Talent Management Sydney

“Measurement is the first step that leads to control and
eventually to improvement.
If you can’t measure something, you can’t understand it.
If you can’t understand it, you can’t control it.
If you can’t control it, you can’t improve it.”
Dr H.J. Harrington (1994)”

Dr Harrington is a recognised global expert on organisational performance. Tom Peters, stated, “I fervently hope that Harrington’s readers will not only benefit from the thoroughness of his effort but will also ‘smell’ the fundamental nature of the challenge for change that he mounts.”

Talent management, to attract, retain and develop quality people, is a strategic issue that has been identified right around the world, particularly post GFC.

Objectivity in Talent Management

Talent Management in sales and client engagement is at the heart of competitive advantage. Our services enable sales leaders to objectively measure how salespeople are engaged, managed and individually developed are critical to differentiation and success.

Objective measurement in sales and talent management is unique. Benefits include:

  • Data enables analysis and decisions without favouritism or politics
  • Data creates rigor in analysing role and team requirements
  • Data is based on top performing sales people which enables improvement in capability
  • Individuals are employed based on best “fit” to the role requirements
  • Individuals feels individually engaged based on their “DNA” and match to the role requirements

Recent studies show that traditional employment processes involve a 26% statistical accuracy in selecting a candidate or promoting an employee.Business surveys also indicate that that typically the performance of 25% of employees in a business is inadequate.

Your sales team is important—and ensuring you are replacing or adding talent with the right behaviour, skills and capabilities for the job is critical. You don’t have time for a trial run, or test the waters to see if a new hire will be able to “swim with the sharks”. You need to know that information when you hire, not six months later.

Here are a few things to keep in mind the next time your calendar is booked with interviews for that open sales position:

  • Know the talent you need. Is it really the best of the best or someone you can coach and shape into the best? Decreasing supply means the “best” aren’t always looking for opportunity, and they are expensive. Shaping a less experienced sales person often pays off in the long run.
  • Don’t let demand blur your reasoning on finding the right person. It might be hard to wait, but rushing in and hiring the wrong person just prolongs the ability to find “the right person”, and results in a range of serious costs.
  • Use assessments and insights to understand what great looks like in your organisation. Only 47 percent of sales organisations use assessments—and they know the capabilities and potential of their top sellers so they can pre-screen, job match, on-board and develop talent to maximise the potential of each seller.

When it comes to your sales team, you need to ensure that you have the right talent, you understand what great looks like for your organisation, and you know exactly who you need to hire.

The formula for maximizing the talent of your human capital builds on:

  • Engaging and retaining a workforce where everyone feels valued and capable
  • Creating a workforce inspired by leaders and by each other
  • Building an environment of trust, where problem solving and innovation happen
  • Facilitating a workforce that understands corporate and personal priorities
  • Developing the skills to adapt, respond to and embrace change

As a company’s market evolves, so do its business issues. Today, employees may struggle with productivity. Tomorrow, they may struggle with change. Business leaders increasingly face unprecedented complexities, arising from doing business in a diverse, and rapidly changing local and global economy. Effective performance demands new and innovative leadership and coaching methods that adequately prepare leaders for the key roles they will play in their organizations’ success.

Building competitive advantage in a changing economy and marketplace is essential for survival. That’s why your leaders, from executives to individual contributors, need effective talent management practices to propel your organization to new heights.

talent-management

To further support talent management capabilities, we also offer leadership programs and consulting services that:

  • Build a culture of performance and innovation
  • Create a common leadership language across an organisation
  • Build accountability, collaboration and teamwork

We provide services to create objective data that is used by clients to recruit, retain and develop talent, including:

High Performance Role Benchmarks

We help clients profile their top performers to understand their “hard-wiring” that makes them so successful in their roles.

The High Performance Role Benchmarks deliver objective data that can be used to assess and improve performance of other individuals in the organisation. The following Table illustrates the critical success factors that define high levels of performance.

summary-graph

JobFit Assessments

Profiles International’s assessment measure the match or “fit” of an individual for the physical, emotional and skill requirements required to be successful in a particular role.

The statistical accuracy of these assessments is 81% compared to a 26% likelihood of an accurate employment decision by assessment through resume and interview. Benefits include:

  • Reduced costs of poor hiring decisions
  • Increased individual and team performance
  • Increased employee engagement levels and improved customer service levels
  • Increased management “people and team management skills” and management confidence to effectively deal with the day-today challenges posed by their direct reports.

Reports are automatically generated for coaching between manager and team member, as illustrated: Sales Capabilities

reports

Sales Capabilities

This assessment tool builds on High Performance Role Benchmarks and JobFit assessments by also providing assessment of the unique skills required for sales related activities, i.e.

  • Prospecting
  • Closing the Sale
  • Call reluctance
  • Self-starting
  • Working as a team
  • Building and maintaining Relationships
  • Compensation preference

Sales managers are providing coaching recommendations to improve performance for salespeople in these critical sales success factors.

Team Assessments

Team assessments help organisations diagnose and improve performance at a team level. There are a number of outputs, including what motivates individual team members as illustrated.

tem-assessement