Building and Identifying the Competencies Model of Sales Representatives – Taking an IC Design House for Example

• Main Authors: An-Yi Chao, 趙諳儀
• Other Authors: Jin-chang Jheng
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/81950909864819012451

碩士 === 國立中央大學 === 人力資源管理研究所 === 96 === Competency-based management is a kind of managerial concepts based on and developed by employees’ competencies. The main purpose of competency-based management is to identify the necessary knowledge, abilities and behaviors leading to outstanding performance (Spencer & Spencer, 1993), and thus to help organizations plan for comprehensive development and application in human resource management. In the brain-intensive high-tech industry, one of the keys to an enterprise’s success is to own talents. An IC design house, the case company in this study, decided to introduce a competency model for managing talents much more effectively to improve manpower quality. This study built a professional competency model and developed critical behavior items for sales representatives in the case company. First, this study conducted behavioral event interviews and a competency items questionnaire survey with outstanding sales representatives, top management and middle sales managers to collect the sales competency items and behavioral events. Next, according to the senior and outstanding sales representatives’ suggestions, literature, the competency dictionary, and external experts’ suggestions, the critical behavior items of the sales professional competency model were developed. Focus-group interviews were used to identify the competency model and correct inappropriate critical behavioral indexes based on the suggestions from top management, middle managers and outstanding sales representatives. An ‘Agreement Test’ was arranged to acquire entire sales representatives’ recognition of sales professional competencies. After the competency model was identified, competency handbooks were published for providing sales representatives a behavioral guide when they execute their tasks. Finally, this study employed the Mann-Whitney U test in Non-parametric Statistics to examine the effectiveness of the model. Sale representatives’ sales achievement rates in previous two years were taken as the dependent variables, while their performance in each competency dimension was taken the independent variables. The competency model was further examined to ensure that it can really distinguish between sales representatives with high performance and those with low performance so that it will be beneficial for sales representatives’ cultivation and development.