MHR Analytics Summit 2018 | Using Data to Improve Employee Performance - Max Blumberg
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The document is a case study examining the improvement of employee performance in a global sales force, revealing issues with insufficient sales management training and weak understanding of customer needs. It details a capability survey that ranks sales managers based on various competencies and suggests a structured approach to data analysis and sales process design to enhance effectiveness. The study emphasizes the importance of engaging line managers in performance management and developing tailored solutions instead of relying on generic consultant approaches.
MHR Analytics Summit 2018 | Using Data to Improve Employee Performance - Max Blumberg
- 1. All content remains the property of Blumberg Partnership Ltd and may only be used with prior written consent Using data to improve employee performance: Case study www.maxb.com max.blumberg@blumbergpartnership.com +44 (0) 1258 628552 +44 (0) 7768 455345
- 2. Personal introduction 2 Professional musician • One hit! Academic • Computer science • Psychology • Maths • Visiting Professor, LUBS • Visiting Research Fellow, Goldsmiths, U of London Work • Accenture • Technology start-up Today • People analytics • Global sales force transformation • AI app development • Positioning Game
- 3. 3 Multi-national technical and services business 1200 sales people worldwide Sales target doubled from £1.5bn to £3bn over 5 years Complex global sales force structure
- 4. 1. Where does the problem lie? 4
- 5. Snippet from Sales Force Capability Survey 5
- 6. Capability Survey Results 1 6 WEAK Sales mgt Most sales managers are drawn from our top sales force performers or selected using an ad hoc process; they receive little or no sales management training. Customer needs Customer needs and buying process are understood at an intuitive level
- 7. Capability Survey Results 2 7 Impact on Business Performance Low High High Low CapabilityMaturity Sales Mgt Designing Client Solns Planning Capability Sales Process Negotiation Skills Time Mgt
- 8. 2. Rank sales managers from low to high potential 8 Country Name Performa nce Rank 1 Rank 2 Tenure Total 1 Alex Machattie 4 4 6 6 20 2 Brian Woods 4 1 3 1 9 2 Anthony Iuliano 3 3 1 6 13 2 Andrew Spina 4 6 2 1 13 2 Clyde Borraccini 5 4 3 6 18 1 Darrin Alvers 4 1 6 1 12 1 Barry Cracknell 3 5 6 2 16 1 David Johnston 5 6 1 2 14 1 Danny Shea 6 4 5 5 20 1 Dan Chart 4 6 2 2 14 1 Danny Gibson 6 3 5 1 15 2 David Pavelko 5 4 5 2 16 1 Andy Cox 2 2 4 5 13 1 Colin Evans 3 5 1 6 15 1 Chris Boast 4 6 1 1 12 2 Craig Staats 2 1 5 6 14 2 Charles Porter 4 6 6 3 19 1 Bob Grant 3 2 4 3 12 2 Chuck Harvey 6 5 1 4 16 2 Ben Lavenski 3 1 4 4 12
- 9. 3. What competencies distinguish between high and low performing sales managers? 9
- 10. Who should do the hypothesising? 10 Consultants? • What do consultants know about killing rats? • They seldom hypothesise • Tend to offer off-the-shelf homogenised turnkey solutions… • …that seldom allow companies to differentiate from each other on human capital Line managers • Trust them with performance management, why not distinguishing features • Encourages engagement, earns buy-in • Love it when people show interest in their work • Motivated because helps to achieve operational targets • Prevents “tick boxing” HR • Facilitators • Can easily learn and deliver this process • Raises HR credibility
- 11. Focus groups with sales management produced a high quality sales manager instrument 11 1. Marketing and product knowledge 2. Sales cycle expertise 3. Sales planning 4. Sales process 5. Client interactions 6. Internal interactions 7. Designing client solutions 8. Communication and negotiation skills 9. Networking 10. Sales management capability 11. Personality
- 12. 4. Gather data on each of the sales managers 12 1. Marketing and product knowledge 2. Sales cycle expertise 3. Sales planning 4. Sales process 5. Client interactions 6. Internal interactions 7. Designing client solutions 8. Communication and negotiation skills 9. Networking 10. Sales management capability 11. Personality
- 13. 4. Analyse data 13 Statistical analysis is needed to answer the question: • To what extent do any of our factors distinguish between high and low sales management performers? This is probably the only time statistical ability was needed • So you could outsource this Coin flipping 58% 63% 55% 87% 62% 65% 59% 59% 73% 73% 71% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Accuracy
- 14. 5. Design new sales process 14 • All salespeople and their managers Delivered in 7 global centres Low performing candidates given the option to relocate Transition plans and major case study required from each participant Integration with salesforce.com Included forecasting (accuracy +-15%) 1. Pre-meeting research 2. Stimulate interest 3. Get challenge admitted 4. Diagnosis and visioning process 5. Gain access to Economic Buyer 6. Manage evaluation plan 7. Decision due 8. Pending sale 9.Win/Lose
- 15. Transition plan 15 SalespersonTasks following new training Weeks 1 & 2 Month 1 Month 2 Ongoing Schedule sacred time for prospecting (ongoing) X% of time X% of time X% of time X% of time Update your current opportunities to salesforce.com # # # # Create Challenge Sheets starting with your largest opportunities 2 5 5 5 Convert the following number of opportunities to C-status 1 3 3 3 Number of visioning calls to debrief with your manager 2 2 2 2 Number of Economic Buyer calls to debrief with your manager 2 2 2 2 Recall all proposals over 30 days old √ Personally interview a customer and develop Reference Stories 1 2 2 2 Review your Pipeline Analysis Report with your manager √ Fortnightly Fortnightly Fortnightly Hand in individually completed Exercise Book TBD TBD TBD TBD NBS Post-course evaluation Date Agree NBSTransition Plan dates with your manager
- 16. Results 1.50 1.88 2.25 2.63 3.00 1.5 1.69 2.4 2.7 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 ?? Target versus Actual Target Actual