جمال هاشم

Senior Sales Training Manager في Jamjoom Pharma

• المملكة العربية السعودية - جدة
• أشغل هذه الوظيفة منذ نوفمبر 2006

, reported to General manager sales and marketing; Manage all the training and development plans & budget for Regional sales and marketing department of Jamjoom Pharma
• Including; TNA, design, prioritize, plan, deliver training, control the budget of annual training plan, follow up development sales and marketing employees.

• Deliver and coach employees through on Job training and In class training.
• Worked with senior management to create HR policies and procedures; recruit employees; develop and orientation, training and incentive programs.
Key results:
• Train and develop 325 employees in sales and marketing (KSA, GCC, Iraq, Yemen, and North East Africa) that support company expansions and annual sales growth 26%
• Create and communicate in January of each year competency based training plans based on Training need analysis for medical representatives, first / Middle line manager focusing on developing personal effectiveness and other needed competences.
• Identify the performance gap; in cooperation with the employees managers using coaching report and performance annual appraisal to select, design and deliver the proper program for each employee in addition to organize comprehensive training schedule for total year in cooperation with marketing team and out sourcing training companies (IMS, INNOVARA, and CCM/TACK)
• Develop, manage assessment center and activities to select and promote employees to higher positions (first line managers, product managers & Area sales managers) 26 candidates promoted through assessments center activities in KSA & International markets.
• Train, counsel and coach 35 managers for managerial skills, team building, motivation skills, sales management, interviews skills and leadership skills to be top performer
• Handel, follow up and design individual development plan for non promoted candidates
• Design and execute Incentive scheme for sales and marketing teams, January 2010.
• Design, train and launch Performance appraisal form and process, September 2010.
• Manage a strategic plan that support to achieve company vision and follow the best practice training process during the training specially in coordination with marketing and international business teams for new medical representatives training and orientation
• Differentiate between training needs and other types of employee performance problems using coaching and counseling skills and follow up the low performer employees since 2007
• Coach and Follow up employees performance at critical selling skills to;
a. Establish credibility and trust between employees and our customers by using new programs and insights knowledge for effective communication.
b. Develop sales call planning
c. Develop questioning skills to prop and clarify the customer needs and interest
d. Presentation skills
• Organize and Follow up new employee soft skills, product knowledge &technical training
• Support first line managers to share international out source training experience, beginning by Regional Planning Program of IMS (2008), Field sales Management with CCM/ Tack (2009) SPIDER, Managing winning Sales Team & Building Brand leaders &OPTIMA with INNOVARA (2010/ 2012).
• Considering the costs of planned programs and keeping within budgets as assessing the return on investment of any training
• Work on employee morale and motivating them to work as a team in addition to open the new era for Business Logic (Code of Ethics) to develop and create a champion network and facilitate leadership compliance.
• Create Stander Operating Procedures (SOP) for Interview and recruiting and focus on the competencies needed for all position and proper questions guide which support the behavioral interview, these questions look for STAR (situation. Task, action and result) answer and clarify the interviewee work experience, qualification, strengths, motivation, stability, and ability to work with others.