Sales Director
Znane również jako: Chief Revenue Officer · VP of Sales
Sets the sales strategy for markets and channels, directs sales managers, builds the revenue budget, and accounts for commercial results at board level.
The sales director carries end responsibility for the sales organisation and decides on territory design, incentive structure and channel choice. Unlike a sales manager, decisions here concern how the sales function is built rather than individual deals. Selection stalls on the assumption that a large personal portfolio automatically produces good structure, so candidates are hired without experience of channel choice and incentive models.
Kompetencje, które należy oceniać
Oto konstrukty behawioralne i kompetencyjne zawarte w tym profilu. Przy każdym z nich podano, który kwestionariusz hrmforce służy do jego pomiaru.
| Kompetencje, które należy oceniać | Poziom docelowy | hrmforce narzędzie | Metoda oceny | Kotwica behawioralna na poziomie docelowym |
|---|---|---|---|---|
| Persuasiveness Kompetencje (50-ramowe): Persuasiveness Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Wins board and external parties over to a far reaching change of course and sustains that support when resistance increases. |
| Client focus Kompetencje (50-ramowe): Customer Focus Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | 360-degree feedback | Translates client signals into changes in services and policy and holds the organisation accountable for the promised client experience. |
| Result orientation Kompetencje (50-ramowe): Results-Orientation | N5 | Big Fifty, Competency Check, 360 Feedback | Personality questionnaire | Sets the result agreements and performance measures for the organisation and upholds them when interests in play are conflicting. |
| Commercial capability Kompetencje (50-ramowe): Commercial acumen Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Sets the commercial course for the organisation, chooses which markets are served and accounts for those choices to the board. |
| Market orientation Kompetencje (50-ramowe): Market Orientation | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Translates market developments into the strategic agenda of the organisation and repositions the offering for the longer term. |
| Listening and probing Kompetencje (50-ramowe): Listen | N5 | Big Fifty, 360 Feedback | 360-degree feedback | Picks up sensitive signals in conversations with directors and supervisors and uses them to adjust organisational policy in good time. |
| Developing vision Kompetencje (50-ramowe): Vision | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Formulates a multi-year vision for the whole organisation, underpins it with scenarios and uses it as a test for investments. |
| Taking difficult personnel decisions Kompetencje (50-ramowe): Decision-making ability | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Decides on far reaching reorganisation and dismissal cases, weighs legal and human consequences and accounts for the choice to board and works council. |
| Perseverance Kompetencje (50-ramowe): Perseverance | N5 | Big Fifty, 15PF, Mental Resilience (4C) | Personality questionnaire | Keeps multi year programmes on course despite sustained opposition and holds the organisation to the chosen direction after setbacks. |
| Recovery after setbacks Kompetencje (50-ramowe): Stress resilience | N4 | Big Fifty, Mental Resilience (4C), 360 Feedback | Personality questionnaire | Analyses after a failed effort what went wrong, discusses it with those involved and starts a revised approach within a week. |
Krótki profil
Dziesięć najważniejszych umiejętności w tym profilu. Pełny profil zawierający wszystkie umiejętności, punkty odniesienia behawioralne i metody oceny znajduje się w pliku do pobrania.
| T | Umiejętności | Poziom docelowy | Waga | Knockout | Metoda oceny |
|---|---|---|---|---|---|
| G | Persuasiveness | N5 | 5 | tak | Assessment centre |
| G | Client focus | N5 | 5 | tak | 360-degree feedback |
| V | Strategic thinking | N5 | 5 | nie | Assessment centre |
| G | Result orientation | N5 | 5 | nie | Personality questionnaire |
| G | Commercial capability | N5 | 5 | tak | Assessment centre |
| V | Consultative selling | N5 | 5 | tak | Assessment centre |
| V | Account management | N5 | 5 | tak | Structured interview |
| V | Sales forecasting and pipeline management | N5 | 5 | tak | Work sample test |
| G | Market orientation | N5 | 5 | nie | Assessment centre |
| V | Conversation management | N5 | 4 | nie | Assessment centre |
Zobacz wszystkie 29 umiejętności w pełnym profilu
Narzędzia oceny dla tego stanowiska
Competency Check
Behavioral-Level Competency Assessment
360 Feedback
Multiple assessments based on behavioral anchors
Big Fifty
Personality questionnaire, 150 items, 25 factors
Work sample test
Representative work sample under standardized conditions
Knowledge test (client-specific)
Professional knowledge test, customized for each client
Mental Resilience (4C)
Mental Resilience According to the 4C Model
Ability Scan
Aptitude Test: Verbal, Numerical, and Abstract Reasoning Skills
Communication Styles
Preferred communication style
Conflict Styles
Preferred style in conflict situations
15PF
Personality Profile, a shorter alternative to the Big Fifty
Portfolio
Evaluation of prior work against fixed criteria
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