| A competency model is a description of skills, | | | | when we hire and develop sales people. The |
| knowledge and behaviors needed to perform a | | | | expectation is that all levels will apply these |
| job or set of jobs effectively. Given the rate at | | | | attributes based on a person's job expectations |
| which business needs change, competency models | | | | and responsibility level. |
| are important because job descriptions and | | | | * Supervisory Competencies - define how a |
| performance expectations can become quickly | | | | person behaves in a supervisory role. They |
| outdated. With competency models, job | | | | describe the fundamental behaviours that are |
| expectations can stay aligned with current job | | | | necessary to supervise and lead people. |
| demands or adapted to meet anticipated future | | | | Competencies are gained through a multitude of |
| demands. | | | | ways-life experience; formal education; |
| Also, the processes we use to select, assess, and | | | | apprenticeship; on-the-job experience; self-help |
| develop our sales employees can remain current | | | | programs; and, yes, training and development |
| and adaptable with our changing business needs. | | | | programs. All of these together contribute to job |
| We have chosen to focus on these specific sets | | | | competence in a sales person. Ultimately, sales |
| of competencies: | | | | managers and sales people working together and |
| * Functional Competencies - define what a person | | | | assessing consistency of job performance |
| knows. Typically these competencies define one | | | | (behaviors) over time determine overall "sales |
| function from another. These competencies are | | | | competence." |
| often learned in school or taught on the job. They | | | | When choosing training and development activities |
| reflect the primary knowledge we are looking for | | | | to help achieve competencies identified for your |
| when we hire and develop sales people. | | | | sales team, target competencies - not courses. |
| * Leadership Attributes - define how a person | | | | Too many people say "send them on sales |
| behaves. Typically, these attributes define how a | | | | training" as opposed to really understanding the |
| person applies their leadership skills. They reflect | | | | actual competencies that need to be addressed. |
| the personal leadership skills we are looking for | | | | |