| Need |
For a large network OEM, the business model changed from direct sales to channel sales. The external technical and sales force needed different sales techniques to engage and support partners. Managers needed to know the capabilities of the external sales force in order to decide on best bets for new initiatives. These issues resulted in the failure of some marketing initiatives. |
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| Solution |
D+A developed a needs assessment and determined the training and performance support infrastructure requirements. The employees self-reported on specific sales and partner engagement behaviors. The employees’ managers spent three hours evaluating each employee (180 degree feedback) in order to determining training need. |
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| Success Factors |
Key success factors were:
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Incorporating change management practices with the initiative |
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Providing needs assessment and training mapped to business initiatives |
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Creating high level and detailed guidance for managers on how to evaluate employees and use the assessment data |
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| Result |
The customer achieved these results:
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Managers found the depth and breadth of the data very useful |
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Management was able to map business initiatives to human capital capability and to human capital improvement needed to execute on the initiatives |
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The first comprehensive map of the sales force’s capability |
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Developed a mentoring program that paired high performers with high-potential employees |
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