Unit of competency Outline
Date retreived
22/07/2026 9:05 AM AWST
22/07/2026 9:05 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Lead a sales team
Lead a sales team
Unit of competency
National Code
SIRXSLS006A
SIRXSLS006A
State Code
S6196
S6196
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
15/03/2010
Field of Education
080301 - Business Management
Original Release Date
15/03/2010
Nominal Hours
30
Description
This unit describes the performance outcomes, skills and knowledge required to lead a sales team to achieve the business objectives governing sales and service for a defined customer group or territory.
Notes
Elements and Performance Criteria
1 Lead a sales team.
- 1.1 Identify individual team members' specific needs and considerations.
- 1.2 Identify and address operational contingencies specific to an individual, context, time or territory.
- 1.3 Achieve consistent management practices.
- 1.4 Action and follow up team needs and requests.
- 1.5 Achieve credible communication through clarity of decisions and timely management response.
- 1.6 Identify and resolve breakdowns in communication and trust relationships.
2 Manage territory and sales team coverage.
- 2.1 Clearly communicate performance targets for service levels and sales for sales team representatives and ensure they are understood by individuals.
- 2.2 Secure reports from sales team members in agreed detail, format and deadlines.
- 2.3 Analyse and action sales team members' reports.
3 Manage sales team resources.
- 3.1 Deploy budget and resources to the sales team according to operational requirements.
- 3.2 Motivate team members to achieve individual and collective sales and performance targets.
- 3.3 Determine equipment and resource requirements for sales team operations.
- 3.4 Establish procedures for sales team to request resources.
- 3.5 Manage sales team equipment to budget and operational requirements.
- 3.6 Process sales team requests for additional resources within required timeframe.
- 3.7 Monitor compliance of sales team resource expenditure with budget.
4 Conduct sales team meetings.
- 4.1 Organise and resource sales team meetings as required.
- 4.2 Facilitate sales team meeting to achieve agreed agenda and objectives.
- 4.3 Minute, record and report meetings according to established procedures.
- 4.4 Ensure field and sales team meeting outcomes are satisfied.
5 Model sales and service values and behaviour.
- 5.1 Ensure personal sales, service and management activities reflect business sales and service policies and procedures.
- 5.2 Ensure personal behaviour reflects the values and culture encouraged by the business.
- 5.3 Ensure personal performance and interpersonal communication reinforce business policy and procedures.
- 5.4 Model business expectations and commitment through personal performance to achieve team objectives.
full-time, part-time, casual or contract staff
people from a range of social, cultural and ethnic backgrounds
people with varying degrees of language and literacy levels.
people
materials
equipment and technology
budget
time.
speaking and listening
reading and writing
body language
facial expression
using languages other than English including local community languages, Indigenous languages and visual languages such as sign language.
Sales
competitor activities
recalls
product problems
display disputes
business customer requests
end consumer complaints.
market share
positioning with local businesses
price
quality
volume of sales
presentation or merchandising of products or services
customer retention
shift in sales demographics.
brand type
marketing campaigns
product or service
merchandising and sales strategy
territory sales
promotional strategies and their duration, cycle, territory coverage and product or service focus.
uniforms
pay
consumables
transportation
merchandising and promotional materials.
single location-, face to face
multi-locational (e.g. videoconferencing or virtual means, internet)
minuted or informal.
Business
key performance indicators
strategic objectives
price
market and sales indicators
brand value
quality standards and criteria
performance benchmarks
milestones.
Business
organisational structure, including own position and role within the structure
chain of command
workplace policy and procedures
organisational values
mission statement
workplace goals.
sale of products and services
quality assurance and control
interaction with customers
interaction with other team members
OHS.
job behaviours
coaching
observation and job shadowing
demonstrations
communication
reflection and discussion.
people from a range of social, cultural and ethnic backgrounds
people with varying degrees of language and literacy levels.
people
materials
equipment and technology
budget
time.
speaking and listening
reading and writing
body language
facial expression
using languages other than English including local community languages, Indigenous languages and visual languages such as sign language.
Sales
competitor activities
recalls
product problems
display disputes
business customer requests
end consumer complaints.
market share
positioning with local businesses
price
quality
volume of sales
presentation or merchandising of products or services
customer retention
shift in sales demographics.
brand type
marketing campaigns
product or service
merchandising and sales strategy
territory sales
promotional strategies and their duration, cycle, territory coverage and product or service focus.
uniforms
pay
consumables
transportation
merchandising and promotional materials.
single location-, face to face
multi-locational (e.g. videoconferencing or virtual means, internet)
minuted or informal.
Business
key performance indicators
strategic objectives
price
market and sales indicators
brand value
quality standards and criteria
performance benchmarks
milestones.
Business
organisational structure, including own position and role within the structure
chain of command
workplace policy and procedures
organisational values
mission statement
workplace goals.
sale of products and services
quality assurance and control
interaction with customers
interaction with other team members
OHS.
job behaviours
coaching
observation and job shadowing
demonstrations
communication
reflection and discussion.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
models and activates positive behaviours and attitudes in team (leads by example)
sets and communicates performance standards, sales targets and individual performance requirements to team members
evaluates and amends leadership style to meet work team, contingency and performance contexts
communicates sales and service targets and plans and provides feedback on operations and outcomes to relevant personnel in accordance with store policy
manages effective service coverage and sales targets for a customer group or territory.
Context of and specific resources for assessment
Assessment must ensure access to:
a sales workplace environment
relevant documentation, such as:
policy and procedures manuals
sales and service delivery targets and plans
records of sales and service
legislation and statutory requirements
industry codes of practice
a team.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of the candidate in the workplace
third-party reports from a supervisor
customer feedback
written or verbal questioning to assess knowledge and understanding
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Assessing employability skills
Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically in the context of the job role and with other relevant units that make up the skill set or qualification.
Evidence of the following is essential:
models and activates positive behaviours and attitudes in team (leads by example)
sets and communicates performance standards, sales targets and individual performance requirements to team members
evaluates and amends leadership style to meet work team, contingency and performance contexts
communicates sales and service targets and plans and provides feedback on operations and outcomes to relevant personnel in accordance with store policy
manages effective service coverage and sales targets for a customer group or territory.
Context of and specific resources for assessment
Assessment must ensure access to:
a sales workplace environment
relevant documentation, such as:
policy and procedures manuals
sales and service delivery targets and plans
records of sales and service
legislation and statutory requirements
industry codes of practice
a team.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
observation of the candidate in the workplace
third-party reports from a supervisor
customer feedback
written or verbal questioning to assess knowledge and understanding
review of portfolios of evidence and third-party workplace reports of on-the-job performance.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Assessing employability skills
Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically in the context of the job role and with other relevant units that make up the skill set or qualification.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| N0789 | WRWSL407A | Lead a sales team | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WD988 | SIRXSLS410 | Lead a sales representatives team | Unit of competency |
