Responsibilities and job description of the head of the sales department. Job description of the head of the sales department List of manager competencies

Boss is discordant with boss (folk wisdom)

The topic is no longer new, but still relevant: the success of an organization depends on the competence of its leaders. Not only in times of crisis is it very important to rely on the ability of managers to concentrate on efficiency in achieving goals; during periods of government complications, the need for the skill of managing the emotional state of the team (emotional intelligence) is added to the skill of efficiency. These skills are important at any time, but now without them it is especially difficult to achieve any results.

And at the same time, a large percentage of managers cannot always clearly formulate a goal, let alone evaluate the effectiveness of the process of achieving it. I'm not even talking about having emotional intelligence. Unfortunately, until recently, Ukrainian companies paid little attention to the development of management skills of managers. Perhaps it's time to grow.

If you think the same, let's discuss the ideal image of a Leader that any company would like to have. Of course, there are characteristics of managers in different industries (a production manager will be different from a sales or service department manager), and the requirements for a top-level manager and a middle-level manager will be different. Therefore, I propose to discuss now only general trends using the example of a middle manager. Depending on the job level or industry requirements, this competency model can be expanded or simplified.

First of all, the manager must be a professional in his field and possess professional knowledge . It is for his professionalism that his subordinates will respect him. Therefore, it is often professionals in their field who are promoted to managers. Like, “he does well himself, he can organize others well.” Unfortunately, this rule does not always work. Because professional and managerial skills are on different levels. And sometimes the ability to organize a process well is more important than the ability to perform individual subprocesses well.

A weak leader is a potential threat to the company: Not only can he not improve the efficiency of the department, he often finds it difficult to maintain the level of productivity that was before him. Sometimes a newly appointed manager begins to use sharply authoritarian methods - issuing commands and instructions, which greatly demotivates his subordinates. Sometimes, on the contrary, the manager is afraid to complicate relations with subordinates and follows their lead. I often meet managers who are so afraid of losing the personnel transferred to them that as a result they fall under “control” through the manipulations of lower-level employees. It is clear that when a company needs to make changes, or revise processes, or reduce the number of operations (which can lead to layoffs of people), such managers actively impede the changes being carried out. Weak managers are afraid to make decisions and take responsibility and, accordingly, delay or sabotage necessary changes, which can lead to financial losses for the entire company. And finally, weak leaders are afraid of appearing weak - often they are not ready to learn from their colleagues; they rather compete and strive to show that their colleagues are wrong. This leads to an unhealthy competitive environment within the company and increases the losses described above.

How to improve the health of your team and strengthen your leaders? Firstly, we need to clearly understand what kind of managers we want to see in our company, and for this we can use a manager’s competency model.

So, in addition to mastering his profession, a good middle manager must know :

— basics of financial literacy and economics. He must understand what turnover, profit, payroll, ROI, EBITDA, etc. are...

— tools for analyzing the “present situation” and planning the “desired”

The leader must apply the following skills :

— planning skill (the depth of planning depends on the business, the structure of the company and the place of the manager in the structure) and budgeting upcoming periods;

—process organization skills achieving your goals. This skill includes, but is not limited to:

- setting goals

— control and feedback to the employee

— adjustment of plans

- making decisions

— skill of achieving expected results with optimal resource consumption. This skill also includes time management and self-management skills.

— people management skills:

— formation of an efficient unit (making effective personnel decisions, selection, development, communications management)

— motivation and inspiration of subordinates, choosing the right management style

- communication skills

— for external communications: holding negotiations, meetings, presentations

— and for internal ones: holding meetings, building interpersonal relationships, interaction with other company structures

And finally a good leader has the following personal qualities :

- he is responsible – accepting a task, he takes responsibility for its implementation, for finding all the resources to complete it, he clearly outlines the deadlines for completing the task, focusing on real possibilities;

- he is proactive and result-oriented (and not on the process). This means that he is looking for ways to achieve his goals, offers new solutions and ways to implement them, at the moment when he encounters complications - he changes tactics, but does not change the goal;

- he is flexible and thinks positively , which means that in any situation he is ready to see opportunities for his development and the development of his unit. Such a person is ready for change and constant self-improvement and learning;

- he is a team player -he knows the goals of his colleagues, he prioritizes team goals above his own, is ready to establish working connections between departments, values and provides mutual assistance;

- he has highly developed emotional intelligence – he understands the feelings of his colleagues, manages his emotions, choosing constructive ones for a given situation, knows how to give and receive feedback and influences the emotional state of his colleagues.

Of course, these are not all the necessary skills for a leader. Each organization may have its own additional requirements for managers. Also beyond the scope of the review were such qualities as honesty, decency, etc.

And, looking at this list of skills and personal qualities, the question naturally arises: “where can I get one like that?” In the following articles, we will look at the principles of selecting managers and ways to develop them within the company.

Expert comments:

Marina well revealed the key competencies of a leader.

I would like to add a little detail to the “professionalism” competency.

I like to call this competency a little differently – “Excitement at work.” I believe that a leader should love his work more than life. For him, the desire to realize his career should be the first priority in life. Why is that? A leader must have more energy than all his employees. He should be their “wind in their sails.”

This does not necessarily have to mean that the manager spends more than 12 hours at work. But such a leader will really think about work 24 hours a day, 7 days a week.

Mikhail Pritula,

And about. HR- director of STB

This article perfectly reflects the general portrait of a middle manager.

I agree with the author that a manager is, first of all, a leader who knows how to think strategically and lead a team. And secondly, he is a good professional in his field. Not every highly qualified specialist will be able to competently set a task, motivate colleagues and thereby achieve positive results. To do this, he must have personal qualities that allow him to do this successfully. Is it possible to develop leadership qualities in yourself? That's another question.

Marina also emphasizes the importance of Emotional Intelligence for a leader. And in this point of view I am ready to support the author. After all, a manager, being a decision maker, regularly faces situations that require monitoring the emotional state of himself and his subordinates.

It is worth adding that the instability of the country’s current economic situation requires today’s managers to develop crisis management skills. He must have not just good analytical thinking, but the ability to quickly make decisions in difficult situations, the ability to “listen and hear” interlocutors in conflict situations and not be afraid to make unpopular tough decisions.

Yulia Kirillova

senior consultant

ANCOR Personnel Ukraine

The question of whether a manager has deep professional knowledge in his or her specialty is rhetorical and does not have a single correct solution. Perhaps it all depends on the field of activity. For example, in a leadership position in the technical or IT field, it is difficult to imagine a person who does not have deep subject knowledge. After all, on the one hand, he needs to be able to assess the effectiveness of the work of his subordinates, and this is impossible without professional knowledge, on the other hand, to gain their authority, and on the third hand, to act as an intermediary between his department and others, which, as a rule, do nothing do not understand the specifics of the work of technical specialists. Such a manager sometimes has to act as an advocate for his subordinates and explain to other departments the full significance of the work of his department. At the same time, there are functional areas in which the communication and management skills of the manager play a much greater role. In our practice, there was an example of a very successful head of the legal department, who had slightly less knowledge of the law than his subordinates. But at the same time, this manager was able to organize their work very competently, take into account the interests of all stakeholders and make sure that the internal client was satisfied, and this can be very difficult to do on the scale of a large company, where the interests of various groups and departments may contradict each other. He is the epitome of a brilliant communicator and negotiator.

In addition, it is very important that the manager is well versed in the company’s business and understands how the work of his department affects the picture as a whole. A leader must be flexible and very sensitive to any changes in the external environment. He must be ready to make non-standard and sometimes unpopular decisions in a highly competitive and rapidly changing environment.

There are several types of leaders (Adizes wrote about this and not only). Some have a very strong process-management component. This type of leader is needed by a company during a period of stable, calm growth, when it is necessary to ensure the consistency and orderliness of all processes. In others, the innovative component is very pronounced. You cannot do without such people when a company needs to reach new horizons or overcome a crisis. Based on the company's goals, the manager's competencies will be somewhat different. The scope of his leadership also leaves its mark on the requirements for a leader. For example, a sales director or financial director will have in their profile both general managerial competencies and those that will be dictated by the specifics of the profession.

Maria Mikhailyuk

Senior consultant

Recruiting agency PERSONNEL Executive

Proper planning in the sales department involves a detailed document with decomposed overall goals. It is necessary to detail the activity of managers in terms of day, week, month, quarter, etc.

An employee’s personal sales plan with reference points for monitoring intermediate results is the most powerful tool. It is such plans that allow us to achieve the overall goals of the company.

In order to effectively carry out such planning, it is necessary to take into account many universal aspects and work on them.

1. Employee psychology

It is best to view employee perceptions through the lens of future/past/present. How exactly does an employee perceive his activities and what mistakes are made?

Employee Mistake #1: “Living in the future.” To start working as expected:

employee can expect a seasonal surge
an employee can expect the implementation of a CRM system
the employee can expect a new motivational incentive
the employee can wait for the crisis to end, etc.

Employee Mistake #2: “Living in the past.” If an employee has been working in a company for more than 3 years, then he may constantly think about the good old days and demotivate himself to work now.

Now sales are not at all what they were 5 years ago...
Nowadays leads are not so interested, but 4 years ago...
Nowadays income is no longer so easy to come by, like 6 years ago... etc.

It is the responsibility of the sales manager to correct this vision of the subordinate. The ROP must constantly return its students to the “now” position.

Brian Tracy's technique can be used as an effective tool for returning an employee to the “now” position.

Set goals for 1,3,5,10 years
Understanding the position of today
What actions should be taken to achieve the goal of the year?

2. Personal goals of the employeeSMART

Continuing Brian Tracy's technique, you need to apply SMART technology to employees. SMART is a goal-setting tool that makes future results tangible.

The abbreviation is deciphered as follows, implying several stages of goal assessment:

Specific(specification of the goal),
Measurable(measuring a goal to understand when it will be achieved)
Achievable(goal feasibility),
Relevant(resource provision),
Timebound(the urgency of the goal, its achievement must be limited in time).

The sales manager's responsibilities include discussing the employee's personal SMART plans to achieve specific goals.

To buy an apartment
Repay a loan
Buy a car
Wedding in the Maldives
Send your child to study at a prestigious educational institution

3. Phrase markers

After the employee’s goal has been worked out according to SMART, it is fixed. The sales manager then appeals to each employee using a marker phrase to update the goal. The marker phrase is the keywords from the goal formulated by the manager: “apartment”, “wedding”, “car”, etc.

4. Stretching

A relatively manipulative technology for stimulating employees to fulfill plans. She plays on the feeling of financial “hunger” of her subordinates. The head of the sales department uses personal example to show the material fruits of his work related to the elements of the “sweet” life. The employee may want to go there too. Even on credit. That is, expand, “stretch” your financial needs, leaving your comfort zone. At the same time, he will be forced to work hard and achieve high financial results.

5. Reduced employee income

When the owner’s income falls critically, such a management tool is completely justified. We are not talking about an actual reduction in salaries. It is necessary to optimize the working day of employees in order to make it denser, filling it with new responsibilities. That is, the employee must do more to get the same amount.

Responsibilities of the head of the sales department: determining daily activity indicators

Determining daily activity indicators is the responsibility of the head of the sales department and is a special form of planning for achieving the financial goal for revenue. The result of such planning are special indicators - “counters”, which must be carried out by 1 ordinary salesperson of the department on a daily basis, for example:

daily number of calls;
daily number of meetings;
daily number of invoices issued;
daily number of payments.

Planning of “counters” is carried out using the plan decomposition method.

Determination of profit
Revenue calculation
Determining the number of payments
Calculation of the indicator
Obtaining the total number of actions at each stage of the business process per department for the entire planning period
Obtaining the total number of actions at each stage of the business process per department for 1 day
Distribution of the total number of actions in 1 day between managers

Responsibilities of the head of the sales department: organization

The responsibilities of the head of the sales department for organizing the work of employees include holding meetings. General principles of the ROP work at these events

Recording all employee promises
Availability of a sheet of promises from the last meeting
Summarizing promises in the form of plans and forwarding the results of the meeting to each of the participants in order to increase responsibility for what was said

There are several types of meetings that are the responsibility of the head of the sales department.

1. Weekly meeting lasting up to 60 minutes

The goal is to set the mood for the week and adjust the results of the previous one. The following checkpoints are covered at the weekly meeting:

Results of the week
Group training on cases of the week (difficulties, objections, feedback from telephone conversations)
Weekly plans for payments and tasks
Interim results of competitions between sales department employees (if this type of motivation is implemented)

2. Daily planning meeting

The goal is to set a plan for the day and motivate you to implement it. We control the following indicators

Fact for yesterday (separately for each employee and the entire department)
Plan for tomorrow separately for each employee and the entire department)
What to do to repeat/not repeat the results of yesterday
Summary of interim performance indicators
A small block on training and motivation (if the planning meeting takes place in the morning)

3. Five minutes

It takes place every three hours. About 2-3 times a day: 11:00, 14:00, 16:00. It is carried out not entirely by the sales department, but by 1-3 employees selectively depending on the current employment. At the same time we discuss:

Execution of tasks for transactions
Making payments

The duration and number of five-minute sessions are given arbitrarily. In any case, you need to focus on your business process.

Responsibilities of the head of the sales department: motivation

It is important to remember that there are different types and methods of motivation, the implementation of which should be the responsibility of the head of the sales department:

Achievement motivation – demands are met in order to gain privileges/rewards
Avoidance motivation – demands are fulfilled in order to avoid troubles.

Which tool to use depends on the employee’s personality type.

There is another algorithm for personal motivation, which is implemented in three directions

The employee's selfish interest in getting the most from the company prevails. A person wants for himself: to earn more, gain experience, move up the career ladder.

This is a motivation aimed at raising collective consciousness. It can be illustrated by the statement: “If you don’t fulfill the plan, the entire department will not fulfill it. The department and manager will not receive their bonuses. What do you think about it?"

Motivation is of a higher order and wider spectrum. It is understood in the context of achieving/not achieving the goals of the entire company to capture the market, develop a new territory, and import substitution. Raising motivation to this level is quite difficult. But if you succeed, the results will be the best.

Responsibilities of the head of the sales department: control

In addition to setting up a reporting system in , the head of the sales department must use modern communication tools to fulfill his responsibilities for monitoring employee activity:

whatsapp
Skype

Using these applications as control tools, you can easily perform the following functions:

reminders
discussing the work plan for the client/transaction
payment fact report
employee location control

ROP cannot attribute failures to sluggish employees. After all, he takes part in the selection of personnel, and also organizes and conducts training and testing. He must remember the motivation system: if the manager develops it correctly, it will become a serious incentive for managers to work to their full potential.

We talked about some ways in which the head of the sales department can fulfill his responsibilities. This is not a complete list of tools. But the use of even a few of them will not slow down to affect your financial result.

You can get even more information on this topic on ours from the company Oy-Lee. We talk about more than 50 functions of a department head. Register now.

An analysis of personnel policies in most Russian companies shows that when selecting and evaluating candidates for the positions of department heads, mainly professional knowledge and skills are taken into account, and the qualities of a manager and leader are most often not paid attention to.

For example, sales managers must have not only professional competencies in sales and a focus on high results and achievements, but also the competencies of leadership, customer focus, teamwork, and communication skills.

An analysis of publications devoted to the development of competency models shows a wide variety of approaches to the concept of competency. There are different points of view on the classification of competencies, the number of competencies in an effective model, the definition of levels in a competency model, etc.
But they agree on one thing: competence is the main characteristic of a person, which is causally related to effective work.

Let's consider the competency model of the head of the sales department.

Levels of assessment of employee competence:

Level	Short description
1 - Entry level	There is not enough knowledge in this competency. Behavior does not correspond to competence. Requires training/correction/development of correct behavior.
2 — Level of development	There are significant gaps in knowledge and skills. Actively learns and learns from experience. Behavior is easily corrected by training.
3 - Experience level	The employee demonstrates a sufficient level of knowledge in this competency. The employee demonstrates proficiency in this competency based on his experience. In his activities he mainly relies only on his own experience.
4- Mastery level	The employee demonstrates a professional level of knowledge in this competency. The employee demonstrates professional mastery of the competency. The employee shares knowledge and experience with colleagues.
5 - Expert level	The employee demonstrates an expert level of knowledge in this competency. The employee demonstrates an example of professional competence. The employee actively transfers knowledge and experience to colleagues.

Profile model of competencies for a sales manager

Based on an analysis of professional activities, job functions, necessary knowledge and skills, a competency map of the head of the sales department was compiled.

10 important competencies for a manager have been selected:

1. Leadership.
2. Decision making.
3. Organization of work.
4. Achievement orientation.
5. Customer focus.
6. Teamwork.
7. Motivation and development of employees.
8. Analytical thinking.
9. Communication skills.
10. Loyalty.

Let's look at the levels of development for each competency.

1. Leadership.

Ability to influence team behavior, beliefs and motivation.

Level, points	Brief description of the level
1 - Entry level	Avoids situations in which he is forced to play the role of leader. Shows low activity in situations requiring mobilization of the group. In communication with subordinates he is formal and not active enough. Incapable of influencing the opinions and behavior of subordinates. Tries to “push” subordinates. Brings destructiveness into the team. Often communicates in a raised voice. Applies an authoritarian management style.
2 — Level of development	Shows personal example. Trying to lead. In competition, he cedes his role to an informal leader. Influences subordinates, relying solely on their administrative powers. Doesn't know how to overcome resistance. Can influence new employees and loyal subordinates.
3 - Experience level	He is a leader in the team. Mobilizes the team. Resolves conflicts within the team. Instills in the team the goals and objectives of the organization's development. Convinces subordinates of the need to complete the tasks facing them. Transfers his experience and methods to the team, but does not develop them. More often uses a democratic management style.
4- Mastery level	He is a leader in the team. Maintains the team's confidence in success even in critical situations. Willingly takes responsibility for the group and for himself. Successfully influences others. Inspires subordinates, awakens in them initiative and the desire to achieve. Trains and develops each team member. More often uses a democratic management style.
5 - Expert level	Unconditional leader. Forms an educational and career team. The team is focused on development and achieving high results. Creates an atmosphere of development, mutual assistance and cooperation in the team. Able to apply different management styles depending on the situation.

2. Decision making.

A manager's ability to make effective decisions and willingness to take responsibility for them.

1 – First level	Unable to make decisions on his own. Doesn't show initiative. Doesn't take circumstances into account. Does not coordinate his actions with the actions of other persons. Does not defend his decisions to subordinates and management. Often changes his mind and agrees with the majority opinion. Does not take responsibility for the decisions put forward. Responsibility shifts to subordinates. Not ready to take risks.
2 – State of the art	Tries to analyze the events that happened, and in particularly difficult situations delays making a decision. Weak initiative. There is no vision of the development of the situation after the decisions made. More often the decision is made in consultation with a more experienced colleague. Does not sufficiently understand the need to coordinate its decisions with related departments. Incapable of defending his decisions convincingly to management and subordinates. Responsibility for decisions made tends to be shared among all members of the team. Makes decisions based on previous experience. Follows pre-established decision-making procedures.
3 – Experience Level	Collects and uses all information necessary to make decisions. Regularly reviews and agrees decision-making boundaries consistent with role. Delegates decisions to others when possible. Makes decisions independently, only with existing experience in making similar decisions. Rarely takes risks. From personal experience he understands the need to coordinate his actions with the actions of others in order to make effective decisions, but does this regularly.
4- Skill level	Willing to take risks if necessary. Understands the need to coordinate his actions with the actions of others, and tries to do this regularly. In the absence of a leader, he is able to make decisions independently and bear responsibility for them. Uses clear arguments when defending his decisions, is able to convince managers, and captivate the team. Organizes interaction between his subordinates, controls their activities, reminds them of deadlines and conditions that employees have forgotten, thereby showing a sense of responsibility. Looks for different options for implementing solutions. Takes responsibility for making decisions. He defends his decisions, convincing managers that he already has experience in solving these problems. Takes responsibility for a specific area of work.
5 – Expert level	Draws up comprehensive plans and conducts comprehensive analysis. Uses a variety of analytical methods to identify potential solutions, which are then compared based on their value. Always considers alternative options before making decisions, analyzes risks and consequences. Carefully analyzes new events and their possible consequences. Makes strategic decisions. In any situation he knows how to make the right decisions. Proves the need to support the execution of decisions at all levels of management. Makes unpopular decisions if the situation requires it. High efficiency of decisions made.

3. Organization of work

The ability to effectively plan the implementation of assigned tasks of VTP, the ability to correctly delegate tasks to them, effectively motivate and competently monitor the implementation of tasks.

1 – First level	Does not consider it necessary to motivate subordinates. Does not control the process of completing the task. Does not use the SMART principle when setting tasks. Meetings/planning meetings with the team are not held or are chaotic.
2 – State of the art	During meetings/planning meetings, he does not clearly assign tasks to his subordinates. Does not indicate specific standards and control parameters. Does not determine actions by time. To motivate a subordinate, he uses exclusively methods of material motivation and administrative resources. Poor command of SMART technique.
3 – Experience Level	During the meeting, he clearly and specifically sets the goals and objectives of the VTP. If necessary, explains their meaning and essence. Gives clear comments and recommendations so that the task is completed to the highest possible quality. Uses the SMART technique when setting goals. Periodically uses methods of non-material motivation.
4- Skill level	Determines in advance intermediate points for monitoring the completion of a task. Thinks through mechanisms for carrying out orders in unforeseen situations. Excellent knowledge of SMART technology. Applies project management techniques or elements.
5 – Expert level	Knows and applies various project management techniques. Clear planning of tasks and results. Constant monitoring and adjustment of task performance. Excellent knowledge of SMART technology. Able to manage employee motivation.

4. Achievement orientation.

— the ability to achieve the maximum possible required result by correctly setting goals/priorities;
— the ability to make efforts and remain active to achieve set goals and objectives;
- the ability to clearly imagine the final result and strive to achieve it in the process of work.

1 - Entry level	I am satisfied with the results that are obtained. The choice of tactics for implementing plans is chaotic. Completely attributes responsibility for the result to external circumstances.
2 — Level of development	Creates own quality criteria to measure results and compare them with their own standards, not those set by others. Wants to succeed. When faced with failures, he loses persistence, interest and pace of work. Focuses on mistakes. Not always consistent in his decisions.
3 - Experience level	Continuously and gradually improves performance indicators; constantly finds ways to perform tasks in the area of his immediate responsibilities better, easier, faster and with higher quality. Confidently states that he plans to achieve results significantly greater than planned. Adequately adjusts it after trial selections. Works with enthusiasm at all times. Attentive and focused. When faced with failures, maintains persistence and pace of work. Speaking about failures, he associates them with his own miscalculations and limitations (wrong choice of tactics, lack of knowledge, erudition, inability to “get together” in a stressful situation). Ensures that goals are achievable within agreed upon commitments. Finds the correct criteria for success and evaluation. Reveals and illuminates probable circumstances in achieving goals.
4- Mastery level	Sets difficult-to-achieve goals while making decisions and setting priorities based on accurate calculations. Identifies and sets clear goals. Sets goals higher than current performance. Applies different methods to achieve goals. Constantly evaluates own effectiveness. Establishes criteria for success and performance evaluation. Considers the support of others when achieving goals. Reviews goals and adapts them to changing conditions.
5 - Expert level	Dedicates significant resources and/or time (in situations of uncertainty) to obtain long-term benefits and benefits. Focuses on organizational goals to evaluate and prioritize tasks. Continuously evaluates achievement of goals at all levels. Reasonably assigns tasks to specific performers. Develops new methods and practices for putting new ideas into action. Evaluates the reality of implementing ideas in business. Promotes forward-thinking ideas with energy and enthusiasm.

5. Customer focus.

— understanding of explicit and implicit needs;
- the effort and time spent on satisfying these needs;
— responding to wishes and complaints;
— establishing and maintaining relationships with clients;
— orientation towards long-term cooperation.

1 - Entry level	Expresses a negative attitude towards clients. Doesn't know how to find a common language with clients. Conducts negotiations together with a manager or colleague. Limited in making decisions about working with clients.
2 — Level of development	Accompanies the client (follows through customer requests, demands and complaints, but does not clarify the client's implicit needs, hidden problems or questions). Independently negotiates with clients. Acts strictly within the established limits of responsibility. Coordinates all actions with management. Maintains customer base.
3 - Experience level	Fully accessible to the client (works on explicit and implicit client requests). Confident negotiator. Able to influence the opposite side. Maintains and actively develops a client base.
4- Mastery level	Applies a long-term perspective (works for the client’s long-term goals, seeks long-term benefits for him. Able to negotiate with key persons, reach agreements. Able to creatively solve significant, complex, non-standard problems. Able to implement significant improvements in sales methods and procedures. Presents compelling and reasoned arguments. Convincingly expresses his own point of view. Adapts and develops arguments to achieve desired results. Works with the client's deep needs: Knows the client's business and/or collects information about what the client actually needs beyond what was initially formulated. Selects from existing (or specially ordered) goods and services those that meet the client’s deep needs.
5 - Expert level	Acts as a trusted advisor to the client. Able to interact with new potential clients. Excellent at dealing with difficult client situations. In negotiations, he strives to achieve a mutually beneficial result. Introduces innovations in methods of interaction with clients. Implements strategic initiatives in this competency. Takes a long-term perspective: Works with a long-term perspective when solving customer problems. May forego immediate benefits for long-term relationships Seeks long-term benefits that also benefit the client. Acts as a trusted personal advisor; is included in the decision-making process on the part of the customer. Forms his own opinion about the needs, problems and opportunities of the client. Acts on this opinion (for example, recommends approaches that are aggravated from those initially proposed by the client).

6. Teamwork.

The ability to work for a common result, creating a common information field, to carry out responsibly
their responsibilities, respect other team members and the agreements reached among themselves.

1 – First level	Rigidly defends his options. Passive, she takes part in the general work. Openly conflicts with other participants or sabotages them.
2 – State of the art	Cooperates with colleagues when implementing only his own options. If disputes arise, he either gets involved or remains silent. In presenting the result, he emphasizes that the group made the wrong decision, because I didn’t listen to his opinion.
3 – Experience Level	Cooperative in relation to other participants - hears a different point of view. Suggests using the best ideas, considers everyone's plans. Gives each participant the opportunity to express themselves – to make their contribution. Inspires colleagues to contribute to the team. Notices and recognizes the contributions of others on the team. Shares experience and information with colleagues.
4- Skill level	Works easily in a team. Predicts possible disagreements and takes measures to avoid them. In case of disagreement, interacts based on the goals and objectives of the company. Takes initiatives to improve teamwork. Inspires all team members to make valuable contributions to their work. Determines what support team members require and provides that support. Reacts positively to contributions from colleagues to the team.
5 – Expert level	Uses knowledge of the strengths, interests and qualities that need to be developed in team members to determine personal goals in team work. Provides feedback to team members regularly. Ensures team members understand personal and collective responsibility.

7. Motivation and development of employees.

Theoretical knowledge and practical skills, which consist in the ability to train employees in new functional responsibilities and norms of corporate culture characteristic of the corresponding position.

1 – First level	Does not have the desire and ability to train subordinates and mentor. Doesn't see any point in this. Does not use employee motivation tools.
2 – State of the art	Has a desire to mentor an employee, but does not have theoretical knowledge and practical skills on how to effectively implement this or has ordinary ideas about the procedure for training an employee in the workplace. Tries to motivate employees.
3 – Experience Level	Has a desire and good theoretical knowledge of the mentoring mechanism, but does not have sufficient practical experience to conduct it effectively. Or, on the contrary, he has sufficient practical experience in introducing an employee to a position/profession/corporate culture, but it is not structured and not justified by the system of theoretical knowledge of the modern “personnel management” system. Builds personal knowledge about the organization, its people and services. Looks for opportunities to develop his own skills. Has a positive attitude towards feedback. Regularly analyzes and improves personal development plans. Motivates with limited types of motivation.
4- Skill level	Assigns tasks or training to employees to develop their job skills. When identifying development opportunities, he takes into account the real needs of the business in his department. Has a high level of theoretical knowledge and practical skills that determine the mentoring process: effectively and within the allotted time, trains the employee in functional responsibilities, norms of corporate culture, existing formal and informal communication channels. Coordinates and implements action plans for personnel development according to the SMART standard. Seeks to establish and provide positive feedback. Supports people in their desire to implement acquired knowledge into practice. Regularly evaluates progress in personal development. Able to manage employee motivation.
5 – Expert level	Organizes a system of long-term mentoring or training, seeks opportunities to expand and develop the abilities of other employees, and provides additional assignments or training aimed at developing the skills and abilities of others; when identifying development opportunities, takes into account realities? business needs throughout the organization and in the long term Ensures that training and development plans make a useful contribution to the business. Ensures that operations processes and procedures inspire learning among staff. Requests resources to support learning at all levels of the organization. Successfully applies material and non-material motivation to employees

8. Analytical thinking.

The ability to analyze problems and identify their constituent elements, draw systematic and logical conclusions based on
on correctly selected information.

1 – First level	Divides problems into a number of simpler tasks or actions without assigning an order of importance. Compiles a list of tasks without establishing a specific order or degree of priority. Identifies only the most obvious factors characterizing the external environment. Does not take into account how his decisions or actions will affect his work. Operates with individual facts, does not link them together. Does not notice the interconnection of phenomena.
2 – State of the art	Establishes a cause-and-effect relationship between two aspects of a situation. Can divide these elements into two categories: pros and cons. Identifies both obvious and less obvious factors that describe the organization's external environment. However, it does not take into account all important information. Does not take into account the work of competitors. Has limited vision of the impact of his decisions and actions on the company’s activities (transfers responsibility to external circumstances (hope for the end of a difficult economic situation, the inability to change anything in the current conditions). When analyzing the situation, identifies and compares homogeneous information. Establishes the most obvious cause-and-effect relationships between phenomena.
3 – Experience Level	When analyzing, it takes into account the entire set of external factors that can determine the future of the organization. Knows the area of responsibility of each employee and his contribution to achieving goals. Does not shift responsibility for the decrease in volumes to external circumstances - crisis, etc. Predicts the impact of his actions on the work of the branch (employee training, non-material motivation, customer development). Analyzing the situation, compares diverse information, identifies all significant cause-and-effect relationships, linking the facts into a single system.
4- Skill level	Highlights multiple cause-and-effect relationships; sees several potential causes of a phenomenon, several consequences of an action. Analyzes the relationships between the components of the problem, is able to anticipate obstacles, counting on several moves ahead. In conditions of information deficiency, identifies the links missing to the complete picture. Anticipates changes in the goals and functionality of other departments and builds its work with this in mind. Ready to integrate into changes in strategy and act in conditions of limited resources. Effectively structures and systematizes large volumes of heterogeneous information. Draws correct conclusions based on incomplete and/or contradictory data.
5 – Expert level	Highlights multiple cause-and-effect relationships; sees several potential causes of a phenomenon, several consequences of an action. Analyzes the relationships between the components of the problem, is able to anticipate obstacles, counting on several moves ahead. Draws up comprehensive plans and conducts comprehensive analysis. Uses a variety of analytical methods to identify potential solutions, which are then compared based on their value. Assess the risks of each decision.

9. Communication skills.

1 – First level	Communicates little and at a low professional level with clients Demonstrates poor presentation skills Cannot influence the client.
2 – Development level	Develops a professional level of communication with clients. Demonstrates development of presentation skills. Tries to influence the client.
3 – Experience Level	Communicates with clients in a professional manner. Possesses presentation skills. Has negotiation skills.
4- Skill level	Correctly formulates and conveys information. Defends the interests of the company. Knows how to present the company, product, and himself. Demonstrates skills of influence and persuasion in negotiations.
5 – Expert level	Formulates thoughts clearly and clearly. Skillfully negotiates with the client and argues his point of view. In controversial situations, he looks for mutually beneficial solutions. Affects the outcome of negotiations. Able to work with failures. Able to create new communication channels and effectively convey information. Resistant to emotional pressure.

10. Loyalty.

An employee’s ability and willingness to align their behavior in accordance with the needs, priorities and values of the company.

1 – First level	Ignores or persistently refuses to accept company rules. Makes minimal effort to meet company standards or does the bare minimum to keep a job. Requires constant supervision.
2 — Level of development	Makes efforts to comply with rules and regulations. Dresses appropriately and respects company standards. Models the rules of behavior in the company.
3 - Experience level	Understands and actively supports the company's mission and goals. Aligns his actions and priorities in accordance with the needs of the company. Recognizes the need to collaborate to achieve larger company goals.
4- Mastery level	Makes personal or professional sacrifices. Puts the company's needs above his own. Makes personal sacrifices related to professional identity and preferences, as well as family matters, to meet the needs of the company.
5 - Expert level	Communicates the mission and goals of the company to subordinates. Forms a corporate culture focused on loyalty, development and achievement of high results.

Ranking results and determination of the weight of competencies for the position of head of the sales department.

We compare competencies in pairs and identify the relationship between the level of competency development and the competency being compared.

0 points – the level of competence does not affect the level of the compared competence.

1 point – moderate dependence and influence on success.

2 points – competence greatly influences the severity of the compared competence.

The benefits of creating and applying a competency model for the organization and the employee:

For an employee:

— understanding the requirements for your competencies;

— entry into the personnel reserve.

— motivation to develop and achieve high results.

For organization:

— employee evaluation;

— requirements for selection and rotation of personnel;

— personnel development planning;

— formation of a personnel reserve;

— staff motivation;

— creating a KPI model.

Many business owners mistakenly believe that in order for sales to be high, they only need to equip an office, formulate a plan, recruit a department of “sales people” and put a boss at the head of this department to implement it. However, practice shows that the work of any specialist must be directed in the right direction, and not only by total control of management, but also by assigning direct responsibilities and rights to him. All these provisions must be approved in the relevant documentation. This means that you should not take a formal approach to creating job descriptions. The instruction must be a regulation that clearly defines the actions of each employee and his powers.

Range of duties

The head of the sales department is a professional with a wide range of responsibilities, with employees directly subordinate to him. The amount of profit of the enterprise and the absence of complaints about the company’s brand depend on how well the head of the sales department performs his duties and at what level his professionalism is developed.

The main goals that a person faces in this position:

team management, training of new personnel;
strategic search for new consumers of products and services, work with them;
accounts receivable management;
Formation of a sales plan, monitoring its implementation;
implementation, together with the marketing department, of the company's development strategy.

The breadth of responsibilities of the head of the sales department depends on the specifics of a particular enterprise and the number of employees. In principle, the position has great prospects; you can “grow up” to commercial director or even become the chief manager of a company or office.

Personnel management, training of new personnel

The functional responsibilities of the head of the sales department are, first of all, the management of the personnel entrusted to him. A good specialist must have an excellent understanding of the specifics of his industry and understand the principles by which modern sales channels operate, that is, he needs to be able to attract a client, establish cooperation with him and not let go of the old one. He must teach this to his subordinates as well.

Setting goals

The boss must clearly set tasks for the staff and adjust the priorities in their work. A specialist needs to be able to correctly distribute responsibilities among all employees. Sales representatives and sales managers must clearly understand who is responsible for what. At the same time, the assigned tasks must be realistically feasible.

Execution control

Before monitoring the completion of tasks, it is necessary to explain to subordinates what criteria will be used to determine the effectiveness of their work. Depending on the results of the interim control, the head of the sales department may be faced with the task of correcting current plans. The responsibilities of the head of the sales department also include eliminating conflict situations between employees.

Motivation

Fairness should be a top priority for every leader. It is impossible to achieve successful work in a team where only those close to management are rewarded and “outsiders” are scolded, even if they have the highest sales figures.

When choosing incentives for your subordinates, it is necessary to take into account their individual characteristics, without forgetting the general interests of the entire department.

Strategic search for consumers of products and services, working with them

This paragraph of the instructions should be drawn up depending on the specifics of the enterprise. In any case, knowledge of modern sales technologies across key sales channels is a fundamental factor when choosing a candidate for the position of chief. In addition, the job responsibilities of the head of the sales department require the ability to negotiate at a high level. The specialist must have presentation skills. Ideally, the candidate should have an MBA education.

The head of the department must cope with the resolution of all controversial situations that may arise between the manager and the client. He will also have to analyze incoming complaints in order to identify existing shortcomings in the work of both his department and the entire enterprise.

Accounts receivable management

The main responsibilities of the head of the sales department include managing accounts receivable. The set of actions in relation to this paragraph consists of the following provisions:

selection of optimal sales conditions that will ensure a uniform and guaranteed cash flow;
determining the level of premiums and discounts, depending on the purchasing category of consumers;
limiting the permissible level of debt;
reduction in the number of debts.

Practicing marketers know for sure that this task is much more problematic and even a priority than expanding the sales market. Timely repayment of debt is a guarantee of the successful functioning of the enterprise in the future.

Formation of a sales plan, monitoring its implementation

Perhaps no one will argue that planning is one of the main tools for achieving any goal. Can a sales department exist without a plan? It can, but you shouldn’t expect efficiency from the staff’s work.

The responsibilities of the head of the retail sales department are drawing up a plan. When doing this work, you should not rely solely on the results of past periods. In this case, managers will have nothing to strive for. The analysis will determine the seasonality of sales, but nothing more. The plan is regulated by strictly limited deadlines, and employees, based on it, must receive real and achievable goals from the manager.

Implementation of the company’s development strategy together with the marketing department

The main function of the marketing department is to support sales, but this does not mean that marketers report to the head of the sales department. These two divisions must be equal, and no one is obliged to obey anyone.

The head of the sales department is a key figure in any company. Producing a high-quality product is an internal issue; you can debug it with your employees constantly, and this process does not become public knowledge. And sales are an externally significant issue. The well-being of the company depends on the establishment of trading processes. Therefore, selecting an employee for this position and introducing them to the business is a very important task.

We talked about how to find a professional in one of our articles. Here we will help you draw up the correct job description so that your head of the sales department can fully imagine what his job will be, how he should behave, what he is responsible for, what knowledge he should have, what documents to use in his work . The more detailed you specify in the instructions the responsibilities of this specialist, the fewer problems you and he will have in his work.

In our article we do not provide a ready-made form. Each company has its own sales volumes, its own rules and procedures. The header of a job description is known to everyone, but its internal content usually raises many questions. We have prepared for you the maximum possible content of the job description. You can choose from the sections those items that are really useful to you in your work. These will become the basis of your document.

Important sections of any instruction

Each instruction, and in particular the job description of the head of the sales department, should contain the following main sections. The general provisions describe in detail the meaning of the functioning of a specialist in a given position. The “Job Responsibilities” section sets out all the types of activities that this specialist will be involved in. And the more detailed you describe them, the more clearly the work will be carried out. The rights and responsibilities of the head of the sales department are also listed in the instructions in the form of independent sections. A manager of such a high rank must be guided in his work by certain standards and documents; they are listed in the section “What a specialist should know.”

Do not forget that the job description is written without regard to a specific person; it must reflect the requirements of the company. At the end of the document, lines are provided for the signature of everyone who will ever occupy this position; the date of familiarization with the instructions is also indicated here and the employee’s signature is affixed.

General provisions of the instructions

The head of the sales department belongs to the category of directors.
The head of the sales department is appointed and dismissed by order of the head of the entire enterprise (indicate your name).
The head of the sales department reports directly to the head of the enterprise or commercial director (if there is one).
The head of the sales department organizes work in accordance with the Employment Agreement and this job description.
A person who meets the following requirements (select) is appointed to the position of head of the sales department: secondary vocational education, higher education (any or in a specialty), at least 2 years of sales experience is required (if this is important to you), passed an interview and competitive selection (if you have one in your plans).
The head of the sales department must have systems thinking, analytical skills, entrepreneurship, communication skills, organizational skills, skills in the field of personnel management, self-organization, and responsibility.
During the absence of the head of the sales department, his duties are transferred to another specialist announced in the director’s order.
The main task of the head of the sales department is to organize work to sell the entire range of products of the enterprise at maximum prices.

civil and financial legislation regulating business activities in terms of sales;
features of the enterprise structure;
prospects for the development of the enterprise;
basic principles of financial and commercial planning;
market economy, basics of entrepreneurship and business;
features of the profile market;
methods, strategy and tactics of pricing;
basics of pricing for specialized goods;
patterns of market development and demand for goods;
theory of management and team management;
basics of running advertising campaigns and promotions;
the procedure for developing commercial proposals and terms of agreements, agreements, contracts;
psychological foundations and principles of sales;
techniques for motivating clients and employees;
ethics of business communication;
skills for establishing business contacts;
methods of working with information, features of modern technical means of communication, skills in using a PC and various software.

The head of the sales department is guided in his activities by:

legislation of the Russian Federation;
Internal labor regulations, other regulations of the company;
orders and instructions from management;
this job description.

He is the manager (positions of subordinates are listed): sales representatives for key retail clients, supervisors.

Replaces (positions whose work is performed by the head of the sales department in their absence are listed): supervisors.

Job responsibilities of the head of the sales department

Participates in the implementation of sales department plans aimed at organizing the sale of products within a certain time frame, in the planned quantity and range. Promptly informs senior management about the risks and prerequisites for failure to fulfill the plan.
Participates in the formation of sales development plans. Submits proposals to the manager for approval.
Takes part in the development and implementation of new programs to increase sales volumes of the enterprise.
Maintains office operating hours in accordance with internal regulations and monitors their implementation by his subordinates.
Ensures the implementation of sales plans set by the manager.
Constantly improves his professional level, takes part in corporate training and third-party seminars and trainings on behalf of management.
Determines and communicates to subordinates information on individual plans for sales, distribution, and attracting new customers.
Monitors the correctness of documentation for completed transactions (within its competence).
Controls the interaction between clients and the company.
Establishes mutually beneficial relationships with clients of various groups and levels.
Periodically accompanies subordinates at meetings with key clients and, if necessary, participates in negotiations with clients.
Together with the accounting department, controls the receipt of funds from the client for the goods. Analyzes and controls department accounts receivable.
Develops and implements measures to reduce accounts receivable.
Provides assistance to clients in solving problems related to trading activities (information and legal support, consultations and other issues).
Resolves complaints about the product, communicates with customers, draws up the necessary documents on complaints.
Develops professional knowledge and skills of sales department employees.
Organizes and leads internal sales team meetings.
Conducts training for subordinates while working with clients and when analyzing specific situations.
Monitors the effectiveness of supervisors' work aimed at training sales representatives.
Together with the transport service, organizes the delivery of goods to the client, improves delivery schemes for goods using its own transport or through transport companies.
Summarizes information received from subordinates about the situation in the trading area (about goods, about the actions of competitors, their prices, about new ideas, about changes in customer needs), analyzes the data and makes proposals for responding to the situation.
Monitors compliance with pricing policies and displays in retail outlets.
Prepares monthly data on dynamics and sales volumes and promptly provides long-term planned indicators to the director and subordinates.
Goes on business trips to solve complex problems and conduct marketing studies of the regional market.
Participates in organizing and holding exhibitions.
Maintains a neat appearance at all times in accordance with office standards.

Rights of the head of the sales department

Represent the interests of the enterprise before government agencies, external partners, organizations and institutions, regarding commercial issues.
Establish job responsibilities for subordinate employees.
Receive from departments of the enterprise information and documents necessary to perform his job duties.
Participate in decision-making, formation of orders, instructions, as well as estimates, contracts and other commercial documents, as well as in meetings on enterprise development issues.
Make proposals for improving the forms and methods of commercial work of subordinates of your department, as well as the entire company.
Participate in specialized events: fairs, presentations and exhibitions.
Submit proposals to optimize commercial work for management's consideration.
Require the management of the enterprise to organize technical working conditions and prepare the necessary documents for the performance of official duties, as well as all the information necessary for commercial work.
Plan your workday independently and make responsible decisions within your competence.
Take advantage of benefits and bonuses provided to all employees of the enterprise.
Receive wages on time based on work results.
Sign documents authorizing the release of goods to the client.

What is the sales manager responsible for?

For the strict fulfillment of all their duties set out in the job description and the duties of their subordinates;
For timely receipt of funds from clients working on prepayment and deferred payment terms;
For the complete safety of entrusted material assets;
For the confidentiality of information entrusted by the enterprise.
For fulfilling the work plan indicators of the entire sales department of the enterprise.
For failure to comply with applicable instructions, orders and regulations.
For violation of internal labor regulations, labor discipline, safety and fire safety rules.

Organization of trade activities of the enterprise for the sale of products;
The range and characteristics of goods sold by the enterprise;
Socio-economic and geographical characteristics of the region and cities separately, the capacity of local sales markets, ways of promoting goods, main competitors supplying similar goods to the region;
Basics of the process of active sales, cold calling, psychological principles in the field of communication with clients;
Organization and methods of conducting advertising events, product promotion campaigns;
Current legislation of the Russian Federation regarding trade in manufactured products;
Basics of preparation of primary accounting (commodity, payment) documents, software for conducting commercial activities;
Principles of organizing a sales department, its work, planning, control, recording indicators and reporting.

E. Shchugoreva

How to write a job description for an employee:

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