Sample Resume - District Manager

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					Job Description: District Manager
Division: Department: Reports To: Job Summary Leads team of sales representatives in selling and merchandising beverage products and developing accounts. Trains and coaches sales reps through joint field work to ensure skill development and goal achievement. Assists retailers with requests or concerns in order to provide superior customer service and maintain relationships. Tracks and analyzes data to monitor team progress and to aid goal-setting, profit calculation, and understanding of marketplace activity. Will have responsibility for on-premise, off-premise grocery beer, liquor, and/or fine wine divisions. Upon hire, must obtain a sales permit and complete TIPS Certification. External hires must be able to pass prehire drug screen, credit check, driving record check, and criminal background check. Sales Sales WCB Director Salary Grade: FLSA Status: Approved Date: D Exempt 3/27/2007

Essential Functions
Essential functions include, but are not limited to, the following: Supervisory/Field Duties * Observes sales representatives in field in order to evaluate performance; coaches sales representatives using formal and informal feedback in order to motivate and develop * Trains sales representatives on the use of appropriate tools, approaches, and processes * Visits accounts to survey conditions, ensure adherence to standards, and maintain awareness of market/district conditions and activity * Assists with sales and merchandising duties as needed in order to model appropriate behavior and to ensure completion of key objectives * Develops and maintains relationships with buyers/account decision-makers to ensure customer satisfaction; attends promotional events as needed * Handles staffing, performance management, disciplinary responsibilities for sales representatives and merchandisers Administrative Duties * Sets monthly goals with sales representatives; completes management reports and development plans to monitor sales representative development and goal completion; oversees sales representative plans and paperwork * Enters data into computer spreadsheets to track activity and pay (e.g., incentives); creates spreadsheets to monitor information as needed * Reviews and analyzes numerical data to evaluate distribution and profitability and to forecast activity * Conducts weekly team meetings to address scheduling, market developments, procedures, responsibilities, training topics, and successes * Resolves personnel, consumer, retailer, and supplier problems and requests; processes other special field requests (e.g., samples, charity donations)

Minimum Qualifications
* High School Diploma/GED * At least 21 years of age * Valid driver's license * Basic computer literacy and basic knowledge of Microsoft Office (Word, Excel, and PowerPoint) * At least 2 year of sales experience, with exposure to seasonal fluctuations in beverage industry and mastery of internal systems, procedures, and tools

Preferred Qualifications
* Bachelor’s degree from a four-year college or university * 3 years of sales experience in beverage industry with exposure to a high-profile territory * Ability to compute basic math (addition, subtraction, multiplication, division, percentages) * Basic understanding of financial management concepts/terminology (e.g., margins, mark-ups, profit, gross, net) * Intermediate knowledge of Microsoft Office (Word, Excel, and PowerPoint) * Completion of Monarch Beverage’s leadership development course

Performance Management

District Manager - WCB 18

Supplementary Information
Tools/Equipment * Palm Pilot * Hand truck * Staple gun * Drill * Box knife * Pallet jack Physical Demands While performing duties of this job, the employee is occasionally required to lift and/or move an average of 50 lbs. and up to 160 lbs, with or without a dolly. The employee is regularly required to drive to account locations and stand, walk, reach, climb, bend, twist, squat, crouch, and grasp with hands/fingers. Working Conditions While performing the duties of this job, the employee is occasionally required to work in diverse establishments where alcohol is sold/consumed and where cigarette smoke may be present. The employee is required to spend time in a vehicle traveling to account locations (varies based on division), in varying weather and traffic conditions. The employee may be required to work flexible hours, including evening, weekends, and/or holidays in order to accommodate customer needs or special events. The noise level in customer environments may range from moderate to loud. The employee may also work in confined spaces and commercial coolers on a regular basis. * Cell phone * Company vehicle * Merchandising pole * Wrench * Dusters

Performance Management

District Manager - WCB 18

Performance Evaluation: District Manager
Evaluation Guidelines Performance management is a continual process designed to foster communication between managers and employees. Managers are encouraged to discuss specific accomplishments and areas that require improvement on an ongoing basis. Performance management includes goal setting, coaching and feedback, recognition, performance improvement and discipline, and performance evaluation. One month prior to this review, ask the employee to complete this form to detail how well he or she has met his or her objectives for this review period. Ask the employee to be prepared to discuss his or her achievements, accomplishments, responsibilities, and future goals—and how those goals will affect department objectives as well as corporate objectives.

Definition of Performance Ratings 4 3 2 Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations

      

Goes above and beyond, consistently exceeding expectations High performance behaviors Meets all basic requirements and exceeds some expectations High performance behaviors Meets all basic requirements Average performance behaviors

1 Less than 1

Meets some, but not all, expectations; needs improvement in quality/quantity of work

 Low performance behaviors  Performs significantly below expectations; performance action required.  Low performance behaviors
2007 Merit Increase Schedule

4 3 2 1 Less than 1

Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations

7.00% of base pay 5.00% of base pay 3.00% of base pay 1.00% of base pay N/A

Employee Name

Today’s Date

Date of Hire

Evaluator

Review Period
March–September

Type of Evaluation:

Goal Review

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District Manager - WCB 18

Competency Review—September
Complete this section based on your direct observations and knowledge of this employee’s performance compared to the target behaviors for each job competency. In the comment sections, use specific examples to support or illustrate your rating. Comments must be given for all competencies. Competency Business Leadership—Communication Competency Business Leadership—Learning Competency Business Leadership—Planning & Organization Competency Business Leadership—Problem Solving & Decision Making Competency Interpersonal Leadership Competency Leadership Motivation Competency Revenue Focus Competency Self Leadership Competency Supervision & General Management—Managing Employees & Their Work Competency Supervision & General Management—Training & Development Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00 Rating 0.00

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District Manager - WCB 18

Rating Competency Business Leadership—Communication Business Leadership—Learning Business Leadership—Planning & Organization Business Leadership—Problem Solving & Decision Making Interpersonal Leadership Leadership Motivation Revenue Focus Self Leadership Supervision & General Management—Managing Employees & Their Work Supervision & General Management—Training & Development 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

X Weight = Weighted Ratin 0.09 0.09 0.12 0.12 0.09 0.15 0.05 0.05 0.12 0.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Total Rating (sum of weighted ratings)

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District Manager - WCB 18

Performance Improvement Plan (any areas scoring a 1 or below)
If an employee receives scores of 1 or below in any competency, discuss specific areas for performance improvement and arrive at mutually agreed-upon action plans/goals for the coming performance period. Action Plan/Goal Follow-Up Date

Employee Acknowledgment
By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation.

Employee Signature

Date

Manager Signature

Date

Performance Management

District Manager - WCB 18

Career Development Goals
Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. Career Development Goal Action Plan Follow-Up Date

Employee Acknowledgment
By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation.

Employee Signature

Date

Manager Signature

Date

Performance Management

District Manager - WCB 18

Compensation Summary and Employee Acknowledgment
Employee Name
0

Today’s Date
1/0/1900

Date of Hire

Evaluator
0

Review Period
March–September Goal Review

Type of Evaluation:

Compensation Overview
Current base pay rate Merit increase percentage Merit increase dollar amount New base pay rate Bonus amount (if applicable)

#N/A #N/A #N/A

Employee Acknowledgment
By signing this form, you confirm that you have discussed these changes with your manager.

Employee Signature Manager Signature

Date Date

Performance Management

District Manager - WCB 18

Business Leadership—Communication
The degree to which one is able to adequately present information, convey and receive messages, and maintain open exchanges of information through speech and writing. Behavior # Low Performance Behaviors 0 1 Presents information in an illogical or difficult-to-follow manner; does not respond appropriately to questions; disregards the type or level of the audience. Does not communicate well with sales reps; is often inaccessible for important communications (e.g., does not answer cell phone or does not keep phone turned on, is slow to respond to voicemails and emails). High Performance Behaviors 3 4 Presents information in an exceptionally clear and engaging manner; addresses questions with savvy; tailors presentation to the specific audience type and level. Proactively communicates with sales reps by using effective strategies to address issues before they are escalated; is always accessible for open and frequent communication (e.g., answers cell phone whenever possible, quickly responds to voicemails and emails). Lacks confidence in communications Displays confidence when communicating Displays exceptional leadership and with other management members; with other management members; confidence when communicating with gives up easily when confronted with eventually gains acceptance/support for other management members; persists opposition or conflict. ideas, but may require encouragement. in gaining commitment from others, even when initially met with opposition. Withholds information or does not Communicates information to other Displays extra effort to proactively adequately communicate with other departments as required, resulting in share information with other departments as needed; creates necessary teamwork. departments so as to enhance teamwork challenges between teamwork and improve departments due to lack of interdepartmental relationships. communication. Does not pay attention to what others Pays attention to what others are saying; Actively listens to what others are are saying; does not ensure own or asks for clarification when needed. saying; asks for clarification when others’ understanding. needed; summarizes main points to ensure own and others’ understanding. Communicates in writing in an Communicates effectively through writing; Communicates in writing in a unclear manner; does not complete completes written documentation in a succinct, logical, and clear manner; written documentation on time or timely and accurate manner. consistently completes written makes errors when doing so. documentation with exemplary accuracy and timeliness. Average Performance Behaviors 2 Presents information in a reasonably clear and logical manner; answers questions adequately; makes basic adjustments to presentation based on audience type and level. Communicates effectively with sales reps; is accessible for regular communication (e.g., keeps cell phone turned on, responds to voicemails and emails within a reasonable time period). Comments Score Weight 0.18 Total Score

1

0.00
0.16

2

0.00

0.16

3

0.00

0.17

4

0.00

0.16

5

0.00
0.17

6

0.00

Business Leadership—Communication

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Business Leadership—Learning
The degree to which one engages in self-development, learns and utilizes job-relevant information, and uses tools to manage information or data. Behavior # Low Performance Behaviors Average Performance Behaviors High Performance Behaviors 0 1 2 3 4 Applies little effort to learn something Accepts an opportunity to learn Takes the initiative to learn about the new about the job or industry. something new about the job or industry. job and industry by seeking out training courses and opportunities; utilizes suggested developmental activities. Lacks knowledge about competitors, Demonstrates basic knowledge about Demonstrates exceptional knowledge accounts, customers, market competitors, accounts, customers, market about competitors, accounts, condition, territory conditions, condition, territory conditions, product customers, market condition, territory product trends and staff. trends and staff. conditions, product trends and staff. Comments Score Weight 0.20 Total Score

1

0.00

2

0.00
0.20 0.20

3

4

5

Lacks awareness of business metrics (e.g., market conditions, account standings); does not analyze reports or numerical data on a regular basis or makes questionable conclusions when doing so. Makes errors when entering/reviewing data or calculating numbers; struggles with Microsoft Excel and other computer-related tasks. Does not utilize job-relevant data to create and perform business reviews, address seasonal programming, and make consultative or corporate/chain sales calls.

Maintains an accurate and sharp awareness of business metrics (e.g., market conditions, account standings); engages in frequent and detailed analyses of reports and numerical data. Enters/reviews data or calculates numbers Enters/reviews data or calculates accurately; displays basic proficiency with numbers with exceptional speed and Microsoft Excel and other computeraccuracy; displays high levels of related tasks. proficiency with Microsoft Excel and other computer-related tasks. Utilizes job-relevant data to create and Expertly uses job-relevant data on a perform business reviews, address frequent basis to create and perform seasonal programming, and make business reviews, address seasonal consultative or corporate/chain sales calls. programming, and make consultative or corporate/chain sales calls to high priority accounts.

Maintains some awareness of business metrics (e.g., market conditions, account standings); engages in basic analyses of reports and numerical data when required.

0.00

0.20

0.00
0.20

0.00

Business Leadership—Learning

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Business Leadership—Planning & Organization
The degree to which one plans, prioritizes, manages, and organizes tasks, resources, and time in order to align work with overall goals. Behavior # Low Performance Behaviors 0 1 Approaches work tasks and objectives without clear plans in place; does not utilize planning tools to organize work. Addresses tasks/requests on a firstcome, first-serve basis without concern for priority level; assigns inappropriate priority levels to some tasks. Struggles to manage time; overemphasizes speed or quality without an appropriate balance; loses track of progress such that deadlines are missed or quality suffers. Average Performance Behaviors High Performance Behaviors 2 3 4 Plans work competently, for example, uses Plans work very effectively, for planning tools to schedule the most example, maximizes planning tools to important tasks and objectives. create and adhere to a detailed schedule/weekly manager report. Understands differences in priority levels Prioritizes multiple tasks/requests of various tasks/requests; reshuffles tasks based on a clear, accurate, and to address more urgent or important balanced understanding of demands; concerns. continuously reassesses priorities and strategically adjusts approach when needed. Manages time effectively; engages in Skillfully manages time despite analysis with an awareness of time competing demands and spends time limitations; monitors progress against where needed; balances careful targets to ensure that most critical analysis with timely execution; deadlines are met with no visible loss in monitors progress against targets to quality. ensure deadlines are met with no loss of quality. Organizes resources (e.g., manpower) Consistently organizes resources (e.g., appropriately; offers realistic solutions manpower) in an efficient and when resources are limited. effective way; independently figures out ways to manage through resourcelimited situations. Tracks information or details and Expertly handles appropriate understands how they relate to the information and details; knows when broader perspective. to focus on details and when to focus on the broader perspective. Comments Score Weight 0.20 Total Score

1

0.00
0.20

2

0.00

0.20

3

0.00

4

Organizes resources (e.g., manpower) in an illogical way; turns to supervisor for assistance when resources are limited. Loses track of information or details or gets too bogged down with details; loses sight of the broader perspective.

0.20

0.00
0.20

5

0.00

Business Leadership—Planning & Organization

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Business Leadership—Problem Solving & Decision Making
The degree to which one addresses and analyzes problem situations and makes sound decisions based on appropriate consideration of relevant information. Behavior # Low Performance Behaviors 0 1 ―Goes through the motions‖ of handling problems without analyzing underlying causes or relevant factors; quickly turns to others for help in solving problems. Hears one side of a problem or does not invite other viewpoints when problems involve multiple parties; does not follow up to ensure that all involved parties are satisfied with the problem resolution. Proposes solutions without considering alternatives; chooses the easiest solution without thinking about the impact. Uses subjective or unconfirmed information, if any, to make a decision; makes decisions either too quickly or with too much hesitation. Average Performance Behaviors 2 Thinks through simple or commonlyoccurring problems with some assistance; asks basic questions to identify underlying causes or relevant factors. High Performance Behaviors 3 4 Analyzes problems by asking probing questions to identify and understand underlying causes and relevant factors; independently develops solutions for complex problems. Appropriately considers and weighs viewpoints when problems involve multiple parties; goes above and beyond the call of duty to ensure that all involved parties are satisfied with the problem resolution. Comments Score Weight 0.25 Total Score

1

0.00

2

Listens to relevant viewpoints when problems involve multiple parties; ensures that all involved parties are satisfied with the problem resolution.

0.25

0.00

3

4

Demonstrates sound judgment and insight when evaluating alternatives and both the short- and long-term impact before making a decision. Takes time to gather information on Engages in an appropriate balance of which to base a decision; makes decisions information-gathering and timely without excessive time spent. decision-making; utilizes objective information and expertise to make decisions.

Considers alternative solutions and the corresponding short-term impact before making a decision.

0.25

0.00
0.25

0.00

Business Leadership—Problem Solving & Decision Making

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Interpersonal Leadership
The degree to which one interacts and works well with others in ways that serve interpersonal or situational needs. Behavior # Low Performance Behaviors 0 1 Struggles to build/maintain working relationships. Average Performance Behaviors 2 Builds/maintains adequate working relationships. High Performance Behaviors 3 4 Successfully builds/maintains open and productive working relationships. Fosters a deep appreciation for diversity in people and opinions; relates well to people of all types and organizational levels. Comments Score Weight 0.20 Total Score

1

0.00

2

Shows disrespect or a lack of Shows a general understanding of and understanding for diversity in people respect for diversity in people and and opinions; relates only to people opinions; relates well to most people. who are very similar to self. Delays or ignores customer issues Responds to customer issues once they even after they have been escalated; have been escalated; maintains standards does not meet standards of customer of customer service. service.

0.20

0.00
0.20

3

4 5

Proactively addresses customer issues before escalation; exceeds standards of customer service; follows up with customers to ensure complete satisfaction. Struggles to persuade or negotiate; Persuades or negotiates with success Persuades or negotiates with tact and does not know when to concede, despite being a bit too forceful (or weak). ease; knows when to concede, compromise, or remain firm. compromise, or remain firm. Develops inappropriate relationships Maintains appropriate relationships with Maintains appropriate relationships with others (e.g., sales reps); gets too others (e.g., sales reps). with others (e.g., sales reps); makes personal in social or supervisory social and professional boundaries situations. clear to others.

0.00
0.20

0.00 0.00

0.20

Interpersonal Leadership

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Leadership Motivation
The degree to which one displays initiative, energy, and hard work, and is motivated to reach high standards. Behavior # Low Performance Behaviors 0 1 Sets easy goals for self; expects supervisor to dictate goals. Avoids opportunities to increase the variety or scope of work; prefers established processes even if inefficient. Displays low energy/effort; refuses or complains about additional work or time. High Performance Behaviors 3 4 Sets very challenging goals for self under own accord. Seeks out and enthusiastically tackles new challenges; generates innovative approaches to improve work processes. Displays tenacious energy/effort; willingly goes the extra mile (or hour) without complaining and without being asked. Displays a negative attitude and a lack Maintains a positive attitude and a Maintains an optimistic attitude and a of confidence in his/her abilities; moderate degree of confidence in his/her high degree of confidence in his/her requires assistance when faced with abilities, although may get rattled by abilities even when faced with criticism or setbacks. criticism or setbacks. criticism or setbacks. Does not always work to meet Works to achieve acceptable outcomes; Works diligently to achieve highacceptable outcomes; expresses pursues opportunities to improve or grow quality outcomes; consistently seeks disinterest or a lack of responsibility the business. and pursues opportunities to improve in improving or growing the business. or grow the business. Average Performance Behaviors 2 Sets moderate goals for self; accepts a more difficult goal when asked. Accepts new challenges when asked; applies new ideas to existing processes when clear ways for improvement are present. Displays adequate energy/effort; goes the extra mile (or hour) without complaining when asked. Comments Score Weight 0.20 0.20 Total Score

1 2

0.00 0.00

0.20

3

0.00
0.20

4

0.00
0.20

5

0.00

Leadership Motivation

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Revenue Focus
The degree to which one maintains awareness of sales-related goals and takes necessary and appropriate actions to increase revenue. Behavior # Low Performance Behaviors Average Performance Behaviors 0 1 2 Struggles to balance demands, Focuses on execution; attends to sales resulting in low attention to execution; reps’ activity and progress to ensure does not monitor sales reps’ activity goals/standards are met. and progress, which results in goals/standards not being met. Is unwilling to partner with reps to sell/work in order to increase revenue. Does not spend needed time in the field or does not utilize that time to understand the market/competition; does not spend adequate time working with sales reps and/or covering surveys with suppliers. Does not follow the recommended sales process; does not use the appropriate tools and techniques. Is upset by rejection and gives in to most refusals. Is willing to partner with reps to sell/work at times of extreme importance in order to increase revenue. Spends the necessary time in the field observing the market/competition; works with sales reps and/or covers surveys with suppliers when necessary. High Performance Behaviors 3 4 Maintains focus on execution despite competing demands; inspects sales reps’ activity and progress in great detail to ensure goals/standards are met or surpassed. Is willing to partner with reps to sell/work at all times in order to increase revenue. Efficiently spends time in the field proactively seeking information from the appropriate personnel in order to stay abreast of the market/competition; works with sales reps and/or covers surveys with suppliers on a frequent basis. Models and promotes the recommended sales process, using appropriate tools and techniques in an exemplary manner. Overcomes rejection, displaying resiliency to even very strong refusals. Comments Score Weight 0.20 Total Score

1

0.00

2

0.20

0.00

0.20

3

0.00

4 5

Engages in the recommended sales process, using appropriate tools and techniques. Tolerates rejection well, but may not always be resilient to strong refusals.

0.20

0.00
0.20

0.00 0.00

Revenue Focus

Overall Rating

1.00

Performance Management

District Manager - WCB 18

Self Leadership
The degree to which one displays a professional work ethic, can be relied upon to work safely and independently, and generally demonstrates control of behavior. Behavior # Low Performance Behaviors 0 1 Makes choices based on what is personally rewarding, without regard for professionalism or integrity. Repeatedly misses commitments and does not provide adequate notification or justification; is unreliable with respect to sales reps, customers, supervisor, and internal departments. Average Performance Behaviors 2 Makes choices indicative of professionalism and integrity, even if an easier choice was available. Adheres to commitments and provides reasonable justification if unable to; is considered to be dependable by the sales reps, customers, supervisor, and internal departments. High Performance Behaviors 3 4 Promotes professionalism and integrity through own actions as well as through guidance of others, even when inconvenient. Consistently adheres to commitments and ensures appropriate coverage if unable to; exceeds the sales reps’, customers’, supervisor’s, and internal departments’ expectations for dependability; follows up on issues when appropriate. Comments Score Weight 0.20 Total Score

1

0.00
0.20

2

0.00

3

Frequently turns to supervisor for assistance; does not appear comfortable with autonomy; makes excuses or shirks responsibility for team’s business.

Works independently, but may turn to supervisor for assistance in unusual circumstances; attempts to maintain responsibility for team’s business.

Works independently through even unusual circumstances; keeps supervisor informed but is otherwise autonomous; maintains complete responsibility for team’s business.

0.20

0.00

4

Reacts to difficult situations and Tolerates difficult situations and people; people with frustration and emotion; demonstrates adequate patience and loses composure under stress. emotion control under stress.

Effectively manages difficult situations and people with ease and composure; uses patience and emotion control to calm self and others under stress. Engages in and promotes safe behavior; models the guidelines for safe and appropriate behavior in all situations even when inconvenient.

0.20

0.00
0.20

5

Engages in unsafe behavior at times; acts contrary to guidelines for safe and appropriate behavior in certain situations.

Engages in safe behavior; adheres to guidelines for safe and appropriate behavior when convenient.

0.00

Self Leadership

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Supervision & General Management—Managing Employees & Their Work
The degree to which one engages in leadership behaviors to supervise and manage employees and their work activity. Behavior # Low Performance Behaviors Average Performance Behaviors 0 1 2 Micromanages employees, does work Delegates and is involved in the work, but on own when should be delegated, or may struggle to know the best approach delegates when inappropriate. for each situation; provides a moderate amount of oversight on a consistent basis. High Performance Behaviors 3 4 Effectively balances delegation with own involvement based on the situation; adjusts the amount of oversight provided based on situational or employee needs. Makes exceptions for certain Addresses formal/informal performance Addresses formal/informal employees (e.g., ―friends‖) in both evaluation and disciplinary situations with performance evaluation and formal/informal performance fairness; provides basic information with disciplinary situations with evaluation and disciplinary situations; respect to standards. consistency and fairness; holds all holds employees to different and employees to the same standards and changing standards. makes those standards known. Does not attend to team’s Attempts to motivate team; encourages Effectively motivates team using a motivational levels; does not push competition among employees. variety of tactics; successfully inspires employees to aspire to higher goals; positive competition among creates a negatively-charged employees. competitive environment. Does not exert self as a resource; Is a resource for the team when needed; Ensures that the team views self as a allows team to go to other parties for displays leadership qualities. resource and finds way in which to guidance; does not display leadership make significant contributions; qualities. displays leadership qualities on a consistent basis. Comments Score Weight 0.25 Total Score

1

0.00
0.25

2

0.00

0.25

3

0.00
0.25

4

0.00

Supervision & General Management—Managing Employees & Their Work

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18

Supervision & General Management—Training & Development
The degree to which one engages in leadership behaviors to train, develop, and coach employees. Behavior # Low Performance Behaviors 0 1 Neglects the training and development of sales reps (e.g., does not train reps to plan or recognize opportunities); does not coach to individual needs but provides general, minimal efforts; does not refer to the ―Steps To A Sales Call.‖ Does not spend the necessary time with new sales reps in order to prepare them for the role. Average Performance Behaviors 2 Trains and develops sales reps (e.g., trains reps to plan and recognize opportunities); provides coaching on a regular basis; ensures sales reps’ understanding of the ―Steps To A Sales Call.‖ High Performance Behaviors 3 4 Trains and develops sales reps (e.g., trains reps to plan and recognize/seize opportunities) by identifying individual strengths and needs; provides coaching on a frequent basis; ensures sales reps’ understanding and correct execution of the ―Steps To A Sales Call.‖ Spends an adequate amount of time with Spends extensive time with new sales new sales reps in order to provide basic reps in order to develop a strong guidance for the role; makes him/her self foundation for the role; ensures that available to respond to training needs as training objectives are learned; they arise. proactively identifies and follows up on training needs. Comments Score Weight 0.20 Total Score

1

0.00

0.20

2

0.00

3

Does not provide adequate compliance training with respect to company or department policies and procedures. Does not adequately train sales reps on the proper use of tools/equipment; allows sales reps to use tools/equipment in an unsafe or improper manner without consequences.

Provides basic compliance training with respect to company and department policies and procedures.

Provides comprehensive compliance training with respect to company and department policies and procedures and holds employees accountable.

0.20

0.00
0.20

4

Trains sales reps on the proper use of tools and equipment; corrects unsafe or improper use of tools/equipment when such behavior is encountered.

5

Neglects to identify and groom high performers; provides no additional opportunities to take on advanced duties and/or roles.

Trains and evaluates sales reps on the proper use of tools and equipment; fosters commitment to the safe and proper use of tools/equipment by modeling the expected behaviors, correcting improper behaviors, and enforcing consequences when necessary. Identifies high performers and provides Identifies and creates a succession them with available opportunities for plan with short and long term goals more advanced duties and/or roles; trains for high performers; seeks out or and develops sales reps that show creates opportunities for more potential for advancement. advanced duties and/or roles; provides development opportunities that will prepare high performers for advancement.

0.00

0.20

0.00

Supervision & General Management—Training & Development

Overall Rating

1.00

0.00

Performance Management

District Manager - WCB 18


				
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