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This article describes a project which
involves a very different approach of improving sales performance--an
approach that used survey data as its focus rather than a traditional
training program. In addition, this approach differed in that it
focused on the sales force as an entity rather than on improving
individual sales skills.
The approach used with the sales force
of a small division of a multi-national firm involved the authors as
consultant and utilized Sterling Institute's Management Practices
Survey. Although we believe that sales training is necessary and
appropriate, our concern is that the environment within which the new
skills are to be utilized is often disregarded. All too frequently,
the environment is such that there can be no change in behavior no
matter how good the training. In this case, our assumption was that
the sales staff knew how to sell, but that they were being hindered by
organizational constraints. As a result we designed our intervention
to address these organizational issues. The project demonstrates that:
1) Skills training is not the only way
to bring about change in the performance of a sales force.
2) It is possible to measure change, if
appropriate pre- and post-tests are used.
3) If change is to be made, management
must be committed and involved.
4) Instrumentation can contribute
to change, if it is used as a vehicle to identify potential
improvement opportunities and action steps, not as a vehicle to punish
employees.
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