Hevel +Co August 2005 Newsletter
Strategies for Sales & Service Performance Improvement
I know I drive my clients and prospects crazy sometimes when I answer their question with a few probing questions of my own. A mentor taught me how to do this well, using the "hmmm… tell me more about that" technique. In the end, clients really appreciate this approach (at least that’s what they tell me!). And, practicing what we at Hevel +Co preach, we’re able to recommend solutions that address the real, root opportunities for performance improvement.
It’s back-to-school and budget season. Our topic this quarter is timely. A popular reaction to a drop or stagnation in sales or service performance leads clients and prospects to call us with "We need [fill in the blank] training. Can you help us?" Ah yes……more/better training – the solution to all our problems (and often, the answer to manager’s excuses for team performance. That’s another topic for another day.).
Whether it’s a desire to scrap existing training for something new or add more training, there are scenarios where this improves performance. However, in many cases, training is NOT the fix which will have the most positive, sustainable impact.
Just one example: A client requested we do an assessment of their sales process and explore sales training programs to put the entire sales force through ‘asap’. Fast forward…..the underlying issues of their stagnant performance led us to recommend a redesign of the sales management job functions, sales management process, and coaching model.
Three months later, sales training for both the new hire, on-boarding phase and advanced phase was developed and implemented. And, the management team was re-organized to align with the change in competencies and skills required for success. Result? Capture rates went from an average of 36% to 42% and rising!
Yes, sometimes more/better training is the answer. (And we love to do it!) Stepping back a bit to assess the effectiveness of other critical components (such as the hiring process, performance management process, coaching process, or job design) will many times lead to solutions that present the most impactful and sustainable results.
A colleague of ours, Dawn Snyder, has literally hundreds of examples like this, from years of helping clients dramatically improve performance. Read on for her fundamental thoughts on this topic. Best wishes for a prosperous fall season!
To explore your sales & service performance improvement opportunities further, contact us at 614-882-2315 or via e-mail at dhevel@hevelandco.com. To learn more about Hevel +Co, go to www.hevelandco.blogspot.com.
It’s back-to-school and budget season. Our topic this quarter is timely. A popular reaction to a drop or stagnation in sales or service performance leads clients and prospects to call us with "We need [fill in the blank] training. Can you help us?" Ah yes……more/better training – the solution to all our problems (and often, the answer to manager’s excuses for team performance. That’s another topic for another day.).
Whether it’s a desire to scrap existing training for something new or add more training, there are scenarios where this improves performance. However, in many cases, training is NOT the fix which will have the most positive, sustainable impact.
Just one example: A client requested we do an assessment of their sales process and explore sales training programs to put the entire sales force through ‘asap’. Fast forward…..the underlying issues of their stagnant performance led us to recommend a redesign of the sales management job functions, sales management process, and coaching model.
Three months later, sales training for both the new hire, on-boarding phase and advanced phase was developed and implemented. And, the management team was re-organized to align with the change in competencies and skills required for success. Result? Capture rates went from an average of 36% to 42% and rising!
Yes, sometimes more/better training is the answer. (And we love to do it!) Stepping back a bit to assess the effectiveness of other critical components (such as the hiring process, performance management process, coaching process, or job design) will many times lead to solutions that present the most impactful and sustainable results.
A colleague of ours, Dawn Snyder, has literally hundreds of examples like this, from years of helping clients dramatically improve performance. Read on for her fundamental thoughts on this topic. Best wishes for a prosperous fall season!
To explore your sales & service performance improvement opportunities further, contact us at 614-882-2315 or via e-mail at dhevel@hevelandco.com. To learn more about Hevel +Co, go to www.hevelandco.blogspot.com.
Before You Spend Another Dime on Training…
By Dawn Snyder, PhD
By Dawn Snyder, PhD
It’s budget time again and you might be wondering: Is it time to invest in new or additional training programs? Before you invest in training, it’s important to consider the other dynamics that impact performance. Optimal performance occurs when training outcomes are in alignment with these other factors. So, before you decide that knowledge and skills need to be improved, ask these two important questions:
*Are the organizational systems and processes set up to support the performance you expect from your employees? Key organizational systems and processes include your performance management system, incentives, and coaching and reinforcement. If the skills learned in training are not understood or supported by the employee’s manager, the time and money you spent on training will be worthless. If you train X and reward Y, you’ll get the same result—training efforts are canceled out.
In today’s fast-paced business world, organizational systems don’t always evolve as quickly as performance requirements do. Before you target knowledge and skill improvements, take a look at the performance environment. A good first step? Take a look at the performance appraisal form and determine if it matches the company’s performance goals. One company, for example, included "teamwork" as a key competency on the appraisal form when, in reality, the sales reps were incented to work as individuals, sometimes in subtle competition with each other or other teams within their own company.
*Do your employees have the resources they need to do the job? Sometimes organizations ask performance of workers without providing the appropriate resources, or by providing resources that are not functional. (Of course, this is never done on purpose!) Consider the customer service representative who works through a snarl of legacy systems to answer routine questions from customers and is held accountable to call metrics that are time-based. Or the manager who lacks the technology to hold global team meetings without resorting to expensive and time-consuming travel.
Sometimes, maximizing resources by organizing them in such a way that they enhance performance and/or adding tools such as job aids or productivity tools is the most cost-effective (and foolproof) way to enhance performance.
The rule of thumb is to look to environmental causes and then resources before targeting training as a solution. By looking at the whole picture, you can choose interventions that make sense and get the most out of your training dollars.
---
Learn more about how a web-based Performance Management system can help you improve your business results.
Register for a complimentary webinar on Tuesday, September 20 at 9:00a.m. EDT, hosted by Diahn Hevel of Hevel +Co and Phil Devendorf of Professional Development Services.
To register, e-mail Diahn at dhevel@hevelandco.com and we’ll send you the webinar overview and login information. Please forward this invitation to any HR or sales/service support managers you believe might have an interest in participating.
---
Thank you for subscribing to our e-newsletter! Watch for our next issue which will focus on effective incentive, reward and recognition programs.
*Are the organizational systems and processes set up to support the performance you expect from your employees? Key organizational systems and processes include your performance management system, incentives, and coaching and reinforcement. If the skills learned in training are not understood or supported by the employee’s manager, the time and money you spent on training will be worthless. If you train X and reward Y, you’ll get the same result—training efforts are canceled out.
In today’s fast-paced business world, organizational systems don’t always evolve as quickly as performance requirements do. Before you target knowledge and skill improvements, take a look at the performance environment. A good first step? Take a look at the performance appraisal form and determine if it matches the company’s performance goals. One company, for example, included "teamwork" as a key competency on the appraisal form when, in reality, the sales reps were incented to work as individuals, sometimes in subtle competition with each other or other teams within their own company.
*Do your employees have the resources they need to do the job? Sometimes organizations ask performance of workers without providing the appropriate resources, or by providing resources that are not functional. (Of course, this is never done on purpose!) Consider the customer service representative who works through a snarl of legacy systems to answer routine questions from customers and is held accountable to call metrics that are time-based. Or the manager who lacks the technology to hold global team meetings without resorting to expensive and time-consuming travel.
Sometimes, maximizing resources by organizing them in such a way that they enhance performance and/or adding tools such as job aids or productivity tools is the most cost-effective (and foolproof) way to enhance performance.
The rule of thumb is to look to environmental causes and then resources before targeting training as a solution. By looking at the whole picture, you can choose interventions that make sense and get the most out of your training dollars.
Dawn Snyder is the CEO and Managing Principal of Dawn Snyder Associates, Inc., a virtual organization specializing in designing learning strategies, developing learning solutions, and evaluating and measuring the impact of courses and curricula. She can be reached at 614.766.5506 or by email at dawn@dawnsnyderassoc.com.
---
Learn more about how a web-based Performance Management system can help you improve your business results.
Register for a complimentary webinar on Tuesday, September 20 at 9:00a.m. EDT, hosted by Diahn Hevel of Hevel +Co and Phil Devendorf of Professional Development Services.
To register, e-mail Diahn at dhevel@hevelandco.com and we’ll send you the webinar overview and login information. Please forward this invitation to any HR or sales/service support managers you believe might have an interest in participating.
---
Thank you for subscribing to our e-newsletter! Watch for our next issue which will focus on effective incentive, reward and recognition programs.
Diahn Hevel is the Founder of Hevel +Co. You may reach Diahn at 614-882-2315 or via email at dhevel@hevelandco.com.
---
posted by Diahn at 2:37 PM
0 comments
