1. SCHINDLER Sales Force Training Needs Assessment and Development Project Michael Yurchuk Sales Training Manager, Schindler Elevator Richard Dapra Ph.D., Managing Director, Assessment, BTS

2. 2 Schindler Introduction We move one billion people every day.

3. Need to strengthen our competitive differentiation based on the professional capabilities of our sales force Need to implement a Schindler-specific needs assessment that was perceived as relevant, comprehensive, accurate and quantifiable Need to identify both the development needs of individual sales reps and the pervasive needs of the sales force as a whole Need to “move the mean” of effectiveness of our sales force Need to strengthen our ability to attract and retain the best talent in the industry by demonstrating our willingness to invest in the development of our sales force 3 Impetus for the Project

4. Provide an in-depth perspective of the assessment methodology and resultant organizational analysis of the Schindler New Installations and Modernization Sales Forces. Describe the process delivering and leveraging the results of the needs analysis at sales management and sales representative levels. Discuss the organization-wide training initiatives resulting from the needs assessment results. Explore the implications and impact of this initiative on other HR process such as selection and performance management. 4 Objectives

5. Success Profile and Methodology Organizational Results and Key Findings Delivering Individual Results to Sales Management and Reps Filling Organization-wide Development Needs Implications for a More Integrated Talent Management Process 5 Agenda

6. Assessment Criteria and Methodology

7. Critical Role Capabilities 1.Customer/Influencer Identification and Building Partnerships 2.Sales Call Planning 3.Sales Call and Closing Effectiveness 4.Proposal Preparation Foundational Performance Factors 1.Market Savvy 2.Business & Financial Acumen 3.Product Knowledge 4.Fact-finding and Analysis 5.Balanced Judgment Success Profile Review

8. 8 Differentiation of Success Profile and Competency Model BTS clients point out the following benefits of Success Profiles:  Better handle on performance-critical behaviors in a role  Better focus for design of organization wide training  Strong basis for actionable, role relevant individual development  Consistent, easy to understand language for all talent management activities  A practical approach that their line managers understand, value and use BTS clients point out the following benefits of Success Profiles:  Better handle on performance-critical behaviors in a role  Better focus for design of organization wide training  Strong basis for actionable, role relevant individual development  Consistent, easy to understand language for all talent management activities  A practical approach that their line managers understand, value and use Competencies are often criticized for not being a practical approach to selecting, coaching, developing and managing performance. Hard to use for line managers Too general and lengthy Use scientific and HR lingo, and psychological constructs Not connected to role objectives Do not define high impact behaviors Competencies are often criticized for not being a practical approach to selecting, coaching, developing and managing performance. Hard to use for line managers Too general and lengthy Use scientific and HR lingo, and psychological constructs Not connected to role objectives Do not define high impact behaviors

9. 9 Training Needs Analysis – Coverage Matrix

10. On-line Scenario Simulation

11. 11 Scenario Simulation Assessment Assessments represent evaluations that are: Accurate – Yield a valid measurement of participants applying learned skills or knowledge from training content Objective – Provide a standardized instrument for assessing the application of skills or knowledge Job-related – Present realistic work scenarios that allow participants to demonstrate the application of targeted skills or knowledge Useable – Contribute to identification of strengths and development needs; and Efficient – Administered, scored, reported, and interpreted in a quick yet reliable and comprehensive manner Why is it important? An online assessment tool built around realistic, job-related scenarios using multiple- choice questions to measure the application effectiveness of targeted skills/knowledge acquired through training What is it?

12. 12 Assessment Development Process Identify Analyze and pinpoint the Critical skills around which to build the assessment. Develop Create scenarios that elicit opportunities to measure the targeted Critical skills Build Develop multiple-choice questions for each scenario that assess the application of the identified Critical skills. Leverage Utilize client subject matter experts to review the scenarios and questions to ensure their job-relatedness and accuracy.

13. 13 Simulation Flow Program Introduction DM & RSM Mtgs. 1,2,3 Prioritizing CAP 5 4 Sales Call Planning & Execution 5, 6, 7, 8 RSM Debrief 9, 10 Closing the Sale 11, 12 Losing the Sale 13 Partnership Planning 14, 15 1 2 3 4 5 6 7 8 Steps

14. 14 Desktop in the Simulation

15. 15 Introduction with District Manager

16. 16 Example Multiple Choice Question

17. Live In-field Assessment Components

18. 18 Case Study Overview

19. 19 Role Play Overview

20. 20 Behavioral Interview

21. 21 Regional Sales Manager (RSM) Assessment RSMREP

22. 22 District Manager (DM) Assessment Purpose: quantify and evaluate sales rep performance Conducted online by DM

23. 23 Training Needs Analysis – Coverage Matrix

24. Organizational Aggregate Results

25. 25 Customer/Influencer Identification and Building Partnerships

26. 26 Sales Call & Closing Effectiveness

27. 27 Fact-finding and Analysis

28. Key Findings

29. 29 Distribution of All Success Factors (Moving the mean) Partnership Sales Call Planning Sales Call & Closing Proposal Preparation Market Savvy Business & Financial Acumen Product Knowledge Fact finding & Analysis Balanced Judgment 100-90 89-80 79-7037%20%24%14%21%25%14%38%28% 69-6010%15%13% 14%25%9%13%7% 59-50 47%35%37%27%35%50%23%51%35%

30. 1.Business & Financial Acumen 2.Fact-finding & Analysis 3.Customer Identification & Building Partnerships Biggest developmental opportunities…

31. 31 Sales Performance vs. Assessment Results – New Installations Sales Performance

32. Delivering Individual Results and Actionable Development Planning

33. 33 Delivering Results Review Success Profile and Methodology Organizational Results Key Findings Summary Informal BTS Observations Next Steps

34. 34 Score Card Example

35. 35 Development Action Plan (DAP)

36. Addressing Organization-wide Training Needs

37. 37 Building Business Partnerships Teams manage a fictitious account that mirrors Schindler’s sales environment Teams identify customer needs, create solutions, and win business with constrained time, capital, and resources Teams call on various buyers and influencers – no two teams have the same result Teams discover who has budget, influence, power, needs, and decision-making

38. 38 Program Flow Simulation Round Simulation Round Role Play 1 Team Presentations Feedback Teach Session Program Introduction Pre-work Application Session 3 rounds

39. On-Boarding Guides/Post On- Boarding Assessment

40. 40 On-Boarding Guides/Post On-Boarding

41. Implications & Next Steps

42. The End