| Connaught
plc uses the results of high performer research to improve
the performance of its sales engineers
The
company
GasForce
is the largest UK ‘one stop’ shop specialist
in the design, installation and maintenance of gas fired
appliances in commercial, industrial and public service
premises. They have 60,000 customers serviced by 400
employees including a service team of 250 fully trained
gas appliance technicians. GasForce are part of the
award winning facilities management group Connaught
plc.
The
problem
Originally
an employee buyout of the loss making industrial and
commercial service and maintenance division of British
Gas, Director John Ord knew he needed to create a more
customer focused and competitive team of sales engineers
for his division to succeed.
John
participated in the high performer research which showed
that, using Biometric Profiling, development could be
targeted very precisely on what would improve performance
in a job role. This was done by identifying the gap
between the natural aptitudes of the individual and
those of high performers in the same role.
The
solution
The
aptitudes that differentiated high from lower performance
in the sales engineer’s role were identified by
research and the three regional teams of sales engineers
were measured against a performance ‘template’
to identify development areas.
Development
feedbacks to the individual and their National Sales
manager Rob McNamara were provided resulting in agreed
Individual Development Plans to compensate for any areas
within the template with low natural aptitude. Rob focused
his coaching and review in the field on the individual’s
Development Plan.
Results
On
a year to year basis, the average performance of the
sales team improved by 27% within 3 months of the coaching
beginning and 21% by the year end. Middle and low performers
improved by 24% to more than 300%. Coaching, based on
Biometric profiling against a high performance template,
has become established practise within the sales team
for new as well as existing sales engineers. Over the
three years since the initiative began the sales team
performance has increased by 59%, the bulk of which
John Ord puts down to this new approach.
Commented
John: “It is not a blanket approach. It starts
with the natural motivations of the individual, i.e.
what they like doing best. It is also a life learning
experience that has the basis to apply to all aspects
of the individual’s future development.
Rob
added: “From a coaching standpoint, the approach
has helped me to understand what others need to focus
on.”
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