KEY RESULT AREAS

To translate a position into successful behavior, you first look at the result areas that your employee has in his job position. Then sub-tasks are suggested and supporting competencies shown.

You make a choice from the competencies that are the most important for your organization and you can then assess on that basis. The TMA result areas are set up according to the SMART principle. You only need to stipulate the exact norm.

Key performance indicators are SMART:

Specific: results have to be unambiguous; 
Measurable; it must be possible to measure or observe the conditions under which results have been achieved; 
Acceptable the target group or management will have to accept the results; 
Realistic; results have to be feasible; 
Timely; a period of time needs to be fixed when results have to be attained.

These common key result areas are available in TMA Method: 

  • Account management
  • Acquisition
  • Administration and accounting
  • Coaching
  • Consulting
  • Development and innovation
  • Governance and management
  • Human resource management
  • Logistics and Fac. Management
  • Management
  • Marketing
  • Planning and organizing
  • Policy development
  • Process management
  • Production and services
  • Project management
  • Public relations
  • Purchasing management
  • Quality management
  • Research
  • Sales and acquisition
  • Security
  • Service and support
  • Training and education

You then combine these with the competencies and specific behavioral examples from the TMA competency model. You have composed a complete job description on which you can select, develop and assess.

Example:

 

1.

Account Management

To be able to perform this task successfully, results must be achieved on the activities mentioned below, derived from the main task "Account management". The target that a person has to achieve is indicated in the second column. The last column shows the competencies that facilitate achieving this target.

Activities/subtasks

Results that have to be achieved Facilitating competencies:

Maintaining customer contacts

- Visited at least x number of customers over the last year.

- Achieved an x figure in a customer satisfaction survey

- Yielded x extra returns over the last year from customers.

 

Commercial power

Initiative

Customer orientation

Cooperation

Sensitivity

Sociability

Advising exisiting customers on one's services (supplying added value)

- Advises the customer unasked x times when new developments occur

- Identifies at least x time in advance which products and services the customer will need in the (near)future

- Gives advice that is clear and useful

 

Intitiative

Customer orientation

Verbal expression

Persuasiveness

Selling products and services to existing customers

- Extent to which the turnover has been raised within current customer contacts

 

Ambition

Commercial Power

Courage

Sensitivity

Sociability

 

Negotiating with customers

- Can name x number of facts about the accounts

 

- Extent to which the customer's wishes are correctly passed on within own organization

 

Negotiating

Commercial Power

 

Administer customer contacts

Extent to which account plan has been developed and has been carried out-

 

Attention to detail

 

Financial administration

Extent to which account contacts and appointments have been administered correctly -

 

Attention to detail

 

2.

Sales and Acquisition

To be able to perform this task successfully, results must be achieved on the activities mentioned below, derived from the main task "Acquisition". The target that a person has to achieve is indicated in the second column. The last column shows the competencies that facilitate achieving this target.

Activities/subtasks

Results that have to be achieved

Facilitating competencies:

Acquiring new customers and assignments

- X number of new clients acquired

 

- X number of new orders

- in sum x amount turnover acquired

 

Ambition

Courage

 

Initiative

 

Verbal expression

Persuasiveness

Presenting

Perseverence

Commercial power

Discovery of new sales markets

- X times clients approached who belong to another market

- X times workshops provided or in another manner promoted the products and services in a different market segment

- Knows the developments in other market segments

 

 

Approaches potential clients

- X number of cold acquisition initiatives

- X number of warm acquisition initiatives

 

 

 

Velux

`It is surprising how employees easily recognise themselves in the description that results from a TMA assessment,

Atos Origin

`Some employees experience it as a gift,'

Bayer

Tthe candidates recognise themselves to a large extent in the report.

CONTACT DETAILS

TMA Methode
De Pyth
Pythagoraslaan 101
3584 BB Utrecht 
+ 31 30 267 0 444
030 2670444
Email:info@tmamethod.com
www.tmamethod.com

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TMA Academy: www.tmamethod-academy.com/

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