Case Study #4


A major international technology company is looking to reorganize their U.S. software sales teams. The sales management executives were concerned about putting the right people in the right positions to revitalize sales growth in the U.S.


The senior vice president of U.S Sales was concerned about the success of another reorganization for the sales team. In the past, a reorganization had become a personality contest for selection or retention of sales teams. He wanted to make certain that the selection process would be a professional effort and the best talent would placed in positions to excel. He decided he needed an outside team to evaluate the overall talent level of the organization and make recommendations regarding which sales people matched the different sales positions to be established.


The first step was to create position benchmarks for the four specific sales positions. While it was felt the four positions would require different skills sets to be successful, management wanted to make certain the traits were accurately determined in an objective format. We created a job/position benchmark for each of the four sales positions.

Selecting managers and other stakeholders for this process, each positions’ key accountabilities were determined and prioritized. Then each person of the benchmark team used an online assessment to create job benchmark. All the individual benchmarks were consolidated into a master position benchmark and reviewed by the selection team.

The existing sales force were assessed to determine their natural strengths and weaknesses or personal talents. Then each sales person talent reports were matched to the appropriate sales position. These position benchmarks and personal skills talent reports were compared across seven regional divisions.  We wanted to insure that the selection process and matching of talents to positions was done effectively and accurately.

The recommendations and findings from  the position benchmarks and the composite sales talent reports were presented to the sales executive team for implementation of the reorganization.


The executive management team implemented the recommendations made by the consulting and advisory team. The executives discovered some interesting facts about the quality of their sales teams. They were also comfortable with the data supplied to show who should be moved into the four sales positions. The sales team selected also had their past performance records attached to the data to show links between their success and positions. Overall, the reorganization was successful and smoother than reorganizations in the past. Everyone felt the moves and repositioning were based upon performance standards rather than personality contests.