Unit of competency Outline
Date retreived
22/07/2026 8:18 AM AWST
22/07/2026 8:18 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 representatives team
Lead a sales representatives team
Unit of competency
National Code
SIRXSLS410
SIRXSLS410
State Code
WD988
WD988
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
10/08/2012
Field of Education
080301 - Business Management
Original Release Date
10/08/2012
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.It covers leadership through the management of the team and its resources, while encouraging the modelling of sales and service values and behaviour.
Notes
Elements and Performance Criteria
1. Build a sales team.
- 1.1.Identify individual team members’ specific needs and concerns.
- 1.2.Identify and address operational contingencies specific to individuals, contexts, times or territories.
- 1.3.Comply with management practices to achieve personal performance indicators.
- 1.4.Action and follow up team needs and requests, according to workplace requirements.
- 1.5.Build and maintain team communication through clarity of decisions and timely management response.
- 1.6.Identify and resolve breakdowns in communication and trust relationships according to workplace procedures.
2. Manage territory and sales team coverage.
- 2.1.Communicate service levels and sales performance targets for sales team representatives and ensure they are understood by individuals.
- 2.2.Secure reports from sales team members and ensure they conform to agreed detail, format and deadlines.
- 2.3.Analyse and action sales team members’ reports according to workplace requirements.
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.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 communications reinforce business policy and procedures.
- 5.4.Model business expectations and commitment through personal performance to achieve team objectives.
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Team members may include:
fulltime, 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.
Team needs and requestsmay relate to resources, such as:
budget
equipment and technology
materials
people
time.
Communication styles may include:
body language, including facial expressions
reading and writing
speaking and listening
using languages other than English, including:
local community languages, including Indigenous languages
visual languages, such as sign language.
Sales reports may include information on:
business customer requests
competitor activities
display disputes
end consumer complaints
product problems
recalls.
Sales and performance targets may include:
customer retention
market share
positioning with local businesses
presentation or merchandising of products or services
price
quality
shift in sales demographics
volume of sales.
Sales and performance targetsfor a sales team may vary with:
brand type
marketing campaigns
merchandising and sales strategy
product or service
promotional strategies and their duration, cycle, territory coverage and product or service focus
territory sales.
Equipment and resource requirements may include:
consumables
merchandising and promotional materials
pay
transportation
uniforms.
Meetings may be:
single location or multi locations, using:
videoconferencing
internet
face-to-face
formal or informal.
Businessoutcomesmay include:
brand value
key performance indicators
market and sales indicators
milestones
performance benchmarks
price
quality standards and criteria
strategic objectives
sustainability.
Business values and culture may include:
chain of command
mission statement
organisational structure, including own position and role within the structure
workplace goals
workplace policy and procedures.
Business policy and procedures in regard to:
interaction with customers
interaction with other team members
WHS
quality assurance and control
sale of products and services.
Modelling business expectations and commitment through personal performance may involve:
coaching
communication
demonstration
job behaviour
observation and job shadowing
reflection and discussion.
Team members may include:
fulltime, 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.
Team needs and requestsmay relate to resources, such as:
budget
equipment and technology
materials
people
time.
Communication styles may include:
body language, including facial expressions
reading and writing
speaking and listening
using languages other than English, including:
local community languages, including Indigenous languages
visual languages, such as sign language.
Sales reports may include information on:
business customer requests
competitor activities
display disputes
end consumer complaints
product problems
recalls.
Sales and performance targets may include:
customer retention
market share
positioning with local businesses
presentation or merchandising of products or services
price
quality
shift in sales demographics
volume of sales.
Sales and performance targetsfor a sales team may vary with:
brand type
marketing campaigns
merchandising and sales strategy
product or service
promotional strategies and their duration, cycle, territory coverage and product or service focus
territory sales.
Equipment and resource requirements may include:
consumables
merchandising and promotional materials
pay
transportation
uniforms.
Meetings may be:
single location or multi locations, using:
videoconferencing
internet
face-to-face
formal or informal.
Businessoutcomesmay include:
brand value
key performance indicators
market and sales indicators
milestones
performance benchmarks
price
quality standards and criteria
strategic objectives
sustainability.
Business values and culture may include:
chain of command
mission statement
organisational structure, including own position and role within the structure
workplace goals
workplace policy and procedures.
Business policy and procedures in regard to:
interaction with customers
interaction with other team members
WHS
quality assurance and control
sale of products and services.
Modelling business expectations and commitment through personal performance may involve:
coaching
communication
demonstration
job behaviour
observation and job shadowing
reflection and discussion.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
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, leading 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 according to 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 retail work 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.
Method 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
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.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
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, leading 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 according to 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 retail work 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.
Method 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
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.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| S6196 | SIRXSLS006A | Lead a sales team | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J150 | SIR40212 | Certificate IV in Retail Management | Qualification |