the Rajastahan rates offering "Non Trade" rates to the site engineer. There is no mention of any other function of
would be Rs. 4 cheaper than Gujarat rates always. If Gujarat player bring down the cement or of the brand in the whole sales pitch, no mention of quality, brand, service,
rates, the Rajasthan players would follow suit and rates would further reduce. consistency, etc.
The sales officer is not in a position to understand the nature of the specific needs of the
The site engineer comments that Siddhi and Hathi rates were the same some builder and relies upon his skills and understanding of the trade segment to sell to him.
time back, and now they are different. He doesn’t understand why? The sales Ideally he should pass the lead of "Non trade" sales to specialist sales officer who is involved
officer doesn’t give him a convincing reply. in the activity on a day to day basis.
The Sales officer says that the company moves along with the market and
they will always be 4 Rs. more expensive than the Rajasthan brands.
1325 Lunch
1340 Lunch
1350 Lunch
1500 Available The sales officer spends one and half hours with a new dealer who has no interest in the
Reach Jay International. Mr. Bhavesh, the person responsible is not available. trade segment. The dealer only has contacts in the non-trade market. He has an office on the
The sales officer makes small talk with the people in the office while waiting for 5th floor of a commercial building with no storage space or retail counter.
Bhavesh. The conversation automatically steers towards the entry of Sanghi
cement.
1510 Available
1520 Bhavesh enters. He is a new dealer who has recently taken dealership.
He is keen on the non-trade segment of the business and take very little interest
in the trade segment. The dealer has no retail counter, his office is on the 5th
floor of a commercial building in an official locality.
The dealer has very little awareness of the functionality of the company and asks
1530 the sales officer to explain him the functionality in detail.
The sales officer explains to the dealer everything from Pricing, to credit notes,
discounts, schemes and sales promotions.
DILO SALESMAN - AHMADABAD
Activity Time Observations Comments
1540
The dealer on understanding the detail comments that it is quite possible that
there is some opportunity for officers to take advantage of the confusing pricing
and discounting structures.
1550
The sales officer explains the terms and conditions of the dealership.
1600 The dealer has queries about the competition and wants to know how to counter
the cheaper pricing of the Rajasthan brands. The sales officer says, that’s the
way the market works and its difficult to counter argue on the cheaper pricing.
1610 The dealer probes further, finally the sales officer says that the quality is better.
Says that the compressive strength is more. The sales officer also mentions that
the service levels of the company are good. But leaves the concepts quite vague.
1620 The dealer was not clear about the concept of better service. The conversation
goes back to pricing and discounts.
1630 Traveling
1640 Administration
Reach the office of Vinay trading - a Sales promoter
The sales officer talks to the promoter about the business and the sales situation.
He asks the promoter his opinion about the Rack systems as there's been a
request to collect the opinions of all promoters. The Sales officer reads out a few
questions from a printout of an email, and listens to the responses of the promoter
but he never takes down any comment from the promoter. He keeps no written
1650 record of the option of the sales promoter.
Places a call to the office. Speaks to a colleague about the email to collect
DILO SALESMAN – AHMEDABAD
HOW HE ACTUALLY SPENT THE DAY
How the salesman actually spent the day
3/ If he receives a "no" , asks why and goes back to the previous step N N N N N N N N N
his mind?
3/ If he receives a "no" , asks why and goes back to the previous step N N N N N N
his mind?
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Behaviour Code (Refer Legend)
Manages Performance
Develops Staff
Demonstrates Flexibility
57
SKILLS MATRIX
z Tools
z The Matrix helps to identify the gap between the people who are
untrained , trained and experienced enough to train the others.
z It is the tool which helps to focus on the training needs and helps to
prepare the schedule .
58
SKILLS MATRIX
z Skill Matrix Example for Tata SSL
Figure indicates the %
Multiskill attained by a
Skill Matrix for TSSL area/ division/ region.
Prashant Nagle
Sanjeev Singh
Rajesh Jadhav
Jagdish Anne
% TRAINED
PEO PLE BY MULTI-SKILL
SKILL
% SKILL ATTAINED BY INDIVIDUAL 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Prashant Nagle
Rajesh Jadhav
Sanjeev Singh
Jagdish Anne
% TRAINED
PEOPLE BY MULTI-SKILL
SKILL
% SKILL ATTAINED BY INDIVIDUAL 100.0 0.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0
Maheswari steels
Performance
Management
Reward System
System
Succession
plans &
Training Succession
/development Development
Plans &
Programmes
SOME OF THE DELIVERABLES
z Role Directory
z Competency Profiles
z Competency Mapping
z Competency based HR Initiatives
z Various Recommendations: Relating to structure, performance,
incentivization, capability training etc.
INDEX
z Competency Mapping Concept
z Competency Identification Steps
z Competency Identification Tools
z Tools : Example Change Competency Measurement
z Tools : Example of Day in the Life Of
z Tools : Example of Leadership Competency Mapping
z Tools : Example of Skills Matrix
z Competency Mapping & Development
z About Master Sun
Strategy Execution Methodology:
Building Blocks
Success of Key Tasks X Impact of Drivers = Success of Strategy Execution
Strategic Plan
Health Check & Plan
Alignment & Measurement Leadership
- Balanced Scorecard
Synergy : Org. Restructuring Sponsorship
Goal-Setting
Follow Through
Right Man-Right Job
People
Systems & Processes
Capability Building Project
Leadership Capability Change
Productivity & Flexibility
Management Control Systems Management
Continuous Improvement
Process Design , Re-engineering Management
Best Practices
Linking HR to Performance Progress & Outcomes
Standard Operating Procedure Minds Path Matrix
Competency Mapping Estimating
IT Strategy & Automation Communications Scheduling, WBS
Attitudes & Climate Taskforce, MAT
Change Assessment Measurement Risk Management
Master Sun’s Approach to
Human Capital Development
Human Capital
Human Capital
Development
Development
Learning
Learning
Effectiveness– –Team,
Effectiveness Team,Personal
Personal ProblemSolving
Problem Solving&&Decision
DecisionMaking
Making Communication-Negotiation,
Communication-Negotiation,
TeamLeadership,
Team Leadership,Managerial
Managerial E.g.:Six
E.g.: SixHat,
Hat,Even
EvenSwaps,
Swaps,Pareto
Pareto Tel/Email/Video,Presentation
Tel/Email/Video, Presentationetc.
etc.
Functional– –Sales,
Functional Sales,Distribution,
Distribution, Offsite&&Meets
Offsite Meets : :Team
TeamTasks,
Tasks,Visioning
Visioning, ,
SixSigma,
Six Sigma,BPR
BPR&&TQM
TQMMethodologies
Methodologies
Service, Brand Building etc.
Service, Brand Building etc. Adventure/ Fun & Bonding
Adventure/ Fun & Bonding etc.etc.
ChangeLeadership
Change Leadership&&
StrategyExecution
Strategy Execution
Attitudes&&Capability-
Attitudes Capability- Leadership Assessment
Leadership Assessment ChangeProgramme
Change Programme
ManagementClimate
Management ClimateStudy
Study &&Situational
SituationalLeadership
Leadership Plan&&Pilot&
Plan Pilot&Execution
Execution
OrganizationalRestructuring,
Organizational Restructuring,
CompetencyMapping
Mappingetc.
etc.
Competency Performance&&Productivity
Performance Productivity
Management
Management
CorporateArjuna
Corporate Arjuna: : VarianceAnalysis:
Variance Analysis:
BalancedScorecard
Balanced ScorecardImplementation
Implementation Man-loading&&Flexibility
Man-loading FlexibilityAnalysis
Analysis
GreatManager
Great ManagerProgramme
Programme ProblemSolving-Decision
Problem Solving-DecisionMaking
Making
“You see, all the right things are written in books and
research papers.
Mukesh Ambani
http://www.mastersungroup.com
sarvajeet@strategyexecution.in
Sarvajeet : +91 9920803060