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Competence is the set of knowledge and skills that make an individual capable of performing certain actions. Skills development encompass:

  • How will it be possible to make someone manage to develop?
  • What do we hope this person will achieve?

When talking about competence development, it is important to keep in mind not only how it will be possible for someone to develop, but also what we hope that person will achieve.

I have no doubts that, at some point, every sales manager must have asked himself how he could make his team achieve excellence in the execution of their work.

This is a totally understandable fact when we think about how difficult it is, in some cases, to achieve a constant and growing evolution.

However, a practice that is not always consolidated as a clear and well-defined process, but one that can help considerably in these issues, is the construction of a competence development model.

Want to know how to put this idea into practice? Come with me! 😀

What is skill development?

Before we talk about its development, we must understand what the notion of competence is itself.

Competence can be understood as the set of knowledge and skills that make an individual capable of performing certain actions.

When talking about competence development, it is important to keep in mind not only how it will be possible for someone to develop, but also what we hope that person will achieve.

In addition, defining a competency development framework can also help with other factors, such as:

  • Effectiveness in recruiting and selecting staff;
  • Certainty that your team has the necessary knowledge to carry out their activities;
  • Agility in performance evaluation;
  • Identification of skills and abilities gaps;
  • Efficiency in professional development through training more suited to the needs of each person;
  • Contribution to succession planning;
  • Management changes in processes working more effectively.

These are definitely topics that make every manager’s eyes shine. However, we know that it’s not exactly easy to reach each of these points.

So, how to define what will be necessary for the creation of a competence development model?

The first step is to get the idea that you need a framework for developing competencies.

I know it sounds too obvious, but often what we get is the false impression that we have a good skills development system.

In the end, it’s only when we realize that the ultimate goal isn’t being achieved that we realize we’re missing something.

And when we think about sales, this question becomes even more important and significant.

Now, what comes after that, I’ll tell you in the next topics.????

Developing the principles

A fundamental point when we think about competence development is the in-depth knowledge of the role of each of the positions you have in your company.

For example, suppose you have a sales process segmented into three specific functions: business intelligence, prospecting, and closing.

For each of them, there are some competencies that, if they do not already exist naturally, need to be developed to ensure that that person can efficiently fulfill their objective in the process.

Some competencies are common to the three roles (IC, SDR and closer), such as knowing how to analyze and control your individual KPIs.

Others, however, will be much more specific according to role and responsibilities.

A very important detail is that it is highly recommended that you also create your model according to what you understand as your company’s particularities.

Thus, you ensure that the principles of your competency development matrix are 100% linked to the way your company presents itself.

In addition, the model will be being developed for your team and, therefore, it is extremely important that it is relevant to the people who will be using it.

The best way to make this happen is: get team of Dha Peshawar involved!

Let them know what your purpose is by developing a competency development model. Explain how you expect it to be created and how you think it will work.

Remember that creating a structure like this is important for the growth of the people who are in this work with you.

The more they are aware of what is being structured, the easier the adaptation and implementation process will be.

Developing your competency development model

All very well! You’ve already communicated, you’ve already asked your team for help and you’ve already defined the competencies of each of the positions.

Now is the time to get your hands dirty and create your own skills development model!

However, before starting, build an objective introduction that makes clear the purpose for which the competency model was created and how everyone is expected to be able to use it fully.

Now it’s hands-on!

We will list here four main steps so that you can not only have a model ready at the end, but also criteria that will engage your team to use it.

Step #1: Get Ready!

I will need to be a little repetitive now, but I need to reinforce two important points again:

Define the Purpose

You must be asking yourself:

But you’ve already talked about it and I understand that I need to have a well-established principle for my framework.

Yes, I said. But I need to reinforce: your purpose is what will guide the construction of your competency development model.

Therefore, it is very important that you are aware of this.

Create a competency model committee

The ideal is to invite people from all areas that you want to be included in the model. Thus, you will be able to count on the support of people who are even more aware of the particularities of each position.

Step #2: Gather information

Here comes a very important point for the development of our model:

The better the data you can collect, the more likely you are to have a model that will work accurately.

Certainly you will have to resort to some techniques to do this data collection. As a suggestion, I leave the following:

Observation

On a more direct level as possible, see how your team develops its work, be the shadow of each one of them.

do interviews

Organize a focus group, select a specific sample of your team or even do individual interviews.

Take a quiz

In this case you can opt for structured or semi-structured questionnaires.

  • Structured questionnaires: team of Capital Smart City have a series of questions that will be applied to everyone without any changes;
  • Semi-structured questionnaires: You are free to change some questions according to each person’s answers.

If you have a large team that will evaluate, I suggest a structured and closed questionnaire to facilitate the evaluation of the data later.

The semi-structured is perfectly suitable for times when you want to investigate certain positions in greater depth.

Do a data analysis

After all the survey, organize the information and make an interpretation of each behavior used in the execution of the work.

Step #3: Build your own template

Once you have mapped out all the skills, knowledge, techniques and behaviors, it is time to start designing your competency development model.

To do so, you must:

group the testimonials

Involve your team, ask everyone to read the testimonials and organize everything into piles.

The idea is that at the end of this activity you have three columns: operational skills, decision-making skills and interpersonal skills.

Create subgroups

Take the three groups created earlier (operational skills, decision-making skills, and interpersonal skills) and break them into subgroups by listing them into related subcategories.

Define the subgroups

The objective here is to review the subcategories of groups and validate how skills and behaviors are (or are not) related.

If necessary, review the organization of groups.

Identify and name competencies

Ask your team to identify a specific competency in its respective subcategory. Here it is also worth naming the large group that encompasses these subcategories.

See a possible order, considering two competencies of a prospector:

  1. Qualification of good accounts:
    1. Prioritization of activated leads;
    2. Application of sales techniques during qualification;
    3. Organization of time blocks for the execution of your tasks;
    4. Keep follow ups with leads, the volume of daily activities and the opening of new opportunities without delay;
  2. Help in the control and evolution of the business process:
    1. Analyze and control individual KPIs;
    2. Build and execute action plans to improve indicators;
    3. Efficient lead management, knowing how to take advantage of opportunities indicated by process tools.

This is a simple example of how structure can be organized.

Of course, there are still points that can be contemplated and we must not forget that you can (and should) work with a level of customization that is totally targeted to your company.

Step #4: Start implementing your model

Now that the entire structure of your competency model is ready, the next step is to put it into practice!

To do this, we must remember a very important point I mentioned earlier: communication with your team.

Explain why the model was created, as well as the expectations with its results and how it should be used.

It is also important to warn that the document is subject to change and make it clear that the way it was structured was designed to encompass such changes.

In addition, you can also adopt more strategies to facilitate the implementation of your competency development model. Some of them are:

  • Make relationships with the objectives of the company as a whole, so you will be able to relate the individual competencies to the company’s goals;
  • Create a rewards scheme for those who successfully develop the competencies assigned to their role.

In sales this is relatively easier, since with a good commissioning plan the rewards will come to those who naturally stand out.

  • Develop a specific training and coaching system to work on the evolution of skills listed for each position;
  • Keep your competency development model clear and transparent to ensure that it will not go out of use to its full potential and that it will not be forgotten;
  • If you already have an onboarding template, put your competency development template as an attachment to it, ensuring new members know what it’s about in the first few days.

Finally, it is important to emphasize one last time that this model must be kept up to date and in constant evolution.

A competency development model, when well-structured and implemented in the teams’ routine, will be able to bring significant benefits in a short period of time.

 

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