• Executive Leadership Development
  • Sales Manager Recruitment
  • Attraction and Selection of Sales Personnel
  • Recruitment of Senior Manager

Client: Professional Service Provider, specialising in the provision of engineering and management services especially to the Defence industry.

Project Summary:

  • Customised executive leadership development

The Challenges:

  • The executives were of long tenure, were technically and academically strong but were relatively immature at successfully applying leadership principles
  • Internal satisfaction surveys indicated that senior leadership performance was the greatest organisational gap and opportunity
  • The executives aspired to grow the business aggressively over the next 5 years
  • Recognised that a high performing leadership team was critical to facilitate success in the next growth phase

Solutions:

  • Individual Leadership Self Awareness Measurement and Feedback (using Human Synergistics Tools)
  • Facilitation of Team Awareness and Team Charter Workshops
  • Development of Personal Leadership Development Plan for each Executive
  • Ongoing One on One Leadership Coaching
  • Deep dive workshops targeting accelerated competence building in high priority gaps

Outcomes:

  • Executives recognise and claim the importance of their organisational leadership roles
  • ELT have hard discussions and call each other on poor leadership choices
  • ELT meetings conclude with SMART actions and improve accountability
  • High priority organisational gaps were addressed with pragmatic solutions. Areas that EPRAKT assisted included Governance, Strategy Development and Execution, Building Trust, Change Management, Organisational Communication and Decision-Making Processes, Business Clarity of Objectives, Behavioural Safety and Having Hard Conversations
  • Executives coach their teams on their leadership learnings

Sales Manager sign

Client: Regionally Based Equipment Supplier ”

Project Objective: Attraction, selection, and induction of a new Sales Manager

Project Summary:

  • Owner/ manager had acted as Sales Manager from business inception and was now looking to step back from this responsibility to focus on business development and corporate governance
  • The Sales Team comprised a centralised call centre and geographically dispersed sales representatives in each state of Australia
  • The business’s sales processes were relatively immature, and the owner/ manager recognised the need to build rigour in their approach, particularly in pipeline management and setting of selling prices
  • A CRM had recently been installed
  • Recruitment policy was to select based on attitude and competency rather than industry experience
  • EPRAKT’s scope of work was to facilitate attraction, selection and then plan appointee induction

The Challenges:

  • Only a few applications had been received from traditional job advertising, assumed to be a combination of a tight labour market, the regional location image and low business brand recognition
  • Applicants to-date had not demonstrated appropriate customer centric attitude or competencies

Solutions:

  • Upgraded existing position description to better capture near-term and mid-term job goals, nature of internal and external relationships and an ideal candidate description
  • Enhanced existing job marketing collateral highlighting the positive business culture, regional location advantages, role autonomy, and scope for personal growth
  • Developed a written brief, sought input from short-listed recruitment agencies and then selected and managed selected agency
  • Developed selection process including format of interviews, aptitude testing, role plays and referee interview guides. Facilitated all candidate interactions providing independent feedback. 

Outcomes:

  • Outstanding candidate was identified, offer was made and accepted
  • First 90-day induction programme developed and facilitated
  • Appointee received “above expectations” 6- and 12-month performance reviews
  • Business used the acquired recruitment methodology to complete other recruitment tasks

Client: National Industrial Products Distributor

Project Objective: Attraction and selection of sales personnel

Project Summary:

  • With sustained business growth being achieved and forecast to continue, additional sales resources were required
  • The business was seeking both in-the-field Business Development Managers and in-the-field Customer Service Managers
  • To maintain an existing strong customer focus culture, recruitment was based on attitude and competency rather than industry experience
  • EPRAKT’s scope of work was to facilitate both attraction and selection

Problem:

  • A tight labour market had led to few applications via traditional methods
  • None of the applicants to-date had demonstrated appropriate customer centric attitude or competencies
  • Business brand name recognition was low outside the immediate industry

Solutions:

  • Developed role profiles including position descriptions, near-term and mid-term job goals, nature of internal and external relationships and an ideal candidate description
  • Completed a written brief and obtained input from selected short-listed recruitment agencies on how they would approach the task
  • Selected and managed an agency
  • Developed selection strategies including first and second interview guides, and for short-listed candidates, developed role plays and referee interview guides
  • Facilitated all candidate interactions and provided independent feedback on each candidate

Outcomes:

  • Outstanding candidates were identified, had offers made and accepted positions
  • All appointments completed probation and received “glowing” 6- and 12-month performance reviews

 

Client: Manufacturer of Innovative Mining Products

Project Objective: Recruitment and Induction of Senior Manager

Project Summary:

  • Recruit new sales manager
  • Change management for transition of existing manager
  • EPRAKT’s scope of work was to successfully transition new sales manager into organisation

The Challenges:

  • Under performing long term Sales Manager
  • Culture of avoiding addressing under performance
  • Dynamic market causing deficiencies in “old way of working”

Solutions:

  • Professional interviewing of “short-listed” candidates
  • Development of selection criteria
  • Recommendation of preferred candidate
  • Performance management plan for successful candidate
  • Change management plan for existing sales manager
  • 100 Day Plan developed
  • Business risks mitigation plan
  • Coaching of new sales manager for following six months

Outcomes:

  • Sales manager successfully integrated into business
  • Sales results trended up month-on-month from 10% below to 15% over plan within 6 months
  • New innovative product successfully launched into new markets
  • Organisational symbol changes made to modernise culture and employee engagement
  • New sales processes and governance meetings implemented for sales team

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