L'Oreal, Division of Cosmair, Inc.

L'Oreal, Division of Cosmair, Inc.

Distribution/warehouse center for a national consumer goods company

Cranbury, New Jersey

To create efficiencies, improve operations, increase productivity, and improve morale in a vastly new environment resulting from the closing of two distribution centers, a Division merger, the opening of a new facility and the implementation of new, technology-based systems.

All changes were for the better in terms of operations, efficiency, and productivity for L'Oreal. But these changes also represented new challenges to Human Resources. New work teams were being formed. New responsibilities were assigned to reflect operational changes. In many cases, people were reporting to individuals who previously were no more than a voice on the phone and, in some cases, individuals who often seemed at cross-purposes. Morale was impacted as employees tried to adjust to their new work environment.

Frank Bilski, Director of Human Resources for L'Oreal Distribution and Administration had tested managerial programs which he describes as "hit or miss," with "no real follow-up." Then he was introduced to Delta Consultants and Acumen, a 360° assessment and feedback tool.

Delta Consultants conducted numerous, in-depth interviews with Sales Reps and Regional Managers in key U.S. markets to establish (1) a profile of testable skills and characteristics that impact sales success, (2) a job description telling a cogent story about what successful Reps do, and (3) qualitative and descriptive performance measurement guidelines to complement traditional measures (e.g. Quota).

Delta then convened a Regional Manager team to discuss and measure the performance of 40 individual Reps from key U.S. markets.

A trial test battery was selected according to the "success profile" and administered to the 40 Reps participating in the project.

Tests scores were then correlated to actual Sales Rep performance measures. It was discovered that performance-predicting tests measure: Conceptual and strategic selling aptitude; architectural aptitude; prospecting motivation; assertiveness (for moving relationships forward at key points in the sales cycle) and energy level (for sustaining a high level of field productivity). Cut off scores, prediction formulas and guidelines for administering the test program followed.

For close to ten years, the tests have been efficiently administrated at Regional Offices throughout the U.S. Completed tests are sent to Delta for scoring and analysis. Within 24 hours of assessment, a Delta Consultant confers with the Regional (hiring) Manager. A report integrating test implications and the manager's perceptions follows within three days of receiving completed tests.

Today, L'Oreal is in its fourth year working with Delta and Acumen, and the program has become an integral part of the Human Resource function. According to Bilski, this program has been one of their "greatest successes," helping his team to make significant -- and measurable -- improvements on a number of fronts: Increases in shipping turns; Increases in shipment/sales volume without adding employees; Faster response to customer inquiries; Decreases in outstanding invoices; Lower inventory levels.

"You can't solve a problem that hasn't been identified," says Bilski. "Acumen and Delta's coaching helped us to define areas where improvement was needed and then helped us develop the strategies and tools that allowed us to reach our individual, team, and corporate goals."

Acumen is a registered trademark of Human Factors, Inc.