A competency model is a description of skills, knowledge and behaviors needed to perform a job or set of jobs effectively. Given the rate at which business needs change, competency models are important because job descriptions and performance expectations can become quickly outdated. With competency models, job expectations can stay aligned with current job demands or adapted to meet anticipated future demands.

Also, the processes we use to select, assess, and develop our sales employees can remain current and adaptable with our changing business needs. We have chosen to focus on these specific sets of competencies:

* Functional Competencies – define what a person knows. Typically these competencies define one function from another. These competencies are often learned in school or taught on the job. They reflect the primary knowledge we are looking for when we hire and develop sales people.

* Leadership Attributes – define how a person behaves. Typically, these attributes define how a person applies their leadership skills. They reflect the personal leadership skills we are looking for when we hire and develop sales people. The expectation is that all levels will apply these attributes based on a person’s job expectations and responsibility level.

* Supervisory Competencies – define how a person behaves in a supervisory role. They describe the fundamental behaviours that are necessary to supervise and lead people.

Competencies are gained through a multitude of ways-life experience; formal education; apprenticeship; on-the-job experience; self-help programs; and, yes, training and development programs. All of these together contribute to job competence in a sales person. Ultimately, sales managers and sales people working together and assessing consistency of job performance (behaviors) over time determine overall “sales competence.”

When choosing training and development activities to help achieve competencies identified for your sales team, target competencies – not courses. Too many people say “send them on sales training” as opposed to really understanding the actual competencies that need to be addressed. Some sales competencies that might be considered include:

Functional Competencies
o Business Acumen
o Channel Partner Effectiveness
o Computer Skills
o Customer Focus
o End User Effectiveness
o Negotiation Skills
o Product Knowledge
o Selling Skills
o Strategic Sales Planning

Leadership Attributes
o Charts the Course
o Raises the Bar
o Energizes Others
o Resourcefully Innovates
o Lives company Values
o Delivers Results

Supervisory Competencies
o Business Plan Implementation
o Coaching Skills
o Developing People
o Leading and Influencing

Most sales training focuses on the functional competencies, since the leadership attributes and supervisory competencies are more appropriate at management levels. For more information about sales training please visit http://www.sales-training-consultants.co.uk

John Fowler
http://www.articlesbase.com/management-articles/competency-based-training-109963.html

Climbing the corporate ladder may prove to be a difficult task for many. If you’re aiming to get what you want from your job, you have to strategize, enhance your communication skills, and negotiate for it. That’s where using certain job negotiation tips can be a great help to your career.

Asking for what you want may seem fearsome to many people; but if you really wanted to be successful in your work, you’ve got to be more assertive and take a stand!

Your employer is bound to think that you’re contented with your work set-up and not offer anything to alter or improve it. If you’re discontented with the way things work, or if there are some benefits you’d like to have, it’s always best to talk openly with your employer.

Job Negotiation Tip For A Salary Increase

You know you’ve earned it and you deserve it. But does your boss know?

Before marching up to your boss and make demands, do some research. Find out if your current salary is within the range of similar positions at your level elsewhere. Make sure that the company is presently in a position to grant pay raises to its employees. There are some times in a year when a company is overflowing with funds—that would be the best time for you to ask.

Keep a sharp mind at all times. When your boss asks you why you deserve that raise, be sure to back it up with the evidence why. Build a tight case. Make sure he can’t say no. Be persuasive. Study the right words people use to get that raise surely. Model your proposal after the best raise-getting talks. Be confident, but not egotistical. Be aware of your strengths, but not be full of yourself. Never show that you feel like you’re better than anyone else. Truly great people are humble.

To know if you’re worth the raise, you should assess your own performance at work and how you’ve helped the company. Analyze if you have any skills that could be useful or if the skills you possess has been beneficial to your company .

All the information you gathered will help you come prepared for your dialogue with your boss. Don’t forget to prepare your presentation so you will be able to deliver your argument calmly and coherently. Again, being prepared and informed will go a long way in helping you get what you want, and it could help you anticipate any rebuttals during the course of your discussion.

Job Negotiation Tip For Extra Perks

You might want a little change in your work set-up, or enjoy a few extra things to improve the way you work. For example, you might want to be able to telecommute from time to time. Or maybe you’d like an increase in your allowances or perhaps add some extra vacation days. You don’t need specialized training to enjoy some added benefits. The key thing here is to always be able to clearly explain why your requests are necessary and in what ways they could be beneficial to the company.

Overall, the point of negotiating is to be able to strike the perfect balance and achieve the things that would make you happy and would still be good for the company. If you push too hard to swing matters your way, your employer may think you’re a liability or that you’re simply taking advantage of the business. So you should be prepared to compromise at times. But it’s always best to know exactly why you’re entitled to the benefits you’re requesting, and for you to be able to deliver that message without being too demanding. I hope that these job negotiation tips will help you in getting what you want and deserve from your work.

Michael Lee
http://www.articlesbase.com/self-improvement-articles/job-negotiation-tips-that-work-134880.html

1._________ is the process of acquiring, training, appraising and compensating employees, attending to their labor relations, health and safety and fairness concerns.
a.Labor Relations
b.Organizational Behavior
c.Human Resource Management
d.Organizational Health and Safety Management

2.Which of these refers to the temporary, part-time and self-employed workers?
a.Internal labor force
b.Contingent work force
c.High-performance work systems
d.Downsized employees

3.Which basic function of management includes delegating authority to subordinates and establishing channels of communication?
a.Planning
b.Organizing
c.Leading
d.Staffing

4.Over the past 25 years, all of these areas of legal environment have influenced HRM except:
a.Equal employment opportunity legislation
b.Employees pay and benefits
c.Employee competition legislation
d.Job security

5.One of the most popular methods of increasing employee responsibility and control is _______.
a.Outsourcing
b."Military model" of management
c.HRIS
d.Work teams

6.Which of these is a major dimension of HRM practices contributing to company competitiveness?
a.Compensating human resources
b.Acquiring and preparing human resources
c.Managing the human resource environment
d.All of the given options

7.How has technology changed HRM practices?
a.Recruiting using the web generates smaller, more focused applicant pools.
b.Employee training is offered through scheduled classes rather than on demand.
c.Electronic resumes take less time to evaluate than paper resumes.
d.None of the given options.

8.How do companies facilitate workforce diversity?
a.Rely on external support systems for minority workers.
b.Encourage employees to challenge the beliefs and values of other employees.
c.Build in accountability through surveys and audits.
d.Reinforce traditional values.

9.Employee involvement requires extensive additional HRM activity in which of these areas?
a.Training
b.Benefits
c.Labor negotiation
d.Marketing

10.Managers who meet designated goals are _______.
a.Assertive
b.Efficient
c.Effective
d.Entitled

11.David conducts new employee orientation for a large organization. His work is within which basic HRM function?
a.Management
b.Motivation
c.Career planning
d.Training and development

12.Employee relations specialists are involved in which of these activities?
a.Handling employee complaints
b.Working with position control specialists in compensation
c.Negotiating benefits packages
d.Coordinating interview schedules

13.The father of scientific management is ________.
a.Deming
b.Burns
c.Taylor
d.Hawthorne

14.A large organization is an EEO employer with an affirmative action plan. Which of these activities is performed as part of the plan?
a.All job applicants must have a recommendation from current or past employee
b.Insurance premiums from former employers of all applicants are analyzed
c.Job requirements are determined based on skills, knowledge and abilities
d.Job announcements are posted on the company bulletin board

15.Which of these items would be in the highest security category of a typical HRIS?
a.Employee name
b.Former employers
c.Salary
d.Work location

16.Which of these decreases in the labor supply is the easiest to predict?
a.Transfers-in
b.Retirements
c.Voluntary quits
d.Prolonged illnesses

17.Wal-Mart differentiates its business by offering the lowest prices. Offering the lowest prices is Wal-Mart’s _________.
a.Functional strategy
b.Competitive advantage
c.Distinctive competence
d.Corporate strategy

18.__________ is the process of assessing progress toward strategic goals and taking corrective action as needed.
a.Strategic management
b.Strategic planning
c.Strategic control
d.Diversification

19._________ is the right to make decisions, to direct the work of others and to give orders.
a.Leadership
b.Authority
c.Delegation
d.Management

20.Which of the following is considered a qualitative approach to job analysis?
a.Position analysis questionnaire
b.Interviews
c.Department of Labor approach
d.Functional job analysis

lol you should be doin your own test! but ill give ya the first answers..its C

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