Building high and sustainable B2B sales performance with a Competency-Based Organization The Legrand Case

The world of B2B sales is in a constant state of transformation, and companies wishing to remain competitive must invest in the ongoing development of their teams.

Recently, at a meeting of the Club de l’Excellence Comercial Brasil, which aims to nurture the community of sales decision-makers with key insights, conferences, events, best practice exchanges and exclusive courses enabling them to increase B2B sales productivity in Brazil, I had the privilege of discussing with Nelson Rebelato, Sales Director of Legrand Brazil, how his team implemented a competency-based management model and the impressive results they achieved. This approach, which combines internal talent development with strategic competency management, has proven to be the key to retention and sustainable growth.

By Vincent Parachini, Managing Partner, Halifax Consulting Latam

Why implement a Competency-Based Organization?

Legrand, like many companies in Brazil, was facing significant challenges. Data from ManpowerGroup indicates that Brazil ranks 9th in the world in terms of talent shortages, with sales, marketing and customer service functions the most affected (53% of the reported talent shortage). In addition, voluntary turnover in the Brazilian sales sector is around 21%, meaning that on average, companies have to replace their entire sales team every five years.

Faced with this reality, Legrand chose not to compete for talent in the marketplace, but to develop its internal teams. The creation of a competency-based organization has enabled the company not only to improve the performance of its sales force, but also to increase talent retention, boost motivation and ensure stronger strategic alignment.

Nelson Rebelato pointed out that before the model was implemented, Legrand was facing difficulties common to many companies: unpredictable sales and teams lacking autonomy in negotiations. “We started the month with a good outlook, but sales slowed midway through, and by the end of the month, results weren’t up to par,” said Nelson. It was this scenario that prompted the decision to adopt a competency-based model to transform the team’s performance.

The Transformation Process: Competency Mapping

The first step was to develop a Role Model, which detailed the desired skills and performance expectations for each role within the team. A skills assessment was then carried out to measure current competence, potential for development in the role and self-diagnosis of skills. This mapping identified not only gaps in employees’ technical and behavioral skills, but also areas of strength. Legrand realized that, to maximize performance, it was essential to align individual skills with business needs.

The model, developed in partnership with Halifax Consulting Brazil, involved the creation of a strategic document that detailed the desired competencies and performance expectations for each function within the team. “We mapped where we were and where we needed to be,” said Nelson. This clarity enabled the team to develop specific learning paths for each employee, with a focus on reskilling and upskilling.

Competency management led to a substantial change in team performance. What’s more, 83% of participants said they felt more serene about doing their jobs, and 92% said they felt more confident about the future after the leadership training courses.

Halifax Consulting Brazil carried out over 1,100 skills assessments in Brazil. This work revealed that 81% of the B2B sales executives assessed were order takers, and were unable to carry out transactions with high added value for the customer, beyond simple price negotiation. Training focused on developing these skills brought rapid, tangible results.

Tangible results: Autonomy and retention

The results of implementing the competency model were evident on several levels:

1. Increased talent retention – One of the biggest challenges Legrand faced was the high turnover of its sales team. After implementing the model, talent retention increased significantly, due to greater clarity on performance expectations and investment in individual employee development.
2. Greater autonomy in negotiations – Nelson shared the example of a young sales executive who, after her leader underwent training and coaching, took on the responsibility of leading a high-profile presentation for strategic customers. “Not only did she deliver the presentation with confidence, she also brought in new business opportunities for the company.” Prior to the training, this task would have been carried out by more experienced managers. With the new skills, the executive not only led the presentation, but also brought in new business opportunities for the company.
3. Reduced internal rework – Improving the team’s skills not only had a positive impact on external customer interactions, but also improved internal efficiency. Nelson mentioned that the training process helped reduce rework in several areas, particularly in back-office and trade marketing.
4. Improved customer satisfaction – With a team better prepared to generate value from customer interactions, Legrand has also seen a substantial increase in customer satisfaction, particularly in sectors where negotiation was often limited to price and volume.

Overcoming Obstacles

As with any transformation process, there were of course challenges. Nelson highlighted two main obstacles: budget and time. Implementing a robust training program requires a significant financial investment, and this can be difficult to justify at the outset. According to Halifax Consulting’s survey of Legrand executives, 88% reported a significant increase in their teams’ motivation after implementation, 63% saw an improvement in performance, and 63% observed direct impacts on business results.

Another challenge was to overcome internal resistance, particularly among the most experienced managers. The Halifax survey revealed that, initially, 25% of the least experienced managers said they were unsure of the program’s impact, but after the training began, these managers’ motivation and confidence increased drastically.

Systemic Impact: A Sustainable Model for Today and Tomorrow

Legrand’s success in implementing a competency-based organization shows that this approach is essential for companies seeking not just to survive, but to thrive in today’s competitive market. In a context of permanent crisis and constant change (VUCA/BANI/Permancrise), it is essential that companies invest in the ongoing development of their teams.

The Legrand case demonstrates that a competency-based approach is not just a temporary solution, but a sustainable model that fosters continuous improvement. According to the Halifax Consulting survey, Legrand’s sales leaders became more empowered and confident as they progressed through the process. 92% said the program had made it easier for them to position themselves as leaders, and 83% said they felt better able to lead their teams.

What’s more, the transformation didn’t just impact management, but the whole team. Data shows that 75% of teams reported feeling more confident about doing their jobs after clear communication of competency models, and 96% of managers said they knew exactly where to focus on developing their teams.

According to Nelson, “it’s not enough to hire new talent, we have to develop what we already have. Creating a self-sufficient team capable of meeting the challenges of an ever-changing market is the real competitive advantage.”

If you’re a sales leader looking to transform your team and increase your competitiveness in the marketplace, it’s time to consider a competency-based approach. At Halifax Consulting, we have the experience and tools to help your organization achieve this transformation.

Contact us here.

About the author:

As Managing Partner of LATAM at Halifax Consulting, Vincent is dedicated to stimulating strategic growth and improving the productivity of companies in Latin America. A former CEO with over 15 years’ experience in international business management at BIC, 25 years in sales and 8 in training and consulting, he is passionate about helping companies achieve their goals through customized solutions and practical insights.

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