Page 121 - Company Excellence

Making progress measurable

• to consider whether new competencies need to be added,
• Competency descriptions to work on,
• To provide feedback on the company's day-to-day
operations and to ask what concrete significance a
competence has for daily work,
• Rethink decisions and
• To make reconciliations.

Compare target and actual profiles
In the team discussion, the target competencies for each position
under discussion emerge step by step. In this lengthy process, a
common understanding of the competencies develops. The next
step is to compare the target competencies with the actual
competencies - measuring and analyzing the competencies is the
order of the day. The sales manager can certainly assess quite well
which of the target competencies his team and each individual
salesperson possesses and to what degree. However:

It is more effective to use a tool that provides valid and
systematic and systematic information about a person's
competencies and preferred preferred behaviors of a
person. Moreover it allows an assessment of the personality
traits of a person.

And this is exactly how the company proceeds, where the head of
sales, the senior manager on the board and the top salesperson work.
It has the existing actual competencies of all managers and
employees measured and the result compared with the required
target competencies. The measurement shows where there are gaps
in the competencies of which managers and employees that should
be closed with training measures,

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