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Sample Resume - Sales Manager

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									Job Description: Sales Manager
Division: Department: Reports To: Job Summary Implements and manages objectives related to sales, marketing, strategic planning, and training/development for a particular Monarch Beverage division. Sets or negotiates distribution goals. Develops plans to achieve revenue/volume goals and forecasts activity based on understanding of market, territory, and competitor influences. Plans programming and coordinates with Area and Chain Managers to implement plans. Oversees the execution of plans to achieve internal and supplier goals within budget. Analyzes sales results with respect to division goals. Builds and maintains relationships with suppliers and retailers. Partners with, observes, coaches, and ensures training of management staff. Communicates effectively with senior management (e.g., VP of Sales, GM, CEO). Surveys store and market conditions to ensure adherence to standards and to monitor market/territory. May have responsibility for on-premise, off-premise grocery beer/wine, liquor, fine wine, or southern territory divisions. Upon hire, must obtain a sales permit and complete TIPS Certification. Must be able to pass pre-hire drug screen, credit check, driving record review, and criminal background check. Sales Sales Vice President of Sales Salary Grade: FLSA Status: Approved Date: E Exempt 3/27/2007

Essential Functions
Essential functions include, but are not limited to, the following: Supplier/Programming Duties * Plans programming based on product priorities and supplier campaigns; determines execution strategies; confers with Area Manager and Chain Manager on execution * Negotiates marketing programs (e.g., pricing, incentives, advertisements) with suppliers or chains to increase movement of products to customers * Sets (or negotiates with supplier if applicable) monthly distribution goals for team * Builds and maintains effective working relationships with suppliers Financial Duties * Develops and monitors budgets (e.g., advertising); confers with suppliers when needed; determines plans for fund allocation * Reviews financial statements to determine budgetary adherence and overall profitability * Tracks and monitors incentives and pricing/promotions results Field/Management Duties * Provides leadership to management staff, sales reps, merchandisers, and/or draft technicians; drives key goals (e.g., volume, revenue, display execution, etc.) * Participates in ―ride-withs‖ in order to observe and evaluate Area Manager, District Manager, and/or Chain Manager performance; models appropriate activity and provides informal coaching * Identifies staff training needs; initiates and plans for provision of training * Builds and maintains relationships with key retailers and other marketplace personnel in order to ensure customer satisfaction and to maintain awareness of marketplace conditions * Manages staffing/personnel issues (e.g., hiring, promotions, terminations, discipline); partners with VP of Sales, HR, or hiring manager where appropriate * Participates in surveys to evaluate conditions of establishment and sales activity; assists with planning and preparation for supplier surveys Administrative Duties * Analyzes reports (e.g., sales, distribution, profitability) in order to evaluate progress and potential; compiles results for reporting purposes * Forecasts future activity by brand using quantitative data and understanding of market trends * Coordinates pricing/program information with suppliers and Purchasing Department (Wine division) * Completes required paperwork (e.g., Weekly Management Reports) * Resolves personnel, retailer, and supplier problems and requests

Minimum Qualifications
* High School Diploma/GED * At least 21 years of age * Valid driver's license * 4 years of sales experience * 2 years of management experience

Performance Management

Sales Manager 8/10/2008

Preferred Qualifications
* Bachelor’s degree from a four-year college or university and/or 7 years of sales experience in the alcohol industry, with 5 of the 7 years in a managerial position * 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) * Ability to read, write, speak, and comprehend English language for detailed documents and conversations * Basic computer literacy * Intermediate knowledge of Microsoft Office (Word, Excel, and PowerPoint)

Supplementary Information
Tools/Equipment * Palm Pilot * Computer * Cell phone 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, 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. 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 evening hours to accommodate customer needs or special events. The noise level in customer environments may range from moderate to loud.

Performance Management

Sales Manager 8/10/2008

Performance Evaluation: Sales 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
Semi-Annual Bonus Payout 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

5.00% of base pay 4.00% of base pay 2.50% of base pay 1.00% of base pay N/A

Employee Name

Today’s Date

Date of Hire

Evaluator

Review Date

Performance Management

Sales Manager 8/10/2008

Goal Review—March & September
Work with the employee to develop agreed-upon goals the coming half or full year. At the semi-annual evaluation, review the goals, note the results and add other comments, and assign a rating for each. Goals
Company Goal:
Rating Weight Weighted Rating

1

Results/Comments:

0.00
Department Goal:

2

Results/Comments:

0.00
Individual Goal:

3

Results/Comments:

0.00
Individual Goal:

4

Results/Comments:

0.00
Individual Goal:

5

Results/Comments:

Overall Rating

0.00 0.00

Performance Management

Sales Manager 8/10/2008

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

Performance Management

Sales Manager 8/10/2008

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—Planning and Organization Competency Business Leadership—Problem Solving and Decision Making Competency Business Leadership—Learning Competency Business Leadership—Communication Competency Self Leadership Competency Senior Management Competency Interpersonal Leadership Competency Leadership Motivation—Initiative and Achievement Competency Leadership Motivation—Persistence and Resilience 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

Performance Management

Sales Manager 8/10/2008

Rating Competency Business Leadership—Planning and Organization Business Leadership—Problem Solving and Decision Making Business Leadership—Learning Business Leadership—Communication Self Leadership Senior Management Interpersonal Leadership Leadership Motivation—Initiative and Achievement Leadership Motivation—Persistence and Resilience 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

X Weight = Weighted Ratin 0.20 0.15 0.05 0.15 0.10 0.05 0.10 0.10 0.10 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)

Performance Management

Sales Manager 8/10/2008

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

Sales Manager 8/10/2008

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

Sales Manager 8/10/2008

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 percentage (if applicable) Bonus amount (if applicable)

#N/A #N/A #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

Sales Manager 8/10/2008

Business Leadership—Planning and 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 Does a poor job of planning work; for example, articulates objectives poorly, organizes tasks illogically, misjudges resource requirements, or fails to include contingency plans. Does an insufficient job of monitoring work progress and/or quality, with the result that important objectives are not met. Average Performance Behaviors 2 Plans work competently; for example, articulates the most important objectives and tasks, develops a realistic timeline, and secures resources. High Performance Behaviors 3 4 Plans work very effectively; for example, establishes clear objectives, structures all key activities in a logical manner, accurately estimates time and resource requirements, and includes contingency plans. Monitors work progress and quality against targets; remains focused on strategic objectives and adjusts plans as necessary to ensure that all objectives are met. Comments Score Weight 0.40 Total Score

1

0.00

2

Monitors the most important aspects of work progress and quality; keeps sight of strategic objectives most of the time and makes adjustments as needed to facilitate the work.

0.15

0.00

3

Assigns inappropriate priority levels to some tasks or fails to re-shuffle priorities when there is a need to do so. Does not handle details well; either loses track of important details or gets so bogged down in details that he/she loses sight of the broad perspective.

Uses time efficiently and productively for Uses time very efficiently and the most part; prioritizes tasks and reproductively; prioritizes multiple tasks, shuffles priorities when the need arises. continuously re-assesses priorities, and updates plans as needed. Handles details well; is able to keep track of details and detects small errors without getting bogged down or losing sight of the broad perspective. Handles details expertly; follows a structured process to track details and detect problems; effectively balances detail orientation within a broad perspective.

0.30

0.00
0.15

4

0.00

Business Leadership—Planning and Organization

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008

Business Leadership—Problem Solving and Decision Making
The degree to which one addresses and analyzes problem situations and makes sound decisions based on appropriate consideration of relevant information. Behavior # Average Performance Behaviors 2 Anticipates or recognizes a simple or commonly-occurring problem; understands all underlying causes of a straightforward problem or understands some underlying causes of a complex problem. Proposes a solution without carefully Considers several possible solutions; considering possible alternatives; carefully assesses strengths and rushes into a choice based on the weaknesses of one high-quality solution; solution that was most immediately provides a basic evaluation of the available accessible. alternatives. Low Performance Behaviors 0 1 Recognizes a routine or simple problem once it occurs; fails to consider or accurately identify the underlying causes of a problem. High Performance Behaviors 3 4 Anticipates or recognizes a complex problem; accurately determines underlying causes of a complex problem. Comments Score Weight 0.20 Total Score

1

0.00

2

Develops several high-quality solutions and assesses the strengths and weaknesses of each alternative; uses sound thought processes and relevant experiences to evaluate available alternatives.

0.20

0.00

3

Requires considerable time and structure to make a decision. Uses unconfirmed information to make a decision; relies heavily on instinct or ―gut feelings‖ too frequently without searching for facts upon which to base a decision.

Makes a good decision in a timely matter, given a structured or straightforward situation. Uses appropriate, objective information to make an informed decision.

4

Makes the optimal choice in a timely matter, even though the situation was ambiguous or complicated. Uses objective information and leverages expertise and one’s understanding of relevant influences and trends to make an informed and insightful decision.

0.20

0.00

0.40

0.00

Business Leadership—Problem Solving and Decision Making

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008

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 increase own new about the job or industry. something new about the job or industry. knowledge about the job and industry. Demonstrates job or industry knowledge that falls short of others' needs or expectations (i.e., does not provide internal and/or external customers adequate information). Demonstrates job or industry knowledge consistent with others' expectations (i.e., provides internal and/or external customers with adequate information). Demonstrates job or industry knowledge above and beyond others' expectations (i.e., anticipates the needs of internal and/or external customers and provides all of the necessary information). Demonstrates keen insight and deep understanding of the potential business impact of an external event. Formulates highly accurate and specific conclusions from reports and analyses. Performs numerical calculations with exceptional speed and accuracy; possesses above-average Microsoft Excel skills. Comments Score Weight 0.10 Total Score

1

0.00

0.10

2

0.00

3

Demonstrates limited understanding Demonstrates a basic understanding of of the potential business impact of an the potential business impact of an external event. external event. At times, formulates questionable or Formulates appropriate conclusions from incomplete conclusions from reports reports and analyses. and analyses. Performs numerical calculations Performs numerical calculations accurately slowly or with errors; possesses below- most of the time; possesses adequate average Microsoft Excel skills. Microsoft Excel skills.

0.15

0.00
0.40

4

0.00

0.25

5

0.00

Business Leadership—Learning

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008

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 Average Performance Behaviors High Performance Behaviors 0 1 2 3 4 Presents information in an ambiguous Presents information in a reasonably clear Presents information in an or difficult-to-follow manner; and logical manner; adjusts the message to exceptionally clear and engaging way; disregards the level of the audience. the level of the audience. precisely tailors message to the level of the audience. Fails to keep others appropriately Does an adequate job of keeping others Proactively keeps others informed; informed or impedes the exchange of informed; facilitates the exchange of facilitates and models an open and information between individuals or information among individuals or groups. honest exchange of information groups. among individuals or groups. Struggles to communicate with certain Communicates effectively to a variety of audiences; restricts communications audiences, both internally and externally. to familiar and comfortable audiences. Is able to engage, meaningfully inform, and inspire internal and external audiences at all organizational levels. Fails to communicate with Communicates effectively; eventually gains Communicates effectively and confidence; gives up easily when acceptance and support for his/her ideas. confidently; persists in gaining strong communicating with individuals who support and commitment from disagree with his/her position. others, even when initially met with opposition. Comments Score Weight 0.20 Total Score

1

0.00
0.20

2

0.00
0.30

3

0.00
0.30

4

0.00

Business Leadership—Communication

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008

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 whether the choice is an ethical one. Acts without objectivity; for example, makes an automatic or emotional choice based on his/her own beliefs. Behaves unprofessionally. Fails to meet commitments on a repetitive basis. Average Performance Behaviors High Performance Behaviors 2 3 4 Chooses the most ethical course of action; Chooses the most ethical course of no personal sacrifice is necessary in order action, even when it may require to do the right thing. personal sacrifice to do so. Acts in accordance with his/her own beliefs, but also considers other points of view objectively and with an open mind. Behavior is reasonably professional. Upholds the highest standards of professional behavior. Meets commitments as long as doing so is Meets commitments even when doing within reason and does not require so demands extraordinary effort. additional effort. Acts in accordance with his/her own beliefs, but also expresses respect for other points of view. Comments Score Weight 0.50 Total Score

1

0.00
0.15

2 3 4

0.00
0.15 0.20

0.00 0.00 0.00

Self Leadership

Overall Rating

1.00

Performance Management

Sales Manager 8/10/2008

Senior Management
The degree to which one engages in appropriate behaviors to lead a managerial workforce and the activity of one’s unit/department. Behavior # Low Performance Behaviors 0 1 Makes no connection between expenditures and work goals; fails to monitor spending relative to budget limits. Average Performance Behaviors 2 Aligns some expenditures to work goals; tracks spending relative to budget limits. High Performance Behaviors 3 4 Connects each expenditure to a relevant work goal; consistently monitors spending relative to budget limits and deals effectively with overages. Ensures challenging goals and exceptional standards of performance are set to consistently enhance the performance and capabilities of self and others. Carefully monitors the progress of his/her staff and quickly and optimally redirects efforts when goals are not met, obstacles are encountered, or goals change. Comments Score Weight 0.10 Total Score

1

0.00
0.20

2

Establishes readily achievable goals Ensures reasonable goals and high and standards of performance for self standards of performance are set for self and others. and others.

0.00
0.35

3

Pays inconsistent attention to the progress of his/her staff and misses opportunities to redirect efforts when goals are not met, obstacles are encountered, or goals change.

Typically monitors progress of his/her staff and redirects efforts when goals are not met, obstacles are encountered, or goals change.

0.00

4

Sometimes misses opportunities to clarify and/or does not understand the long-term or broader impact of events and actions on the business.

Strives to clarify the impact of major events and actions on the business.

Conveys a clear, insightful, and thorough understanding of the impact of events and actions on the business.

0.35

0.00

Senior Management

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008

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 Does not convey ideas with enthusiasm; lacks energy in interactions with others. Struggles to persuade or negotiate; does not know when to concede, compromise, or remain firm. Is unable to gain others' trust and has difficulty building and/or maintaining work relationships. Average Performance Behaviors 2 Presents his/her ideas with enthusiasm, but does not generate similar excitement among others. Persuades or negotiates with success most of the time, despite being a bit too forceful (or weak). Is moderately effective and successful in gaining others' trust and at building and/or maintaining work relationships. High Performance Behaviors 3 4 Generates excitement for his/her ideas that mobilizes others to achieve the desired results. Persuades or negotiates with tact and ease; knows when to concede, compromise, or remain firm. Is completely effective and successful in gaining others' complete trust and can easily build and/or maintain work relationships. Is proactive in handling potential customer complaints and takes ownership over solving problems before they are escalated, which results in strong, collaborative customer relationships. Consistently searches for ways to improve customer service and places the highest priority on meeting customer needs. Comments Score Weight 0.20 Total Score

1 2

0.00 0.00

0.15

0.15

3

0.00
0.40

4

Delays or ignores customer complaints even after they have been escalated, which may jeopardize customer relationships.

Responds to customer complaints once they have been escalated and involves other departments as necessary in order to maintain solid customer relationships.

0.00

5

Often fails to meet customer service standards and does not value the importance of meeting customer needs.

Maintains standards for customer service and understands the importance of meeting customer needs.

0.10

0.00

Interpersonal Leadership

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008

Leadership Motivation—Initiative and Achievement
The degree to which one displays confidence and motivation and is driven to excel. Behavior # Low Performance Behaviors 0 1 Sets easy goals for him/herself, or only pursues a difficult goal when someone else imposes it upon him/her. Does not display an interest in producing high quality work. Expresses disinterest in seeking opportunities to improve or grow the business. Prefers established ways of doing things; does not attempt to improve work processes. Avoids opportunities to increase the variety and scope of work. Procrastinates when faced with new work. Displays a lack of confidence in his/her abilities. Avoids taking a stand in defense of his/her principles and viewpoint. Average Performance Behaviors 2 Sets fairly challenging goals for him/herself. High Performance Behaviors 3 4 Sets very challenging goals for him/herself. Comments Score Weight 0.20 Total Score

1

0.00
0.10

2 3 4 5 6 7 8

Finds satisfaction in producing high quality work. Occasionally seeks opportunities to improve or grow the business. Occasionally applies original ideas to improve existing work processes.

Demonstrates tremendous satisfaction and pride in producing high quality work. Consistently seeks out opportunities to improve and grow the business.

0.00
0.15

0.00 0.00

Generates original, innovative approaches to improve work processes or performance on tasks and problems. Accepts new challenges at work when it is Seeks out and volunteers for new suggested by someone else. assignments or challenges. Takes on challenges with little hesitation. Enthusiastically tackles new challenges. Maintains a moderate degree of Maintains a high degree of confidence confidence in his/her abilities, even when in his/her abilities, even when facing facing criticism or setbacks. criticism or setbacks. Tries hard to defend his/her principles Confidently and effectively defends and viewpoint when faced with his/her principles and viewpoint opposition. under very difficult circumstances.

0.10

0.10 0.10 0.10

0.00 0.00 0.00 0.00 0.00

0.15

Leadership Motivation—Initiative and Achievement

Overall Rating

1.00

Performance Management

Sales Manager 8/10/2008

Leadership Motivation—Persistence and Resilience
The degree to which one remains optimistic and calm and continues to exert effort in the face of challenges or heavy workload. Behavior # Low Performance Behaviors 0 1 Gives up easily when faced with obstacles or setbacks. Average Performance Behaviors High Performance Behaviors 2 3 4 Expends extra effort and does not give up Tenaciously persists and increases when faced with obstacles or setbacks. effort to complete work, despite difficult obstacles or setbacks. Loses focus and drive when working Remains fairly focused and driven when Dedicates tremendous focus and drive on difficult projects or assignments. working on a difficult project or to difficult projects or assignments. assignment. Quickly becomes cynical or loses Maintains a largely positive attitude despite Maintains a strong positive attitude hope of success in a difficult situation. challenging circumstances. despite very difficult circumstances. Is unable to function effectively when Takes a mostly calm and constructive faced with stressful situations; approach to stressful circumstances; tries outwardly displays frustration. to make the best of bad situations. Takes a completely calm and constructive approach to stressful circumstances; achieves great results despite bad situations. Comments Score Weight 0.20 Total Score

1 2 3 4

0.00 0.00 0.00 0.00

0.20

0.30

0.30

Leadership Motivation—Persistence and Resilience

Overall Rating

1.00

0.00

Performance Management

Sales Manager 8/10/2008


								
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