Job Description: District Manager Division: Reports To: Department: Sales FLSA Status: Exempt Job Summary Sales WCB Director Salary Grade: Approved Date: D3/27/2007 Essential Functions Essential functions include, but are not limited to, the following: * Observes sales representatives in field in order to evaluate performance; coaches sales representatives using formal and informal feedback in order to motivate and develop 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. Supervisory/Field 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 * Develops and maintains relationships with buyers/account decision-makers to ensure customer satisfaction; attends promotional events as needed * Assists with sales and merchandising duties as needed in order to model appropriate behavior and to ensure completion of key objectives * 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 * Handles staffing, performance management, disciplinary responsibilities for sales representatives and merchandisers Administrative Duties * 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) * Basic understanding of financial management concepts/terminology (e.g., margins, mark-ups, profit, gross, net) * High School Diploma/GED * At least 21 years of age * Valid driver's license Minimum Qualifications * 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 computer literacy and basic knowledge of Microsoft Office (Word, Excel, and PowerPoint) * Intermediate knowledge of Microsoft Office (Word, Excel, and PowerPoint) * Completion of Monarch Beverage’s leadership development course Performance Management District Manager -WCB 18* Cell phone 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. Working Conditions 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. Physical Demands Supplementary Information Tools/Equipment * Palm Pilot * Hand truck * Company vehicle * Staple gun * Merchandising pole * Pallet jack * Drill * Wrench * Box knife * Dusters Performance Management District Manager -WCB 184 7.00% of base pay 3 5.00% of base pay 2 3.00% of base pay 1 1.00% of base pay N/A Date of Hire 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 Exceeds performance expectations Goes above and beyond, consistently exceeding expectations High performance behaviors 3 Exceeds some performance expectations Meets all basic requirements and exceeds some expectations High performance behaviors 2 Meets performance expectations Meets all basic requirements Average performance behaviors 1 Meets some performance expectations Meets some, but not all, expectations; needs improvement in quality/quantity of work Low performance behaviors Less than 1 Does not meet performance expectations Performs significantly below expectations; performance action required. Low performance behaviors 2007 Merit Increase Schedule Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations Employee Name Today’s Date Less than 1 Evaluator Review Period March–September Type of Evaluation: Goal Review Performance Management District Manager -WCB 18Competency 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 Rating Business Leadership—Communication 0.00 Competency Rating Business Leadership—Learning 0.00 Competency Rating Business Leadership—Planning & Organization 0.00 Competency Rating Business Leadership—Problem Solving & Decision Making 0.00 Competency Rating Interpersonal Leadership 0.00 Competency Rating Leadership Motivation 0.00 Competency Rating Revenue Focus 0.00 Competency Rating Self Leadership 0.00 0.00 Competency Rating Supervision & General Management—Managing Employees & Their Work 0.00 Competency Rating Supervision & General Management—Training & Development Performance Management District Manager -WCB 180.00 0.09 0.00 0.00 0.09 0.00 0.00 0.12 0.00 0.00 0.12 0.00 0.00 0.09 0.00 0.00 0.15 0.00 0.00 0.05 0.00 0.00 0.05 0.00 0.00 0.12 0.00 0.00 0.12 0.00 0.00 Rating X Weight = Weighted Competency Rating Business Leadership—Communication Business Leadership—Learning Business Leadership—Planning & Organization Business Leadership—Problem Solving & Decision Making Interpersonal Leadership Leadership Motivation Revenue Focus Supervision & General Management—Training & Development Total Rating (sum of weighted ratings) Self Leadership Supervision & General Management—Managing Employees & Their Work Performance Management District Manager -WCB 18Follow-Up Date Date Date 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 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 Manager Signature Performance Management District Manager -WCB 18Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. Follow-Up Date Date Date Career Development Goals Career Development Goal Action Plan 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 Manager Signature Performance Management District Manager -WCB 18Date of Hire Date Employee Signature Manager Signature Date Compensation Summary and Employee Acknowledgment Goal Review Bonus amount (if applicable) Employee Acknowledgment By signing this form, you confirm that you have discussed these changes with your manager. New base pay rate #N/A Merit increase dollar amount #N/A Type of Evaluation: Compensation Overview Current base pay rate Merit increase percentage #N/A Evaluator Review Period 0 March–September Employee Name Today’s Date 0 1/0/1900 Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 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. Presents information in a reasonably clear and logical manner; answers questions adequately; makes basic adjustments to presentation based on audience type and level. Presents information in an exceptionally clear and engaging manner; addresses questions with savvy; tailors presentation to the specific audience type and level. 0.18 0.00 2 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). 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). 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). 0.16 0.00 3 Lacks confidence in communications with other management members; gives up easily when confronted with opposition or conflict. Displays confidence when communicating with other management members; eventually gains acceptance/support for ideas, but may require encouragement. Displays exceptional leadership and confidence when communicating with other management members; persists in gaining commitment from others, even when initially met with opposition. 0.16 0.00 4 Withholds information or does not adequately communicate with other departments as needed; creates teamwork challenges between departments due to lack of communication. Communicates information to other departments as required, resulting in necessary teamwork. Displays extra effort to proactively share information with other departments so as to enhance teamwork and improve interdepartmental relationships. 0.17 0.00 5 Does not pay attention to what others are saying; does not ensure own or others’ understanding. Pays attention to what others are saying; asks for clarification when needed. Actively listens to what others are saying; asks for clarification when needed; summarizes main points to ensure own and others’ understanding. 0.16 0.00 6 Communicates in writing in an unclear manner; does not complete written documentation on time or makes errors when doing so. Communicates effectively through writing; completes written documentation in a timely and accurate manner. Communicates in writing in a succinct, logical, and clear manner; consistently completes written documentation with exemplary accuracy and timeliness. 0.17 0.00 Business Leadership—Communication Overall Rating 1.00 0.00 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. Business Leadership—Communication Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Applies little effort to learn something new about the job or industry. Accepts an opportunity to learn something new about the job or industry. Takes the initiative to learn about the job and industry by seeking out training courses and opportunities; utilizes suggested developmental activities. 0.20 0.00 2 Lacks knowledge about competitors, accounts, customers, market condition, territory conditions, product trends and staff. Demonstrates basic knowledge about competitors, accounts, customers, market condition, territory conditions, product trends and staff. Demonstrates exceptional knowledge about competitors, accounts, customers, market condition, territory conditions, product trends and staff. 0.20 0.00 3 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. Maintains some awareness of business metrics (e.g., market conditions, account standings); engages in basic analyses of reports and numerical data when required. 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. 0.20 0.00 4 Makes errors when entering/reviewing data or calculating numbers; struggles with Microsoft Excel and other computer-related tasks. Enters/reviews data or calculates numbers accurately; displays basic proficiency with Microsoft Excel and other computerrellate tasks. Enters/reviews data or calculates numbers with exceptional speed and accuracy; displays high levels of proficiency with Microsoft Excel and other computer-related tasks. 0.20 0.00 5 Does not utilize job-relevant data to create and perform business reviews, address seasonal programming, and make consultative or corporate/chain sales calls. Utilizes job-relevant data to create and perform business reviews, address seasonal programming, and make consultative or corporate/chain sales calls. Expertly uses job-relevant data on a frequent basis to create and perform business reviews, address seasonal programming, and make consultative or corporate/chain sales calls to high priority accounts. 0.20 0.00 Overall Rating 1.00 0.00 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. Business Leadership—Learning Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Approaches work tasks and objectives without clear plans in place; does not utilize planning tools to organize work. Plans work competently, for example, uses planning tools to schedule the most important tasks and objectives. Plans work very effectively, for example, maximizes planning tools to create and adhere to a detailed schedule/weekly manager report. 0.20 0.00 2 Addresses tasks/requests on a firstcoome first-serve basis without concern for priority level; assigns inappropriate priority levels to some tasks. Understands differences in priority levels of various tasks/requests; reshuffles tasks to address more urgent or important concerns. Prioritizes multiple tasks/requests based on a clear, accurate, and balanced understanding of demands; continuously reassesses priorities and strategically adjusts approach when needed. 0.20 0.00 3 Struggles to manage time; overemphasizes speed or quality without an appropriate balance; loses track of progress such that deadlines are missed or quality suffers. Manages time effectively; engages in analysis with an awareness of time limitations; monitors progress against targets to ensure that most critical deadlines are met with no visible loss in quality. Skillfully manages time despite competing demands and spends time where needed; balances careful analysis with timely execution; monitors progress against targets to ensure deadlines are met with no loss of quality. 0.20 0.00 4 Organizes resources (e.g., manpower) in an illogical way; turns to supervisor for assistance when resources are limited. Organizes resources (e.g., manpower) appropriately; offers realistic solutions when resources are limited. Consistently organizes resources (e.g., manpower) in an efficient and effective way; independently figures out ways to manage through resourcelimmite situations. 0.20 0.00 5 Loses track of information or details or gets too bogged down with details; loses sight of the broader perspective. Tracks information or details and understands how they relate to the broader perspective. Expertly handles appropriate information and details; knows when to focus on details and when to focus on the broader perspective. 0.20 0.00 Business Leadership—Planning & Organization Overall Rating 1.00 0.00 The degree to which one plans, prioritizes, manages, and organizes tasks, resources, and time in order to align work with overall goals. Business Leadership—Planning & Organization Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 “Goes through the motions” of handling problems without analyzing underlying causes or relevant factors; quickly turns to others for help in solving problems. Thinks through simple or commonlyoccuurrin problems with some assistance; asks basic questions to identify underlying causes or relevant factors. Analyzes problems by asking probing questions to identify and understand underlying causes and relevant factors; independently develops solutions for complex problems. 0.25 0.00 2 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. Listens to relevant viewpoints when problems involve multiple parties; ensures that all involved parties are satisfied with the problem resolution. 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. 0.25 0.00 3 Proposes solutions without considering alternatives; chooses the easiest solution without thinking about the impact. Considers alternative solutions and the corresponding short-term impact before making a decision. Demonstrates sound judgment and insight when evaluating alternatives and both the short-and long-term impact before making a decision. 0.25 0.00 4 Uses subjective or unconfirmed information, if any, to make a decision; makes decisions either too quickly or with too much hesitation. Takes time to gather information on which to base a decision; makes decisions without excessive time spent. Engages in an appropriate balance of information-gathering and timely decision-making; utilizes objective information and expertise to make decisions. 0.25 0.00 Business Leadership—Problem Solving & Decision Making Overall Rating 1.00 0.00 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. Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Struggles to build/maintain working relationships. Builds/maintains adequate working relationships. Successfully builds/maintains open and productive working relationships. 0.20 0.00 2 Shows disrespect or a lack of understanding for diversity in people and opinions; relates only to people who are very similar to self. Shows a general understanding of and respect for diversity in people and opinions; relates well to most people. Fosters a deep appreciation for diversity in people and opinions; relates well to people of all types and organizational levels. 0.20 0.00 3 Delays or ignores customer issues even after they have been escalated; does not meet standards of customer service. Responds to customer issues once they have been escalated; maintains standards of customer service. Proactively addresses customer issues before escalation; exceeds standards of customer service; follows up with customers to ensure complete satisfaction. 0.20 0.00 4 Struggles to persuade or negotiate; does not know when to concede, compromise, or remain firm. Persuades or negotiates with success despite being a bit too forceful (or weak). Persuades or negotiates with tact and ease; knows when to concede, compromise, or remain firm. 0.20 0.00 5 Develops inappropriate relationships with others (e.g., sales reps); gets too personal in social or supervisory situations. Maintains appropriate relationships with others (e.g., sales reps). Maintains appropriate relationships with others (e.g., sales reps); makes social and professional boundaries clear to others. 0.20 0.00 Interpersonal Leadership Overall Rating 1.00 0.00 Interpersonal Leadership The degree to which one interacts and works well with others in ways that serve interpersonal or situational needs. Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Sets easy goals for self; expects supervisor to dictate goals. Sets moderate goals for self; accepts a more difficult goal when asked. Sets very challenging goals for self under own accord. 0.20 0.00 2 Avoids opportunities to increase the variety or scope of work; prefers established processes even if inefficient. Accepts new challenges when asked; applies new ideas to existing processes when clear ways for improvement are present. Seeks out and enthusiastically tackles new challenges; generates innovative approaches to improve work processes. 0.20 0.00 3 Displays low energy/effort; refuses or complains about additional work or time. Displays adequate energy/effort; goes the extra mile (or hour) without complaining when asked. Displays tenacious energy/effort; willingly goes the extra mile (or hour) without complaining and without being asked. 0.20 0.00 4 Displays a negative attitude and a lack of confidence in his/her abilities; requires assistance when faced with criticism or setbacks. Maintains a positive attitude and a moderate degree of confidence in his/her abilities, although may get rattled by criticism or setbacks. Maintains an optimistic attitude and a high degree of confidence in his/her abilities even when faced with criticism or setbacks. 0.20 0.00 5 Does not always work to meet acceptable outcomes; expresses disinterest or a lack of responsibility in improving or growing the business. Works to achieve acceptable outcomes; pursues opportunities to improve or grow the business. Works diligently to achieve highquaalit outcomes; consistently seeks and pursues opportunities to improve or grow the business. 0.20 0.00 Leadership Motivation Overall Rating 1.00 0.00 Leadership Motivation The degree to which one displays initiative, energy, and hard work, and is motivated to reach high standards. Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Struggles to balance demands, resulting in low attention to execution; does not monitor sales reps’ activity and progress, which results in goals/standards not being met. Focuses on execution; attends to sales reps’ activity and progress to ensure goals/standards are met. Maintains focus on execution despite competing demands; inspects sales reps’ activity and progress in great detail to ensure goals/standards are met or surpassed. 0.20 0.00 2 Is unwilling to partner with reps to sell/work in order to increase revenue. Is willing to partner with reps to sell/work at times of extreme importance in order to increase revenue. Is willing to partner with reps to sell/work at all times in order to increase revenue. 0.20 0.00 3 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. Spends the necessary time in the field observing the market/competition; works with sales reps and/or covers surveys with suppliers when necessary. 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. 0.20 0.00 4 Does not follow the recommended sales process; does not use the appropriate tools and techniques. Engages in the recommended sales process, using appropriate tools and techniques. Models and promotes the recommended sales process, using appropriate tools and techniques in an exemplary manner. 0.20 0.00 5 Is upset by rejection and gives in to most refusals. Tolerates rejection well, but may not always be resilient to strong refusals. Overcomes rejection, displaying resiliency to even very strong refusals. 0.20 0.00 Overall Rating 1.00 0.00 Revenue Focus The degree to which one maintains awareness of sales-related goals and takes necessary and appropriate actions to increase revenue. Revenue Focus Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Makes choices based on what is personally rewarding, without regard for professionalism or integrity. Makes choices indicative of professionalism and integrity, even if an easier choice was available. Promotes professionalism and integrity through own actions as well as through guidance of others, even when inconvenient. 0.20 0.00 2 Repeatedly misses commitments and does not provide adequate notification or justification; is unreliable with respect to sales reps, customers, supervisor, and internal departments. Adheres to commitments and provides reasonable justification if unable to; is considered to be dependable by the sales reps, customers, supervisor, and internal departments. 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. 0.20 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 people with frustration and emotion; loses composure under stress. Tolerates difficult situations and people; demonstrates adequate patience and 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. 0.20 0.00 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. Engages in and promotes safe behavior; models the guidelines for safe and appropriate behavior in all situations even when inconvenient. 0.20 0.00 Overall Rating 1.00 0.00 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. Self Leadership Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Micromanages employees, does work on own when should be delegated, or delegates when inappropriate. Delegates and is involved in the work, but may struggle to know the best approach for each situation; provides a moderate amount of oversight on a consistent basis. Effectively balances delegation with own involvement based on the situation; adjusts the amount of oversight provided based on situational or employee needs. 0.25 0.00 2 Makes exceptions for certain employees (e.g., “friends”) in both formal/informal performance evaluation and disciplinary situations; holds employees to different and changing standards. Addresses formal/informal performance evaluation and disciplinary situations with fairness; provides basic information with respect to standards. Addresses formal/informal performance evaluation and disciplinary situations with consistency and fairness; holds all employees to the same standards and makes those standards known. 0.25 0.00 3 Does not attend to team’s motivational levels; does not push employees to aspire to higher goals; creates a negatively-charged competitive environment. Attempts to motivate team; encourages competition among employees. Effectively motivates team using a variety of tactics; successfully inspires positive competition among employees. 0.25 0.00 4 Does not exert self as a resource; allows team to go to other parties for guidance; does not display leadership qualities. Is a resource for the team when needed; displays leadership qualities. Ensures that the team views self as a resource and finds way in which to make significant contributions; displays leadership qualities on a consistent basis. 0.25 0.00 Overall Rating 1.00 0.00 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. Supervision & General Management—Managing Employees & Their Work Performance Management District Manager -WCB 18Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 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.” 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.” 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.” 0.20 0.00 2 Does not spend the necessary time with new sales reps in order to prepare them for the role. Spends an adequate amount of time with new sales reps in order to provide basic guidance for the role; makes him/her self available to respond to training needs as they arise. Spends extensive time with new sales reps in order to develop a strong foundation for the role; ensures that training objectives are learned; proactively identifies and follows up on training needs. 0.20 0.00 3 Does not provide adequate compliance training with respect to company or department policies and procedures. 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 4 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. Trains sales reps on the proper use of tools and equipment; corrects unsafe or improper use of tools/equipment when such behavior is encountered. 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. 0.20 0.00 5 Neglects to identify and groom high performers; provides no additional opportunities to take on advanced duties and/or roles. Identifies high performers and provides them with available opportunities for more advanced duties and/or roles; trains and develops sales reps that show potential for advancement. Identifies and creates a succession plan with short and long term goals for high performers; seeks out or creates opportunities for more advanced duties and/or roles; provides development opportunities that will prepare high performers for advancement. 0.20 0.00 Overall Rating 1.00 0.00 Supervision & General Management—Training & Development The degree to which one engages in leadership behaviors to train, develop, and coach employees. Supervision & General Management—Training & Development Performance Management District Manager -WCB 18