HZ公司销售人员胜任力模型及应用

发布时间：2018-01-05 02:15

本文关键词：HZ公司销售人员胜任力模型及应用　出处：《中央民族大学》2017年硕士论文　论文类型：学位论文

【摘要】：P2P金融是近几年迅速发展起来的新兴产业,随着行业的发展,竞争越来越激烈,商业环境愈来愈复杂。HZ公司要在复杂激烈的竞争中持续健康成长,企业利润是不可或缺的。要有利润,首先就要有销售业绩。那么如何取得更优秀的业绩,培养出更多符合公司发展需要的销售人员成为企业发展的重中之重。该论文研究的目的是创建HZ公司销售人员胜任力模型,检验销售人员胜任能力与销售业绩的相关性,并通过胜任力模型的应用提高HZ公司的销售业绩。通过行为事件访谈、问卷调查获得504项胜任力要素,经过同义词合并整理为35项胜任力要素。对35项胜任力要素进行相近内容合并,得出26项胜任力要素。对26项胜任力要素展开问卷调查(问卷制定参考李克特量表)来确定胜任力要素,在问卷调查过程中共收集了 297份有效问卷。通过spss 22.0软件对问卷调查结果进行因子分析,将胜任力要素进行降维,得出初版胜任力模型,得到6个因子,22项胜任力要素。利用层次分析法,邀请21位专家对7个矩阵量表进行两两比较,最终测算出胜任力各项要素的权重。通过对销售管理人员进行问卷调查,要求管理人员对销售人员胜任能力进行评价,此轮共收集300份有效问卷,对问卷进行处理,通过销售人员胜任能力与其销售业绩的相关分析,得出销售人员胜任水平和销售业绩有显著的正相关关系。再次对此轮的份问卷进行处理得出优秀销售人员胜任力各项要素的平均值与被调查的全体销售人员的胜任力各项要素平均值进行比较,找到差距,确定培训的优先级。具体研究成果如下:一、HZ销售人员胜任力模型及各项权重,共分为6个因子,22项胜任力要素。(一)知识15.039%:从业经验4.78%、专业度4.46%、知识宽度4.69%、受教育程度1.09%;(二)技能30.57%:客户经营能力6.92%、交流表达能力8.51%、目标管理能力4.45%、交往能力5.34%、销售技巧5.34%;(三)社会角色/价值观17.10%:团队精神6.55%、敢于付出10.54%;(四)自我概念13.499%:心理素质1.40%、积极乐观3.25%、自我管理3.74%、职业形象3.52%、挑战突破1.58%;(五)特质14.68%:努力勤奋3.99%、毅力3.10%、思维观念2.30%、责任心5.28%;(六)动机9.16%:求知欲望3.08%、成就欲望6.07%。二、销售人员胜任水平与销售业绩的相关关系,显著性检验为0.000,0.0000.005,具有统计学意义。相关系数r=0.772,证明销售人员胜任能力与销售业绩具有显著的正相关关系。三、优秀销售人员与普通销售人员差距及培训优先级分类,按照差距值的大小依次分为4类:(一)努力勤奋、自我管理、目标管理能力、敢于付出、销售技巧、客户经营能力;(二)专业度、团队精神、责任心、毅力、交流表达能力、挑战突破;(三)心理素质、职业形象、交往能力、从业经验、知识宽度、积极乐观、成就欲望;(四)求知欲望、受教育程度、思维观念。
[Abstract]:P2P finance is a new industry developed rapidly in recent years. With the development of the industry, the competition is becoming more and more intense, and the business environment is becoming more and more complex. Enterprise profit is indispensable. In order to have profits, first of all, there must be sales performance. So how to achieve better performance. Cultivating more salespeople to meet the needs of the development of the company has become the top priority of the development of enterprises. The purpose of this paper is to create a competency model of sales personnel in HZ Company. Test the correlation between sales competency and sales performance, and improve sales performance of HZ company through the application of competency model. Through behavioral event interviews, 504 competency factors were obtained by questionnaire survey. Through synonym consolidation into 35 competency elements. 35 competency elements for similar content combination. 26 competency factors were obtained. 26 competency factors were investigated by questionnaire (the questionnaire was made with reference to the Richter scale) to determine competency factors. A total of 297 valid questionnaires were collected in the course of the questionnaire survey. Factor analysis was carried out on the results of the questionnaire by spss 22.0 software. The competency factors were reduced and the first version competency model was obtained. Six factors and 22 competency factors were obtained. 21 experts were invited to compare 7 matrix scales by AHP. Finally calculate the weight of the elements of competency. Through the questionnaire survey of sales managers, the managers are required to evaluate the competency of sales personnel, this round collected a total of 300 valid questionnaires. To deal with the questionnaire, through the sales staff competency and their sales performance related analysis. It is concluded that there is a significant positive correlation between the competence level of the sales personnel and the sales performance. Thirdly, the average value of the elements of competency of the excellent sales personnel and the success of all the salespeople surveyed are obtained by processing the questionnaire again. The average value of various elements of willpower was compared. Find the gap, determine the priority of training. The specific research results are as follows: first, HZ sales personnel competency model and weight, a total of six factors. 22 competency elements. (1) knowledge 15.039: experience 4.78, professional 4.46, knowledge width 4.699.The level of education is 1.09; (2) skills 30.57: customer management ability 6.92, communication and expression ability 8.51, target management ability 4.45, communication ability 5.34, sales skill 5.34; (3) Social role / value 17.10: team spirit 6.55, dare to pay 10.54; (4) Self-concept 13.499: psychological quality 1.40, positive optimism 3.25, self-management 3.74, professional image 3.52, challenge 1.58; (v) trait 14.68: diligent 3.99, perseverance 3.1010, thinking 2.30, responsibility 5.28; (6) motivation 9.16: the desire for knowledge 3.08, the desire for achievement 6.07. second, the correlation between the level of competence of sales personnel and sales performance, the significant test is 0.000. 0.0000.005, with statistical significance. Correlation coefficient (r = 0.772) proves that there is a significant positive correlation between the competence of sales personnel and sales performance. 3. Excellent sales personnel and ordinary sales personnel gap and training priority classification, according to the value of the gap is divided into 4 categories: (1) hard work, self-management, goal management ability, dare to pay, sales skills. Customer management ability; (2) professionalism, team spirit, sense of responsibility, perseverance, communication and expression ability, challenge breakthrough; (3) Psychological quality, professional image, communication ability, experience, width of knowledge, positive optimism, desire for achievement; (4) the desire for knowledge, the level of education, and the idea of thinking.
【学位授予单位】：中央民族大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F724.6;F832.4

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