01 HRseminar_Talent Development_Goele Goris

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Agfa HealthCare
6THE Gear Sales Program

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Goele Goris
Global HR Director at
Agfa HealthCare
6th Gear Sales
Talent development and transformation
program for commercial people in Europe,
Middle East and South America.

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Agenda
Goal of the
program
Value for each
individual
Make it stick Governance Business impact

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Goals
of the program
Increase personal sales impact through better
alignment with the individual customer profile:
▪ Understand preferred communication styles
▪ Apply to sales conversations
▪ Improve impact by a better understanding of the
customer and the readiness to buy
More control over opportunities &
pipeline through a better
alignment to the customer buying
cycle:
▪Understand the buying cycle from a
customer perspective
▪Do the right thing at the right time
▪Spend less time & effort to win deals,
so that you can work on more
opportunities simultaneously

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Sales Management
Improving overall sales performance through
consistent coaching on competencies and sales
Coach sales individuals on buying cycle alignment
and people skills
Increase personal sales impact through
better alignment with the individual customer profile
▪ Understand & detect communication preference
▪ People skills applied to sales conversations
▪ Understand customer profiles: role in the DMU,
drivers, support & impact
Learning objectives
& competencies
Sellers & Sales
Management
More control on opportunities through a
better alignment to customer buying readiness
▪ Understand the customer buying cycle
▪ Conversational fluency aligned with buying readiness
▪ Objective based actions & activities

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Building blocks
for an agile program
Results
tracking
dashboard
Management Interviews
Management workshops
Management coaching
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Sales Reflex Audit™
Blended learning for
lasting impact
Performance
Management
Process
Workshops Coaching
Snackable
Learning™
Knowledge
reinforcement
Value adding
messaging

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Agenda
Goal of the
program
Value for each
individual
Make it stick Governance Business impact

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Sales Reflex Audit
Online audits have been conducted
leading to an individual growth
plan with progress monitoring.
Monitoring of progress via
supervised steering and coaching.
Measuring individual situations
and their progresses

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Monitoring progress
via supervised steering and coaching
Proactive
Why – When - How
Everywhere
In-door & Field coaching
Buyer readiness detection
Soft skills coaching
Coaching

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Implant in
performance management process
Coaching
DisciplineofSalesManagement
▪ Cadence based on maturity
▪ Sessions divided in Sales & Opportunity coaching
▪ Sales performance coaching done based on CRM live
data
CRM
Supportingcoaching
▪ Capturing authentic sales behavior and convictions
which are injected in the 1:1 sessions
▪ Installing a common language
▪ Pointing to points of attention for coaching
Language
Commonlanguage/processusedat
alllayersoftheorganization
Blended learning
Multiplelearningmethodscombined
tomakeitstick

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Agenda
Goal of the
program
Value for each
individual
Make it stick Governance Business impact

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Avoiding the trap of
the forgetting curve

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Ensuring lasting impact
through blended learning
Classroom
©Perpetos,confidential
Notification Scenario Record Submit1 2 3 4 Review5
Simple, Engaging Video Scenarios
Snackable learning™
Coaching
Mobile spaced learning

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Reinforcing key knowledge: 2 min. a day learning
a capabilities platform scientifically proven to
reinforce key knowledge, develop skills, and change
behavior (in minutes a day).
How it works:
The Management Experience
View dashboard on
Leaderboard, Engagement &
Proficiency
View heatmaps on initial and current
proficiency level
Receive email notifications
with suggested actions for
precise coaching
The Participant Experience
• Participants get 2 questions each 2 days, repeated over time with short knowledge reinforcement. And an optional
leaderboard (gamification effect)
• Real-time dashboarding to assess engagement and proficiency by team, individual, topic and single question.
Notification of individuals needing help and assess the proficiency increase by comparing the initial level (1st time
answered) with the current level (last time answered) -> Management coaching support and tracking

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Agenda
Goal of the
program
Value for each
individual
Make it stick Governance Business impact

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Governance
Regular moments of truth
Steering Committee
Observations
Dashboards
Recommendations
Decide on adjustments

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Team members Dashboards
4 dimensions
(15 metrics )
Mindset
Sales competencies
Management competencies
Adoption
Summarized into
Attitude / Will do
Competencies / Can do
DACH HCIS Mgmt
Q1/2019
M
ichaelFalk
(Bonn)
Ingo
Renz
(O
snabruïck)
W
olfgang
Platter
(Stuttgart)
D
irk
Reinold
(Jena)
G
iso
Langer(BI)
RalfH
irsch
(H
yd
M
edia)
Willingness to change 3 3 4 3 3 3 Legend
Continuous improvement 4 4 4 3 3 3 1 Weak
Customer orientation 4 4 3 4 3 3 2 Need improvement
People skills using DISC 3 3 3 3 3 3 3 On track
Ability to detect Buying readiness 3 3 3 3 3 3 4 Strong
Conversational fluency 3 3 2 2 2 2 Not (yet) applicable
Action alignment 3 3 3 3 3 3
Set objectives 4 4 4 3 4 3
Walk the talk 3 3 3 2 3 3
Active implementation follow up 3 3 3 2 3 3
Coaching 2 2 3 2 3 2
Objective based actioning 3 3 3 3 3 3
Understanding of principles 3 3 3 3 3 3
Use of vocabulary 3 3 2 2 2 2
On the job application 3 3 3 2 2 2
Attitude/ Will do 8,3 8,3 7,9 7,1 6,7 6,7
Competencies / Can do 7,5 7,5 7,5 6,4 7,5 6,9
MindsetSalesCompetencesMgmtCompet.AdoptionCan/Will
0,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
8,0
9,0
10,0
Michael Falk (Bonn)
Ingo Renz
(Osnabruïck)
Wolfgang Platter
(Stuttgart)
Dirk Reinold (Jena)
Giso Langer (BI)
Ralf Hirsch (Hyd
Media)
0 0,2 0,4 0,6 0,8 1 1,2 1,4
Michael Falk (Bonn)
Ingo Renz (Osnabruïck)
Wolfgang Platter (Stuttgart)
Dirk Reinold (Jena)
Giso Langer (BI)
Ralf Hirsch (Hyd Media)
Progress Q3 - 2018 / Q1 - 2019
Attitude/ Will do Competencies / Can do
Country Team member 1
Team
member 2
Team
member 3
Team member 4
Team
member 6
Team
member 5
Team member 1
Team member 2
Team member 3
Team member 4
Team member 5
Team member 6

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Manager Dashboard (example)
Networking
Customer
focus
Result
oriëntation
Team
development
Team impact Leadership AVG Focus
Michael Falk (Bonn) 8 8 9 6 8 8 7,8 Team development
Ingo Renz
(Osnabruïck)
7 8 9 6 8 8 7,7 Team development
Wolfgang Platter
(Stuttgart)
6 8 9 7 7 8 7,5 Networking
Dirk Reinold (Jena) 6 8 8 6 7 7 7,0
Networking/Team
development
Giso Langer (BI) 7 8 8 6 7 7 7,2 Team development
Ralf Hirsch (Hyd
Media)
6 8 8 6 7 7 7,0
Networking/Team
development
6,7 8,0 8,5 6,2 7,3 7,5 7,4
Manager 1
Manager 2
Manager 3
Manager 4
Manager 5
Manager 6

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Agenda
Goal of the
program
Value for each
individual
Make it stick Governance Business impact

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Linking with business
impact on pipeline conversion ratio (example)
Comparing conversion
ratio (from detection to
closed deal) for each
seller at initial level
(prior to program start)
to current level.
The graph shows
improvements for 6 out
of 7 team members.
Participant1
Participant2
Participant3
Participant4
Participant5
Participant6
Participant7
Sales Team
Q3
Region/Country
Reference conversion rate 29% 30% 25% 40% 40% 15% 25%
Current conversion rate 34% 25% 35% 50% 45% 20% 30%
Improvement 19% -17% 40% 25% 13% 33% 20%
Y over year target growth =20%
Pipelineconversionimpact
19%
-17%
40%
25%
13%
33%
20%
-20% -10% 0% 10% 20% 30% 40% 50%
PARTICIPANT 1
PARTICIPANT 2
PARTICIPANT 3
PARTICIPANT 4
PARTICIPANT 5
PARTICIPANT 6
PARTICIPANT 7
Pipeline conversion impact
Ref. Juli 2019

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→ On-going L&D program to improve
▪ Competence development
▪ Customer relevant interactions
▪ Decision Making Unit coverage
▪ On-boarding new hires
→ Agile and individualized support
▪ Precise coaching
▪ When needed
▪ Indoor and in the field
→ Making L&D measurable
▪ Clear indicators on evolution
▪ Comparing current against initial level
▪ Linking to business impact
Business impact
w

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What made the difference
▪ Involve top management and product marketing
▪ Walk the talk
▪ Competence development must be integrated with improved customer messaging
▪ Make them part of steerco
▪ Simultaneous working on competence building and improving support systems
▪ Lower process and systems complexity
▪ Implement a common language
▪ CRM must show ‘real’ situation
▪ Agile learning
▪ Just in time learning -> more touchpoints, bite sized, less out of field
▪ Requires end to end measurement

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Matching individualized needs, L&D
programs and business impact