{"schemaVersion":"1.0","exportedAt":"2026-05-15T12:38:05.186Z","occupation":{"soc":"41-1012.00","title":"First-Line Supervisors of Non-Retail Sales Workers","group":"Sales & Related","sector":"44-45","jobZone":4,"jobZoneInferred":false},"framework":{"version":"v.26.05","description":"","contextCovered":"This framework covers supervisory and leadership competencies for First-Line Supervisors of Non-Retail Sales Workers operating in B2B, wholesale, and commercial sales environments, from entry-level oversight through executive-level strategy and organizational leadership.","levels":{"emerging":{"label":"Emerging","statements":["Sales staff performance data — collect and organize under supervisor guidance to support goal-tracking in a B2B or wholesale sales environment.","Customer complaints regarding products or personnel — document and escalate to senior supervisors following established resolution protocols.","Daily work schedules — assist in preparing and distributing to sales team members under direction from a district or regional manager.","Employee records pertaining to purchases, sales, and requisitions — maintain accurately using spreadsheet software in a structured office setting.","New sales staff onboarding materials — help coordinate and deliver under the direction of an experienced supervisor during training cycles.","CRM software entries — input and update customer interaction data under guidance to support team-wide pipeline visibility.","Cash receipts and basic inventory counts — assist in reconciling discrepancies under close oversight in a sales operations environment.","Staff meetings and team briefings — participate in and take notes, supporting senior supervisors in communicating priorities to sales personnel.","Company sales procedures and policies — read, interpret, and apply to routine daily tasks within a supervised non-retail sales setting.","Active listening techniques — apply during customer-facing interactions and team check-ins to identify issues and relay accurate information to supervisors."]},"developing":{"label":"Developing","statements":["Sales staff performance metrics — monitor against established targets on a recurring basis and flag underperformance for corrective action in a mid-sized sales operation.","Difficult or complex customer complaints — resolve independently by applying product knowledge and service protocols, escalating only when organizational policy requires.","Employee work assignments — plan and distribute across a sales team based on skill sets, availability, and shifting daily priorities in a non-retail environment.","Personnel evaluations — conduct structured performance reviews using established criteria and provide constructive feedback to individual sales representatives.","Sales and requisition records — maintain and reconcile with accuracy using ERP or accounting software to support financial reporting cycles.","New hire orientation and skills training — design and deliver for entry-level sales staff, adapting instruction to individual learning needs.","Sales territory coverage and scheduling gaps — identify and resolve proactively by coordinating across team members in a regional sales setting.","Customer relationship management software — use routinely to track account activity, monitor pipeline health, and inform team coaching conversations.","Cross-functional communication — coordinate with warehouse, finance, or marketing teams to resolve order fulfillment or pricing issues affecting sales outcomes.","Sales team conflict or interpersonal issues — address using active listening and social perceptiveness to restore collaboration and maintain morale."]},"proficient":{"label":"Proficient","statements":["Full sales team performance — oversee autonomously across all accounts and territories, applying deductive reasoning to identify root causes of performance gaps and implement targeted interventions.","Customer escalations involving service failures or personnel disputes — resolve with full authority, negotiating outcomes that protect customer relationships and company reputation.","Staffing models and shift structures — design and optimize for a non-retail sales workforce to balance coverage, cost, and productivity across varied selling cycles.","Hiring, development, and separation decisions — execute independently, applying personnel and HR knowledge to ensure legal compliance and strategic fit within the sales organization.","Sales growth strategies — contribute substantively to executive planning sessions, using market data, financial analysis software, and persuasion to advocate for territory expansion or new channels.","Complex problem-solving across operations — diagnose multifactor issues in inventory, cash reconciliation, or quota attainment and lead cross-departmental corrective actions.","Training curricula and learning strategies — develop for the full range of sales competencies, incorporating adult-learning principles to accelerate staff capability development.","Sales performance reports and financial summaries — author with precision using ERP and spreadsheet software, providing written analysis consumed by senior leadership.","CRM and enterprise integration tools — leverage across the team to enforce data discipline, forecast accuracy, and accountability at the individual-account level.","Market and competitive intelligence — synthesize continuously through active learning and critical thinking to adjust team tactics and recommend strategic pivots to management."]},"advanced":{"label":"Advanced","statements":["Organizational sales strategy — set direction and lead implementation across multiple teams or regions, aligning goals with executive priorities and long-term market positioning.","Supervisory talent pipeline — identify, mentor, and develop high-potential sales supervisors, creating succession plans that sustain organizational performance across leadership transitions.","Enterprise-wide sales procedures and workforce policies — design and institutionalize, ensuring consistency, legal compliance, and alignment with company growth objectives across all non-retail sales units.","Senior company officials and cross-functional executives — engage through structured confer sessions to co-develop market expansion initiatives, channel strategies, and revenue acceleration programs.","Organizational performance culture — establish and model, embedding achievement orientation, accountability, and customer-service excellence as defining norms across the full sales workforce.","Complex, high-stakes negotiations with key accounts or strategic partners — lead with authority, applying advanced persuasion and judgment to close agreements that materially impact revenue targets.","Financial and operational reporting frameworks — architect at the leadership level, directing the use of ERP, financial analysis software, and data query tools to enable fact-based executive decision-making.","Workforce planning and large-scale hiring initiatives — direct in response to organizational growth, acquisition, or market shifts, applying personnel and HR knowledge to scale teams efficiently.","Technology adoption and process improvement — champion across the sales organization, evaluating and integrating CRM, ERP, and process-mapping tools to drive measurable efficiency gains.","Organizational learning and continuous improvement culture — lead through the design of enterprise training systems, modeling active learning and learning-strategy innovation that elevates capability across all levels of the sales workforce."]}}},"sources":{"onet":"v30.2 (CC BY 4.0)","crosswalk":"https://skillscrosswalk.com","generator":"LER.me"},"attribution":"© EBSCOed"}